The author’s engaging style makes this a quick and easy read. My Journey Through Lala Land – From Salesman To CEO (Notion Press) by BD Nathi shows the journey of a successful brand.
This is a quick and easy read. BD Nathani’s ‘My Journey through Lala Land – From Salesman to Chief Executive Officer’ captures the journey of a successful brand. It could be any company, but he differentiates the traits of successful business people or Lalas from those who are not so successful in a tone that is all the author.
Jiwand Singh, an Ambala shoe store the size of a bank ATM, was run by Jiwand Singh in the early 1950s. The man, a hardworking refugee who his clients loved for his friendly spirit, was a hardworking refugee. Singh’s store was the most well-known among locals. Singh found the perfect pair of shoes for anyone, whether it was an older woman with painful knees or a young boy in need of a pair. In 1954, Singh, an enterprising shoemaker, decided to establish a small factory in Karol Bagh, one of Delhi’s busiest markets, to be the best at leather shoes.
He was not only hardworking, but he also knew how to run a business. Exports were a priority, as Eastern Europe and the former Soviet Union were important markets for Indian leather exporters. Aero Group began exporting leather and shoe uppers to Canada and the Soviet Union. In the 1980s, Aero Group’s exports reached Rs102 crore annually, which was almost the entire revenue of the business. Singh began to develop his knowledge and resources in order to understand the different aspects of shoe manufacturing better, whether it was the production of waterproof, heat-retaining leather shoes or retail, marketing, or design. The economy in India began to open up a decade later thanks to the reforms implemented by the PV Rao government. Aero Group, a 40-year-old company, manufactures and exports leather goods, knitwear, and garments. In 1991, Aero Group established itself in Italy and Germany. This accounted for 20% of their sales. The Soviet Union accounted for 80%. Italian and German designers added value to the brand and gave it a new lease of life. The company had built an enormous infrastructure to meet demand and moved the factory equipment to India. Jiwand Singh, like most fathers, had handed down his business to Avtar. Everyone in Aero Group began calling him Bade Sardarji, an equally hardworking man. Bade Sardarji, to expand his business, created a brand named Wings, which sold shoes made by Aero Group.
The 90s were also a time of global collapse. India’s exports to Russia (then Soviet Union), which were Rs5,255 crores in the early 1990s, fell to Rs1,700 crores by 92/93 due to the disintegration. Aero Group suffered a loss of up to Rs100 billion. Wings contributed only 5 percent to the Aero Group’s turnover, and it was no longer sustainable.
Bade Sardarji, a worried man, was searching for something different.
As I entered the office with two floors, I was greeted by a young Zardari. He escorted Mr Mathur and me into a cabin. I was strangely uncomfortable when the young man left. In a matter of minutes, a tall, lean sardarji in formals entered the room. Mr Mathur stood up and shook hands with him. He also spoke some Punjabi.
His hypnotic gaze was the first thing that I noticed. I knew instantly that he wasn’t someone to mess with. I couldn’t help but look at him and wish the younger man, who was probably his son, had not gone.
The man began the interview quickly in Hindi and Punjabi. After I told him that I had sold the most expensive shoe in the 90s at Lotto, I felt more at ease. I then went on to say to the rest of my story about the trial shoes.
Bade Sardarji was only interested in knowing if I had the confidence to sell their premium shoes.
“Are you prepared to sell a shoe worth four figures in India?” At that time, niche shoes made up a tiny percentage of the market for branded shoes, which Bata dominated. Other brands, such as Liberty, were also available, but there was no well-known brand for casual outdoor shoes. I assured him the price was not an issue as long as quality was guaranteed.
In the back of my mind, I was nervous because I knew the Indian clients did not use casual outdoor shoes. Forget an outdoor premium shoe.
Singh turned the interview into a conversation after a few tough questions. As soon as he asked if I spoke Punjabi, I began to speak in Punjabi. At this moment, I imagined myself as Ramprasad – the innocent and sincere man who felt the need to impress Utpal Dutt, the patriarch in Amol Palekar’s classic film Golmaal. Singh wanted to hire someone with similar beliefs and values as Bhawani Singh did in the movie. Singh was also looking for someone who could speak his language. We were both passionate and free-spirited, just like Bhawani Singh and Ramprasad.
His eyes were now softer when he asked me another question.
Singh informed me that the Aero Group was manufacturing a premium outdoor shoe. Before they officially launched it, Singh said they needed to create a distinctive identity for it to be recognized as a brand. He asked me what I would call the shoe. Woodland was the obvious choice for a rugged leather shoe meant to be worn outdoors. I was given the position of General Manager of Sales and Marketing, and I was responsible for establishing Woodland.
