Space gives humans clue on how to fight cancers

Space is now teaching man how to cure some of the most aggressive cancers. Scientists have found that the aggression of some tumours seem to be much less in the microgravity environment of space compared to their behaviour on Earth.

How Amul became the taste of india

In just two decades, Kurien’s ‘Operation Flood’ transformed India from a milk-deficient, import-dependent nation to the biggest producer of milk in the world, providing nearly twenty percent of global output. Today, dairy farming is India’s largest self-sustaining industry. Under Kurien’s leadership, over three million marginal farmers gained a guaranteed source of regular income through their joint ownership of the cooperative federation which manages his Amul brand of dairy products.

Kurien believed the cooperative model was the only way to save millions of his countrymen from poverty and hardship:  “An independent farmer has no bargaining power; he has to sell milk at whatever price he is given.  But the dairy should belong to him. The cooperative model gives him command over the procurement, processing, and marketing of his product.”

Born in 1912, Kurien received a government scholarship to study dairy engineering in the US in the early 1940s. When he returned to India, the government placed him in the Anand dairy where he came to understand the need for farmers to pool their efforts and resources.

“Milk is the only agricultural commodity that needs to be marketed thrice a day, every day of the year, and that within a few hours of production otherwise it becomes a total loss,” he told ibnlivein.com.  “The farmers who produce the milk have no bargaining strength to hold it back for a better price so they have to gain power over the production and marketing if they are to get the maximum benefit.”

In 1946, Kurien founded the Amul brand. Taking a firm stand against local governmental bureaucracy and multinational corporate pressure, he embarked on establishing over thirty institutions to organise the farmers into cooperatives. “Every village has a milk society, which collects the milk,” he told tehelka.com. “A number of societies together in a district form a union that has a processing plant; the unions come together to form a federation, which is the marketing agency.”

In the following years he set up Kaira Can Company to manage the critical supply chain and partnered with Tetra Pak to create a packaging company for producing long-life milk. Another major innovation was his development of local technologies for making milk powder, cheese, and condensed milk from India’s abundant buffalo milk rather than the less-common cow’s milk.

Kurien’s vision of a country owned and managed by the people is a compelling one. “I am not an employee of the government, I am an employee of the farmers,” he said. “Seventy-three percent of our population is farmers and if India is to progress, its farmers have to progress. Everything I have done has been directed towards that goal.”

Kurien died in September 2012, aged ninety, but his legacy lives on in an India transformed for ever by his vision and commitment and unwavering hard work.

The tractor lady of India

Award: Woman Leader for the Year
Name: Mallika Srinivasan, Chairman, Tafe
Age: 53

Why She Won: For designing and developing farm equipment relevant to Indian farmers. And for building Tafe into the second largest tractor maker in India.


The shelves in Mallika Srinivasan’s office are empty save for an idol of lord Venkateswara. Her table is bare, clean and small. The joke at Tractor and Farm Equipment (Tafe) is that as the company gets bigger, its chairman’s table gets smaller. There is a circular table closer to the door—it’s even smaller. There are a couple of large catalogues on the table. In them, over page after page, photographs and specifications of farm equipments are spread. In their size and sophistication, they seem to have jumped out of Transformers or Real Steel. They can perform a range of operations: Plough land with their giant arms, pluck fruits, harvest grain, and plant saplings with speed and accuracy.

Even four or five years ago, these catalogues would have been science fiction in the context of Indian agriculture. But there have been big changes. Urban migration, employment guarantee schemes, and low productivity have shattered assumptions about cheap labour, and have left agriculturists scrambling for helping hands. The shortage won’t go away—for the simple reason that the employment-to-GDP ratio in agriculture is too skewed to sustain. Mechanisation is the only way, and it’s tempting to think that the catalogues are shopping lists—to buy and resell.

They are not. None of these will work in India. “We cannot import technology from the West and hope it will work here. Farm sizes are small. Farming practices are different,” Mallika says.

So, what’s the way ahead? This is the problem Mallika has been trying to solve for the last several months. Her solution might change the way small farmers work, and even the manner in which a typical village landscape looks. For years, women bending forward and working in lush green fields defined the scene.

If Tafe succeeds, it could be defined by its people-oriented machinery. It will launch its first set of farm equipment specially designed and developed for Indian farm conditions in the next few months. They will be smaller—better to navigate small farms with (over 60 percent of farms in India are less than a hectare). They will be in line with what the Indian farmer wants. And, of course, they will be cost effective.

This new journey is changing Tafe, the company Mallika’s grandfather founded in 1960, when the government dictated the number of tractors a company could make. Tafe’s quota was 7,000 a year. 

Today, Tafe makes that many in 15 days. It has a 25 percent market share, and is the second largest tractor maker after Mahindra & Mahindra. Its growth last year was especially good. Its tractor sales grew 26.6 percent, more than twice the industry growth rate. In fact, in the last five months, when the sector barely grew (growth was less than 1 percent), Tafe grew at over 28 percent. “Our performance surprised everyone, and I must say even we were surprised,” said RC Banka, deputy CEO, Tafe.

One of the reasons why it did well was the roll out of new products. A few years ago, when the market slowed down, Mallika initiated a cost-cutting exercise, but left one area untouched—research and development. When the market recovered, Tafe had new products to launch, which kept the growth going. Over two-thirds of the growth in the last three years has come from new products.

A bigger reason for Tafe’s success is what Mallika did in 2005. She led its acquisition of Eicher’s tractor business. It gave Tafe an entry into low horsepower tractors, and also in markets where it didn’t have a footprint. At that time, it was considered risky. The market was bad and sales across the industry were dropping. Tafe hadn’t done a big acquisition till then. But, it turned out to be a smart move.

Exports also helped. It accounts for about a seventh of Tafe’s revenues and it grew by 28 percent last year. Mallika said exports are a key part of her strategy, and two years ago, she set up a manufacturing plant in Turkey to tap the local market, and also to supply to Africa eventually. It has strengthened its tie-up with Agco Corp, a Georgia-based farm equipments maker, for distribution in the US. Agco has a 23 percent stake in the company, and Mallika has been on the Agco board since last year.

Tafe’s target is to touch 2 lakh tractors a year in three years, from 1.48 lakh now. But, Mallika’s revenue ambitions are even bigger—to make Tafe a $5 billion company in three to five years. And that’s where the farm mechanisation project fits in. She reckons that the market size, even on a conservative estimate, is $1 billion.

For the new range of products, Mallika laid out two broad principles. One, they should be cost-effective, and two, they should be relevant to farmers. To achieve that, the inputs should come from farmers themselves. Mallika, whom her colleagues describe as someone with a natural instinct for marketing, has inordinate respect for the views of the end-users, and spares no expense for a chance to listen to them. On her trips to rural areas, she always makes it a point to stop at tea shops and get into conversations with people. A Business Line story says: Every morning she gets a stream of text messages from distributors on rainfall in their respective areas. “They say the devil is in the detail, but God is in the detail too,” she said. 

Recently, she set up two centres of excellence—one for technology and the other for marketing. Banka says Tafe is in the process of hiring about 100 people in technology and about 50 in manufacturing. They come from a range of backgrounds—from mechanical engineering to electronics and energy—and will work on designing and developing products that would suit the smaller farm size and farming practices here. 

Similarly, the second group will look at ways to improve manufacturing practices. This will get more relevant for Tafe for two reasons. First, its own factories will start making a wider range of products, and two, not all products will be made in-house. Banka says, for some of these products, Tafe would build prototypes, demonstrate manufacturing at one of its factories, and tie up with regional players to make the products for the market. Earlier this year, Tafe tied up Captain Tractors, a Gujarat-based company that makes low horsepower tractors and equipment that can go with it. There will be more such tie-ups. 

Mallika is also moving the organisation towards a matrix structure. The earlier hierarchical structure worked when one product dominated its portfolio. However, there is a need to be fast and flexible. The most commonly heard phrase in the company’s corridors is ‘cross-functional’. Now, a manager looking at logistics will be in charge of all products across geographies. A manager from production might be invited to marketing meetings. 

When Mallika returned to India after getting an MBA from Wharton in 1986, she wanted to join one of the smaller companies in the Amalgamations Group. However, her father, A Sivasailam, asked her to join Tafe, its flagship. He felt she would get a bigger canvas at Tafe and learn a lot. That turned out to be true. In the mid-1980s, the tractor industry was undergoing a change. Till then, the supply, constrained by the Licence Raj, lagged demand, and selling simply meant asking distributors to wait. But, around the time she joined, those shackles were gone and the era of marketing—understanding the customer, feeling the pulse, spotting the trends, and making sure your products are relevant—had dawned.

It was a challenge, but it was also a big opportunity. Tafe’s revenues were Rs 85 crore then. Today, it stands at Rs 8,020 crore.

It’s tempting to say that the scale of both challenge and opportunity is no different today, even if it comes in the form of farm mechanisation. But in Mallika’s personal equation, there is one big change: The death of her father. A Sivasailam was not only a big influence, like many parents are to their children, he was also a constant guide and mentor to Mallika, long after she had established herself as the ‘Tractor Queen’. No big decision was taken without his guidance or approval. He passed away early last year, while on a pilgrimage to Sringeri. He was 77.

Her colleagues say she has made the transition well, taking on the additional responsibility (from her father, as well as her younger sister, who died a few months later) and taking big decisions without the comfort of her father’s guidance. It’s partly because of her uncanny ability to work with professionals. 

There has hardly been any attrition in her senior team. When Tafe acquired Eicher, many believed the senior managers would leave. That did not happen—her colleagues say, thanks mainly to her approach.

It’s an approach that’s defined by optimism and ambition, a common trait among entrepreneurs. But it’s also defined by an insatiable hunger for knowledge, as if she is still a student at Wharton preparing for the next day’s class. 

Banka says she attends meetings well-prepared, with a lot of notes, and questions that tend to get into the nitty-gritty of every issue. Once, she was sent some documents late at night that would have left her with hardly any time to prepare. Yet, the next day, for an early morning meeting, she was there with elaborate notes and in-depth questions. 

PB Sampath, a director at Tafe and an Amalgamations Group veteran who has worked with her father, says, some years ago, during a discussion the topic turned to a minor change in an Act related to accounting. Mallika wanted to know about how Tafe would respond. Sampath said his team will take care of it. But Mallika wasn’t worried about that; she was confident they would. She asked about it because she wanted to learn. 

There’s one story that Mallika likes to narrate when asked about the most important lesson she learnt from her father. On returning from Wharton, her father gave her a small room at the Tafe office. It was part of a corridor that had been converted into a cabin, and didn’t have a window. The pay was bad. She went to her father, and said that her Wharton classmates were much better off. He replied: “Listen young lady, you might be an MBA from Wharton, but I don’t need one to run the company.”

Failure is the stepping stone stone.

Failure is the highway to success. Tom Watson Sr. said, "If you want  to succeed, double your failure rate." If you study history, you will  find that all stories of success are also stories of great failures. But  people don't see the failures. They only see one side of the picture  and they say that person got lucky: "He must have been at the right  place at the right time."



Let me share someone's life  history with you. This was a man who failed in business at the age of 21  ; was defeated in a legislative race at age 22; failed again in  business at age 24; overcame the death of his sweetheart at age 26; had a  nervous breakdown at age 27; lost a congressional race at age 34; lost a  senatorial race at age 45; failed in an effort to become vice-president  at age 47; lost a senatorial race at age 49; and was elected president  of the United States at age 52.

This man was Abraham Lincoln.
Would you call him a failure? He could have quit. But to Lincoln, defeat was a detour and not a dead end.



In  1913, Lee De Forest, inventor of the triodes tube, was charged by the  district attorney for using fraudulent means to mislead the public into  buying stocks of his company by claiming that he could transmit the  human voice across the Atlantic. He was publicly humiliated. Can you  imagine where we would be without his invention?


A New York  Times editorial on December 10, 1903, questioned the wisdom of the  Wright Brothers who were trying to invent a machine, heavier than air,  that would fly. One week later, at Kitty Hawk, the Wright Brothers took  their famous flight.

Colonel Sanders, at age 65, with a beat-up  car and a $100 check from Social Security, realized he had to do  something. He remembered his mother's recipe and went out selling. How  many doors did he have to knock on before he got his first order? It is  estimated that he had knocked on more than a thousand doors before he  got his first order. How many of us quit after three tries, ten tries, a  hundred tries, and then we say we tried as hard as we could?



As  a young cartoonist, Walt Disney faced many rejections from newspaper  editors, who said he had no talent. One day a minister at a church hired  him to draw some cartoons. Disney was working out of a small mouse  infested shed near the church. After seeing a small mouse, he was  inspired. That was the start of Mickey Mouse.


Successful people don't do great things, they only do small things in a great way. 


One  day a partially deaf four year old kid came home with a note in his  pocket from his teacher, "Your Tommy is too stupid to learn, get him out  of the school." His mother read the note and answered, "My Tommy is not  stupid to learn, I will teach him myself." And that Tommy grew up to be  the great Thomas Edison. Thomas Edison had only three months of formal  schooling and he was partially deaf.


Henry Ford forgot to put the reverse gear in the first car he made.


Do you consider these people failures? They succeeded in spite of problems, not in the absence of them. But to the outside world, it appears as though they just got lucky.


All  success stories are stories of great failures. The only difference is  that every time they failed, they bounced back. This is called failing  forward, rather than backward. You learn and move forward. Learn from  your failure and keep moving.


Below are more examples of the failures of successful people:

1. Thomas Edison failed approximately 10,000 times while he was working on the light bulb.

2. Henry Ford was broke at the age of 40.

3. Lee Iacocca was fired by Henry Ford II at the age of 54.

4. Young Beethoven was told that he had no talent for music, but he gave some of the best music      to the world.

                                                                                             BY PRITESH

Bad Girl Ventures to make society good

Bad Girl Ventures

Only in her early 30’s, Candace Klein has quite a life story to tell.  She grew up as 1 of 5 children living on welfare in a trailer park and was the first in her family to attend college, earning 4 bachelor degrees from Northern Kentucky University in just 4 years, with a 4.0 GPA

5 booming E-commerce company in India

While India Inc. is inundated by slowdown, E-commerce business in the country is flourishing. Flipkart, Myntra, Jabong, Snapdeal and Justdial are top five e-commerce websites that are booming in India despite the economic deceleration. Out of these,

Banker to organic farming

“Farming is fascinating. The only thing is that it requires continuous hard-work and devotion without any distraction” says Mr. Barun Singh, a government bank manager-turned-farmer.Mr. Barun Singh maintains

failure is the steeping stone for sucess

Long before the iPhone made him the god of gadgets, Steve Jobs launched his tech career by hacking land lines to make free long-distance calls.

Bob Dylan’s band, the Golden Chords, lost a high-school talent competition to a tap dancing act.

MBA sabjiwala

A son of farmer from the Ahmadnagar village of Nalanda district of Bihar taking an education loan of Rs 5 lakh to complete a degree and topping the elite Indian Institute

Secret of sucessful china

The U.S. is in denial. Alarmed by China’s relentless economic rise and its own relative decline, the U.S. has convinced itself that China is cheating (through low wages, currency manipulation, technology theft, and “state-capitalism”) and that only a get-tough policy will arrest its rise and put the U.S. back on top. As U.S. President Barack Obama warned while visiting China’s Vice-President Xi Jinping last week, China has to start playing by the economic rules. The reality that China is simply more competitive than the U.S. – that there’s a mathematical inevitability about 1.3 billion educated, disciplined, hard-working Chinese overtaking the U.S., and that China’s economic ascendency cannot be stopped – has yet to dawn on a political establishment that cannot imagine a world in which the U.S. is not on top.
Consider productivity. According to the U.S. Conference Board, China’s productivity growth was the world’s highest last year at 8.7 per cent – a position it’s held since the mid-1990s. In comparison, productivity grew by just three per cent in rich countries in 2010, and will likely come in at 1.6 per cent in 2011. A recent New York Times article describes how, when Apple needed to quickly re-engineer its iPhone screens, it inevitably turned to Chinese factories because none in the U.S. could meet the necessary turn-around time:

New screens began arriving at the plant at midnight. A foreman immediately roused 8,000 workers inside the company’s dormitories. Each employee was given a biscuit and a cup of tea, guided to a workstation and within half an hour started a 12-hour shift fitting glass screens into bevelled frames. Within 96 hours, the plant was producing over 10,000 iPhones a day.
A similar story could be told about almost any company outsourcing manufacturing to China.

The U.S. still tops the productivity league table. But it’s competing against Chinese workers who are paid a fraction of what American workers are paid but whose productivity is getting closer and closer to U.S. levels – and, in some cases, exceeding them. The average Chinese manufacturing wage is $3.10 per hour – one-seventh of the $22.50-per-hour average in the United States. A Chinese engineer costs one-third his American counterpart. These basic competitive advantages explain why China was the second-biggest recipient of foreign investment last year – not just in labour-intensive sectors, but also increasingly in high-tech industries and services. The main competition for the U.S. comes not from China’s “state-capitalism,” but from American multinationals – Apple, GE, AT&T, General Motors, Merck, Coca Cola, P&G – that increasingly chase global growth by “outsourcing” production to China, and which, by building factories, transferring technology, and linking China to foreign markets, are further boosting Chinese productivity. The biggest “exporter” to the U.S., for example, is Wal-Mart and its suppliers. Caterpillar, a relative latecomer to the Chinese market, now has three of its four global research facilities in China, and its highest-quality equipment is no longer “Made in the U.S.A.” or even “Made in Japan,” but “Made in China.”
Consider education. The Organisation for Economic Co-operation and Development’s (OECD) latest Programme for International Student Assessment results, a comparison of worldwide education standards, placed Chinese high-school students on top in every category, while the U.S. ranked 17th out of 43 countries in reading, 23rd in science, and lower still in math. None of this would surprise anyone who’s spent time in China, where family and state alike place huge emphasis on education, and where schools and universities are teeming with bright, competitive, and exceptionally hard-working students. Nor would the OECD results surprise anyone familiar with the state of the education system in the U.S., where decaying urban public schools – with their drug tests, metal detectors, dispirited teachers, and near-50-per-cent drop-out rates – can resemble penitentiaries more than places of learning. The Obama administration has quietly dropped the goal, under the “No Child Left Behind” initiative, that all students be proficient in reading and math by 2014, because tens of thousands can’t meet it. The U.S. Education Department recently offered the shocking statistic that 32 million Americans – one in seven adults – are illiterate.
The U.S. finds consolation in the fact that its elite universities are still the world’s best, and that it continues to lead in technological innovation. But for how long? Two-thirds of the 8,000 PhD engineers who graduated from U.S. universities last year were foreigners (mostly Chinese and Indian), the majority of whom were denied the opportunity to work in the U.S. – and thus “repay” the U.S.’s investment in their education – because of protectionist U.S. immigration laws. Meanwhile, Chinese universities graduated half a million engineers, scientists, and technologists last year – a figure that, even if officially exaggerated, easily dwarfs numbers in the U.S., where engineering and science enrolment has declined steadily since the mid-1980s, as more and more top students pursue business studies and the riches of banking or consulting careers. Almost half of Harvard’s 2007 graduating class, for example, ended up on Wall Street. Not surprisingly, U.S. international patent filings dropped from 51,000 to 45,000 between 2006 and 2010, while China’s filings tripled from 4,000 to over 12,000.

Consider scale. Although the U.S. has faced fierce competition from “newly industrializing” economies before – think Japan, Korea, Singapore, Taiwan – what’s different this time is the sheer scale of the Chinese colossus and the speed of its transformation. China’s economy has grown at a rate of 10 per cent a year – without interruption – for the past three decades, a scale of industrialization that has never been seen before, and that will never be seen again. Giants India, Indonesia, and Brazil are not far behind. But while China’s per-capita income has grown an astonishing 12-fold since 1980, it’s still only a tenth of U.S. levels – roughly where the U.S. was a century ago – illustrating the enormous potential for catch-up. China is already the world’s second-biggest economy, and its biggest exporter, car market, and consumer of grain, meat, coal, copper, and steel. And its “great leap forward” is just beginning. A fitting symbol of China’s vast industrial machine is the Foxconn factory in Shenzhen – aptly named “Foxconn City” – within whose walls almost half a million people work, and a quarter of a million live.

Does China cheat? No question. As does almost every other country – whether it’s promoting “strategic technologies,” “safe domestic banks,” “cultural industries,” “family farms,” or “buy American” products. But cheating is not the main reason China is succeeding so spectacularly. Any visitor to China cannot help but be struck (and even shocked) by the extraordinary work ethic, raw competition, and single-minded drive for material advancement, and not come away with a clear picture of why the country is booming. Just as unsettling is the mirror China holds up to us. The world was once in awe of the West for the same reasons we are now in awe of China – and many of the same values that underpin China’s current success also made the West great (Max Weber labelled it the Protestant work ethic). But today, the rest of the world is more likely to view the U.S. and Europe as geriatric economies destined to fade. When European officials approached China last year to contribute to the euro’s bailout, the chairman of the China Investment Corporation dismissed European workers as “indolent” and “slothful,” more concerned with “languishing on beaches,” and refused to consider rescuing Europe until it reformed its “worn out” labour laws and welfare state.

The good news is that – if history is any guide – China’s competitive edge cannot last forever. Its single-minded focus on making existing products more cheaply – at low-wages, with borrowed technology, in mass factories – is ideally suited to the catch-up phase of economic development. It’s less clear that China is well placed to innovate on its own, to invent the next iPhone or Adele. Besides, Chinese wages are gradually rising, inflation is eating away at its currency edge, and workers are beginning to demand a greater share of the fruits of their labour. One day, China may well resemble France – with a 35-hour work week, two-hour lunch breaks, and month-long congés d’étè on the Riviera. Until then, however, the West should get used to being in second place.

Guru of the digital age

Marketing Guru for the Digital Age
Michael Mothner was on the last round of interviews for a coveted job as an analyst at Goldman Sachs in New York. The managing director looked over his résumé and noticed a company called Wpromote, which Mothner said he had started and had some success with as a sophomore at Dartmouth in 2001. "To call my bluff, he asked why I would want to work for Goldman if my company had been successful," says Mothner, now 29. "That was a defining moment for me. I stood up and said, 'You know what? You're right. I don't think this job is right for me.'"

After recovering from the shock, he began building Wpromote a search engine marketing company that then offered a cheap platform for submitting websites to multiple search engines. This was 2004, and Google was just coming on--but Mothner foresaw its dominance. "I was having a lot of success using Google's pay-per-click services to drive traffic to my company," he says. "So I came to the conclusion that there was a market for helping consult and manage these PPC campaigns for other people."

Wpromote did just that, launching a tiered service that helped people create PPC campaigns, choose keywords and manage bids. In the process, Mothner and his team were learning a lot about what elements helped websites get better Google rankings, so Wpromote offered a search engine optimization service too.

The strategy paid off: Wpromote rocketed from $500,000 in sales in '04 to $2.8 million in '05 and $6.2 million by 2007. Then the economy went south, but Mothner barreled ahead anyway.

Today Wpromote, based in El Segundo, Calif., has 62 employees providing PPC, SEO, web development and social media advertising to 2,300 clients, including Hewlett-Packard. It had $8.5 million in sales for 2009 and expects to book at least $12 million to $13 million this year. Plus, Mothner plans to run Wpromote as if he will own it forever: "I think it is dangerous when people build companies with the sole intention of selling them.

Sandeep Maheswari : If I can Do it , So You Can .

Tuesday	A successful man is one                                          who can lay a firm foundation                                                     with the brick others have                                                                thrown on him                                              Sandeep Maheshwari
Sandeep, a college drop out who started as, a freelance photographer with a Rs 12,000 camera and faced countless adversities to become one of the most well known entrepreneurs of India and founded a company worth more than Rs.10 crore. 2000 - Started as a freelance photographer without any studio (used to take studio on rent). 2001 - Sold his camera and joined Japan Life, a multi level marketing company.  2002 - Started a company in partnership with three more people but the company closed within a period of six months.  2003 - Wrote a book on marketing and started a consultancy firm. Failed again and got back to what he was really passionate about - photography. Created a World Record in fashion photography (Published in the “Limca Book of Records 2004”). 2004 - Created a small studio set-up at home and started expanding the portfolio making business by hiring few assistant photographers.  2005 - Conceived the idea to start a stock photography website and started working on ImagesBazaar. 2006 - Launched www.imagesbazaar.com with just 8,000 images shot by a few photographers. When he bought his first camera in 2000, relatives mocked him for aspiring to be a "wedding and passport photographer". A decade on, Sandeep Maheshwari is the CEO of ImagesBazaar, the world's largest collection of Indian images, with over 10 lakh photographs, videos, illustrations and 3D imagery shot by over 11,400 photographers. The idea originated when an advertising agency wanted stock images. Maheshwari created a database of portfolios he had shot. In the last four years, ImagesBazaar's revenues have shot up by 4,000 per cent. Today ImagesBazaar is the world’s #1 collection of Indian images and videos. Over 7,000 brands in more than 45 countries have been using ImagesBazaar’s images and videos for their advertising, marketing and publishing needs. At 32 years, Sandeep Maheshwari has tasted both failure and success. Inspiring countless people from all walks of life in discovering their true potential through his Free Life-Changing Seminars, he strongly believes that, "If you have more than you need, simply share it with those who need it the most." Sandeep was adjudged as one of the “India's Most Promising Entrepreneurs" by the “Business World” magazine in March, 2009. He has been featured in almost all the leading magazines, newspapers and television channels such as The Economic Times, India Today, CNBC-TV18, IBN7, ET Now, NewsX and more. He is the recipient of the following prestigious awards: ·         "Star Youth Achiever Award" instituted by the Global Youth Marketing Forum. ·         "Young Creative Entrepreneur" Award by the British Council, a division of the British High Commission. ·         "Pioneer of Tomorrow" Award by the "ET Now" television channel. And now, the only purpose of his life is to share all that he has learnt with the rest of the World. To help others succeed so that, in turn, they could also share with those who need it the most. After conducting numerous Life-Changing Seminars in different parts of India, lastly, he concluded it with a mega-one on the historic day of 20th October, 2012. This was his "Last Life-Changing Seminar" conducted at the Thyagraj Stadium, New Delhi, which was attended by thousands and thousands of people from all over India. His Last life-changing seminar in Hindi can be watched on: http://www.youtube.com/watch?v=eDiA1p5DlLg All his seminars are full of energy and usually packed with the audience, if you need some dose of motivation then you must visit his website or watch his seminars.