The man behind the 70mm screen
Creating cinema spaces without getting being a movie barrier. that's Bijli style for you

(column by Meena Shukal)

When you think of going for a film, there is a name that you can't help thanking. And that's the guy who has to his credit the re-defining of the Indian cine-going experience - Ajay Bijli of PVR Cinemas. State-of-the-art technology with wall to wall plasma screens, digital surround sound, interlocking projection, fibre lighting roofs, no obstruction viewing, high class comfy seating... you name it and PVR (formerly known as Priya Village Roadshow) flaunts it.

PVR - India's largest multiplex cinema operator - pioneered the concept of world class multiplexes in the country. When 4Ps B&M met the man behind the screen, Ajay Bijli, Managing Director PVR Limited, to get an insight into his visionary leadership mantra, we realised why and how PVR had been successful in revolutionising the cine-going experience in the country. PVR attracted a whopping 8.5 million cine goers across the country in 2005.

Bijli saw a huge potential in the Indian entertainment sector and wanted to "create cinema spaces without getting into the movie barriers." And slowly but surely he achieved that vision. Bijli started a joint venture between Priya Cinema and Village Roadshow Ltd of Australia, and launched the nation's first four screen multiplex-PVR Anupam in Saket, Delhi.

The multiplex became a super-hit crowd puller and then Bijli revamped his flagship movie hall Priya Cinema in Vasant Vihar. "It remained a single screen because somehow Priya's positioning has become like a big house. We started portraying it as a block-buster cinema hall," offers Bijli. The rest is history. An exclusive investment funding with ICICI, and mushrooming malls continued to bolster Bijli's expansion plans.

Alumnus of Hindu College, New Delhi, and holder of the Owners President Management Programme from Harvard Business School, Bijli began his entrepreneur innings by joining his father's transport business. But, his fondness for movies ultimately pushed him toward the multiplex business with a dream of giving world class cinema viewing experience to the Indian audience.

Bijli does not believe in commoditizing his brand, rather he believes in the 360-degree approach. Says Bijli "we carefully study the demography of the area and the location has to be ultimate, it should be somewhere where there is an appetite to watch movies and there we should be seen as a brand."

In 2003, PVR witnessed a setback of sorts, when its global partner, Village Road Show separated and discontinued the partnership because of its own global restructuring. But, Bijli converted this into an opportunity, retained the acronym PVR, stopped using the full name of Priya Village Roadshow, and set about expanding and brand-building PVR aggressively. Not just that, he bought his partner's share in the biz for Rs.40 crore and became 100% owner of PVR, instead of the earlier 40%.

Inspiring work-life balance

Ashish Shukla, CEO, Digital PVR Limited says "I remember the day when I met Bijli for the fi rst time in 1999, at the CP offi ce of ATC (Amritsar Transport Corporation). Ajay Bijli is a person who is looked up to by his team memebers, both for personal as well as professional attributes. He has a vision which is inspiring and his style of functioning is one of complete empowerment. Working with him has been personally and professionally very rewarding. How to balance work and life is one great thing we learn from him."

On being asked about his biggest leadership trait that effectuated the growth of PVR, Bijli explains, "I always believed that trait is internal. Internally, if you are not aware what the external threat is then you have it. So, internally I need to be aware of, for example, what future regulatory changes could be. Whether it's entertainment tax going up, or some regulatory issues that are going to occur."

Today PVR as a brand has 62 screens nationwide with recent forays in Hyderabad, Lucknow and Indore, along with India's largest multiplex with 11 screens in Bangalore. Another 250 screens are under construction in various parts of the country. Bijli is also planning to enter the low cost cinema hall segment in small towns, whose ticket price will be in the range of Rs.50.

Taking PVR to other parts of the country, Bijli faces competition from Inox Leisure and Adlabs. "I don't find myself getting pressurised... If you look at PVR, it's a brand that will make sure that an entire mall does well," says Bijli. On the other hand Bijli explains that to expand in the market one should study the market properly. People should know whether the market is large enough to take another multiplex.

As a leader, Bijli leads by example and believes in the philosophy of 'practicing what you preach.' Even though Bijli is on his toes always, he believes in maintaining a balanced life and tries to take out time especially for his wife, Selina, and children. And guess what, Bijli is a total fitness freak, he believes in eating the right kind of food and follows a strict exercise regime. This leader's innovative ability and ambition to alter the dynamics of movie-watching has set a trailblazing example for others to follow. His passionate drive to innovate and thrive comes from a simple belief: Movies first!

Creating New Movie Space

Pramod Arora, Head corporate business strategist PVR remarks, "Bijli's a very dynamic personality. Besides a person who inspires his team to achieve the very best in them i.e. by empowering human potential. And indeed a great human being, which is imperative to be a great leader. In India, the multiplex concept was intoduced by PVR in the year 1997, with PVR Anupam, the fi rst 4 screen multiplex of the country. The concept found relevance since India represents the number one position in terms of number of movies produced. While in the late eighties & early nineties the cinema business took a bad beating from other media, e.g., Sattelite TV, VCR's etc resulting in closure of cinemas, a new avatar was sure to revive the industry.

The 'coaching' mantra
For those who aspire to improve their business performances, 'coaching' is the next big thing to invest in! Move over mentoring, in walks coaching...

And now its empowerment of company executives through 'education!' As companies renew focus on leadership and skill development of their people, new tools are being tested and applied for executive enhancement, the latest in thing among training circles now being 'Executive Coaching.'

While coaching (training and developing skills) has traditionally been a mainstay of sports, be it cricket, football or baseball, today, a similar leadership development is being replicated in business organisations. To cash in on the craze, many global coaching institutes and consulting companies have already set up base in India To name a few in recent times, Europe based Noble Manhattan, Australia based Institute of Executive Coaching (IEC) and Mentors and Business Coaches International (MBCINT) have set up shop in the country.

Vikas Verma, General Manager India, Noble Manhattan emphasises the potential of coaching. "The scope is vast, and India needs institutions that help businesses and individuals realize their potential by using this tool," he says.

On the contrary, Sanjeev Sharma, Zonal Manager - HR (North) at iProcess Services India says, "People are exited as well as confused. Excited, because it is new and challenging. Confused, because many are not aware of the difference between mentoring and coaching." Gerard O'Donovan, President of European Coaching Institute, explains the difference between the two. "A coach, first of all, must be free of any prejudices towards the individual; a coach must not direct someone as a mentor or a manager; and, a coach is not supposed to tell any answers or act as if he has any answers."

So then, what is a coach's job profile, you ask? "A coach is one, who asks the right questions about one's job, in the process of which, he helps an executive solve issues by himself through self-realisation," points out Gerard.

What then, makes coaching stand apart from the other tools of development? Imagine the role of a coach in any sport and you'll have the answer. With an expansive experience in the field, a coach is exposed to various aspects of the game, and knows how to handle difficult situations. Over a period of time, he would have established certain techniques to handle certain people and circumstances, which he shares with his coachees. He knows each team members' strengths & weaknesses and builds them up to do what they're best at! And that's what makes coaching so hot. Love it or hate it; but you'll listen to your coach's compelling arguments and probing questions, and simply perfom your best!

Quite an argument for popularizing coaching more in corporate circles, isn't it? There are many types of coaches - an executive coach, life coach, personal coach, collegiate coach, self coach and the list continues.

What is more interesting is that very quickly, coaching has gained acceptance as an effective tool for business organisations globally. Here's why... Primarily serving as a tool for training and development, it also serves as a motivational tool, increases employee morale, and helps in total performance management of employees. While for group training, coaching may be relegated to being just a complementary tool, when it comes to one-on-one tools, coaching is the most effective one in the armuory of trainers. Way to go for all aspirants!

(End of Meena Shukal column)