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Shombit Books

Industry leaders are saying encouraging things…

Industry leaders are saying encouraging things…
 
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Quotes on "Jalebi Management" book
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Jacques Vincent
Former Vice Chairman, Groupe Danone
 
Sen holds your hand to take you and your company through the whole society. He has devoted twelve chapters to this breathtaking journey. I went through different stages, from being challenged to feeling enthusiastic, bitter, seduced, moved, but never indifferent.

The Emotional Surplus Strategy sums it up. Emotion is the most important capital for the human race; it is what remains after people pass away. A company that delivers, in a consistent and sustainable way, the rational, functional and emotional benefit to consumers, will perpetuate itself forever.
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Azim Premji
Chairman, Wipro Corporation
 
Jalebi management covers a variety of subjects using jalebi as a metaphor. Shombit takes you through social, cultural and historical perspectives. He has interesting anecdotes to tell. He discovered after finally getting his first salary of 500 francs in France that the jalebi he bought in Paris for 15 francs tasted very different from what he had eaten in Kolkata.

He was disappointed but he also learned that no two individuals, no two cultures, and no two ways across the world to do a particular thing are the same. The jalebi changes not only in the shape, it changes in terms of what you put into it in terms of slanting its taste. This is very relevant when you work across different cultures in different parts of the world. The changes are so important that you have to be sensitive and localized to those cultures.
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Keshub Mahindra
Former Chairman Mahindra & Mahindra
 
Shombit could not resist the temptation of harking back on his pet focus of the customer. In his book of nearly 450 pages he devotes over a 100 pages to what he calls, “high voltage customer sensitivity”, the core and focus of his thinking.

This book is an amalgam of Shombit’s perception of art, literature and history. What emerges strongly is the philosophy that creating human centricity is the main pursuit of life. This book is not a novel; one needs time and space to think and meditate as one goes through the pages to understand the techniques advocated here.
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Harsh Mariwala
Chairman & Managing director, Marico limited
 
The book reflects lot of what Shombit is, in a word, very, very multi-faceted. Jalebi management connects many, many dots. Dots from history, management, literature, the arts, you can name a subject and it has a connection with this book. Shombit has very beautifully synthesized all this. I believe this book is going to be very relevant for the Indian manager. This book is Shombit’s contribution to Indian literature and a step in the direction of the many more success likely to come in his future.
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Naina Lal Kidwai
Country Head, HSBC India
 
Jalebi Management urges India to get into an innovative mindframe. Each of us needs to think innovatively to reach our full potential. An innovative mindset will allow the billion plus people in our country to do things differently so as to lead the world tomorrow.

The core of Jalebi Management is customer sensitivity. Business and the corporate world will increasingly influence different stakeholder groups. Shombit has showed us that his dream to mingle art and commerce can be achieved. We are fortunate to be Indians in an India that is striding ahead. I am sure all of us here look forward to and subscribe to realizing Shombit’s vision on India’s expansion being that of an “Innovative Nation Driving Inventive Action.”
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Gurcharan Das
Management consultant and writer
 
On the cover of the book and in the middle of his jalebi, it says customer sensitivity. Now that’s this whole point of being in business, to satisfy the needs of your customers better than your competitors. Basically you have to believe, strongly enough, that what you are selling works and what your competitors are selling fails, and you can make it happen.

Of course given that central core, what are fascinating are his lateral mind and the wonderful case studies he gives. There were several things that struck me as I was reading. One of them was the notion of how, when he ate jalebi, it transported him to a certain childhood memory. This is very like Marcel Proust (most renowned French philosopher and writer), Who wrote a wonderful book which is ” In Search of Lost Time” where the narrator goes to somebody’s house and is served a sort of cookies which suddenly takes him backwards to childhood from where the whole book starts working.
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S Raghunath
Dean, Administration, Professor of Corporate Strategy & Policy, IIM-Bangalore
 
The basic thing this book offers is Shombit’s ReFinE Value Framework that connects the nuances of the market to the processes within a company. I distinctly feel this framework answers some of the questions Indian companies actually need. In an illustration he analyses the concept of bread in India. For an Indian, bread is an acceptable product anywhere in this country. But the moment we attach the nuance of Indian bread, which is roti or chapatti, and try to convert it into an industrial product and package it, it does not sell. This is a great analysis that says you want to take a commodity and convert it into a product which will be globally accepted. But is there a way to convert this commodity into aspirational value?

Just like a jalebi which is a common man’s Indian pastry, this book wonderfully captures that through multiple tools, there are ways of actually sensitizing organizations to what the customers need in certain societies in a certain milieu, in a certain stage of economic discovery and action. There is a way to renovate a commodity, whether it is a product or service, and link it to that market, into that society, and to definitely bring in profits by yielding aspirational value to that particular context. This is a book for those who really love such radical and unconventional thinking.
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Suhel Seth
Marketing Professional, Columnist, Theatre & Film Actor
 
Jalebi Management is a fascinating book only because it is written by someone who has never run companies; in fact, Sengupta only advises them and his advice is largely in the design area. Therefore what you get is a very basic overview of management honed by the years that Sengupta has spent between Calcutta, where he landed up as a refugee torn by religious separatism as he calls it, and Paris, where, Zidane-like, he came to terms with 15-franc jalebis and the whole midnight revelry which Algerians committed in a city not entirely theirs.

The essential premise of the book is pithy and true. The world of management is increasingly getting riddled with complexity and a discomfort with the status quo. It is something that should delight (and not scare) the CEO because from this discomfort arises the need to do something about it. Status quo breeds complacency which is what we see missing in today's competitive environment, which is why he begins brilliantly with the million versus billion mindset, arguing that the million mindset (the Americas and Europe) can never understand the needs, the pressures and the aspirations of the billion-mindset people (China and India), almost presenting a case why we in India must be content with a Shatabdi Express rather than aspire to a TGV as in his native France.
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D. Murali
Journalist. Formerly Deputy Editor, Hindu Business Line
 
No organisation, like no individual, or no jalebi, is like another, declares Shombit Sengupta in Jalebi Management from Response ( www.sagepublications.com).

Jalebi, for starters, is a common Indian sweet that adorns the cover page of the book. Wikipedia traces the origin of the sweet to Punjab. “The Persian word for jalebi is ‘zoolbiah’. It is made from deep-fried, syrup-soaked batter and shaped into a large, chaotic pretzel shape,” explains http://en.wikipedia.org.

The jalebi’s peculiarity is its decidedly rounded shape, despite idiosyncratic gaps that can have jagged edges, as Sengupta describes with verve. His book, equally idiosyncratic, is about blending ‘the ocean of humanity with industry’, even as big businesses are racing to India and China for the vast markets these countries provide.
   
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48 hours to leave France
  Art of the brand  
  Jalebi Management  
  Strategic Pokes  
Corrugated Slices
1st book: 1991
48 hours to leave France
in French Publisher: Michelle Lafont, Paris
 
2nd book: 1994
Art of the brand,
The 10 commandments of strategic design Publisher: Rupa, India
 
 
3rd book: 2007
First book of Jalebi Trilogy: Jalebi Management, All stakeholders can enjoy a bite Publisher: Sage Publications, USA
 
 
4th book: 2014
Second book of Jalebi Trilogy: Strategic Pokes, The Business Jalebi Publisher: Sage Publications, USA
 
5th book: 2015
Third book of Jalebi Trilogy: Corrugated Slices, The Social Jalebi Publisher: Sage Publications, USA
 
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  Shombit Sengupta  
   
   
  Available online:  
  Corrugated Slices:
Sage, Infibeam, Flipkart, Crossword, Bookadda,
Amazon India, Amazon UK, Amazon US
 
  Strategic Pokes:
Sage,
Infibeam, Flipkart, Crossword, Bookadda, Amazon India, Amazon UK, Amazon US
 
  Jalebi Management:
Sage, Flipkart, Crossword, Bookadda,
Amazon India, Amazon UK, Amazon US
 
 
  Events:  
 
   
  Previous Events  
 
Face-to-Face with Shombit Sengupta
 
Odisha State Launch of “Strategic Pokes”
 
Bangalore Launch of “Strategic Pokes”
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Mumbai Launch of “Strategic Pokes”
 
Book signing event of “Strategic Pokes”