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› Mr Mohan (founder) is an Electrical engineer.

› Started a trading firm to deal with ceramic insulators.

› Experimented with the design and production of indigenous

diapers.

› Had to close down insulator business in 1982.

› Distributorship of Vape. Didn͛t work out well.

› Worked possibilities of starting own manufacture of anti-

mosquito mats.
 ½  

x   ¦
› ½ollaboration with Sumitomo group that had monopoly over
technical materials which were needed for manufacture of
mosquito repellent mats was difficult.

› Mr. Mohan flew to Osaka after many attempts to meet their

officers in Mumbai and finally established collaboration.



›o help from friends and family members.

› Loan application rejected by over thirty banks and financial

institutions on ground of non viability.

› One private officer offered to lend Rs. 0.20 million at 5%

interest per month

›The financiers son offered funds for purchase of raw materials

only if he will be given sole distributorship for Good
Knight.
›The father- son financiers came with a proposal for 50% stake in
company otherwise they will have to settle accounts.

›Loan officer of bank of India provided him with a credit facility

of 0.5 million and bailed him out with private financiers.

›The total liability that Mohan had with the bank of India came
to Rs. 2.10 million after settling his dues with private financers.
 º  
 
› Ñeople initially used mosquito coils and skin ointments as
mosquito repellents.

› Transelektra Domestic products introduced Good Knight as a

substitute to these products.

› ½onsisted of a rectangular blue coloured paper mat

electronically heated at a specified temperature by an EMD.

› The EMD͛s were assembled by subcontractors through

imported thermistors from Sumitomo, Japan. Later, Transelektra
itself started the production of thermistors. In it͛s factory in
Mumbai

› Ñroduction of the mats involved a mixture of allethrin,

evaporator and fragrance added to the special paper. These
mats were cut into equal sizes and packed.

› A new factory was opened in ½hennai in 1991 where

production capacity was 70000 boxes per year.

› Raw material import became easy by 1991.

9  
½   
› irst television advertisement of Good Knight was telecast
on 31 July 1985.

›By 1992 the company had 2,50,000 retail outlets.

› Mr. Mohan wanted Good Knight to be easily available

everywhere.

› 4. Turnover reached to 468 million in 1992-93.

› Good Knight was later targeted even to middle income

group.

› In 1991-92 nearly 20 million was spent on

advertisement.

› Good Knight always stuck to quality

norms.
› In 1991 they sponsored an all India Good Knight cup football
tournament.

› Since entering the market in 1985 Good Knight remained the

all India market leader.

›In 1992 Good Knight had 60% share, jet and banish had 15%
market share each and Odomos with 8%.

› Other brands such as ½asper, Samurai, Six to Six, ARS and

Knight Queen shared rest of the market.

› Sales went upto 140 million in 1992.

› Jet introduced mats that emitted fragrance throughout the

day and was priced lesser than Good Knight and came up with
models like Jet gypsy and Jet fighter but couldn͛t take Good
Knight͛s place.
 î      

   
 ¦ Taranselektra introduced ͞Hit͟ for flying insects in Dec
1990 and crawling insects in Dec 1991. It spent 10 million on
the advertising of the products. (TV, newspapers, buses etc.).

¦ A new company Diapers India Ltd was started by

Mohan with the help from a US company and Snuggy brand of
diapers was launched in 1989. Target market was the middle
and upper class

› Snuggy along with it͛s two small competitors was finding it

difficult to sell diapers.

› It spent 5 million each in 1989 and 1990 on advertising.

› Snuggy had a market share of 75% after the shut down of the
other two brands. It also increased the price of diapers in 93.

› Snuggy club was started for young mothers.

› In 1992 Snuggy books were introduced to push the sales.

›They published a journal for mothers called Young Mother

and sold over 2000 copies.

   ¦
› Mohan got into film making in 1990 and produced his first
Malayalam film which was a huge success.

› In 1993 he produced his first Hindi film Gardish which was

the subject of a lot of controversies.

› Mohan still continues to finance films and has produced

films with many creative directors.
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› Mohan had dreams of making Transelektra a big firm
manufacturing several products.

› They wanted to expand the production of Hit and the

thermistors. Required a lot of funds (250 million) that could
hamper growth of other products.

› Ñost liberalisation, Mohan was negotiating with a US firm to sell

more than half the equity of Transelektra.

› It was finally sold to Godrej for 1 billion in 1994.

› In 1998 Mohan was managing a company called Shogun

producing different varieties of paper.

› He was also involved in aerosol bottling and real estate.

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