Kreeo Makes Disparate Information Discoverable and Manageable for Collaboration

Launched in 2007 in India, Kreeo helps organizations enable information discovery, collaboration and co-creation. CEO Sumeet Anand discusses knowledge/information management solutions in a Big Data world and shares lessons learned along the startup’s journey and pivot from consumer to enterprise software. This article is brought to SandHill readers in partnership with ProductNation 

SandHll.com: Please describe your company and product focus. 

Sumeet Anand: Our key offering is the “Kreeo Enterprise” product and solutions around it.  Kreeo helps organizations to enable information discovery, collaboration and co-creation among people to synergize them as a corporate mind. We strive to facilitate better expression, creation and management of knowledge in ecosystems and to address the needs of a future driven by Big Data, open data and linked data.

Kreeo uniquely combines the strengths of social computing, application PaaS, Big Data and an interoperability layer in a unified framework. Kreeo solutions are applied to a wide variety of contexts such as market-intelligence management, knowledge-centered support, corporate KM intranet, social learning, etc.

By using Kreeo, customers can get rid of multiple application silos and can unify information from multiple sources (internal and external/Web) and make it easily discoverable and collaborative.

Kreeo is currently available for on-premises and private cloud deployments, and we are working on our SaaS offering. The product is applicable to almost all industries and we provide vertical solutions to customers for specific scenarios. Our key targets are medium and large organizations in the BFSI vertical. 

SandHill.com: There are a lot of software products for information management. What is unique about Kreeo? 

Sumeet Anand: Most of the knowledge that matters for a business is either with people or is outside an enterprise on the Web. Traditionally for information discovery and collaboration, companies applied multiple solutions such as social networks, search appliances, micro blogging, content management, document management, file sharing, wiki, blogs, RSS, bookmarking and analytics.

With Kreeo organizations don’t need any of the above as modules or separate solutions; they can do all that and much more with a unified solution that also intelligently organizes (multi-dimensionally) a company’s knowledge and interactions and makes them easily discoverable in a simple, sensible and highly secure (object-level secure access) way.

Using Kreeo, people can get access to real-time results from the Web around their interests (news, customers, competition, technology, markets, etc.) along with all that is available internally inside the company (documents, project info, support content, learning content, user-generated content, etc.).

Users can create content objects and co-edit them like a wiki object or keep them as author-editable blog posts. They can co-edit in draft as well as published mode. Kreeo provides access to near-real-time structured data (graphs, charts, tables) from sources like Bloomberg, etc. along with unstructured content created internally and from multiple Web sources.

Our solution can greatly enhance the productivity of knowledge workers across marketing, sales, R&D, strategy and operations teams.

Read the complete article at Sandhill.com

Why #Hashtags are the future of monetizing social media

You can’t invite people to a party and try to sell them stuff. Pretty much every starry-eyed startup that went after eyeballs gets it by now. Over the last seven years the web has moved away from a consumption medium (think NY times) to a creation-consumption medium (think Twitter, Facebook). But we’ve been very tardy in reshaping business models for this new model of the web. Interestingly, the solution to this monetization problem may lie with a small insignificant key on your keyboard. Read on.

Why are we failing at monetization today?

Traditional online media worked on a Pipe model, targeted only consumers and got away with monetizing eyeballs. Social media works on the Platform model, supports both creators and consumers, and has tellingly failed with trying the same old monetization strategies. 

Media Monetization 101

The monetization of any form of media is driven by mining of context and using that (or some other consumer action) as a proxy for intent. Advertisers then pay to have their ads matched with the right intent. Here are a few examples:

Keywords on a page: Context E.g. AdSense

Search query: Intent E.g. AdWords

Location: Context E.g. FourSquare

Monetization works by harvesting user intent and serving messages/information relevant to that intent. The better you are at harvesting intent, the more effective your monetization is going to be. 

Why is this model breaking down?

Mining context and intent goes for a toss in the world of social platforms. Users are the new content creators and content isn’t necessarily structured. With the older media model, the content creators (typically the media houses) were creating content to cater to search engines. The content was designed for text mining algorithms right at the point of production. With social media, the creators of content (all of us) don’t care about structure. In fact, online conversations are getting more unstructured by the day. Consequently, mining these conversations for context and intent is a crazy task, riddled with false positives. And false positives always lead to spam.

This is why the Hashtag is so important to the future of the web. 

Enter the Hashtag

Engineers would like to be known for the tech innovations that they engineered but Chris Messina will probably go down in history as the guy whose random blog post helped structure a new era of media. In a 2007 post, Messina suggested the use of Hashtags for the first time for Twitter.

This week, Facebook rolled out Hashtags.

It’s interesting to revisit that original blog post and figure out how Platform Thinking is so rare (and important) and how most of us just prefer to think in Pipes. 

Hashtags and Platform Thinking

If you think of media as a Pipe where content creators create stuff and push it out for us to consume, the content creator takes great pains to structure the content. Every piece of content will be carefully drafted in a category, will be peppered with keywords for search engines to gobble and will be structured so that the context can be easily mined.

If you look at the proposals from Stephanie and Brian, they advocate the use of pre-defined groups to regulate conversations around certain contexts. This is a typical Pipe Thinking model. Provide the constraints and force the creators to work within those constraints. It works very well when media is created within the boundaries of a firm.

When media is created by users, as it is today, one cannot afford to think in terms of constraints anymore. This is where Messina’s advocacy of the Hashtag is so brilliant. If you’re thinking in terms of Platforms, you’d want to make the creation process as easy as possible for users, yet ensure that they leave you with enough hints around intent and context. This is what Flickr did when it allowed users to tag pictures instead of forcing them to fit pictures into pre-defined categories. This is what Messina advocates in this post when he argues against users having to operate within groups and allows users to define context and intent on the fly.

Through Hashtags!

Top-down classification and forcing creators to fit within categories or groups is a hangover from Pipe Thinking; an editorial view of the web. A social view of the web requires a more bottom-up approach.

If you think of the social web as a flow of information, pre-defined categories and groups limit the channels in which information can flow. Hashtags, instead, allow creation of channels on the fly to suit the needs of the information creator. 

If you’re still thinking Semantic search alone, you’re in the wrong game

When the world first saw an explosion of user-generated content, people realized that Google’s keyword and link-driven approach to ranking information wasn’t going to work forever. Semantic search was hailed as the next savior.

I have nothing against semantic search. I just believe algorithms are still fairly limited in mining human intent from unstructured conversations. And the web is gradually, but definitively, moving towards unstructured conversations.

The solution to mining unstructured information doesn’t lie in creation of more sophisticated algorithms alone. It lies in, first, solving the problem at the point of production and allowing the new creators to easily append some structure to the information.

That is exactly what the Hashtag does!

If you’re building a platform that enables and promotes unstructured conversations, and you want to go beyond just being a communication tool, to creating a corpus of sticky content, hashtags can help transform unstructured conversations to structure, right at the source.

Tweetable Takeaways

Hashtags are the new keywords, and the key to monetizing social media.

Tags are the new categories, hashtags are the new keywords!

This article was first featured on Sangeet’s blog, Platform Thinking (http://platformed.info). Platform Thinking has been ranked among the top blogs for startups, globally, by the Harvard Business School Centre for Entrepreneurship

How to think about a product startup progress ?

One of the most difficult things in a product startup is to know when has progress happened and if it is in the right track. This is an even more difficult problem for first time product entrepreneurs. Not to say that it easy for a second time entrepreneur but in that case experience intuitively guides.

Most prevalent thinking is to go from idea to a product build phase leading to a launch in alpha & beta followed by several product releases. Sales & marketing gets somewhat sprinkled on top of this mostly spread after the beta release.

Another way to think about this that I have found very useful is the following.

When the anatomy of an idea is examined it leads to revealing of problem and solution hypothesis inside it.

Problem/Solution Fit

The first stage or milestone therefore lends itself to a problem/solution fit. This is the stage when product idea under question has established that it addresses a large pain point and demonstrated a solution that works well for the problem faced for a specific set of users/customers.   For a B2C company this occurs when a few 1000 of users exists and some amount of recurrence or stickiness exist. In case of B2B or SMB product 1- 5 paid or evangelist customers.

User/Experience Fit 

Subsequently this milestone involves having identified the right architecture/flow, copywriting that connects & forms right positioning in the mind, visual and graphic design to create an element of identity for perception and recall.  Essentially providing an experience to the identified user/customers that truly delights and  helps improve acquisition and create retention.

Product/Market Fit

Product/Market Fit is a term that was coined by Marc Andreessen. It means being in a market with a product that can satisfy the market. It is the stage where the product is used or adopted repeatedly by a sizable number of users/customers

Sean Ellis further refined the definition to say that in a survey with customers they are told that product that they are have been exposed would be discontinued and if at least 40% of customers will revolt at that the thought.

In B2B/SMB it is few 50-100 customers and beyond, In B2C it is at least 200,000 users with a good repeat usage could be roughly called to.

Business Model/Scale Fit

It is the growth stage where the right business model for growing at scale is identified at which truly phenomenal growth happens.

Up until the Product/Market fit it is phase of learning and discovery and several iterations & pivots can and do happen.  While this happens it is also important to keep in mind another stage though not related to the product but an important one.

Founder/Problem Fit

Sometimes founder starts with a big vision about the product idea however having to identify a problem that is truly worth solving can be highly iterative process and can look very different from what was originally envisioned. It is important for the founder to re-establish that the revised version is indeed something that continues to motivate to build.  This stage ideally should be post problem/solution fit and before user/experience fit.

This model is not an original one or not even the only model of thinking about stages of a product startup but it helps frame answers for many things.

    • Each successive stage marks reduction of uncertainty and better modeling of risks in product success journey.
    • Visits, Page Views, number of downloads are not good enough for product/market fit. It may be necessary but not sufficient.
    • Product/market fit success is not equal to business success. In my previous startup I built a mobile app (turn phone into webcam) with over 1.5 million downloads and very high daily active usage and along with an excellent NPS. Product was super success but with no business model ( in the pre iOS era  of no app store or mobile ads) the business did not succeed.
    • Early business traction is not equal to product success (not even problem/solution fit). Ex: Several of the Indian e-commerce companies.
    • Job of an accelerator is to help take companies beyond Problem/Solution fit. If the market structure allows smaller cycle feedback loop then it should even achieve User/Experience fit by the time startups graduate from these accelerators. Unfortunately many view accelerator as a way to get funded forward.
    • In India most of the product startups are stuck at just before reaching problem/solution fit and also just before product/market fit.

What are the mental map of your product startup progress ?

Crowdfunding In50hrs: India’s Idea-to-prototype Event Platform

I am in the middle of building two platforms. One being The Startup Centre, the older one, and its younger sibling In50hrs. In50hrs does get a bit of my attention, partly because I find my soul being there with entrepreneurs, teams,  and ideas when they get that Aha! moment of breakthrough and build something. Its priceless being part of those moments.

Most of you might think that In50hrs is extremely well funded, or for that matter, The Startup Centre. I am not at liberty to talk about how much funding went into setting up The Startup Centre (yet), but I can tell you that In50hrs runs on extremely thin budgets.

We knew that overcharging participants is not a way out. People can only pay what they have, and anything more than INR 1500 for an event will become hard to sell – partly because of affordability. Students will need a discount.  Which doesn’t leave much room to wiggle around.

If not for the generous support of organizations such as Thoughtworks, One97, Verisign etc who support us, In50hrs would be an impossible dream.

Yet, last year 1600 participants were part of it, 400 ideas were pitched, 283 prototypes were built, and 185 products launched. 28 startups came out of In50hrs and some have even gone on to raise institutional capital. All that, starts very small.

I love the energy when being in the middle of In50hrs. I love the community that Kerala, Pune and these smaller, endearing cities bring about. I love the moments when i have my jaw on the floor when people build amazing things, and talk about ideas bigger than this country, but are nowhere close to the metros. In50hrs is about that first step.

If you are imagining me high flying to most of these places, infact Redbus has been my best friend. We take the cheapest flights out (in cases like cities far to the north) and we exclusively travel by bus for all the neighbouring cities. By We, we mean me. Because, thats all the time that In50hrs can afford (barely).

An Event Platform like In50hrs costs anywhere between 20 – 25L per year to keep it running. While we have had some generous and far thinkers in the corporate world, raising all that money from corporates is turning out to be tough. Partly because I am stubborn not to want to turn In50hrs into a recruitment event. I cannot nudge someone with an amazing idea, and ask them to dare, and on the other hand also pitch a company that might be interested in hiring them and shelf their idea for a few more years. I’m gonna see the end of me, thanks to wanting to be black and white about it.

So in a moment of madness, thats original to entrepreneurs, I am thinking, if this is about the community, why not ask the community to own this as well. So we are going to start small, and raise 10% of the costs from the community (or atleast aim to). I can’t by any measure do this on your own, but if you’ve been a part of In50hrs and would love to help – in anyway – this is that moment to truly own this wonderful platform. Here’s the question then: Knowing all the pains and troubles we have as an ecosystem and country, would you like to be part of the solution, laying one crucial brick in India’s product ecosystem?

Im hoping your answer would be a Yes.

Cybersecurity: Israel’s Innovation as India’s Opportunity

India is one of the leading victims of cyber-crime and the cybersecurity market is estimated at around US$218 million. Indian cybersecurity companies have developed indigenous products to address rising cyber-threats, but, with limited success. By contrast, Israel is famed for its prowess in developing innovative solutions for fields that encompass agriculture, medicine, clean-tech, hi-tech etc., and this also extends to the emerging field of cybersecurity. Israel’s cybersecurity industry possesses the potential to be a willing partner in defying India’s cyber-world problems.

The essence of India’s ongoing cybersecurity partnership with Israel has primarily been characterized by Israeli cybersecurity companies serving requests of the Indian governmental sector. However, the flow of the collaborative needs to take another direction, and more partnerships need to be formulated in the corporate world. India’s reliance on data systems continues to increase rapidly and corporate entities including start-ups will undoubtedly play a pivotal role in shaping the cyber-domain.

Joint-product development is possibly the most vital area of cybersecurity-cooperation for the Indian and Israeli private sectors. Indian cybersecurity corporations and start-ups are certainly gifted with an enormous market, great ideas, and skilled manpower; but have had limited success in creating innovative products. However, a great idea will not suffice to build a successful product; something ‘extra’ must be added to the existing idea! Israel’s expertise in innovation promises to grant the much-needed edge for the Indian cybersecurity industry to develop world-class products.

A true goldmine for innovative partnerships in Israel is embedded in the globally renowned “Start-Up Culture”. It is very common to see Israeli cybersecurity start-ups being founded by fearless-entrepreneurs with considerable military experience, as they understand the nature of cyber-threats, and the intuitive methodology to pioneer relevant solutions. The start-up community is a significant segment of Israel’s cybersecurity ecosystem that provides valuable partnership and investment openings for Indian corporations/start-ups.

Cybersecurity remains a field where the numbers of threats are growing rapidly; but so are opportunities for collaboration. Securely connecting India’s existing and ever-expanding infrastructure to data systems is an enormous task which continues to open avenues for constructing strategic alliances with Israel. Indian cybersecurity entities must recognize, and capitalize, on opportunities to partner with Israeli counterparts to address India’s cybersecurity challenges.

Guest Post Contributed by Vishal Dharmadhikari, the concept initiator of a business-event – India-Israel Cybersecurity Connect (IICC), which featured as a sub-event in Israel’s largest cybersecurity event i.e. the 3rd Annual International Cybersecurity Conference. 

Why just ‘knowing’ your customer is not enough

Every customer support forum and blog has at least one post talking about the importance of ‘knowing’ the target customer. This is one of those well established cliche-stereotypes that David Foster Wallace points out in Infinite Jest – we talk about them so much because they happen to be true. The only question is, how true?

Is ‘knowing’ your customer really enough?

Cadbury’s knows that its customers are young parents buying chocolates for their kids or teens buying chocolates for each other or middle aged people buying chocolates as gifts. Netflix knows that its customers are strapped-for-time movie buffs who love the convenience and ease that Netflix gives them. But do Cadbury’s and Netflix really know who their customers actually are, what they are doing when they want to buy a chocolate or a movie, when the decision is made to buy a chocolate or order a movie, and so on.

The ‘ideal customer profile’ is not going to reveal the details, and these are the details that matter.

Getting your hands dirty

A month back, Economic Times ran a fascinating story on Airline bosses and the lessons they picked up from talking to passengers while travelling. They figured out how important cheese sandwiches were, faced ground-level problems, got themselves a crash course in regional culture and basically got their hands dirty. The CEOs of India’s flying corporates, though competitors and sometimes bitter enemies, all agree on the point that they learn more from actually being in the shoes of their customers than by anything else.

This is something FMCG companies like ITC and Unilever know very well. Both these companies send their fresh recruits out into the field, into the place where the product has to be sold – the rural heart of India. Even the top management heads out to the street sometimes, in search of that small and elusive insight that could take the sales charts off into the stratosphere.

Do it like Dockers

In Malcolm Gladwell’s retelling of the story, this is exactly what ad agency FCB did with the Dockers campaign of the 1980s. The campaign called ‘Dockers World’, catapulted the khaki brand into probably the most ubiquitous male fashion statement of that period. The insight that FCB used was the male baby boomers’ urge to conform to standards, and not look like a made up Ken doll. The Dockers khakis were exactly that, they came in just three colours then, and all of them were made up of the stringently similar amount of cotton. And so the men who wore Dockers ‘fitted in’, which was exactly what they wanted to do. The iconic campaign is still remembered as one of America’s greatest, and FCB still consider it one of their crowning achievements.

Look for that insight

This story again illustrates why just knowing your customer isn’t enough. And in a product marketing setting, it only makes more sense. The customer profile you have drawn up can help, of course, but it will never come close to looking at the world from your customer’s eyes, figuring out his motivations, his reasons for doing something and what he wants from the product you want to sell to him. These questions may have the most surprising answers and from these answers, will come the insight that will endear your product to the consumer.

Stories are Better Than a Feature List

You’re at an event, and you’re ready. You know your product inside out. You know the competition. You know the licensing terms. The deals. The partners. The competition. Technical details. Market details. Detail details. Regulations. Strengths. Compatibilities. Your head is stuffed. Crammed, just when – A customer comes to you. “I’ve got sixty seconds. Why should I buy from you?”

You spent years learning and studying and now you’ve got 30 seconds. You choke on your own knowledge.  In this situation, has your strength, your deep product knowledge, actually become a weakness? What do you do? How do you convey so much information in such a small amount of time?  It’s these situations, when a 100-slide PowerPoint deck or a technical demonstration is not possible, when it is critical to turn to the oldest form of persuasive communication in the world – the story.

Your customers are being constantly bombarded by myriad of marketing messages as well as other communication – emails, blogs, and social media. How do you make them notice your message and remember it when making a decision? The answer again is a story. Stories are powerful. Stories propagate thru centuries without any media coverage and advertising dollars. We hear stories in childhood and we repeat them to our children. And the story goes on. Consider these two announcements from two of the biggest product and SaaS companies.

Microsoft’s Jan 21, 2007 announcement

As Microsoft continues to deliver innovations to its unified communication and collaboration platform – which includes Microsoft Exchange Server 2007, the 2007 Office system with Microsoft Office SharePoint Server 2007, and has solutions in the pipeline such as the next generation of Microsoft Office Communications Server – Microsoft’s industry partners find that business is booming.

Google’s Oct 11, 2006 announcement

Ever found yourself trading email attachments with several colleagues, trying to collaborate on a document, only to have someone chime in at the last moment with corrections to an outdated version?  Today, at the Office 2.0 Conference in San Francisco, Google launched a solution to these collaborative and document-management challenges: Google Docs & Spreadsheets

Which one do you think is easier to understand and remember? Which is stickier?  The Google announcement has elements of a story as suggested by Heath brothers in their book Made to Stick.

Technical people are horrible at telling stories. It is tough for them to move from listing technical features to telling stories. Here is one way forward – apply to your writing the SUCCES framework suggested by Heath brothers in their book Made to Stick. They say a sticky message is simple, has an element of unexpectedness, is concrete and complete, makes an emotional connect and is told like a story. I strongly recommend the reader to get hold of the book and practice what the brothers suggest.

Here’s another example from GE – look at their site.

Their lead story isn’t about the products they sell or the event they were at. At the core GE stands for innovation and they tell us about their innovations not by listing their innovations in a bulleted list with awards and partner logos attached, but by talking about their rich history, their leaders, their visions and their journey over time.  It’s a rich narrative and something we can all learn from – the products are there but it’s not their lead.

You need to create your story or others will create it for you. – What is the narrative for Apple, What about Google or eBay? What would your narrative be? Remember to make your customer a hero!

#PNMeetup – Showcase your Product & Get Advice from leading CIOs

We are pleased to partner with APAC CXO Forum to put together the 8th #PNMeetup in Noida.  If you have a brilliant Enterprise Product and you just know that its the best out there, here is an opportunity for you showcase your product and get one hour of quality one-on-one time with the CIO community. In this one hour, you not only get a chance to showcase your product to the CIOs but also get one-on-one mentoring/guidance on product strategy, Go-To-Market (GTM), scaling and sales among other things.

Interested?

Please click on the following link to apply. Alternatively, send us an email at pnmeetup(at)pn.ispirt.in 

Only 3 companies will be selected so that each startup gets quality time of one hour with the CIOs.

Process:

Your application will be vetted by the CIOs. Final selection of companies will be done by the CIOs themselves.

We are expecting some very senior and eminent CIOs in this session, supported by APAC CXO Forum. The session is scheduled for 20th July in Noida. Stay tuned for more details.

What’s your Sales Story?

Whenever faced by dilemma over any issue pertaining to sales and marketing, I recall a famous quote by Ben Feldman, who is considered one of the best salespeople in world history.

Don’t sell life insurance. Sell what life insurance can do.

Just by following this one mantra, Ben was able to insurance policies more than worth USD 1.8 billion in his life!

It would be unfair if I don’t mention Steve jobs here. Have you ever seen him selling Apple products? No! He would always sell you the idea of ‘how apple products can change your lives’. Watch his keynotes at the launch of iPhone or iPod and you will understand what I am trying to say here. Sadly I don’t see the same approach being used by Indian startups and product companies. Many of us are still struck at ‘Buy our product, this is the best; this is different; this is cheaper; this is awesome…..’.

Human brain is inherently averse to sales. The moment we realize someone is try to sell something to us, we tend to lose interest in the pitch, become defensive and start finding reasons why we don’t need the particular product (or service). So rather than doing direct selling using plain facts and figures, if you narrate a story about your product and how it can help fulfill peoples’ dreams, chances are they’ll listen to you. Research has proven that majority of the decisions are driven by emotions and not reasons. We don’t realize that because our brain tries to find logical reasons to justify the already made decision.

So triggering those emotions should be a critical component of company’s overall Sales story. Ideally the sales story should be centered around the following,

  •          Making people more powerful/ efficient/ potent through your product
  •          Making people passionate about your company and yourself
  •         Ringing alarm bells in peoples’ minds of losing out on something if they don’t buy your product
  •         Generating mystique and awe among people for your company and yourself
  •         Being just enough rebellious and loud to make some noise and stand out
  •         Developing trust among people for your company and yourself (damn important)

 

Let me take an example. I went for a sales meeting for some stakeholders from a global networking giant. Here is what I presented the first time,

‘WE are Company X. WEhave been doing this for so many years. WE have worked with companies like … WE’ll help your business grow to next level (x%). WE’ll help to save y% costs. We’ll increase your efficiency by z%, so on and so forth’

I got a good response but not a mind blowing one. We were asked to present to some other stakeholders in the follow-up meeting. I decided to try out something different this time. Here is what I presented,

‘YOU are Company Y. YOU have been doing this for so many years. YOU are doing good with a% growth, b% cost savings, etc. YOU are projected to reach here. What if we help YOU reach there. YOUR competitors are already catching up. We can help YOU leapfrog. We have already helped many companies to do the same. YOUR company is very good, we can make YOUR it awesome’  

Boom!! Applauses all around!

Notice the ‘We’ centric approach compared to ‘You’ centric one. Research has proved that customer relations are more long-run and stronger in the latter approach. I have complemented ‘company’ with ‘yourself’ because your personal branding goes hand in hand with that of the company, as people don’t perceive you much different from your company. I can’t think of any aspect of life where you don’t have to sell anything. I believe aforementioned points are relevant in every sphere of life- job interviews, user acquisition, b-school interviews, advertising, online marketing, presentations, proposals, VC pitches, etc.

For the founders, it goes without saying that you should have questions related to positioning, value add to customers, target market segments, key differentiators, etc. clearly figured out before you start creating your sales story. Answers to these should be Crisp, Short, Tangible and Simple.

Happy Selling !!

Action Plan for increasing M&A opportunities for Indian product startups

Indian product companies punch below their weight. Despite huge innovation and rising entrepreneurship, most Indian product companies are invisible on the global map. The reasons are many, but a big one is the lack of meaningful exits for companies that actually create value in their product markets. This paper focuses on a plan to address this gap.

The iSPIRT position paper of March 2013 identified several issues that need to be addressed to improve M&A activity in the US-India corridor. While discussions with the Product Nation community members strengthened the propositions made, we needed to get a buyer’s perspective before formulating an action plan. This led to an Executive Brainstorming Session with several prolific technology leaders and acquirers from Silicon Valley.

The brainstorming session at Palo Alto, CA on May 21, 2013 had broad participation from across the tech industry and was attended by M&A professionals and senior executives from Autodesk, Cadence, IBM, Intel, NTT Docomo, Facebook, Paypal/Ebay, VMware, and Walmart Labs. The iSPIRT team also had a private meeting with the head of M&A at Oracle. Representatives from Cisco and BMC could not be present due to last-minute issues.

On May 22, the iSPIRT team met with the CEOs of about 20 Indian startups, most with some presence in Silicon Valley to gain better access to their markets and customers. This meeting further stressed the need for improving M&A exits for startups, particularly for those that lack strong US VC backing. There was unanimous agreement within this CEO group that improving company readiness, visibility and access to potential acquirers would go a long way in planning successful exits. Inputs from this meeting have been included below.

iSPIRT M&A Connect Action Plan 2013 Version 2

7 tips to build a script :: a Step by Step guide

I wish it was mathematical. But it isn’t. There are unlimited combinations when building a story. That’s what makes it so much fun to consume – you never know how the storyteller tells it… 

So instead of giving you tips in a bulleted format – let’s build a script together.

What we know (or must know) before we start:

  1. This is for a 60 sec pitch video about a product called Glitch from Triton.
  2. They sell to Hotels. Their audience is clearly marked out.
  3. What the product does has been clearly documented.
  4. We need to bring out a call to action so they visit the product website.
  5. We are selling to Hotel people – they don’t have time to consume long form content – so the video should not be soggy and heavy – it should be light and brief. This means no more than 2-3 propositions. 

STEP 1: Start with a problem

” Guests want something – you deliver. Its simple. But when this doesn’t happen – your guest will get upset and then…. she’ll tell the world about it. The last thing you’d want is to read about such episodes on Social channels. “

Your product may solve many problems – choose only ONE to start with. Choose the problem that’s closest to your customer’s customer. Your customer cares about that. 

As you can see, we get to the problem quickly. The script doesn’t teach anyone. It just sketches out a scenario that will happen when the problem arises – customers will crib about your hotel’s service.

So here’s the first tip: 

TIP#1 – Get straight to the problem. Don’t beat around the bush. 

The easiest way to do that is to think like a customer and ask yourself – WHY MY FEATURE. Think what makes sense for you (you’re wearing the customer hat mind you). Think about that exact problem it solves. And then write that problem in simple words. Be direct and obnoxious if you have to – we’ll soften it later. 

STEP 2: Lets talk about our product a little

” There’s an easier way. Triton’s Glitch. Glitch alerts you when something has gone wrong in the service. And what you had to give up to … well… sort it out…. “

Part 2 of the script talks about the product. But not too much. We’re just making an overarching comment about the product. This is the main proposition or a product ‘tagline’ if you will. 

Tip #2 – Resist the urge to start talking about features here. Instead – make an overarching statement that comprehensively explains the product. 

This is around the 20 second mark. This is the time your audience will make a decision if this problem-solution pair interests them or not. 

Tip #3 – To optimize your video – ensure that the bucket personas as close to each other as possible. In every way… 

If you know what fish are in the river – you’ll be more successful in fishing. That’s because you won’t need to change the hook after every catch – you can just add the bait and cast your line again with the same hook. 

STEP 3 – Explain the feature a bit

” Whenever a service breakdown happens – all departments are instantly alerted and the right manager meets the upset guest, apologizes and offers a compensation. “

We’re going to show how the tool will work. We’re being absolutely real. This happens and then this happens and then this happens.

Tip #4 – use real cases where your customer has benefited and use that as the central pivot to build a story. This is another technique of writing a script – where you start with a situation and come back to the overarching product tagline. 

STEP 4 – play the second trump card

“What you get at the end of the day are clean reports that mark out repeated service breakdowns and compensations spent on them – across multiple properties.” 

We play our second trump card – a business benefit around data. We’re telling the hotel people that they can track and audit their expenses. No business likes to lose money and we chose to work around that sentiment when writing this line.

Tip #5 – sometimes your product may not have a ‘reporting feature’. In this case – try to bring out another feature or proposition. For eg. – X-app can also send you instant alerts…, Y-cloud will immediately shut down ports…, Z-service will raise a ticket… This is the second trump card. 

STEP 5 – Wrap it up

“No wonder a renowned Hotelier claims 18% jump in guest satisfaction scores since they implemented Glitch. Check it out today.”

We use some of our customer conversations and pick out a data point that one of the customers mentioned. This brings a reality check to the audience about the 2 claims we made earlier – step 3 and step 4. 

Tip #6 – Nothing convinces like data. Use as much data as possible in your stories. Avoid fairy tale endings and princesses and frogs. 

Tip #7 – Though I just said don’t use fable characters – one of the techniques is to start a story with a misdirection. So use these animals to start stories – not to end them. 

– – – – – – – – –

Here are 3 criteria I consider when evaluating a script:

  1. Is there any humor in the first 20 seconds. If the script doesn’t have humor – animation should. Or the screenplay. Or the audio – something must make the audience smile.
  2. After reading the script till the end – I should be able to recollect the first line of the script – without having to go back to the script. This means the script is light and catchy enough for my mind to be able to recollect what I read a few seconds ago. The information ‘stack’ on me is small enough for my mind to register and remember. 
  3. Word limit and sentence size. No more than 150 words and as small sentences as possible.

– – – – – – – – –

 Together now – this is the script in its final avatar. 

” Guests want something – you deliver. Its simple. But when this doesn’t happen – your guest will get upset and then…. she’ll tell the world about it. The last thing you’d want is to read about such episodes on Social channels.

There’s an easier way. Triton’s Glitch. 

Glitch alerts you when something has gone wrong in the service. And what you had to give up to … well… sort it out…. 

Whenever a service breakdown happens – all departments are instantly alerted and the right manager meets the upset guest, apologizes and offers a compensation. 

What you get at the end of the day are clean reports that mark out repeated service breakdowns and compensations spent on them – across multiple properties.

No wonder a renowned Hotelier claims 18% jump in guest satisfaction scores since they implemented Glitch. Check it out today. “

Product positioning and sales strategy must be approached the way an army fights a war

To position the product, you must first have clarity on the addressable market and its breakdown in terms of different industries or user communities (let’s call both of them as ‘verticals’ for simplicity). Then analyze which of them can benefit the most from your product, where your maximum contacts are, and which has the least competition.

You can accordingly initiate preliminary sales efforts with well-known contacts in verticals that appear to have the best potential. Initial sales in a start-up are opportunistic—you take the business that you get. Yet, over time, you can only gain by firming up your target client base and tailoring your product to them.

Product positioning and sales strategy must be approached the way an army fights a war. It may not be easily apparent which verticals to focus on. In similar situations, armies launch probing attacks to detect weak lines of defence, before deciding on the exact battle plan. Founders can test the market with different customers, who would help them to develop insight into which industries, user communities or geographies have the best potential.

Once weak links are identified, choose initial battles to be on your terms. In the 1971 war, the Indian army avoided enemy troops that were concentrated in cities in East Bengal. They quickly captured the countryside, surrounded the towns, until the enemy surrendered. Similarly, a start-up must spend its limited sales budget to target the right customers.

Positioning and sales are influenced by different factors, some of which are listed below:

Target Market

  • Your product may have the potential to solve similar set of problems for different verticals. However, limited finances will stop you from ad- dressing all of them. Focusing on one or two verticals can result in a more specific solution, thereby increasing total value delivered by the product. This improves the probability of converting opportunities to sales.
  • The best target segments are not necessarily the obvious ones. For example, a vertical may be large but should be ruled out if it has entrenched competitors, less appetite for IT products, remote location etc.
  • Conduct some research by talking to potential clients in various verti- cals, industry experts and reviewing market surveys.
  • Sometimes, you may simply stumble on the right vertical. Initial clients provide the momentum and knowledge base related to a particular industry segment.

Delivery Model  

  • Sales strategy depends on the kind of product: enterprise software for companies, consumer software, web downloads, hosted solution (SaaS) with subscription fee, or an ad-based ‘free’ web portal.
  • Your product may support more than one delivery model. Thus, vendors may target big companies with full-blown enterprise software, while providing a SaaS version for SMBs. Many companies offer a free downloadable ‘lite’ version of the product, which can be upgraded to a paid full version. A free website may charge a subscription fee for advanced capabilities or special content. 

Initial Support

  • Does your product work out of the box with almost no support? Or does it need some customization and training? Is the product serving an obvious need, or does it require substantial education before a client decides to buy the product? The answers will influence the sales model.  

Geography

  • Is your product specific to India or global in scope? Even if global, do you plan to sell in India first? Does your city and region have sufficient opportunities to sell the product?
  • Except with SaaS, targeting and supporting customers outside India can be very expensive. It is best to follow an ‘expanding universe’ model, where initial focus is in your immediate area, followed by proximate locations, and then a global market.

Product positioning is closely tied to licensing model and pricing. We will consider each one individually.

Where is my story?

Most startups talk about product features and how they are better than their competition in terms of their offerings. They really don’t tell stories, however people remember stories for long and not the facts and figures. Most often than not, people say we are a startup, we don’t have paying customers and we do not have stories to communicate. The fact that they are developing a product itself is towards addressing a market gap that the incumbent solutions are not addressing – product creation story. Why don’t you communicate that as a story?

Let me give you a couple of examples.

I was consulting one of the product startups in the education space, which provides smart classrooms. They also were communicating features, benefits as a part of their communication, but they realized that they wanted to do stories. I asked them, why did you choose to develop this product and how did you go product startups about doing this?

In fact, when they wanted to develop their product, they understood the gaps in the market and they had an idea about how to address the gap but they weren’t very clear. In order to get the clarity, they interviewed hundreds of students and hundreds of teachers from across the country before beginning to design their courses. These interviews provided them with a clear idea of the instructional methods followed and what was lacking in it. With this, they started to develop the courses and after about 36 months of work, they have more than 6000 classrooms using their product. This is their product creation story, which they started to communicate very efficiently.

They also prided themselves on the usability of their product and its intuitiveness. I asked them, what does your customer feel about the usability of your product? They said that they are completely positive about the experience. I persisted, what do your prospects who are evaluating the product feel about usability? They weren’t very sure about it. That’s when, we wanted to influence their perception and we decided to do this as a story as well.

We decided that we would not demonstrate the product to the prospects; instead, we will install the setup and get a couple of volunteers from the school to play around with the product. Once they did that, they understood the usability experience, they felt a part of the experience and they started championing the product sales, which resulted in improved conversions.  This became their usability story, which is a part of their pitch now.

These examples are only triggers for you to identify where your stories are. I am sure that this would act as a starting point for you to find your stories.

India’s Need For Entrepreneurs and the MindSet

In 1991, the second Independence of India took place – there was an opening up of the economy that led, in its own tortuous Indian way, to the opening up of the minds of a section of the population. The educated middle class that had till then either left the country for greener pastures or taken up jobs in the government or with the few MNCs operating then started looking around at opportunities that were being created in India. Entrepreneurship still seemed like something only two sections of society ventured into – those with family wealth or traditional business backgrounds or those without any other option namely, the roadside food shop, the barber and the small store owner. Very few consciously chose entrepreneurship as an option. Then, towards the end of that decade, a remarkable thing began to happen. Young educated middle class Indians suddenly started taking an interest in India: a host of environmental factors played a catalytic role in this phenomenon: the rise of Indian entrepreneurship in the US, the emergence of 1st generation educated middle class Indian entrepreneurs, the creation of aspirations in a increasingly mobile workforce and the media, increased availability of capital and the like. India started getting noticed in the West and India’s arrival on the global stage started getting reported in breathless hyperbole. However, all this euphoric talk about India’s growth and success hid the fact that crony socialism had quietly given way to crony capitalism which was as insidious. Governance and policy making took not just the last rows in the stadium that was cheering “India’s arrival” but were not even in the stadium! The penny naturally dropped on the India story.

Today, we’re confronted by the stark realities of India that the breathless comparisons with China and other countries had somehow managed to paper over. The hubris is slowly and painfully giving away to the realization that the parties celebrating India as a super power had begun too soon. And that there was, quite simply, an enormous amount of work to be done.

In 2012, as India enters its 66th year, our first prime minister’s rousing speech “Tryst with Destiny” is yet again worth reading. Are we anywhere close to redeeming the pledge made, has the new star of hope provided succour and whether hope still springs in the hearts and minds of all of us? While very impressive strides have been made in many areas, especially given the desperate condition at the start of our country’s birth, it is important that we keep in mind the fact that 15% of the world lives in India and over 68%  ie about 700million of our people live on less than US$2 a day. Over 17 million people are born (equivalent to the population of The Netherlands), an estimated 40million are unemployed, over 500,000 students graduate each year from various colleges and over  12 million join the workforce each year . The investment required to educate, train, and deploy these large numbers into gainful jobs is in the tens of thousands of crores. And remember, these millions of jobs have to be yet created! Now imagine the public healthcare, water and sanitation, education, travel, housing, electricity, entertainment, banking and financial services that need to be provided to these huge numbers assuming there’re jobs that lead to incomes being generated leading to consumption and investment. Imagine a scenario where tens of millions of young energetic citizens become disillusioned job seekers – the social upheaval possibilities are terribly explosive even to contemplate, particularly in our country.

For far too long, we have been plagued by poverty – of ideas, of ideology and of course economically. Misplaced socialistic policies in the early years of India ensured that poverty was distributed while cronyism ensured that a few made unconscionable amounts of money and enjoyed the trappings of power.

Jobs are created by entrepreneurs. Governments are facilitators and regulators to make sure that everyone’s playing fairly and by the rules that have been created to facilitate the creation of jobs. Wealth is then created by entrepreneurial actions. Only when wealth is created, can there be investments in creating the support infrastructure and services necessary for India to seriously consider redeeming its pledge. And a crucial pre-requisite for this is the need for an entrepreneurial mindset.

Change in every society, in every age, in every sphere of human endeavor has come about because some people, a minority, decided to put their entrepreneurial mindsets to work. And they were able to put their entrepreneurial mindsets to work because they were incredibly passionate about what they believed in. This minority is the entrepreneurial community. And while the term “entrepreneur” is generally used in the context of business and startups, it is important to realize that the entrepreneurial mindset has been, is and will be on display all around us.

Anyone with an entrepreneurial mindset dreams big, is interested in solving problems, seizes opportunities, is unafraid to experiment with new ways of doing things in order to achieve the dream, demonstrates leadership in creating new resources while marshalling existing resources, energizes people to work collectively to executing the dream, is conscious of the need to be fair, is respectful of the laws of the land, realizes the need to act with speed, engages and responds to feedback with a recalibrated approach, is unapologetic about effecting positive change by challenging a prevailing status quo and works incredibly hard. Possibilities of effecting change and making a difference to oneself and to others as against complaining about constraints (“I have no resources, I don’t know too many people, don’t have the knowledge or experience”) is what distinguishes those with the entrepreneurial mindset from the others. They spend positive energy in figuring out ways to create, seek and aggregate resources (team members, finances, networks) to make the possibilities come true. They are not afraid of failure but instead as Vinod Khosla says, “My willingness to fail gives me the ability to succeed”. In other words, keep shooting multiple arrows at the target.

What is it that drove Andrew Wiles for 30 long frustrating and difficult years to solve Fermat’s Last Theorem – ever since he first came face to face with it at the age of 10 – that had confounded mathematicians for over 350 years? What is it that makes a Reinhold Messner, the greatest mountaineer of all time, climb mountains on every continent, losing several of his fingers and toes and putting himself through extreme life threatening hardships such as climbing Mount Everest without oxygen? Surely, it wasn’t the money! What is it that made a significantly deaf, unschooled child grow up to become Thomas Edison, one of the most prolific inventors of all time with over a 1000 patents? Well before IPL, the stuffy establishment of cricket was changed forever in 1978 when Kerry Packer an Australian media baron challenged status quo by signing up 51 of the world’s top cricketers and introduced limited overs cricket under flood lights, with fielding restrictions, with coloured clothing, cheer leaders and the like. How come no one else thought of this before Packer? Would there have been a Nano if not for a Ratan Tata daring to think of a $2000 car for the middle class Indian?

The mightiest empire the world has ever known was shaken to its very foundations by the incredible demonstration of the entrepreneurial mindset by Mahatma Gandhi. For example, he had this to say about Swaraj “we must have a proper picture of what we want before we can have something approaching it”. Landing in India in 1915 as a 46 year old without any real understanding of India and without any mass following, but shaped by his South African experiences on the need for social justice, driven only by a set of passionate beliefs about the need for freedom for India, developed his concept of Satyagraha and energised people through his own unique blend of non-violent politics, lifestyle and use of symbols like the Dandi March.

We all have heard of Amul. It is India’s largest branded impact making organization Amul today impacts over 3 million milk producers and generates over $2 billion in revenues. It is world’s largest vegetarian cheese brand, India’s largest food brand and the largest pouched milk brand. It would be hard to imagine that an Amul could have been created without the entrepreneurial mindset and leadership of Dr Verghese Kurien, who led Amul as it innovated across the value chain. Amul incidentally was founded in 1946 before India’s independence!

From the few less than obvious examples cited above, it is clear that the manifestations of an entrepreneurial mindset are visible across very many areas of human endeavor.  As we contemplate an India that can  redeem its tryst with destiny, where jobs create economic security for hundreds of millions, we absolutely cannot ignore the seemingly intractable problems that confront us all as citizens. I have long believed that change in India will gain irreversible momentum when the generation born after 1991 enters the work-force. This is the generation that is confident, knowledgeable, technology savvy, is aware, well traveled and is impatient. Fortunately, India is the home to the largest number of such people anywhere in the world.

Resolving these problems requires the energizing of the entrepreneurial mindset that’s latent in each of us. Each of us can make a difference if only we dare to think differently. Changes in the way things are done in government, in politics, in society, in business, in education, healthcare are all eminently possible through entrepreneurial thinking with job creation and facilitation as the important outcome.

Here, therefore, is a question for us to ponder over:

Is it possible for us to imagine that each of us, in our lifetimes, creates – either directly or indirectly – a 100 jobs? Are there not 100,000 people – educated, experienced, entrepreneurial and energetic – who can each take up this challenge? Ten million jobs can be created by this group, indirectly benefiting 50 million.

If it is possible, it is do-able!

The Brihadaranyaka Upanishada has this to say:

“You are what your deep, driving desire is. As your desire, so is your will. As your will is, so is your deed. As your deed is, so is your destiny.”

7th #PNMeetup – Get to millions of visitors without spending money

3 founders, 25 good listeners and a rainy Delhi afternoon. Topic: “Get to millions of visitors without spending money”. It was a perfect setting for sharing of experiences by those 3 doers (Ankur@Akosha, Rajat@Socialappshq, Pallav@Knowlarity) about their own experiences of getting users, when they started. Keeping in its tradition, Avinash and Nakul organized this month’s meet-up in the office of Akosha.

Ankur, started the afternoon with his thoughts on “Zero” cost marketing. He shared many simple things that start-ups can do or shouldn’t do. It is not easy in the beginning to get people to know about your product and/or brand. One would typically need to find innovative ways. He shared some of this tricks that Akosha followed and what worked and what not worked. One of the key takeaway was that one should never outsource SEO. The product is yours, outside people cannot help you out. You have to learn, try and make it perfect. One also need to know about google analytics, if one is launching a web product (or if I think about it, any web connected product. It could be a website or it could be an app). Audience also shared their experiences with SEO and many felt that if done correctly, it can do wonders.

Rajat also shared some neat ways where companies have taken help of SEO. If your product allows (or if you can find ways of doing so), you make others do your SEO work. e.g. you can do content partnerships where your content is shown by other leading websites.

  Many other consumer connect ways were discussed like Twitter, email marketing. Email marketing generated quite a bit of discussion given that different people had different experience. However this is also a fact that email is a very powerful tool. A trick, which I find worth mentioning is, always run your campaign in 2 steps. You always get email databases from market or from “someone”. Run a dummy campaign to exclude bad addresses (you can use a dummy domain as well for this). In Part 2, exclude bad addresses and use your actual domain to send your emails. 


For finding leads, in your early days, one need to think out of the box. e.g. if you are in classifieds business, visiting your competitor sites would give you quite a number of leads. It is also true that finding fist few customers if often way more difficult than getting your next 1000 users. When you start, many a times you believe that world is your playground. Problem is that you keep looking for that first mate to play with. As Pallav (Founder Knowlarity) shared an anecdote about how he got first customer, there were many oohs and aahas I could hear among audience. Getting you first customer also tests one’s persistence as was evident in the anecdote shared by Rajat. 

In startup, we always need people who can hit the ground from day 1. There is no, as they say it, settling in time. This was very well explained by Pallav. An interesting graph shared by Pallav


In a Start-up, you are typically looking for a Maverick sales person.

Overall, an afternoon, from which I could find many practical take-aways. There may not really be Zero cost way to reach million users, however there are many ways to do this in price effective way.

Guest Post Contributed by Ajay Bansal, Director, Product Management at U2opia Mobile