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Manu Chhabria
Manohar Rajaram Chhabria (1946 – April 6, 2002), commonly known as Manu Chhabria was an Indian businessman based in Dubai, and the owner of the $2.5 billion transnational conglomerate, Jumbo Group.
==Career==
Chhabria started his career by joining his family business of running a shop trading radio assemblies and electronic components on Lamington Road in Mumbai. He moved to Dubai in 1973, to run Jumbo Electronics, a sales agency owned by his family trading in the same products as in Mumbai. Dubai was at that time an obscure backwater, and in 1974, Chhabria was able to bag a contract with Sony, the Japanese electronics manufacturer, for Jumbo Electronics to become the sole distributors of Sony in the UAE. To his great good fortune, the oil boom began after the Oil Crisis of 1973 and swampy, backward Dubai became flush with oil money. Chhabria's business as exclusive dealer of Sony's products flourished at a scale he could never have dreamt possible, there were no taxes of any sort in Dubai, and Chhabria was soon a man of immense wealth.
Chhabria leveraged this money and his contacts through the Sindhi community to which he belonged, to make some spectacular takeovers of undervalued or ailing but fundamentally sound corporates in India. A series of widely publicized corporate takeovers made Chhabria notorious in India as a "corporate raider" without precedent in the staid and old-world environment of India. His significant takeovers included Shaw Wallace, the liquor giant; and Dunlop, the ailing rubber tires giant, which he took over jointly in 1984 with R. P. Goenka's RPG Group (he later became the single largest shareholder when he bought out RPG’s stake).〔(Manu Chhabria and Hinduja Takeovers ) ''Corporate takeovers in India'', by Vijay Kumar Kaushal. Sarup & Sons, 1995. ISBN 81-85431-58-2, ''p. 103-111''.〕
It is noteworthy that Chhabria's takeovers and acquisitions were not informed by any considerations of business synergies or complementarities. They were targeted by him for takeover based on market undervaluation and weaknesses in the share-holding pattern, and it was speculated in the press at that time that his intention was not to run any of the companies but to strip them of their assets and then abandon them. His major acquisitions were the following six companies: Shaw Wallace (liquor manufacturer), Dunlop India and Falcon Tyres (both rubber tire manufacturers), Hindustan Dorr Oliver (water treatment and pollution control projects), Mather & Platt (pump-set manufacturers) and Gordon Woodroffe (freight carrier). The total asset value of these companies ran to about $600 million
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