Skip to main content

Indian CEOs prefer Mercedes

The news article in Economic Times caught my attention where Indian CEOs prefer imported cars. The reason may be Indian auto makers may not have cars to suit the taste of super rich CEOs. I summarized the list from article for your dekko.

Name

CEO / Director / Chairman of

Car he owns/ prefers
Mukesh Ambani Reliance Industries Maybach 62 and lot of S Class Mercedes
K P Singh DLF Group S Class Mercedes
Malvinder Singh Ranbaxy Labs Mercedes S350s
V C Burman Dabur Group Mercedes Kompressor
Anil Ambani Anil Dhirubhai Ambani Group Lamborghini, Porsche
Kumar Mangalam Birla Birla Group MW 5 Series Sedan
Shiv Nadar HCL Technologies Rolls Royce Phantom
Vijay Mallya U B Group Bentley Continental Flying Spur. Has collection of cars
Subhash Chandra Zee Telefilms Mercedes Viano 3.5.
Sunil Bharti Mittal Bharti Airtel Mercedes S-500
Azim Premji Wipro Toyota Corolla
Ratan Tata Tata Group Tata Sedan
Shinzo Nakanishi Maruti Suzuki Grand Vitara
Deepak Pareekh HDFC Bank Toyota Camry
O P Bhatt SBI Toyota Corolla
Janardhana Reddy Obalapuram mines Volkswagon, Mercedes Benz and a Pajero

Mercedes is at the top of the list. Only Mr. Ratan Tata is in bit of odd position since his company is the leading Indian car manufacturer in India which focuses on car for masses. India Inc now expects car for classes too. According to Forbes in year 2007, India has 30 billionaires with total net worth of $ 152.30 billion.

Source: Maybach 62

It is customary for people working in Embassy and High Commission to drive cars of country origin. It would be interesting to see which cars Ambassador and representatives Indian High Commission drive ? Or will you consider cars Hyundai, Volkwagen, Suzuki manufactured in India to be an Indian car ?

Did you know that Malaysian car manufacturer Proton and Korean car manufacturer Hyundai has range of cars for all classes ? Tata Motors, buckle up, India Inc. expects a lot from you now. You have a Nano... now the expectation is for Macro also !!!

Just a closing thought ?

I have a friend who owns BMW and has been driving it for long time. When he sells the old one and buys another - it is always a BMW.

I asked him, why he doesn't buy Mercedes ? He looked at me and said, "I don't drive taxis !!! " A view shared by most of BMW owners.

You will never find a BMW taxi but there will be always a Mercedes Taxi. Anyway, for the time being, I can only talk about it.

I will be happy to read your comments on this topic. Please add / post yours comments on which car do you fancy the most. What car does your CEO drive ?

Regards,

Santosh Puthran

Post Accountancy Jobs on Management Accountant Job Board

Join Management Accountant Groups

Do you like to be updated in Accountancy ?

Subscribe to Management Accountant by Email
Or
Subscribe in a reader

SAP Store, UK

Visit MA Stores ? You will find something you are looking for ....

Management Accountant Store, US - Powered by Amazon
Management Accountant Store, UK Stores - Powered by Amazon, UK
Digital Store, US

You may also like to read

  1. Honda 50cc Bike - Imposed Strategy
  2. Red Monkey Innovation
  3. World's 50 most innovative companies
  4. Resistance to Change
  5. Strategic Drift
  6. Strategic Development
  7. Understanding Three Stages of Change
  8. A Parable of our times
  9. How to Share Blog posts with friends
  10. Management Accountant Blog Home

Subscribe to RSS Feeds and be up-to-date

  1. Management Accountant
  2. Accountancy News
  3. My Favorite Blogs that I track
  4. SAP Jobs & Opportunities
Labels:
Post a Comment

Popular posts from this blog

Throughput Accounting

Throughput accounting (TA) is an alternative to cost accounting proposed by Eliyahu M. Goldratt. It is not based on Standard Costing or Activity Based Costing (ABC). Throughput Accounting is not costing and it does not allocate costs to products and services. It can be viewed as business intelligence for profit maximization. Conceptually throughput accounting seeks to increase the velocity at which products move through an organization by eliminiating bottlenecks within the organization.


Cost (or Management) accounting is an organization's internal method used to measure efficiency. Since no one outside the organization uses such internal accounts for investment or other decisions, any methods that an organization finds helpful can be used.


Throughput accounting improves profit performance with better management decisions by using measurements that more closely reflect the effect of decisions on three critical monetary variables (throughput, inventory, and operating expense — defin…
Read more

Learning Curve Theory

Learning Curve Theory is concerned with the idea that when a new job, process or activity commences for the first time it is likely that the workforce involved will not achieve maximum efficiency immediately. Repetition of the task is likely to make the people more confident and knowledgeable and will eventually result in a more efficient and rapid operation. Eventually the learning process will stop after continually repeating the job. As a consequence the time to complete a task will initially decline and then stabilise once efficient working is achieved. The cumulative average time per unit is assumed to decrease by a constant percentage every time that output doubles. Cumulative average time refers to the average time per unit for all units produced so far, from and including the first one made.

Major areas within management accounting where learning curve theory is likely to have consequences and suggest potential limitations of this theory.


Areas of consequence:
A Standard Costing …
Read more

Resistence to Change - Approaches of Kotter and Schlesinger

The Six (6) Change Approaches of Kotter and Schlesinger is a model to prevent, decrease or minimize resistance to change in organizations.
According to Kotter and Schlesinger (1979), there are four reasons that certain people are resisting change: Parochial self-interest (some people are concerned with the implication of the change for themselves ad how it may effect their own interests, rather than considering the effects for the success of the business)Misunderstanding(communication problems; inadequate information)Low tolerance to change (certain people are very keen on security and stability in their work)Different assessments of the situation (some employees may disagree on the reasons for the change and on the advantages and disadvantages of the change process) Kotter and Schlesinger set out the following six (6) change approaches to deal with this resistance to change: Education and Communication - Where there is a lack…
Read more