Who? Me??

In December 2006, we were working on an e-commerce portal aimed for the B2C segment. It was supposed to rival Amazon in terms of features, experience, technology … a very ambitious project. When doing market research for that project, we tried out many Indian e-commerce sites, actually shopped on some of them, and literally choose from the best of them the features we want to build. That was the first time I came across Futurebazaar. I bought a book, (Shantaram) from the site, the book was delivered in a week or so. I soon forgot about the site, little did I know that I was one of the first customers on the portal. Within a month or so, I got a mail from them saying so and also an invitation to their public media launch. Wow! My first media launch invitation!! Wheee!!

I look at the site now, almost 40 months later, and I can see how well they have evolved. No more the tacky-looking nested menus, distinct spaces which map onto their physical presences, interesting sales promotions (Lucky Wheel thingy), only products which they stock in their physical stores, support offered through their physical stores, etc. The way they have evolved their business from being a pure play online shop to a click and brick model is to be applauded.

Kudos to you Futurebazaar!!

During my brief stint with eYantra, our foundation team did some cool stuff. We also made more than our fair share of blunders. I am just putting it down in one place, so that oth ers can benefit from our experience. On reflecting back, I am glad this happened because it was an eye opener in more senses than one. It was also a stint which significantly boosted my confidence.

I worked there for a span of two years, and had to come back to Mumbai because of personal reasons. What happened after that I only came to know through small and infrequent chats with the employees there. Enough to realize that I need to share this with everyone to benefit from the collective’s insights.

The Do’s

• Have high levels of energy. It’s your baby, only you can make it happen and no one else. If this requires sacrificing lazy Saturdays and Sundays, then so be it.
• Your core team can make the difference between a failed idea and a successful venture. Their group dynamics is very important for your venture to succeed.
• Weekly meetings to keep everyone upto par on different tracks. I think this becomes more important with increasing members in the team.
• Show a sense of direction, and be integral to your vision. If you falter, your team looses faith in you. Soul searching (if any) should be done with as small a team as possible.
• When in doubt, discuss. Come to a common agreement with the team to move ahead.
• Be starkly honest to the first set of your employees. Treat them like family. If you are a product oriented firm, then your product development team is to be treated with the utmost respect.
• Get some market traction before your product is ready. That way you will already have a ready buyer for the product.
• (appended) Find differentiators and expound them in the market
• (appended) Believe in your idea. If you don’t believe in it, then no one else will

The Dont’s

• In an e-commerce setup, all the divisions are important. One cannot run without the other. Treat them likewise.
• Under-commit but don’t over-commit. Your reputation is at stake e.g. if you promise someone biryani and deliver daal then it won’t be appreciated, but the other way round, you will have a satisfied customer
• Don’t expect your employee to show the same amount of commitment that you have. You have equity, they don’t.
• Confounding your employees with that variable performance bonus … it’s more of a disabler (suggestions welcome here). (amended) If you still want to have that variable, then have complete transparency in how it is calculated, and give your employees a chance to perform by including it in the next round of appraisal.

The list will be re-visited upon and your comments will be integrated into this. Thanks in advance.

Manish Saini writes -

Don’t reduce the pay of your urrent employees in the pretext of the variable, rather introduce as a part of your next round of appraisal.

Ranjith Boyanapalli writes -

DOs would be to “find a valid differentiator” and have your “goto market strategy well in place”.

Mayur Pathak writes -

Every idea needs its own time and grooming. It is important to be persistent enough. Take suggestions though, but dont rely on them. Dont give up just because you lost patience or because some one said so. Come to the office every morning thinking this is going to be the best day ever.

This week I hope to be relieved of all my duties. After a mammoth 3 months of notice period, it feels like the light at the end of the tunnel. I guess I can take up to a month of living without any responsibilities. But that’s the future, lets just focus on getting relieved on time, yeah?

Fingers crossed.

PS – The next time I put my John Hancock on any acceptance letter, I will make a note of checking the notice period. The last 3 months were a bitch.

We recently shifted to a new office. The eTail team has grown so fast over the past two years, that it became imperative for our division to shift to a new office. The postal address boasts of an impressive area – Banjara Hills Road No. 12. I say impressive, since it is by far the most expensive area to live in .. with showrooms and plush restaurants all over the place. Little wonder why the top management decided to shift here, aside from the fact that the office was the only Vastu-compliant office readily available at that time.

The office seems good, but sadly lacks in all the aspects of infrastructure … no Class A internet provided here, public transport to a minimum, cellular networks barely reach here, this place is good for one thing … seclusion. Lack of network reach here makes for highly boring times … I did not know how much chattering I do on my cellphone until I came here.

I am now in the process of making a succession plan … for myself!

Why do I want that … to ensure that the organization is not people centric, even if it were myself, I dont want the firm to be dependent on me. What are your experiences in charting out a succession plan for the management of the firm?

As far as I know, it should ensure that the next one who takes up can hit the ground running without any suffrage to the firm.

That’s the number of seconds in a day. Its also the name of the latest project that my team is working on. The concept is to sell one product a day, and keep it very simple. We sell to stock, you buy 1 product … no registration … product dispatched to you within 3 days.

The site is yet to launch, but you can catch the beta launch here – 86400.

PS – the .com domain was taken … by a pr0n site!!

Only in a city like Hyderabad do you see such idiosyncrasies. Our office timings were 9am to 6.30pm, which worked out for everyone (although I found them a tad too early!!). But ever since I have started waking up at 6.30, it has become much easier.

Nonetheless, today when I walked into office … I found that the AC was not working; which was very fortunate considering the fever I was running. After half an hour or so, the enter lights, connectivity, etc went. zook, kaput, gone … silence. The office does come to a stand still, especially the tech department. The newly installed UPS took the brunt of all the machines and the servers … phew!

Upon further questioning, we found that this is now going to be a daily occurence with the AP electricity board. The area is going to face extensive power shedding and daily from 8am to 11am, the lights will be cut. Great!!! Awesome!! As a joke, I asked our admin that maybe we should reschedule our office timings to suit the AP board.

11am, the management decides to reschedule the office timings … 10.30am to office it is!! What am I going to do in the mornings now?!?

So we finally decided that Google Apps is not a sustainable idea without subscribing to their paid service (which costs a LOT by the way!). The only solution – look for alternatives who can give the same kind of service (my Head Ops wants this, thats Manish) and be as easy to administer (I want this) for as less as possible (my finance guy wants this). Yes, we want the BEST

So after doing a long due diligence, we decided, that having our very own hosted email server would be better (yeah, the cost-effectiveness hurts since Google Apps was free). Now, my MD wanted an interface where everyone’s schedules and calendars were visible to every other person. So, the need for a calendaring system was apparent, the moment he said that … I realized that we want something like the Google Apps paid version at a cheap cost. Fair enough, we can have that, just buy MS Exchange and enough Office licenses instead of using Gnumeric and Abiword bounded with QMail. My headaches would be resolved. Again, the financing of this exercise looks like a nightmare to me.

So, I have to look the open source way once more. Apple apparently offers CalDav, which works well with Outlook even (Thunderbird needs Lightning extension, or you can use Sunbird). Very good, so I take one derelict machine lying in my office (it’s a P3 you know ), and I install Ubuntu 7.1 on it. The installation goes without a hitch, I choose command line and remove the GUI interface, that drastically brings the load on the machine down. Sadly, for some reason CalDav is not installing, I cant compile the @*#@*^ file.

No worries, I look around and then decide to go with eGroupware, which needs not much just apache2, php, mysql and its own binaries. Installation has now begun …

10 minutes later … the file system on the machine has crashed. Some days are just fun days

I am beginning to appreciate Google Apps from a whole new perspective.

Our intern at eYantra, Mitesh(IIM-Indore Batch of 2009) is having his last days here, he has had a blast till now (or so I would like myself to believe). Today he gave us all a treat at Bawarchi’s, for lunch. Having never been there, I obviously was excited to go there for lunch. Taking 2 bikes, the party of four left for the place … sadly, the place was closed. All the great plans were dashed … why was it closed?? Because of some strike against the hike in petrol prices!!

Fortunately the indominatable Indian spirit came to the rescue; We noticed a man standing besides an alley infront of the popular restaurant. He was gesturing towards us to follow him. He led us through a back door, into the kitchen of the restaurant and finally into the restaurant itself!! The place had so high an opportunity cost of being closed, that they were opening it despite the strike. How awesome is that.

The Bawarchi biryani is really famous for its taste and the clean, soft chicken. The portions are aplenty, and it takes a huge stomach and a healthy apetite to finish off an entire plate. Burrpp!!

Afterthought – We need to have more interns like Mitesh here!!

PS – 100^th post!!

When I was doing my PGDM at IIM-I, I had taken one course known as IT Enabled Marketing (ITEM). The crux of that course was a simple model known as the 7C model. The point I am rekindling this knowledge is because I aim to use it in real life business for a change. The theory that was taught two years back is finally going through chrysalis and culminating (in what I hope) to reality. Any web portal should have as many of the 7C’s as possible, they would be -

1. Context
2. Content
3. Community
4. Customization
5. Communication
6. Connection
7. Commerce

The latest web portal that I was working on had just 4C’s … we are currently working on the 5th one. Will keep you posted on this.