THE ECONOMIC TIMES

23-year old aspires to make global Indian product

For someone who’s just 23 years old, Anup Tapadia sounds more like the chairman of a large multinational company than the young entrepreneur he actually is. “I would like to make a truly global Indian product,” he says. But then Tapadia is no ordinary 23-year-old. At the age of 14 he became the youngest person in the world to hold all four Microsoft certifications, at the age of 19 he completed two Masters degrees (from IIIT Pune and the University of California in San Diego) in computer science.

In between, he launched his first entrepreneurial venture at the age of 16. Now he’s out with his latest offering, Touchmagix, which creates gesture and touch displays that allow users to interact with a screen simply by making gestures or by touch.

Tapadia was drawn to computers when he was just seven. Over the next five years he had mastered over 15 different computer programming languages. His first venture titled TechnoKarma Labs undertook many projects in the IT networking space such as creating low-cost firewalls and a low cost wireless mesh router, which enabled Wi-Fi connectivity in IIIT’s Pune campus. One of the projects from Technokarma Labs was later spun off as TouchMagix.

Tapadia recalls, “I was watching the movie Minority Report and was quite fascinated by the touch screen Tom Cruise plays around with in the movie.” Over the next two years he worked on the technology, pooling in Rs 15 lakh he had saved from his projects at Technokarma Labs and later with some funding from his family. The development process came with its unique challenges. “The product would always work within the lab, but once we took it outside, it would never work. In fact, our first few installations used to take a whole day.”

The first offering from the startup was Magix Floor where users could interact with a projection on the floor with their feet. It consists of a projection system attached to a PC from which templates are created using 3D Studio Max or Macromedia Flash. The PC is attached to a sensor, which recognises human gestures. Two other Touchmagix products in the line are the Magix Wall and the Magix Table where users can interact with projections on a wall or a table; these projections can also be made on a regular screen.” The main applications are in branding.

“We’ve created templates for brands such as Reebok where a footprint of the brand is created every time a user walks on the floor. We also have a template with the Slumdog Millionaire theme where a user can wave at the screen to create an effect of cash notes being generated.”

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The Robotic Kids

Sudhir Syal, ET Bureau

At 25, IIT Mumbai engineering grad Gagan Goyal had already founded Rhizo, a startup clean tech venture that aimed to harness heat generated from

air-conditioners. This venture however had to be shut down, and like most Indians, young Goyal fell back on the ‘secure’ environs of a public sector oil firm. “But I was not enjoying myself. I had a fetish for robots. I thought why not launch a business around robotics,” he says.

Through his engineering, Goyal had displayed a keen interest in robotics with him also being selected to represent India in the ASME Student Design Contest in New Orleans, USA. The workshop at the contest was to create a robot which could test a Baseball ball and see if it was ready for play. He reminisces: “What I realised was that the effort was more focussed on integrating parts rather than creating them.

Ready-made parts gave participants enough time to focus on programming the robot to make it do intelligent things.” With this in mind, he pooled in Rs 2 lakhs from his personal savings and set up ThinkLabs, which created individual robotic parts and conducted robotic workshops primarily targeting engineering students with an interest in robotics.

The big change in the model came when he approached SINE, (Society of Innovation and Entrepreneurship) the incubator at IIT Mumbai. As Goyal remembers, “the meeting with SINE enabled us to completely change our business model. They helped us realise that robots could be used to help students appreciate and understand science and technology. We subsequently changed our path to become completely education focussed with customised workshops for college and school students.”

What followed was the launch of robo.in, a series of workshops designed to make students interact with robots and programme them to carry out different functions. The basic program is one named ‘SCORE’ (Starter Course on Robotics Education) which is a 24-hour workshop which costs Rs 10,000 and is designed for students in the 11-17 year age group.

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Cashing in on your money
27 Mar 2009, 1327 hrs IST, Sudhir Syal ,

LIKE most people applying for a loan, Adhil Shetty, a graduate from the Columbia University and former consultant with Deloitte went through his share of intensive search and confusion. “On one of my trips back home, I tried applying for a home loan for my parents and realised that a major pain point existed in the space. There was no clarity in terms of eligibility for a loan and consumers were often left running from one bank to the next,” he recalls.
Shetty teamed up with his brother Arjun who had experience in setting up an online finance marketplace for Amazon.com. With seed funding from Chennaibased AVT Group, the brothers launched Bankbazaar.com, a unique web platform that works in line with the financial product approval system in banks. So a user can enter his details, find out which financial products he is eligible for and apply for all of them within 2-3 minutes.
While Bankbazaar’s model is recent and regulatory issues regarding online applications are yet to be sorted out, scores of similar online plays such as Apnapaisa, Rupeetalk and Ratekhoj are making their presence felt in the personal finance market. The early players in this space have been web portals such as Web 18’s MoneyControl, Sify’s Walletwatch and Rediff’s MoneyWiz, which have served as an information resource for users.
Those looking for specific financial products usually go through search engines like Google and are directed to platforms such as Deal4loans, Loanraja and Loanshop, which form the category of ‘lead aggregators’. Here essentially, the user expresses his desire to purchase a loan and provides his contact information, this information is sent to financial companies which then compete with one another by calling the user and providing him with their best offer.
Another category is that of financial comparison engines that go one step further by providing customers with an opportunity to compare multiple financial products in the market and then apply for the one they believe best suits them. The leader of this category in terms of traffic is Apnapaisa.com, started by ex-ICICI banker Harsh Roongta, “The biggest challenge in this format is in updating product information from the vast array of financial products in the market. We have a team of 60 people dedicated only to this. Our value proposition thus is in giving consumers the most neutral selection of products, empowering them to make a decision.”
Apnapaisa has gone through a complete cycle, starting first as a DSA (direct sales agent) for banks, then moving to lead aggregator and finally finding its current format. True to its proposition, Apnapaisa deals with investments, insurance and loans and lists information both on products of its advertisers as well as on other products. Roongta claims his website attracts approximately 500,000 unique users per month with a conversion of 12%.
Buoyed by the success of Apnapaisa, startups such as Rupeetalk and Ratekhoj have followed suit with all of them offering similar comparison engines on their site. Founded by IIM Lucknow graduate Satkam Divya, RupeeTalk has been built on the basis of the founder’s learnings while working with financial institutions such as Times Financial Services and ICICI.
“I helped set up the credit card sales module of ICICI Bank’s website and within just six months, I noticed the number of credit card applications go up from 1,500 to almost 35,000 a day. I thought, if this can work with credit cards why not with every other financial product,” he says. So with early stage investment from Seed Fund he launched RupeeTalk, which covers the entire gamut of credit, investment and insurance products. The site has seen a revenue run rate of Rs 10-12 lakh a month with approximately 10,000 leads being generated every month.
Another startup that uses the comparison model is Policybazaar, which is an insurance comparison engine from the Naukri.com group.
Unlike startups in the West, KYC norms of the IRDA and the RBI in India require at least one face to face meeting before a customer avails a financial product. This means that there is always a possible lag between the Web platform and the financial service provider as the entire transaction can never be completed on the Web. It also means that such startups lose out on more attractive cost-per-transaction revenues while the cost of sourcing from search engines goes up with increasing competition.
Delhi-based Itrust.in has adopted a balanced strategy to counter this problem. Karthik Verma and his partner Dhruv Agarwala were classmates from the Harvard Business School class of 2002. Dhruv went on to head institutional sales for GE while Karthik worked for TCI Fund Management, one of Europe’s leading hedge funds. With both experiencing the entrepreneurial urge they evaluated multiple industries such as healthcare, education and financial services, finally settling on financial services.
“We evaluated 10 success stories from across the world and realised that the common thread amongst all of them was an integrated online/offline model. More so in India where Internet penetration is still low, we realised that in order to build trust in the Indian consumer an offline model would be necessary,” says Karthik. A team of trained financial consultants from the company personally meets with those posting enquiries on the website, finds out their requirement and revert on behalf of the banks with an application form for the relevant product. “With this process we hold onto the customer for all his banking needs thus reducing our cost-per-acquisition,” he explains.
Apart from sales-driven financial plays, there are other startups in segments such as stock broking and personal financial advisory. Two startups that stand out are MarketHero.in, launched by Abhimanyu Chirimar, which is a stock simulation platform with applications in the education and stock broking space. Another platform is InvestmentYogi which provides financial planning and tax planning advice online for a fee, thus working like an online financial advisor.
With transaction volumes yet to reach critical mass, these startups depend largely on financial service companies for advertising. The 2007-2008 report on banner advertising by the Internet and Mobile Advertising Association of India (IAMAI) showed that at Rs 58.3 crore, online advertising from the BFSI sector contributes 25% of the total online advertising revenues in the country (Rs 235 crore). The report also projects a growth of 50% in BFSI online advertising spends in 2008-09. This rate of growth has also been catalysed with many financial companies moving from their existing arrangements with DSA channels to looking at web platforms as a more economic alternative to source leads.
Subrat Pani, head of credit cards India at Kotak Bank and one of Rupeetalk.com’s clients says, ”We source leads from a number of online finance platforms, and so far our experience has been good. Most importantly we have also seen that customers sourced from the online partner sites behave much better with respect to credit card activation and usage.” Pani says Kotak generates approximately 2,000 online leads every week for its credit card division.
In October 2007, Sequoia Capital made an investment of $2.2 million (Rs 11 crore) in Apnapaisa, while as recently as last year Seed Fund made an investment of $1 million in Rupeetalk. “The online finance market is still an early market with attractive long-term potential to build a consumer brand as financial services companies are large advertisers. Over the long term, the market will see 2-3 winners,” says KP Balraj, managing partner, Sequoia Capital. Mahesh Murthy, managing partner at Seed Fund believes that a downturn might actually benefit such sites, “In an economic downturn, consumers don’t stop buying financial products; they only become more careful. In such an environment, online comparison sites serve both the requirement of the user and the advertiser who gets an economical advertising option.”

Start-ups and their ‘failure mantras’
27 Feb 2009, 0403 hrs IST, Sudhir Syal, ET Bureau

Knowing when to let go is among the most crucial traits entrepreneurs need to have. Some profiles here show some recently failed startups to uncover their ‘failure mantras’

In early 2006, Online Marketing analyst Jared Blank, a US national decided to team up with an analyst from Jupiter Research, Vikram Sehgal to launch Tripmela.com. Their objective—to aggregate all the travel deals available in India and send them out as weekly e-mail newsletters. However, in December 2008, Tripmela was put up for sale on auction site Ebay where it was sold for a paltry sum of Rs 112,000.

What went wrong? Jared says, “We chose the Indian market cause it was the largest English speaking market in the world, and the travel market was booming. However, two fundamental things went wrong. First, we realised that unlike in the US, newsletters were not very popular with the Indian user. Secondly, and most importantly, given the high occupancy of hotels, they just weren’t as many hotels offering deals.”

This isn’t an uncommon case. Like Tripmela.com, a number of startups across the world shut shop primarily in their first two years when they encounter changing business conditions or the downside of a misplaced assumption. But there’s a school of thought which believes that failures are a central component of the startup space.

In fact, a recent research paper by Harvard Business School states that failed entrepreneurs have a better chance of succeeding in their second effort than first time ones. Moreover, second time entrepreneurs have a substantially higher chance of raising funding than first timers. If so, can failed startup experiences be useful for entrepreneurs who are starting out now?

Shutdown – Failure or Learning?
Why is there so much of social stigma directed at entrepreneurs in India when they shut down their ventures? One person who understands this best is Rohit Agarwal, founder of career networking startup Tech Tribe, in February 2006.

The startup received a round of funding from investors Canaan Partners, The Entrepreneur’s funds and Miven Venture Partners but a couple of months ago—after almost three years of running the show—the founder and investors decided to let go. On the experience Agarwal tells us, “After months of running with the idea, we realised that the initial hypothesis of users getting incentivised for referring employees clearly wasn’t working.

More so, we were up against larger players with access to much more capital who were always going to have an advantage.” Rohit though, doesn’t deem this as a failure, rather seeing it as learning that he intends to take to his next venture that’s rumoured to be in the online education space.

Another similar case study is My Dunia, an SMS services startup based out of Bangalore and started by Kesava Reddy. On October 17, 2008, My Duniya brought down its servers citing the usage of a wrong strategy. “My Dunia was concentrated more on the individual user offering services such as the sending of e-mail via SMS.

However, we found this model extremely difficult to scale up since it involved targeting individual users rather than enterprises,” says Reddy. He has transferred his learnings and has launched a new start-up named Numo Solutions, which customises SMS solutions for enterprises.

When is it a good time to Shut?
A lot of the times, startups close because of a change in regulation or the effects of the downturn in a specific industry, developments that are for the most part out of their control.

Draper Fisher Juverston’s (DFJ) India head Mohanjeet Jolly, has come across this situation as an investor many times. From his experiences both with DFJ and with Garage Ventures, where he had to take the tough decision of shutting down a startup numerous times, he says, “As an investor, it’s clearly a question of putting good money after bad.

Click here to read on…
Designers Ink
30 Jan 2009, 0114 hrs IST, Sudhir Syal, ET Bureau

For IIT Mumbai batchmates Kashyap Dalal and Navneet Rai the ‘aha’ moment came from answering a central question–why are such a large number of creations from India’s best design institutes shelved? Speaking to their friends in design institutes, the answer they unearthed was a simple one. There really was no platform that showcased this talent.

In mid 2007 Dalal, then on a stint with Hindustan Lever after his MBA from IIM Lucknow, decided to quit his job and team up with Rai. Their idea was to motivate and energise the design community across the country by printing their designs on T-shirts and retailing them. Kashyap recalls, “We conducted (awareness) activities in the campuses of NIFT, IDC and other institutes.

The response was phenomenal and most designers saw this as a much awaited opportunity to showcase their work”. Here’s how its works. There is an ongoing contest every month where all uploaded Corel Draw and Photoshop designs are voted upon, using a weighted average algorithm. Eight of the best designs are chosen and these designs are then used to make T-shirts with their creators being rewarded with cash prizes and acclaim within the community.

The starting days for Inkfruit were challenging with Dalal and Rai having to pool in some of their own savings (Rs 3-4 lakh). They also received some early stage investment support from a few of their IIT seniors. The primary costs were those in the marketing their idea in colleges and D-schools, incentivising the design community and in building inventory. One of their big questions that Inkfruit faced from the community was that of intellectual property (IP) rights and who would hold the IP of the products once they began retailing. To answer this, the duo consulted with an IP expert. “Our system involves a digital agreement wherein Inkfruit owns the IP for the first 90 days. Post this if a design is selected it remains with us, otherwise it’s returned to the creator along with the IP rights,” Dalal explains.

The Co-founders

The make the model work, Inkfruit had to get the T-shirts manufactured at the lowest cost and in strike win-win deals with retailers. It was here that Rai’s experience in working with his family garment unit came in handy. “We get the T-shirts printed from wholesalers using the screen printing process. We’ve also managed to get some good support from multi-brand retailers, and many of them are happy to retail our products owing to their popularity amongst the urban youth,” says Rai. Inkfruit’s products are currently being sold through 35 outlets in Mumbai, Pune, Bangalore and Ahmedabad.

In just five months of its existence, Inkfruit has notched up revenues of approximately Rs 70 lakhs (that’s around 5,000 shirts per month) and at the current rate of growth is scheduled to breach the Rs 2 crore mark within its first year. In early 2008 Inkfruit received a fund infusion from angel investors Mahesh Murthy, Anand Lunia and Paula Mariwala. more

Virtual 3D worlds or Web 3.0?
25 Jan, 2009, 1603 hrs IST, Sudhir Syal

While the world debates over what Web 3.0 could actually comprise, Sudhir Syal explores the virtual 3D World and realises that it could well be a serious contender.

It was in the summer of 2004, during a conversation between internet evangelist Tim O Reilly and MediaLive International that the now inescapable term Web 2.0 was first coined. Just after the dotcom bust, Web 2.0 was meant to signify the resurgence of the World Wide Web and it was to reinforce this that the Web 2.0 Summit was first held.

Over the years, the definition of the term ‘Web 2.0’ changed subsequent times before eventually defining a new genre of the web, one which lent itself better to user generated content, collaboration and integration using tools such as Wikis, Blogs and Widgets.

Ever since the emergence of Web 2.0, the entire tech community has been in search of its successor, that one defining change disruptive enough to deserve the now elusive accolade Web 3.0. And the jury is out on which technology it would be; Network Computing, Disruptive Databases and Intelligent applications have all staked their claims but the one technology which experts believe stands out is that of ‘Virtual 3D Worlds’.

A conference in a virtual world

Rising to fame with the launch of ‘Second Life’ in June 2003, virtual worlds have seen path breaking growth with them offering users an opportunity to take up a job, buy homes and pretty much lead an alternate virtual existence. So much has it simulated life in the real world, that the Second Life currency ‘Linden Dollars’ has a real world exchange rate which can be used to trade for real world currency….more.

Booking profits online
9 Jan 2009, 0245 hrs IST, Sudhir Syal, ET Bureau

For any entrepreneur, that bolt of lightening which shapes his startup idea comes from the most unexpected of sources. For Hiten Dedhia, co-founder of Librarywala.com, it wasn’t any different.

In the US, while working on a consulting project, Hiten stumbled upon Netflix, the online DVD library and was amazed by its ease of use. As he remembers, “It was cheap, had a great collection, most of all the flat rate model allowed me to keep the DVD’s as long as I wanted while also allowing me to return them as soon as I was done.”

On his return to India, noticing an already crowded market place in the space of DVD rentals (Seventymm and Reliance-owned Bigflix) he searched for another genre of goods he could apply the same business model to. Books turned out to be the perfect answer; they had limited use after they were read, needed a wide collection to choose from, and more so as a consequence of the dotcom generation, access to books was certainly on the decline.

The next step was to find a team of co-founders and Hiten turned to his two classmates from the Wellingkar Institute of Management, Dhairyasheel Pawar (sales and marketing) and Shibanarayan Rath (logistics and finance), the three of them along with close friend Hiten Turakhia, a bachelor of commerce from Mumbai University (operations) came together to form the four member co-founding team. In August 2007, Librarywala.com India’s first completely online book library was formed.

Expenditure for the first few months was primarily in building the book inventory and apart from the funds invested by each of the partners, the firm also raised funds from close friends and family. Even with an exhaustive collection of over 8,000 books, building consumer trust was extremely difficult, as Turakhia recalls, “No one would believe that we would actually deliver the books. For most users, we had to speak to them after registering so as to assure them of our services.”

The marquee borrowing plan comes at Rs 139 a month (plus a Rs 500 registration fee and a Rs 500 refundable deposit) where a user gets to borrow two books at a time with a maximum of three books per month. Books are delivered within 24 hours of a user choosing them online and they can be paid for on delivery or online. Unlike the off-line library model where a user is penalized with an incremental late delivery charge, here the user can hang onto the book for as long as he chooses provided he pays his monthly subscription.

With services open only in Mumbai initially, adoption was slow. Dedhia tells us, “The big kicker came when a newspaper ran an article about us. Our phones were busy for the next two days.” Adoption picked up soon after and though the numbers were about 30% off what the founders had projected, Librarywala finished the financial year March ‘08 with over 2,000 customers and revenues of Rs 22 lakh. Operational break-even was achieved in the 2nd month and this gave the founders confidence to open operations in the cities of Bangalore and Pune expanding its employee base to 31.

As of December 1, 2008, the site’s customer base has grown to 4,500 and revenues have grown over 180% to
Rs 63 lakhs, but clearly the founders see a lot more potential. Dedhia tells us, “Our goal is to acquire 10,000 customers by March ‘09 and be completely debt free by December ‘10”.

In order to fuel this explosive growth, Librarywala is looking at venture funding and have been in talks with a couple of early stage funds regarding the same. “The funding of Rs 2 crore which we are looking to raise will be used to expand our presence in our current cities of operation and move into other segments such as audio and regional language books which we see great opportunity in”, he says.

Unlike other startups, where the founders quit their day-time jobs and dived head first into their startup, the founders here have adopted a different route with all four of them still maintaining their independent sources of income. While Dedhia, Dhairyasheel and Shibanarayan continue to maintain their corporate jobs, Turakhia is the only one who operates the startup full-time alongside continuing to earn an income from his hardware services company.

As Turakhia concludes, “All of us use our regular income to keep our dream alive. The plan is for all of us to join Librarywala full-time by April 2010, but until then the cash flows from our regular incomes are crucial.” With the news of multiple startups running out of cash and failing, Librarywala.com might just have hit upon the perfect strategy to tide over the blues of the ongoing recession.

Living The Virtual Life
12 Dec 2008, 0001 hrs IST, Sudhir Syal, ET Bureau

It was July 2006, when 26-year-old Banerjee came across an interesting article on a new virtual world called ‘Second Life’ as he was browsing

the Internet while shying away from preparing for his Chartered Accountancy exams. Over the next two weeks, he spent some time exploring the platform. Second Life is a ‘Meta Verse’, which in essence is a three-dimensional space that acts as a metaphor for the Universe and hence derives its name.

Created by the founder of Linden Labs Philip Rosendale, users can log onto Secondlife.com and create identities in the form of avatars through which they can live their virtual lives—build houses, sell property, earn money (Linden Dollars in the world of Second Life) and even get married, much like they would in the real world.

When Banerjee saw big corporates such as Coca Cola, Intel and Dell heavily using Second Life as a marketing medium in the West, he knew the potential was enormous. His first experiment with the virtual world was when he set up sljobfinder.com, a recruitment website catering to jobs on Second Life. These jobs ranged from those of attendants at sections (called islands) occupied by corporates to joining a Second Life Architect and designing buildings and houses in the virtual world.

His claim to fame though came when he got the idea of starting a Metaverse development company, one which would help corporates market on Second Life. He tells us, “with explosive growth in the US, more and more corporates were interested in marketing on the platform; lower costs in India meant that this was a great opportunity.” Siddharth then convinced two of his best friends to join him — Ashima Misri, an MBA from the Wellingkar School of Management (Mumbai) to handle the operations for the firm and Shuchi Talati, a postgraduate in Mass Communication from Xaviers (Mumbai) to take on the mantle as Creative Director.

In March 2007, after months of persuasion, Banerjee and his team finally managed to raise some funding from friends and family to launch ‘Indusgeeks Solutions’. This came at the cost of Siddharth foregoing both his Chartered Accountancy and his Commerce degree, but he was convinced.

Business verticals for Indusgeeks are of two types. The startup offers marketing solutions on the platform wherein corporates take up specific areas in the virtual world showcasing to visiting avatars their projects and work in the form of videos or photos.

All of these were time-based billing projects, so Banerjee soon realised that he had to look at avenues for more sustainable revenue generation. This led him to discover MILS or Metamersive Interactive Learning Space, an adaptation of Second Life and other virtual environments allowing corporates to hold conferences and training sessions in the 3D environment. more…

Bloggers pitch in with updates during the crisis
29 Nov 2008, 0217 hrs IST, Sudhir Syal, ET Bureau

MUMBAI: With families of victims desperately seeking information on their family members, Mumbai’s bloggers are doing their bit to help.

Mumbai Help, a blog which was started to provide information when the city was hit by multiple bombs on the suburban trains in July 2006, has since been reactivated to serve citizens at every subsequent crisis. At mumbaihelp.blogspot.com, the authors post updates on hostages and victims at all four attack spots.

Peter Griffin, one of the co-authors of the blog said: “We started updating the blog within two hours of the terrorist activity breaking out and have since used it to provide information such as emergency contact numbers and news updates. Foreigners have used the site extensively to find out about the condition of their family members and friends.”

Bloggers living around the affected areas turned enthusiastic citizen journalists, posting first-person accounts and photos.

One of them is Vinukumar Ranganathan, an executive with a mobile services company who lives just a hundred metres from Nariman House. “It was about 10:45 pm on November 26 when I heard a blast outside. I rushed down and took my bike on to the street and noticed people coming together and pointing to a building where someone had gone up with a gun. A few minutes later there were gunshots, after which the police entered.”

Since then, Ranganathan has updated his Flickr photostream flickr.com/photos.vinu with all kinds of images — including shots of an army helicopter airdropping an NSG commando on to the roof of Nariman House.

Arun Shanbhag, a scientist at the Harvard Medical School was in Mumbai visiting his parents when he found himself close to the epicentre of the terrorist activity. As he puts it, “I was still jet-lagged when I woke up on the November 27 to find strangers from the streets sleeping in our home. I was about to go out for a morning jog when I was given an update on the events of the previous night.” From his vantage point, just behind the Taj Mahal Hotel in Colaba, Shanbhag has been posting photos and commentary at arunshanbhag.com.

While such efforts at citizen journalism have been accused of spreading panic by disseminating rumours, or information best kept out of the public domain, the online community feels it is unwarranted criticism. Mahesh Murthy, founder of search engine marketing firm Pinstorm, who set up helpmumbai.pinstorm.com, pointed out: “This essentially is a self-correcting medium and one soon realises which updates are true and which are baseless.”

Comments
3 Responses to “THE ECONOMIC TIMES”
  1. Dear Sudhir,
    NMIMS is organizing a two day business event called ‘Inspirus-The Spirit of Entrepreneur’.
    It would be great if our event can get a media coverage on your show ‘Winning Warrior’.
    Kindly revert.

    Thanks & Regards,
    Khushboo Doshi
    09892646277

  2. Ankit says:

    This is the worst ever library I have come across. Please if anyone is thinking of joining it, don’t do so and save your money. These Librarywala people know nothing and will never ever be able to provide you a decent book that you had like to read. They will just loot you of your money and harass you by their replies on your queries. I haven’t received a single book I requested for in the 4-5 months of my membership.
    Believe me its an utter waste of money and time.

  3. Today, I went to the beachfront with my children. I found a sea shell and
    gifted it to my 4 year old daughter and said “You can hear the ocean if you put this to your ear.” She placed the shell to her ear and screamed.

    There was a hermit crab inside and it pinched her ear.

    She never wants to go back! LoL I know this is
    totally off topic but I had to tell someone!

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