Breed innovation from within

He has spent 30 fabulous years in Muscat. D.R. Bijlani, General Manager of Muscat Electronics LLC, gives a first person account to OER

I landed in this beautiful country, the Sultanate of Oman, in the year 1975 as a fresh graduate. I started my career with Unilevers. I had a very brief rendezvous with office supplies before the Unilevers break. I joined Muscat Electronics in 1979, taking care of practically everything, including sales. In fact, that was the year Muscat Electronics was established and I have been with ME since its inception.

We had our first Sony showroom in Muttrah. Soon we had more brands coming in like Tanita, Fairmate, Silver and Crown, Casio, etc. We brought in many other brands into our company’s portfolio — Supra, Ricoh and air-conditioning division–Daikin. Thereafter, I started diverting my attention towards development of these agencies.

Witness to Development

I have fantabulous memories of my 30-year experience in Oman. I have travelled to most of the interior locations of the country. Oman is really very beautiful. I started travelling to the interiors in the 70s and continued in the 80s and the 90s. I have seen development take place at practically all the places in the Sultanate.

When I came to Oman in 1975, the area that houses Ruwi Market now, had just a few shops. The pace of development has been tremendous. I have seen virtually each and every building in Oman coming up. Even when I travel to the interiors I can remember what was there before and what are the changes that have come up.

For instance, I first travelled to Ibri 20 years ago. Today, when I go the place, I am amazed by the changes. In the capital area of Muscat, 1985 can be termed a watershed year as the pace of development really accelerated since then.

I surf the scene with relentless energy, translating trends to help businesses identify emerging opportunities. My area of expertise is analysing trends to help organizations anticipate change. My experience includes working on strategy and innovation projects.

There have been a lot of changes in the patterns of selling. Earlier, it used to be dealer-oriented. After that it was showroom-oriented. Now, it is power retailer-oriented.

Growth Chart

Bringing over 30 years of marketing and brand leveraging experience in Muscat Electronics, I direct consumer analysis and project management for Iconoculture, which leads a team of cultural reporters, based across the country, observing, analysing, and applying current and emerging trends and their underlying consumer values.

Since I took over as the GM of Muscat Electronics (ME) in 1999, there have been tremendous changes in our group company. For example, in terms of volume business, we have grown tremendously. We established a number of service franchises in the Sultanate. But the thrust area has been manpower. We now have more professional people working with us and bringing about a real difference. Our people are our strength.

Motivation Theory

Accompanying any societal revolution is a fundamental change in the structure of the family that reflects the market’s new dynamics. Like the industrial age, the digital age is ushering in a profound change in society that will affect everything, from marketing and media to language and socially acceptable norms.

We have lot of schemes and motivational programmes for our employees. Internally, we have regular management and staff meetings. The idea is to motivate team at all levels. Besides, I too organise regular meetings with my staff and their suggestions are always welcome.

Our air-conditioning division has developed drastically and is enjoying leadership in its sector. There’s obviously no better way than breeding innovation from within. Changing trends hold the key to innovation, even in the presumably staid categories.

As for the management gurus, I take a little bit from every one of them, whether it’s Tom Peters or Ron Kaufman. But there is no one single guru that I subscribe to, or follow. I prefer a holistic approach. Some of the ideas that I have implemented so far have indeed been sourced from Late M. R. Chhabria, Chairman, Jumbo Electronics, Dubai, and also from these management gurus. But we have to incorporate the ideas in our own idiosyncratic way when it comes to operations. I would like to make ME one of the best companies in Oman. We are in the field of electronics- home appliances, air-conditioning and office automation. I would like to see it as a total solutions provider whether it’s home, office or entertainment.

My recommendation: Rethink your internal process for innovation. It’s the lifeblood of growth and success.

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