Archive for the 'General' Category

Time to Startup, India!

The recent Startup India event has generated considerable excitement and energy amongst entrepreneurs and the supporting ecosystem. The sound and light around the event has been amazing. As the week rolls over, and the marketing euphoria settles down, the focus must shift to the real impact that this event and announcements around it may make.

First things first – I would not discount the positive impact that can be had just from the focus and status that has been accorded to startups through this initiative. Such focus can help channelize energy from all elements of the ecosystem – from entrepreneurs to investors, and from mentors to academia. That by itself is a credible achievement.

In my view, the singular achievement of the set of specific announcements that have been made will be in making entrepreneurship more inclusive. I had emphasized earlier on the need for the startup narrative to evolve beyond Gurgaon and Bangalore, and beyond the hot-new-Internet-startup that got funded for $100M. The Startup India Action Plan seeks to achieve that.

The proposed Compliance Regime based on Self-Certification, for example, will be highly impactful in startups in “old economy” sectors, even as some of the labor law compliances are more broadly applicable. Similarly, relaxation of norms for public procurement is a great move to reduce the go-to-market hurdle for manufacturing startups, as also a means to expose public buyers to upcoming innovation. The Rs 10,000 crore fund-of-funds, as well as the credit guarantee scheme, are being designed to target a broad mix of sectors such as manufacturing, agriculture, healthcare and education. Launch of Grand Innovation Challenges around the nation’s pressing problems would be helpful in channelizing energy towards these problems.

The theme of inclusion has also been carried through to geographical diversity of startups. Provisioning of Tinker Labs, Startup Centers and Technology Business Incubators, if managed well, can help expand the footprint of startup activity to next tier cities. At the same time, Research Parks in IITs/ IISc will provide the necessary research concentration and support to drive the research innovation agenda – the success of such a model has already been demonstrated in IIT Chennai. Fostering a culture of innovation by reaching out to students through 5 lakh schools will ensure that we create a whole generation of entrepreneurs in next 10-20 years.

Another emphasis which in my mind changes the narrative around startups is in providing Legal Support and Fast-Tracking Patent Examinations. In my view, Indian startups have not emphasized enough on IP creation and protection. Reducing the friction in the process, as well as enabling guidance and facilitation, can help us create and defend high-impact innovations. As we look at solving a million problems, it is important that we provide the right incentives for innovators to leverage the commercial potential of those innovations – the emphasis on Intellectual Property will serve to do that.

I believe that these items around broad-basing entrepreneurship, aligning it with national interest, and putting innovation at the center of startups, are the major achievements of the Startup India Action Plan. Some of the other initiatives like Faster Bankruptcy Settlement and Tax Exemptions are interesting signals, but perhaps not game changers by themselves. Yet others like the Startup Hub, Mobile App for Collaboration amongst ecosystem partners and Startup Fests belong to the set of items that I would rather see the ecosystem solve.

One big miss in the Startup India Action Plan has been the silence around Angel Tax. While incubator investments have been excluded out of this tax, premium over FMV in individual angel investment still seem to continue to be taxable in hands of startups. While the challenges in defining genuine angel investments are well appreciated, we must find a way to undo this regressive move. Or is the finance minister saving this one for the budget!?

This article has also been published here.

Why you Do a Startup ?

Why you do a Startup ? By Chance or you are totally frustrated with a Problem you face on a regular basis or You want to make big loads of Monies or You are passionate about something or You do not want to miss the Wave ??

There are lot of Questions you ask or should ask and be clear and concise about why you are doing this Startup. First , you have to figure out the real reason of Doing the Startup – May be in any Domain.. !! Why I am Doing this ?? Find the Real Reason !! Think in Think Out and Find the Real Reason while putting yourself into Customer shoes (If you are customer , would you buy that Product/Service and why you should be even looking at this kind of company and Would you shell Money from your own pocket !!

If this is in Enterprise Software/Consulting Domain , you could figure out the Total Market opportunities by reports from Gartner/IDC etc and then can see the Subset of the Total Market and clearly reach on to the Niche Area of that Market and what Pain Point you are solving for the customer !! Me too Approach could work in some situations but generally not !! There has to be real value proposition for your customer as it would be too difficult for him to change for the Vendor or Software or SI they are currently working with !!

In Consumer Internet Businesses , is it only about Traffic or more Numbers adding to your App. But Real Question to answer is to find whether these guys would buy that even if its $10 Per Month or which way you could monetize from the same and make Monies out of that.. !!

Finally, Be in Any Business , Company would be successful only if they could make Right Product (Finding the Need) , Pitch on Right Market and Finally Customers are feeling WOW factor to shell out the Monies to buy that Product/Service.

Any Questions !! Send to :


Virendra Sarna

The Billion Dollar Startup Club

The Wall Street Journal and Dow Jones VentureSource are tracking venture-backed private companies valued at $1 billion or more. See how the club has expanded since the project began in January 2014 and select companies to learn more about each.

Back to the future

Last few months have been full of uncertainty and choice. It is rare that life provides us with an opportunity to step back and ask ourselves the all important questions of what makes us happy, and what do we really want to do with ourselves. It is even more rare that it simultaneously provides us with the right context to help us answer those questions. Over past few months, I was offered both, due to circumstances ranging from tragic to serendipitous on personal and professional front.

I am glad to share with my friends that my instincts have led me towards attempting to do another startup, instead of continuing with the venture investing business. At Canaan, we have built partnerships with entrepreneurs who we feel very proud to be associated with. We will continue to back and support those relationships, both institutionally and personally. However, I will not be making fresh venture investments. I am now on a lookout for a co-founder and an opportunity, which provide me with an uncompromising mix of fun and challenge over next many years. I look forward to help, support and guidance from my friends in startup, investing and corporate world, as I charter into what is always an unknown territory.

As I discussed these options with few close friends early on, something strange happened. Two of my good friends, entrepreneurs themselves, came back and solicited help on issues they were facing, in a way they never had before. Perhaps my position as a prospective investor in future drew boundaries on what they felt comfortable sharing with me. With those boundaries gone, new conversations opened up. I hope that I will continue to have the opportunity to share perspectives, which being on both sides of the table has allowed me to earn.

42 is a good age to begin. Again.

Video Interviewing Technology for Start-ups

One of the biggest challenges facing start-ups is getting the right talent. Or rather, in attracting the right talent. There is no dearth of talent in the market, but getting the right people to join your fledgling organization is a problem that most start-ups face. Why? Very few people want to join an ‘unknown’ entity.

One other problem plaguing the technology world is ‘resume fraud’. Candidates hype their resume, a more skilled person writes the test, telephonic interviews are taken by someone else to get a better rating and more often than not the fraud is discovered only when you get to meet the person face-to-face or after the person actually joins. By this time you have spent a lot of time, effort and money in hiring that person. This is something a start-up like yours can ill afford.

There could be a way out of this conundrum. A slow but steady shift is taking place across the globe in the way companies are innovating recruitment processes using the latest technology. Companies are seeking to drive a paradigm shift in the way they acquire talent making it more effective in acquiring the right talent. The new age talent acquisition process is ‘Video Interviewing’.

I am sure you will wonder what is different and innovative about this. Don’t we all use Skype or Webex or Go-to-Meeting for such interactions? Yes. You do. But it is mostly for personal interactions. Have you thought of making it a part of your business process?? Have you thought of making video interactions an integral part of your recruitment process?

There are solutions available for such video interviews on a pay-per-use SaaS model. Is it the same as a Skype interaction? No. It is much more. It helps you to incorporate videos right from the early assessment stage. In any typical recruitment process:

  • Instead of initial telephonic interviews, you can send out a set of standard questions to the short-listed candidates and they can video record their responses in real time and upload the same to the platform. They can do this at their own time and from anywhere, even using their mobile device.
  • You can review these videos at any time convenient to you, which relieves you of spending prime work time on such interviews and thereby making your day more productive.
  • You get to see the candidate in the first round itself, giving you a better feel for and assessment of his or her suitability and baseline the candidate’s attributes.
  • You can also have virtual panel interviews, making it more convenient for all the stakeholders in the organization.
  • The further shortlist is now even more refined and you can now also use the platform for real time one-on-one video interviews.
  • You then invite just 1-2 right candidates for a final face-to-face interview and make an offer to one or even both.

So how does this benefit you as a start-up with your talent acquisition?

  • Reduces cost of hire as it reduces time-to-hire and travel costs.
  • Brings in predictability and reliability to your hiring process. Helps to avoid instances of fraud.
  • Introduces a ‘Wow’ factor that could enhance your reputation with the candidates, making your organization more desirable to join.
  • No upfront investments, as most of these solutions are available on a Monthly Subscription basis.

India too is not far from adopting such means to enhance and enable their hiring process. Such solutions are available in India now. India also has its first video based job portal. So this is the future of talent acquisition and will help young enterprises like yours to better showcase your organization and attract the desired skills.

The author, Srikanth Vasuraj, is a Business Consultant focused on Mentoring and Advising start-ups. He can be reached at +91-98454 78585 or . For more information please visit .

Introducing In50hrs Healthcare Edition

Chennai is the Healthcare Capital of India; That’s a fact. Healthcare and Education are also the two areas that stand to be disrupted in the hands of an entrepreneur in this country and Globally. Yet, time and time again, We witness entrepreneurs building solutions that have no relevance to any of the pressing needs of those in the healthcare ecosystem  – be it hospitals, clinics, doctors, physicians, administrators or those who perform the operational tasks of these institutions.

We decided to turn this on its head, and bring the two stakeholders together, give those interested to disrupt the space, with a chance to “Live-in” with these stakeholders for a week, understand their world and find opportunities to make things better. We believe that anything you can do to make the lives of these stakeholders better, improve efficiencies, tap new opportunities, visualize data, will all significantly enhance the care that the patients enjoy.

We asked many entrepreneurs who are working in the healthcare space, what their biggest constraint has been, and most often than not, we heard the phrases “access to hospitals” mumbled somewhere in between. We decided to do something about that.

In50hrs Healthcare Edition (June 2nd – 8th), unlike the typical In50hrs, will run a tad bit over 50 hours. The first five days are an immersive experience to be in a hospital, and understand the world of hospitals (and few other healthcare partners), and for you to witness what goes on in their day to day professional life.

Over the five days, Physicians, head of units – be it labs, operating theatres, general practitioners, nutritionists, along with the CIOs and several experienced entrepreneurs will both share some of their pain points that you can solve, or will be there for you, to answer any questions you might have.

The Weekend that follows that, follows the general template of In50hrs as we do it – and explained at – a bootcamp, followed by pitch sessions, forming teams, building the prototype – except that here, in the end the jury are going to be the head of units and CIOs of hospitals. Should your prototype seem to show promise, you will be granted an extended six months, and access to deploy your solution at the hospital and a guarantee (on success) to be your first referral customer.

if you know of aspiring entrepreneurs in the space, do let them know.

More details and registration at

Lead Nurturing Strategies for Start-ups

This is the most critical and heart-breaking part of acquiring customers. It can sap even the most persistent. But there is no alternative if you want to convert your qualified lead to an invoice. In the first place, consider yourself lucky you have a set of qualified leads. Most start-ups do not enjoy that luxury. Now it’s only about how you grab this opportunity with both hands and push and prod them to a decision.

Having said that let me tell you there is no ‘best’ or ‘sure fire’ way of nurturing leads. You have to feel your way through. But remember, whatever you do be consistent.

What is Lead Nurturing? It is the consistent process of keeping the lead engaged with a series of focused and relevant content that is both informative and educative about your domain and its impact on the prospect’s business.

Please note, this engagement may very well be just one-way. The lead may or may not respond. But you can rest assured that the information you are sharing is being read, assimilated and filed away for future reference. More important, you are in the process establishing high recall for yourself and your company. The idea of lead nurturing is to get you the inside track in a highly competitive environment where there is a surfeit of information and try and evoke a reaction, be it a step towards a decision or start a conversation or just a response, with the kind of content that you present.

What is the kind of information you should share with the prospect? This is something most sales people ask me when we discuss lead nurturing. Having understood the target segment from where the lead has emanated, you need to come up with content that is relevant to the prospect and adds value to the prospects business and decision-making process. The content could be anything like Blogs, Customer Use Cases and Testimonials, New Customer Acquisitions, a New Use Case, White Papers, Company Newsletter, Webinars, new product development or enhancements etc. You could also share links to relevant blogs on other sites which could help to improve the prospect’s knowledge and intellectual property. Share lists of customers in their line of business or located in their part of the woods. This could help as most customers suffer from ‘herd mentality’. If someone from their domain or region or locality has taken that leap of faith with you, then you must be ‘Ok’. So share as many such confidence boosters.

Another innovative way would be to visit their website, understand their business, the processes they could be following and try and build a possible Use Case specific to their business where the benefits from using your product or service could be better highlighted. I find this a very powerful method as nothing will convince the prospect more than transplanting an idea in their environment and making a point.

If you start to think out-of-the-box I am sure you will come up with many more innovative ways of keeping your prospect engaged. Keep ideating and coming up with new ideas of how to keep your prospect engaged. Trust me, pressure of targets brings out the ‘Einstein’ in most sales people.

What is ‘consistent’ engagement? I am often asked how often should one write to the prospect. How consistent is consistent? How often is too often? It all depends on where you had reached in your interactions with the lead. That will help you to judge the level of communication you need to employ with the prospect.

  • If the lead has visited your website and filled a form to download some resource and you have sent a ’Thank you’ and ‘Introduction’ mail to which there has been no response, then in the initial couple of weeks from first contact you should keep sending some information once every week. If there is still no response, then thereafter slow it down to once a month.
  • If the lead has either taken a product walk-through on your site or you have connected and given a product demo and thereafter drops from the radar, then keep pushing a lot of product information and customer use cases. Again keep up the pressure once a week for a month or so and thereafter taper off to once a month. During this time you could also volunteer some special price schemes to elicit some reaction.
  • If the lead disappears after a demo and price discussion then in all probability they are studying competitive products and/or going through the internal process before a decision. This is when you need to share more information on business benefits and ROI. Information that would help the user get the necessary approvals. The follow-up should be intense, probably once every 2-3 days for 3-4 weeks. Follow-up should also include telephone calls.

The above is only to give some directions on the approach you could adopt to take a lead to closure and not necessarily the only way. Your actual interaction with the prospect will determine your line of action.

During all of the above or wherever you may be in the sales process it is important to get the prospect to give some indicative timeline at the very least. Understand his use case and reasons he is even thinking of your product. If you know why he is out shopping, you then have the opportunity to tailor your communication accordingly. All this is part of the lead nurturing process.

But remember, don’t lose wind. Keep up the efforts. Not all will actually close. But such lead nurturing has yielded closure rates as high as 45-60%. That should encourage you to keep pegging away. Results will surely follow.

The author, Srikanth Vasuraj, is a Business Consultant focused on helping start-ups to grow. He can be reached at +91-98454 78585 or . For more information please visit .

Lead Generation Strategies for Start-ups

Being a young enterprise, you have a product and you have your first set of paying customers. Now the challenge is to take your product to market, generate volumes and gain market share. What are the strategies and plans that you need to adopt to generate a list of prospective customers whom you could pitch your product to? This is where start-ups usually hit a road block. Most new entrepreneurs are unaware of what to do to put in place a robust and scalable lead generation strategy.

Any good go-to-market strategy should have an ‘Inbound’ and ‘Outbound’ lead generation plan.

Inbound is about helping potential customers find you on the net and Outbound is to proactively search for such prospects and inform them about what you have to offer. No go-to-market plan is complete without a good mix of both strategies. A lot of start-ups just follow the ‘Inbound’ route as it costs less. But fail only because they are not consistent with the actions that need to be taken regularly for driving traffic to their site. So a mix of both will help to ensure a steady flow of ‘qualified’ leads.

So, what is a ‘qualified’ lead? A qualified lead is one who has heard about or found your product and has evinced interest, though there may not be an immediate need for it. Such ‘qualified’ leads help to reduce the selling cycle and improve chances of converting the same to a customer. Most leads may not buy immediately which is why you need to also have a strategy in place to nurture the lead till closure.

Briefly detailed below are some typical actions that could be implemented as part of your lead generation strategy:


Build an informative, interactive and well-designed website, with as many CTA’s (Calls-to-Action) as possible to enhance the visitors experience about your product and help take an informed decision. The navigation should be simple and quick with the prime objective of keeping the visitors engaged as much as possible thereby extending their stay on your site and improving the chances of converting them to prospective buyers.


This is the most critical component of your marketing strategy. To provide good content on your site you should first be absolutely clear about who your target audience is. All content created and published should be relevant and valuable to that target audience. This is what will attract such visitors to your site and keep them engaged for the maximum time. It will also ensure repeat visits and help to establish mind-share for your product and thought-leadership. Don’t forget, most prospective buyers do a lot of due diligence before buying anything. You should figure in that process. Content includes Blogs, White Papers, Case Studies, Newsletters etc.

Social Media:

Make sure you have a good digital marketing strategy, which includes promoting your product or service in all social media platforms like Facebook, LinkedIn, Twitter, Google+ etc. These platforms are being increasingly used for lead generation, as people search for information and research what they looking for using these platforms.

Direct and Email Marketing:

This is by far the most popular lead generation strategy followed by most. A well created and targeted mail campaign can help you get in front of people quickly and share relevant information that they may otherwise miss while searching the net. To get the desired results, a typical email campaign should follow a clear plan:

  • Create the database of your target segment
  • The campaign should have a Teaser, Main Mail and Follow-up Mail with 3-4 days gap in-between
  • Cold calling and follow-up calls. Both should be well scripted, with a plan to handle FAQs.
  • A good product training program for the tele-callers

Online Ads:

These could be just display or pay-per-click (PPC) ads on other websites, search engines or popular platforms.

Having put in place a good lead generation program, it is also critical to have well defined internal processes for Lead Allocation to sales and Lead Nurturing. Most leads do not decide immediately. But having evinced some interest in your product they will buy one day. Lead nurturing will significantly improve the chances of converting the lead into a customer.

My next post will discuss what goes into building a good Lead Nurturing Process. In the meanwhile, trust the above helps to either build your lead generation plan or reinforce what you have already implemented.

Hang in there and stay the course! Consistency and determination is the key to success!

The author, Srikanth Vasuraj, is a Business Consultant focused on Mentoring and Advising start-ups. He can be reached at +91-98454 78585 or . For more information please visit .


Inside Sales

Inside Sales — Very Common now a days and effective to target specific audience or groups or geographies.

Inside Sales is quite Cost Effective and Focussed Group Strategy for Companies who are in volume based Business and where Initial Resistance is quite high from Prospects/Customers or where Initial Reach or Geographies are very far off.. Viz IT Services or Product companies.
– For Targeting People from specific Groups
– For Targeting Specific Companies or Verticals
– For Pitching Product or Services mapped to needs of Enterprise or SME’s

Goes in Verticals like :::
– Banking
– Financial Services
– Insurance
– IT Services
– IT Product
– Real Estate

Tips for Inside Sales Professionals :::

– Don’t just start pitching your script or about your Product / Services as if you going to sell him/her right away.
– Make your Target List using Filters.
– Be Polite , Patient and Precise.
– If there is lot of No…s .. don’t get disheartened.Check your list and see if you are calling or touching base with right set of People.
– Try and engage with them by sharing useful content as per their Preferences.
– Seek Appointment Time from them for Sales Folks to visit them as per their Schedule.
– Don’t PUSH PUSH .. too much … He/she is going to get irritated otherwise.

Virendra Sarna

What should start-ups do to retain employees?

Having worked with various start-ups for the last 12 years I have seen different strategies employed by such young enterprises to ensure the average employee tenure stretches beyond two years. The first challenge is to attract the right talent. All the right people seem to only want to work with established organizations, not wanting to risk a start-up.

Those that do take the call join for various reasons. Most use such appointments as a stop-gap until they get a suitable opportunity. There are others who join a start-up to enjoy the advantages of being one among few, where their contributions are expected to have significant impact leading to quick recognition and rewards. Some join to get that entrepreneurial experience and high and also in the hope of making mega bucks in case the start-up achieves a successful exit.

But a couple of years down the road fatigue sets in. Always having to work against time with limited resources and most times having to don multiple hats, with constant doubts about the company’s ability to fulfil its employee obligations, all slowly tend to take their toll and most people decide to move on and join more established organizations. As a result most start-ups are forever hiring, training and losing employees before they get productive.

How do you ensure these people stay? What needs to be done to make employees consider your company as a long term option? The key elements to being a successful start-up employer are involve, share, listen, recognize, reward and rejuvenate.

Recognize the real motivations for an employee to continue working with you. They want to be involved in the company’s plans, have a clear idea of the road-map that you have charted for the company and contribute their own knowledge and ideas to improve chances of success. Recognizing their contributions and rewarding any significant contributions are critically important. Ensure you have a tight knit team through various team building exercises – impromptu lunches, planned dinners and outdoor activities. Let it not be all work and no play. Make the office a fun place to be in without losing the seriousness of what you have set out to do.

In most young organizations the problem is in sharing and listening. The CEO/Founder/Co-Founder are all too busy with their own set of issues and do not give employees much thought other than when they have to discuss some specific problem or when they decide to conduct a few extra-curricular activities. Most do not share their ideas, views, apprehensions and challenges with employees, thinking they may not be able to help or mistakenly thinking that it might create the wrong impressions about the company. Wrong. You will be surprised at the level of concern that employees have for the company and the number of innovative ideas that people can come up with, one of which could be that killer idea. Create forums and special events where such honest employer-employee interactions can take place. Quickly address employee concerns with a clear timeline and follow it up with concrete action. Non-action with erode your credibility. Reward every good idea. A free lunch for two, a gift voucher or cash awards are all very welcome. We humans like to be appreciated and a timely pat on the back goes a long way in creating that special bond.

Last but not the least, stick to promises made. It may be compensation, designation, skills enhancement or bonuses. Anything. A promise made should be a promise kept. If you have any doubt in being able to meet your commitments, please do not make it. Even worse, do not give commitments with caveats. I have a seen a lot of organizations take pride in paying employee salaries on the last or first working day of the month and whatever the circumstances ensure this is met month after month. But performance bonuses get an entirely different treatment. Bonuses are kept pending for very frivolous reasons. Something I have never been able to understand. If you have promised and the person has performed and is entitled to the bonus, please pay it as soon as possible. Preferably at the end of the performance appraisal period and not until the employee raises the issue.

Ofcourse, even after all this you may still have people deciding to move on. But atleast you will know that you have done your bit.

The author, Srikanth Vasuraj, is a Business Consultant who Mentors and Advises start-ups and mid-sized companies. He can be reached at +91-98454 78585 or . For more information please visit .