6 • O n e - o n - O n e from the American company General Tires. Our association with this brand and later with Continental, continued for some time, but alongside this, Apollo Tyres has a strong R&D department of its own. Bear in mind that most of the technology sourced externally was in radial tyre construction which the Indian market was not yet ready for. Even now only 12% of the country’s commercial transport companies are running on radial, but as the road infrastructure improves we estimate that in the next 3-4 years, radial tyre use should reach the 25% mark. Of course Apollo Tyres is now producing radial truck tyres as well as bias ply. We view ourselves as a global company that is based in India and as such, will continue to strive producing products that are comparable with the best available globally. The new face of Apollo is a cosmopolitan one with numerous business associates on board stemming from developed nations. They bring a wealth of knowledge and technical expertise to the table as they work alongside local university graduates, engineers and scientists. From a manufacturing standpoint, globalisation dictates that you have the right products and quality, or you will not survive. We are now competing with global tyre manufacturing giants from the West who have all established manufacturing plants here – and they’re here to stay. Quality and consistency in supply is also key if we are to enter the Original Equipment market, a new goal which we’re actively pursuing. With which vehicle manufacturers have you made headway? In India alone our OE journey has already begun with OE approval being granted by the likes of Ford, VW, Suzuki, Tata, Mahindra, GM, Hyundai, and Fiat to name a few. Negotiations are currently underway with BMW, Mercedes- Benz, Audi, Nissan, Renault, Honda and Toyota. And further afield? Are you pursuing OE involvement outside of India? The financial returns may be slight but the OE market is an important one, one which serious tyre manufacturers cannot afford to ignore. OE recognition is vital for brand building, it creates repeat demands, increases market presence, enhances internal capabilities, evens out seasonality in sales and demands that manufacturers keep up with the latest tyre technology if they are to compete effectively. Which foreign OE markets are you looking to penetrate? In the European market discussions are taking place with VW, Audi, Fiat and Mercedes-Benz in conjunction with our newly-acquired European brand Vredestein. Similarly, in South Africa, via the Dunlop brand, vehicle manufacturers such as VW, GM, Nissan, Ford and Fiat are in the pipeline. It would appear that Apollo Tyres is continuing with its ambitious plans for the future. What would you say have been the key lessons learnt along the way? I believe setting and striving towards bold goals is the most important lesson that I’ve learned. When bankruptcy threatened to close us down we set a goal to be a Rs 1 billion company. When we were nobodies, we wanted to be the most trusted tyre brand in India. When we lacked the capability to manufacture passenger car tyres, we pledged to become the best in this category too. When our revenues reached US$500 million, we set our sights on becoming a US$2 billion company. And when India was the only market we knew, and knew us, we set the goal to become a global player in the next five years! In my view goals need to be simple and clear and must translate to every employee, irrespective of their function. But goals in themselves are not sufficient. Dreams materialize only when we work to realise them by putting the necessary processes in place. In a crisis situation, it’s also important for you to remain detached so that you can make unpopular decisions. And as I mentioned earlier, transparency is key, particularly in difficult times. Most importantly, focus on your people – they are the ones responsible for implementing your company’s goals. How employees are treated, the reward and recognition process and whether they feel they are a valued part of the company, are all important factors to success. My advice is to put in place initiatives that make your staff feel they are a part of a larger whole before a crisis is experienced. What is your vision for the next five years? On a business front we plan to expand our global footprint and to become the most desired brand in the eyes of the customer with the technology edge to meet their needs. As far as our people are concerned we want to be seen as the ‘Most Desired Employer’ as well as a Creator of leaders and an organisation that promotes learning. Last but by no means least, we will continue to contribute to the community and society at large via our business and social responsibility activities. Was it your vision from the start to become a leading market player? Yes, from the beginning my aspirations were extremely ambitious. But accomplishing all that I set out to do is evidence that with hard work and determination anything can be achieved if you set your mind to it. Onkar S. Kanwar is living proof of this. Together with his son Neeraj, Vice Chairman and Managing Director of Apollo Tyres, they have steered the company in becoming India’s leading automotive tyre manufacturer, with operations on three continents. Onkar has been active in Indian government think tanks and headed India’s largest industry association FICCI, and other industry bodies. He recently established a state-ofthe-art research and health care facility called Artemis Health Institute, thereby now also moving into the health services industry. Research source: Leader to Leader.
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