By Karan Bilimoria
'Every bit pretty much as good because the beer itself.' Sir Richard Branson
From promoting the 1st circumstances of Cobra out of the again of a battered previous Citroen 2CV alongside the streets of West London to exporting to over forty international locations world wide, Karan Bilimoria's imaginative and prescient of a much less gassy beer has travelled a protracted way.
Starting out with a heap of pupil debt, a whole loss of adventure and fogeys determined for his or her son to get a formal activity, it may all so simply have long past improper. yet Karan's single-minded choice to be successful and his skill to encourage these round him to shop for into his imaginative and prescient, became Cobra, sip-by-sip, into the multi-million pound company it's at the present time. Karan's tale bottles the very essence of entrepreneurship: imaginative and prescient, force, creativity and a continuing conflict opposed to all odds, to make the belief you so passionately think in work.
Against the Grain is full of insights into finance, approach, making plans, success, self-discipline, and usually doing the unforeseen to construct your individual enterprise, from a person who is been there and performed it... and all with a bit much less gas.
'Essential reading.' Richard Reed, Co-founder, blameless Drinks
'An inspirational story.' Sir Martin Sorrell, leader government Officer WPP
'Karan Bilimoria is among the nice entrepreneurs...' Jo Malone, founding father of Jo Malone
'Inspiring! … definitely worth the disguise fee for the "Financing Cobra" bankruptcy alone.' Professor John Mullins, London company School
'… His tale may still motivate formative years all over who're fired by way of the dream of turning into a profitable entrepreneur.' Ratan Tata, Chairman, Tata Group
Read or Download Against the Grain: Lessons in Entrepreneurship from the Founder of Cobra Beer PDF
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Additional resources for Against the Grain: Lessons in Entrepreneurship from the Founder of Cobra Beer
I had gone to great lengths to emphasise how popular imported lagers had become in the UK. Sol beer from Mexico was showing signs of becoming a major brand, Singha was being imported from Thailand, Budvar and Pilsner Urquell from the Czech Republic, and Budweiser from the United States. The British were waking up to the fact that lager need not be synonymous with ‘fizzy’ and ‘bland’, but could have flavour, character and history. No one in the room, other than me, seemed to remember any of this.
Recovering myself with an effort, I embarked on a spirited defence of my project. Even today I remember exactly what I said to them: ‘I know I am going to succeed,’ I said, ‘because I have faith in what I am going to be doing, and I have confidence in myself because I have come up with an idea of producing a beer that is going to be different, that is going to be better, and that is going to change the marketplace I am going into forever. I have faith that this product of mine, 26 FIRST STEPS because of its qualities, is going to perform very well.
I presented myself at reception and was led through the opulent headquarters building and up several floors, to where Mr Balan was waiting to greet me. With the introductions over, Balan led me into the office where the meeting was taking place. I was expecting one or two executives possibly and a positive reception, especially as the brewer had seemed very keen on my proposals. There, in a room roughly the size of a tennis court, the entire brewery management team sat in a semi-circle waiting for me: the vice president, the company secretary, the chief accountant, the chief engineer, the head brewer Dr Cariapa, and the general manager.