“We are a long-term, patient investor; if you have to build world class companies, it does take time,” believes Bessemer Venture Partners, India
How supportive is Bessemer when it comes to individual business ideas?
Oh! very supportive, our culture, our history in the United States is very centric towards that. So in terms of practice, we are comfortable with doing that and we have done it in India as well. For example, BA systems or Sunil hi-tech. If we find an entrepreneur and an idea that we think has all the merits of a top rated investment, we will do that in India. BA systems is an example of taking an idea we believed in, forward. He (the promoter) has created the ‘First Made in India Router’ EN 3500 and is doing well.
Your advice for Indian entrepreneurs who are looking for funds?
Markets today in India are at an early stage. An average Indian promoter is very inexperienced when it comes to dealing with PE/VC. It’s hard for them to distinguish between a Hedge Fund money–typically hot money–and long term capital (a PE or a VC). They think that a dollar is a dollar. An entrepreneur/promoter should be careful from whom to take money. They should find somebody who has value-added capabilities, somebody who has a successful investing background, somebody you know is going to be with you for the long run. Businesses too undergo cyclical ups and down. You have periods of rapid expansion, then possible sluggishness. So, in case of a slowdown, if the investor pulls out the plug, you (the investee) are gone.
Can you quantify Bessemer’s returns in previous years?
Well, I won’t get into specifics, but name a fund that has so many IPOs to its credit. More than 100 of Bessemer’s portfolio companies have gone public on exchanges from the NYSE and NASDAQ to London’s AIM and India’s BSE. That says it all.
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
How supportive is Bessemer when it comes to individual business ideas?
Oh! very supportive, our culture, our history in the United States is very centric towards that. So in terms of practice, we are comfortable with doing that and we have done it in India as well. For example, BA systems or Sunil hi-tech. If we find an entrepreneur and an idea that we think has all the merits of a top rated investment, we will do that in India. BA systems is an example of taking an idea we believed in, forward. He (the promoter) has created the ‘First Made in India Router’ EN 3500 and is doing well.
Your advice for Indian entrepreneurs who are looking for funds?
Markets today in India are at an early stage. An average Indian promoter is very inexperienced when it comes to dealing with PE/VC. It’s hard for them to distinguish between a Hedge Fund money–typically hot money–and long term capital (a PE or a VC). They think that a dollar is a dollar. An entrepreneur/promoter should be careful from whom to take money. They should find somebody who has value-added capabilities, somebody who has a successful investing background, somebody you know is going to be with you for the long run. Businesses too undergo cyclical ups and down. You have periods of rapid expansion, then possible sluggishness. So, in case of a slowdown, if the investor pulls out the plug, you (the investee) are gone.
Can you quantify Bessemer’s returns in previous years?
Well, I won’t get into specifics, but name a fund that has so many IPOs to its credit. More than 100 of Bessemer’s portfolio companies have gone public on exchanges from the NYSE and NASDAQ to London’s AIM and India’s BSE. That says it all.
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative
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Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
investors have in the Company and its integrated business model. As a result of this, they have decided to invest in the company through the QIP route in large volumes.” Madhu Terdal, CFO of GMR Infrastructure asserts that “the funds will be used for the construction of GMR Istanbul’s airport in Turkey as well as buyouts in the international power and airport markets.”
bleeding profusely, what with the US & European markets in a state of flux. Also adding to its woes are the Japanese car-makers Honda & Toyota, that are eating away GM’s market share. Contrary to this, the Indian automobile industry is growing at a brisk pace of 15%, and offers that much needed relief package for GM. The pawns and pieces for this US automobile giant are falling in exactly the places it wants them to.
Manindra Tiwari (Partner, Tiwari & Mishra Chartered Accountants), “The returns offered by insurance policies are closely linked to the premiums paid and so are the tax benefits.” Clearly, these products are designed to meet a wide variety of needs ranging from savings to profits. All that an investor needs to do is to pick and choose the ones that best suit his/her profile. But analysts are of the opinion that the attractive tax benefits of these products should be seen merely as perks offered by the insurance policy. Yet, those are primarily the tax benefits which continue to be major crowd pullers for these schemes.
step initiated by some of the public sector banks (PSBs) and is a step in the right direction. PSBs have over the years tended to be perceived in a similar manner, however today these banks are competing with each other. Thanks to the strong regulatory framework in India, most PSBs are in good shape and now realise the need to differentiate themselves not only vis-à-vis foreign or private sector banks, but more so with the other PSBs. Over the last few years, PSB’s have expeditiously brought about improvements in their service levels by adopting technology in a big way and many of the PSBs have branches comparable to the new-age private sector/foreign banks. In this backdrop it is not surprising that some of the banks have opted for an image makeover. The re-branding of these banks has also to be looked at in the context of changing Indian demographics – with more than half of the country being 25 years old or less. These banks recognise that the needs of this population are different and hence it pays to look young. In a fiercely competitive financial services industry, it has become imperative, if not mandatory to reposition PSBs in order to attract and retain customers who have a wide range of alternatives. The re-branding exercise also take into account the post-2009 scenario, when competition from foreign banks is expected to increase as the sector opens up. 
Kedarnath to Kanyakumari, Kutch to Kaziranga is a key element in our customer acquisition strategy. RCom is currently embarked on strengthening this coverage by covering over 900 million Indians or more than 15% of the global population. We’re covering almost 100% of all rail routes, providing seamless voice, video, radio & Internet connectivity to over 14 million commuters every day. RCom is also covering almost 100% of national highways & 84% of all state highways – providing voice & data connectivity – that’s nearly the entire length of our 2,00,000 km long road network. This initiative will allow us to make further inroads into India’s population in rural areas.
in the heart of Delhi is what meets the eye at first glance. A little more probing and big names like Jindal Steel & Power Limited, Apollo Hospital, Vigneshwara Developers, R. G. Stone, Bilt Matrix, Ballarpur Industries start popping out. Now we understand, why so much of attitude? Just over a year in business and rubbing shoulders with these big corporates is no mean feat, but Latitude 23 has done all that and more. When the 4Ps B&M team caught up with Naresh Kumar Sharma, CEO, of this budding agency at its Scindia House address, we were clearly impressed with both, his beliefs & modus operandi of running the organisation.