Let us look at our own history. We were a small group, sitting in one room, locating, identifying, assessing, planning and visiting the customers of our products. We had been emphasizing on the collection of data, on customers, competitors and above all, on market situations. Being a small group, we were sharing this information, tabulating and recording in our simple formats. We were discussing openly between us various strategies and assigning jointly the task to any one of us. We targeted actual users much more and adhered to basic norms our values. We never charged higher prices, adhering strictly to our values, had no underhand dealings, complied with laws and serviced the needs of the customers and pursued the businesses on the basis of quality of the products. We did not have either large profits or expenses. Our wants were limited and circled around one objective of achieving the growth. We had no mission but to do our best as and when the opportunities were identified or observed to be there.

    We did concentrate on the relevant aspects of relation build-up with our suppliers and customers. We had homogeneity, which permitted miscibility between us. We did contribute to the growth of our loyal suppliers, not only by marketing their products in the assigned territories but also by forcing our suppliers to change the modus operandi and induce them to focus on the customers. Instead of being a market driven business organisation, due to our past practices, we remained a customer driven organisation. We have some of our customers with us since last 25 years. Not only that but some of our colleagues are still with us performing important roles. Some of our business practices, initiated 25 years ago, are still continued, particularly in support service section.

    Should we, now, measure the current physical dimensions against our past? While merely looking at the physical dimensions, we have grown from an annual turnover of around Rs.1.2 millions in 1978-79 to Rs.13.5 billions in the year 2001-2002. Our staff strength has increased from four persons and a part-time Stenographer to about 220 persons, performing various functions today in our organisation. The geographical spread out on territory wise has expanded from Ahmedabad and Indore to include important destinations like Baroda, Ankleswar, Surat, Vapi, Surendranagar and Upleta in Gujarat, Raipur in Chhatisgarh, Mumbai, Solapur, Pune and Nagpur in Maharashtra, Jodhpur, Jaipur and Bhilwara in Rajasthan, Bangalore in Karnataka, Hyderabad in Andhra Pradesh and Kolkata in West Bengal. The infrastructure facilities include godowns at Vatva and Aslali in Ahmedabad, Uoon and Sachin in Surat, Bhiwandi and Marol in Mumbai, Jodhpur and Bhilwara in Rajasthan, Raipur, Indore and Kolkata. All our offices are now connected by E-mail, Fax, Telephone, Computers, etc.. We have our own EDP department, designing the programmes to meet our marketing and financial requirements based on our own systems. Currently, we have various departments and compartments, concentrating on our assigned task, irrespective of common linkage between the task assigned to others or our marketing arms at distance.

    I also would like to refer to an element, which is most essential for vibrancy of an organisation. This element has no words and no identification, but it exists in positively performing cases. I refer this element as "will to succeed in spite of odds." The preparedness of various associates and leaders to bring about such cohesive vibrancy is important.

    In this context, I would like to acknowledge the supports, which I have received during these last 25 years, which includes our Principal Suppliers and Key members of our organisation.