राघव बहल होने का मतलब

राघव बहल, नेटवर्क 18 ग्रुप के मैनेजिंग डायरेक्टर। वर्ष 2000 में पंद्रह करोड़ रुपये और आठ साल बाद अब 2008 में 1000 करोड़ रुपये। एक बड़ा इंपायर खड़ा करने वाला शख्स। ढेर सारे नए प्रोजेक्ट को खड़ा करने वाला। टीवी 18 और वेब 18को सफलतापूर्वक चलाने वाला। टीवी हो या वेब हो या अब प्रिंट या सिनेमा...हर क्षेत्र में नई साझेदारियों के जरिये नया कुछ रचने वाला सफल उद्यमी।
इस बार इंपैक्ट मैग्जीन में कवर स्टोरी इन्हीं राघव बहल पर है। हर हिंदी मीडियाकर्मी के लिए पढ़े जाने लायक। हर उस शख्स के लिए पढ़े जाने लायक जो बाजार पर नजर रखता है और बाजार के दावपेंच को समझना जानना चाहता है। मीडिया के उतार-चढ़ाव के बारे में जानना चाहता है। भारतीय मीडिया इंडस्ट्री के ट्रेंड को पता करना चाहता है। राघव बहल समकालीन मीडिया जगत में एक ऐसी हस्ती हैं जो सर्वाधिक प्रभावशाली व्यक्तियों की सूची में शुमार किए जाने लगे हैं। उनका मानना है कि ...

The group is set to achieve a top line of well over Rs.1000 crores. And he also believes that this growth is sustainable. In fact, he believes that the growth will get easier with the group getting bigger.

राघव बहल ने कैसे की सफलता की यह यात्रा, क्या सोचते हैं आगे, क्या है रणनीति व विजन....?

उनकी सोच की एक बानगी देखिए...

At the end of the day, we want to be a full play media company. Now that is the overall strategy. You have to be opportunistic when an opportunity comes your way. Did we plan that we will buy Infomedia? No. We didn’t even know that Infomedia is going to be up for sale. But, did we know that we want to be a full play media company, and therefore have a significant presence in print? Yes. So while it may look sporadic, the fact is that there is an overall strategy. We are very clear that we want to be a full-play media company. But, can we plan all acquisitions? That’s not possible.
Now, we know that we want to be in radio. If a deal comes tomorrow morning, we will take it. Of course it is opportunism; of course it is tactical. But it is part of a strategy. Tomorrow, if we get an opportunity to buy something unrelated like a retail business, then we won’t do it. That is pure opportunism and we won’t do that because we want to be a media player.
I believe our greatest strength is our ability to move quickly, our ability to take risks, our ability to empower managements, our ability to create teams. Clearly, we are very opportunistic when we see an opportunity before us. Did Tata Motors know last year that they would get Jaguar and Land Rover? Of course not. But did Tata Motors know that it wanted to be a global automobile company? Yes.
There is nothing about us that doesn’t fit into the overall picture. When we came into business news, the fact that we were going to go into general news was a given. But did we know that we’ll have an alliance with Rajdeep and Sameer? No. But again when the opportunity presented itself, we grabbed it with both hands. We knew we were going to be in entertainment broadcasting, but we did not know that we’d be in a JV with Viacom.
It may all look sporadic, but it isn’t. The fact is that in a fast moving business today, you have to be opportunistic.

...सब कुछ जानने पढ़ने के लिए आपको इंपैक्ट का ताजा अंक पढ़ना होगा लेकिन इंपैक्टआननेट.काम में उनसे लिए गए इंटरव्यू के कुछ अंश हैं जिन्हें आप यहां क्लिक करके पढ़ सकते हैं--
An Empowered Ship: The Network 18 Story