Startup and Innovation Management

Power of Customer

• “ On a rainy day in October 2007, a man
bought a book online. We caught up with
the first Flipkart customer to hear his
story”

• Bengaluru: Delivered their first online
order in October of that year to V V K
Chandra, a customer in Mahabubnagar.

• But even Hyderabad’s best didn’t stock the
one book he craved – John Wood’s
memoir Leaving Microsoft to Change The
World

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Power of

Communication

• “We looked for the book for
two days across 50 bookstores
in Bangalore and even called
up a few in Delhi and
Mumbai,” remembers Binny.
He dashed off an email to
Chandra.

• “I finally spotted the book at
Sapna Book Store in
Indiranagar,” Binny recalls.

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• Flipkart announced that it has acquired
fashion and lifestyle e-tailer Myntra, the
Company said it has raised $210 million
led by DST Global, one of the leading
global investment groups focused on the
Internet.

• With this, the total amount of fund raised
by the online marketplace is pegged at
$750 million (Rs 9,000 crore) since its
inception in 2007. The company is already
being valued at $2 billion post the Myntra
acquisition.

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Power Passion 27

• Flipkart have acquired several businesses
since its inception. This list includes;

• We Read,
• Mime 360,
• Chakpak.com and
• Let’s Buy.com.

According to Sachin Basal, they have
reinvented the wheel of e-commerce in India.

Empowering the Employees

• Ambur Iyyappa .... An apprentice 28
from Ashok Leyland.. Joined First
flight Flipkart says that Iyyappa owns is valued at millions of dollars

• Iyyappa -. First employee of
Flipkart, salary less than 8000 per
month

• “Iyyappa used to manage all of this
manually,” Sachin says. “There was
no computerized system. He used to
create these sheets and email them
to the boys. He had taught them
how to login to an email id and
check the latest status.”

• He has been given share holdership

Empowering the customers • NIFT students Praween KR and Sindhuja K
set up Young Trendz to target fashion-
conscious 20-somethings; their
bootstrapped brand sold 25,000 units on
Flipkart in five days during the 2017 festive
sale.

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Power of
Managing Money

• Co-Founder of Flipkart Sachin Bansal,
got Entrepreneur of the Year Award
2012-2013 from Economic Times,
leading Indian Economic Daily.

• Flipkart.com was awarded Young Turk
of the Year at CNBC TV 18’s ‘India
Business Leader Awards 2012’ (IBLA).

• Flipkart.com- got Nominated for
IndiaMART Leaders of Tomorrow
Awards 2011

310

• According to reports, 31
Flipkart had declared a
loss of $1.3 Bn

(INR 8,771 Cr) in FY17.

Power to Exit

• Conflicting reports say that
while Amazon could buy 60
per cent stake in Flipkart,

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THE FLIPKART-WALMART
DEAL IS A GAME CHANGER

• Walmart’s jaw-dropping investment in Flipkart is the
summer blockbuster we have all been waiting for—a
marriage between the iconic American brick-and-mortar
company and an Indian e-commerce start-up that has
shaken up the retail and e-commerce scene in India and
beyond.

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1

Power to Sacrifice 34

• Given Flipkart's high valuation of $20bn, investors
who exited got a good deal.

• Venture capital firms Accel and Tiger Global
invested more than eight years ago when Flipkart
was valued at just $50m - and they have now exited
with more than 400 times what they invested.

• The SoftBank Vision Fund led by Masayoshi Son
was a big beneficiary of the deal - it had invested
$2.5bn in August 2017 for a 20% stake and it exited
with $4bn.

• Flipkart co-founder Binny Bansal retains his stake.
So do Microsoft, eBay and China's Tencent, who
invested a total of $1.4bn in April 2017.

Agreed to Differ

• In May, global retail giant Walmart announced it
would buy 77 percent of Flipkart for $16 billion as
it tries to make an entry into India’s growing e-
commerce market.

• Sachin Bansal announced his resignation following
this deal

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• After Flipkart exit, Sachin
Bansal plans up to $1 billion
VC fund

• Bansal could contribute
around 40 percent of the fund
and could finalise the venture
by the end of the year.

Exit of
Krishnamurthy

Empowering
StartUps

Creating New
Generation





• What is your THANK YOU
Entrepreneurial values ?
• Does it Empower others?

Entrepreneurial Process

• Baba Gnanakumar

Disrupting the disruption



• Sort It is an application that will assist
people to consume food safely. There are
so many food-based allergies and if not
taken proper care can be fatal too. Passing
all the tests, this app will soon hit the
market, making it available for all.

• Speaking of one it’s kind type of a new
venture, Karan says, “I believe in
identifying the reason why something is
the way it is because only then can one
easily facilitate benefits around it. This is
what according to me is an ideal
entrepreneurial mindset that definitely
opens windows of opportunities for
exponential growth in the industry.”

How Paper N Parcel, a start-up by 13-year-old Tilak
Mehta, parcels packages in Mumbai within a day









Entrepreneurial Process

The Entrepreneurial
Process

It is opportunity driven

It is driven by a lead entrepreneur and an entrepreneurial
team
It is resource parsimonious and creative

It depends on the fit and balance among these

It is integrated and holistic





Identifying the
Opportunity

Bhavish Aggarwal

• Education: B. Tech in Computer Science from IIT,
Bombay.

• Prior work experience: Worked in Microsoft
Research, Bangalore for 2 years, right after college.

• While trying to chase his dream of entrepreneurship,
he started an online holiday and tour planning service
on the side, before changing that into OlaCabs.

OLA - Started in January 2011 by two IIT ians, the firm is
touching a milestone by providing cab booking service to their
customers



Challenges and Contribution

• While trying to keep his holiday and tour planning business afloat, Bhavish had
to travel from Bangalore to Bandipur, for which he rented out a car, which
ended in a very bad experience. The driver stopped the car in the middle of
the journey and demanded a renegotiation of what Bhavish was paying. After
being refused, he proceeded to abandon him enroute his destination.

• This was in December 2010, where he was joined by his co-founder Ankit Bhati
in his start-up journey. His parents didn’t agree with his idea in the beginning
of course, like all Indian Parents won’t. They were thoroughly displeased with
his decision to become a ‘travel agent’, but when OlaCabs received it’s first
round of funding from two angel investors, they started to believe in the
change
•.





• In 2010, Aggarwal had a very different idea in mind
for Ola. He wanted to start a business that would
organise trips for customers wanting to travel and
get out of town. The company at the time was
called OlaTrip.com. He incorporated the company
as ANI Technologies Pvt Ltd on December 3, 2010,
at a small office in Kitchlu Nagar, Ludhiana, with his
father, Naresh, acting as a full-time director.

• Aggarwal’s father provided more than just
monetary support for the fledgling business.





Resources Mobilisation

Resources Mobilisation

Ola –
Funding -
Resources

Challenge: Getting Funds Contribution:
Capital infusion

Resources Mobilisation

Challenges and
Contribution

• OlaCabs partnered with a number of
Taxi Drivers, and added a touch of
modern technology to the whole set
up, where people could book cars at
short notice through their call centers
and from their app.

• Bhavish who works 16 hours a day,
promises transparency in prices, where
OlaCabs gets a commission on every
sale that the taxi driver makes.

Managing the Enterprise





• As of 2019, the company
has expanded to a
network of more than 15
lakh (1.5 million) drivers
across 250 cities. In
November 2014, Ola
diversified to incorporate
auto rickshaws on a trial
basis in Bengaluru.

• The cab-hailing venture has emerged
as the country’s second-most-valuable
unicorn, worth over $5 billion.

• Founded in 2011 by Bhavish Aggarwal
and Ankit Bhati, Ola is now headed to
the UK after expanding to Australia a
few months ago. According to market
intelligence firm KalaGato, Ola
increased its market share in India from
53% in July 2017 to 56.2% in December
while its rival Uber’s share slipped from
42% to 39.6%. Ola saw its losses
widening to Rs 4,897.8 crore during
2016-17 but its total income grew 70
per cent

Managing the Enterprise