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Start-ups and think tanks are game-changers

It is time for us to embrace new-age start-ups and local think tanks for India to prosper.

Human development indicators improve rapidly when countries learn to provide health, education and financial inclusion more effectively. Incremental increases in expenditure on welfare schemes and subsidies do not bring about this change. Plugging the leakages in government distribution helps, but it is not a panacea. What we need are game-changing innovations that can tackle India-scale challenges.

In the past 30 years, it has become clear that game-changing solutions do not follow a prescribed path to discovery. Instead, they are born out of hundreds of experiments. These experiments can’t be limited to the labs of a few resource-rich incumbents.

We need to widen the funnel to include the new-age entrepreneurs and innovators. To do this, the government needs to adopt and evangelize pro-challenger tools and policies that reduce barriers to experimentation, create level playing fields and encourage innovating around national issues.

There is some good news on this front. In the past few years, a collaborative effort between several government agencies and the Indian Software Products Industry Round Table (iSPIRT), a non-profit think tank, have helped create key enablers for hundreds of experiments.

A digital infrastructure for cashless, paperless and presence-less (on smartphone) service delivery is now in place. It is colloquially called the India Stack. It offers all the building blocks that are needed as public goods. And the rapid adoption of Jan Dhan Yojana, Aadhaar and mobile numbers (JAM) has created a ready pool of citizens to try out these services.

This enables new-age start-ups to do more complex things than they could do before, making them transformation agents for real India.

These new-age start-ups will deliver 10x gains that we need in health, education and financial inclusion to make India successful.

But we must think beyond start-ups. The Indian state must evolve too. It must learn faster, change faster and implement faster.

A 2013 paper by Luke Jordan of the World Bank and Sebastien Turban and Laurence Wilse-Samson of Columbia University shows that the Indian state performs poorly on these dimensions compared to the Chinese state. They identify many factors for this.

For instance, China has undertaken reform once every five years since 1978, while India has only attempted it twice in 65 years. Therefore, China has been continuously tuning up its capacity to learn and deliver.

In India, substantial administrative reforms are overdue. (The reforms recommended by the Second Administrative Reforms Commission still remain unimplemented.)

It turns out that think tanks have an important role to play too. A dense network of think tanks is necessary to conduct and spread research.

Indian think tanks are mostly central or foreign, with only a few having strong links into the policy system. China has think tanks observing and explaining change. This is a structural gap.

Because of this, the Indian state is conspicuously lacking in its capacity to generate new knowledge, transmit it across the system and act on that.

It is time for us to embrace the two new players—new-age start-ups and local think tanks—for India to prosper. Only then will we able to break free from our current trajectory to meet the aspirations of our young citizens.

Jay Pullur is founder and CEO of Pramati Technologies. He is also a co-founder and governing council member of iSPIRT.

Shashank N.D. is founder and CEO of Practo Technologies. He is part of iSPIRT’s Founder Circle.

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Netneutrality & the fairness for innovation by OTTs

Here is a great rendition of what the evolution of #netneutrality” needs to be and fairness to OTTs with protections against monopoly. Applies equally to the Internet here in the US!
http://www.thehindubusinessline.com/opinion/theres-a-fog-over-net-neutrality/article8089254.ece
Courtesy: Drs. Rohit Prasad & V.Sridhar, IIIT Bangalore

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Scaling Revenue Roundtable

Enterprise Sales, Marketing & Inside Sales Team Build Out, First International Customers Acquisition, Enterprise Pricing etc. I understand, we have heard these topics in multiple events & conferences, so why this round table be different? The difference is gyan vs hearing from real person with real experience which sometimes exactly what you want to hear, even reading 10 books will not help compared to one line coming from a CEO who has done it over and over again and seen the success.

AiAfOYoopNK2-JpnERWxOZdUFD5vPYd5ajC8OOkJg_tPIn this Round table, Aneesh was leading and moderating the discussion. He leveraged the experience of other founders which made the most out of few hrs of interaction. The participants are founders of mid-stage startups, who have good-size customers and have decent ARR (Annual Recurring Revenue), growing and scaling.

This blog narrates the learning in the form of Q&A.

How to establish a meaningful and sustaining Partnership for your B2B enterprise business and grow your business?

  • Partner are those who have done similar product sales in medium/large scale before, so ask them for their sales targets (region wise) and their profile of B2B partnership in their existing set up. That is a good validation point for partnership. {It is like validating by their current and past experience in partnership}
  • Partners could be the companies who are into services (in your industry vertical like healthcare or retail etc) and likes to have monthly revenues.
  • If your product sit on top of other product and integrates then go for a partnership program to the base product. For instance, if your product complements or built on top of Salesforce, then you can enroll in Salesforce has AppExchange program wherein you can list your product and generate good visibility and leads. Partners, could be the product that your software compliments or built upon it.
  • Partners could be the implementation companies of the product that your product built on or compliment. Say your software built on Salesforce, then the service companies who are implementing Salesforce solution could be your partners.
  • You could also go for two-way partnership, like I push your product and you push mine, sometimes one partner performs a lot better than the other, in that case, be open and refine the terms as you go in the journey.
  • If you are enrolling in partnership programs from large companies like IBM, Salesforce etc and see if you can use their promotion events and brand your product, many gives a free offer for promotion. You might end up in getting leads worth a lot that might seems impossible to generate by the solo marketing you do on your own.  These large companies also have paid outreach which has high outreach and see if it is worth investing.
  • Incubator and Accelerator, if you are part of any incubation center or accelerator that helps a lot in getting the right partnership e.g  Microsoft accelerator
  • How to bring transparency in partnership? You might also want to try “Lead Protection Program” which creates 100% transparency in the leads generated, let your partners enter the leads in your CRM & both of you can track the status and you can also make sure that right analytics are coming out.
  • If the partners are asking for exclusivity, ask for minimum guarantee e.g 30 qualified leads per quarter per area
  • Partnership takes time to achieve, so keep experimenting, be conservative and go slow, do a some sort of pilot before you sign larger partnership contract. And ready to fail as it takes time to get into right partnership.

AtT1H_5g3UkqxqIvC6jRlOknnwXUZPnMjQ0GkhyzAymFHow to acquire customers in new international market?

  • You can go with the existing customers and if they have business overseas then you can approach them for the initial open door to international market.
  • Another suggestion is to participate in events and have a booth or something so your product gets exposure and you might end-up in getting partners or customers
  • LinkedIn is a great source to find first few pilot customers in that region.
  • Overseas partnership also you can explore using LinkedIn or Quora, but it is not that easy to find viable partnership
  • And also cold calling for opening doors also worked for few startups.
  • If your product is like B2C then publishing in appstore, Appstore marketing, google adwords would be a good start, but if you are in B2B and enterprise sales, then the steps mentioned in the beginning are the way to go.
  • Once you have handful of customers internationally, select a country where you could open a small sales team may be start with one or two guys and these guys need not be very senior like VP level, 2 yrs to 5 yrs exp and they have to work with India Sales team parallaly. You might need to travel and stay there for a while for initial years to establish a sales pattern oversees.

Ar3dOzl_O6w-FGfJzAg_J7VarpANJbdP-uJ4bFiora6FHow is to do pricing for your product?

  • See your competitor price and product features and how much it solves the customer problem, how your product makes them dependable, this combination will help you to arrive at pricing.
  • If your product a lot better than your competitor, do not lower your price to compete, you need to stay at a price tag for the right product.
  • If your product does not have India based competitor, see the US pricing and create some kind of benchmark value to arrive your pricing.
  • You can have different packaging but not too many, max 3 to 4.
  • You kind of have to experiment with pricing, for e.g one of the enterprise product was priced it 5k for the first few customer during pilot (initial years) and when they need to sell the product in the second year to a bigger organization, they tried quoting 1L and end up in selling at 60k.  So you need to try and see how market is reacting for your new pricing, first few year keep experimenting, you will be able to arrive at pricing between 1 to 3 yrs if not before.
  • When you sell enterprise product, make the price attractive in the pilot stage and after showing the desired results, you can go for high price and the customers would not mind paying it as they have seen the results which impacted their top line.
  • The pricing could be geography based and can be different. And again, find the right pricing by seeing your competitor and demand in that market.
  • If you want to give freemium version, give it free but let the customer give you some kind of asset that you can use for your business like marketing or brand building. For e.g refer 2 friends to get the free version or share in your facebook page to get the access. Some kind of exchange of benefits for freemium version.

What is the most painful growth in the entire journey of the startup?

  • 1M to 5M growth is the most painful where you are likely to make mistakes
  • While growing fast, you need to be careful when reaching to new markets, not all regions works great for your product. US need not be the best market for all products. If you have invested in one region and seems like it is not working, then shutdown and alternate your sales strategy in overseas.
  • Please refer “acquiring customers in new international market” for more details.

How to upsell and cross-sell to your existing customers?

  • There are two ways, first upsell more apps/ additional features to the same customer
  • Second is find out other departments or other sister organization and do a cross sell
  • An customer account is usually handled by an account manager, the upsell/cross sell need be done by different person say group account manager.
  • Every group account manager handles multiple accounts, like 5 to 10 accounts, is responsible for upselling. The account manager finds opportunities for upsell. Do not mix up the account manager dealing with customer on day-to-day basis to do upsell as the negotiation will become very tricky otherwise.

How to give discounts to the customers in SaaS product?

  • The discounts needs to be distributed, do not give them at one go.
  • For instance, do a yearly subscription with 2 months off. Those two months are going to be 11th and 12th month. So incase they leave in 6 months, these discounts does not qualify.
  • Another way you could spread across 3 years like 3rd month, 6th month off, 22th month off for discounts.

How much is the typical yearly renewal increase in ARR for the Enterprise Product?

  • 8 to 10%
  • We need to say 10% increase is very common and if the customer creeps, bring down to 8%

How to get testimonials and referrals?

  • Usually testimonials are done after building a strong relationship with a customer. Usually after 1 or 2 years. Make sure that the account managers and CXO’s of the company has a good relation built with customers to ask for testimonials. Once you establish those soft links, whenever the customer delightness go very high and initiate the process. e.g Release of product feature which solves one of their pain point which the customer demanded for a while.
  • Another idea is to mention this in the subscription or contract time itself. Suppose if the customer is asking for discounts then you can tell him that you can enroll in the “Loyalty Program”  in which you might have to give testimonial & also give 2 referrals and participate in the case study within the first 2 years and you are eligible for this much discounts. This way the customer is well aware of the expectation and also enjoys discounts. Do not give discounts for free, make him have some benefits offered to us.

Does awards and recognizing important for startup?

  • This comes directly into credibility building so it is good to get some recognition
  • The important point is apply for recognition that are credible and genuine with a selection process like boot up awards by ispirit
  • Have some sort of recognition award or have an article or mention in international news & media like Techcrunch, Harvard Business Review, Gartner, Marketing Magazine, Forbes, Wall Street Journal etc.This will help both India & international brand building.
  • You can use a PR agency to reach out these media and appear for the competition or for the product review

Name some books good for Inside Sales and for Complete Sales?

  • Predictable Revenue by Aaron Ross
  • Sales Acceleration formula by Mark Roberge

Is there any online tests used as a first-cut of sales roles?

AkKzIBAt4w99IJ_Uj2_8mQGs0EyU9dnA03l9hY6xQA1qHow to provide incentives for your IS(Inside sales) team?

  • Incentive are always a motivating factor for the Inside Sales team. We have laid out some numbers as a sample for you to see below.
    • 2% to 3% of Annual Recurring  Revenue(ARR) for new customer acquisition.
    • 2% to 2.5% of annual revenue for UpSell/Cross Sell or  have a fixed amount like 10k for all revenue of 3L to 5L per year, 5K for 2L to 3L etc.
    • You can also say, if you get a referral from a customer then the account manager gets 5% of revenue.
    • You can also include testimonial incentives for e.g Video testimonials 10k, Text testimonial 5k, Case Study like 10% of ARR
  • Even you can add some incentive for first go-live means successful deployment and this is applicable for enterprise products
  • Make sure these numbers are published and you make sure the check is given to him as soon as you receive them from the customer.

We would be writing another blog on a related & demanding topic “How to set up a Inside Sales Team from scratch & generates Leads?” in the upcoming week.Stay Tuned and Happy Reading!

Contributed by Asha Satapathy, DocEngage

 

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A new year, a new dawn: Startup INDIA, Standup INDIA

Sh. Amitabh Kant, Secretary of DIPP brainstorms with iSPIRT.

Greeting_Card_for_website_v2 (1)He is the author of the book Branding INDIA, a key driver behind many successful branding INDIA campaigns like Make-In India, Incredible India, and Athethi Devo Bhava (Guest is God) campaigns. He is a decision maker par excellence and above all the Secretary of DIPP (Department of Industrial Policy & Promotion). Mr. Amitabh Kant. who is now also in charge of Startup India, Standup India campaign, met up with iSPIRT, in Bangalore to understand the plethora of Technological Break-throughs and Policy Transformations that iSPIRT is facilitating for the benefit of the Startup Community. He provided some very useful advise by participating in interactive session for close to 2.5 hours.

Prime Minister Mr. Modi in his Mann-ki Baat radio address had announced that the Start-Up India, Stand-Up India initiative will unfold on January 16. The initiative will be anchored by the Department of Industrial Policy and Promotion (DIPP). Mr. Amitabh Kant, and his team consulted and deliberated extensively, on opportunities that can be Game Changers for Indian Startups.

On Tuesday, at Shangri-La in Bangalore, iSPIRT with its team of Volunteers which included Sharad Sharma, Co-founder of iSPIRT, Sharique Hassan from the Stanford Graduate School of Business, Shashank from Practo, Sanjay Jain from Ekstep, Jas Gulati from Nowfloats and other volunteers, presented the INDIA STACK, PNGrowth and various other Leap-frogging breakthroughs which will help INDIA innovate for the next 6 Billion people.

Below are some of the key highlights of the Session.

AmitabhKant1iSPIRT Show-case of various Ongoing Initiatives

The session started with a presentation by Sanjay Jain on IndiaStack, a suite of technology-led services, currently being developed to solve identity, payments and personal data management for all Indian citizens. It was followed by Shashank from Practo, about Healthcare, which highlighted how Accessibility and Affordability is helping Health care reach the masses in INDIA. Mr. Amitabh’s participation on both these were highly involved, and he pointed out how States like Rajasthan have taken a pioneering approach, especially in Healthcare. He was quick to point out that if we can create a FEW champion states adopting the IndiaStack and its suite, the rest of the states will quickly follow.

This was followed by Jas Gulati presenting both the book and details around Digital Desh (Impact of Internet on Indian MSMEs).. It was clear that 2nd Tier and 3 Tier India is waiting to explode and join the Internet and Digital revolution in INDIA. iSPIRT also presented its SPiX Index and M&A initiatives helping Quantitatively track the progress and market growth of Indian Startups.

The most intense session was when Mr. Sharique Hassan presented the PNGrowth Initiative Details. China has had an exponential growth in Innovation in the past 15 years, and India now has the Opportunity to repeat the same. However to unleash India’s innovation potential, INDIA needs to capitalize on the Founders hunger and also harness the Institutional assets created by Educational Universities like Stanford, Harvard, Duke etc. Mr. Amitabh was very impressed by the PNGrowth agenda, and commented that it would make an Orbital shift in the Organizational Skills and Strategic Thinking levels of Entrepreneurs in INDIA. He wanted such programs to reach all academic incubation facilities in INDIA.

Ak2Insights and Advise from Mr. Amitabh Kant

If Indian Entrepreneurs focus on Fundamental Science and if they can create a competitive advantage, Mr. Amitabh felt that there was nothing stopping us from leap-frogging the WEST. He was immensely supportive to all programs and in-fact extended financial support for PILOT Projects in various spheres discussed. However, he had 5 important pieces of advice.

  • Pilot projects need to achieve success in at least some corners of INDIA.
  • Nothing Succeeds like Success, so it was imperative that we quickly implement ideas.
  • Institutional Mechanics will follow Innovation, there are several District level funds, MP Lad Funds and also Innovation Funds.
  • Startup challenges can be addressed quickly by Joint Inter-ministerial committees provided we can carve out clear definitions and scope for those challenges.
  • Policy Levers will respond to fast changing needs of Startups. Startup India, Standup India will make sure that ease of doing business is a top priority.
Conclusion
Mr. Amitabh Kant was highly impressed with the body of work presented to him. He said that everything from Challenge Grants supplementing the various RFP tendering processes, of the Govt, to the Inter-ministerial committees quickly acting to enable the Growth levers, were geared to make sure that the Startup Entrepreneur is successful. iSPIRT on its part is fostering and facilitating many such conversations to nudge Policy Makers help the Startup Ecosystem. For the Entrepreneurs, its now up to you to Stand-up and Start-up, to create a new dawn and a new beginning. Happy 2016 to all change makers!
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Internet.org & the debate around NetNeutrality

WISH YOU ALL A HAPPY NEW YEAR 2016 !

The debate around Internet.org and the #Netneutrality is very interesting and how startup founders and ordinary citizens are engaging is very fascinating. Proud of you young India for your activism!

As per an article published on NDTV titled “IIT Faculty, Startup India vs. Zukerburg’s Free Basics”,Facebook says that Free Basics (the main thrust of Internet.org) is aimed at bringing free Internet to millions of poor mobile phone users in rural areas. The package offers free news, health, and job articles from partners along with a text-only version of Facebook.

Even TRAI or the Telecom Regulatory Authority of India is actively looking into this from a regulatory point of view to see that the Internet has fair access for all and content/app. developers have equal opportunity/access to deploy their products & services.

Netneutrality activists say Zuckerberg’s plan violates the principle that the whole Internet should be available to all and unrestricted by any one company. They see it as a Trojan horse being used by Facebook to control access to the Internet.

Content provided by Free Basics is available free to mobile phone users, but they have to pay for other content – described by critics as “differential pricing” which results in a “tiered Internet” instead of providing a level playing field that allows innovation and startups to compete with established corporations.

So what is the truth?

The bottom line seems to be that some content access and apps seem to be bundled with Free basics on the Facebook branded phone which will be available free to folks in rural India.

In an editorial for the Times of India earlier this week, Zuckerberg wrote, “Instead of wanting to give people free access to basic Internet services, critics of the programme continues to spread false claims – even if that means leaving behind a billion people.”

As reported by The New York Times this week, on India, “the program offers free Web searches using Microsoft’s Bing service but Google searches incur a charge.”

So it appears that most of the content that is already freely accessible on the Internet will be  available free to the Free Basics service patrons including the text version of their app. So far it seems to be fair. The quarrel seems to be for the app developers (startups and established ones like PayTM, FlipKart and others) who may lose out to these patrons because the Facebook branded phones may not accept downloading their apps. Its a legitimate concern.

As this is being framed as a #Netneutrality debate, it should probably be understood in the
context of what Facebook and their carrier cohorts like Reliance and Airtel can do to create a monopoly.

Here are a couple things:

1. They (Facebook) could ban free downloads of outside apps. to their “branded” phones
2. The carriers could prioritize Facebook traffic from Free basics (Facebook) phones on their data networks through available & new QoS (Quality of Service) mechanisms.
3. Once they acquire critical market share among the rural areas, Facebook could charge app developers to deploy or release their apps like the equivalent of Google Play Store (Android) or Apple Store (iPhone).

So as long as Facebook promises this kind of openness for app developers and the carriers don’t make preferential treatment to Facebook traffic, #Netneutrality can be maintained. In the absence of this, which is very much possible depending on how Facebook plans to make revenue in this market, TRAI or any other Internet regulatory authority needs to be able to monitor this for any violations.

To help TRAI, there needs to be a way to monitor this traffic!

Maybe this could be good “startup” idea to develop technology similar to “network security monitoring” (deep packet inspection) of malicious traffic on the Internet. But this idea is dependent on knowledge of vendor networks (network equipment gear) that carry most of the traffic on the Internet today.

Any takers?

It will be unfair to ban Facebook or their Indian carrier partners to provide this service subject to they NOT violating their promise in letter and spirit!

Of course as we say here in America, TRUST but VERIFY!

 

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The last list – the final 25 #PNgrowth companies.

This is it, then. The last announcement of #PNgrowth 2016 is here. We have now the entire 200 companies who will get together in January for the inauguration of what is the most ambitious mentorship programs for startups ever put together in India. We now have about half a month to go, and it would be great if the companies talked to each other, think about what they want out of this, and discuss stuff. We have set up a Facebook group just for this, and we will be taking pointers for program design from on there, so be sure to get on it.
 
For further announcements, you can follow us here or on the Facebook group itself. 
 
25-founders-collage-8th batchSo here we go, the last 25. #Pngrowth 2016 is well and truly on!
 
Sivaram Subramaniam of CavinHR
Puneet Sharma of Bugclipper
Satish Kamat of Jambuster
Jay Thaker of sumHR
Salar Bijili of Cuecontent
Hari PK of Bigfoxx
Dr. Shikha Suman of Medimojo
Sanjay Shah of Zapty
Nikhil MS of Clusterzap
Sumesh K Menon of Winds Business solutions
Vinay Simha of Amiya
Kavita Khandadia of Mytripkarma
Vivek Beria of Whizzwifi
Dharam Mehta of Wedwise
Saurabh Saha of Talentpegs
Ish Jindal of Hellotars
Arvind Batra of EventsHigh
Satish Kashyap of AlgoEngines
Subrat Kar of Vidooly
Vishal Singhal of Artzolo
Nitin Chadha of Sride
Suraj Goyal of Printbindaas
Sarang Lakare of Intouchapp
Rittvij Parekh of Pykih
 
See you all over there!
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Open Source and SAAS

While open source software is a fairly well understood in concept, I am always surprised how little it is understood in practice. At a round table of young product companies last month, there were a lot of raised eyebrows and questions when I explained our open source way of working.

Jordan Hubbard, co-creator of FreeBSD and open source veteran, spoke on this topic at this year’s ERPNext Conference, and he basically said this, open source business is all about people. Since the product is free, you sell services around the product, which is your people. This is mostly true for the very large majority of businesses that have mushroomed around open source projects, providing installation, hosting, customization, maintenance and other services around the product.

But there is now a new variable in the equation, SAAS (or Software-as-a-Service). It has been already accepted that SAAS is the way software is sold today. Listed companies like SalesForce, Xero, Zendesk, Workday, NetSuite, Hubspot, Shopify are testimony to the success of SAAS products and the billions of dollars that get spent on SAAS products each year. What does the future hold?

As on-premise is slowly moving into SAAS, I believe that SAAS itself will move into open source. Since the unevenly spread future is already here, there are companies already successfully doing open source + SAAS like WordPress, Ghost CMS, Magento, ERPNext (disclaimer: that’s us).

Open source + SAAS makes a great combination.

Benefits to the user:

  1. Open source products allow virtually unlimited possibilities to deeply integrate the product.
  2. There is a lot more risk in a closed platform, like price increase and slow pace of development.
  3. There is no vendor lock-in
  4. Free!

Benefits to the publisher:

  1. Not everyone wants to host their own infrastructure, this opens up opportunity to build a SAAS platform
  2. Provides word-of-mouth marketing
  3. Vibrant community attracts more users
  4. Community contributes by providing feedback, support, features, fixes, integration, testing, documentation
  5. A lot more incentive to write good code and documentation
  6. Much easier to find and on-board new developers to your team

Going open source is not easy. Business are built on the premise of transactions, and in open source, you have to be very open to giving and communicating without expecting immediate results. But once you cross a certain threshold, community participation can be extremely rewarding.

I am not advocating you open source your product today, but as Wikipedia has shown us, its only a matter of time before someone builds a mature open source product that might replace you.

Then there is no going back.

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Traction Trumps Everything – How to get traction for your SaaS product

A wise and successful entrepreneur once said, “Traction trumps everything”.

Indeed, traction is the only thing that brings you customers, VCs, and energy to keep going.

iSPIRT in partnership with PuneConnect & SEAP organized a playbook roundtable on “Getting traction for your product startup”. It was focused on peer to peer learning and taking away real feedback, rather than just typical “general gyaan”. The playbook roundtable was moderated by two very successful SaaS product entrepreneurs Niraj Rout of Hiver (earlier known as GrexIt), and Rushabh Mehta of ERPNext. Both are building highly successful SaaS products bringing very different approaches/strategies yet finding great synergy in their thought processes. Hiver is a simple-to-use product for business workflows, fast growing, young, funded and profitable startup whereas ERPNext is a highly complex, very stable, bootstrapped, profitable, world’s second opensource Saas ERP product.

The RT discussion was attended by founders building SaaS products in Innovation, eCommerce, business communication, personal customer loyalty, education, personal finance, recruitment, fashion and technology domain.

SaaS Valley of Death: Rushabh got our attention right away by asking “Do you know SaaS Valley of Death?” Its like your product is complex to use and cheap at price. Its very very difficult to sale. You can be either very simple to use and cheap or you can be highly complicated and pricey. You can’t be cheap and complicated. But ERPNext falls in that category. Rushabh briefly shared his long haul journey of 8 years of building a product out of his own need and making it open source for people to use/modify it. ERPNext gives it at fairly low price to host it and charges additional for product consultancy.

Open-Source strategy: Rushabh realised that if such a complex product has to have innovation, then hiring talent is quite difficult. Instead making it open-source brings immediate advantages such as your users brings innovation, it is easy to hire from the developers community which already knows your product code, less efforts needed to support the product as your community is your biggest support structure. Recently, this trend has started by major tech companies like facebook, google and others by making their api’s open-source for community to play around and bring true innovation. Also interesting to say here that open source is more than a marketing strategy, you have to believe in it to work. Also companies are open sourcing not just APIs but also entire projects (Apple just joined with Swift)

User Onboarding:  It is very easy to get signups, but what happens after signup is the crucial one. The real game begins from sign up onwards. Rushabh at ERPNext created a great user onboarding workflow for various categories of users. At signup, ERPNext asks its user several questions to understand user and his/her needs. Accordingly, it customises the rest of the onboarding flow. This “personalized” flow helps user to connect and understand ERPNext quite easily. There are several videos created for user to educate about product features and uncover true benefits. “Founding/Core team has to take product to a initial revenue level, until then one should not make a mistake of hiring a sales person”, insisted Rushabh. This helps you build and quickly tweak/change onboarding flow as your know your users better. This also helps in positioning and marketing the product better.

Product Market fit:  Niraj of Hiver (GrexIt) shared his journey of conceptualising the product as knowledge management place (for enterprises) to pivoting to tap a SME segment where quick workflow matters. Its all about finding a product-market fit. On a lean methodology which suggests to work with your customers and tune the product, Niraj shared a good observation. If you talk to your customers, they will always suggest small incremental improvements/suggestions, customers can never give you extraordinary (or 10X) innovation. Its your vision that defines what your product could actually do. However it’s essential to understand how users are using the product and what key activities they are doing repeatedly.

Buyer’s mindset:  For a product, you have to understand whether it helps user generate money or save money. Does your product falls into cost center or revenue center, accordingly you have to create your marketing campaigns and positioning.

Simple Growth hacks:  Startups don’t have big pockets to spend on marketing/sales. Simple techniques like Your domain specific keywords, Search Engine Optimization, Influential bloggers write about your product, your customers talking and referring your product are a few simple growth hacks every startup can try. Always get real customer’s/brand’s testimonials and showcase them on key pages.

Critical choices:  In the initial days when you don’t have traction, its an important call whether you want to give it to a few people and learn and tweak the product or you just throw it in the space for thousands to use and let them figure out. Both have their own pros-cons.

Post Lunch session, Niraj and Rushabh encouraged every startup to showcase their product’s landing page and quick onboarding workflow. Duo and other founders provided critical feedback to individual founders with immediate actionable takeaway. It was a great peer-to-peer learning exercise. Below is a summary of what came out of the discussion that generically applies to most SaaS product startups.

Landing page:  Product’s landing page is the most critical real estate. Be innovative and build it wisely with new/current trends. A few examples of well designed landing pages were discussed. Products from 37Signals (Basecamp and KnowYourCompany) were highlighted for their innovative approaches. Like Steve Jobs once said, “Good artists copy, great artists steal”, you need not to always reinvent the wheel, just see the best products in your category and steal (find inspiration)!

A few tips for a well designed landing page –

1) The main image and punchline should be appropriate for user to understand your product quickly. Thats where user decides whether I should scroll down (to know more).

2) Always talk about benefits user will get, nobody cares about features.

3) More than 3-4 scroll is overdone. Have only essential information upfront so that user is not overwhelmed with information overdose.

4) Testimonials from real user/brands works great, people feel more comfortable.

5) Less verbose, more visual is always better.

After Signup (User onboarding):  Engaging with user for first few days and making personalized communication helps build rapport as well as improve stickiness.

1) Build a user friendly Quick tour with an option to quit and restart

2) Let user experience your product as quickly as possible

3) Videos or user guides “How to” are essential and helpful

4) Website and user behavior analytics tools like Google analytics, KissMetrics, Mixpanel provide good data know your users better and make appropriate changes in your product

5) Intercom like products helps you build user behavioral based engagement

6) Provide triggers/incentives to appeal user to perform certain actions. Nir Eyal’s HOOK framework  (Trigger, Action, Reward, Investment) was briefly mentioned to emphasise the point.

7) Your product is a leaky bucket, user may fall off anytime. Identify such holes and fill them up with creative solutions

7) You don’t have to be too generous with free plan. Start asking for money (plan upgrade) for valuable/exclusive features

8) Track analytics daily to know traffic to trial to paid customers journey

9) Always do A/B testing of every change/tweak you make to understand how its working.

10) Understand, there is always a churn. Account for that

11) Always promote long term (annual payment) plans, it gives you better visibility on your revenue. 

As traction book says, “Almost every failed startup has a product, what failed products don’t have are enough customers (traction)” and “Traction is growth. The pursuit of traction is what defines the startup”.

This playbook RT was first of its kind where only real stuff was discussed and critical feedback was provided to every startup on their product traction leaky bucket. All startup founders walked out with several actionable takeaways.

There are great SaaS product startups coming from India. The successful entrepreneurs like Niraj and Rushabh have vigor to share their learnings and help budding entrepreneurs to avoid mistakes and leapfrog their journey. This is a movement to build a product nation, one roundtable at a time.

Guest post by Abhijit Mhetre founder at Canvazify – a structured innovation platform for teams to collect, brainstorm, and act on ideas. Abhijit is passionate about startups and collaborative innovation. Follow Abhijit @abmhetre

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One more list to go. The last #PNgrowth companies are here!

We are at the end of the announcements of shortlisted companies for #PNgrowth 2015. There’s only more to go after this, and we want to thank all those who applied. We put this event together for you, and you have responded. We are working hard on the programs so you get maximum benefits from Mysore and the subsequent interactions.

So here you go, the second-last list of #PNgrowth companies. Congratulations to the finalists, and there’s only one more to go.

25-founders-collage-7th batch

Sharan Madawal of Inzaxis
Suneil Chawla of Influencer
Alan DSouza of Vavia
Paul Mathews of Nethram
Sidharth Wadehra of Terrabees
Rashmi Padhy of Koove
Rahul Reddy of Nutrifi
Nishant Pandey of Getgreaser
Ankit Dudhwewala of Softwaresuggest
Anil Gupta of Smart Buildings
Abinash Saikia of Enclouden
Vaibhav Lodha of FTcash
Abishek Ballabh of Extraaedge
Abishek Humbad of Nextgenpms
Abhijit Choudhury of AzureAiken
Ashutish Verma of Paymateexpress
LN Mishra of Adaptive processes
Navin Chandra of Mavsocial
Barbara Main of Minsh
Suvodhoy Sinha of Adnabu
Abhijit Mhetre of Canvazify
Krupesh Bhatt of Legaldesk
Rani Paruchuri of Dreamtekis
Akshay Gautam of Heymojo
Manik Mehta of Linkmysport

Congrats to the chosen ones!

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We are almost at the end of the lists. Here are the next 25! #PNgrowth

So here are the next 25. Only two lists remain, and the calibre of the people on here in itself should convince you what we have put together.

Mysore 2016 is going to be super awesome!

 

25-founders-collage-6th batch

Jayadev Mahalingam of Piqube
Sachin Sharma of Townscript
Shardul Mohite of YogurtLabs
Nitin Gupta of NavStik
Vinay Nathan of Altizon
Mandeep Makkar of Amigobulls
Prasad Nagalapura of Vitamap
Nitin Kapoor of meetuniversity.com
Dilip Ittyera of Aikonlabs
Osho Sidhant of Craftemporio
Niranjan Nokhate of Frapp
Srikanth Chellapa of ContactDoctor
Vasanth Sampathkumar of Honeytask
Pranav Tej of Vibrantworkapp
Ajay Chanam of Halfsteprock
Raghu Mittal of Handsrel
Vaibhav Jain of Teramatrix
Jyoti Sahai of Kavaii
Shivam Mishra of Ahataxis
Ravi Datanwala of Appice
Rajarshi Chakraborti of Grosum
Aatash Shah of Edvancer
Hari Venkata of Mybustickets
Sangeeth Velekett of Bixera
Parichay Das of Rootalpha

Congratulations to the chosen ones again!
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Entrepreneur..rise..fail..resolve..rise..fail..resolve..rise

The life of an entrepreneur is really interesting and very challenging. It is interesting because they are trying radical ideas and something which has possibly been never tried before. Challenging because they are walking along unchartered territories and there is joy, disappointment, surprise, shock, failure and success lurking around every corner. It really tests your persistence, patience and steadfastness as you keep discovering your path amidst this uncertainty.

3-ladder

The question is – what keeps him/her going? What is that single most important trait which gives strength to the individual to beat all odds and deliver something which is valued manifolds as time progresses?

I think that the single most important talent is to use every challenge he faces to his advantage, by resolving to fix it for the betterment of the product, team and overall venture.

Now contrast this to the corporate world. When majority of the employees in a corporate run into a problem which they couldn’t foresee or have no clue about, they usually resort to one of these standard options (i) find an excuse which can convince their manager (ii) present data or polish a ppt in a manner that the problem is under wraps (iii) find a scapegoat to take the blame. In the end, when faced with a challenge which has disrupted all their planning, the recourse is to save their skin one way or the other. Nothing wrong here; as this is the inane tendency of all living beings!

The entrepreneurs also do exactly that, i.e. save their skin in the startup game. It’s just that they know that the only way to do this is to get a handle on the problem and find a fix or a workaround so that the venture can still make progress. Actually, they have no other option. There is no boss to think of a convincing excuse, no scapegoats to take the blame and any data-dressing to swipe the problem under the carpet will tantamount to fooling no one else but themselves!

So, the entrepreneur does what they must – take the bull by his horns! Roll-up their sleeves and get down to fixing the problem. What could it be – is it because the customer does not understand the true value proposition of the offering? Is the UI confusing and not good enough? Are people gaming the system? Or is he targeting the wrong segment altogether. Could it be that their go-to-market is not really helping him to reach their target group? This analysis starts and one by one, every single proposition is ruled out with the data available at hand; and accordingly the solutions are deciphered. By the time they have fixed the problem, either the product has improved or the go-to-market strategy has become more laser-focused. Whatever the case may be, the venture has moved one step closer to success!!

But then the dawn of the very next day brings with it new challenges and the entrepreneur gets into this never ending problem-solving mode. With every fix you rise, create a new set of challenges and fail a little, solve them and then rise again. The cycle just keeps going…

Agree?

Image Courtesy.

 

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Welcome to DrupalCon Asia!

It was in 2011 that Srijan spearheaded the first ever Drupal Camp in Delhi. A few meetups had happened before this. There were barely 50­-60 of us at the Camp, but the interest in Drupal was high. Some of us even dared to think that one day we could have Drupal’s global conference, DrupalCon, right here in India.

Cut to today. We have the very first DrupalCon of the continent being hosted in Mumbai in Feb 2016. And when we look back, as a community we have grown and come a long way!

Drupal started off as blogging platform in 2001, today Drupal is recognized as a robust enterprise-ready web content management. The latest release, Drupal 8, has a modern development framework and technical improvements to help us build multilingual, mobile and highly personalized experiences of the future. But technical wizardry aside, the best feature of Drupal is the community. With over 1,000,000 passionate developers, designers, strategists and architects, Drupal has one of the largest open source communities in the world.

Increasing number of Drupalers: India has over 70,000 registered ‘Drupalers’ and is  the second highest source of traffic on Drupal.org, the global community portal

Huge contributions to Drupal code: Developers from various Drupal agencies and IT companies in India have committed their time and skill into resolving critical issues for Drupal. In fact, India had the second largest number of contributors working on the Drupal 8 core.

Camps to encourage Drupal talent: All this has been made possible because of the efforts of Drupal agencies, and their efforts to build the community by conducting Drupal Camps in various cities. Delhi, Chennai, Hyderabad, Bangalore, Pune and Mumbai and many other cities have been conducting Camps, and it is heartening to see the Camps getting bigger each year.

Global events, the DrupalCons: DrupalCons are mega events for the community, drawing Drupalers from across the globe. These are held across the US and Europe and give the community a chance to come together and participate in learning sessions, talks, code sprints and social events. Indian companies have been regular participants at DrupalCon events in Los Angeles, Austin, Barcelona, London, Munich and more.

IIT, Mumbai will be the venue for the first Drupal Con in Asia: That India is avenue for a DrupalCon speaks volumes about the strength and passion of the Drupal community in India. DrupalCon Asia has lined up top speakers from the Drupal community across the world to present valuable tech and business sessions. A key highlight of the event is the one­day Business Summit, where Drupal agencies will discuss trends and challenges for their businesses today.

Engage with DrupalCon: We would like to invite the Indian IT community to engage with DrupalCon. There are many ways one can do that. IT companies can send their Drupal and PHP developers to attend the event and keep abreast with the latest in code. Companies seeking Drupal development, and Drupal agencies will find the one­day Business Summit very insightful. Companies can also be sponsors for the event, details of which are here.

DrupalCon Asia 2016 is going to be an exciting event, and pathbreaking for the Indian Drupal community. Come, be a part of it!

Contributed by Rahul Dewan an entrepreneur, open source and agile evangelist, blogger, green activist and yoga & meditation practitioner. He is the founder of Srijan Technologies, a 13­ year­old consulting company with expertise in building high­traffic websites and building online business applications.

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Dymystifying Valuations & Investors – an opinion from an entrepreneur!

Valuations often have seemed to be a “Black Art”, but they seem to be crucial in determining your strategy for outside investment!

Are they really? How is the early stage entrepreneur going to decide what is reasonable?

Some other questions that routinely come up in the mind of entrepreneurs:

1. How does the process of creating value effect me, my co-founders, my team & investors?
2. How do I maximize value for everyone?
3. How do I get the best valuation in case of an exit?

Entrepreneurs need to understand how money works and see the world from the investors world.

One of the area VCs in the US once described to me this scene sometime back, just after their firm had decided to invest in the start-up:

“There was a lot of interest in this company, and the founders had a fair amount of leverage. They used every ounce of it to extract a higher valuation,” he said. We kept saying that our firm would bring a lot more to the table than money, and that the mentoring, strategic advice, network resources, and political capital we could offer were almost unmatched.”

“The founders however set all that aside and made it about the money. It left a bad taste in our mouth. The deal was still worth doing—barely. But we have less of an equity stake in the company than we would ordinarily want, and given all the other portfolio companies that need my attention, I don’t feel any obligation or desire to give these guys additional assistance.”

The point is that the founders undervalued the non monetary value resources the VC firm had to offer, or they assumed that mentoring and strategic support would inevitably be available from the firm. Given that the negotiation for money and term-sheets is a high stakes exercise with various emotions and personalities
present in the mix, one should not forget that the document at the end lays out how much equity and control a VC will have in return for its cash is all about assigning rights, carving out protections, and haggling over claims to future returns.

So these negotiations are fundamentally about picking the right long-term partner and forging a relationship that can survive the inevitable disappointments, resolve the unforeseen conflicts, and monetize the mutually earned successes to come.

Now as a management consultant, I have tried to put these dynamics into some of the mistakes and solutions of how to avoid them in this blog.

At the end of the day, term sheets can be difficult to understand, and you may need help determining what the various provisions—liquidation preference, anti-dilution protection, pay to play, drag along rights, vesting schedules, no-shop clauses, and so on—imply for your current and future rights and obligations. At the very least, you should contact other companies in the VC firm’s portfolio to find out what was negotiable, why they made the choices they did, and what terms were the most consequential in the months and years after the deal.

So try to check out various VCs and see who you can work with, who has done investments in your space (target market you address) and what it has been for others to work with them.

“Remember you are looking for a partner for the long term and people who you work with will matter in terms of bringing value to your startup especially

the non monetary type!”

So here are some things to consider –

Understand your leverage

One of the thing is the more alternatives you have which means number of other VCs who are interested in your startup, it gives your more leverage. Try to use this to fight for the terms that are important for you. Sometimes one common problem is running out of cash since its hard to forecast the burn rate, and too little willingness to give up equity. As a result, you may fail to take in enough money during early rounds of funding. So look for someone who is willing to fund subsequent rounds or offer bridge loans without significant dilution of founder equity. Its better to negotiate this during the first round of financing when you have numerous alternatives and could command a better price. Many founders have discovered that doing a slightly bigger first round than seems necessary—or perhaps negotiating an acceptable formula for future bridge loans at the outset—can pay off in the
long run: It’s bad when you have few options, but considerably worse when you are running out of options and out of money!

Its okay to look at the long-term goals of the VC partner and take the time to understand what the other side cares about and hope for from their investment which includes accepting money in installments tied to milestones with no dilution in equity.

“So don’t just focus only on your own options.

Understanding the other party’s interests can give you leverage”.

Strive to maximize thrust for win-win situation

Imagine you are the verge of closing a big financing round at the end of the month. When you pitched
last month, the business was gaining momentum and you are on target for all your financial projections. Since then, a major customer deal you were counting on falls apart, and a key employee is on the verge of leaving. Question would be if you would have any legal obligation to reveal this situation, probably not, but imagine you picked up the phone and revealed it. Maybe you think they may re-negotiate the terms of the deal. But most often than not, VCs would reward you for your honesty since they would like to put a premium on your trust! They would value your upfront gesture of delivering bad news as you would deliver good news to them!

Another thing would be around terms, to comparison shop, and to use whatever leverage you have to renegotiate the deal. Its all okay as VCs expect you to ask for better terms, but not after you have given your word on an agreement. The VC world is small and they all keep cross checking on each others deal flows all the time.

“In VC relationships, as in any long-term partnership,

It’s much easier to build  trust than to rebuild it.”

Focus on value and not valuations

If you’re selling your house, for instance, you might not even meet the buyers, and despite issues such as inspections, financing contingencies, and the closing date, the selling price is far and away the top priority. In this case focusing on a single, top-line number sometimes makes sense!

But in case of accepting someone’s money at a startup, the signed contract is the beginning of the relationship, so its a mistake to focus too narrowly on price and not enough on drivers of long-term value. Its like when negotiating a job offer, for example, people tend to obsess over the starting compensation, but factors such as geography, responsibilities, prospects for learning and advancement, and even length of commute can have a greater impact on their enduring happiness and success.

More than one VC has identified this shortsighted emphasis as founders’ biggest mistake.

“Entrepreneurs focus too much on valuation and not enough on control,” one VC told me. “It’s amazing how much control founders are willing to sacrifice in order to obtain a $4 million valuation instead of $3.5 million. These numbers don’t matter much in the long run, but the impact of diminished control can last forever.” The tendency is especially remarkable when you consider the passion most founders have for what they are trying to create, for their company’s mission, and for their vision of its future. Once founders have sacrificed board control or ceded voting rights on too broad a category of decisions, those decisions are, of course, technically out of their hands. Most VCs are very reluctant to use their control rights to contravene the wishes and objectives of management, but if conflict or a breakdown in trust between management and the board occurs, founders may find themselves severely constrained, if not replaced.None of this means you should ignore valuation—it’s an important consideration. But it’s a mistake to confuse it with value, given that most founders also care a lot about factors such as their role, prestige, self-identity, and autonomy.

“To maximize valuation without regard for non-financial considerations

is to sign something of a Faustian bargain.”

Strive for Understanding not Conflict

Even when control is not the concern, you ought to pay close attention to terms other than valuation; there are additional provisions that can have a huge impact on how much money you’ll eventually see. And if you look at them carefully, the terms a VC firm proposes can help you understand its unspoken concerns and assessments of your start-up’s future.

Well as in any relationship you need to look well beyond the contract and far beyond today. The lessons offered above are targeted toward those who are striving to create strong partnerships with VCs—but they are relevant for anyone negotiating in a world where a signed contract is not the end but merely the beginning.

So folks go develop products & solutions and please don’t forget to connect your wares to a customer persona and a pain-point they may have to resolve and rest will follow!

I will do more posts on understanding terms like liquidation preference vs. participation for example in term-sheets from the perspective of an entrepreneur.

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Entrepreneurship : Is Your Temperament Inclined For It?

Entrepreneurship is the buzz word right now. Everyone seems to have that next disruptive idea which will create the next unicorn. Now, if you are the founder of a startup, you are looked upon as a role model and the society, in general, puts you on a high pedestal. It is amazing how things have changed in the last decade or so. When I completed my engineering and joined Philips as a graduate apprentice, my family and folks felt I had made it big in life. Working in a prestigious MNC, the expectation was that I would have a steady and secure job and retire from the same company. Not any more. Neither are there any MNCs (or for that matter any company) which can promise you a steady secure job till retirement, and nor the youth has the temperament, patience and attitude to grow steadily along the origanizational hierarchy. So, everyone must try their hands at entrepreneurship and make it rather big very very quickly.

This is great… as there is no harm in being ambitious (can we say the same for over-ambitious?) but you better know what it takes to be an entrepreneur and whether you will enjoy the startup journey or not. I would like to make one thing crystal clear – running a startup is 99% hardwork and 1% luck. Apart from hardwork, there is no magic sauce to success. And If you get de-motivated and stop enjoying swimming against the current mid-stream, well…you know well that you are destined to sink.

So here are some traits you must either have, or inculcate if you want to be a successful entrepreneur:

Your brain doesn’t need time off from work!

Don’t get me wrong. I am not suggesting that you need to be a workaholic working 16-18 hours a day. What I am saying is that when you run into a problem, you can’t switch off your brain from thinking about it unless you have found a way out. This is a 24×7 thing.. and it doesn’t matter what environment you operate in. Subconsciously, you are always observing and picking clues to find a way out. If you are the kind who usually switches off while trying to solve a problem after some time, you will not enjoy the startup journey.

You live in neither the past, nor the future but the present and only the present!

While every startup has a goal and a grandiose vision that they are working towards, the founding team is deep rooted in the present. The entrepreneur has to have the mindset of “this is where I am now and this is what needs to be done next.”

Often entrepreneurs, especially the ones who have spent a lot of time in the corporate world, start to compare their lifestyle before and after doing the startup. All the corporate highs of delegation, power, influence, travel and meetings are suddenly gone. If you are the kind who can’t let go of the past, you will not enjoy the startup journey.

Then there is another breed of people who spend more time in dreaming about large funding, valuations, million $ buyouts, front page news and a glorified future; instead of focusing to solve the problem at hand. If you like day dreaming about the future more than the action, you will not enjoy a startup journey.

You like to dirty your hands, each and every time!

In the initial phase of a startup, the founding team has to get their hands dirty in tackling every problem faced -take the bull by its horns. There is no one to delegate to and even if you find someone to delegate, the results can be disastrous. If you delegate too soon, you will never experience the challenges of your own business and just forget about guiding someone else to fix them. You’ll be taken for a ride.

Now there are some among us who don’t like to get their hands dirty. They prefer delegating instead of tackling or look for some god-sent help to fix the issue. This could be due to multiple reasons but the most common being an over-protected upbringing where you had your parents fix every problem for you instead of them encouraging you to find your own solutions. Whatever is the reason, if you don’t relish “jumping right-in and I’ll find a way to swim”, then you will not enjoy entrepreneurship.

As you live life, you are looking beyond money!

Entrepreneurship is possibly the highest risk career you can endow upon yourself. 90% of the startups fail due to one or the other reason. Also, I fundamentally believe that money is always incidental . Money has its own ways to meander and criss-cross your life. Sometimes, it comes out of no-where and other times you lose it for reasons totally beyond your control. Mankind has still not found the algorithm which can guarantee you assured returns in all times, throughout the span of your lifetime.

So if you are someone obsessed with money, you will not enjoy the startup journey because you have set a goal for your venture which is beyond its limits to deliver consistently. You will stay motivated till the going is good. The instant you hit the first valley, which is a given thing during the startup journey, your interest will start to wane out.

You need to be obsessed.

Carrie Layne – “Entrepreneurship is not a part-time job, its not even a half-time one… It is a lifestyle.”

This article was originally published in Inc42.

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The next 25 #PNgrowth companies – the third shortlist is here!

The next set of #PNgrowth folks are here. This 25 is even more varied and diverse than the last, and we are delighted to welcome them on board the train. If you want some more information about the program, go here (damn, are you late!).

There’s still a chance you can get on the list for Mysore in January, so hurry up and apply here.

And so here are the next 25 –

25-founders-collage-3rd batch

Anjan Choudhary of customer engagement platform Inquirly

Ankur Agarwal of mobile buying site Pricebaba

Jay Sappidi of cloud development platform Plumsoft

Jay Guru Panda of visual engine Wazzat Labs

Ramraj Srinivasan of customer experience system Prevasystems

Satish Garimella of healthcare elution platform Olivo

Sridhar DP of InnovationEnabler

Tatavarthy Murthy of real estate transaction app Simtre

Denesh Mutha of agile software firm Stride Software

Shiraz Ahmed of document management firm Itaz

Arun Kulkarni of web application testing company CloudQA

Vivek Sanghi of e-commerce platform for Travel Business, Ecareibe

Srinivas Mogalapalli of Turacomobile

Sameer Gautam of Rankjunction

Paresh Masade of Alumni portal Vaave

Ankit Singh of payment startup Mypoolin

Ajay Kumar of HR marketplace WorkIndia

Samit Arora of inbound marketing software SalesPanda

Vishvajit Sonagara of IT returns app Quicko

Anurag Jain of Fintech startup Mandii

Mandar Vaidya of mobile market research Survelytics

Ravindra Krishnappa of Slack response manager Appsonchat

Bimlesh Gundurao of pharma e-commerce company Pharmeazy

Hari Ganapathy of travel company Pickyourtrail

Manjunath Nanjaiah of discount app Smart Rhythms

 

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