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Siddhartha Das Studio; Connecting Through Culture

by Paul Joseph February 6, 2012 Featured

Siddhartha Das graduated as an Exhibition Designer from the National Institute of Design in Ahmedabad, and established his studio in 2002. He started the studio with his own money and is now looking to find a funder who shares his vision and realizes the commercial viability of the area he works in. Over 10 years, his Studio has led or collaborated on roughly 100 cultural projects in seven countries across four continents, on different aspect of planning, strategies and design for heritage, public, museum and other cultural spaces. The Studio maintains a lean core team of half a dozen cultrala and design professionals, that has built a vast network of professionals from across the country and around the world to innovatively conceive and design projects. It blends national with international, rural with urban, and youth with experience. The approach is to collaborate rather than compete. ‘ Siddhartha Das Studio ’ offers a wide variety of in-house expertise: spatial, graphic design, furniture, crafts, lighting, signage and brand design. All projects are dealt with from a systems design approach rather than a perspective of the area of design. The Studio and sometimes in his individual capacity, Siddhartha collaborates on roughly half of his projects with others from the world of arts, design and just about any area of life. This has brought designers, architects, curators and writers from Sweden, UK, Turkey,Spain, USA and Japan to come and work at the studio on stints ranging from 1 to 6 months. Some of his accomplishments include thescenography of Interior Space of the 18 th  century monument, Jal Mahal, Jaipur, Rajasthan, India; Curation & Design of a Film Museum,Guwahati, Assam, India;  One of nine international designers invited to submit concept design proposal for the ICRC/Red Cross Museum, Geneva, Switzerland; Curation & Concept Design of a public space (a Plaza) Monterrey, Mexico; and in Chiba, Japan;Curation & Design of Museum Exhibition: Indian Fans, Museum Rietberg, Zurich,  Switzerland; Co-Concept Designer of Exhibition: Encounters, Victoria & Albert Museum, London, UK; Curation & Concept Design Proposal for Museums: Museum on Transport, Children Museum on History of Delhi, for Archaeological Surevey of India; Heritage Signage & Furniture, Gateway of India, Mumbai; 19 th  century sites in Amritsar, Punjab; and  Chokelao Bagh, Mehrangarh Fort, Jodhpur, Rajasthan, India. Besides, they have also done Photography & design for the art book on Textile: Threads & Voices edited by Laila Tyabji, published by Marg, India and Photography Projects during Visual Arts Residencies in Canada & Japan. “I have been fortunate to receive a few grants and fellowships.” Says Siddhartha, “I am Nehru Trust, Charles Wallace and an AsiaSociety Fellow. I received artist and cultural grants from the Japan Foundation, Embassy of France in India, and the Fogo Island Arts Corporation, Canada. In 2009, I was awarded the Indian Young Design Entrepreneur and subsequently the International Young Design Entrepreneur at 100% Design, UK’s premier Design event by the British Council.” He goes on to say “Getting the International Young Design Entrepreneur Award was an important landmark in my professional life. YCEprovided me with a bouquet of rewarding experiences; I was fortunate to interact with my British counterparts, whose passionate approach to how they envisioned their work and studios was contagious.  Being able to show some of my work at the 100% Design inLondon, was equally enriching through various interactions. The Award money and the program helped find an enthusiastic collaborator in a Nick Rawcliff, an alumnus of Royal College of Art, London, to work with me and 35 other bamboo craftspeople in remote Tripura, to create products that found their way back to 100% Design in London. I hope my interaction with the YCE program remains a vibrant one and I look forward to contributing to it in any way I can.” He concludes. Follow the  Young Creative Entrepreneur Awards (YCE) on Facebook .

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Tech Tots: Shaping kids to build bots

by Paul Joseph February 5, 2012 Featured

India stood at an appalling 72nd out of 73 participating countries in a study carried out by the OECD under the Programme for International Student Assessment (PISA). To improve this situation, initiatives like Tech Tots are the need of the hour. Still in its infancy, Tech Tots is a venture by two students from D.J.Sanghvi College of Engineering, Mumbai which conducts workshops in electronics for students from grade 7 th -10 th . This venture which came into the spotlight at an event organized by the E-Cell at IIT Bombay, The Need Cofounders, Ankur and Nikita Electronic gadgets are like an extension of the human body now but most of us are oblivious to what goes inside. All are engrossed in enjoying the utility and fun element in the gadgets but miss out on the incredulous yet simple logic used to develop it. The current school curriculum in India does not have provisions for the much required practical aspect and the PISA report reflects this very point. How will Tech Tots do this? Tech Tots has been conducting workshops at college level up till now but would be reaching out to schools now. “We’ve signed deals with a few schools and are in talks with the Bombay Scottish school chain for the next academic year. We’ve received overwhelming response from across the country including a few corporates who’re interested in acquiring our services for their employees” says Ankur Thakkar. Projects The idea seems great but how do they plan to do it? “Our preliminary projects include a mini model of a piano, electronic dice, burglar alarms and many other projects on similar lines”, informs Nikita.                       TechTots being a student startup has a lot of momentum behind it with a strong of force of 50 volunteers behind them to help out. Talking to Ankur gives you a feeling that these young people want to make a difference. The exuberance he exudes will surely take TechTots a long way. Along with proper execution and a guiding hand, TechTots can make  an impact. It is very young days for TechTots yet with zero online presence as of now but we expect them to make a buzz as soon as they go online and start taking bigger strides. – Jubin Mehta  

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[Weekly Recap] Must-Read Stories this Weekend

by Paul Joseph February 4, 2012 Featured

Last week has been choc-a-block with activity on YourStory.in and CloudStory.in We spoke to some superstar entrepreneurs, superstar VCs, and learned quite a few startup lessons. In case you missed out on any of the action, here is a quick recap of the week gone by. Cloud Conversations: Cloud Specialist Janakiram MSV with Jishnu Bhattacharjee of Nexus Venture Partners Varun Singh, ScaleArc: “In the database infrastructure software space, scalability is everything.” 6 Startup Leadership Lessons From a Gym “My Startup Failed, But it’s Ok” Amazon launches Junglee in India: Doesn’t sell products directly 51% Facebook users are concerned about Facebook Timeline; reveals Sophos’ Survey [YourStory.in TV] Investments in E-commerce by Shailendra Singh, Managing Director, Sequoia Capital India CloudStory.in Monthly Sum-up for January

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Harvard Business School (HBS) Angels India Chapter Cofounders RajChinai and Ramesh Shah on the Early-stage Fund’s India Plans

by Paul Joseph February 4, 2012 Featured

Harvard Business School Angels started in 2007 as a special interest group of the HBS Alumni Association of Northern California. Similar groups formed around the world and HBS Angels became a global alumni organization in December 2010. Today, the HBS Angels organization is comprised of Harvard alumni interested in investing in high-potential early stage companies. HBS Angels is open to all Harvard alumni and others affiliated with the university, not just HBS graduates. The mission of HBS Angels is to provide an educational and networking forum for Harvard alumni who are interested in researching and investing in early stage companies on an individual basis. HBS Angels has many chapters all over the world including one in India started by Raj Chinai and Ramesh Shah. Ramesh is the Chairman & Managing Director at RK Group while Raj works with IndoUS Venture Partners. YourStory caught up with Ramesh and Raj to learn more about their investment strategy and future plans. YourStory: How has the response been since the launch? What kind (sector-geography-stage) of startups are you looking at? Can we expect investment news from you soon? Raj Chinai Raj Chinai: The response has been overwhelmingly positive, with strong support from various groups across the start-up ecosystem, including entrepreneurs, angel investors, VCs and industry executives. We are evaluating start-ups across all sectors and geographies within India. Most of the business plans represent the tech sector and most companies are based in Bangalore, Mumbai and Delhi. We are beginning to interact with several interesting entrepreneurs from smaller cities and non-tech sectors, and we hope this momentum will continue. We have a healthy pipeline of deals and we are in the process of evaluating a handful with a high degree of interest from our angel investors. YS: How does HBS Angels India integrate into HBS Angels globally? Can funded startups tap into the HBS Angels network globally?  Raj Chinai: We are a part of the global organization in which we selectively share deal flow and learn from our peer chapters on aspects of the investment process that have worked well vs. those that need to revised. We also share our network of contacts as needed, across industries and geographies, with our peer chapters. We maintain a close collaboration. For instance, we will be participating at our annual HBS Angels conference in Silicon Valley in a few months, whereby all global chapter leads will have a chance to meet and interact on various topics of common interest. Yes, our global network is one of the unique advantages that our portfolio companies are encouraged to avail of. YS: As a chapter do you have any plans for the near future (events, programs)? Ramesh Shah Ramesh Kumar: Yes, we will be organising pitch event and also the first meet of angel shortly. YS: Raj, Specifically to you: As part of IUVP you were already active in investing and startups, what motivated you to start HBS Angels chapter in India? While I am actively evaluating early-stage investment opportunities at IUVP, there is still a gap in the market for investing in companies that have smaller capital requirements ($250K to $500K) and business plans that are mostly unproven or require greater validation than would be suitable for most venture firms. While we now have more angel networks and venture firms that invest in these types of “very early-stage” companies than a few years ago, there still remains a sizable gap between entrepreneurs who are seeking this level of start-up capital and mentorship, and those who are able to effectively provide it. Ramesh and I are motivated to address this need. We are building the HBS Angels platform to enable entrepreneurs to launch their businesses while receiving sufficient support and guidance from our angel investors. We have a network of angel investors based in multiple cities, including Bangalore, Delhi and Mumbai, and we are actively evaluating business plans from across the country. Our core team, however, is based in Bangalore, which has so far been lacking an organized angel network. Visit HBS Angels website by clicking here.

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Business Center in Bangalore for Startups @ Rs 5000

by Paul Joseph February 3, 2012 Featured

Mantra Business Center has launched a very economical option for startups in Bangalore to get a shared office space at a good IT Grade facility. The facility is located in HSR Layout in Bangalore & can be a good options for entrepreneurs located in Hosur Sarjapur road, Koramangala and JP Nagar area. Check out more details at this link

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An engrossing account of publishing by a daring publisher-entrepreneur

by Paul Joseph February 3, 2012 Featured

For a mundane copyeditor like me in publishing outsourcing industry for 14 years, André Schiffrin’s Business of Words is like wisdom transferred to progeny from a gutsy insider who did not get swept away by the sweeping changes in publishing that he witnessed over the years. Schiffrin instead found a way out of the situation by bringing in a new business model that is an inspiration to independent publishers across the world. That this book Business of Words is a combined volume for Business of Books (published in 2001) and Words & Money (published in 2010) in its Indian edition brought out by Navayana, an independent publisher giving voice to the marginalized, is one of the thirty publications appearing in different countries in the world holds testimony to the author’s indispensable presence in publishing world in which he is leaving his indelible mark after decorating it for 50 years. The full import of Schiffrin’s pioneering efforts in founding Free Press as a non-profit business to preserve the freedom of the press from overambitious corporate entities bent on increasing only the economics of the business and laying by wayside the real objective of publishing in bringing out diverse points of view in-depth cannot be appreciated without the backdrop of changes taking place globally. Herein lies an act of daring of a publishing veteran standing up as an entrepreneur and learning what it entails to run the publishing business on his own terms. André Schiffrin’s father Jacques Schiffrin, born in Russia, moved to France, where he started as publisher and translator of his own publishing house Editions de La Pléiade. After German occupation of France during the Second World War, Jacques, being a Jew, was forced to flee. He travelled to the United States and joined Pantheon Books founded in New York in 1942 by Kurt Wolff. Many immigrants had started publishing in the US and left their mark in that period. Jacques died in 1950 when André was fifteen. In 1959, André joined New American Library and in 1961 Random House purchased Pantheon Books for less than $1 million. The same year, André was invited by new owners of Pantheon Books to join them. At twenty-six, with publishing absorbed during growing up, André entered a tumultuous phase of his life, what you call baptism by fire into publishing. André landed in challenging situations after a few changes at Random was named managing director of Pantheon Books within a year of his joining it. At the helm, he was to institute an intellectual culture that reverberates even today for its fascinating depth and number of copies taking an obscure place. “Above all we were looking for new works that brought the kind of intellectual excitement that American life in the 1950s was lacking,” comments Schiffrin in perhaps the first hint of a stifle in America during McCarthy years that prompted Schiffrin to move to Europe to look for diversity and open minded views. Despite being part of a big corporation Random House, Pantheon Books remained fiercely independent under Schiffrin and he built an incredible back-list and a vibrant team of editors. A firm believer in bringing several voices to the debate, Schiffrin concentrated on authors who would breathe fresh air into politics and culture and later diversified into many interesting titles in economics and psychology. There is an interesting twist here in the history of publishing. Allen Lane, founder of Penguin Books, was getting older and in 1970, he sold Penguin to Pearson, one of the major British conglomerates. He was persuaded by some of his editors to make Penguin a public trust when on his deathbed, on which Schriffin says, “Had Lane agreed to this proposal, the future of British publishing might have been very different. Penguin would have continued to set high standards for paperback publishing and, by being able to buy books from other publishers, would have encouraged the rest of the trade to do the same.” But as Schiffrin later says, Penguin was lucky to pursue its own course, but Pantheon Books was hit by the ugly face of American capitalism. Through the years, publishing changed from enlisting titles for its content to glamorous advances to “celebrity” authors. Then profitability was the focus as increasingly corporates who had interests in communications and media took over publishing, for example, Rupert Murdoch taking over HarperCollins. Random House in the meanwhile underwent another change of hands. S.I. Newhouse, the new owner who was running newspapers his father had founded, ostentatiously announced no change of course but eventually that promise was broken. After a fascinating journey, in 1990, Schiffrin encountered Albert Vitale, who succeeded Bob Bernstein, his rock solid support at Random. Vitale was instrumental in setting unreal targets for Pantheon and bringing in profit-per-book and such distasteful practices that left Schiffrin unable to hold on to his beliefs of back-list feeding unprofitable acquisitions and some titles taking time to become best-sellers. By sad turn of events, Schiffrin quit Pantheon Books in 1990, the publishing house he nourished and saw it grow from strength to strength, along with his team of editors. Random House seemed to have followed some dubious accounting practices that never gave Pantheon Books its due. Surprisingly, Pantheon Books remained profitable despite cries of profitability enveloping the publishing business of the 1980s, a fallout of Reagan/Thatcher economic policies of that period. He reminisces, “Newhouse and Vitale had achieved the remarkable result of lowering the intellectual value of the firm, cheapening its reputation, and losing money, all at the same time.” Bertelsmann, the German firm, eventually bought Random House in 1998, to the rude shock of publishing industry. Faced with many options and offers, perhaps, Schiffrin took a daring decision here in 1990 that showed the character of the man to preserve the careers of many young editors who resigned from Random House with him. With the strongest possible distaste for profit that publishing industry was bent upon, he chose to go the non-profit route in founding Free Press, which was eventually taken over by Simon & Schuster in 2001. What is fascinating is the make-over of Schiffrin from an editor looking for manuscripts from authors of all hues to shifting from boardrooms to boardrooms making presentations of his ideas to foundations run by businessmen. He did find that money and took off. Free Press built on Schriffrin’s tradition of not looking only for best-sellers but also books for its intellectual depth that didn’t sell well. Looking back, it is doubtful how many would have taken the gamble that André Schiffrin took to follow his conviction rather than join yet another big publisher with a glamorous title and its attendant benefits. If American entrepreneurism is defined by likes of Steve Jobs, Bill Gates, and Mark Zuckerberg, who made millions through technology at times not employing straightforward business practices, André Schiffrin stands out as an entrepreneur who treaded a path less travelled, inspiring perhaps an army of independent publishers around the world through his intellect and intelligence and not following dubious practices that characterized the industry as a whole. Like a pearl in the depth of oceans. This review is biased in favour of Schiffrin’s personal journey that will inspire entrepreneurs but the book weaves the history of publishing in Schiffirin’s voice and in the latter part of the book Schiffrin discusses the issues of the publishing industry in depth and draws parallels with Norwegian and French experiences. He advocates radical measures to preserve the falling standards and his account gives an overall picture of the publishing industry, of which bookstores is an important component. The book is unputdownable for those in publishing and for others, it is an inspiring story of a publishing veteran who wrote new rules of the game. André Schiffrin, Business of Words , Indian edition, Navayana Publishing, 2011, 296 pp. with index, Rs. 295. Distributed in South India by IPD Alternatives, ph: 91-11-26492040. Also available from Navayana, ph: 91-11-26494795. Flipkart link to purchase online. –Venkatesh Krishnamoorthy, curator of Books Reviews on YourStory and chief evangelist

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Avaaj Otalo : Mobile Services To Empower Farmers

by Paul Joseph February 3, 2012 Featured

Avaaj Otalo is a service for farmers to access relevant and timely agricultural information over the phone. By dialing a phone number and navigating through simple audio prompts, farmers can record, browse, and respond to agriculturul questions and answers. In conversation with YourStory.in’s Abhilasha Dafria, Paresh Dave tells us more about the idea behind Avaaj Otalo, the response to their service and their thoughts on being an NSIH finalist. Please tell us about your Project. Avaaj Otalo is a mobile-phone based ICT initiative by the Development Support Centre to empower farmers with access to relevant and timely information in a participatory and interactive manner. It was initiated by DSC in collaboration with UC Berkeley, Stanford and the IBM India Research Laboratory in 2008.  The Avaaj Otalo led to the foundation of Awaaz.de, a company that now provides similar services to seven other partners across six states in India. How does the entire process work? Avaaj Otalo works on a simple Voice Response System (IVR) and connects via a PRI line.   By dialing a phone number (079 301 42000), the farmer can pose questions by navigating through simple audio prompts (in the Prashn and Javab section), listen to information (Mahiti section), listen to radio programmes produced by DSC (Radio section) and the fourth section (Anubhav) is for uploading or listening to experiences from the field. How did the idea come about? Farmers in ruralIndiastruggle to meet the challenges of climate change, new diseases, increasing input costs, price fluctuations, etc. Getting reliable and timely information is of critical importance to them. The radio and TV have been successful in reaching out, but these are just one way, providing generic information and that too in a scientific language. There is great progress in computer based technologies but these are not feasible to many and also require literacy skills. Therefore there is a need to develop technologies that can be accessed by mobile phones as they have a higher penetration among rural communities. When was this launched? Avaaj Otalo first started with the IBM research Lab (Delhi) in 2008. DSC and IBM Research Lab worked together up to December, 2009. As of January, 2010, AO works with Awaaz.de. Where did you come up with first prototype? With the IBM Research Lab and later on with Awaaz.de. How has the response been so far? The response has been greater than we anticipated. In 2011, AO register more than one lakh hits including PUSH and PULL calls. The farmers have been able to reduce the cost of inputs by 12% – 15% and increase yield and income by 10% – 12%. Considering the success of AO, the CSPC (Coastal Salinity Prevention Cell) use AO to disseminate information on combating salinity and encourage rainfall insurance to their 1,000 farmers. The Center for Micro-Finance (CMF) also uses AO for reaching 1,500 farmers for their extensions. Who are the various stakeholders involved in the process? AO’s existence is possible with the financial and motivational support by the European Union and Agakhan Foundation (New DelhI). Since its inception, EU and AKF have provided financial assistance to AO to date. We currently have three major stakeholders in AO. DSC is the primary in operations, Awaaz.de provides technical inputs and CMF uses us for their extensions. Do you monetize? What’s your revenue model? AO started from the grants provided by the EU and AKF.  But from January, 2012, the AO service is subscription based. We have launched a scheme named ‘Rs. 365 for 365 days’ and it has received very positive responses across the state. Farmers are willing to pay this amount for one year. We’ve just started registering their names. Feeling of being a NSIH Finalist? Absolutely wonderful. We just started AO as an effective means of extension. We never chased awards but the NASSCOM Foundation is very prestigious across the country. We feel honored. Qualifying to be a finalist was a testament to the quality of our work. How do you think NSIH will make a difference in your growth? The NSIH process gives us more confidence and focus in using ICT for strengthening livelihoods. We’ve been inspired to conduct a few ICT based experiments. We’re also trying to apply ICT in empowering the livelihoods of women using the NSIH process.

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Bharat Matrimony Files Complaint against Google

by Paul Joseph February 2, 2012 Featured

Bangalore, 02, February 2012: BharatMatrimony confirms it has filed a complaint against Google with the Competition Commission of India. BharatMatrimony believes Google has abused its dominance by engaging in discriminatory and retaliatory practices relating to AdWords and requests that the Commission investigate Google’s practices and impose remedial measures to protect competition. For further details, please visit  http://www.bharatmatrimony.com/  

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“Munch, Mix and Make Merry” with Entrepreneur Ravi Priya

by Paul Joseph February 2, 2012 Featured

If you think it’s time for you to take a break from virtual networking and meet new people, YourStory has found out about a startup called MunchWithUs, that might just give you a new reason to mingle and enjoy a meal. MunchWithUs is an online service, where people can browse through a list of dinner events in their favourite restaurants and join one of the groups over a glass of wine. Those who are interested just have to buy a pass online and show up on the fixed date. The idea for MunchWithUs came from the yearning that we all have these days to meet new people in a more fun and a less awkward environment, says its founder Ravi Priya, a technical research analyst by profession and someone who often finds himself chatting up with random people in parties and coffee-shops. “When we are new to a city, we often find ourselves lost. We don’t know where to dine and enjoy a good company and that’s where MunchWithUs aims to carve out a niche for itself. Inspired by the Chicago-based start-up company GrubWithUs, MunchWithUs became operational in December last year and has a core team of four members. They are expanding their sales team, and have also hired few college interns to work with them. It currently operates in Bangalore and offers four categories to pick from – social meals, group meals, charity meals and famous meals, where one can have lunch or dinner with celebrities without shelling out a bomb. The company takes a cut from the restaurants it ties up with and is looking for partnerships with restaurants and corporate offices to help arrange their occasional dine-out parties. They are planning to expand their services across all cities. “As social dining is a new concept in India and we are still opening up to it, it is difficult to make users comfortable with it in the beginning. Thus, convincing the restaurants was one of the toughest jobs for us”, said Ravi. MunchWithUs is mostly self-funded but Ravi is looking to raise more funds and is hopeful of a successful deal in the coming days. So if you have been feeling reluctant in making new friends or not sure where to take your new boss for lunch, you might just want to check out MunchwithUs and take a chance at impressing him over a smart conversation, while a celebrity smiles at you across the table. Author: Krishnakali Sengupta

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The Spirit of Internet Startups that have gone Public

by Paul Joseph February 2, 2012 Featured

Since the dot com bubble burst back in the 90s, we have seen a lot of companies that started out in dorm rooms and hostels that have gone on to become Multi-National Giants; Amazon, Google, and most recently Facebook. India, on the contrary, is a tricky market. The basic frill that is the Internet itself is on slippery grounds. Until recently broadband connectivity was a rare thing, but with the proliferation of smart devices, the urban crowd, now, is hungry. There is a lot of potential in the Internet startup field. Startups like Flipkart and Makemytrip.com have done what seemed obvious, capture this consumerist market. IPOs are a magical thing that lets your company float in the stock market and lets the general public trade shares and invest in your company.  This is MBA 101. But is your company ready for an IPO? A privately held company needn’t involve itself in all the bombardment that usually happens to these big public companies – they usually have a board of directors and need to answer and report financial on goings to the shareholders.  It costs money to raise money. The legal fees and accounting fees associated with registering an IPO can run into a massive amount. On top of those costs, the rules for taking a company public are so complex that most companies have to hire experts to handle all the paperwork, and in India the process is that more complicated, most of us are happy with that “pvt ltd” suffix. There are some profound questions that need to be addressed in the process, questions beyond the scope of this article. But IPOs aren’t all spice, there’s sugar too. At the end of the day, you raise money. Let’s learn from some of the biggest IPOs that have been, and will be (Facebook). Zynga I still think there is a little craze about Farmville on Facebook; chances are you would have played it yourself. The ‘Mafia wars’ was a riveting game in its own right. Riveting, that’s right. They have illustrated what a fine startup is capable of. Their’s is a success story. Although they experienced a 5% drop in the market value due to the artificial scarcity that they tried to pull-off by releasing lesser stocks into the market, they are still raring and gobbling up the Social gaming market. Social Gaming is a rage. I’d rather play poker with a friend than with a computer bot. Zynga made that happen. They took a wobbly online social gaming platform to stability and inspirational following. At work, like on the soccer field, Mark Pincus, CEO of Zynga is full of energy, takes every game very seriously and never gives up, they say – There’s the spirit of a startup. Makemytrip.com This is the brain child of Deep Kalra, the man that took an idea, and built an empire over it. Kalra was amazed by what the Internet is capable of and also thought about the difficulty of travelling in India. Add them both, and you get makemytrip.com, India’s first genuine travel management web portal. Deep Kalra filed a US IPO with the SEC in 2010. He managed to raise USD 70 million by selling 5 million shares at USD 14 each. The company made revenues of USD 83.6 million in 2010, and the two major sources of revenues were Air Ticketing, and Hotels and Packages, with Advertising contributing as well. In a Techcrunch exclusive Sarah Lacy says “The commitment that Deep Kalra has shown to his startup is at the level of stubbornness.” – That’s the spirit I’m talking about, Commitment. Will Flipkart go the Makemytrip way? Google “It happened six years ago, but I still remember every detail of our journey to becoming a public company. It was a uniquely ‘Googley’ experience that to this day says a lot about who we are”, said the Google Co-founders in 2010. Google filed its IPO in 2004. Managed to raise nearly a billion dollars, and is now one of the biggest companies in the world. [Read: Google literally went from a small private start-up to a tech giant overnight] An excerpt from the Google IPO filing, which Larry Page had hand-written: “Google is not a conventional company. We do not intend to become one. Throughout Google’s evolution as a privately held company, we have managed Google differently. We have also emphasized an atmosphere of creativity and challenge, which has helped us provide unbiased, accurate and free access to information for those who rely on us around the world.” Read this excerpt from wired.com: ‘One afternoon about 12 years ago, Larry Page and Sergey Brin gave John Doerr a call. A few months earlier, the Google cofounders had accepted $12.5 million from Kleiner Perkins Caufield & Byers, Doerr’s venture-capital firm, as well as an equal amount from Sequoia Capital . When they took the cash, they agreed that they would hire an outsider to replace Page as CEO, a common strategy to provide “adult supervision” to inexperienced founders. But now they were reneging. “They said, ‘We’ve changed our mind. We think we can run the company between the two of us,’” Doerr recalls. Inspirational, Spirit of a start-up written all over. Larry Page, CEO, Google as of now believes Google is still a start-up and the productivity that is being churned out at Google, is just mind-blowing. It takes passion to run a company, passion and love. Facebook This is the talk of Wall Street. Facebook’s IPO is being termed as the technology paradigm shift of the year. Reportedly, they will raise about 10 Billion USD in their IPO, which is not a joke. The social networking giant is expected to set records in terms of demand from investors. But the most successful young technology companies have a history of doing things differently. Google’s IPO prospectus contained a letter from its founders to investors that said the company believed in the motto “Don’t be evil”. Facebook has something similar up its sleeve. In the SEC filing, Mark illustrates his move in some stunning info-graphics:               He terms Facebook as “making the world more open and connected”. Simply put, Facebook is expected to raise as much as USD 10 billion, which will value the company at USD 75 billion to USD 100 billion, making it one of the biggest ever IPOs.The stock usually starts trading three to four months after the filing. The highly awaited filing will tell us how much Facebook is prepping to raise. Essentially though, Facebook is still a start-up, they play a lot with their code and back-end, and they recently came out with the Open Graph Protocol which is the heart of what is powering Facebook. Now I can listen to the same song my friend is listening to on Rdio (Another brilliant start-up). Start-ups need nurturing, but there’s a subtle point here that we are missing, an idea implemented perfectly is all it takes to rise up the ladder, there are probably hundred other companies that do the same thing as you do, but what sets you apart?There’s the spirit and enthusiasm of a start-up, and the maturity and stability of a corporate, the perfect mix of both is a success story. Successful entrepreneurs are almost stubborn in their commitment to be in the position they are. Facebook is well on its way to becoming another successful IPO story. What’s your story? Disclaimer: This article is my honest opinion and has been written with facts that are correct to my best knowledge. All references are quoted. Author – Suhas

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