This is a list of free web-services that are useful to run a business. It was generated by members of the Pune OpenCoffe Club on their mailing list. The list was compiled by Freeman Murray, and uploaded to the PuneTech wiki. Please add to the list based on your own experiences. Since this is a wiki page, anybody should be able to modify it. Click on the “Edit” button to add.
Nashik based StartupForStartups (SFS) is marketing itself as a “facility to help early stage companies with limited resources to build first cut of the product (V0.5/V1.0)”. Founder Sushrut Bidwai is a regular fixture at Pune startup events, and is trying to convince Pune-based startups to outsource work to his programmers in Nashik, promising that it will be cheaper than doing it themselves. PuneTech interviewed Sushrut to get a first-hand take on SFS’ value proposition.
Can you give an overview of StartupForStartups?
Many times people have good ideas, but dont have guts OR are shouldering family responsibilities, which does not allow them to pursue these ideas further. In some cases none of the founding team members are from tech background, so even getting a good CTO is difficult for them (salary wise as well skill wise) . StartupForStartups (SFS for short) is meant for such teams. Its better to have something ready before taking the risk of quitting (high paying) jobs. It gives you more insight into product you are building as well domain you are targeting.
What SFS does is, it provides you resources required to build that beta version which you will show to investors (if its a big product) or will launch to limited audience and see how market reacts to it. After having this beta ready and some reactions from market or investors it becomes easier to take the risk and pursue it further full time.
Why are you doing this in Nashik? I would have thought that being in Pune or Bangalore (near all the startups, who are your customers) would make more sense for you?
Problems with Pune and Banglore are operational costs and resource costs. Also Nasik will have lower attrition rates and keeping people happy is easier. With technologies pushing the boundaries, we have so many tools available which makes working in distributed teams far easier. We even can do pair programming with two people sitting 5000 miles away from each other using WebEx/dimdim/Skype. Also it provides lot of cost advantages to startups we are working with.
As a customer, one of the worries I would have with StartupForStartups, is the availability of quality talent in Nashik. How are you tackling this?
We have developed a unique training program called “Implementing Concepts” which all our engineers go through before joining any startup team. So even if a particular engineer has gone through it once for a particular project, he/she will go through it again using the technologies which are going to be used in new project. This kind of a very elaborate HelloWorld for a project. Also, my experience in working on tech products is 80% of work is trivial and 20% is core work which is complex. So even if a startup is working on a product which is complex, they can take help of our resource in rest of 80% work. Though this does not mean we do not have expertise to take up complex work, it just means we are flexible and are okay with working as part of larger team. Also this is not outsourcing model, it is collaboration model. So you know who is working on your product and what that persons skills are and you can choose from the pool available. Also, to keep high availability of quality talent we are in process of collaborating with colleges here in Nasik. In this we will take the training program to colleges and have students go through them while working on final year projects. Please note that we do not assign interns on the projects.
Considering that most of your customers are early-stage startups who are strapped for cash, how do you plan on charging them for your services?
Charging is transparent. We send details about salaries we are paying to engineers assgined assigned to work on a particular startup and plus typically 20% operational costs. Now if you consider Nasik and typical salaries engineers expect and are more than happy with are much lesser than in Pune/Banglore. We already have the infrastructure and are building team. We are planning to build a team of 12-15 people by Dec end.
Could you give us an idea of what kind of savings I can expect compared to outsourcing to a company in Pune? (Where are the savings coming from: lower salaries, or other factors too?)
Lower costs for resources.
Lower operational costs. Just to give you indicator of savings, an Entry level GWT/J2EE programmer will draw salaries in the range of 17-22K in Pune/Banglore same programmer if he/she is from Nasik will be more than content to work on a good startup team if given around 9-10K salary. Plus you have to keep him/her happy so there is no attrition. Spend money on infrastructure like office space/ furniture/ hardware/ software / electricity / lunch facilities and many non-tangible costs like FBTs/Mediclaim facilities etc etc. you save these costs by almost 70%.
What do you see as your key competencies?
Experience of working in large scale product companies as well as early stage startups.
Top management has excellent problems solving and product designing skills.
Understand working on an Idea and processes involved in the same.
We are young, enthu, full of energy and love working on good ideas. (This is probably the most important quality.)
In the context of StartupForStartups, I’ve heard you talk about having a startup ecosystem. Can you elaborate on that?
This eco system is for people who are still in jobs and want pursue ideas. Though part of it can be used by full time entrepreneurs.
We are signing an MoU with a financial and legal service provider company having experienced in handling these services for startups.
We are creating pool of consultants (Architects, Performance engineering, Marketing/Advertising, HR, Viral Video creators etc).
We are collaborating with engineering colleges here in Nasik. We have designed an unique training program “Implementing Concepts” which is focused on training engineering students with latest technology and early stage product engineering.
We are talking to people who have the expertise of providing mentoring to early stage companies even before product is built OR evolved. Though we are in early stages of discussions with these people, but hopefully it will happen.
We are building a tool (looking to raise funds for this tool) which is designed around a process called Super-Agile, which I will be publishing shortly. This tool and process are targeted for early stage product development. The tool will make writing code almost a trivial thing and even non-tech background people after a little training can build the products first cut on their own.
Network. Not all startup founders are well connected. It takes lot of time to connect with people who can provide you help in building the startup. We can help there by connecting you with people we know, so its some starting point.
Knowledge-base. Startup entrepreneurs does not have time to go through lengthy tax stuff etc. Or does not have time to design their documents like Offer letters, seperation letters, NDAs. Over a period of time we will collect such documents and put them in an inventory. This inventory can be very valuable to startups.
Note that all the services mentioned above does not necessarily come with a price tag. Some are out of goodwill some are for money 🙂 . Our main problem is we are young, have the skillsets necessary to pursue an idea and make it to successful business. But we do not have the idea. So we want to work with people who do have it.
For those interested in meeting, Sushrut is in Pune today (25th September 2008) and is likely to attend the CSI Pune Seminar on Entrepreneurship. I know that there are a bunch of PuneTech readers who have an idea for a startup but haven’t made much progress yet because they haven’t been able to quit their job and take the plunge. If you are one of those, would you be willing to outsource some of this development to StartupForStartups or a similar company? Do you think this model will work? Let us know in the comments section below.
There is a spate of competitions for startups and wannabe startups that are all running currently. You should consider submitting an entry (or nominating yourself) since that doesn’t take up too much time, and can in some cases, get you some good publicity / visibility. And if you actually win, then that’s even better.
SIBM’s Endeavor 2008 Business Plan Competition
SIBM is proud to present Pitch Perfect 480 contest. This event seeks to provide an opportunity for the working professionals/start ups to gather momentum through Seed Funding.
The structure of the event is:
Registration opens and Invite Business Pitch Presentations: 10th September 2008 to 5nd October 2008
Short listing of best 12 Business Pitch Presentations: 05th November 2008
8 minute (that’s 480 seconds, hence the name of the contest) presentations by the selected teams at SIBM Campus: 15th November 2008
The top 2 teams would get an opportunity to compete for funding of Rs. 50 million.
We are pleased to inform you that Venture Capitalists like SEEDFund,NEA-IndoUS Ventures, IndiaCo Ventures Ltd. have confirmed their participation in the event.
The Entrepreneurship Cell of IIT-Bombay is organizing EUREKA! The
Biggest International BusinessPlan Competition in Asia.
Prizes worth USD 50,000 are to be won with finalists getting a chance
to pitch in front of Mumbai Angels.
Teams will get a chance to represent India at the Intel-UC Berkeley
Innovation Challenge. Special Category this year is cleantech. Its simple to participate,
just log on to www.eureka.ecell.in
The Tata NEN startup popularity contest
Tata and NEN announce the first ever people’s choice Awards for great young companies, the TATANEN Hottest Startups Awards launched on Aug 27!
Who’s involved? TATA has joined with NEN to bring you the Awards, with support from Major Partners Helion, Seedfund, Mint and Wadhwani Foundation and from the entire entrepreneurial community to make this a great success.
>> Check out the great list of partners and their participation.
A better world for Startups
We’re hoping to get more than 500 Nominations, and reach over 5,00,000 people. With this, Hottest Startups will be the largest, most comprehensive Awards recognizing and supporting high-growth startups in India. Let’s help make the world a better place for startups!
Know a great startup? Nominate.
This is a great opportunity for us to showcase the startups in our community.
The startups should be 5 years or younger, headquartered in India, and poised
to shape their industries. Do you know any? Did we just describe your startup? >>Please go online and nominate.
Hot or not? You decide.
In this competition, you are one of the decision makers. As soon as a Nominee goes online, the voting opens for that company. You can vote once for every single Nominee. You can vote either online or by sms.
Hottest Stuff: Voter Lucky Draw
Everyone gets a chance to win at TATANEN Hottest Startups!
As soon as you vote, you are automatically entered into the TATANEN Hottest Startups Voter Contests. Every week, 100 voters are randomly selected to get their fun prizes.
Contest: deadlines Nominations and Voting open August 27. Winners are chosen through combination of Expert Reviews and voting. Voting for Phase 1 closes Nov 5, and the shortlist of 30 companies is announced Nov 6. Phase 2 begins Nov 6. The 5 Winners will be announced Dec 23.
>> Details on contest rules.
What do the TATANEN Hottest Startup Winners get?
Winners receive a powerful combination of tailored business development support, access to funding and incubation, and lots of great publicity, including profiles in a special supplement of Mint. Business support will be provided by Knowledge Partners, IIM Ahmedabad, IIM Bangalore and the Startup Accelerator at Microsoft.
Innovations 2009
The IIT-Bombay Alumni Association of Pune has an annual event to celebrate innovation in India. This is usually quite good, although it is not restricted purely to infotech or even tech, so the focus is rather broad – which is a good thing or a bad thing depending upon your point of view. But in any case, it is an event that you should try to get into. For details see PuneTech’s previous post about Innovations 2009.
Do these help?
Question for you: do events like these help? If you have been a startup that went through an event like this, did you find it worth it? I’d like to hear from both, winners as well as those who did not. Please leave a comment below so the rest of the community can get an idea of how much time to spend on such activities.
Innovations is an yearly conference that tries to showcase the best innovations in any field in India. It is organized by the IIT Bombay Alumni Association of Pune and will be held on January 10 and 11, 2009 at Persistent Systems, Pune. The last date for submissions is 30th September, so if you have done something innovative, you should consider nominating yourself.
More details:
Who can Participate
Innovators from all fields, irrespective of their educational qualifications, age group or affiliations to any organizations are welcome to submit their entry. You can submit more than one innovation – please fill a separate entry form for each innovation.
Unique Opportunity for Innovators
Present your innovation to the right people-VCs, bankers and experts from industry
Showcase your innovation along with just 15 other chosen innovations
Participate in the mentoring sessions with industry leaders
Get national publicity
Listen and learn from Keynote speech by an Industry visionary
Meet and listen to other innovators across industries
The Selection Procedure
There is a two step selection process from entry to presentation. In Step 1, you are requested to submit entry which will be evaluated. In Step II, you are requested to make a presentation about it. Please visit selection process for details.
During the entire selection process you can maintain a level of confidentiality as desired by you.
Sponsorship Opportunities
Innovations 2009 will be a highly visible gathering of crème de la crème drawn from the industry, financial community and academics. Be a sponsor! There can be no better statement of your commitment to nurture innovations.
Pune-based startup Maverick Mobile launched their latest product, Maverick Secure Mobile (MSM), at the DEMO conference earlier this week. DEMO is one of the premier conferences for new startups to launch their products. A video of their presentation is available from the DEMO site.
Maverick Mobile is a Pune-based mobile services and products company. Maverick develops mobile applications (for example a mobile security application, and a mobile dictionary), mobile games (about a dozen of them), and also mobile content (mp3s, music videos, ringtones, wallpapers etc.)
Maverick Secure Mobile is a security application that protects your handset as well as the data stored in it. Using MSM, one can retrieve the entire phone book remotely from the stolen / lost phone. MSM can also send thief activity reports via SMS on the reporting number. The owner of the device can lock/hang the phone remotely. MSM can be used in case of theft, or for parental control.
This product was launched at DEMOfall conference, September 2008, in San Diego.
In India, Maverick mobile is a first company to launch pre loaded memory cards containing Mp3 songs, video songs video scenes, ring tones, wallpapers, games in retail market.
Maverick has legal tie up with various film distribution houses for selling Bollywood content using through Memory cards.
In the span of 6 months maverick has built more than 50,000 customer base in different states of India.
Maverick has strong distribution network of more than 130 Distributors & 1000 retailers.
And this is not confined to national boundaries. It is one of only two (as far as I know) Pune-based companies to be featured in TechCrunch (actually TechCrunchIT), one of the most influential tech blogs in the world (the other Pune company featured in TechCrunch is Pubmatic).
Why all this attention for Druvaa? Other than the fact that it has a very strong team that is executing quite well, I think two things stand out:
It is one of the few Indian product startups that are targeting the enterprise market. This is a very difficult market to break into, both, because of the risk averse nature of the customers, and the very long sales cycles.
Unlike many other startups (especially consumer oriented web-2.0 startups), Druvaa’s products require some seriously difficult technology.
The rest of this article talks about their technology.
Druvaa has two main products. Druvaa inSync allows enterprise desktop and laptop PCs to be backed up to a central server with over 90% savings in bandwidth and disk storage utilization. Druvaa Replicator allows replication of data from a production server to a secondary server near-synchronously and non-disruptively.
We now dig deeper into each of these products to give you a feel for the complex technology that goes into them. If you are not really interested in the technology, skip to the end of the article and come back tomorrow when we’ll be back to talking about google keyword searches and web-2.0 and other such things.
Druvaa Replicator
This is Druvaa’s first product, and is a good example of how something that seems simple to you and me can become insanely complicated when the customer is an enterprise. The problem seems rather simple: imagine an enterprise server that needs to be on, serving customer requests, all the time. If this server crashes for some reason, there needs to be a standby server that can immediately take over. This is the easy part. The problem is that the standby server needs to have a copy of the all the latest data, so that no data is lost (or at least very little data is lost). To do this, the replication software continuously copies all the latest updates of the data from the disks on the primary server side to the disks on the standby server side.
This is much harder than it seems. A simple implementation would simply ensure that every write of data that is done on the primary is also done on the standby storage at the same time (synchronously). This is unacceptable because each write would take unacceptably long and this would slow down the primary server too much.
If you are not doing synchronous updates, you need to start worrying about write order fidelity.
Write-order fidelity and file-system consistency
If a database writes a number of pages to the disk on your primary server, and if you have software that is replicating all these writes to a disk on a stand-by server, it is very important that the writes should be done on the stand-by in the same order in which they were done at the primary servers. This section explains why this is important, and also why doing this is difficult. If you know about this stuff already (database and file-system guys) or if you just don’t care about the technical details, skip to the next section.
Imagine a bank database. Account balances are stored as records in the database, which are ultimately stored on the disk. Imagine that I transfer Rs. 50,000 from Basant’s account to Navin’s account. Suppose Basant’s account had Rs. 3,00,000 before the transaction and Navin’s account had Rs. 1,00,000. So, during this transaction, the database software will end up doing two different writes to the disk:
write #1: Update Basant’s bank balance to 2,50,000
write #2: Update Navin’s bank balance to 1,50,000
Let us assume that Basant and Navin’s bank balances are stored on different locations on the disk (i.e. on different pages). This means that the above will be two different writes. If there is a power failure, after write #1, but before write #2, then the bank will have reduced Basant’s balance without increasing Navin’s balance. This is unacceptable. When the database server restarts when power is restored, it will have lost Rs. 50,000.
After write #1, the database (and the file-system) is said to be in an inconsistent state. After write #2, consistency is restored.
It is always possible that at the time of a power failure, a database might be inconsistent. This cannot be prevented, but it can be cured. For this, databases typically do something called write-ahead-logging. In this, the database first writes a “log entry” indicating what updates it is going to do as part of the current transaction. And only after the log entry is written does it do the actual updates. Now the sequence of updates is this:
write #0: Write this log entry “Update Basant’s balance to Rs. 2,50,000; update Navin’s balance to Rs. 1,50,000” to the logging section of the disk
write #1: Update Basant’s bank balance to 2,50,000
write #2: Update Navin’s bank balance to 1,50,000
Now if the power failure occurs between writes #0 and #1 or between #1 and #2, then the database has enough information to fix things later. When it restarts, before the database becomes active, it first reads the logging section of the disk and goes and checks whether all the updates that where claimed in the logs have actually happened. In this case, after reading the log entry, it needs to check whether Basant’s balance is actually 2,50,000 and Navin’s balance is actually 1,50,000. If they are not, the database is inconsisstent, but it has enough information to restore consistency. The recovery procedure consists of simply going ahead and making those updates. After these updates, the database can continue with regular operations.
(Note: This is a huge simplification of what really happens, and has some inaccuracies – the intention here is to give you a feel for what is going on, not a course lecture on database theory. Database people, please don’t write to me about the errors in the above – I already know; I have a Ph.D. in this area.)
Note that in the above scheme the order in which writes happen is very important. Specifically, write #0 must happen before #1 and #2. If for some reason write #1 happens before write #0 we can lose money again. Just imagine a power failure after write #1 but before write #0. On the other hand, it doesn’t really matter whether write #1 happens before write #2 or the other way around. The mathematically inclined will notice that this is a partial order.
Now if there is replication software that is replicating all the writes from the primary to the secondary, it needs to ensure that the writes happen in the same order. Otherwise the database on the stand-by server will be inconsistent, and can result in problems if suddenly the stand-by needs to take over as the main database. (Strictly speaking, we just need to ensure that the partial order is respected. So we can do the writes in this order: #0, #2, #1 and things will be fine. But #2, #0, #1 could lead to an inconsistent database.)
Replication software that ensures this is said to maintain write order fidelity. A large enterprise that runs mission critical databases (and other similar software) will not accept any replication software that does not maintain write order fidelity.
Why is write-order fidelity difficult?
I can here you muttering, “Ok, fine! Do the writes in the same order. Got it. What’s the big deal?” Turns out that maintaining write-order fidelity is easier said than done. Imagine the your database server has multiple CPUs. The different writes are being done by different CPUs. And the different CPUs have different clocks, so that the timestamps used by them are not nessarily in sync. Multiple CPUs is now the default in server class machines. Further imagine that the “logging section” of the database is actually stored on a different disk. For reasons beyond the scope of this article, this is the recommended practice. So, the situation is that different CPUs are writing to different disks, and the poor replication software has to figure out what order this was done in. It gets even worse when you realize that the disks are not simple disks, but complex disk arrays that have a whole lot of intelligence of their own (and hence might not write in the order you specified), and that there is a volume manager layer on the disk (which can be doing striping and RAID and other fancy tricks) and a file-system layer on top of the volume manager layer that is doing buffering of the writes, and you begin to get an idea of why this is not easy.
Naive solutions to this problem, like using locks to serialize the writes, result in unacceptable degradation of performance.
Druvaa Replicator has patent-pending technology in this area, where they are able to automatically figure out the partial order of the writes made at the primary, without significantly increasing the overheads. In this article, I’ve just focused on one aspect of Druvaa Replicator, just to give an idea of why this is so difficult to build. To get a more complete picture of the technology in it, see this white paper.
Druvaa inSync
Druvaa inSync is a solution that allows desktops/laptops in an enterprise to be backed up to a central server. (The central server is also in the enterprise; imagine the central server being in the head office, and the desktops/laptops spread out over a number of satellite offices across the country.) The key features of inSync are:
The amount of data being sent from the laptop to the backup server is greatly reduced (often by over 90%) compared to standard backup solutions. This results in much faster backups and lower consumption of expensive WAN bandwidth.
It stores all copies of the data, and hence allows timeline based recovery. You can recover any version of any document as it existed at any point of time in the past. Imagine you plugged in your friend’s USB drive at 2:30pm, and that resulted in a virus that totally screwed up your system. Simply uses inSync to restore your system to the state that existed at 2:29pm and you are done. This is possible because Druvaa backs up your data continuously and automatically. This is far better than having to restore from last night’s backup and losing all data from this morning.
It intelligently senses the kind of network connection that exists between the laptop and the backup server, and will correspondingly throttle its own usage of the network (possibly based on customer policies) to ensure that it does not interfere with the customer’s YouTube video browsing habits.
Data de-duplication
Let’s dig a little deeper into the claim of 90% reduction of data transfer. The basic technology behind this is called data de-duplication. Imagine an enterprise with 10 employees. All their laptops have been backed up to a single central server. At this point, data de-duplication software can realize that there is a lot of data that has been duplicated across the different backups. i.e. the 10 different backups of contain a lot of files that are common. Most of the files in the C:\WINDOWS directory. All those large powerpoint documents that got mail-forwarded around the office. In such cases, the de-duplication software can save diskspace by keeping just one copy of the file and deleting all the other copies. In place of the deleted copies, it can store a shortcut indicating that if this user tries to restore this file, it should be fetched from the other backup and then restored.
Data de-duplication doesn’t have to be at the level of whole files. Imagine a long and complex document you created and sent to your boss. Your boss simply changed the first three lines and saved it into a document with a different name. These files have different names, and different contents, but most of the data (other than the first few lines) is the same. De-duplication software can detect such copies of the data too, and are smart enough to store only one copy of this document in the first backup, and just the differences in the second backup.
The way to detect duplicates is through a mechanism called document fingerprinting. Each document is broken up into smaller chunks. (How do determine what constitutes one chunk is an advanced topic beyond the scope of this article.) Now, a short “fingerprint” is created for each chunk. A fingerprint is a short string (e.g. 16 bytes) that is uniquely determined by the contents of the entire chunk. The computation of a fingerprint is done in such a way that if even a single byte of the chunk is changed, the fingerprint changes. (It’s something like a checksum, but a little more complicated to ensure that two different chunks cannot accidently have the same checksum.)
All the fingerprints of all the chunks are then stored in a database. Now everytime a new document is encountered, it is broken up into chunks, fingerprints computed and these fingerprints are looked up in the database of fingerprints. If a fingerprint is found in the database, then we know that this particular chunk already exists somewhere in one of the backups, and the database will tell us the location of the chunk. Now this chunk in the new file can be replaced by a shortcut to the old chunk. Rinse. Repeat. And we get 90% savings of disk space. The interested reader is encouraged to google Rabin fingerprinting, shingling, Rsync for hours of fascinating algorithms in this area. Before you know it, you’ll be trying to figure out how to use these techniques to find who is plagiarising your blog content on the internet.
Back to Druvaa inSync. inSync does fingerprinting at the laptop itself, before the data is sent to the central server. So, it is able to detect duplicate content before it gets sent over the slow and expensive net connection and consumes time and bandwidth. This is in contrast to most other systems that do de-duplication as a post-processing step at the server. At a Fortune 500 customer site, inSync was able reduce the backup time from 30 minutes to 4 minutes, and the disk space required on the server went down from 7TB to 680GB. (source.)
Again, this was just one example used to give an idea of the complexities involved in building inSync. For more information on other distinguishinging features, check out the inSync product overview page.
Have questions about the technology, or about Druvaa in general? Ask them in the comments section below (or email me). I’m sure Milind/Jaspreet will be happy to answer them.
Also, this long, tech-heavy article was an experiment. Did you like it? Was it too long? Too technical? Do you want more articles like this, or less? Please let me know.
It’s the middle of the night, and your prepaid phone runs out of credits, and you need to make a call urgently. Don’t you wish that you could re-charge your prepaid mobile over the internet? Pune-based startup ApnaBill allows you to do just that. Fire up a browser, select your operator (they have partnerships with all major service providers), pay from your bank account or by credit card, and receive an SMS/e-mail with the recharge PIN. Done. They have extended this model to satellite TV (TataSky, Dish), with more such coming out of the pipeline.
PuneTech interviewed co-founder and lead developer Mayank Jain where he talks about various things, from technical challenges (does your hosting provider have an upper limit on number of emails you can send out per day?), to unexpected problems that will slow down your startup (PAN card!), and advice for other budding entrepreneurs (start the paperwork for registration/bank accounts as soon as possible).
On to the interview.
Overview of ApnaBill:
Simply put, ApnaBill.com is a online service for facilitating Prepaid and Postpaid Utility Bill payments.
Available now, are Prepaid utility bill payments like prepaid mobile recharge and prepaid vouchers for Tata Sky, World Phone, Dish TV etc.
Organizationally, ApnaBill.com is an offshoot of Four Fractions. It aims at being the single point of contact between service providers and customers, thereby minimizing transactional costs. The benefit of this is directly passed onto our customers as we do NOT charge any transaction costs from our customers. Its an ApnaBill.com policy and would be applicable to all of our product line.
Apart from regular Utility Bill Payments, we are also exploring some seemingly blue ocean verticals which have not been targeted by the online bill payment sector – yet.
Monetization strategy:
We have managed to make our business model such that despite absorbing the transactional cost, we’ll be able to make profits. They would definitely be low but the sheer amount of transactions (which we would attract because of no-transaction-charge policy) would put our figures in positive direction.
Moreover, profit generated from transactions is just one revenue source. Once we have a good traction, our advertisement revenue sources would also become viable.
We are definitely looking at a long term brand building.
Technical Challenges – Overview
Contrary to popular belief, technology is generally the simplest ingredient in a startup – specially because the startup can generally excercise full control over how it is used and deployed. And with increasingly cheaper computing resources, this space is becoming even more smoother.
However, following problems were a real challenges which we faced and solved.
Being a web 2.0 startup, we faced some major cross browser issues.
Minimizing client side internet connectivity and page display speeds
Database versioning.
Thankfully, ApnaBill.com is running Ruby on Rails under the hood – and all the solutions we designed, just got fit into the right grooves.
Technical Challenges – Details
Ruby on Rails a one of the best framework a web developer can ask for. All the solutions to the above problems just come bundled with it.
Prototype javascript library solves a lot of common cross browser issues. To completely eradicate them, an additional PNG hack from Pluit Solutions and IE7.js which lets IE6 browser render PNG images which have transparency. Once you have sanity in terms of cross browser issues, you can actually start focussing on feature development.
To overcome mail capping limits for shared hosts, we devised our own modules which would schedule mails if they were crossing the mail caps. However, we later discovered that there’s a great Ruby gem – ar_mailer to do just that. We are planning to make the shift.
Minimizing client side page load speeds was an interesting problem. We used Yahoo’s YSlow to detect where we lagged interms of page load speeds, introduced the necessary changes like moving JS to bottom of pages, CSS to the top, etc. which helped us alot in reducing the load time. Yahoo also has a JS minifier – YUI Compressor – which works great in reducing javascript files to upto 15%. We also deployed a dumb page-name based JS deployment scheme which simply blocks any javascript to load up on some particular pages (for example the homepage). This helps us in ultra fast page loads.
If you see our homepage, no JS loads up when the page is loading up. However, once the page is loaded, we initiate a delayed JS load which renders our news feed in the end.
Database versioning is an inbuilt feature in Rails. We can effectively revert back to any version of ApnaBill.com (in terms of functionality) with standard Rails framework procedures.
Non-technical challenges:
Integrating various vendors and services was visibly the biggest challenge we overcame during the (almost) 9 months development cycle of ApnaBill.com.
Getting the organization up and running was another big challenge. The paperwork takes a lot of valuable time – which if visioned properly, can be minimized to a manageable amount.
Payment Gateways are a big mess for startups. They are costly, demand huge chunks of money for security deposits and have very high transaction costs. Those who are cheap – lack even the basic courtesy and quality of service. Sooner or later, the backbone of your business becomes the single most painful factor in your business process – specially when you have no control over its functioning.
Thankfully, there are a few payment gateways which are above all of this. We hope to make an announcement soon.
The process of founding ApnaBill:
When and how did you get the idea of founding ApnaBill? How long before you finally decided to take the plunge and start in earnest? What is your team like now?
In June 2007, one of the founding members of Four Fractions saw a friend of his, cribbing about how he cannot recharge his prepaid mobile phone from the comforts of his home. He had to walk about 1 km to reach the nearest local shop to get his phone connection recharged.
This idea caught the founder’s attention and he, along-with others formed Four Fractions on 20th December ’07 to launch ApnaBill.com as one of their flagship products.
ApnaBill.com was opened for public transactions on 15th June 08. The release was a birthday present to ApnaBill.com’s co-founder’s mom.
Our team is now 5 people strong, spread across New Delhi and Pune. As of now, we are self funded and are actively looking for seed funding.
What takes most of the time:
As I mentioned earlier, getting various services integrated took most of the time. If we had to just push out our own product (minus all collaborations), it would have taken us less than 3 months.
There was this funny thing that set us back by almost 1 month…
We applied for a PAN card for Four Fractions. First, our application somehow got lost in the process. Then someone in the government department managed to put down our address as 108 when it was supposed to be 10 B (8 and B are very similar looking).
None of us ever envisioned this – but it happened. We lost a precious month sorthig this issue out. And since all activities were dependent on official papers, other things like bank accounts, payment gateway intgrations etc also got pushed back. But I am glad, we sorted this out in the end. Our families supported us through this all the way.
Every process like creating Bank accounts, getting PAN cards etc are still very slow and manual in nature. If we can somehow improve on them, the ecosystem can prove very helpful for budding startups.
About the co-founders:
There are 3 CoFounders for ApnaBill.com
Sameer Jain: Sameer is the brain behind our revenue generation streams and marketing policies. He is a Post Grad from Delhi University in International Marketing.
Sandeep Kumar: Sandeep comes from billing (technical) background. With him, he has brought vast knowledge about billing processes and solid database knowhow.
Myself (Mayank Jain): I come from desktop application development background. I switched to Ruby on Rails almost 18 months ago – and since then, I am a devoted Ruby evangelist and Rails developer.
Luckily, we have a team which is just right. We have two polarizing ends – Sandeep and Sameer. One of them is constantly driving organization to minimizing costs while the other is driven towards maximizing revenue from all possible sources. I act as a glue between both of them. Together, we are constantly driving the organization forward.
About selection for proto.in:
Proto.in was the platform for which we were preparing for from almost 2 months. We had decided our launch dates in such a way that we would launch and be LIVE just in time for Proto.in.
Being recognized for your efforts is a big satisfaction.
Proto.in was also a huge learning experience. Interacting directly with our potential users gave us an insight on how they percieve ApnaBill.com and what they want out of it. We also came across some interesting revenue generation ideas when interacting with the startup veterans at Proto.
There are a lot of people who are currently doing a job somewhere, but who harbor a desire to start something on their own. Since you have already gone that route, what suggestions would you have for them?
Some tips I would like to share with my peer budding entrepreneurs…
Focus, focus and focus!
If you are an internet startup, book your domain before anything and get the right hosting partner.
Start the paperwork for firm/bank accounts registration as soon as possible.
Write down your financial/investment plan on paper before you start. Some plan is way better than a no plan!
Adopt proper development process for the tech team. With a process in place, development activities can be tracked rationally.
Get someone to manage your finances – outsourcing is a very attractive option.
The most important factor for a startup besides anything else – is to keep fighting during the adverse scenarios. Almost everything would spring into your face as a problem. But a team which can work together to find a solution for it – makes it to the end.
Just remember, more than the destination, it is the journey that would count.
Symbiosis Institute of Business Management (SIBM), Pune, is running Endeavor 2008, a business plan competition (open only to students). So if you are a student with an interesting idea looking to get visibility, guidance, and possibly lots of money, hurry, because the last date to submit entries is 24th August.
Details:
“SIBM Endeavour 2008” provides a platform for budding entrepreneurs with
viable Business Plans to meet seed funds and venture capitalists through the
“SIBM Endeavour Business Plan” contest. This contest is a 3 month long
business plan contest with 4 rounds. Every participating team can expect to
gain from the contest. Individual mentorship, Elevator Pitch for top 40
b-plans, cash prizes, and above all, funding of upto Rs. 10 Million (from Seed
Fund Advisors Pvt. Ltd.).
Our panelists for this contest are:
IndiaCo Ventures Capital Ltd.
NEA-IndoUS Venture Capitals
SEED FUND Pvt. Ltd.
NEN Online
Last date for Executive Summary: 24th August – 2008
Jason Goldberg is a serial entrepreneur, who founded and headed Jobster, and who is now on to his next startup, social|median, a social news website. In a long article on his blog, he talks about what lessons he learnt from his first startup, and what he is doing differently in social|median as a result. The whole article is very interesting, and I would say, a must read for budding entrepreneurs (Update: unfortunate, the website seems to be gone, and the original article is no longer available). However, most interesting to me is the fact that, although Jason is based in New York, his entire development team is in Pune, with True Sparrow Systems.
He talks about why he decided that development of social|median:
Second […] we decided to build on a tight budget. Now, don’t get me wrong, I’m not talking cheap as in 1 guy in a dorm room. I’m talking low budget as in constraining the company to <$40k/month of burn in the first 4 months and then only taking it beyond that to about $60k/month once we had shown some early initial traction. The notion here was that spending our cash is the same as spending our equity. The more we spend early on, the less the company will be worth in the long run.
Maintaining a burn like that forced us to think outside the box when it came to staffing the company. To put a $40k/month burn in perspective, that would get you about 3 employees at most fully loaded with office space in New York (if you’re lucky). I remember interviewing a total rock star CTO-type in January in NYC and walking away thinking there went all my initial funding and that’s just for 1 guy. Instead, we have run the company out of my apartment in New York and from our development center in Pune, India. I’m the only U.S. based socialmedian employee (besides our awesome intern Scott who joined us for the summer from Syracuse and who has been a god-send). The rest of our team is based in Pune, India. We started with 6 fulltime socialmedian employees in Pune and have since grown the socialmedian development team to 11 fulltime employees in Pune.
Finding the right company to outsource to is another interesting story.
Jason first found out about True Sparrow Systems when he saw a facebook application they had developed. He felt that the application had been designed very well, by someone who had not just done a quick and dirty job to jump on the latest bandwagon (social networking! yay!), but instead someone who had spent time thinking about the application and its users. Based on this he decided to go with True Sparrow Systems.
However, this is not your usual outsourcing relationship. Jason has set-up things rather differently from most other companies:
A few notes about working with an offshore team. If you’re gonna do it, do it right. What I mean by that is that I’ve seen it done wrong so many times it’s sickening. Folks in the U.S. all too often have this mistaken belief that there are these inexpensive coders outside the U.S. who are just on call and ready to write code based on specs. That’s a recipe for disaster. In order for software to be developed well, it takes a team that is adept at planning and strategizing and problem solving together. It takes a team that feels like a team and who is passionate about the product they are creating. It takes a team who truly feels like they are building their product not someone else’s.
So, we decided to set up things differently at socialmedian. First, our decision to go offshore was certainly based on costs, but it was equally based on abilities and mutual respect. I had worked with the future socialmedian team in Pune before socialmedian on other projects and only chose to work with them on socialmedian because I was impressed with their thought process as much as their work product. We chose to work with them because they know how to solve problems and how to figure out how to respond to customer/user needs. And, they passed the most important test of all, an earnest early interest in the problem we are trying to solve at socialmedian and fantastic ideas on how to tackle the problem.
Second, I personally committed to travel to Pune, India nearly monthly for the first year of socialmedian (I’ve been there 6 times thus far in 2008 and am headed back in a couple of weeks). The logic here was that if the team was there, I, as the lead product manager, should be there too. As per our hunch, we learned early on that in-person time was critical for planning. As such, we have evolved into this regular cadence wherein for 1 week out of every month we plan together in person, and then for 3 weeks we are more tactical as our interactions are over skype. Sure, all that travel is tough (ask my spouse who hates me for it), but it has proven to be very effective for us at socialmedian.
Third, we have made our Indian team shareholders in socialmedian, so we are one company building one product. It’s an offshore situation, not an outsourcing relationship.
Of course, this model is not for everyone, but it has worked well for us thus far. Mostly because we have an awesome team joined together working on socialmedian and we’ve created an environment where it’s all about our users and the product, and the fact that we are thousands of miles away from each other is just a fact of life, not a problem. If I had to start over today I’d choose the same team 10 out of 10 times to work with.
A lot of this is enabled by the tools:
In case you were wondering, here’s the process and tools/services we use at socialmedian to mange our New York – India operations. As noted, I travel to Pune for at least 1 work-week out of every 5 work -weeks. We ship code 3x per week within 3-4 week development milestones. We use TRAC (open source bug tracking tool) to manage bugs and feature requests. We use basecamp to share files. We talk on Skype when I’m not in Pune pretty much 6x per week from 8am Eastern Time to around 11am.
Read the whole article for a whole lot of other (non-Pune related) advice. It is long, but worth the trouble, especially if you dream of having your own startup.(Sorry, the article is gone, but here is a copy from the Wayback Machine (thanks Pragnesh))
This article was written by Anthony Hsiao in an e-mail thread over at Pune OpenCoffee Club‘s mailing list, and is reproduced here with permission. Anthony is a co-founder of Pune-startup Entrip. Anthony, Nick and Adil, who were in London when they decided to start Entrip, moved to Pune to actually make it happen, for the reasons given in this article.
I am putting my money on Pune as India’s startuphub.
When we first decided to just head to India to start work on our startup
(we’re London based), we were only heard of Bangalore as the next IT hub,
and Hyderabad as upcoming. We didn’t want to go to a megacity like Delhi or
Mumbai, but more of a Tech City. Then one of my best friends from
Switzerland, he’s Indian, recommended we should have a look at Pune.
After some research, Pune met exactly the kind of requirements that we were
looking for, or at least, it fared better on a decision analysis than did
Bangalore or Hyderabad: It’s a college city with lots of young, educated and
(as we hoped) creative people, not too large, IT focused, not too expensive
(at the time). Another big factor was the fact that we perceived Bangalore
and Hyderabad as HUGE IT OUTSROURCING CENTERS, cities of modern factories,
where modern labourers were robotting away, while Pune, as educational
center, appeared to offer a different perspective. My friend also told me
that the girls in Pune were very ‘interesting’, but that is just a side note
– but as true geek this didn’t play much of a role *wink*.
When we got to Pune, I think one of the first things that struck me was
actually the apparent lack of creativity, lack of spirit that we are used to
from university towns where students just ‘do things’, the lack of ambition
just for the beauty of it and the seemingly only motivation to do anything –
working for some big company with some name, earning bucks.
It took some time for me to understand where a) people were coming from (not
everybody has parents that would happily support your little startup
adventures if they went wrong) b) the cultural and in large parts traditonal
context that young people had to operate from within, and c) that in fact it
strongly depends on the kind of circles that we moved within to get these
impressions. I was a bit disappointed, and am still, everytime I heard
someone ask for what company I work for rather than for what I actually do,
but my criticism was challenged by a different world that I later
discovered: the startup community in Pune.
Yes, a lot of people in Pune are neither creative nor ambitious or daring.
But that’s ok, every place in the world has a broad layer of such people. In
fact, they are vital for the ecosystem as well. But not every place has a
vibrant, connected and active startup community as Pune.
Instead of ‘cannot’, ‘big salary’ or ‘I don’t know why’, I suddenly heard ‘I
think I can, and I will try’, ‘big opportunity’ and ‘Because it’s cool’. A
180 degree turn from a lot of the students or ‘desparate’ professionals I’ve
met! What is this newly discovered startup community?
Looking at it now as I write this, I would say that Pune has what is
necessary to attract ‘the right kind of people’, young, creative,
adventurous, willing to ‘do things’ – the stuff that startups are about (in
large parts). It certainly worked for us or fellow foreigners trying it out
in Pune as well as the countless NRIs or long term expats that come back
with a more open mind and lots of experience. That, then, is a positive
feedback loop for the composition of the city and the community.
So it’s the people of Pune, or the startup community to be more precise,
which I think send out a strong message. Of course I would like to play an
active part in shaping this still relatively young community, and I think so
does everybody else. There is this community sense, where people communicate
AND understand each other, go through SIMILAR experiences and face SIMILAR
hurdles as entrepreneurs (in IT-outsroucing-India), want to help each OTHER
and want to rise TOGETHER, as a community, so that one day we can all say it
happened in Pune, and we were there.
So what message does Pune send out? I think it says ‘we are Pune, and we
have what it takes to be India’s silicon valley’.
Best regards ,
Anthony – a foreigner.
Other thoughts: Maybe I am painting a bit of a biased picture, and of course
there is still a lot of work to be done. But the composition of Pune is
there, the community is there (and growing), and the will and shared spirit
seems to be there. Now the change just needs to happen.
I would attribute a great part of this spirit or feeling to the fact that
Pune is relatively small, or at least has been. People are closer, and know
each other. As such, I see the creation of huge IT parks all over the place
OUTSIDE the city/in satellite towns, as a potential dilution to the Pune
startup community, which I hope we can somehow fend off.
Of course, one might be able to craft a similar description about other
cities line Bangalore, but I would say that the unique composition of
colleges and companies are a great edge. Also, at least in the past, the
ratio of ‘large companies’ to ‘small companies’, I’d guess, is smaller in
Pune than in other places – or at least was. If everybody around a young
graduate is going to try to work for the next big company that pays stellar
salaries, of course, startups would lose the war for talent. As such, the
intensifying competition of large companies for good people is another
threat to look out for, but one which, I think, can be addressed by a strong
and visible startup community.
I don’t want to get into politics and policies (at least not in an email
thread!)