EMBARK AUG 2018

“Risk more than others think safe.

Dream more than others think practical.

Expect more than others think possible.

Care more than others think wise.�

By Howard Schultz

Dr. Prafulla Pawar Professor & HOD

Department of Management Sciences (PUMBA), Savitribai Phule Pune University believes in providing its students with immense opportunities to display their talents and realize their dreams. We believe one must be able to work hard and manage expectations, while building and utilizing their skill sets to grow in their careers.

Motivating students to take up activities, supporting them and seeing them achieve their goals is what fructifies our efforts. EMBARK; the Sensation magazine is one of our activities where students express themselves and learn about Entrepreneurship.

Embark has prided itself on showcasing businesses and start-ups and really has been the go-to place to learn about setting up and successfully running a business. It is a medium where students exhibit their creativity and thought processes, and industry professionals share their insights. Students study and present reports and articles on various topics through this magazine. It helps them in honing their Entrepreneurial skills before entering the market. Our sole motive is to groom students in the profession they choose and provide them with the guidance to fulfil their aspirations.

I would like to congratulate Entrepreneurship Development cell for another successful release of Embark .

I appreciate the efforts of Dr. Rajesh Pahurkar, the faculty coordinator of ED cell, and all the members of ED cell who have made Embark successful through their coordination, contribution, commitment and dedication. I wish the ED cell team, All the very best in their future endeavours...!

Dr. Rajesh Pahurkar Faculty Coordinator, ED Cell

Entrepreneurship is a path that is less travelled and is extremely fruitful, it certainly has its own set of risks and ups and downs, but is definitely worth exploring. It cannot be taught like any other course, but requires a certain mind-set that can be created.

In India, the basic purpose of educational system is to create manpower to fit in the existing job market. Majority of the students passing out of universities and colleges prefer to get a safe salaried job and only a handful of students decide to start their own ventures. We cannot blame our students because of our existing educational system; Universities need to be more innovative and entrepreneurial as against traditional way of teaching and research. Traditional universities focus on transfer of knowledge through education, and advancement of knowledge through basic research. This traditional approach produces graduates that are industry ready, not industry pioneers.

The output of universities should not be measured only on the basis of the number of students enrolled and passed out with a degree. The social and economic contribution of universities should be considered for its evaluation. Universities must emphasize on activities that lead to economic and social development, while doing so, there must be synchronization among university– industry–government. Such a university can be called as an Entrepreneurial university.

Entrepreneurial universities can undertake various entrepreneurial activities like promoting innovations, Protecting Intellectual Property Rights (IPR) through patents.

Finally, I would like to give my best wishes to ED cell, PUMBA. All the very best!!!

Akshay Pawar

Coordinator, ED Cell

Beforehand, I congratulate Kunal, Tushar and Team ED for bringing August edition of Embark. Embark, the Entrepreneurship sensation magazine is our effort to back the passion of the readers with a reason.

Over the years, Embark has become a great learning experience where wannabe entrepreneurs get to know about the hardships that entrepreneurs face in the journey of entrepreneurship and how they overcome them with their perseverance.

Embark aims to instigate the entrepreneurial gene that is present in every individual.

Department of Management Sciences(PUMBA), Savitribai Phule Pune University believes in providing its Students with various opportunities to display their talents and awaken their entrepreneurial spirit. Entrepreneurship Development Cell is such a step towards it that provides an overall skill development program to the students. ED Cell also believes in motivating students to take up activities and supporting them to accelerate their journey towards entrepreneurship.

As Richard Branson has rightly said, “Entrepreneurship is about turning what excites you in life into capital, so that you can do more with it and move forward with it.�

Mr. Kunal Tripathi Editor, Embark

In this era of technical disruptions, it is not uncommon to challenge the established, and unveil the unexpected, yet it takes blood and sweat to embark on the tortuous path of entrepreneurship.

The proliferation of ideas in the young minds has led to believe what earlier was supposed to be ‘Beyond the Dimensions’.

In this edition, we have set the trajectory to gander at some formidable personalities who have accomplished in attaining status quo of successful entrepreneurs in a Wide spectrum of areas.

I express my sincere gratitude to our Head of Department, Dr. Prafulla Pawar, and Faculty Coordinator, Dr. Rajesh Pahurkar for giving us this opportunity to launch EMBARK and helping us with their invaluable feedback time and again. I thank all the Entrepreneurs for their time, and sharing their insights. It would not have been possible to Publish this magazine without the efforts put in by the Embark team. I thank every single Person whose efforts have fructified in the form of this magazine.

I believe in Seth Godin’s saying, “The cost of doing wrong is less than the cost of doing nothing.”

“Entrepreneurship begins when Innovation meets Passion.”

Ms. Nidhi Saraf Founder, Key Venture Hello Ma’am! Firstly, Thank you for taking time out of your busy schedule and granting us this opportunity to interview you. Could you please tell us something about Key Venture?

Key Venture is an Advisory Firm that specializes in Raising Funds for Early and Growth Stage startups through its connections with HNIs, VCs, Family offices and Institutions over 10+ yrs. We provide end to end assistance to Startups in their raise fund process. This includes making PPT, Financial Modeling, Business Strategy and growth plans. We handpick the startup we work with and with a clear objective of helping them get the most appropriate investors.

When you started working in 2009, the startup culture was just in its growth phase in India. Can you please tell us how, in your view this culture has evolved over these 10 years?

In 2008-09 I got associated with Angel Investing due to my association with Mumbai Angels. There was only a history of 1-1.5 years in Indian angel investing at that time. The ecosystem was at a very nascent stage. I have seen it changing and developing in front of me.

First, the numbers of seed, angel and venture fund providers have increased. And secondly, while earlier the funds used to get invested only in opportunities worth $15-20 Million, there is now a whole gamut of fund providers that consider investment opportunities at various levels. There is an active network of Social Entrepreneurship, which is supported and celebrated and was never heard of at that time. Now there are various incubators and accelerators. There are more success stories serving as testimonies to people who are just starting out. There are benchmarks established

in the industry that can help in evaluation and valuation of startups. India has a lot of potential and all the success we have had in the past is just the tip of the iceberg.

How would you describe your experience working with leading Angel networks in India?

It has been a great journey. I was the first team member at Mumbai Angels and then at Indian Angel Network. The amount of learning has been tremendous.

There is better understanding of this space in my mind. 10 years of helping both the investors and the entrepreneurs has helped me develop the relationships with Angels, VCs and the People running the ventures. It has set the stepping stone for what we are doing today at Key Venture.

When and how did you realize that you want to be an Entrepreneur?

Well, I grew up in Kolkata in a Marwari business family, so you can say that business has been in our genes, but I never realized that I will take this path and things will turn and come up this way. Business world has been accessible to me since inception.

When I completed my MBA in Finance, we were in the middle of 2008 crisis and opportunities in finance at that time were few and far between. Fortunately, at that time I got an opportunity to be associated with Mumbai Angels and working with them, I realized that this was my calling.

I loved finance and I loved business, but what business I am going to do, I only learned that working with these businesses.

You are also an Angel investor and mentor for some startups, how is your experience working with them, learnings to be drawn from them?

First, that’s a really great question.

What is my experience is that your commitment to the startups remains the same but the expectations of the startup towards you changes in different roles. So when you are an entrepreneur, the clients and stakeholders look at you in a different way, being more focused

on level of services you offer. When you are a Mentor to them, they look for succinct and actionable advice.

When you are an investor they look forward to the funding and support you bring to the table.

When you are an evaluator and facilitator in capacity, then they want you to help them close the deals in best possible manner and time frame.

So in a nutshell, your commitment to the startups remains the same, yet their expectations with you changes with the role.

In your view, how does a startup differ from any other business?

Simply put, I think there is not much of a difference. The level of technology used at times helps people make differentiate. Every business was a startup once and then it came to be called as a corporate.

Look at Multibillion Dollar Corporates these days, even they prefer being called a startup because that is the tag they want to be associated with. This is largely a terminology game, Business is Business. It totally depends on what do you want to be called.

The questions remain the same.

Are you creating value?

Are you contributing to the economy and spreading prosperity?

Are you satisfied with the kind of work you are doing?

What does true Entrepreneurship mean to you?

Tangible value creation that makes difference in the lives of people and community.

How do you see Entrepreneurship and women in the workforce playing a role for India in future?

While we have Women Leaders Like Naina LalKidwai and Chanda Kochhar as set examples but with the growing Indian economy we as Women Entrepreneurs can do much more and set a completely new benchmark. We expect to see more women leaders in board rooms and CXO seats across industries from Finance, IT, HR,Marketing, Telecommunication etc.

How do you think MBA is helping in development of Entrepreneurship among students?

Education is an essential requirement. The more you know, the more people you meet and the more situations you understand, the more it will improve your perception.

It gives an extra dimension to your personality that goes beyond academics.

I personally recommend to everyone the following: Get the Education. Get the Experience. Then enter the world as an Entrepreneur. Education makes you know the facts, Experience makes you evaluate the pros and cons in a good manner. Education teaches you what to execute and Experience teaches you how to tweak it well.

In all of this, an MBA really helps.

What are the most frequent mistakes you have seen early stage startups make?

Other than operational side, the early stage startups forget that there are only a handful of experts in industry having the right skillset to evaluate early stage startups that can make right decisions at the right times. There is also a major mismatch of expectations from investors and the founder team. Some get swayed by the high valuation while ignoring the value of bringing right VCs on the table that can grow the business. Also, frequently the term Scalability is misinterpreted. You have to focus on the revenues you are bringing in and the Monthly burn rate that you have.

What are your thoughts on bootstrapping?

Who should and at what stage one should seek angels and organizations like yours?

For any person, the very first thing close to him is his family. And the bond of trust is always deeply rooted among us. Hence, family being one’s first approach is never considered unprofessional. So, at the first place we usually suggest an entrepreneur to use his personal resources personal saving, funding from friends and family at an idea stage. Post MVP / customer validation is when they should raise capital from HNIs, Angels, SEED VC and Early VC.

However, because of lack of experience some common trials and errors are bound to happen during fund raising. Entrepreneurs are not very well prepared with their pitch and depend on the luck factor. Remember, where money is involved, everyone is looking for ROI on their investments. An investor evaluates every possible thing while taking a decision to invest in any venture – Core Team, Product & Services, Market Opportunity, Sales & Distribution Strategy, Scalability, Entry barriers, Revenue Streams, Expenses – Fixed and Variable incomes. Just Believe in yourself and stick to a plan. Raising startup funding and managing the funds is hard work. But once you understand the working of industries, it is not so difficult to move ahead in the business.

If you had one piece of advice to someone starting out, what would it be?

Do your ground level work. This is essential.

It’s a matter of money and people are ready to wait. Think that if you ask your father for 1 lakh rupee that you would need to start your business. To shell out the 1 Lakh Rupee he will take 6 Months and think 100 times. Not because he is particular about money, but because he knows that a business comes with an extreme level of responsibility. You ask for 1 lakh rupee for a Europe trip and you will have a decision in 1 week and then maybe you can go.To reiterate, do your ground level work very well. You should be thorough in knowledge of your industry, the sector, the market and the clients you are dealing with. Be 100% prepared. Don’t expect to get funding without this work.

Interviewed By:-

Nabila Mannan

Dheeraj Dadhich

Mr. Ashvani Shukla Co-founder, Aeron systems Hello Sir! Thank you for taking time out of your busy schedule and making yourself available to be interviewed for Embark, First, we would like to know something about Aeron Systems & the genius minds behind the Company?

Well, thank you for interviewing me. The two minds started Aeron Systems and, I don’t know if they are really genius but certainly crazy to have started out in 2008 with hardware products which was a clear no-go zone for investors and to a large extent, hardware startup is still a step child for investors. Now, I am not saying that investors’ liking is the measure of a startup’s success but it’s still an easier indicator, like Sensex is the measure of country’s economic health.

Now, coming to Aeron, we started to develop Inertial Navigation Systems, it’s a kind of device that if you carry it with you, it will tell your location, speed, your orientation, rotation rates and accelerations. Now, that much motion information may not be useful for you but certainly for aircrafts, space vehicles, satellites, driverless cars and numerous other applications, it is essential for their operation. Globally, this is restrictive technology, available with only a handful of companies. We have developed this in India from ground up and have systems deployed with many defence vehicles.

We have another product line in Internet of Things (IoT) space where we are offering Wireless Data Loggers and Wireless Data Gateways. These are extremely rugged devices designed for operation in tough conditions. Our monitoring solutions for utility scale solar power plants are deployed in almost 50% of total solar capacity in India. In fact India’s largest solar plants are using monitoring solutions from

Aeron.

Being an Aerospace Engineer, it would have been easier for you to become a part of any Aviation Industry in the World, what made you take the path less explored?

I never dreamt of NASA or for that matter any foreign company working into Aerospace. The Aerospace Engineering that too from IIT was really a dream come true but then I always wanted to change the scenario of high-tech products in our country. You know, Aerospace and Defence is the mother of inventions and with largest defence equipment importer in the world, it is clear that our country has not done much in this area. So, clearly there was a market for defence & aerospace product in India. Next challenge was in finding the team and luckily, I met Abhijeet, we both were working in the same company at that time. He also wanted to become an entrepreneur, his background was in Electronics and mine in Aerospace - so Aerospace-Electronics became our combined strength - that’s how Aeron was born.

What is the competition now and what are your strategies to combat it?

We have competition largely from foreign companies. These companies have their distributors in India. But what works in our favour is that we offer quality products as good as the products from American and European competitors at significantly lower price points.

Also, one important differentiator we offer to Indian clients is the integration and after sales service. You see, the product like INS requires lot of integration and operational support for successful deployment. And we, with our design and manufacturing in India are able to provide that like no other competitor can.

Another important factor that works in our favour is our focus on Indigenous products.

There is a lot of emphasis on procurement of Made in India products and that’s where we score the most in comparison to competitors.

So, overall we don’t have much problem in dealing with competitors in domestic market.

How the idea of manufacturing INS devices came into reality? What were the challenges in being the first Indian Company venturing into this field?

We were originally looking to make UAV that can carry heavy payload such as LiDAR, movie cameras for film making, surveying and surveillance. Since these payloads were expensive, it was important that the UAV doesn’t fall from sky. So extremely robust autopilot was needed which needs reliable and high-performance Inertial Navigation System. And there was none available in India and imported ones were expensive, so we decided to make INS. While we were working on INS for UAV, we realised that every vehicle in aerospace & defence requires INS, so there exists a large market for this product.

INS is basically a combination of electronic hardware and navigation algorithms. Building basic hardware wasn’t very difficult to begin with but the navigation algorithms were all propriety, nothing available in the open domain. So, there was lot of testing and trials to be conducted and that’s how the algorithms were developed and improved. But as we progressed, we realised that you need extremely rugged electronic hardware to meet its tough standards, so beyond initial prototypes, we did a lot of work in rugged hardware that can meet global military standards.

As far as I know, we were not the first private company to venture into INS in India, people tried, but technology is not the only challenge, building viable business is equally difficult. I think we are the first company to do both successfully.

How has the startup experience helped you grow as an individual? From IIT Kanpur till here what kept you motivated?

Being an entrepreneur has taught me many things, but patience and perseverance stand out among all. In most cases, things don’t go as planned and there are many factors in business which are not possible to consider beforehand when you are making your plan A, B or C.

I think one thing that keeps me going is the belief that we Indians are capable of achieving great things those which our western counterparts are so known for. Even our tech leaders like Mr. Narayan Murthy has reiterated so much that our country has not built world-class products. We are so much obsessed with discount based billion-dollar businesses that we forget, these businesses exist till the time there are discounts and the one with strongest financial muscle is the ultimate winner technology or product is nowhere in the picture. I want to see the time when our country will be home to the world class products.

What are your plans for upcoming three to five years?

We are offering INS based on MEMS sensors at present. We are working on Fibre-optic gyro-based INS that we are launching by this year end. After this we will work on Ring Laser gyro-based INS which we hope to start offering to our customers in another 2-3 years’ time. After this we’ll have INS of entire performance range, useful for a small drone to rocket. Our country wouldn’t have to depend on any foreign supplier for INS anymore.

We are also very excited about smart mobility space, where there is large potential for INS products and Motion Control Computers. We have very aggressive plans to launch products for automotive OEMs in this space.

Our IoT products have found niche markets and we are doing well in domestic market. We are now expanding to APAC countries. In next 3-5 years we’ll have sizeable business coming from foreign markets.

What are the challenges you face, and how can they be overcome?

Challenges are endless in running a business, but two key challenges I want to highlight are; 1) Acceptance of the fact that Indian entrepreneurs can make high-tech products in India. Consider our INS products, we have worked on Inertial Navigation technology for the last 10 years and are well known for it in the

industry, still we come across people asking if you have really made it yourself or you are licensing the technology. Maybe it is a matter of time and the mindset will change.

2) In our country customers don’t want to pay, especially if you are in B2B space, getting the payment from your customers is a bigger challenge. There is big inefficiency in the system due to delayed payments. In fact, this challenge never gets discussed or talked about in conferences, events or seminars on entrepreneurship, it’s only when you get your first order from customer, you realise that you’ll get your payment in 30, 60 or even 90 days after you have supplied the product or completed the service. This credit system isn’t prevalent in other parts of the world as much as in India.

It is really a challenge especially for small companies in India.

What would you say are the top three opportu-nities for Indian entrepreneurs?

The first opportunity for Indian entrepreneurs is the domestic market size, whether your product is for consumers or for businesses, in both the cases the market size is really large.

Our country is lagging behind in the high-tech products, building those in India for Indian customers is the second big opportunity. Many products made in western countries are expensive, so if you are able to reduce cost and offer equivalent quality, you got the business in India.

Third opportunity I would say is extremely favourable environment for entrepreneurship now a days. There are encouragements through policies, so many incubators have come up, availability of funding and entrepreneurship as an accepted carrier choice in our society.

Things have really changed over last decade in India and I think there is no better time than now to start on your own.

What are your recommendations or words of inspiration to the startups and entrepreneurs for our readers?

I think one the most important quality an

entrepreneur needs to have is the perseverance, in this journey there are many ups and downs, there are too many external factors like government policies, global events, ever-changing technology which may force you to change product, target markets or strategy. What remains constant is your belief that whatever you are doing is worth doing no matter what. Everyday there are challenges but

every challenge has a solution.

Second thing I want to recommend to budding entrepreneurs is to look at commercially viable business. If your customer is not willing to give you profit howsoever small it may be on top of your cost of product or service then it’s not the right customer or you are not selling the right product or service.

Interviewed by:-

Nabila Mannan

Ms. Paula McGlynn Founder, BhaDiPa How this concept of Bhadipa Came into existence?

I, Sarang Sathe and Anusha Nandakumar started Bhadipa. So all three of us have been working together since 5 years. When we first met, we decided to work on different productions. However, we didn’t have anything in mind but we wanted to make films, short films, videos and thus decided to start company called Gulbadan Talkies. We started making wedding videos and we had sort of a breaking point when we made a video for “Parle-G”, it was a dedication video.

We knew as a production company that if we wanted to get television commercials or anything, we had to start with some sort of portfolio. So it got picked up by bunch of blogging websites like Scoopwhoop and we got approached by couple of brands and that’s how we got our first work. After we started getting into doing digital contents for brands in the year 2015, that was the year when the likes of “TVF”, “AIB” made it really big, everyone was going mad saying what’s the potential of web series, TVF was sending crores on “Pictures”.

So everybody really got excited in industry and there was this huge panel going on at this conference and across the hall there was a little panel going about "Marathi cinemas", how it's breaking boundaries, how it's innovative, and how there is new potential in money making. At that time " Natasamrath" had released and people were excited about how you can make money in Marathi cinemas again. Sarang and I were discussing that if Marathi movies are getting such great appreciation for content then how come none of us felt that television and mainstream Marathi cinema is not up to the same standard as all of these

international films. None of our friends are going to theatre and watching Marathi movies unless their friend has acted in it, but at the same time they are waking up at 8o clock on Monday morning to watch "Game of thrones".

From our conversation with producers, lot of people kept saying that Marathi audience is not ready for anything new yet, but we believe exactly opposite, obviously if "TVF" and "AIB" are making it big some of these people watching must be Maharashtrian and if we give them something good in Marathi, they will obviously prefer watching that, because you connect with anything better if it's in your mother tongue. Moreover,It's not completely about the language, it's more about the story and if it's hitting you directly then you should do it in your own language.

So, we thought that if we are going to do this, then we should be the first to launch in Marathi space, we should have a business plan and it took us almost a year to come up with a proper plan after talking to some potential investors who eventually backed out because there was a lot of doubt about it whether there is a market for this? are people going to watch it? so after going through all this we thought that if we want to make it then we have to prove ourselves and that's exactly what we did. We took our own money and invested in making first episode of "CASTING COUCH" with Radhika Apte. So, for BHADIPA it started out with Casting couch and since then everyone knows what the journey of BHADIPA has been. It's been two years now, we did eventually got some support in terms of seed funding and now we are at the stage hoping to go on to next level.

Why did you name it as "BHADIPA"?

So after shooting casting couch episode one before we put it online we said we need a name for a YouTube channel. We knew we wanted to make lots of different kind of content, we also knew that we necessarily didn't want to stick to Marathi in the future. We chose "Bhartiya Digital Party" not because it was

specifically Marathi name but because its short form sounds like BHADIPA in Marathi and there are many wonderful words starting with "Bha", so we thought it would be fun and it took us hardly two hours sitting in a coffee shop to come up with the name "BHADIPA".

Ma’am, you being from Canada, how your journey from Canada to BHADIPA has been?

I went to films school in Canada and at the end of my four years of film school there was an internship program to go to India and study the film Industry. So I took that up because it was expenses pay trip to India. I didn't end up sitting in one office during three months of my internship in Mumbai but instead ended up going all over India, in Chennai, Pune, Hyderabad. Coming to film Industry also gave me exposure to the fact that India has multilingual film Industry and the reason why they can sustain is because of language being separate, and being from Canada, that was something I found fascinating. So after that trip, third time whenI came back, I was working on a film and on that film, Sarang and Anusha were also present, so on that film we decided to work together.

When, and how did you realize that BHADIPA is in complete shape?

BHADIPA is still not in its complete shape.

Your first hint at what we imagined for BHADIPA happened on May 1st when we launched our travel and lifestyle Chanel Bha2Bha (Bhartiya Touring Party) so this channel is just getting started. We have carried forward the brand of BHADIPA, its Marathi flavor but it's totally different genre, it's travel and lifestyle, and also food. After two years of BHADIPA, finally, people can feel what we are trying to do here, the basic idea was to create a new brand for Marathi audience. We just wanted to change the face of Marathi content not just in comedy.

Also we have noticed that how come Marathi music industry stuck under this film music, there is underground Marathi stuff happening

which nobody knows about; Marathi hip hop, Lokmatsantwani. The reason is Marathi mainstream media is not promoting it. So creating a platform for new culture to come out, stepping outside of the norms was the whole idea.

Do you work in films?

We do work in films and television outside of BHADIPA as freelancers. Sarang and I have done few projects with "PHANTOM" as a writer. Before we started Gulbadan talkies, we have worked in films together What do you think is the actual market for BHADIPA? We still don't know what is the actual market size, people can estimate that by 2021, 'x' no.of Maharashtrians will be connected to the internet, but then if you are talking about BHADIPA's potential, then it depends on personal taste, not everybody likes our stuff. It is that, a lot of people in cities know about us, but our rural penetration is not so strong.

What were the main hurdles through your journey and how did you overcome it?

One thing you need to know is that film Industry and web industry are nothing alike in terms of running the business. The biggest hurdlethat we have faced is that we have to keep convincing people about our vision, lot of people don't have trust in what we want to do. Mainly, the biggest problem is just convincing people, that’s why we always took an approach that "you don't believe in me, I still believe in me so I will find some other wayof going with it". You can't just sit back and say "I have an idea, and somebody gives me money to invest" you have to eventually say " If your idea is that good that you're asking for money then you should find some way to invest in yourself".

.

So, as an entrepreneur you have to question your own idea that is it really adding value?

What is biggest lesson you have learnt through your Entrepreneurial journey?

There was no greater lesson that I learnt than how to run a business, how to make something happen as a business, because I had zero experience in business. Committing to a business is something that’s been a long journey for us, and all of us came from different backgrounds.So, none of us had that business bone in our body. Our goal was not to just make a web series but to create a platform for Marathi content, and how are we going to achieve it was the biggest learning.

What is so unique about BHADIPA that is missing in others?

BHADIPA has an Entrepreneurial vision, we have apioneering kind of a sensibility, we are happy to break into new spaces which other people aren't. I wouldn't say that we like to take risks, I would say that we find opportunities where others aren't looking.

For example, in September last year we started stand-up comedy in Marathi, which has very quickly grown into being one of our biggest revenue generators. The kind of talent and creativity we have seen coming up through this stand-up comedy is amazing, because you have people who are always funny but couldn't do it on stage because the only stage they were getting was either in Hindi or English.

Are you planning to work on other regional languages?

We have a few options that we are interested in, the easiest one would be Gujarati because in Mumbai, there is huge Gujarati crowd. We have a lot of Gujarati audience coming for our Marathi stand-ups. The others would be Bengali, Kashmiri and Northeastern languages, which we would love to work on.

Any plans to go international?

Yes, we are in talks with some people for live shows but not in terms of web content.

Any message you would like to give to our readers?

When you look for starting a business, you have to really decide, is it really adding value?

and not just value for investors, is it adding cultural values because that, in the end will give you name. And most important message for upcoming Entrepreneurs is that, you should try to create your own network, nobody is going to give you a chance to work with them.

Interviewed By:-

Karishma Kankariya

Pratik Pawar

Mr. Abhimanyu Bhosale Founder, LiveHealth Please tell us something about Live Health.

We started in 2013, we were in final year of our graduation and were working on mobile systems for health care provider. During that time, we saw that most of the systems were broken and they were not good enough. Therefore, we saw this as an opportunity, that we can create an efficient system for health care sector.

How many doctors you approached initially?

Health care was totally new to us, so we did not have any idea about whom shall we approach. We started approaching few hospitals and labs, and explained them our product, we told them that we are building a management system, which will deliver reports to the patients. Firstly, we wanted to know what kind of systems these hospitals and labs were using, so we started with meeting few doctors, hospitals, understanding their present systems. On the other side, the biggest challenge was to talk to initial customers and sell them our product, before building the system, we worked on sales pitch and product brochure. We created mock ups and approached many hospitals and Labs. After that, the main question was how much does this system cost. Therefore, initially we thought we would have a particular minimum cost by giving some discounts to customers.

Do you design Management Information Systems?

Yes, we design MIS for laboratory, but not for individual practitioners.

What was your thinking behind starting LiveHealth?

Firstly it wasn't the intricately planned event, so we just finished our college and were in our placement

seasons. All of our friends were being placed in good companies and then I thought, Is this what I wanted to do in my life working for an MNC, a regular job? That's when we thought of starting our own venture. So we started building web applications and systems, till then we hadn't thought of entering into health care sector. Then throughout this time, we realised that health care sector is lagging in web application systems, there is a massive gap in technology. This is when we decided to start LiveHealth.

Right now, what is your network in terms of customers?

At present, we have our systems working in more than 850 laboratories across India. We also have some customers abroad. So basically, our team gets a new customer on board every day.

What kind of reports and data are generated through your system?

We build lab management Systems, so let's say you wanted to do blood test. So, the details, sample, reports are managed by our systems.

Day to day lab tests are managed by us.

Apart from this, would you like to expand your business in primary data research?

Yes, we have started investing in primary data research, understanding different patterns in data. We have set up our AI department, it is in initial stage and we have not yet reached till the application level.

What are your thoughts about "PRACTO" which also serves health care sector and is an established brand name?

There are a lot of other applications that serve health care industry, but they are not our direct competitors, it would be great if we can explore potential in the sector working together. We as a company would like to be collaborative to serve this sector.

What is your advice for young Entrepreneurs?

The risk for starting up will always be there.

There is no safe right; it's always relative to your mind. As in general, entrepreneurship is not for everyone, that's the fact that we should accept. Don't wait for the right time, start working now, experience the hurdles and find a way to overcome them.

Interviewed by:-

Aditya Rajgure

Akshay Pawar

Beyond The Dimensions Mr. Dheeraj Dadhich

How To Not Live Same Day Again And Again (Or How To See Beyond The Dimensions).

Peter Thiel, The Billionaire investor in Facebook and Co-founder of PayPal, Asks the pertinent question to everyone: “What important truth do very few people agree with you?”

What he is trying to gauge with this question is your ability to see beyond the dimensions.

“The Next Mark Zuckerberg would not create a social network, Next Bill Gates would not create an operating system.”, he continues.

You are different. The tools you use, are not.

A person in China in front of a laptop is on the same page, as you are.

What you see beyond the dimensions will make all the difference.

One would assume when someone like Peter Thiel writes a book, namely ‘Zero to One’, it would sell like hot cakes. Yet Zero to One has sold 40,000 copies in India and over a Million copies in China.

Ideas are like kids.

We find ‘our’ cute all the time, it is ideas of others that we consider just noise makers.

To see beyond the dimensions, question.

Put your best ideas to test, especially if you love them. Drop the ego.

Listen and be humbled.

Read and feel foolish and fascinated.

Observe and be shocked and thoughtful.

Do and realize it is not, what you thought it was but it certainly is, Real.

To listen, read, observe and do; is to get feedback.

Employees and management works and take away the salaries.

Shareholders take away the dividends and capital gains.

Vendors, customers, governments and society engages with your business for a purpose and transact.

You, on the other hand, are here, to learn.

The organisation, is here, to learn.

Who has improved their perception? Chinese or Indians?

Who has tapped into mind of the most successful tech pioneers of our times?

Who is trying to see beyond the dimensions?

Don’t be surprised, if you do the same things every day and get the same results.

Who; Not When, Why and How, is What Matters.

Sit in front of computer and visit the internet.

Your location, Your Gender, Your previous searches will determine what you are going to see.

To get difference, search the different.

You. You is the one that ‘Perceives’.

You is the one that matters.

Your perception, not Change or Transportation thus what makes you go beyond the dimensions.

To learn how to listen better, to see what you could not see before. Experience that can be used again. Systems that can server better to everyone.

Creating new dimensions Mr. Kunal Tripathi The year was 2012, when a 22-year-old boy, Deepak Solanki registered a sole proprietorship named as Velmenni Research and Development Pvt Ltd to stumble across a technology called Light Fidelity (Li-Fi). At the age of 22, Deepak had it all figured out. An engineering student, Solanki toyed with robotics at IIT Bombay and IIIT Hyderabad and wanted to start something in the research space.

The internet today is powered by radio waves, and Wi-Fi uses these waves to transmit data or power the Internet. Li-Fi as a technology transmits data or powers the Internet using light. Coined by Professor Harald Haas of the University of Edinburgh at a 2011 TED Global Talk, the system uses LED bulbs to deliver networked, mobile, high-speed communication. What is remarkable is the fact that Li-Fi can provide Internet speeds that are 100 times faster than the conventional Wi-Fi. By the summer of 2013, Solanki had a working prototype of this technology and was certain to find backers for this technology.

However, no one was interested and he decided to approach investors to raise funds and take the product from a prototype to a working model. Solanki was, however, left disappointed again. No investor understood what Solanki was doing and his prototype was either brushed aside as a science experiment or something ahead of time. India was also going through an e-commerce boom and many investors suggested him to start something in the online space.

Meanwhile, Solanki picked up product consulting jobs for different companies in the electronics space until he got a chance in 2014 to join the Buildit hardware accelerator in Estonia. He joined the three-month programme, met the tech community in Europe, pitched to multiple people and managed to get a real time integration done for his product. By 2015, he got a deal from an Estonian entrepreneur in the lighting domain to integrate Li-Fi in their LED lights.

By the summer of 2015, Solanki moved back to India because he wanted to set up his R&D team in the country. By the end of 2015 and early 2016, the company raised another round of funds from European investors and managed to get a couple of clients. Around the same time, Solanki decided to take part in one of the largest tech conferences in the Nordic region where top tech companies vied for investment opportunities. The company created a buzz in the media because they were so innovative. Afterwards, Airbus showed keen interest in the idea.

Airbus had a corporate accelerator in Germany and wanted Solanki to join it for a period of six months. They invited five companies from across the world to be a part of the programme from January 2016, and Velmenni was one of them, wherein, they created a proof of concept for wireless in-flight entertainment system using Li-Fi and presented on the Demo day.

What puts Velmenni in a unique position is the fact that there are only a handful of companies in this space across the world. Li-Fi is set to completely change the face of the Internet and

is now a part of the 5G consortium, which means the 5G infrastructure will be based on both existing radio wave infrastructure and Li-Fi. To understand how the technology works, Velmenni has created two different devices one that can be used indoors (inside a building) and the other one for outdoor. The indoor solution has an access point and a dongle. The Li-Fi access point is very similar to what we have in Wi-Fi, which is essentially a router.

Each of the Li-Fi access point is plugged to a light source, which is LED in this case. The router is plugged in between the LED and the LED driver and there is a USB dongle that can be used to connect with a laptop, desktop or smart devices.

For outdoors, Velmenni has a separate set of devices, which is a replacement of the optical cable infrastructure. "If there is a need of connectivity between two points, there will be Device A at one point and Device B at the other, and both these devices can communicate through light. These devices can be plugged into street lamps, poles and building.

Since the summer of 2017, Velmenni has also started generating interest from the Indian market. Different lighting and IT infrastructure companies have approached the startup with the idea of creating specific applications for the Indian market and is all set to revolutionise the internet market.

Space Exploration: A New Horizon Mr. Mayuresh Nikam It is rightly said by Sally Ride, an American Physicist and Astronaut, who was also the first American woman to fly into space in a space shuttle, “Our future lies with today’s kids and tomorrow’s space exploration.” Space exploration means discovering and exploring celestial structures in outer space by means of evolving and growing space technology. It is the physical exploration of outer space, both by human spaceflights and by robotic spacecraft. The dream of stepping into the outer reaches of Earth's atmosphere was driven by the fiction of Peter Francis Geraci and H. G. Wells and rocket technology was then developed to try to realize this vision.

The main reasons for the great importance being given to space exploration are: 1. New technologies and research: Space exploration has led to development of various technologies that feed back into the economy and improve our lives on Earth.

Without space programs, GPS, accurate weather prediction, solar cells, or the ultraviolet filters in sunglasses and cameras would have been distant dreams. The medical research happening in space right now could cure diseases and prolong human lives and help in saving many lives.

2. Dangers of Outer Space There are still uncountable big asteroids and comets that could smack into the planet and really ruin the day. With this having occurred several times in the past with one being the cause of a mass extinction, it is not a matter of time if another large asteroid hits Earth. A

robust space program is the only hope humanity has of deflecting such an object.

3. Colonization as the Ultimate Backup Currently, there are more than 7 billion humans. Thus, if something happened to Earth, our species could be wiped out. Eg. the aforementioned asteroid impact. By colonizing other bodies in the solar system, a “backup” of humanity is created that could survive no matter what happens to Earth. Maybe future humans will be Martians, who will never set foot on Earth. With the importance having said, let us now move towards the personalities that have become entrepreneurs in the field of space exploration, their enterprises that have made space exploration their goal, making the future of humanity brighter and giving a new hope to all the humans.

SpaceX (Space Exploration Technologies Corp.): Founded in 2002, the mission of SpaceX is to enable humans to become a spacefaring civilization and a multi-planet species by building a self-sustaining city on Mars. In 2008, SpaceX’s Falcon 1 became the first privately developed liquid-fuel launch vehicle to orbit the Earth. With this milestone, NASA awarded SpaceX with contracts to carry cargo and crew to the International Space Station (ISS). As a global leader in commercial launch services, SpaceX is the first commercial provider to launch and recover a spacecraft from orbit, attach a commercial spacecraft to the ISS and successfully land an orbital-class rocket

booster. By pioneering the development of fully and rapidly reusable rockets and spacecraft, SpaceX is dramatically reducing the cost of access to space, the first step in making life on Mars a reality in our lifetime.

Elon Musk is the founder, CEO and lead designer at Space Exploration Technologies (SpaceX), where he mainly oversees the development and manufacturing of advanced rockets and spacecrafts for missions to and beyond Earth’s orbit. He is also the co-founder, CEO and product architect of Tesla, which makes electric cars, giant batteries and solar products. He is the co-founder and chairman of OpenAI, a nonprofit research company working to build safe artificial intelligence and ensure that AI's benefits are as widely and evenly distributed as possible.

“SpaceX was founded under the belief that a future where humanity is out exploring the stars is fundamentally more exciting than one where we are not. Today SpaceX is actively developing the technologies to make this possible, with the ultimate goal of enabling human life on Mars” Virgin Galactic: Virgin Galactic is a part of Sir Richard Branson’s Virgin Group. With its sister companies – The Spaceship Company and Virgin Orbit the company is developing and operating a new generation of space vehicles to open space for everyone. Having comprised of hundreds of dedicated and passionate professionals, united in creating the world’s first commercial spaceline, its main focus is on using space for good, while delivering an unparalleled customer experience. Through the work being done, the organisation aims to inspire future generations and make it possible to see our beautiful home planet from a new perspective. The world class team – comprising of engineers, technicians, mission controllers and many more professionals – continues to push the boundaries of technology and exploration. With the dedication of finding the best people for Virgin Galactic, it has resulted in a unique and inspiring sense of purpose, and a strong

culture of safety and achievement.

Sir Richard Charles Nicholas Branson is an English business magnate, investor, author and philanthropist, who founded the Virgin Group, which controls more than 400 companies. He began by setting up a mail-order record business. He opened a chain of record stores, Virgin Records (later known as Virgin Megastores) in 1972. Branson's Virgin brand grew rapidly during the 1980s, as he set up Virgin Atlantic airline and expanded the Virgin Records music label. For his work in retail, music and transport (with interests in land, air, sea and space travel), his taste for adventure, and for his humanitarian work, he became a prominent figure. In 2004, he founded spaceflight corporation Virgin Galactic, based at Mojave Air and Space Port, noted for the SpaceShip One and SpaceShip Two projects.

“We are at the vanguard of a new industry, pioneering the next generation of reusable space vehicles. We aim to transform the current cost, safety and environmental impact of space-launch. In doing so we are helping to create, for the first time, a basic space access infrastructure that will act as an enabler for scientists and entrepreneurs. It will also provide the catalyst for a new age of space exploration which promises enormous positive potential for life on Earth.”

Blue Origin: Blue Origin, LLC is an American privately funded aerospace manufacturer and spaceflight services company, which has its headquarters in Kent, Washington. It was founded in 2000

by Jeff Bezos. The company is developing technologies to enable private human access to space with the goal to dramatically lower the costs and increase reliability. Blue Origin is employing an incremental approach from suborbital to orbital flight, with each developmental step building on its prior work. The company’s motto is Gradatim Ferociter, Latin for "Step by Step, Ferociously". Blue Origin is developing a variety of technologies, with a focus on rocket-powered vertical take-off and vertical landing (VTVL) vehicles for access to suborbital and orbital space. The company's

motto is Gradatim Ferociter, Latin for "Step by Step, Ferociously". Blue Origin is developing a variety of technologies, with a focus on rocket-powered vertical take-off and vertical landing (VTVL) vehicles for access to suborbital and orbital space. The company's name refers to the blue planet, Earth, as the point of origin.

Identified as an entrepreneur and e-commerce pioneer, Jeff Bezos had a penchant for computers and studied computer science and electrical engineering at Princeton University. After graduating, he worked on Wall Street, and in 1990, he became the youngest senior vice president at the investment firm D.E. Shaw.

Four years later, he quit his lucrative job in order to open Amazon.com, a virtual bookstore that became one of the internet's biggest success stories. His successful business ventures have made him one of the richest people in the world.

“I think the best way for us at Blue Origin to help other space entrepreneurs is to solve that problem of getting payloads into orbit at incredibly low cost, because that will unlock the power of thousands of entrepreneurs.

That's what we are focused on. It's why we are doing the suborbital tourism mission.” Having said this, it can be said that the efforts by these entrepreneurs have certainly opened immense new possibilities in the array of making space travel and exploration afford- able, cost effective and safe.

Finally, I would like to conclude this article by confirming the importance of space exploration with the quote stated by Konstantin Tsiolkovsky, one of the founding fathers of modern rocketry and astronautics, “The Earth is the cradle of humanity, but mankind cannot stay in the cradle forever.”

Case 1: This is about 4 employees: Radha (26 yrs/engaged to Avinash/working/Ambitious) John (bachelor, 20 yrs old) Avinash ( 30 yrs old/ Engaged to Radha, Dominating character) Aslam ( 45 yrs old/ married and settled in life/ superior in organisation) Avinash doesn't want Radha to be working at his level. John is a friend to Radha but still is jealous of her achievements. Aslam feels women should not be working, kind of ancient bugger. The management makes decision to move the supervisor out of organisation and makes one out of four as the new supervisor. Radha is chosen as the new supervisor. The rest of guys are not happy with her promotion.

Scenario - The business make a profit of 10 crores every year. And the last year it was 12 crores (6 months). Radha doesn't have any choice since if she doesn't make it, Avinash will be promoted in her place. Avinash is so upset with Radha that he will ditch her if she fails then. Also he is not happy to work under her as he is engaged to her. Aslam is a senior guy and feels very bad to report to Radha, John is ok to report to Radha but has evil intentions in his mind about Radha.

Analyze the cause of problem?

How would you solve the problem if you are Ms. Radha?

Case 2: Hindustan Defence Equipment Suppliers Ltd. ( Hadsel) is a Bangalore - based public sector undertaking of the Government of India, Ministry of Defence .This 50- year old giant had been meeting the needs of the Indian armed forces and had touched a turnover of Rs 1,000 crore per annum in 1985. Unfortunately, the company had been so busy in meeting the national needs that it never looked at the overseas markets . This approach also matched the national policy of nonproliferation of war- like activities . However , the position changed with a period of shortage of foreign exchange in the country and the need to boost exports became paramount. The performance of Hadsel in this area had been very poor - its annual export earnings had been a meagre Rs 20 lakh in the previous year.

There had been criticisms about the low profitability of public sector undertakings too. It was argued that huge funds had been invested in these undertakings many years ago and that the government should now get some returns on these investment .

Here again , Hadsel did not come up to the expectations .A review of its performance showed that the company carried an inventory of Rs 2,400 crore ,i.e 29 months of turnover. Fortunately ,the general manger ( materials ) retired at that time and the blame could easily put on him .The top management realised that two areas that required urgent attention were inventory control and augmentation of exports .The company had a vacancy for position of general manager ( GM) ,who was to head the materials management department.It was decided that the area of responsibility of that GM should be increased to include marketing .This would enable the company to assign the areas requiring additional attention to a new entrant who was likely to be keen to prove his merit .The post of GM ( materials) ,which had fallen vacant ,was converted to GM ( marketing and material management) . A bright ,highly qualified and experienced person ,Mr Kuslam ,was recruited .He was given twin target of reducing the inventory to Rs 2,000 crore and boosting the exports to at least Rs 1 criteria .

Mr Kuslam soon realised that,Ăąot only did he have an uphill task is achieving his targets ,but he was also going to face problems in the organisation ,First , he was required to achieve a reduction in the inventory while the trend in the company had been just the reverse . He was not welcome in the company being an outsider who had been waiting to become the GM. Generally, people ridiculed the idea of half GM bringing down the inventory when the previous GM who had handled only material management ,had only restrained the rate of growth of that very inventory.

Lastly, while the marketing department reported to the director ( production planning ) , the materials management department was under the director ,finance .

Mr Kuslam thus had two bosses .Riding two horses , with it associated problems proved fatal for Mr Kuslam even though he achieved the assigned targets .The company discontinued the twin task of the GM assignment with exit of Mr Kuslam .

Questions 1. What would you have done if you were in Mr Kuslam 's shoes ?

2. What would have been your approach if you were the chairman and managing director of Hadsel ?

Mr. Akshay Pawar Coordinator

Mr. Tushar Zagade Co-coordinator

Ms.Karishma Kankariya Co-PR

Mr. Aditya Rajgure PBT coordinator

Mr. Suraj Kulkarni Social Media Head

Ms.Nabila Mannan PR Head

Ms. Soniya More Creative Head

Mr. Pratik Pawar Admin Head

Mr. Lalit Patil Event Head

Mr. Amit Gupta Hospitality Head

Mr. Kunal Tripathi EMBARK Editor

Mr. Sachin Pawar Publicity Team

Mr. Vivek Ghuge Publicity Team

Mr. Anurag Joshi Publicity Team

Mr. Rahul Bhangre Design Head

E-Day E-day (Entrepreneurship Day) is an inter-division competition which tests the students abilities as to how they can be better entrepreneurs of tomorrow. The aspiring entrepreneurs from 1st year pitch their 'one day business ideas' to the 2nd year students (investors) through elevator pitch and obtain funds for executing their ideas.

YUKTI YUKTI provides a platform for potential ideas and early stage startups to evaluate their plan in the risk-free environment of a competition. It also aims to bridge the gap between ideas and the realization of an enterprise. To translate the ideas into reality, B plans have a pivotal role to play. ED cell helps the students of all departments on the Pune University Campus to make viable, workable B - plans.

Mr. Rahul Bhangre

Mr. Tushar Zagade