Wednesday 30 October 2013

The Story of Anirudh Gupta


Founded by Anirudh Gupta and Michael Lyngdoh, Tripoto brings together travellers from around the world to share and discover real, and actionable crowd-sourced travel stories. The startup maps every single destination in the story, along with the associated content and pictures.
In his earlier stint, Gupta was part of the founding team of Notion Ink, and also worked for Rocket Internet as an Entrepreneur in Residence (Middle East). For Lyngdoh, it’s his second startup; earlier, he founded HST Operations (now known as HST Solar), which raised its first round of funding from HBS alumni.
Major features of Tripoto
All the itineraries are and will be by real travellers. A travel itinerary tied to a traveller profile provides additional information, such as the nature and interest of the traveller. It adds to the authenticity of the content. Further, people can connect with these travellers and ask questions related to their trips. The startup maps every single destination with its associated photograph and content, as content and reviews are still very poorly tied to destinations (especially in the developing world).
While it’s easy to find 100 trips on Agra (offering the same tours), offbeat destinations in the developing world (specifically Asia which is their focus market) have not been mapped and documented properly. “We aim to map every single destination and get credible information about it from real travelers. People’s desire to travel to offbeat places has increased exponentially in India and they are no longer satisfied with the usual ‘Agra tours’ or ‘Golden Triangle’ tours. They are constantly looking for inspiring experiences,” says Gupta.
Early days of Tripoto
The duo met in a business school (ISB, Hyderabad) and discussed the idea there. “I think business schools are a great place to meet your co-founder as you can find people with different backgrounds and interests on the campus,” adds Lyngdoh. The idea was there in their minds for quite some time but they didn’t seriously start executing it until a few months back, when the duo decided to move into the venture full-time.
On building team
It is incredibly hard to build a decent technology team in India and this is something that many entrepreneurs don’t realise, says Gupta. Good talent is locked in big companies, or is very hard to find, bad talent is abundant but getting them on board is suicidal for any company. “We faced a lot of challenge in building the technology team and invested a lot of time to get good people on board,” adds Gupta.
Initially, when hiring, the advice that the duo received was to use IIT and ISB brand name to hire. It might seem like a good strategy but they realized the futility of it very soon. “Good candidates care little about such tags in the real world. In the end it’s what you are building that matters more than which brand you belong to,” says Lyngdoh.
Traction and motivation for being an entrepreneur
Currently, Tripoto has around 100 itineraries that have been shared by travellers with an average of 8-9 page views per visitor. “We hope to reach a target 1000 actionable itineraries in the next 3 months, with a strong focus on Asia,” says Lyngdoh.
“If you are passionate about the space you are working in and solving an exciting problem with a good team then it’s a no-brainer,” says Gupta. High salaries and the perks that are associated with b-school graduates don’t seem to matter at all once you get the priorities right, adds Lyngdoh.
Challenges and road ahead
The biggest challenge for Tripoto is to expand the base of content creators, to have a steady number of good quality trips flowing in every day. “Adoption of new platforms is slow and we have to expand quickly and find a good number of early adopters,” says Gupta. Besides, there is a huge chunk of interesting content and photographs, offline (especially in India and the developing world), and aggregating and digitizing of this offline content is a big task, adds Gupta.
“We will also add gamification features to encourage sharing of travel content along with independent guide segment to offer travelers a choice to directly book tours from these guides through Tripoto,” concludes Gupta.
Source : http://yourstory.in/2013/10/tripoto-travel-startup/

Friday 25 October 2013

The Story of Anaka Narayanan

Anaka Narayanan studied Economics at a small liberal arts college called Reed College in Portland, Oregon (US), more than a decade ago. She was interested in development economics and all her internships up until then were related to education and rural development in India. But circumstances were such that she ended up working at an economic analysis firm (NERA) in New York city after college.
“I wasn’t passionate about the work I did there (class action lawsuits), but I loved the city. I was earning a salary for the first time, and I started taking more effort over the way I dressed,” remembers Ananka. This was the Summer of 2004. It was during this time that she thought about starting a fashion label. The idea began more out of personal necessity. “When I went shopping in New York I saw a lot of silhouettes that I liked, and I admired the clean lines and neat tailoring. However, I longed to see those silhouettes in hand-crafted and hand-woven fabrics that I was familiar with,” says Anaka.
Ananka also had a history with retail. Her mother co-founded a sari retail store when Anaka was born. Her mother’s taste in handwoven, block-printed and ikat sarees influenced Anaka’s taste in textiles and fashion. “When I made trips to Chennai while I was working in New York, I was disappointed that I couldn’t find affordable brands that used Indian textiles on modern silhouettes,” says Anaka. Everything she found seemed loose and shapeless- far from the fashion-forward silhouettes she saw in New York. She felt there had to be a strong need for what she was looking for and thus was born Brass Tacks which means coming back to the basics.
She moved back to Chennai in the Summer of 2006 and started her own fashion label. She intended to find a designer partner and take's care of the business side herself but on advice of a friend, she took up designing and is now in a position where she wants to focus only on the design side. But she has managed to both over the last six years and currently manages a team of 25 that run Brass Tacks.
Brass Tacks has a blossomed retail outlet in Chennai and plan to open one more in the next six months. They retail out of boutiques in Goa and Bangalore along with an online store which pushes their sales. “The business is now at a stage where we have to expand. Aside from growing the online store, I’m thinking of starting another line that has more flowing, draped silhouettes. We’re also going to experiment with men’s shirts,” says Anaka.
This season, the Brass Tacks team has gone back to its core philosophy: translating hand- crafted textiles into cosmopolitan silhouettes. The difference is that in this collection there’s a stronger emphasis on the textiles and the craft of making the textile itself. The garments in this collection are, therefore, a mere interpretation of these textile crafts for an urban audience.
Source : http://yourstory.in/2013/10/brass-tacks-anaka-narayanan/

Wednesday 14 August 2013

The Story of Alok Kejriwal



Alok Kejriwal (25 December, 1968), CEO & Co-founder Games2win, is an Indian serial digital entrepreneur and founder of the Contests2win Group of companies. Games2win is a global top 20 online games business that entertains over 20 million unique users a month. Its top games include Parking Frenzy (also ranked #1 on the US iTunes Appstore.), Supermom, Turbo Cricket, Best Friends Forever, Fab Tattoo Artist, etc.
Born and brought up in Mumbai, Alok Kejriwal is from a Marwari family with a business background. He studied at Campion School where he won many prizes in elocution & debates. He holds a Masters degree in Commerce from Sydenham College of Commerce and Economics, Mumbai.Kejriwal began his career working at his father’s socks factory in Lower Parel, Mumbai at the age of 21. After nearly a decade of socks manufacturing, in 1998 Kejriwal decided to become an Internet Entrepreneur and started his first venture contests2win.com – an advergaming pioneer. In 2001, he then set up a mobile venture Mobile2win in China to offer mobile competitions and promotions by starting a television to mobile interactive platform. Mobile2win was brought into India in 2003. The company was acquired by Walt Disney in China in and Norwest Venture Partners in India in 2006. Media2win, an interactive digital agency was founded in 2004. Games2win is his fourth company which he co-founded in 2007.
Alok Kejriwal is a top serial entrepreneur from India who made his name with the Contests2Win companies, especially Games2Win, which comScore rates as one of the top 20 online gaming businesses in the world. The site has hundreds of games and gets over 15 million unique users each month. A typical Mumbai boy, Kejriwal’s alma mater consists of the Campion School in Colaba and the Sydenham College. While The Walt Disney Company has acquired Mobile2win China, he now acts as a mentor for many startups and has launched a community for budding entrepreneurs – Rodin Hoods. - See more at: http://www.sumhr.com/top-entrepreneurs-india/#sthash.6S2jpPSI.dpuf
Alok Kejriwal is a top serial entrepreneur from India who made his name with the Contests2Win companies, especially Games2Win, which comScore rates as one of the top 20 online gaming businesses in the world. The site has hundreds of games and gets over 15 million unique users each month. A typical Mumbai boy, Kejriwal’s alma mater consists of the Campion School in Colaba and the Sydenham College. While The Walt Disney Company has acquired Mobile2win China, he now acts as a mentor for many startups and has launched a community for budding entrepreneurs – Rodin Hoods. - See more at: http://www.sumhr.com/top-entrepreneurs-india/#sthash.6S2jpPSI.dpuf
Alok Kejriwal is a top serial entrepreneur from India who made his name with the Contests2Win companies, especially Games2Win, which comScore rates as one of the top 20 online gaming businesses in the world. The site has hundreds of games and gets over 15 million unique users each month. A typical Mumbai boy, Kejriwal’s alma mater consists of the Campion School in Colaba and the Sydenham College. While The Walt Disney Company has acquired Mobile2win China, he now acts as a mentor for many startups and has launched a community for budding entrepreneurs – Rodin Hoods. - See more at: http://www.sumhr.com/top-entrepreneurs-india/#sthash.6S2jpPSI.dpu
Alok Kejriwal is a top serial entrepreneur from India who made his name with the Contests2Win companies, especially Games2Win, which comScore rates as one of the top 20 online gaming businesses in the world. The site has hundreds of games and gets over 15 million unique users each month. A typical Mumbai boy, Kejriwal’s alma mater consists of the Campion School in Colaba and the Sydenham College. While The Walt Disney Company has acquired Mobile2win China, he now acts as a mentor for many startups and has launched a community for budding entrepreneurs – Rodin Hoods. - See more at: http://www.sumhr.com/top-entrepreneurs-india/#sthash.6S2jpPSI.dpuf
Alok Kejriwal is a top serial entrepreneur from India who made his name with the Contests2Win companies, especially Games2Win, which comScore rates as one of the top 20 online gaming businesses in the world. The site has hundreds of games and gets over 15 million unique users each month. A typical Mumbai boy, Kejriwal’s alma mater consists of the Campion School in Colaba and the Sydenham College. While The Walt Disney Company has acquired Mobile2win China, he now acts as a mentor for many startups and has launched a community for budding entrepreneurs – Rodin Hoods. - See more at: http://www.sumhr.com/top-entrepreneurs-india/#sthash.6S2jpPSI.dpuf
Alok Kejriwal is a top serial entrepreneur from India who made his name with the Contests2Win companies, especially Games2Win, which comScore rates as one of the top 20 online gaming businesses in the world. The site has hundreds of games and gets over 15 million unique users each month. A typical Mumbai boy, Kejriwal’s alma mater consists of the Campion School in Colaba and the Sydenham College. While The Walt Disney Company has acquired Mobile2win China, he now acts as a mentor for many startups and has launched a community for budding entrepreneurs – Rodin Hoods. - See more at: http://www.sumhr.com/top-entrepreneurs-india/#sthash.6S2jpPSI.dpuf
Alok Kejriwal is a top serial entrepreneur from India who made his name with the Contests2Win companies, especially Games2Win, which comScore rates as one of the top 20 online gaming businesses in the world. The site has hundreds of games and gets over 15 million unique users each month. A typical Mumbai boy, Kejriwal’s alma mater consists of the Campion School in Colaba and the Sydenham College. While The Walt Disney Company has acquired Mobile2win China, he now acts as a mentor for many startups and has launched a community for budding entrepreneurs – Rodin Hoods. - See more at: http://www.sumhr.com/top-entrepreneurs-india/#sthash.6S2jpPSI.dpuf
Kejriwal lives in Mumbai with his wife and two daughters. He is an Art of Living follower and meditates every single day. He blogs at therodinhoods.com – a community of entrepreneurs he founded in 2010. He is increasingly getting to be known as Alok ‘Rodinhood’ Kejriwal.



Monday 5 August 2013

The Story of Sabeer Bhatia


For Sabeer Bhatia, co-founder of Hotmail, one of the first free e-mail services in the world. Born in Chandigarh, Bhatia grew up in Bangalore and Pune. His father is a retired captain in the Indian Army and his mother worked with Central Bank. After finishing school in Bangalore, Bhatia, who liked mathematics, moved to study engineering at Birla Institute of Technology & Science, Pilani. “Life at BITS was great. I made a great set of friends.” Mid-way through the course, Bhatia took a transfer exam conducted by California Institute of Technology. He was tested in maths, physics and chemistry. “It was difficult and at Caltech I realised I was the only one to clear maths,” says Bhatia.
Bhatia was only 19 when he reached the US in September 1988, a callow youth with $250 in his pocket who didn’t even know what taking a “shuttle” to campus meant. Caltech is known for its engineering science department which, despite its relatively small size, has 31 Nobel laureates among its alumni and faculty. “One of the best things I learnt in Caltech was the ability to think on your own,” says Bhatia, adding that it has been the foundation of his success. Bhatia remembers getting a “D” in a paper he wrote for the philosophy course he’d opted for. When asked why he’d got such poor grades, his professor explained that what he’d done was to merely summarise the books he’d read. “What is your point of view,” he asked. “In India we are just taught to study, not to think on our own,” says Bhatia. “This is totally useless in the modern context. Because it is not knowledge which gets you further, it’s the use of knowledge and your understanding of it. In Caltech I had the freedom to think, new ways of doing things,” he adds. 
From Caltech, Bhatia moved to Stanford to do a PhD in electrical engineering. But his plans changed after he heard talks by Apple Founder Steve Jobs and Scott McNealy, the co-founder of Sun Microsystems. “It was not the individuals but their human stories that inspired me to become an entrepreneur,” says Bhatia. “Jobs was fabulous; his ideas were simple and great,” he says. But he needed to get some experience if he was to turn entrepreneur. And so after finishing his masters, Bhatia joined Apple. He worked there for a year, leaving to join a start-up called Firepower Systems which made PC processors. Two years on, the company was going down and Bhatia realised he had two choices — he could go back to school and get an MBA, or he could start his own company.
At around this time, David Filo and Jerry Yang, two of Bhatia’s mates from Stanford, started Yahoo. “I was inspired by them and knew the Internet was going to be big one day, so I started playing around in the space to see what I could do,” says Bhatia. He came up with the idea of a web-based database and decided to start a company called JavaSoft, enlisting Jack Smith, a friend, to be a partner in the company.
But as they were putting together a business plan for JavaSoft, Firepower installed a firewall around its IT systems. This was when the idea of creating a free email service struck. When everything could be accessed on a browser, why not email accounts? It was Jack’s idea, says Bhatia. Smith was driving home one day when he got a brainwave and called Bhatia on his car phone to talk about it. After hearing one sentence, Bhatia asked him to hang up and call back on a secure line when he got home. They spoke and so excited was Bhatia that he stayed up all night to write a business plan and began knocking on the doors of venture capital firms the very next day. “Nineteen VCs turned us down — for all the wrong reasons. Instead of looking at the business plan, they looked at our age [both Bhatia and Smith were 27 then].”
They turned lucky with the twentieth VC, Draper Fisher Jurvetson, which gave them $300,000. It was not easy, remembers Bhatia, whose first presentation to Steve Jurvetson did not start-off well. The latter did not much like the database idea and Bhatia was left with no choice but to play the free email card. Jurvetson said he would invest for a 15 per cent stake.
Hotmail launched on July 4, 1996 — American Independence day. How did the name Hotmail, which lifestyle journalists have punned on innumerable times when describing Bhatia, come about? Bhatia says the name was one of many possibilities ending in “-mail” as it included the letters HTML — the markup language used to create web pages (to emphasise this, the name was originally written HoTMaiL).
The next two years were exciting and tiring, says Bhatia, who used to work for 15-16 hours a day. Thanks to extensive publicity in the first three months, Hotmail got 100,000 subscribers — a number that swiftly climbed to five million in the first year. In less than a year, Four11’s RocketMail was launched, giving Hotmail a serious run for its money for some time. By the time Bill Gates took note of Hotmail in December 1997 and offered to buy out its founders, it had crossed eight million users.
“We decided to sell because we were not making money and thought, why not make a good exit,” explains Bhatia. Negotiations began with Gates’ six-member team in Bhatia’s conference room. The first round failed as the two sides could not agree on a price that was acceptable to both. The talks went on for two months until Microsoft decided to fly Bhatia — who’d acquired a reputation as a tough negotiator by then — to Redmond to meet Gates. Meanwhile, the market buzzed with news that Microsoft was negotiating to buy RocketMail. Even his own staff and investors pressured Bhatia to accept at $300 million, the last offer before the meeting with Gates, but he did not yield.
Reportedly Gates offered $350 million and Bhatia’s management team took a straw poll which revealed that they favoured accepting. Bhatia later said that “saying no to so much money was the scariest thing I ever did”. Everyone’s eyebrows went up when it was announced on New Year’s Eve of 1997 that the deal had been concluded for $400 million. Bhatia went on to work for Microsoft for a time, but decided to quit to start his own company, Arzoo.com, an e-commerce firm. However, Arzoo had to be shut down in 2001, when the IT bubble burst.
Creating a new company, a new product, a new business with limited resources is a challenge — but the payout in the long run is fabulous. “Some people live for that challenge. I am one of of them,” says Bhatia. After shutting down Arzoo, he decided to retire. He played golf and travelled across Europe, South Africa and Brazil. But he was bored and in 2003, relaunched Arzoo as a travel portal. Then came Sabsebolo, which Bhatia claims is India’s largest free conferencing service with half-a-million users. Then, he started AMP Technologies, an analytics tool for commercial real estate.
Bhatia has also forayed into telecom with Jaxtr, a mobile application which allows people to send free SMS. He is betting big on it now and has launched a prepaid SIM for American travellers. It now works in four countries — the US, UK, Canada and Mexico — but this year, will expand to 30 more, with Bhatia setting a target to sell 10 million cards in the next few years.
Jaxtr will be 60 per cent cheaper than most calling cards, says Bhatia; at 15 cents a minute, it has the lowest charges in the US. While Matrix and others were resellers of SIMs, Jaxtr is actually a carrier, Bhatia explains. Distribution will be a challenge, Bhatia says, and his company plans to tie up with travel companies, hotels, gas stations, airlines and companies like Infosys, Wipro and others who send employees to work in the US and other countries. “It’s pre-paid, a concept I have taken from India,” says Bhatia, who feels that India is a tricky market, where people are cost conscious and government rules and regulations change frequently. “If somebody buys a Rolls-Royce, the first question they ask is how much mileage it will give,” he says.
That’s not all — Bhatia also forayed into real estate by tying up with Parsvnath Developers to set up a knowledge city in Haryana. But the project did not take off. “The government said I had to buy land from farmers directly, which is impossible,” says Bhatia, who has shifted the project to Gujarat. “The Gujarat government was interested, since they want to create a Silicon Valley in India and we are buying land from the state government. The project will be spread over in 4,000 acres and the first parcel ready next year,” he says. Bhatia is also planning to rope in a few local investors.
Clearly, the serial entrepreneur, has many aces up his sleeve.

Source : Business Standard

Thursday 1 August 2013

The Story of Sarath Babu


When 27-year old Sarathbabu graduated from the Indian Institute of Management, Ahmedabad, he created quite a stir by refusing a job that offered him a huge salary. He preferred to start his own enterprise -- Foodking Catering Service -- in Ahmedabad.
He was inspired by his mother who once sold idlis on the pavements of Chennai, to educate him and his siblings. It was a dream come true, when Infosys co-founder N R Narayana Murthy lit the traditional lamp and inaugurated Sarathbabu's enterprise.
Sarathbabu was in Chennai, his hometown, a few days ago, to explore the possibility of starting a Foodking unit in the city and also to distribute the Ullas Trust Scholarships instituted by the IT firm Polaris to 2,000 poor students in corporation schools.
Sarathbabu describes his rise from a Chennai slum to his journey to the nation's premier management institute to becoming a successful entrepreneur. This is his story, in his own words.
Childhood in a slum
I was born and brought up in a slum in Madipakkam in Chennai. I have two elder sisters and two younger brothers and my mother was the sole breadwinner of the family. It was really tough for her to bring up five kids on her meagre salary.
As she had studied till the tenth standard, she got a job under the mid-day meal scheme of the Tamil Nadu government in a school at a salary of Rs 30 a month. She made just one rupee a day for six people.
So, she sold idlis in the mornings. She would then work for the mid-day meal at the school during daytime. In the evenings, she taught at the adult education programme of the Indian government.
She, thus, did three different jobs to bring us up and educate us. Although she didn't say explicitly that we should study well, we knew she was struggling hard to send us to school. I was determined that her hard work should not go in vain.
I was a topper throughout my school days. In the mornings, we went out to sell idlis because people in slums did not come out of their homes to buy idlis. For kids living in a slum, idlis for breakfast is something very special.
My mother was not aware of institutions like the Birla Institute of Technology and Science, Pilani, or the Indian Institutes of Technology. She only wanted to educate us so that we got a good job. I didn't know what I wanted to do at that time because in my friend-circle, nobody talked about higher education or preparing for the IIT-JEE.
When you constantly worry about the next square meal, you do not dream of becoming a doctor or an engineer. The only thing that was on my mind was to get a good job because my mother was struggling a lot.
I got very good marks in the 10th standard exam. It was the most critical moment of my life. Till the 10th, there was no special fee but for the 11th and the 12th, the fees were Rs 2,000-3,000.
I did book-binding work during the summer vacation and accumulated money for my school fees. When I got plenty of work, I employed 20 other children and all of us did the work together. That was my first real job as an entrepreneur. Once I saw the opportunity, I continued with the work.
Life at BITS, Pilani
A classmate of mine told me about BITS, Pilani. He was confident that I would get admission, as I was the topper. He also told me that on completion (of studies at Pilani), I will definitely get a job.
When I got the admission, I had mixed feelings. On one hand I was excited that for the first time I was going out of Chennai, but there was also a sense of uncertainty.
The fees alone were around Rs 28,000, and I had to get around Rs 42,000. It was huge, huge money for us. And there was no one to help us. Just my mother and sisters. One of my sisters -- they were all married by then -- pawned her jewellery and that's how I paid for the first semester.
My mother then found out about an Indian government scholarship scheme. She sent me the application forms, I applied for the scholarship, and I was successful. So, after the first semester, it was the scholarship that helped me through.
It also helped me to pay my debt (to the sister who had pawned her jewellery). I then borrowed money from my other sister and repaid her when the next scholarship came.
The scholarship, however, covered only the tuition fees. What about the hostel fees and food? Even small things like a washing soap or a toothbrush or a tube of toothpaste was a burden. So, I borrowed more at high rates of interest. The debt grew to a substantial amount by the time I reached the fourth year.
First year at BITS, Pilani
To put it mildly, I was absolutely shocked. Till then, I had moved only with students from poor families. At Pilani, all the students were from the upper class or upper middle class families. Their lifestyle was totally different from mine. The topics they discussed were alien to me. They would talk about the good times they had in school.
On the other hand, my school years were a big struggle. There was this communication problem also as I was not conversant in English then.
I just kept quiet and observed them. I concentrated only on my studies because back home so many people had sacrificed for me. And, it took a really long time -- till the end of the first year -- to make friends.
The second year
I became a little more confident and started opening up. I had worked really hard for the engineering exhibition during the first year. I did a lot of labour-intensive work like welding and cutting, though my subject was chemical engineering. My seniors appreciated me.
In my second year also, I worked really hard for the engineering exhibition. This time, my juniors appreciated me, and they became my close friends, so close that they would be at my beck and call.
In the third year, when there was an election for the post of the co-ordinator for the exhibition, my juniors wanted me to contest. Thanks to their efforts I was unanimously elected. That was my first experience of being in the limelight. It was also quite an experience to handle around 100 students.
Seeing my work, slowly my batch mates also came to the fold. All of them said I lead the team very well.
They also told me that I could be a good manager and asked me to do MBA. That was the first time I heard about something called MBA. I asked them about the best institution in India. They said, the Indian Institutes of Management. Then, I decided if I was going to study MBA, it should be at one of the IIMs, and nowhere else.
Inspiration to be an entrepreneur
It was while preparing for the Common Admission Test that I read in the papers that 30 per cent of India's population does not get two meals a day. I know how it feels to be hungry. What should be done to help them, I wondered.
I also read about Infosys and Narayana Murthy, Reliance and Ambani. Reliance employed 20,000-25,000 people at that time, and Infosys, around 15,000. When a single entrepreneur like Ambani employed 25,000 people, he was supporting the family, of four or five, of each employee. So he was taking care of 100,000 people indirectly. I felt I, too, should become an entrepreneur.
But, my mother was waiting for her engineer son to get a job, pay all the debts, build a pucca house and take care of her. And here I was dreaming about starting my own enterprise. I decided to go for a campus interview, and got a job with Polaris. I also sat for CAT but I failed to clear it in my first attempt.
I worked for 30 months at Polaris. By then, I could pay off all the debts but I hadn't built a proper house for my mother. But I decided to pursue my dream. When I took CAT for the third time, I cleared it and got calls from all the six IIMs. I got admission at IIM, Ahmedabad.
Life at IIM, Ahmedabad
My college helped me get a scholarship for the two years that I was at IIM. Unlike in BITS, I was more confident and life at IIM was fantastic. I took up a lot of responsibilities in the college. I was in the mess committee in the first year and in the second year; I was elected the mess secretary.
Becoming an entrepreneur
By the end of the second year, there were many lucrative job offers coming our way, but in my mind I was determined to start something on my own. But back home, I didn't have a house. It was a difficult decision to say 'no' to offers that gave you Rs 800,000 a year. But I was clear in my mind even while I knew the hard realities back home.
Yes, my mother had been an entrepreneur, and subconsciously, she must have inspired me. My inspirations were also (Dhirubhai) Ambani and Narayana Murthy. I knew I was not aiming at something unachievable. I got the courage from them to start my own enterprise.
Nobody at my institute discouraged me. In fact, at least 30-40 students at the IIM wanted to be entrepreneurs. And we used to discuss about ideas all the time. My last option was to take up a job.
Foodking Catering Services Pvt Ltd
My mother is my first inspiration to start a food business. Remember I started my life selling idlis in my slum. Then of course, my experience as the mess secretary at IIM-A was the second inspiration. I must have handled at least a thousand complaints and a thousand suggestions at that time. Every time I solved a problem, they thanked me.
I also felt there is a good opportunity in the food business. If you notice, a lot of people who work in the food business come from the weaker sections of the society.
My friends helped me with registering the company with a capital of Rs 100,000. Because of the IIM brand and also because of the media attention, I could take a loan from the bank without any problem.
I set up an office and employed three persons. The first order was from a software company in Ahmedabad. They wanted us to supply tea, coffee and snacks. We transported the items in an auto.
When I got the order from IIM, Ahmedabad, I took a loan of Rs 11 lakhs (Rs 1.1 million) and started a kitchen. So, my initial capital was Rs 11.75 lakhs (Rs 1.17 million).
Three months have passed, and now we have forty employees and four clients -- IIM Ahmedabad, Darpana Academy, Gujarat Energy Research Management Institute and System Plus.
In the first month of our operation, we earned around Rs 35,000. Now, the turnover is around Rs 250,000. The Chennai operations will start in another three months' time.
Ambition
I want to employ as many people as I can, and improve their quality of life. In the first year, I want to employ around 200-500 people. In the next five years, I hope to increase it by 15,000. I am sure it is possible.
I want to cover all the major cities in India, and later, I want to go around the world too.
I have seen people from all walks of life -- from the slums to the elite in the country. That is why luxuries like a car or a bungalow do not matter to me. Even money doesn't matter to me. I feel bad if I have to have food in a five star hotel. I feel guilty.
Personally, I have no ambition but I want to give a house and a car to my mother.
Appreciation
I did not expect this kind of exposure by the media for my venture or appreciation from people like my director at the IIM or Narayana Murthy. I was just doing what I wanted to do. But the exposure really helped me get orders, finance, everything.
The best compliments I received were from Narayana Murthy and my director at IIM, Ahmedabad. When I told him (IIM-A director) about my decision to start a company, he hugged me and wished me luck. They have seen life, they have seen thousands and thousands of students and if they say it is a good decision, I am sure it is a good decision.
Reservation
Reservation should be a mix of all criteria. If you take a caste that comes under reservation, 80 per cent of the people will be poor and 20 per cent rich, the creamy layer. For the general category, it will be the other way around.
I feel equal weightage should be given for the economic background. A study has to be done on what is the purpose of reservation and what it has done to the needy. It should be more effective and efficient. In my case, I would not have demanded for reservation. I accepted it because the society felt I belonged to the deprived class and needed a helping hand.
Today, the opportunities are grabbed by a few. They should be ashamed of their ability if they avail reservation even after becoming an IAS officer or something like that. They are putting a burden on the society and denying a chance to the really needy.
I feel reservation is enough for one generation. For example, if the child's father is educated, he will be able to guide the child properly.
Take my case, I didn't have any system that would make me aware of the IITs and the IIMs. But I will be able to guide my children properly because I am well educated. I got the benefits of reservation but I will never avail of it for my children. I cannot even think of demanding reservation for the next generation.

Source : http://www.rediff.com/money/2006/aug/31spec.htm

Sunday 28 July 2013

The Story of Dr.Karsanbhai Patel




The 'Nirma' success story of how an Indian Entrepreneur took on the big MNCs and re-wrote the rules of business:

It was in 1969 that Dr. Karsanbhai Patel started Nirma and went on to create a whole new segment in the Indian domestic detergent market. During that time the domestic detergent market only had the premium segment and there were very few companies, mainly the MNCs, which were into this business.

Karsanbhai Patel used to make detergent powder in the backyard of his house in Ahmedabad and then carry out door to door selling of his hand made product. He gave a money back guarantee with every pack that was sold. Karsanbhai Patel managed to offer his detergent powder for Rs. 3 per kg when the cheapest detergent at that time was Rs.13 per kg and so he was able to successfully target the middle and lower middle income segment.

Sabki Pasand Nirma!

Nirma became a huge success and all this was a result of Karsanbhai Patel's entrepreneurial skills. Karsanbhai Patel had good knowledge of chemicals and he came up with Nirma detergent which was a result of innovative combination of the important ingredients. Indigenous method was used, and also the detergent was more environment friendly. Consumers now had a quality detergent powder, having an affordable price tag. The process of detergent production was labour intensive and this gave employment to a large number of people. Nirma focused on cost reduction strategies to make a place for itself in the market. Nirma has always been known for offering quality products at affordable prices and thus creating good value for the consumer's money. In the 1980s Nirma moved ahead of Surf, a detergent by HLL , to capture a large market share. Later, Nirma successfully entered in the premium segment of soaps and detergents. Nirma went on to become the largest detergent and the second largest soap company in India. Nirma had more than 35% market share in the detergent segment and around 20 % market share in the toilet soap segment. The company got listed on the stock exchanges in the year 1994.

The Marketing Strategy of Nirma:

As Nirma started to grow and the salesmen started to reach out to the retailers, who were working with multinational brands till then, did not pay attention and used to take the stock on long credits and as a special favour. As and when the salesmen would go asking for the payment either he will be shown the door or may be offered a part payment even in the condition that the total material was sold. To the insisting ones they will give the material back asking them not to show up again. This carried on for some time and there was huge accumulated credit in the market making it difficult for the Nirma to operate. This is when Karsanbhai said enough was enough and called the entire team one day and decided on a drastic step which was risky but revolutionary. Karsanbhai was realizing the power of advertising and promotions which made him take this step.

The day after the meeting all the team member went out in the market and collected either cash or material. Next day on retailers were shocked, competition was dazed and market was without Nirma. For full one month the media was carpet bombed with the campaign WASHING POWDER NIRMA, WASHING POWDER NIRMA, DOODH SI SAFEDI (WASHING POWDER NIRMA, WASHING POWDER NIRMA, WHITENESS LIKE MILK)
Now what this did was kick start the consumer demand. People started asking for Nirma but it was not to be found. When the demand reached its peak then the Retailers started to look for Nirma. This is what Karsanbhai was waiting for. One fine day the team was called for another meeting and Delivery vans were cleaned, material loaded and NIRMA hit the market again. Now Nirma was dictating terms. All cash on delivery, no credits and tight supply. Overnight the brand was changed and within no time gave a fantastic fightback to the leading global brands.

The best case of - Give your consumer what he wants, when he wants, where he wants and at the price he wants, selling will be done quite automatically. This is the marketing 'mantra' of Nirma. Nirma adopted backward integration strategy for the regular supply of raw materials, 90 % of which they manufacture themselves. Nirma also gave due importance to modernization, expansion and up gradation of the production facilities. The company also made sure that it uses the latest technology and infrastructure. As far as Corporate social responsibility (CSR) is concerned, Nirma has made some good efforts by starting Nirma Education & Research Foundation (NERF) in the year 1994 for the purpose of running various educational institutes. Nirma has also set up Nirma labs , which prepares aspiring entrepreneurs to effectively face the different business challenges. Nirma also runs Nirma Memorial Trust, Nirma Foundation and Chanasma Ruppur Gram Vikas Trust as a part of their effort as a socially responsible corporate citizen.

The company that was started in 1969 with just one man who used to deliver his product from one house to the other, today employs around 14 thousand people and has a turnover of more than $ 500 million. In 2004 Nirma's annual sales were as high as 800000 tonnes. According to Forbes in 2005 Karsanbhai Patel's net worth was $640 million and it's going to touch the $1000 million mark soon.

Friday 19 July 2013

The Story of Patricia Narayan



The story of Patricia Narayan, winner of this year's 'Ficci Woman Entrepreneur of the  Year' award is amazing. She started her career 30 years ago as an entrepreneur, selling eateries from a mobile cart on the Marina beach amidst all odds -- battling a failed marriage, coping with her husband, a multiple addict, and taking care of two kids. Today, she has overcome the hurdles and owns a chain of restaurants.
"I was always interested in cooking and passionate about trying out new dishes. But, the thought of becoming a business woman never came to my mind at all as I do not come from a business family. Both my parents were government servants. But my marriage changed everything. Both the families opposed the marriage vehemently as my husband belonged to the Brahmin community; unfortunately my marriage did not work out as my husband was addicted to alcohol, drugs, etc. I could not bring him out of the addiction. As a young woman, I did not know how to cope with this and I was getting beaten up everyday.
Though my father, a very conservative Christian never forgave me, he gave me refuge when I had nowhere to go. I was thrown out with two very small children. It was a question of survival for me. I knew I should either succumb to the burden or fight; I decided to fight my lonely battle. I did not want to be a burden on my parents. So, to be economically independent, I could only do what I knew and what I liked. I started making pickles, squashes and jams at home. I just took a couple of hundred rupees from my mother. I sold everything I made in one day and that gave me confidence. I earned a good income. I invested whatever I earned to make more pickles, squashes and jams. It was quite lucrative in the sense, even ten rupees was a blessing for me." says Patricia.
" My father's friend, who was running a school for handicapped children, was handing out mobile carts or kiosks to people who would employ at least two handicapped people. They needed somebody who could run it and I was offered one such cart free. I had to train the handicapped children to make coffee and serve them to customers.As I lived near the Marina beach, I decided to put the mobile cart at the Anna Square on the Marina beach. I had seen people thronging the beach in the evenings. But I had to make umpteen trips to the Public Works Department and wait for one year to get the permission. Finally, I started working on June 21, 1982, a day I will never forget. The previous night itself, with the help of the local rickshaw drivers, I had rolled the mobile cart to the beach. It was a small move but thrilling as it was my own and I was going to be a business woman the next day. While such carts sold only tea and cigarettes, I decided to sell cutlets, samosas, bajjis, fresh juice and coffee and tea. On the first day, I sold only one cup of coffee and that was for fifty paise! I was very disappointed and came home crying. I told my mother, that I would not like to continue. But my mother consoled me saying, at least you sold one cup of coffee. That's a good sign. You will do well tomorrow. And, she was adamant that I go the next day also.
The next day, I made sold snacks for Rs 600-700 which was big money for me then! As I started making money, I added ice creams, sandwiches, French fries and juices too. I used to keep thinking of adding more items. I ran it from 1982 to 2003, and the maximum I made from that mobile cart was Rs 25,000 a day. That was during the bandh days! We used to be open from 3 p.m. to 11 p.m. every day, and later, I started opening from 5 a.m. to 9 a.m. for the walkers.I used to personally stand there and sell all the stuff I made. I never felt scared to stand there late at night. My only thought was to prove myself and move ahead.
There was a fire in me that made me believe that I could be successful without anyone's help. I did not want to be a failure. If you have that fire, nothing in the world can stop you from succeeding. On seeing my work at the beach, within a year, the Slum Clearance Board gave me an offer to run the canteen at their office with a proper kitchen. The chairman met me during her morning walk. That is how I got the offer. The canteen was a huge success. On Wednesdays, it was the public grievance day, so about 3000 people used to come there and I had a roaring business. I used to get up at 5 a.m. in the morning, make idlis and go to the beach. From 9 a.m. I would be at the canteen. From 3.30 p.m. I would again be at the beach cart and would be there till 11p.m. By then, I had employed people to cook, and clean, and all the cooking was done at the canteen kitchen. My monthly income in those days was around Rs 20,000. Later, I got an offer to run the Bank of Madurai canteen, I stopped running the canteen at the Slum Clearance Board canteen. At the Bank canteen, I served food to around 300 people daily. one day, after a fight with my husband who used to come to trouble me often, I boarded a bus and travelled till the last stop. I got down and saw the National Port Management training school run by the Central government.On the spur of the moment, I told the security guard that I wanted to meet the administrative officer. I met him and told him that I was a caterer and that I heard they were looking for a one. He said, to my surprise that they were indeed looking for one as they had problems with the current contractor. I still believe it was God who took me there.
I got the offer. I had to serve three meals to about 700 students. They gave us quarters to stay. It was a new life for me. I got into the groove in a day. It was successful from day one, and I took care of the canteen till 1998. My first weekly payment was Rs 80,000. I felt so elated having seen only hundreds and thousands till then. During those times, I was earning almost a lakh a week. In those days, I wanted to do everything personally as I felt only then, things would run smoothly. Now I know if I train people well, they will do the work the way you want. " adds Patricia.
" My connection with restaurants started in 1998 when I met people from the Sangeetha Restaurant group. They offered me a partnership in one of the units. But my son, Praveen Rajkumar wanted me to start my own restaurant and build a brand of ours.But destiny played truant with me again. I lost my daughter, Pratibha Sandra and son-in-law road accident, a month after their marriage in 2004. It shattered me, and I withdrew from all that I was doing.Then my son took over and started the first restaurant 'Sandeepha' in my daughter's memory. It took some time for me to come out of the shock and start helping my son in the business. Now, I am fully involved in the business. The fire to succeed has come back to me now.I still cannot get over my daughter's death as I did all this for my children; to bring them up and give them a good life.What shocked me was the way the accident victims were treated by the ambulance operators. When they found that all the four in the car were dead, they said they would not carry dead bodies. Finally, somebody carried all the dead bodies in the boot of a car. When I saw the bodies being taken out of the boot, I broke down.No mother can bear such a scene. That is when I decided to keep an ambulance on that very spot to help people whether the victims are alive or dead. It is in memory of my daughter." speaking about the beginning of restaurants.
Ficci entrepreneur of the year award
"I started my business with just two people. Now, there are 200 people working for me in my restaurants. My lifestyle has changed too. From travelling in a cycle rickshaw, I moved to auto rickshaws and now I have my own car. From 50 paise a day, my revenue has gone up to Rs 2 lakh a day.
The 'Ficci entrepreneur of the year' award is the culmination of all the hard work I have put in over the last 30 years. It came as a surprise as this is the first time I have received an award.
Till now, I had no time to think of what I was doing. But the award made me look back and relive the days that passed by. Now, my ambition is to build my Sandeepha brand."
Advice to young entrepreneurs
"Do not ever compromise on quality. Never lose your self-confidence. Believe in yourself and the product you are making. Third, always stick to what you know. When you employ people, you should know what you ask them to do."

SOURCE : http://business.rediff.com