Before proving it to your customers you have to prove the value of your product to your employees, partners and vendors, writes Rahul Joshi After working in a corporate job for close to 12 years I decided to chase the entrepreneur dream hoping to build on the ideas that I and my partners had in mind. It’s been around four years since then and I have been part of a few ventures spread across multiple domains. To briefly sum it up, it is by no means a walk in the park running your own business. You would be hard pressed to find an entrepreneur who says it was easy. For first timers who get into it after being in a job the very first thing that you realize is that there is no such thing as a regular monthly paycheck. However you do worry about ensuring your employees get theirs. A specific role and set of responsibilities become thing of the past. Meeting a customer to try and close a deal, help manage the operations at the office and sit with a developer to discuss a technical issue, all in a single work day is a norm. Finding time on the specific thing you love doing – be it coding, designing, strategizing, marketing or anything else, does not come easily. The pressure of shipping the product or completing the project is driven by how much it costs irrespective of whether you are self-funded or backed by investors. If you cannot afford the tools and resources for the technology you want to build on, one has to look for alternatives while ensuring it still comes out as a viable product. It’s a constant endeavor to maintain a balance between the three key pillars of your business, people, product and process. At the end of the day if you are not able to sell whatever it is you are producing and make up a case as to why they should choose you, one has reached a dead end. As a founder you have to believe in the potential of your product. Before proving it to your customers you have to prove it to your employees, partners and vendors. One of the things that make it tricky is dealing with external factors that are beyond your control. As they say timing is the most important factor that decides the success of your business. The need for your product can be market driven or introduced that you believe helps solve a problem. Although willingness to adapt your product and the availability of the supporting technology required for your product to work should be at its peak. Alternatively one also falls into a trap of assumptions. We came up with a mobile based service few years ago targeted for a specific group of professionals. It was obvious in our mind that the service would make it easier for them to get to the information they need. Turns out for a set of them the existing round about approach was not a big deal while for others they were not comfortable accessing this information in a digital form as they were used to the paper format. In this case the need was for us to identify and fill the trust deficit first before offering the technology based solution. Pricing your product be it software, a service or a retail item is another challenge that you have to deal with. I always thought how hard it could be? Determine how much it costs to build the product, add margin to it as your profit and you have the number. Just considering the cost part is an exercise in itself. Consider Fixed costs, recurring cost, indirect cost, travel and logistics, operations cost to start with a few. How much you value the customer’s business, potential to up sell, support and services desired by customer, volume involved, expected delivery timeline, resource availability on your end, available cash flow to invest up front are few of the other things to account for. Based on the domain you will have more but not less. Then there is competition, current economic environment, and your ability to sustain and scale that further influence your pricing. However not all is gloomy. Had it not been for getting into starting on your own I may have not started my own blog, may have not spoken at a few gatherings, got to travel, get to learn entirely new domains and dare to write, however imperfect it may be. Of course nothing prevented me from doing all this in past jobs as well but now these opportunities came to be more obvious to take up. Sometimes your vision of what is possible becomes limited by what you are exposed to. These ventures forced me to learn aspects like branding or accounting which were way out of my league. I have a new found respect and understanding for disciplines that I had not thought about before and how significant they are in contributing towards the success of any business. I always envied the freedom entrepreneurs enjoyed with their time. Although you can choose your own work hours taking the time out though is hard to come by. There is a certain threshold the business has to cross to free yourselves from the everyday operation and maybe afford a vacation. Until that happens you may have to see your friends post pictures from their outings while you are hunkered down to ensure you meet the basic need of food and paying your kids school fees. But that’s what you signed up for in the first place, didn’t you?The author, Rahul Joshi, is a start-up entrepreneur and founder of nectarfarm.com
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The Pune-based Hinjewadi Industries Association along with Maharashtra Industrial Development Corporation set up a shuttle bus service called MetroZip “Daily 2,50,000 employees come to Hinjewadi to work and this number increases every year by 10-12 per cent,” says Anil Patwardhan, president of the Hinjewadi Industries Association, an industrial association for companies based out of Hinjewadi area of Pune. He adds that there has been no major infrastructural development, road or flyover, in the last five or six years. “There is only one three km long road that leads to the industrial park and it gets highly congested during office hours. Being stuck on that road for two hours every day has become a normal routine,” Patwardhan adds. In September last year, HIA along with Maharashtra Industrial Development Corporation (MIDC) proposed a private transport system to ease the traffic woes of Hinjewadi and the area around it. They got facility management company Supreme Facility Management (SFM) on board to be their transport vendor and did a pilot study last year. They realised that 30 per cent of the employees were using four-wheelers, 35 per cent would use two-wheelers and the rest used company provided buses or other means. The idea was to discourage one-car-one-user practice and get these 65 per cent people using independent transport to start using shuttle service. So, in September 2014 they launched a shuttle bus service called MetroZip. They started with four popular routes in Pune with 13 buses. In the first week of the project 70 people registered on the online portal to use its service, shares Prashant Mohite, Chief Operating Officer of SFM. The popularity of this project grew by leaps and bounds and by December 2014, 700 started using its service daily, he informs. Along with that, SFM kept doing more surveys and realised the need for buses at several more routes. Due to the growing demand in February 2015 they started with 24 more routes with 38 buses. In fact, companies like Tata Technologies have shifted all their 650 employees to use MetroZip, shares Mohite. SFM is also trying to get WiFi and other facilities in the buses to make the commute more attractive and get more and more people to use this service. Presently, they have 48 routes all over the city of Pune with 74 buses and are catering to 3000 people per day. “From these 2,300 are those that have ditched their private vehicles for the bus,” shares Patwardhan, president of the HIA. “Due to MetroZip, more and more companies are applying to become the member of Hinjewadi Industries Association,” he quips.
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In the science fiction blockbuster, StarWars, the Dark Star is a loathed spacecraft that has the power to destroy planets. Its conquest of space is halted by a band of rebels who believe that the universe has to be freed from the wrath of dictatorship. Such is the scene that one witnesses, in the consumer internet world, that it is a battle royale for the mobile universe and advertising 'space'. The adversaries are Google and Facebook, on one side, versus a "federation" of smaller adtechnology companies. These wars often go unnoticed and need to be looked at from the context of opportuntiy. Publicis, the advertising giant, says that mobile ad spends will grow to $45 billion in 2016 from a mere $13.5 billion in 2013.Giant KillersThese adtech companies or startups represent the little guys, millions of app developers and media houses, who cannot afford to advertise on Google or Facebook. There is new hope seeding in the industry. It has taken root in the form of mobile app advertising; a 3.0 version powered by InMobi. Its platform called Miip is going to make publishers not just access advertising, but it also enables advertisers to get personal with their target audience, by engaging them with creative pop-ups, and will ultimately make them buy services. The platform is breath of fresh air to the already struggling adtech ecosystem.However, one must be aware that Google and Facebook have begun offering micro stores, of retailers, within their apps. The only problem is that neither Google nor Facebook have invested in tracking consumer habits and have no way of telling what happens when consumers move from one app to the other, which is InMobi's big bet on taking on these internet giants. The two years of hard work has taken shape in the form of the Death Star destroyer. The timing, of this platform, is a perfect media run for InMobi.It also believes that Miip can bring 1 billion consumers worldwide which will create a substantial business for InMobi, which is a direct $300 million business that can go in to its top line in 2 years. The company does not confirm this number, it obviously has a billion dollar business in its mind. But just when some of us wrote off adtechnology, as a business, it seems that there is a force out there, after all, that can stop the oligopoly of the mobile app economy.Unfortunately, for these startups, today Google and Facebook have, along with Twitter and LinkedIn, captured 80 percent of the mobile ad-space. There are a clutch of Indian startups like Adnear, InMobi, VServ and Vizury that believe personal and engaging advertisements are the future of the mobile app economy. Like all small companies they have made their fair share of mistakes and are now becoming data-led companies.Advertisers first wanted something that could measure consumer intent and there began the creation of adtechnology 2.0, which offered data analytics on user habits in apps. These platforms helped app developers understand their users and in the process offered personal banner ads to consumers. There was an intrinsic problem in this model for adtech companies. While there was a revelation that a data oriented approach could be the next best thing, it was not inducing customers to close transactions. Companies were placing ads on real time bidding platforms with intelligence and advertisers began forcing their hand and doubting the merits of the 2.0 technology.But what is the use of measuring when there is no incentive provided to transact. There was speculation that the adtechnology industry would eventually collapse or merge into one or two entities. This is precisely why InMobi's Miip is going to be a game changer for publishers and advertisers. The platform itself promises to create multiple business models beyond just impression-based payments. For retailers it will allow them to target users even when they move from one app to the other. Say a customer is browsing between a grocery shopping app and a movie app, the platform can help advertisers, in this case the movie and the grocery app, to make an offer to the customer for product gratification. This will change mobile app advertising forever, which means the Miip platform is open to anyone with an intention of capturing and converting an audience. People have called this phenomenon of tracking customers between apps deep linking. Flipkart and Snapdeal are working on a similar model to target consumers. Who knows they may make a splash with InMobi in the months to come.The question is will this 3.0 version of adtech companies work? BW Businessworld observes that this platform can be used by the likes of Walmart, Ford, General Motors, Fox News and the like. These are companies that have missed the consumer mobile internet revolution and are in serious need of engaging their consumers on the mobile. By the way Miip also reminds us of the "road runner" cartoon, courtesy Warner Brothers, where the bird, which outwits the wily Coyote every time he plans to trap it, announces its arrival and getaway with the famous call "meep-meep". But are these adtech companies fast enough to catch the Dark Star? Over the next 18 months we will either see adtechnology companies collapse or they will rise as the new Republic of the ad-space with several private equity and venture capital funds backing them to battle Google or a Facebook.
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Branding Tata Motors small car Nano as a cheapest car was a mistake and was one of the reasons for the model not taking off as expected, Ratan Tata, chairman emeritus of Tata Sons, said on Wednesday (15 July). He further clarified that people did not want to be associated with a cheap car. The former chairman of the Tata group said the small car was designed by people with an average age of 25-26 and was a success beyond expectations. The one-year delay because of the violent agitations against the company in West Bengal allowed competitors to spread wrong messages about the car, he added. Tata, who spent more than two decades at the helm of the iconic Tata group before hanging up his boots in 2012, has invested an undisclosed amount in Ampere, a Coimbatore-based electric vehicle start-up founded by a woman entrepreneur. Tata made the investment along with Ampere's existing investor, Forum Synergies. The start-up, founded by Hemalatha Annamalai, will use the funds to scale up operations and hire talent over two years. Ampere is the first automobile start-up investment for Tata, who conceived Nano, now one of the world's cheapest cars. Tata went on to add that e-commerce will change the face of merchandising and marketing in India. In the last one year, he has invested in a slew of consumer Internet companies such as Ola, Snapdeal, Paytm, and Xiaomi. Tata who is investing in start-ups said he was looking at those outfits that would help the common man. He also urged the entrepreneurs to be a long term player and build an institution than cashing out early. Some of the companies where Tata has invested in recent months include US-based high-altitude wind energy generator Altaeros Energies, e-commerce firm Snapdeal, online jewellery retailer BlueStone, online furniture retailer Urban Ladder, auto portal CarDekho.com and so on.
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Puneet Dalmia, MD, Dalmia Bharat seeds Rs 50 crore in an one month old Delhi based reality startup targeting Delhi’s Rs 13,000-crore, contractor-built one-off home market, reports BW Online BureauDalmia Bharat Group's MD Puneet Dalmia has invested Rs 50 crore in a realty start-up, Prithu, in his individual capacity. With this, Dalmia holds 74 percent in Prithu, which caters to the individual home segment. The balance will be held by Prithu's MD Nitin Bansal.Prithu, which supplies to the individual home segment is founded by a young team of IIM and IIT alumni, seeks to disrupt the fragmented contractor- driven individual home segment in Delhi. Over the next five years, Prithu is eyeing an annual turnover of over Rs 500 crore.“Delhi’s residential stand-alone real estate market is much like the rest of India where one-off homes built by small contractors are the preferred choice. Low degree of professionalism has led to a serious trust deficit in this sector, and home owners often have disappointing stories to narrate regarding on time delivery and quality of specs” mentioned Dalmia. Prithu-built homes would include built-in safety and security features, and will cost between Rs 2,300 to Rs 6,000 per sq ft, covering all design, construction and approvals costs. The homes would also be GRIHA (Green Rating for Integrated Habitat Assessment) certified. “We’re looking to transform the small-contractor-dominated individual or one-off home segment with a systematic and transparent approach, to ensure a superior and satisfying customer experience,” said Nitin Bansal, Co-founder and Managing Director, Prithu.
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A video analytics start-up, Vidooly on Monday (13 July) announced the opening of its new office in Noida which embraces an open design to foster collaboration and innovation, will also support Vidooly’s aggressive hiring plans to double its workforce in the next six months. It is looking to hire data scientists and analysts and programmers to boost its team strength. Vidooly recently received funding from Silicon Valley based investor, Bessemer Venture Partners (BVP).Subrat Kar, CEO & Co-founder of Vidooly, said, “Vidooly’s talent pool is largely of young people. To keep energy levels high, our focus is on creating the right culture, which is an environment for creativity where there is collaboration, a free flow of ideas as well as fun, humor and spontaneity. Our physical office space is designed to reflect this culture we wish to create and an expression of who we are as a company.”Vidooly’s new office will allow it to scale up its workforce as it gears up to respond to the high demand for its product and services and support its expansion plans beyond India. Vidooly’s new office is an expression of its company identity through physical space. Done up in the colors of its corporate identity, red, white and black, the design is open with no private cubicles and the café within the office, features a large television screen.“With expansion plans afoot to focus on the Middle East and South-East Asia because of the growing content consumption in these regions, we are looking to hire aggressively and add 25 more people to our team in the near term. We are looking for data scientists and analysts and programmers who can support our core product development”, he added.Vidooly’s growth is a result of the global megatrend being witnessed in video consumption, which comprises an estimated more than 60 per cent of all data traffic on the Web. YouTube is the second largest search engine in the world, next only to Google. More than 300 hours of video is being uploaded on YouTube every minute, out of which 90 per cent of the videos generate less than 10,000 views in the first one-month. Currently, content creators are putting a lot of efforts to create good quality content, but the problem is that they find it difficult in targeting the right kind of audience to watch their content. This is where Vidooly steps in to help content creators, brands and multi channel networks (MCNs), to maximize their YouTube organic views, build an audience base and earn more revenues on YouTube.
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Housing.com is moving on from the Rahul Yadav controversy. The real estate portal has named chief operating officer Rishabh Gupta as interim chief executive, a week after co-founder and former CEO Rahul Yadav was fired for bad behaviour.His appointment is effective immediately, Jonathan Bullock, SoftBank's representative on Housing's board, said in an internal email titled 'Moving forward & Looking up'. SoftBank is the largest stakeholder in the company. Economictimes.com reported that Bullock said in a email sent to Housing employees said: "We believe and expect that his principled leadership, tenacity, and determination will position us well."Gupta, a former Flipkart employee, had been effectively running Housing during the past few months of turmoil in the company because of Yadav's run-ins with investors and others. Gupta, Housing's first angel investor Haresh Chawla, and chief technical officer Abhishek Anand will also join an operating committee.The Housing board had fired Yadav as CEO last week, bringing to an end a tumultuous relationship at one of India's most-watched startups. Housing.com was in news again on Monday (6 July) and again for wrong reasons. The site was down for sometime after being hacked and the twitter world was aflame with rumours about who had done it. Many had pointed a finger at Rahul Yadav who had denied the allegation.Housing was founded in 2012 by a dozen college-mates from IIT-Mumbai. Four of them including Yadav now have left the company.The company is currently controlled by SoftBank, which has a 32 per cent stake in Housing. The Japanese firm has formed an executive committee that controls Housing's finances and operations, and is led by Bullock, who recently replaced SoftBank's president Nikesh Arora on the Housing board. Investor Nexus venture owns about 19 per cent stake in Housing, and Helion Ventures and Falcon Edge about 10 per cent each.There are rumours going on that Quikr’s investors have agreed to buy Housing.com for $170 million, much less than the $235 million valuation that the company garnered in 2014.
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Startups begin with a brilliant idea by highly motivated people, who hire a couple of extremely motivated people to turn it into a reality, says Aditya RajgarhiaLeft, right, straight ahead or trackback 10 steps - if you’re somebody looking for a challenging yet promising career, you’re probably stumbling across opportunities at fast-growing startups hunting for the brightest talent.Startups have a magnetic aura around them and working for one is nothing short of the perfect north pole-south pole attraction. Be it for the culture - fun and casual, or the room for rapid growth - professionally and financially, startups are surely in the limelight today for offering the ‘best’ job opportunities to freshers and experienced professionals.Looking at the fancy websites to videos boasting of a culture that balances work, life and enjoyment, there isn’t anyone out there who doesn’t imagine themselves sitting on a bean bag with a mac in hand, working with like minded people while applying for these positions.There is no doubt about the fact that working for a startup can be exciting and at the same time, teach you a lot about the field you want to build a career in (or not). Because once you’re out there, all the rules you have learnt at your corporate job no longer apply.So how do you know the startup you’re planning to join is the right career move? A hit and trial is fine, but what if the grass isn’t as green as you thought it would be?6 things you need to keep in mind before signing up with a startup1. You’ll have to be ready for changeUnlike corporate biggies who have set offices across different cities, allocated spaces for various departments, defined work for a group of people and job titles to go along with the work, startups are forever changing. Be it the office location, job title, job role or for that matter, your seat!At some startups, even picking out your favourite chair and labelling it doesn’t work.The constantly changing environment definitely breaks your workflow once in a while; but life doesn’t get better by chance, it gets better with change. After all, startups aim at hiring highly motivated and enthusiastic, change embracing people!2. You’re either all in or simply outIf you’re accustomed to working alone, startups aren’t for you. You’re expected to be a team player, who rolls up his sleeves and dives right in at the hour of need - whether or not your job profile qualifies you for it.There is no such thing as, “This isn’t what I was hired for.”Your everyday activity could fluctuate from being exactly what your job description states to something that you had never even imagined yourself doing; including picking up donuts for your colleagues occasionally. The good part of it all? You learn how to do just about everything - tech, non-tech and so many other things!3. The flat hierarchy doesn’t stayStartups begin with a brilliant idea by highly motivated people, who hire a couple of extremely motivated people to turn it into a reality. Even though initially the pitch of a flat hierarchy sounds exactly what you are looking for, things are bound to change once the company tastes success.Don’t like someone standing on your head? Sad.The motivated early employees are often put under experienced managers who decide what needs to be done when - of course, in the best way possible. Even though a manager is a manager who might bug you on a daily basis, he or she is the one person you can learn from. After all, they know how to keep a storm in control.4. It's hard work, rewarding workWhen you join a startup, you're not just performing your individual role - you're building a company. Long hours and pressure to work on multiple things are the norm in the early years of a startup. It can be mentally draining, but a great experience at the same time. Not to mention the enormous satisfaction of building something great from scratch.Be ready to deal with pressure!Although the work is hard, fast-growing startups who have raised large amounts of capital are usually able to compensate their employees very well, even better than most large companies. It's definitely a "work hard, play hard" environment.5. You work at your own riskEverything is hunky dory while investors are coming in, deadlines are being met and there isn’t already a similar concept so big that it is hard to compete with. But when you make the choice of working at a startup, the risk you take in your career path is entirely on your shoulders.Enter at your own risk!A lot of startups don’t survive beyond a year or two of crazy working. Even when they make all the news for getting acquired, the real story may not be quite as rosy. Often, startups get acquired for a price at which even the founders don’t make anything out of the sale.But the best part of it all?6. You’ll get to innovate and start your own One of the most rewarding things about working for startups is the environment you get to bring forward fresh ideas and innovate with the best of people in the field. Since each one in the team is a motivated individual, they are always open to new ideas.Age no bar, your ideas are always credited!Working in an entrepreneurial environment is a great way to learn how to innovate. A startup experience pays you back in opportunities and knowledge to help you get started with your own venture.Whether you’re applying for an internship or a full time position, remember one thing: there is no such thing as a constant in the startup world. For as long as you’re working in a setup, make sure you make the most out of it and learn as much as you can. Having a startup experience on your profile can work wonders.The author, Aditya Rajgarhia, is CEO and Founder of Instahyre.com
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A june afternoon in New Delhi can’t be anything but sizzling hot. Yet, Sashwati has a fleece jacket handy in her office drawer. Reason: It gets so chilly indoors that she gets goose bumps. At around six in the evening, when it’s time to go home, Sashwati quickly puts her desktop in sleep mode and leaves, as do the 125 employees in her office.This scenario is replicated in millions of offices every day, resulting in a massive wastage of electricity from air conditioners and computers. According to the US Environmental Protection Agency (EPA), commercial buildings waste up to 30 per cent of the energy they consume.Now, there is help available for such companies from Zenatix, a Gurgaon-based startup that helps commercial buildings save on the their energy bills, by understanding their power consumption patterns and providing insights.“The main reason for this wastage is that people are not able to measure their energy consumption,” says Rahul Bhalla, co-founder and CEO of Zenatix. “Unlike the mobile bill that lists the cost incurred from calls, messages, and use of other services, the electricity bill just mentions the units of electricity consumed. It doesn’t brief how much energy is consumed by ACs, or UPS. If one knows how much energy is being consumed by which appliance in real time, one can take corrective measures,” he adds.Zenatix installs energy monitoring equipments, smart meters and controllers on different appliances such as ACs, lighting, UPS, etc. to monitor the energy consumed by them through their cloud-based software. Then it analyses the data and sends information on energy-saving measures to customers via SMS or email.ZENATIXYEAR OF FOUNDING: December 2013 WHAT IT DOES: Enable commercial buildings become energy-efficient USP: Provides actionable insights driven by energy analyticsFUNDING: $1,61,000COMPETITION: Boston-based EnerNOCREVENUE (BOOKED): Over Rs 1 crore NUMBER OF EMPLOYEES: 12PATENTS: NoneThis energy-efficiency model was a part of the research done by Amarjeet Singh, co-founder and CTO, who was a faculty member at Indraprastha Institute of Information Technology (IIIT) in New Delhi. During his research (2010 to 2013), he deployed energy sensors on campus to collect over five million data points every day. Insights developed from the data collected over the years helped in reducing energy consumption by 15-20 per cent at the institute.In December 2013, he took entrepreneurial leave from IIIT Delhi to start Zenatix with his IIT Delhi batchmates Rahul Bhalla and Vishal Bansal. He launched this model commercially for large consumers of energy like office spaces, hospitals, schools, manufacturing units.As they were doing their market research, the partners came to know of several companies that were engaged in gathering data and informing building managers about their energy usage using graphs and trend charts. But then, the building managers did not have the know-how to interpret this data and take corrective action. “So, instead of providing the information on energy consumption, we decided to interpret the data and give recommendations to customers by email alerts and messages to trigger action in real time”, says Singh.This, according to Singh, is Zenatix’s biggest differentiating factor. “We have not seen any company in India that analyses the data and delivers solutions to customers to reduce their energy consumption and link all this to cost savings.”Globally, Boston-based EnerNOC is helping commercial buildings automate energy operations.The partners launched their first product in May 2014. But they are still working on building different algorithms and use case studies, so that this system can be deployed across a variety of customers with varying infrastructural support systems in various circumstances, such as factories, for instance, where the Internet connection might not be stable.The biggest challenge for them initially, says Singh, was sales. The customers wanted to know how much they would save in costs. This meant installing their system and getting the data. But clients were unwilling to pay a huge amount upfront for this product. It was a chicken and egg situation, says Singh. So, they refined the business model and transformed it into a SaaS model, where companies pay a monthly subscription fee proportional to the area over which the sensors are installed. And, there is also a guarantee: if the client doesn’t make cost savings, Zenatix would remove the software without any charge. This proved to be a game changer for them. Within one year, they had 32 clients with sensor installations at over 100 sites. Some of their large clients include Google, Mother Diary, NIIT, United Health Group, and IIT Delhi. In fact, they recently raised $1,61,000 from Google’s India chief Rajan Anandan, Snapdeal co-founders Kunal Bahl and Rohit Bansal and Trifecta Capital’s Rahul Khanna, along with a bunch of other individuals.Gaurav Bhatnagar, National Head of Infrastructure & Facilities at NIIT says, “We commissioned the project in April 2015 and in just two months we have been able to make energy savings of 5 per cent with just the low hanging fruits. For instance, Zenatix suggested starting the chiller at 7 am instead of 6 am, so the building reaches the optimal temperature just before people arrive. The best thing is they don’t suggest any retrofits but give deep insights about performance of electrical equipments and how the building reacts to them.”The company is now focusing on getting more customers and also making its technology seamless and plug-and-play. (This story was published in BW | Businessworld Issue Dated 27-07-2015)
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Hopping Chef provides fine dining service to those who are looking for good food at their convenience and in the comfort of their homesMove over restaurants delivering food to homes. Mirah Hospitality has acquired 30 per cent stake in Hopping Chef, a brand by Gritty Foods LLP, that supplies chefs to people's homes. Hopping Chef was launched in December 2014 as a platform to provide fine dining service to those who are looking for good food at their convenience and in the comfort of their homes.Mirah Hospitality has existing investments in Impresario Handmade restaurants (Smoke House Deli, Tasting Room, Socials), Himesh Foods Pvt. Ltd. (Mad Over Donuts) and Massive Restaurants (Masala Library, Made in Punjab, Farzi Cafe and Mithai).Gaurav Goenka, Managing Director, Mirah Hospitality, said that, “This association marks a new beginning. It will enhance the strength of Mirah as a brand, which is looking for growth both organically and inorganically. Until now Mirah has always been in the brick and mortar space. However keeping in mind the latest trend and flourishing prospects in the online space, Mirah decided to diversify its portfolio to the online food space as well. Hopping chef will help Mirah to enhance its current portfolio. I am happy to share that, in the past few years, we have grown without compromising on quality. With this new alliance, I am hoping to provide quality chefs for those who are looking for a global food experience.”Hopping Chef, founded by Shaival Chandra, Dhaval Udeshi and Sid Ugrankar, is currently valued at Rs.10 crore. With the investment from Mirah Group, the Brand will be expanding its network to Bangalore within 2 months followed by 4 other metros in the next 6 months. Currently, the brand has 15 chefs on board, which will be increased to around 75 to 100 to keep up with the geographical diversifications planned. Over the last few months of existence, Hopping Chef has proven to be an ideal place for chefs to showcase their talent and innovation as there is no set recipe or costing which they need to follow.“An investment from a well established hospitality group like Mirah will boost Hopping Chef and will open newer avenues. Mirah Hospitality is known for their unconventional approach to business and I am hopeful that Hopping Chef with this arrangement with Mirah Hospitality will establish footprints in new geographies," said Shaival Chandra, Founder & CEO, Hopping Chef.The hospitality industry in India is poised to register higher growth rate over the next 5 years. By the year 2020, the Indian food market is expected to touch the 40 trillion mark.
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