K D Enterprise

K D Enterprise K D Enterprise is involved in Export of Industrial spares ( Mechanical & Electrical) as well as office stationery. We deal in large range of products.

We have "Strong Portfolio" of Branded Products in our Business Sector. K D Enterprise involves in Export Quality Products. K D Enterprise believe to provide unique and creative solutions that meet the Client's expectations not only by realizing the Client's business objectives, but partially by our strict adherence to the ethical principles of public relations. At K D Enterprise, Quality is the wa

y of life. We consider the trust which clients put on us. That's why we make tirelessly effort to deliver the right product at first time with right prices and best available quality. Our main product line is All kinds of Industrial Supplies with broad category in Electrical and Mechanical products with enormous brands. Such as Deep Groove Ball Bearing, Spherical Roller Bearing, Tapper Roller Bearing, Plummer Blocks, V - Belts,Miniature Circuit Breaker ( MCB), Electrical Contactors, Molded Case Circuit Breaker (MCCB),Earth Leakage Circuit Breaker (ELCB), Residual Current Circuit Breaker (RCCB), Residual Currrent Breaker with Overload Protection (RCBO), Air Circuit Breaker (ACB), Relay, Limit Switch, Inductive Sensors, Cable Tie, Cable Lug, Cable Clamps, Cable Lubricants, Cable Jointing Kit, Termination Kit, Wires, Cables, Industrial and Domestic Wiring accessories, Tube light Fittings, Industrial Lighting, Hand Tools, Sprockets, Chains, Armoured Cable, XLPE Cables, Earthing Kits, Electrical Insulation Tape,Direct On Line (DOL) Starters, Motor Circuit Breaker, Soft Starters, Kit Kat Fuse, All types of Fuse, Variable Speed Drives, Controlling and Signalling Products, Push Button, Pilot Lamps & many more products with Genuine Brands. We also do business in massive range in Stationary Products. We have a huge selection is available for our esteemed clients. We offer following goods in stationary range - Cello tape, Decorative Tapes, A 4 Paper, A 3 Paper, Advertising Calendars, Acrylic Folders, Acrylic Paper Weight, Pen Holder, Desk Organizer, Binder Clips, Blackboard Chalks, Office Files, Box Files, Carbon Paper, Spring Files, Plastic L shaped Folders, Plastic Button Folders, Conference Pad, Spiral Pad, Duplicate Book, Triplicate Book, OHP Marker, Blackboard Duster, White Board Marker, Fabric Marker, Paint Marker, Highlighter Marker, Mechanical Pencil, Wooden Pencil, Eraser, Sharpener, Clip Boards, Visiting Card Holder, Sheet Protectors, Correcting Fluid, Correction Pen, Drawing Sheet Container, Digital Photo Paper, Ball Pen, Gel Pen, Drawing Pencil, Color Pencil, Wax Crayons, Water Colors, Calculators, File Separators, U Pin, Paper Pin, Paper Clip, Envelopes, Staplers, Stapler Pin, Paper Punch, Staple Remover, Single Paper Punch, Glue Stick, Glue, Stamp Pad, Rubber Bands, Customized Exercise Books, Note Books, Geometry Sets, T - Squares, Set Square, Desk Planner, Desk Calenders, Diaries, Micro SD Cards, SD Cards, Flash Drive, External Hard Drive, Card Reader and still more products to offer. Please contact us for more details.

26/11/2016

The hardest thing to do in business: building an efficient organization (Part 3)
__Always pay your workers first.

You can’t call yourself an entrepreneur if you have the habit of not paying your workers on time, erratically, or not at all. Real business leaders always pay their employees first. Let's call it the first law of entrepreneurship.

Let's talk.

I began my business career as a construction contractor more than 30 years ago. My business entailed getting construction contracts, some which took several years to complete. I would sometimes have thousands of people working on my projects. 90% of my people were paid on a weekly basis. It was almost a ritual, whereby we’d go to the bank on Friday morning to collect the "payroll."

Each worker was paid in cash, and we would sit and pack the money into little brown envelopes, after deducting taxes. We'd then travel to the sites and pay them their money.

I never ever missed a payroll… except once, and it probably saved my life. I was abducted from my office at gun point on one of my payroll days. The person who raised the alarm that I was missing said this: "We know something has happened to him because he didn’t come to supervise the release of this week's payroll."

# If you owe your workers money, you’re not yet an entrepreneur.

The second law of successful entrepreneurship is this: If, for any reason, you’re going to miss your payroll, you must always make sure the lowest paid workers are the first to get paid -- not the managers and others you deem most skilled.

# Always pay the lowest paid workers first. They’re the most vulnerable.

If we didn’t have enough money to meet our payroll, I spoke to my senior people and asked them to make the sacrifice. It also meant I myself would go home with nothing. But workers like cleaners, laborers (we had a lot of these in the construction business), drivers etc., were always paid first. This always included the youngest people in our business.

If you want to go far as an entrepreneur, treat workers’ salaries and wages as sacrosanct. If you see a big man who has lots of cars, a big house, goes on holiday overseas but is in arrears on salaries and wages, he’s really not an entrepreneur.

Don't be fooled, he’s not a big man at all! True entrepreneurs pay their people on time, all the time. And they take care of the most vulnerable members of their organizations first. I’d rather someone called me a successful entrepreneur on the basis that I never missed my payroll, than on the basis that I made a billion dollars.

Now to help avoid such a crisis, there’s one thing you must learn to do straight away in your business, and that’s manage your cash flow… your “accounts receivable” (sales) and your “accounts payable” (expenses). If you don’t keep track of your cash flow, I guarantee at the end of some months, you’ll have a shortfall.

If you haven’t already done so, put together a cash flow budget, with a few different scenarios (best case, worst case, different assumptions). You can’t predict everything, of course, and surprises happen, but do your best with what you know now. Cash in? Cash out? Timing? Enough cash to meet payroll? (This is a complicated subject but we’re just talking about payroll here.)

A few years ago there was an article in Forbes’ magazine called “Success will come and go, but integrity is forever.” Never forget that. Most all businesses have legal and contractual obligations which you must respect. But there are also moral obligations to consider... Do you know the difference?

To be continued. . .

Image credit: ArtisticNaturee www.facebook.com/ArtisticNaturee/

04/11/2016

The hardest thing to do in business (Part 1).

___Building an efficient organization.

As an entrepreneur, you may have a great idea or innovation which you believe is going to change your community, your country, or maybe even the world we live in. And you’ll probably make a lot of money along the way. That’s allowed, and there’s nothing wrong with it, provided you don’t harm others, the environment, or break the law.

Go ahead, make money, be a billionaire, and you know I’ll be right there cheering you all the way! But before you can ever get there, you’ll have to build an efficient business organization, employing lots of people, because no one can do these things alone.

In this new series, I’m going to talk about what I call, "The hardest thing to do in business: building an efficient organization."

You'll face many different challenges as an entrepreneur, but the most difficult is building an efficient organization. What do I mean by efficient? Let me start with one formal definition: “Achieving maximum productivity with minimum wasted effort or expense.”

Most people fail dismally in this area. It’s at once the most difficult and most complex thing that any entrepreneur ever has to do. In this series, we’ll talk about many issues including registering a business, recruiting and hiring your team, and organizational structure.

This is business "MBA stuff" and if you just want to run a little bottle store, it might be tough for you, but if you think you can open more than one bottle store, hang around and see. As they say in my beloved Nigeria, "It's for the senior class."

You won’t be the next Dangote or Zuckerberg if you don't know how to set up an efficient business organization.

To lay the foundations for this series, here’s another definition: The Cambridge dictionary describes “organization” as “a group whose members work together for a shared purpose in a continuing way.”

__The verb “organize” is also important here! It means, “to make the necessary plans for something to happen; arrange.”

Do I really need to write much more…? If only it were as simple and straightforward as it sounds!

Building an organization has many different aspects. Can you tell me the importance of nearly each and every word in these three definitions?

Organizations can be almost any size, but the ones I’ll be talking about here are ones that involve a hierarchy of authority and delegation: executive leadership, mid-level management, technical experts, frontline supervisors and employees in different departments, most with different operational functions.

This means a complex array of people with different talents and skills, like those I'm proud and blessed to have on our companies’ teams globally. Maybe different roles and gifts, but the key non-negotiable ingredients? Integrity, shared vision, mutual respect, accountability.

I won’t dwell on problems so much as solutions in this series, but to get started, here’s a list from a McKinsey report on some of the biggest challenges faced by companies (young and old) trying to build organizational capability:

# Organizational resistance to change.

# Lack of resources.

# Lack of credible metrics.

# (Lack of) identification of who is accountable for ex*****on.

# Inability to gain attention and buy-in from line managers.

# Lack of senior management support.

# (Lack of) clear vision or objectives.

# Ineffective training approaches.

# Inconsistent application of methods, processes.

Now you see why I’ve said building an efficient organization is the hardest thing to do in business. But with great people on your team, all is possible!

We'll get started on this and more next week.

To be continued. . .

28/09/2016

Pause: Building partnerships to drive economic growth

__The US-Africa Business Forum.

A few days ago, I had the honor of speaking at the 2nd US-Africa Business Forum, a gathering of CEOs from Africa and the USA, African heads of state and government, and top American government officials, including President Obama.

My panel, chaired by US Commerce Secretary Penny Pritzker, was called: “High tech growth: How innovation and technology are driving African economic growth.”

“If there’s a lesson to be learned, it is this,” I said: “When young people have ideas, the first and most important thing is to listen to them, and to take them seriously.”

I shared a story many of you have heard before: Twenty-five years ago, I was like many young African entrepreneurs, with a great idea. To get it launched, we went around saying: “We can give people mobile phones!”

You have to bear in mind, at the time, 75% of the people in Africa had never even heard a telephone ring. (Today, 75% of us have a telephone, and sometimes more than one!) So it’s been a great revolution, but those of us who drove that revolution could have been spared a lot of anguish if our governments had been able to see that what we were trying to do was a good thing.

Great new innovation and entrepreneurship didn’t end with the introduction of mobile phones. And it doesn’t all have to come from the United States.

__If we’re proactive in supporting the rise of entrepreneurship, and foster the ecosystem of support that entrepreneurs need, even in Africa, we’ll see our own versions of Google and Facebook.

China, and now India, have begun to put in place similar support mechanisms for their young entrepreneurs, and the results have been quite spectacular. African countries where this is starting, like Kenya, are showing some interesting results already. We need more to do this!

In the panel discussion, I shared lessons learned from my business experiences, and also a few from your FB comments over the years:

# Listen to young people who come to you with what sound to be “crazy” ideas.

# Regulators must not seek to control but seek to encourage. In many African countries, the regulators are not playing a role that could foster the emergence of the next generation of tech entrepreneurs.

# The architecture of helping young entrepreneurs FUND their ideas is a problem… We have very few African countries able to do this in an institutional way.

Earlier on, during the Forum, I’d had a conversation with Dr Akinwumi Adesina, President of the African Development Bank, to say we need to do more to help young people get access to startup funding. It’s difficult for them worldwide, and acutely so in Africa. It’s even more difficult for women entrepreneurs.

When Dr Adesina was working at AGRA (on whose board I sat and now chair), we were part of a team that developed a program to help fund smallholder farmers in places like Ghana, Kenya, Nigeria, and Tanzania. We developed an innovative structure to eliminate the need for security when banks extend loans to young people and women. We discussed ways to expand such schemes to the new generation of entrepreneurs who have only ideas as their primary "assets." I cannot say we’ve found a solution yet, but we’re talking!

Some good news we heard at the Forum is that two-thirds of sub-Saharan African economies are growing faster than the global average, and three African countries are among the world’s top 10 fastest growing economies! Do you know which ones they are?

One of the Forum co-sponsors, American businessman and philanthropist, Michael Bloomberg, spoke confidently of Africa’s “limitless opportunities!” I would say “Wow!” but we already know this, don’t we?

In closing, I’ll share just one important comment made by President Obama in his remarks:

“Business should begin with a handshake, not a shakedown.”

By now, most of you know that respect for the rule of law should be sacrosanct. Not just to build investor confidence, but to the whole sense of hope in society. I’ve said it before, and I want to say again – just say no to corruption. If you think something might be wrong to do, it probably is. Don’t risk it.

# Innovation

# Entrepreneurship

# Trusted partnerships

# Education and skills training

# Investment

# Visionary government support mechanisms

# A reduction in red-tape

# Access to startup funding for young entrepreneurs…

All are keys to Africa’s future growth and prosperity. Much also depends on respect for the rule of law, and an institutional framework that protects everyone, equally and fairly – from bottom to top.

Together… yes, we can. And with vision and faith, we shall.

End.

Image Caption:

U.S. Commerce Secretary, Penny Pritzker; Founder and Chairman of Econet Wireless Group, Strive Masiyiwa; Chairman and CEO of Dow Chemical, Andrew Liveris; and Co-Founder and CEO of Andela, Jeremy Johnson.

21/09/2016

Buying and selling businesses, is also business (Part 4)
__Trusted relationships matter.

The "lions" are always out there. You have to respect that they’re there, also hunting. It’s part of business. Our research told us that Liquid Telecom would have possible competitors who also wanted to acquire the asset. The sellers were likely to follow a tender process. Our intelligence seemed to suggest that some very aggressive competitors could emerge, with very deep pockets.

We developed our business plan carefully, and discussed how we would make the business work within the rest of our operations. This would be a large acquisition at $450m, but it would be manageable for Liquid and its management team.

We brought in external advisors to help us evaluate and test each stage of our proposed strategy.

You must always seek expert advice, when it comes to buying a business. It doesn’t matter your own business skills, or how well you know the business -- seek advice, and develop a culture of taking advice from trusted and credible professionals… include experts who are prepared to give you hard, cold facts and analysis that they know may not make you smile.

Many of you have asked: What about raising the money?

Let’s start at the beginning: For an entrepreneur, relationships matter. They’re the most important part of business. I’ve told you before, you must build trusted relationships. Twenty years ago, I went to a bank branch in Harare, Zimbabwe and asked them for a loan. It was the local branch of an international bank.

# A bank is a business, and never, ever forget that! They want clients who will grow with them, and continue to make them money. If you run from bank to bank, you may never get an opportunity to build a real relationship with them. Even as we’ve grown and built relationships with new banks and financiers around the world, I still hold on to my oldest relationships, just adding new ones as I go.

# Respect the so-called "small guys" you meet today, because they’re headed to be tomorrow's "big guys” (and by this, of course, I’m referring to women, too!) Some branch managers at the banks I dealt with 20 years ago, are now very senior executives in the banking world.

# The serious entrepreneur treats the bank as a partner. They don't just pitch up when a deal emerges. They’re constantly talking and comparing notes with the banks. Some of my best deals are brought to me by the banks… It's their job, to bring me good deals!

This is not rocket science: Build relationships based on trust, and start today! Some of the other key relationships I rely on, even today, were also made over 20 years ago!

By the time we learned of the Neotel opportunity, we and our "lead" bankers were really old partners. We’d gone on many buffalo hunts together over the years, and we knew the rules of the hunt.

They weren’t hearing it for the first time from me. We’d made known that we were looking for an opportunity to make a big acquisition. Once our teams had completed their presentations, and our advisors had given their support, it was time to make the approach:

"We need money to buy the business, and also to develop it, going forward. We have a solid business plan for it."

"For that kind of money, we’ll have to syndicate with others. You know you’ll need to come up with considerable equity. How far are you on equity?"

"We’ll share with you our plans on the equity piece. We have everything in hand. We know what you need. And we need your help to make it all happen."

# Banks like to share risk with other banks. This is called syndication. Sometimes you can have as many as 20 banks working on a deal. Again, a good entrepreneur makes it their business to know how it works. This is how large amounts of money can be put together very quickly to support mega-deals.

# By now you’re familiar with the difference between "debt" and "equity" in financing a deal. From the business modeling (used for our business plan), we’re expected by the banks to know how much debt, and how much equity we need to make a business deal work. At this level, it’s almost a science, and there’s very little debate amongst the experts.

"Let's meet."

"Our team is ready."

The rest is history. A few months later, the deal was done, fully funded, and ready to go.

I hear you asking: "And what happened to the lions?”

The "tall" tale of the Buffalo Hunter says: "The lions were very, very big. We managed to shoot the buffalo, and to get it out of the bush just in time. Our children are now fed well, and we’ll be planning a new hunt soon!"

To be continued. . .

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E-24, Ground Floor, Kuber Life Style Complex, Near Tarsali By Pass, National Highway No. 8 Crossing, Next To Adarsh Nagar, Tarsali-Dhaniyavi Road, Tarsali
Vadodara
390009

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