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"Oh, I see you're in a suit, hang on a second," says Ramesh Prabhakar, before reappearing in the meeting room wearing a blazer over his shirt. It is difficult to say quite how much of this move is planned and how much it is an honest attempt to put me at ease, but it certainly breaks the ice. The Managing Partner of the Rivoli Group is a hard man to gauge on first meeting. To the casual observer he seems relaxed as he sits back in his chair as we begin talking, and he has a fund of good anecdotes that pepper our chat, but one shouldn't be fooled. This is the same driven entrepreneur who used to travel six days a week, working 18 hours at a time in the early days of the company.
Established in 1988 as a store selling one brand of watch the group has since grown to become one of the largest importers and retailers of luxury brands in the Middle East. The company's stores now also offer products ranging from watches and writing instruments to menswear, accessories, gift items and eyewear, all at the top end of the market. In a typically savvy way Prabhakar is careful in his choice of words to describe the group's offerings: "You have to be careful because definitions like those are very personal," he points out. "For one person a CK watch is fairly run-of-the-mill, but to another it is a luxury item. So we would rather say that we sell ‘quality lifestyle' products."
Although the group has grown dramatically, and Prabhakar is keen to expand the current lines of clothing and eyewear and possibly look into retailing high-end audio-visual goods, the managing partner is very conscious of sticking to a tried and tested formula. "Watches are still a core part of the business, for example, and you have to stick to your basic DNA," he asserts. "You have to be focused, there's no point in our selling fizzy drinks for instance, that's just not who we are or what we do."
In order to remain focused Prabhakar encourages a targeted research approach to any new line, and customer trends remain at the forefront. "It's on an hour-by-hour basis," he explains. "You have to service and cater to your existing customer base, you don't go out and pick items 12 months ahead."
This customer base has changed as the group has expanded and the region has matured as both a holiday destination and a base for expatriate workers, something that Prabhakar is very aware of. "We are targeting a greater number of residents than before," he says. "In, say, 1992 to 1995, our domestic customer base was only 35% of our business whereas now it's far higher. People are staying and making a life for themselves here."
This trend is reflected in the employees that Prabhakar now sees coming to work for Rivoli. "You know, 30 years ago people who were thinking about working here would ask about packages, trying to work out whether the remuneration was worth staying outside the main primary markets," he explains. "Now it's a truer market to the rest of the world. Employees talk about long-term contracts and plan on staying rather than being transient. And obviously you spend where you live."
Prabhakar is also adamant that, although Rivoli will eventually launch a wholesale expansion beyond the region, the current point of focus is going to be on making the most of the booming local markets. "Saudi Arabia and India are the two markets that we would like to enter at the opportune time but these are huge markets one way or another so we're not ready," he says. "It's not going to be a scattergun approach. We're in a marketplace that we know now, and we know that these particular terrains require greater understanding, it's completely different."
It is not just the prospect of jumping into a new market without the necessary preparation that is holding Prabhakar back; the current demands of the business are at the forefront of his strategic planning. "The second aspect is that we've grown our top line between 40% and 50% per annum in the last few years," he explains. "When you're trying to cope with that kind of growth you can't spread it so thin - as a young man you'll realise that a bird in the hand is worth two in the bush," he laughs. "So you might as well go with what you can do."
Prabhakar is, as he puts it himself, semi-retired following the birth of his daughter: "I'm 51, you know, and I'm really blessed that I could make something like this happen while I'm still young enough to enjoy it." This does not, however, mean that he has completely relinquished the reins of the business. Instead he has taken a step back from the daily details on the shop floor to concentrate on overseeing the group's strategy.
"I'm an outdated businessman, I accept that," says Prabhakar. "But one thing I clearly adhere to is that I don't cut levels. I only talk to the top tier, so the chain of command is very clear in our organisation."
"You know, we're very committed to the ethical function of our organisation," he continues. "We're very committed to staff welfare and customer satisfaction, we're very committed to shareholder value and that is what I communicate to the top rung and they then pass that down."
All sections of the Rivoli empire are granted a certain amount of independence, Prabhakar avowing that only the people on the shop floor can spot the upcoming trends and monitor stock processes: "Operating people need to be on the shop floor with customers, superstructures just mean that you get into rarefied air, and that's when you start making wrong calls, you become too distant." Rather than becoming bogged down with mundane details he instead splits his day into two halves, the first spent in meetings with the directors of the various brands and the second engaged in his own pursuits, meeting suppliers or unwinding, before going back to touch base with his top team. "That's my greatest challenge, to inspire and stimulate positive business ideas and provoke my colleagues to re-evaluate their every decision," he admits. "From around seven, because I would have visited stores or met somebody or something that has triggered off another thought process, I call my managers."
This constant train-of-thought brainstorming is what marks Prabhakar out as an entrepreneur, and he expects his top-tier team to keep up his pace. "When I'm driving or I see something, I'm not making any notes so I immediately make a call," he says. "And I expect them to pick up within three rings or have an answering service or something. In every relationship there is give and take, as we all know. Commercially I don't hassle, I don't need to know where everybody is, where or how they travel, you can live or entertain however you like. But when I call, pick it up because I'm not calling just to find out how you're doing, I'm calling to address a situation that I've seen or something that needs action on. It's not nice, I agree, but I have curtailed it greatly, although it's still a failing I have," he admits, smiling.
It is, however, this drive that has brought him to the position that he currently occupies, and Prabhakar is rightly proud of his achievements. "I came to a new environment, the domain was not mine," he says. "There were some serious players historically in place. So to come out here and create a 250-strength retail group, with 173 international brands and over 1,000 employees, all while you're still young and can enjoy it - what more can you want?"
What more indeed?
Posted by Informed Realist, Dubai, UAE on 27 July 2009 at 19:11 UAE time
I don't think I have ever heard Al Fahim described as a role model for the world. You might want to educate yourself a little!
Posted by temur, birmingham, United Kingdom on 17 June 2009 at 15:12 UAE time
dr sulaiyman is a role model for all the world not only muslims his vision will go far, lets just hope we get some more new big signings.
Posted by sherry, shenzhen, China on 16 May 2009 at 20:20 UAE time
Best of luck for everything!
Posted by Kawthar Saeed, Dubai, UAE on 5 January 2009 at 15:47 UAE time
Abdullatif Al Mulla is indeed a great and superb leader! I have worked with him closely in TECOM and learnt from him many good skills of leadership which I am using them in my current role. I wish him all the best in his career and may God grant him success all the time. Abdullatif, as always, you are a great leader for us!
Posted by Layla Al-Ansari, London, UK on 27 October 2008 at 16:50 UAE time
The top 100 CEO's list is highly impressive covering the biggest names from all over the gulf. However, whoever has compiled the list has definitly forgotten some notable movers and shakers in the past decade.
Dr. Abdallah AlDabbagh the CEO of Ma'aden the Saudi Arabian Minning Company has spearheaded the establishment of an entire new industry sector in Saudi Arabia. Not only is this sector viable with it's ambitious projects such as gold, alumina and phosphate projects, it is more importantly sustainable.
I am sure Dr Al-Dabbagh was not the only CEO overlooked in your report. In your next top 100 CEO's report, I suggest you undergo in-depth analysis of the gulf market and the massive changes that REALLY taking place and changing the future.
Posted by Steven on 18 September 2008 at 00:46 UAE time
Mr Al Hashimi is a fine role model for all young people in the world today, I hope that someone of his calibre and experience could help football teams like newcastle united to reach their full potential, the fans from the north-east are the kindest and best supporters in the Uk, and I imagine the people of newcastle would welcome him
Posted by Mohamade Iqbal Oojageer, Port-Louis, Mauritius on 3 September 2008 at 14:14 UAE time
Dr Sulaiman
Congratulations to you as the new big boss of Manchester City. With your massive investments, you will prove to the world, Insha Allah, your vision is gold and City can become the biggest club in the world and new English reference for quality football. I am a seasoned Sports Journalist and I can foresee success and positive revolution in British sports, especially soccer.
Posted by Biniraj, Sharjah, UAE on 29 July 2008 at 12:27 UAE time
It was indeed right decision launching of Air Arabia. I described Air Arabia as REAL AIRLINE. .. i noticed one thing that, they are on time, they are on line, they are on right price, that is what we need.
I am proud to say as a Air Arabian traveller, and I salue Mr. Adel Ali for his visions.
Posted by Ataur Rahman ,Business Development Manager, Dubai, UAE on 10 July 2008 at 20:39 UAE time
An analysis of the the top 100 in GCC reveals a shocking statistic too..63% of them are from UAE, 14% Saudi, 13%Kuwait, 6% Qatar, 4% Bahrain.
More shocking to me is that in Energy sector only there are 4%..in construction 4% Media & Marketing, 4% Politics & Economic 4% Banking & Finance 20% Real estate 23%
Why inspite of all the boom in petrol price there are just 4% of them belongs to this sector. I demand an explanation.
Posted by john, New York, US on 25 May 2008 at 16:48 UAE time
Dubai's real estate watchdog on Sunday launched its own magazine in an effort to address investor concerns over a lack of transparency in the market.
Posted by Mr George Osei, accra, Ghana on 11 May 2008 at 17:29 UAE time
Dear Friend,
My name is Mr. George Osei,I work with a Bank as a manager, in one of the commercial banks in Accra-Ghana west Africa. I have packaged a transaction that will be of mutual benefit to us. As the branch manager of the Bank Ghana, it is my duty to send a financial report to my head office in the capital city, Accra, at the end of each financial year.Following the release of the second quarter financial report, ending June 2007, I discovered that my branch made a substantial profit which accrued from the account of the Inland Revenue Service (IRS).
This was not detected by the internal auditors from my head office. I have diverted the funds into what the bank call Escrow Call Account with no beneficiary. Meanwhile as you know I can not be directly connected to this money for obvious reasons. So my contacting you is for you to assist me receive this fund in your country which I know is possible if you liaise properly with me and get a consideration share of the total funds as your benefit.
The transfer would be a Bank-to-Bank transaction. All I need from you is to stand claim as the original depositor of this fund. I will compute your particulars as the person who made the deposit in my branch into our computer data base, so that my head office will immediately order the transfer to your designated bank Account. Thanks for your understanding and co-operation. Please you can indicate your interest by sending me a return mail. While I implore you to maintain the absolute secrecy and confidentiality required in this transaction I am waiting for your positive response.
Yours truly,
Mr.George Osei
Show all comments
Posted by stuart mayhead, Abu Dhabi, UAE on 21 April 2008 at 09:21 UAE time
Hi Len if you visit www.artinthecity.com you will find and Art Map of Abu Dhabi, Dubai and Sharjah which shows all the local galleries and has a calendar of events noting all the exhibitions. If you sign up for them you will receive fortnightly reminders.
Posted by len on 20 April 2008 at 14:15 UAE time
I'm looking for modern art galleries in your country. Can you help me with a list?
Editor's Reply Kindly visit www.timeoutdubai.com for a full list of art galleries in Dubai, or www.timeoutabudhabi.com for a full list in the capital.
Posted by Nabil Alwakidi, jeddah, KSA on 13 April 2008 at 10:24 UAE time
Dear Abdulkareem,
Perfect person on the right place, very difficult to find some one like you. this comment will show you how much we like your job.
Best of luck for everything!
Cheers,
Nabil Alwakidi
Posted by shahla naim, AbuDhabi, U.A.E on 19 March 2008 at 11:18 UAE time
Success, from my point of view is 10%luck, 40%study, 50% hard work. Upon reading this article, I think am still at the first 10%.
Posted by Nasrin Quraishi, Chennai, India on 5 March 2008 at 15:03 UAE time
Good Evening,
I am very happy and proud that I am living in this world where HRH Mr.Abdullah Al Awadi is living. I pray Almighty God to work under him atleast for a year.
Thank you
Posted by Safwat Faroun, Ramallah, Palestine on 13 February 2008 at 19:20 UAE time
I am currently residing in the west bank, and I am looking for jobs. Your Arabbusiness could be of indispensable value to me. Keep up the good work!
Posted by Jehad M. Shaban, Kuwait, Kuwait on 9 December 2007 at 15:57 UAE time
As per your Arabic article of the top 100's CEO's in the GCC, would you kindly correct Mr.Abdullah Al Awadi's name in Arabic to: عبد الله العوضي and the company name to: Al-Ahlia Holding Company. Thank you.
Posted by Nand, Riyadh, Saudi Arabia on 9 December 2007 at 11:41 UAE time
Wonder what standing Saudi ARAMCO has? Is it not among the most admired companies in the GCC?
Posted by Prabal Rai, kathmandu, nepal on 6 December 2007 at 12:07 UAE time
Dear Sir,
How possibly I can contact direct to Amir Alwalid Bin Talal for my own personal plea concerning my occupational hazzards in compny own by him? Please guide me in this regards.
Yours truly
Prabal Rai
Kathmandu Nepal
Posted by Ibrahim, Abu Dhabi, UAE on 6 December 2007 at 09:43 UAE time
I've worked in the oilfield since 1989, mostly in the UAE but also all over the MENA region, and this is the first time I've heard of this company (SS Lootah). What about Al-Dulaimi group (Qatar) or Mohammed Barwani (Oman) or AlMansoori (UAE)? I wonder what the definition of "Energy Industry" is? I suspect the people who selected the winners don't understand how our industry works.
Posted by Omair bin Zahid Al Husain on 5 December 2007 at 22:07 UAE time
It is interesting information. Being an entrepreneur myself, I don't mind knowing who could be of advantage to me and where I can find products and/or services I need. I wonder what was the criteria for selection though, but a wiseman said that the modern day winner in the corporate world is the one who could "learn, unlearn and relearn!" Keep us up to date Arabian Business.com. Thank you very much.
Posted by Nikhil Sindhu on 5 December 2007 at 19:03 UAE time
Thank you Anil for the insight about an extraordinary person.
Posted by Faris AlQURESHI, Riyadh, Saudi Arabia on 5 December 2007 at 12:53 UAE time
Dear Anil,
The best best interview for the most admiring and decent personality.
Best of luck for everything!
Cheers,
Faris
Posted by Prof Philbert, Salmiya/ Kuwait, Kuwait on 5 December 2007 at 10:57 UAE time
If the company is going to achieve something of some recognition, they must follow three I's - Innovation, Infrastructure and Integration.
Innovation is importnat to give the company an ability to extend the product and service life cycle from point of stagnation to new thinking - a sort of sigmooid curve that repeats itself - saying in simple words - an old wine in a new bottle.
Infrastructure for aiding innocation is another key dimension that can add value to corporate growth. A CEO must take a balaced scorecard to organizational development.
Integration is keeping all elements of the orgnization togehter and take a unified approach to the big picture.
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