MBA D

Entrepreneurship Management
GROUP 10

184 Aditi Mathur

195 Dnyanesh Potode

231 Jash Shah

232 Rohan Shankpal

235 Shruti Dubey

236 Siddharth Chand

242 Tanya Kumar

 IDEA 1: EXIM iNTELLIGENCE SOLUTIONS

Our idea is to create an organization whose aim is to expertise in gathering the best export opportunities
for our partners. We will take away all the hassle right from finding the best buyer for their product from all
over the globe and until it reaches its destination. Being an expert and having a sound understanding of a
particular industry is what we strive to achieve.

India has over 63 million MSMEs. They are aspirational and want to grow. But they lack the intelligence
information regarding export opportunities that might be there for their product. MSMEs being tight in budget
and always working in the bottleneck, lacks the resources to be deployed.

The market needs Management entrepreneurs to venture into the intelligence gathering segment,
especially for MSMEs, and take away all the hassles related to export.

The idea aims at providing a one-stop solution to any business aspiring to become an exporter. The
service’s strategic edge tends to deliver over its competitors by educating the clients about their specific
business export scenario and enabling it with a ready process guide. The service comes with different levels
of products,

For example, one product will provide the client with their specific product export information, such as
countries with a high demand for their products or untapped international markets.

Other products will enable the client to become an exporter by handing out a process manual and a
dedicated team to look after its enabling. This is how the startup plans to provide an end-to-end solution for
any business at any stage looking forward to enabling or enhancing their business.

“More than just a trader, We want to be their partners in their journey.”

Analysing the idea with the help of 7D Model

1. Market attractiveness:

Government support and incentives provided: The Indian Government is committed to taking efforts in the
direction of incentivizing and increasing support for MSME’s. The government is also looking for ways to
expand Indian businesses in emerging as well as established markets. India needs to increase its export
and MSMEs are going to play a major role in it.

Government has realized the need of MSMEs for countries' development and various schemes and policies
are being announced. Such as Production Linked Incentives scheme

Aspirational entrepreneurs: The wave of entrepreneurship had started a few years back and now the risk-
taking attitude amongst even small businessmen is at an all-time high.

These two are the major factors that render our market so attractive.

2. Sector Market Benefits & Attractiveness

Initially Serving a single industry: The plan is to begin by serving a single sector of the industry initially. This
will help us provide an exclusive and deep understanding of the market to the potential customers. This
type of knowledge will be very valuable to the MSME’s and so make our effort attractive.

No organized player available: One of our most distinguishing features will be the provision of services in a
sector where no properly organized player currently exists. This provides us with an exclusive advantage.

3. Industry attractiveness

Medium entrance hindrance: The industry provides medium to low hindrance which will help us make and
prove our position comparatively quite easily.

Scope of Diversification: There lies immense scope for being able to expand to multiple industries and
sectors in the future using the experience gained on the way.

4. Sustainable Advantage:

As we know MSME’s are very heterogeneous in nature. We plan to dive into one sector at a time and
expand gradually to others.

Our USP will be detailed expertise on a sector basis to help MSME’s maximize their revenue.

Apart from providing one to one consultation, we will have a first mover advantage in providing complete
export related data in easily searchable formats online and will be the first to create a portal for the complete
needs of MSME’s potential export business.

One of the major threat is that of the ease with which our idea can be duplicated by potential competitors

5. Mission, Aspirations, Propensity for Risk:

We want to be a one-stop destination for all the export related needs for MSMEs.

More than a consulting firm we want to be their PARTNERS in their journey

Attitude towards risk within the team will be somewhat difficult to achieve unless people with similar
motivation are chosen to be a part of this venture. This is more so because MSME’s have competitors that
are frightening due to their size, knowledge and finances.

6. Ability to Execute on Critical Success Factors:

Inaccurate data can cause things to flip over and out even if everything else looks right. So, accuracy is the
key to our success and is one of the most important factors for success.

Also, data researchers and scientists with relevant expertise are mandatory for this model work at all.
 7. Connectedness up and down the value chain:

Good connections and network across the industry and market are necessary at least initially to jumpstart

Partnerships with private firms that have experience in exporting will significantly contribute in enhancing
our knowledge and help alienate quite a few mistakes beforehand

Customer base will widen significantly due to geographical expansion into multiple territories.

After in depth research and analysis we realized that currently, the threats are far more frightening than the
viability of our idea and so have decided to discard it for time being and continue thinking of ways of
improvement.
 IDEA 2: SMART SWINGS

The idea is to introduce an intelligent and smart swing for babies in the market which has sensors to detect
if the baby is crying or fussy and starts swinging and playing light music to soothe the baby. The sensors
will be active as per settings and swinging motion will work for a few minutes until the crying sound or
motion of the baby has stopped.

It is designed for babies between 0 to 8 months of age. It comes with a modern design and all the features
of an existing mechanic swing but with added benefit of sensors which can be turned on and can detect
even the slightest movement or noise. It has various settings like what speed and pattern of swing you
want, what is the duration, a wide range of white noise and lullabies and options to feed in your own music.

It will have a multi-motion soother which sways side to side, glides front to back, or combines both for
ultimate options. The seat can be lifted off and doubled as a compact, portable rocker when used off the
main structure. Pivoting carry handles will be easy to lift the rocking seat and it can turn 90° on the frame
to change the direction of all motions.

Analysing the ideas with the help of 7D Model

1. Market attractiveness

The market for this product consists of families living in metro cities and parents who are generally working
and are busy through-out the day. It is a growing market displaying a 20 % year on year steady growth rate
and good potential. There is a need for products that provide convenience for parents on the go.

This is a modern, high end product and in general the existing swings and cradles for babies do not provide
such benefits.

2. Sector Market Benefits & Attractiveness

Mothers who perhaps work from home or have a busy lifestyle can benefit from this product as it takes
away the time you would spend to comfort the baby. Mothers can carry on with their daily activities and not
worry about tending to the baby every time they get uneasy or fussy. It is a product designed to provide
comfort to both the mother and the baby. A product that can save time for parents and allow them to focus
on other work can be valuable.

3. Industry attractiveness

The industry for swings and cradles for babies is not well developed, with less number of competitors. There
is a threat of new entrants as the technology can easily be replicated as well as the threat of substitution.
Buyers have relatively less power as do suppliers.

There is a potential to further develop variants for different consumer segments according to their needs or
willingness to pay.
The downside is that generally, new parents want to spend more time with their kids and any product/service
that reduces the connection between the parent and baby may be met with criticism. There might be an
apprehension due to traditional mindset and lack of trust for such a product which has a very delicate task
to perform as well as practise of hiring help which can look after the baby.

4. Sustainable Advantage:

While this product has been introduced internationally, it would be a first time entrant in India. This means,
it would garner a first mover advantage. It would be a new product in the market, one that new parents
would like to experiment with. The price of this swing would obviously be slightly towards the higher side
and hence, it would be a one-time purchase. Borrowing from the adoption life cycle, it would be the
innovators and the early adopters who would first try their hand on this product.

5. Mission, Aspirations, Propensity for Risk

“To enable ease and convenience for parents”

We start by developing the cradle for newborns up to the age of 8 months. This, however, restricts the
target audience to upper-class parents. Eventually, we aim to develop low cost, high volume version of the
cradles to expand our target audience. We aim to sell it to daycares, nurseries and even hospitals.

6. Ability to Execute on Critical Success Factors

The product will require intense research and development. Especially when we plan to expand our target
market. Given this, we find it hard to see the product reaching break-even at an acceptable time.

7. Connectedness up and down the value chain:

In the case of this product that faces a lot of competition, there is minimal attractiveness across the value
chain. Given it’s cost and other deliberations of using the product, we are unsure how much acceptance it
will receive in the industry.

Our main consideration to put a pin on this idea was the fact that these cradle discourages time between
new parents and their newborns. We believe that Indian parents are very attached and protective of their
babies and wouldn’t want to leave their baby in an automatic cradle when they’d rather be holding the baby
in their arms. This coupled with the already existing normal cradles and high operational costs, made it an
unfeasible idea for us to proceed with.
 IDEA 3: OMNI CARD - RFID BASED SMART CARD READER

The project our team is developing is incorporating Smart Cards for Transport in a Smart City. We have
chosen to concentrate on the transport industry, since we believe there is immense potential and the
infrastructure is present in most parts. With some minor modifications, we can use it.

The RFID Smart card used to implement a smart city for transportation is an attempt to unify all the modes
of transportation in a metro city under a single system. This entails the use of the RFID system incorporated
in the card, instead of the in-vogue magnetic strip to allow for future use as a contactless system and to
avoid the forgery possible under the magnetic strip system.

The smartcard is the technological successor to the magnetic stripe card. Smart Cards are typically the
size of a credit card, and contain a microchip that stores and transmits data using radio frequency
identification (RFID), enabling it to communicate with a device within ten centimeters of the card without
physical contact. Smartcards are able to store enough information to process monetary transactions and
profile a card holder’s details for security purposes. Smartcard technology is being used increasingly to
perform the functions of credit cards, security passes and public transport tickets.

The smart card used in this system is issued by the Government for the user. Here, this is a one-time write
card with a number on the card associated with each individual. This is fixed and associated to the Aadhar
Card of the citizen. This RFID card has no other data stored on the card except the unique 16-digit number
assigned. This when scanned on the reader, and fed to the Government operated database, will correspond
to the specific individual and his profile will be identified along with the e-Wallet identity on the secure server.

The primary utility of this card is for transportation. The modes of transport covered are decided keeping a
metro city in India. Thus, the modes of transport covered are:

Local Train

Monorail

Metro

Bus Service

Taxi

Auto Rickshaw

The modes of transport used here, are keeping Mumbai city in mind. This is done to ensure that the amount
of large-scale infrastructure needed to be developed is minimized. To implement the suggested system,
some readers will have to be installed at all the corresponding railway, metro and monorail stations. These
readers will have to be provided in the buses, taxis and auto-rickshaws as well. The readers in the railway,
metro and monorail stations can be wired and thus function via the Ethernet, whereas the ones in the buses,
taxis and rickshaws will have to be wireless and hence work on 3G.

In order to understand the actual working we take the aid of an analogy. Let, Mr. A go to the Train station.
Here, he stands in a queue, reaches the turnstile. The card is scanned at the reader. The turnstile turns.
The location is logged. Now Mr. A travels from 1 to 2. At 2 after getting off the train, at the exit at the turnstile,
he scans the card. The location is logged again and the preset distance between the 2 stations is considered
and the amount is deducted accordingly.

What makes us different?

Handheld money has been a risk for some time and so people have grasped the first opportunity that came
their way. Credit and debit cards have been a convenient and thus a very popular method. This prompted
the use of different smart cards being issued for various purposes. The smart card we suggested is in
contrast an RFID card that relies on Radio Frequency to communicate. This makes manufacturing the one-
time write cards cheaper and more viable than the magnetic tapes.

This entails the use of the RFID system incorporated in the card, instead of the in-vogue magnetic strip to
allow for future use as a contactless system and to avoid the forgery possible under the magnetic strip
system.

There is immense scope of progress in this field, namely:

Wearable RFID/ NFC tags

Making this a Universal Identity Card that can serve as:

1. Identity card in Schools, Colleges and Workplace.

2. Portable substitute to Aadhar Card

3. Realizing the potential to create a Smart Citizen and Smart living.

Upgrade to Contactless RFID so that the Queues are redundant and the reader is installed aboard the train.
This means that just possessing the card while entering the train will register the entry and at the time of
exit it registers the absence too.

Temporary undedicated cards issued for tourists with a validity of 5 days to 3 weeks. This will make mobility
easier, as it is a card that gives access to all modes of transport available.

Analysing the ideas with the help of 7D Model

1. Market Attractiveness

● Extending the idea of smart city model- The project our team is developing is incorporating Smart
Cards for Transport in a Smart City. We have chosen to concentrate on the transport industry, since
we believe there is immense potential and the infrastructure is present in most parts. With some
minor modifications, we can use it.
● Digitisation:Digitization is of crucial importance to data processing, storage and transmission,
because it "allows information of all kinds in all formats to be carried with the same efficiency and
also intermingled. Hence this is the future.

2. Sector Market Benefits and Attractiveness

● IT Sector- IOT Enabled System:Main purpose is to use the network of physical objects—“things”—
that are embedded with sensors, software, and other technologies for the purpose of connecting
and exchanging data with other devices and systems over the internet.
● Not yet implemented - We haven't got anyone with such an idea and interpretation of this hasn't
been done in collaboration with the government.

3. Industry Attractiveness

● Can be expanded into one card for all-

Identity card in Schools, Colleges and Workplace- One single card for all your work. It would also
help in standardizing procedures and help in integrating everything in one go.

Portable substitute to Aadhar Card - It can act as a perfect substitute for an Aadhar card and can
be further used for realizing the potential to create a Smart Citizen and Smart living.

● In the future expand it to private entities like Uber, Ola, Meru: The future plan would be even include
private entities and make this uniform across the country

4. Sustainable Advantage

● Initially expensive to set up but in the long run will generate enough revenue for eventual expansion
to other segments

5. Mission, Aspirations, Propensity for Risk

● To provide convenience for traveling across all modes of transport

● Help India achieve its goal of Digital India integrating Smart City Model
 6. Ability to Execute on Critical Success Factors

● It will require high-end technology- Everything will be technology driven and it would be very
important to put our software and hardware up to date.
● Mainly software-driven and hence it can be managed once initial coding is incorporated

7. Connectedness up and down the value chain

● A good amount of card manufacturers available in the city and hence we would need to get it at the
minimum possible cost
● Hence impact is minimum in the value chain

9 BUILDING BLOCKS- BUSINESS MODEL OF OMNI PASS

1.

Value Proposition

Omni Pass exist to bring ease into users’ life. As discussed earlier it uses smart technology provided by
RFID sensor and chip in the form of card which itself is very compact and can be carried in your pocket. Its
main focus is to bring the convenience in users’ life. Time saving is one of our main value propositions. To
get the ticket or issue monthly pass at ticket counter is very cumbersome, tiring and time-consuming
process especially in a city like Mumbai. Our proposition is this card will save a lot of valuable time of our
customers which they spend in the queues. These benefits will definitely attract more commuters to Local
and Metro which in turn will increase Govt revenue.
2. Our customer segment

We are doing this project in collaboration with the government but its success depends on how many people
see benefits in this technology and prefer to shift to using this smart card.

So, this means our customer segments include daily commuters who are using local metro monorail as a
method of transport. As we know almost 7 million people rely on locals in Mumbai which makes them the
potential users of this smart card. Our focus is to get maximum customers to subscribe to this card services

3. Channels of advertisement

Currently our focus is to provide successful service in Mumbai. Our future success depends on
implementation and effectiveness in the local network. so, channels for advertisement are not very specific.
We can reach out to another city transport department or we can submit our project offering via their official
website. One more method to spread the name is getting our brand mentioned on the smartcards.

4. Customer relationship

It includes providing timely technical support and making sure our modules installed on train stations are
working fine. Secondly making sure there is hassle free experience of distributing the cards and repairing
or reissuing new cards to our customers whose cards are facing issues or those who want cards replaced.
As the train network is widely spread in Mumbai, area executives will be there who can be contacted at any
time.

5. Revenue streams

As this is a project that will be undertaken when the govt agrees to implement this idea hence our revenue
model is flexible as of now. It will basically consist of the first payment which is a contract amount which
focuses to cover capital and fixed cost to our whole project. And there will be quarterly pavement in the
remaining period which will be a maintenance amount and cost of increased customers.

6. Key resources

Our key resource is the software solution that we are providing that is programmed microchips in card as
well as internet enabled NFC reader modules fixed on station. So, we can say software is our intellectual
property along with office space and above-mentioned technical hardware.

7. Key activities
Key activities in this business are mainly focused on developing accurate, secure, and advanced software
solutions. Next important activity includes continuous testing of these codes to make them error free.
Loading the program into microcontroller chips and installing them into cards is crucial activity. These card
chips will hold the unique id no with customer accounts created on rail servers.

Developing other software which can be implemented in other sectors is also the focus of our business as
there are tremendous opportunities that this technology can offer.

8. Key partnership

Our main partner is the Railway or Transport Department of the Govt of Maharashtra. The Government will
be providing us the opportunity to implement these systems in the stations and customers will be using the
cards which will be issued to the subscribed customers with the help from the government system.

Then there are various other partners, providers and suppliers like technical component suppliers which
include 1st the PVC cards providers, micro controller chip providers, RFID sensors supplier, signal readers
suppliers etc. Internet services providers are also integral to our business.

9. Cost Structure

Our cost structure takes into account various factors like initial capital investment made into the business
along with cost of components which will be used in our product. It mainly includes cost incurred to us in
procurement of micro chips and modules from our suppliers. Details of cost and future cash flows are
discussed in the financials section.

OMNI CARD - Financials

There are a total of 40 lakh commuters who use Mumbai local trains on central, western and harbour lines
daily. Along with this, metro and monorail each have a ridership of around 4 lakh and 25 thousand
respectively. These daily commuters will be the potential users of our Omnipass.

Metro commuters are expected to rise significantly over the coming 5 years since there are under
construction lines all over Mumbai expected to be completed soon. Meanwhile, local commuters are
expected to go down as shown in recent trends.

Assuming we are penetrating a market share of 5% initially as there are no other competitors in the market
and very high demand for the seamless travel facility we are providing, we expect a growth rate of around
5% per annum. Also, the vision of digital India, integration of smart cities and other such government policies
will be an additional boost for higher users. This way, we arrive at the number of card users for each year.

This analysis helps us approximate the total number of card users as shown.

We are initially installing 150 readers across various stations of local, metro and monorail across Mumbai
and then adding 10 additional stations each year, especially the ones that will be completed under metro.
Our fixed costs, would consist of salaries of the developers who will be working on the software, its updates,
security patches, etc. along with salaries of maintenance workers responsible for taking care of the readers
installed. Additionally, office rent and depreciation of 20% would be our other fixed costs.

Under variable costs, there would be manufacturing costs of cards at 20 rupees per and readers at 1000
rupees per unit. SGA would cover other expenses such as marketing costs, administration, maintenance
of servers handling data and other such operational expenses.

We are raising 25% initial capital through a debt of 1 crore at 10% interest rate which would be tax
deductible. The remaining 75% capital would be raised through Equity.

Using this capital, we would cover the initial capital expenses, and absorb the negative cash flows till year
3.

By year 5, we would breakeven with our initial investment.

We are expecting that government would pay the contract amount of 18 crores of establishing and
maintaining the omni card system for period of 5 years in phases as shown.