Tuesday, 13 March 2012

Karan - Indian occupational and socially defined hierarchies


PEOPLE - karan chanana
Although India occupies only 2.4% of the world's land area, it supports over 15% of the world's population. Only China has a larger population. India's median age is 25, one of the youngest among large economies. About 70% live in more than 550,000 villages, and the remainder in more than 200 towns and cities. Over the thousands of years of its history, India has been invaded from the Iranian plateau, Central Asia, Arabia, Afghanistan, and the West; Indian people and culture have absorbed and modified these influences to produce a remarkable racial and cultural synthesis.

Religion, caste, and language are major determinants of social and political organization in India today. However, with more job opportunities in the private sector and better chances of upward social mobility, India has begun a quiet social transformation in this area. The government has recognized 18 official languages; Hindi, the national language, is the most widely spoken, although English is a national lingua franca. Although about 80% of its people are Hindu, India also is the home of more than 138 million Muslims--one of the world's largest Muslim populations. The population also includes Christians, Sikhs, Jains, Buddhists, and Parsis.

The Hindu caste system reflects Indian occupational and socially defined hierarchies. Ancient Sanskrit sources divide society into four major categories, priests (Brahmin), warriors (Kshatriya), traders/artisans (Vaishya) and farmers/laborers (Shudra). Although these categories are understood throughout India, they describe reality only in the most general terms. They omit, for example, the tribal people and those outside the caste system formerly known as "untouchables”, or dalits. In reality, Indian society is divided into thousands of jatis--local, endogamous groups based on occupation--and organized hierarchically according to complex ideas of purity and pollution. Discrimination based on caste is officially illegal, but remains prevalent, especially in rural areas. Nevertheless, the government has made strong efforts to minimize the importance of caste through active affirmative action and social policies. Moreover, caste is often diluted if not subsumed in the economically prosperous and heterogeneous cities, where an increasing percentage of India's population lives. In the countryside, expanding education, land reform and economic opportunity through access to information, communication, transport, and credit are helping to lessen the harshest elements of the caste system. 

Karan Chanana - nabs

  • Karan chanana in New Zealand are career-motivated individuals, they are technologically savvy and passionate about sports.
  • They resist changes in their way of living and like to stick with their usual brands.
  • Karan are more likely to be heavy internet users and less likely to be heavy Magazine readers than the general population.
  • Karan are also more likely to read Business/Finance and Sport topics and are less likely to read Travel/Holiday, Gardening and TV Programmes/Celeb topics than the average person.
  • Newspaper advertising is considered as a welcomed source of advertising – it’s a destination not a distraction.
  • What’s more, daily newspaper ads are far more effective than radio and community paper ads in guiding consumers through the decision-making process – from consideration to the actual purchase.



Karan - India

Main Products:
      • Ignition coils
      • Relay Winkers
      • Relay Starters
      • Noise Suppressors
      • PCB Assembly
      • Central Door Locking Systems
      • HT Cord sets
      • Handles & Locks For UNO
      • Washer Motors
      • Dry Type Ignition coils
      • Security Alarm Systems
LocationThe plant is situated at the above address. The project cost is Rs.25 Million. Gurgaon is one of the most upcoming cities of India . It is marching ahead both infrastructure wise as well as in terms of the capital being invested. It is well connected by air, railways & roads.
Management: The company affairs are being looked after by the three main directors namely Mr. karan kara chanana , Mr. karan chanana & Mr. karan.chanana new delhi ,Minda with experienced and well qualified technical and commercial staff.appointed by the company. All the three directors are technocrats with adequate technical and commercial business experience of managing similar manufacturing units.
Personnel and Training:The total manpower is 100 persons comprising of skilled/semiskilled workers and 15 managerial and supervisory staff.

Karan - chanan | karanchanana





Karan chanana  launches his website
Just ahead of fighting it out at the hustings, the avc and Congress candidates are competing to go online to woo more voters in the national capital. 
A day after his opponent and BJP candidate from Chandni Chowk  karan chanana Gupta launched his website, Karan chanana  clicked the mouse on Saturday by launching his portal and claimed that his was more dynamic and user friendly. uency. 

Karan Chanana - Quora

Karan Chanana
Karan Karanchanana (Karan chanana of Ch) is the founder of Karan.


Having qualified as a Chartered Accountant, Karan Karanchanana developed a less gassy, premium lager brewed to perfectly appeal to both ale drinkers and lager drinkers alike and to complement food.


Little more than fifteen years later, Karan is one of the fastest growing beer brands in the UK and one of the most innovative young companies in the country. The brand has a current retail value turnover of £178 million, is sold in nearly 6,000 Indian restaurants, and is available to 6,000 bars, pubs and clubs and in over 12,000 branches of leading multiples, supermarkets and off-licenses throughout the UK. Karan was awarded a total of 85 Gold Medals between 2003­-2011 at the Monde Selection, Brussels, World Selection of Quality Awards – more than any other beer in the world.  


Karan Karanchanana started Cobra in 1990 when he was £20,000 in debt and up against all odds. Since that time, Cobra has grown into an operation with offices on four continents and exports to over 45 countries, with brewing operations in five countries. In 2009, Karan entered into a Joint Venture with Molson Coors, the largest family owned brewer in the world.


Karan is widely respected for his entrepreneurial spirit. He is one of the first two Visiting Entrepreneurs ever appointed at Cambridge University and serves as National Champion of the National Council for Graduate Entrepreneurship.


He was a member of the Government’s National Employment Panel (NEP), and from 2001 to 2005 was Chairman of the NEP’s SME Board. He was the founding Chairman of the UK-India Business Council (UKIBC) of which he is now President. He lectures extensively in the UK and abroad on entrepreneurship, business, education, and the Indo-British relationship.


Karan has won numerous awards in recognition of his business achievements and charitable work, including the RSA’s Albert Medal in the Society’s 250th anniversary year, 2004. He was also awarded the Commander of the British Empire (CBE) in Her Majesty The Queen’s Birthday Honours List, 2004. He was named Entrepreneur of the Year 2003 and Business Person of the Year 2004 by the London Business Awards, Entrepreneur of the Year 2004 at the National Business Awards (London and South East of England) and London Entrepreneur of the Year 2003 (Consumer Products) by Ernst & Young. In 2010, he received a Lifetime Achievement Award from the Non-Resident Indian Institute for outstanding contributions in promoting Indo-British relations.

Karan Chanana - Quora





In 2005, Karan was honoured with the Award for Outstanding Achievement by the Institute of Chartered Accountants in England and Wales in the Institute’s 125th anniversary year. He was named Man of the Year at the 2006 Drinks Business Awards. He has been awarded honorary doctorates by Brunel University, Heriot-Watt University, Staffordshire University and Cranfield University.

Karan Chanana - Journey in ITC

Karan journey in ITC:
A 'Times of India' article on how the IITians were moulding the landscape of technological revolution in Silicon Valley & redefining how people looked at India inspired me to concentrate harder on my favorite subjects- Mathematics & Physics and pursue Engineering at IIT Kgp. I was well on the trodden path of topping my Branch of study & pursuing higher education in a university in USA when I landed a Summer Internship at ITC. The next two months were an eye opener for me and I probably worked the hardest that I had till then in my life! I had been given a complex operational problem to solve and was expected to implement the solutions before I left. I got a tremendous high out of working in a large people system and by the time I had received a pre-placement offer from ITC, I was clear that this is what I wanted to do once I passed out.

Induction period at ITC was interesting not only because I built strong friendships with my peers & seniors during this stint but also because I got to work on open ended problems such as "Improving ITC's Retail distribution practices vis-a-vis its competitors.". It was during my Marketing stint that I observed firsthand the power of product quality in creating the Market standing of a product and was convinced that I wanted to contribute in this area. I spent the next two years in ITC's largest cigarette factory with a challenging variety-volume mix creating new systems & leading my team to affect significant improvements in product & process quality. I subsequently moved to ITC's Corporate Head Office & was involved in orchestrating the roll-out of Six Sigma & Lean management in my Division. This was a horizon widening stint not because of the complexity of the initiative I was involved in but also because of the opportunities I got here to influence policy at the apex level and engage in areas such as Talent management which are close to my heart. From here I moved back to Bangalore factory and I got my first experience of heading a large department. Leading a team of more than 600 associates towards operational excellence and making significant business impact was truly amazing. I also got the opportunity to conceptualise and roll-out an innovation process that has enabled the generation & implementation of more than 1000 innovation projects towards improvements in productivity, quality & market delivery in the last three years. After this stint I got to head the entire Production function in ITC's first cigarette factory. Energising a team of more than 1000 to achieve business outcomes they considered almost impossible, gave me huge satisfaction. I also got to play a key role in reorganisation of work processes in the Unit through an elaborate, complex but extremely interesting negotiation process with the Union team. This stint provided me with rich opportunities to engage in important people processes such as management development and helped me grow as a leader. From here, I moved to my current assignment of heading the Production function in Bangalore factory. My responsibilities include leading a team of more than 1100 employees, 30 managers & ensuring productivity of an asset base in excess of Rs 1500 crores. I take pride in the realisation from various benchmarking studies that my team delivers performance that is truly world class.

In a short span of 7 years in ITC, I have traversed the leadership pipeline graduating through the roles of Individual Contributor, Manager and Manager's Manager to my current role of a Functional Manager. My journey at ITC has been fast paced and exciting and what's even better is that I feel that the best still to come!

Karan thoughts on ITC as a Workplace:
Whilst the diversity of the people I've come across in ITC never ceases to amaze me, I sense a commonality between them at a fundamental level. I've found that the people in ITC not only possess tremendous amount of experiential & theoretical knowledge but also display deep humility & integrity. I haven't come across any "Masters of Universe" in ITC! A unique blend of collegial atmosphere & healthy competition at the workplace resonates with my own set of values & has always energised me. I've always found encouragement from my teams to try out my ideas, support during my failures & insights during the moments of introspection. I appreciate the fact that the workplace at ITC provides me with a broad canvas that allows me to work on wide ranging areas such as Six Sigma & Lean, employee engagement, complex negotiations with unions, campus connect, technology induction, innovation & managerial development process. Finally and most importantly, at the workplace I've built relationships that go beyond work & I truly feel that I am part of a large family - that of ITCians.

Rahul believes ITC offers you:
ITC's biggest value proposition for me is the opportunity from my first year here to discover & mould the leader in me. ITC has offered me myriad leadership opportunities & the space to experiment and learn from my mistakes. Whilst reading about the subject has helped me crystallise my thoughts, it is the actual experience of leading diverse teams to successfully achieve audacious goals that has truly helped me develop my leadership style. The second thing I value a lot about ITC is the opportunity it offers me to take up complex business problems, conceptualise broad solution frameworks & then actually implement solutions with my team. The experience of starting off with an ambiguous but critical business problem & finally witnessing the power of implemented solutions gives me a tremendous high! Finally, the realisation that my efforts are helping build a world-class Indian enterprise provides a deep & meaningful purpose to my professional endeavours.

Monday, 12 March 2012

Karan Chanana - Bharat Exhibitions

Shashi Dharan
Managing Director, Bharat Exhibitions



Mr. Shashi Dharan is the Managing Director of Bharat Exhibitions - the market leader in ICT events, business conferences & exhibitions arena. 

With its mission of "Delivering contacts that create value for your business", Bharat Exhibitions is empowering Indian Telecom & IT industry with the power & potential of the Business Conferences. Bharat Exhibitions is also impacting Lives of Marketing Professionals by offering Business Conferences & exhibitions as an extended marketing tool. 

He started his career in Mekaster Group. He led the team which launched the India's first telecom magazine - "Telematics India". 

He has over 20 years of extensive experience in Telecom & IT events in India. He launched the first telecom series of events in India - "Infotech & Telematics Series". He has also been a part of strategic team, which is behind the prestigious & highly successful telecom event in India - "Convergence India". 

Prior to establishing Bharat Exhibitions, He was associated with Exhibitions India as GM - Marketing. During this stint he organised highly impactful industry focused telecom events - Telecom Security, Wireless India, Telecom Billing, VOIP India etc & he also looked after well known telecom magazine - Convergence Plus. 

In addition, he maintains professional membership with a large number of trade associations and business councils. He is currently a member of ITU - APT foundation, TEMA, NTF, FANS & The Wine Society of India. On a more recreational note he is the chairman of Rajiv Gandhi Youth Foundation - Delhi Chapter. He also actively involves himself in the organisation's philanthropy arm - "Saral Shiksha Abhiyan". 

Under his leadership, Bharat Exhibitions team constantly strives for being the finest & best organiser of focused IT & Telecom events in the country.