Deep Roots Potent Legacy-All

PERSONALIZE IT In professional circles a common phrase is - Don't take it personally. However entrepreneurs, heading organizations, need to \"take it personally\". The personal touch has to be integrated in customer interactions to make the recipient feel that the organization genuinely cares for him. How can this be done? Well simple techniques like – not evading eye contact; not making it sound as if you are just parroting the company's printed policy; while talking with employees sending out the message that they are your equal stake holders in this business and as both of you are riding in the same boat, it is in the mutual interest to propel the oars with equal force and commitment; while explaining the employee safety policy the underlying sentiment is how precious they are to you; not reducing board meetings to mere formalities to be conducted etc. In short - Make every interaction personal. “Amazing things will happen when you listen to the consumer. - Jonathan Midenhall

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CUSTOMER AND CONSUMER The difference between customer and consumer needs to be understood. Consumer is basically the person who would actually utilize the manufactured product. There exist many elements between the manufacturer and the consumer like distributors, dealers etc. who are termed as customers. The primary objective of an organization is to ensure that its ultimate customer i.e. the consumer loves and relishes using the product. Not only that, an organization needs to take several steps to ensure that all the elements in between viz. distributors, dealers, grocers etc. put in their best efforts to facilitate efficient delivery of the product to the ultimate user. The merits of the product would endear itself to the consumer and the best strategies employed would ensure that the product reaches this consumer through the entire chain comprising of distributors, dealers, etc. “Know what your customers want most and what your company does best. Focus on where those two meet. - Kevin Stirtz

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AVOID KNEE- JERK REACTIONS Many situations arise in the corporate scenario when an entrepreneur, CEO or departmental head is tempted to respond with a knee-jerk reaction. But remember that something that is done at the spur-of-the-moment can have lifelong tormenting consequences. Decision makers need to maintain patience and cool and consider all probable consequences prior to taking action… the key lies in \"responding\" rather than \"reacting\" to a given situation. One needs to consider the long-term ramifications of one's actions. To borrow a popular quote from renowned artist and polymath Leonardo da Vinci, \"Patience serves as a protection against wrongs as clothes do against cold.\" “When you REACT you are giving away your power. When you RESPOND you are staying in control of yourself. - Bob Proctor

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DEEP ROOTS AND POTENT LEGACY Legacy that lasts through many generations never happens accidently. For this sustained efforts need to be put in by the founder of the organization in order to build a lasting legacy and hand it over to the next generation to further build on the same. Alike a tree, the roots of the organization too need to be nurtured with patience, care and passion. They have to be watered with hard work, dedication and an honest attitude. Principled approach has to be sine-qua-non for the same. Short-term gains and profits have to take a back seat. Each and every action of each stakeholder needs to reflect his or her proud partnership in this legacy. Establishing deep roots and handing over the potent legacy to the next holder of the baton is undoubtedly a daunting task for the founder; but the task is even more challenging for the subsequent players in this relay race as they need to be on their toes to ensure that they avoid falling into the pit of complacency, arrogance, criminal waste and flaunting of name and wealth. A lot of effort, sacrifice and commitment are involved in the strengthening of Deep Roots and having a Potent Legacy. “ When the roots are deep there is no need to fear the wind. -Chinese Proverb

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THINK OUTSIDE THE BOX A box is the most comfortable place to live and one feels as snug as a bug in the rug as one is totally unaffected by the external changes. But on the downside – one never progresses and neither does one create ripples nor cause a turn-around. In order to take your organization to the position it rightfully deserves step out from the box of conventional thoughts and actions and chart a new course of vision and action. In fact staying inside the box is dangerous because it epitomizes stagnancy and claustrophobia besides generating cobwebs and termites. A box basically signifies a coffin and who likes to live in a coffin? So start thinking out- of-the-box, the sooner the better! “Creativity involves breaking out of established patterns in order to look at things in a different way. - Edward De Bono

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BOTTLENECK IS AT THE TOP OF THE BOTTLE Have you observed a bottle? The fluidity and outflow of the liquid in the bottle solely depends on the neck of the bottle – if it's too narrow it may restrain the flow; if it's too broad the liquid may get wasted while being poured out carelessly; but the perfect synchronized size of the neck will ensure adequate outflow … Leadership too can either be a bottleneck, suffocating the growth of the organization or it can unleash the hidden potential, which is an inherent part of the organization. \"Suffocating\" or \"Unleashing\" is entirely up to the Leader… since the bottleneck is always at the top of the bottle. “The commander in the field is always right and the rear echelon is wrong, unless proved otherwise. In my experience, the people closest to the problems are often in the best position to see the solutions. The key here is to empower and not be the bottleneck. - Collin Powell

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MAINTAIN DISCIPLINE AT ANY COST Many times players of the corporate team feel that discipline is for school children; then why despite being adults are they expected to abide by strict norms like arriving and leaving on time, putting in a requisition slip, filling an advance form etc. in their organization? Basically, the success of an individual or an organization solely depends upon systems and procedures. Once a procedure is endorsed and understood by all, it is imperative that each team member follows the procedure with utmost discipline. A single discordant note in the musical orchestra spoils the entire performance. Each employee needs to ensure that this particular discordant note is not from his musical instrument. The bottom line here is \"accept the process and follow it with discipline\". There is never a short cut. “We need to understand the difference between discipline and punishment. Punishment is what you do to someone; discipline is what you do for someone. -Zig Ziglar

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ASK WHAT YOU CAN DO FOR YOUR COMPANY Just like one should never ask what the country can do for us but, rather what we can do for our country…similarly one must never be avaricious and keep on asking what the organization does for us, rather we should non-biasedly introspect and check what we are doing for the organization. Your organization is not an ATM…It is your family where you spend a major part of your waking hours! All your needs be they – physical (necessities, comforts and luxuries), familial, societal – and your status and position ultimately depend upon the strength and position of your organization. Hence nurture it with sweat and blood. Nothing in this world goes un-rewarded. Your efforts will be noticed sooner or later and then without your asking, it is your company, which will amply nurture you and your family. “Ask not what your country can do for you, ask what can you do for your country . - John F Kennedy

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LACK OF MARKET KNOWLEDGE LEADS TO COMPLACENCY With every second person setting up his own enterprise thanks to the support extended by various schemes floated by banks and the government sector cut-throat competition is being observed in each sphere of operations. What sets apart the survivors is a keen desire to learn about market and product trends. Lack of market knowledge, makes one live in the realm of 'all is well'. One becomes so complacent that he is absolutely unaware of the catastrophe looming on the horizon and when it finally befalls the business, the consequences are hazardous for both the leader and the organization. Go out in the market, talk with people, read media reports and keep your ears to the ground and your eyes open because - Complacency stands for Catastrophe “ Stay Hungry. Stay Foolish. - Steve Jobs

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OSTRICH-LIKE ATTITUDE IS PATHETIC AND PROBLEMATIC Never adopt the attitude of an ostrich, which has the habit of hiding its head in the sand. This makes it feel cosy and comfortable totally oblivious to all the changes happening around it. Consequently wrapped in its cocoon of false-comfort it does not realize when danger lurks up and many-a-times wipes it off the face of earth! Raise your head. Look around every now and then. Move out of your comfort zone because it is an extremely dangerous zone for both your organization and yourself. “Every time you take a risk, or move out of your comfort zone, you have a great opportunity to learn more about yourself and your capacity. - Jack Canfield

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OUR MULTI-FACETED PERSONALITY One may be sensitive, friendly and social by nature; but when it comes to taking a decision, it has to be in accordance with the set practices, irrespective of one's closeness and proximity to an individual There are two sides of your operations. One is your entity as a social being where you meet multiple people and share bonhomie with them. And the other side is where you take harsh business-related decisions. Don't ever mix up these two sides. Whenever faced with such a situation deploy tact to resolve the situation by ensuring that your business principles are not compromised and your social relations too continue to remain healthy. “ I am a different personality to different people…annoying to one; quiet for some; talented to another; unknown for many. - Garima Saini

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BE COMFORTABLE WITH DIFFERENT CONVICTIONS One of the best features about being a human being is that each of us has a different and unique thought process, based on our rearing, background, values, environ etc. The problem arises when we share our thoughts with others and there's a conflict as neither side wishes to even listen, let alone accept the other's perspective! Difference of opinions with colleagues, customers, principals or other stakeholders is part and parcel of every business. To deal with this one needs to cultivate the habit of being comfortable with diverse views. Never take to heart opposite views presuming that they are a challenge to one's intelligence, understanding and knowledge. Remember those who give due importance to other's views are appreciated. In the process of graciously accepting that other people have more understanding and know-how, you earn their respect. “Your opinion is your opinion, your perception is your perception – do not confuse them with 'facts' or 'truth'. Wars have been fought and millions have been killed because of the inability of men to understand the idea that EVERYBODY has a different viewpoint. - John Moore

Shri Praful Contractor was a man of many skills. Apart from his sharp business acumen, he had deep knowledge of the rich Indian legacy of Sanskrit scriptures. He was deeply fascinated by King Janak and his philosophy. He o en quoted the following verse spoken by King Janak which reflects his serene a tude and spirit of non-a achment - “Anantam Bataa Me Vittam “Infinite indeed is my wealth, Yasya Me Naasti Kinchan Of which nothing is mine; Mithilaayaam Pradiptaayaam If Mithila is burnt down, Na Me Kincit Pradahyate” There is nothing mine which is burnt down.” - MAHABHARATA, Saantiparva, VII, i.

A Closer Look At Shri Praful Contractor… Immortal In Deeds It was an extremely rare occurrence...The Dean of the One can only imagine the mental turmoil through world- renowned Stanford University had received a which this student, this son, must have passed le er from the parent of a student with a precondi on. through. However, as expected by his loving father, the The le er was not to be opened un l the student decision was prompt - to return to India and shoulder received his gradua on; post which, the le er was to the family's responsibili es; but with one minor be read out by the Dean to the student. condi on that this par cular branch of the family comprising of parents and their six children would In due course, this excep onally brilliant student chart their own course ahead, to which the father received his gradua on degree from Stanford readily agreed. University. The Dean called him to his chamber and then they both read the le er. The le er began with Late Shri Dahyabhai Chhotalal Contractor was the profuse words of congratula ons from the father to his father whose family had the dis nc on of building son upon his gradua on. It was men oned, how in the chimneys of almost all the tex le mills of Ahmedabad genera ons of their family, he was the first one to have to whom the city owed its nick name Manchester of received educa on in the United States of America India. and that too, in as illustrious a university as Stanford, where, securing an admission was in itself an The illustrious son, brilliance personified, born achievement! The father then wrote that his son now versa le, a rare visionary, with humanity at his core, had an obvious opportunity to make it big in the USA was Late Shri Praful Dahyabhai Contractor. He was the and lead a truly luxurious life. Then the le er first Stanford Graduate from his family and a man who con nued on a note of plea from the father to the son. epitomised a banyan tree not only for his brothers, The former narrated the precarious financial situa on sisters and children, but also for the en re Remik through which the family was passing. He further family. A man who built a robust business empire with reminded the son that being the eldest, he was a a group turnover of more than INR 235 crore with an father figure to his siblings (2 brothers and 3 sisters). ini al investment of just INR 20,000/-. He also brought to the fore several familial problems and then appealed to the son to forego his bright Post his return to India, Prafulbhai worked with a future in the USA and return to his motherland India couple of organiza ons to gain shop-floor experience and be with his father to take care of their family. with regards to the modus operandi of businesses in India. He then started Remik Trading Corpora on, the

first organiza on of its kind, for marke ng Industrial emula on. He immortalized himself in his deeds. and Tex le Chemicals and Pes cides at Gujarat and Madhya Pradesh. In the ini al days he operated from a Reading was his passion. It was not a random leisure room at his residence, with a small garage as a ac vity; rather it was such involved reading that all the warehouse to store the products for distribu on. He meanings – obvious and implied – would be absorbed himself devised the name REMIK based on the ini als in-depth. Shri Praful Contractor was not only an of his family members, who were the partners of accomplished reader of the innumerable tomes that Remik Trading Corpora on. The symbol was created by adorn his pala al house, but he had the uncanny art of an eminent designer with a clear-cut understanding of reading people. He would measure an individual the Principal-Distribu on System. When, the within a few seconds of their mee ng and his suppliers' representa ves visited his office for a recce judgment about people would hardly go wrong. of his capacity to market their products they asked him a lot of ques ons to assess how he intended to do so by Business was his life. As his business empire was being si ng in a small chamber, located in a residen al area. built brick-by-brick, he had put on the backburner all There were niche market loca ons in the city for pleasures of life. There were occasions when he would chemical traders to cater to the tex le and industrial request seniors in the staff to take his son and sectors of Gujarat. His explana on to the daughters for a movie on his behalf so that he could representa ve of his Principals as well as the focus on the assignment on hand. management team was short and simple: the customer will not visit our place; rather, Remik will Remik was built by a workaholic whose work day personally contact the customers to offer the began at 8.30 am and whose dedicated business products. Hence, the loca on of the office was building efforts would ceaselessly con nue ll 8.30 pm immaterial. for every single day of the week. Ini ally, the office used to operate with a skeleton staff A er establishing Remik, Prafulbhai personally of 2-3 and the support of family members. The designed the business intelligence tools based on his turnover of the first month (September 1978) was a learnings from Stanford and his rich marke ng mere INR 12000/-. From this small beginning, he experience. He devised various formats necessary for systema cally and consistently worked hard to the organiza on, which were later on adopted by a enhance the customer base by personally visi ng mul na onal company, opera ng in India, whose them to understand their needs. distribu on was with Prafulbhai. People like Shri Praful Contractor are truly an During the ini al stages of his career and business ins tu on in themselves. There is a lesson to learn establishment, Prafulbhai once came across a small from every ac on of theirs. Their conduct reflects their adver sement in the local newspaper calling for impeccable character. They leave behind them distributors. Prior to applying for the same, Prafulbhai hundreds of competent people. personally approached the Chairman of the manufacturing company. The first ques on from the Shri Praful Contractor was truly a mul faceted la er was, “Do you know anything about chemicals as I personality. His life was worthy of admira on and note that you have completed your educa on in Management? How will you sell our chemicals in your

territory?” Prafulbhai's humble response was, “I do sugges on was accepted on the condi on that not know anything about chemicals, but I am willing to Prafulbhai would design and provide support in learn and market your products.” The Chairman was establishing the marke ng set-up for the company in pleased with this answer and immediately appointed India. him as a distributor for the States of Gujarat and Madhya Pradesh. Remik s ll has on its roll of honour customers who were there since its very incep on 41 years back; and Shri Praful Contractor was a planner par excellence. unbelievable but true - neither Remik nor these valued The Blue Print to develop Remik into a great customers have even thought of breaking their organiza on was crystal clear in his mind; so then, the precious bond! only task le was to mo vate his team as an outstanding visionary and leader – A team which was While for any business the ul mate goal is profit so fond of him that it would unhesita ngly execute his genera on, for Remik observing ethical prac ces was guidelines. sine qua non. Prafulbhai operated on the basic framework that one should never compromise on Prafulbhai was an amalgama on of simplicity and ethics and basic principles. In fact, he was ever elegance. prepared to take up his customer's issues with his suppliers in order to ensure access to the best Though, one would never find him shabbily dressed products. because his sartorial tastes were impeccable; yet at the same me, he would not waste money An incident worth recalling here is when post quo ng a unnecessarily. He preferred to be with his family i.e. his price for a bulk order from a customer Remik received immediate family and his Remik family. a no fica on from the principal that the price had been reduced. Instead of using the convenient For Prafulbhai the two axis on which his business approach of maintaining silence and le ng the venture revolved were his Principals and Customers. customer pay the earlier quoted price (which was Undoubtedly, he was absolutely unmatched in definitely beneficial to Remik), Prafulbhai, the ethically winning the trust and confidence of the principals who strong person that he was, promptly passed on the supplied products to Remik and of the innumerable en re price reduc on to the customer. The la er was customers who were served by Remik. Prafulbhai pleasantly surprised when they received the product enjoyed a great rapport with them. They understood at a far lesser price than what was quoted to them each other well and enriched their rela onship earlier. Needless to say, this specific customer is loyal through mutual exchange of vibes and virtues. to Remik even today. During his interac ons with a manufacturing company, The third axis of Remik, was the Remik team. One day a whose marke ng arrangement was assigned to a senior staff member asked for a loan for a social mul na onal company, Prafulbhai advised the purpose. Prafulbhai, caring and though ul that he management team of the manufacturing company to was, counselled the gentleman, not to seek the loan set-up their own marke ng/distribu on channel to since it would entail regular payment of instalment. earn more revenue; rather than allowing the Instead, Prafulbhai gave him money on an ad hoc basis mul na onal company to control the same. This and told him to return the amount as and when he

could do so. This was Prafulbhai as an employer, There comes to mind a par cular incident when the definitely a rare species! That is the reason; a common company's funds were in jeopardy with a customer refrain which runs through the en re Remik team is company. The staff member responsible for the same “We owe whatever we are today to Prafulbhai”. approached Prafulbhai and confessed that he was responsible for the ma er and Prafulbhai could fire Prafulbhai strongly believed that along with the him from the job. Prafulbhai's response was organiza on and himself, the people in his team must unbelievable, he simply said, “Why do you worry? also grow. Once a senior execu ve casually suggested Who told you to quit? You are like my right hand, just that every marke ng personnel, upon comple on of do your work honestly and don't worry about profit, successful tenure of ten years in the team, should be loss and consequences.” This was how he built the given a four-wheeler and Prafulbhai promptly gave a confidence levels of his team. go ahead to this proposal. Prafulbhai followed the approach of gran ng full He was a people's person and hence during hotel stays freedom to the staff for performing their deliverables. on official tours instead of op ng for an exclusive room Expenses were never an issue as long as they pertained which was his right being head of the organiza on, he to job execu on. He was truly a result oriented man preferred pu ng up with the accompanying staff and had inherent trust in the staff. member on a twin-sharing basis. He once proposed to a Senior Execu ve to personally Blessed with a superb memory, he knew every single go to Hyderabad to set up a business there. With employee by their name and the junior members used expense being no setback, the execu ve visited to feel thrilled that their head knew them by their Hyderabad by air for about ten mes with no apparent names! He was keenly interested in honing the skills results. The execu ve himself felt sorry and told and knowledge of all his staff members and would Prafulbhai that he was worried about the fact that regularly invite external experts to orient them and to there was no output to compensate for the expenses widen their skill base. Prafulbhai had this rare knack of incurred. Prafulbhai simply told him not to worry and iden fying the underlying poten al of every individual con nue his efforts without bothering about the staff member and then ensuring that the right man expenditure. This reassurance worked as a morale was given the right assignment leading to both booster and the business generated in Hyderabad commercial benefit and personal sa sfac on. during those days, 25 years back, s ll fetches rich dividends to the company! During mes when the staff commi ed mistakes, they only needed the courage to walk up to Prafulbhai and Once, one of the company warehouses caught fire. own up. Prafulbhai's prompt response, “Learn from Prafulbhai's prompt instruc on was to select another the mistake, improve your next level of performance premise to use as warehouse to ensure that business and move ahead!” He was not a man who would lose con nued uninterrupted. As the new warehouse was sleep over mistakes occurred and losses suffered. being set up, Prafulbhai instructed the responsible senior personnel to ascertain adequate arrangement Prafulbhai was never in favour of ready made for drinking water etc. so that the members involved in solu ons. He believed that solu ons emerge through se ng up the new warehouse did't suffer. This was the learning from one's own mistakes and it is only such self-experienced solu ons which last.

depth of his care and concern for the staff. that all were equal, irrespec ve of whether they carried the 'Contractor' surname or not! If a team During this period only, a four-wheeler had been member delivered a task shoddily, he or she was promised to one of the staff members. However, the reprimanded, whether he/she was a family member la er had yet not collected the same. Post the fire he or not. was all the more hesitant to collect the car. However on the very next day of this catastrophe, this staff The man was an excep onal visionary. He could member received a call from Prafulbhai enquiring as to accurately read the future market trends and see why he had not yet collected the car. When this staff beyond the curtains and clouds. A majority of the member men oned the reason, Prafulbhai's revert decisions taken by him would be right on the mark was – The fire Is an altogether different issue which taking Remik's business one notch higher. need not be combined with your taking the car offered by the company. Prafulbhai was always one step ahead of his me. He had a phenomenal memory. He was a voracious reader The above incident clearly illustrates that Shri Praful and recounted everything he read with utmost Contractor was a man of his words. He believed in accuracy; not only that an interes ng read would be walking the talk. Whenever anything was promised promptly distributed to the staff so that they too could either to the principals or to the customers or to the update their knowledge base. staff, they were assured that the promise would be fulfilled in word and spirit. He would me culously He had a deep interest in Shrimad Bhagwat and write down what he had promised and then he would wanted to closely understand it and that too in the ensure that it was fulfilled. original Sanskrit language itself. For this very purpose, he appointed a teacher to visit him daily and teach him During the course of the day, if a staff member had Sanskrit language. A er dedicated efforts he learnt the asked him some ques on and Prafulbhai could not intricacies of the language thereby lending more respond to the same, this staff member would be pleasure to his reading of the Shrimad Bhagwat. surprised when later in the evening, he would receive a call at his home from Prafulbhai with the la er Impressed with some of the verses of Shrimad providing him with the answer to his ques on. Bhagwat he decided to put selected verses to music and have them recited by some great ar st. He then For him Remik was a family and all members were approached a world renowned classical music equal for him. This was well-evinced during visits to exponent and requested him to recite selected verses the religious shrine of Lord Shrinathji; when the en re of Shrimad Bhagwat which were professionally staff, including Prafulbhai and his immediate family, captured on an audio CD. would sit down together in a long row to partake their meals in the tradi onal way. Once Prafulbhai believed in something, nothing and no one could shake his faith. Persistent in achieving his Post comple on of office hours and outside the office goals, he never bowed down to circumstances and premises, Prafulbhai was just an elder brother and always believed in finding out a solu on. He used to never a boss. That was his humanity and humility. tell that if required, one must just maintain a low profile for some me and then begin the mission Even within the office premises, what was unique was

afresh with renewed vigour. To fight for jus ce should He was truly a man of system and once standards were always be a mission and profit or loss was secondary. established he would be the last person to flout them. Every day, before going to sleep, he would make a 'to He stood steadfast with his principals and customers do' list for the next day and only then would the long even when they were passing through dire straits. day end for him. There were occasions when outstanding debts would be refunded a er decades of wai ng, without any Prafulbhai developed the MIS i.e. Management legal ac on, just because Prafulbhai had implicit trust Informa on System at Remik which is religiously in the stake holders. followed even today, and which has reaped huge dividends. The same is true for the repor ng system. A deeply religious man, he devoutly performed puja Every report generated through this system would be (religious rituals) before commencement of the day's me culously read by Prafulbhai and he would then ask work and at the end of the day to Lord Shrinathji in per nent ques ons to the staff. Unlike many exactly the same way as it was carried out at the world organiza ons where such reports are just “sought to renowned Shrinathji shrine in the State of Rajasthan. file” in Prafulbhai's case they were frui ully used to be er the business. Shri Praful Contractor had the rare dis nc on of having a 360 degree business vision. Be it sales, During staff interac ons he would insist on listening to marke ng, legal aspects, finance and accounts, problema c issues, so that he could offer solu ons for research and development, produc on or human the same. resources he knew everything in depth. Perhaps that's why he could effec vely discuss legal issues with well- He would inspire his staff to throw a pebble in the established lawyers and even advise them on how to water and create disturbance, because he believed dra legal documents! that it is only when someone is brought out of his comfort zone that he would reveal his vulnerable areas His commitment was such that once he took up any to the leader. work, he would not put it aside un l it was fully accomplished. Short cuts, a lethargic approach, lack of He used to advise his marke ng staff never to refuse a determina on and dedica on were totally out-of- cup of tea from their customers, because this would ques on! He was pa ence personified. Even when the offer addi onal me to interact with the customer; task in hand posed innumerable challenges, Prafulbhai and one never knows what this might lead to! was the last man to get perturbed by the same. He would relentlessly con nue bringing the mission to its Remik was one of the premier companies to introduce logical and desired end. the ERP system demonstra ng Prafulbhai's penchant for technology. He was extremely techno savvy and Shri Praful Contractor had this penchant for pu ng absolutely at home with all modern gadgets using everything in black and white, for no ng everything in them de ly to achieve business goals. detail, instead of simply relying on his memory. This was evident in the way in which post every mee ng He was a consensus creator. While crea ng the vision with a Principal or customer, he would provide his statement for Remik, the views of each and every wri en commitments to them. senior was sought and then only was the final dra of the vision statement worked out.

His art of communica ng comprised asking direct towards medical causes and aimed at making medical ques ons. He would never forget the response of the technologies easily available to common people at staff and in the next mee ng this par cular staff would compe ve costs. be reminded of what he had promised and asked whether it was accomplished, or not! During his last few months, Prafulbhai could not a end office; yet the show went on smoothly. Post his demise On the personal front also Prafulbhai took equal care there were naysayers about the future of Remik, but of the families of his brothers and sisters as he did of Remik has con nued to thrive, because Prafulbhai is his own. Uniform gi s and educa onal opportuni es very much alive in the heart of every Remik family were provided for the next genera on. member. Prafulbhai me and again used one phrase Even today, many a member of the Remik family “Bo leneck is always at the top of the bo le”. He becomes emo onal while talking about Prafulbhai. believed that staff at the top of the hierarchy, should Most of them have retained every Diwali Gree ng not hinder the growth of their subordinates and Card that Prafulbhai had sent them with his signature thereby the growth of the organiza on as a whole. and name. Cer ficates of apprecia on given by him are proudly cherished by the staff members. He was an incognito philanthropist and didn't like publicising his dona ons; he endeavoured to donate “Vayur Anilam Amritam, Athedam Bhasmantam Shariram Om Krato Smar Kratam Smar, Krato Smar Kratam Smar” “The breath of things is an immortal life, but ashes are the end of this body; OM O Will, Remember, that which was done, Remember, O Will, Remember, that which was done, Remember.” - Isha Upanishad

“ Here then is a book which can best be described as an attempt at distillation of the management precepts of Shri Praful Contractor allowing its readers to dip into its pages anywhere to find a practical solution to the challenges of the corporate world. Praful Contractor This Book Is For Private Circulation Only