 Hi everyone, this is Sonali. Thank you all for coming up some time for attending today's webinar on the episode 23 of the Business X Learning series, Invest, Scale, Value and Exit. To all the attendees out there, please type in any questions you might have in the Q&A section and we'll try to answer as many as possible at the end of the session. I would now like to welcome our speaker, Mr. Gaurav Mara, Chairman and Founder of the Franchise India Group. A very warm welcome to you, sir. Thank you, thank you, Sonali and welcome friends and welcome to another edition with Business X, which is the arm of Franchise India Group, where we talk about investing, especially in the startup space and also helping companies to exit from their current business. So today we're going to talk about out of the four topics which we take every time. We rotate the topics, we talk about investment, we talk about how to value businesses, how to scale your businesses and how to find exit. Today we won't talk about the scale part of it and we get a lot of companies, especially the early stage companies and they really talk about scale and today I'm going to talk about a very definite thing in terms of what is the right timing for scale and what you need to be ready before you even start thinking scale. Now scale is an important part of any organization and there has to be a time where you need to review an absolute feel that you're ready and you don't want to lose that market share and you want to go fast enough in the market and go and scale that. I just finished a meeting with a company which was an EV player, their logistic company but in electric vehicle logistic business. Very clearly a lot is going on on that. I think it is about 100 odd startups I would have actually interacted myself and almost everybody is thinking about should I scale now. Now you know that there is a conventional technology which is doing the fulfillment. You still have the same tempos which are out there, which are doing the servicing from a consumer viewpoint. Why would a consumer like to see this change? Why would a logistic company would like to see this change? Why would a small retailer like to see this change? Why this change is compulsory? Why we all know that this industry is moving to EV but is there a compelling reason and what is a compelling reason? Now there is a lot of discomfort because the infrastructure is not ready, the charging stations are not ready but in in a conventional technology you have proto pumps, diesel pumps and all these are available all over the city. So from a logistic player viewpoint, it looks like that I am taking a big call for whom. Unless and until there is a compelling reason and their compelling value creation needs to be done. But when OEM is thinking, when Mahindra is thinking, when other companies are thinking, they are listed companies. They are thinking because they need to really see this change and shift and they know the value of the organization would significantly change. Look at Tesla, what has happened. But when a small startup is really thinking about doing and scaling, it needs to really think through that what is compelling reason for that. So some of the reasons you need to really ask yourself before you even start scaling your business is that are you ready to scale? Which is very important and very honest answer you need to talk. Is the market ready for that kind of scalability? The product you have created or service you have done is come to that maturity level that you can really go out and scale. Are you still in the middle of developing the product and you are thinking scaled and it is a wrong idea? Your organizational capacity is ready, which is going to be in my topic for today. Because I personally feel that it is not really about the product, it is not about the service, it is not about the money you raise, it is not about how market really reacts. It is most of the times how you are organizationally ready to scale that. And we will talk about this and also what is your financial forecast at what levels you need capital and how this capital is provisioned for you and so forth. These are very important aspects you need to really ask honestly to yourself and say where am I on the 0 to 10 from readiness in terms of going out and scaling my business. Second, is your clear roadmap ready for scale? Because scale is not just about an ideation of going on a larger market share, larger top line, better performance in the business and so forth. It has to have a very definite month on month guideline set for yourself. And that guidelines has to be much deeper rooted. Like I run a large franchise organization, to me most of the company which come in franchising their scale story is about number of units they want to do. Most of them would come and say I want to open up 100 restaurants. Now that's a good scale answer, but I personally feel that that has no meaning to me. What kind of customers you really want to service? How many customers you want to do that? And that would be really the value you build. How many customers really are engaged with you? How many are coming and repeating themselves? How many people are actually spending a certain amount of wallet share with you? What is your subscriber telling you and so on so forth. So unless you really think through that first as a structure and then break down into things which you need to do and then answers would come in just by units would not give you any larger answer. Another area is that what are the clear indicators telling you, where is the indicator telling you that you need to scale now? What has happened in the last two quarters with you, which tells you that you already or any kind of signals you're seeing which can be policy change, structure, market dynamics, global practices, anything which is telling you that there are some strong indicators which you can measure actually and say that this is a time for me to scale because scale can be very risky. Most of the businesses failed in the last five years not because they didn't get the scale, but they were not able to control that scale. And actually mature businesses in older times used to say, you have to really go as far as you can control, you know, and they used to say this because they used to always say that scale is easy, but if you're not able to manage that scale, it can be a difficult animal to really anger. Another thing which you need to do buying, which I think is your internal and external stakeholder, they need to do a strong buying with you that whatever your business plan for scale is, they are in touch with that. So that's very, very important. You need to really see through that your internal and external stakeholders are completely bought into your idea of scale because they're going to be people who would stood stand by you over the time when you were doing the scale and when entrepreneurs on the scale, right, he doesn't see anything else. He's just running for that scale. I personally feel it's a great time to think scale because we have the lowest of the chip and we would go and a lot of industries would go, you know, hockey size, stay shape growth. You would just see another three to four years of continuous growth on that. It's a good if you have a really strong foundation already there. If you're not too much weakened by this whole COVID which has happened and you still see the solid story is there. I was just with another restaurant chain and I told him that look and he was not too sure. He has restaurants are coming in great legacy, great structure and he was not so sure that should I do it. I said, this is perfect time. Why? Because every marginal player is out of the window. People who were who were not able to control or they were just in the fence, they would never be able to come back. So credible players who are solid at this moment would go very big. Almost every time a diversity has happened. If you really see in 2008, the companies which got really damaged with these hospitality companies and so on and all that had happened. Same thing happened in 9-11 when everything got shut. Marriots were the really bad time affected. But if you see the Marriots journey from there, how they became the largest hotel chain in the world is because every time this happened, they were always sitting on a lot of loads of cash and they were became opportunists and they started venting out and bought over bands, bought over businesses and so on and then they did a very strong turnaround build that ride whatever they could used to get and anytime the diversity would again come in they would be ready for that. I'm very very sure these some of these organizations would go very very big in that. Out of this adversity when they would come out, they would even more scale up and this is what we saw. Even solid companies like Reliance Industries and other companies are building a huge amount of chest because they know they're going to be on a very very strong scale story. So it's a good timing but you need to see your health of your organization, where is your health being led. So let's talk about today's particular topic and if I have to really advise an early stage company and which is done well it might be in product or a service and now ready to scale. Product is compelling, market is looking good while I think you can place your first two quarters a little bit softly and then go full blown and if you really want to do that one of the most important thing I would like to see in that organization is what I call the organizational design to really support that scale. Now organizational designs have changed significantly in the last few years. Earlier it was very conventional departmentalization of organizations while you can still call the name sales marketing this and that whatever but the larger piece of organization flow I think would flow into the four blocks which you need to really set as a foundation and these four are connected blocks. There are the coordinates of any organization. The first two would sit at the top and this next two would sit on top, sit on the bottom. There between what I call ideation to great execution and achieving goals which is done one grid of spectrum and second is driving from performance to building legacy. So that's how the grid is really being structured. So these are four very strong elements and I would say that you need to have four top officers of your organizations or even founding members can really divide themselves and say we are part of these four blocks and we own those blocks. While they connect with each other, they talk to each other, they sync with each other, they challenge each other as a blocks but they are very strong blocks. The first block to me is creativity. Creativity is very important because it is an engine in your organization which actually on one side inspires and second time challenges. Inspires people to think fresh, think what they need to do, how they develop new processes, how they structure new things in the organization. Also not only inspire because sometimes the organizations inspire at the top because they are the people who would have your core management team and also the leadership team, they get really inspired but what happens to the person in that last mile? There's a guy who really looks after your warehousing, somebody who's working at the last mile, he's not inspired with the same thought and it's very difficult in a lot of discussion that happened on that but organization not designed like that. They don't design like that, there isn't that and sometimes there's a gap in terms of the thinking level and how the thinking process needs to be driven and then suddenly it's very holistically inspiring everybody not only inside your organization but outside your organization that everybody is so fully inspired by the larger goal sheet you set for yourself the organization this will not really create. So this is all about culture and culture to really create the organization which breeds new new ideations continuously think through that how can I do things better. That's one part of inspiration. Challenging is challenges because almost everything whatever is done in the way it is done has to be challenged. You know again the restaurant company I met why it's so fresh in my mind and he told me one thing he says look I've been always telling my teams that why these global QSR chains are so efficient, they run with 10-12 people and they do more sales, they actually deliver more customers and we at our level we need three times more team and we deliver actually one third of the customers. Why would this be a problem and every time he's got an answer from somebody he says look our food is different. Now this cannot be an argument this cannot be an argument I think McDonald's didn't have was now it looks like an American food where people like burgers but actually it's not. It created its own category and it created something which was good it was fast it was structured and that's how they delivered the product. So fundamentally I think nobody really wants to challenge this. Why nobody in India ever challenged that there would be a so to say Indian QSR which would run by leaner staff and leaner people and we will still deliver great product, great structure. We give up to the convention we just follow the path which everybody else has followed and probably get the second or third level results continue to get that and that's why I always say that why the food which Indians love is like a biryani or a food and dieting. We don't have even a chain which has 100 units and we have companies which are coming from outside and they're doing IPO's the Dominos did IPO, Burger King did IPO and these all companies are the food which is not in the first three or four or five favorite foods for so to say Indians because the business model is working for them and they are able to scale fast while these companies are not able to scale because they have a lot of challenges in that. So challenge is also about really challenging every single process system and the way things are done. Understandably really go out and really do these two things inspire and challenge everything your department of creativity would never work and also I think as I said you need to inspire almost every stakeholder you cannot be a lone inventor or a lone thinker you need to really have everybody as an entire organization thinking through. Another thing which is very important is that you need to really think through that scale comes with a lot of you know challenge I've seen like in service businesses I've seen the consistency is the biggest challenge. Service businesses has never been a problem of demand generation and things of that nature but consistency breaks you know if I was a dry cleaning company my service levels went down I was a food business I went down I was a you know any other business when I scaled I was not able to give that this all aggregators of laundry came in their consistency was not there they were not able to really handle the whole customer experience so to say they were able to scale that they got numbers in there because they were driving a lot of demand side from technology and things of that but they're they're you know delivery cycle and the consistency really failed how do you really address the real problem sometimes scale is just not doing it big it's all about doing it consistent it's very very important to do that in the product side I think change cycles are becoming very important because how do you really change that and becomes very very challenging and also new markets new environments also become a very important aspect so you how do you really create this creativity as as one big unit of your diving and you should have somebody as a chief creative officer of your company which continues to think on critical thinking and also innovation and how this is married to even the performance of the business is very very important the next block to me is objectivity which actually creativity and objectivity sit next to each other if this creativity is not completely married to objectivity the business would go wrong and if you just run activity without creativity also it fails so objectivity is really about driving what I call absolute performance how do you run performance but objectivity is also coming not from your your personal personal considerations your your own viewpoint on things and this is what has been the problem here we are not listening we don't understand business intelligence we what is business telling us what is business telling or what are numbers telling us what are micro numbers telling us what where are we going wrong are we going wrong in our margins did you see while people are using but they don't don't want to pay us more our margins are shrinking so what do we do to improve our margins how do we scale up most of the times you go down the ladder I always say that there's this idea you don't need in the boardroom if most of the times when you people come in the boardroom and say how can I double my market share and somebody say can we drop the price now this is no idea this is somebody is giving you what is easy to do you know and this is what almost everybody did every time you want to take a bigger share like all these amato swiggy's why they're struggling because answer was clearly about creating a greed now they cannot sustain that greed they've started giving people one plus one one plus this discounting on a heavy structure now this ruined the restaurant this ruined the swiggy and the matter none is doing it nobody really thought that why can't we go and deliver something more so that our margins really improve what is our data telling us our people are only interested to buy a cheap answer is no people want better things and that's where I think good companies great organizations like Apple and other companies have always done well because they have always sustained and improved their margin every single second step is every single process in your system and organization has to be developed with a strong test and measure everything has to be tested everything has to be measured if it doesn't fit into this then there has to be some kind of correction you need to also set song performance benchmarks very very strong performance you need to set out every single asset in your organization very very important you cannot take if it is not like these days what happened in this COVID everybody is on an asset restructuring almost every company is on asset restructuring they're all thinking how they can really change the dynamics of their asset deployed and everybody has really one answer to tell me that we never thought we can do this much much better much more efficiently actually this opportunity is always there sometimes you are forced on that opportunity sometimes you consciously go on that entire what is your correction but another thing which I've seen if you go on a wrong path maybe you did a wrong acquisition maybe you did wrong you know vertical or something like that and you try to really adjust it fix it and that thing and you actually kill the core business and this is what I would give example of Oyo did wrong acquisitions and they started feeding those acquisitions with good money and that good money would never be able to really do that so one has to be very conscious just because of scale you're not going on the wrong path and if you have because you cannot sometime every time predict that you need to have a definite tag and say if doesn't work beyond this pull the plug if you delay it too long even the largest of the organization look at annular money group it's not that they have not a great group they are very very good they've done things in a certain speed which I think should be a book or a case study for Harvard you know if you really go deep down and see the group when they formed and what verticals they went and almost every vertical they became a market leader somebody who was not in entertainment become the largest entertainment company not in infrastructure became the largest infrastructure company not in this every smallest thing which they did they were able to scale every business to a certain extent because he was a very ambitious entrepreneur but two or three or four or five different steps didn't was not able to correlate and they went too far on that and that really put the group down so one has to really think through that how do you really correct it very very fast whereas correction coming in not taking I think is foolishness you need to take challenges and you need to take risk but how do you really not delay that risk and come out of it is very very important and every single process in your system has to have a process owner to drive extreme objectivity and these all people need to meet weekly to see how they're connecting the dots and this is very very important part of the objectivity the third piece block to me is communication and communication is very important and how the communication how you're communicating to the world what you stand for what is in that sometimes you have a great product or the service but you're extremely bad in communication you don't even go out and tell what you stand for and that's something which is which is to change now the world has become very different you know people are communicating very differently different platforms you hear things if you've actually forgotten where we get information now you you actually sometime I in the evening I'm telling myself I read something but I don't know where I read it I'm just being given and blasted on the various levels of information which is coming through is no more one part of the mediums it is can be multiple mediums different people it can be a individual communicating to me a group or a this or any other channel which needs to be done so this is not a problem reach is not so much of problem anymore well still the marketeers are thinking about creating reach they're trying to use smarter tools and things of that nature that is no brainer I mean if you hire a 35,000 piece a young guy who's just out of college can also know what is going on because he's also similarly flowing through and he has much better ability to understand new technology use influencers use that whatever you want to do that that's easy what is a difficult part is go back and ask yourself what is what you want to really do and communicate and how consistent you are so which means your messaging and your consistency are the two important things of your communication work if you continue to think through that how my messaging is sharp enough and clear and reaching out to the target group I want to reach out and I'm extremely consistent in doing it then only this would really create a value so communication is is another very important aspect of of a part and the fourth block which as an entrepreneur you always have to hold it for yourself you don't you cannot delegate this part is the purpose how is what was the purpose of when you started the business what was the larger purpose what was the goal which you set for and purpose furtherly is divided into three parts for stakeholders which are shareholders profits end of the day they want to really see when the profits are going to come and why are the big profits are going to come and scale story is all about really creating substantial profits because you're not deploying the proportionately same level of resources so you are you are making the organization extremely profitable second is your stakeholders your stakeholders are your subscribers also how subscribers are are feeling that value and getting loyal and loyal to you I mean they are doing and they're becoming more subscribers and they're becoming doing a purchase and third is what I call legacy for young companies this is a little bit too big a word and you should not too early start thinking legacy and and sometimes you try to be it doesn't really reflect because you are not ready to really contribute society not contribute on social responsibility and a lot of other things but eventually yes there would be a a lot of purpose for that so good companies really draw a purpose and continue to think through that what is my shareholder asking what is my buyer asking who's my who's consumers my consumer is asking and what is my legacy for the organization so between these four pieces you build the organization you build the organization on creativity you build the organization of building objectivity communication and larger purpose if you are able to put the foundation right check the market conditions see your financial ability and appetite at this moment do a test and measure and then you're ready for scale and that's what I would advise but this is a good time this is a good time to really draw your 2021 plan and think about what is your next scale strategy and take your stakeholders get them together think through together and build a stronger deeper plan write it off the plan continue to monitor your plan how it is going and the results would be great so this was our our topic for today hope I was able to share a few ideas with you purpose of these communications is that even if you stay one idea with you and that's good enough and this is a series we do every Saturday we talk about half an hour and over to you so Nali if you have any questions for me I'll be happy to answer sure thank you so much for another insightful session Gaurav sir it was wonderful as always yes we do have a few questions lined up with us the first question I would like to take up is do you believe that marketing fundamentals are still the same as they were a couple of years ago it's just that the mediums have changed what are your thoughts on this the only change which has happened in the marketing which I see is it's moved from propaganda marketing to engagement and that's something which is a which is a very big piece and also you know so you consumer has elevated itself and in any developing specially developed economies this is exactly what will happen you cannot go and tell me or I go to Sonali and say Sonali you have to buy this this is the best thing for you and no more she wants to do that she's quite aware what she knows what she wants and then she will go and search for it and and then if you are able to engage her because she's already searching about it right see she's conscious about better drinking water now she will always tell us about those things and if I'm able to engage that and engage with the credibility consistency and greater communication design aesthetics what I call then this would be that everything is not changing mediums I'm not too not too really worried at this stage I feel that it's more to do with intelligence a lot of people are trying to do a lot where they are struggling suffering their cost of acquisition is going high their marketing budgets are going high but the truth is that they are repending a very little time to understand who they want to communicate what messaging they want to communicate and how they can be consistent absolutely the next question is what is the most efficient way to scale up a startup as per you specifically to increase market scale it depends on where you are and how you want to scale what is the business you have and one of the areas which is what we did in earlier episodes is thinking difference between a growth and scale scale companies are companies which don't really proportionately deploy their resources in the same manner like technology companies where you once you have that it starts multiplying people refer you people put the content now today I mean I get surprised by the companies like Subway under this Facebook and other companies because you're actually doing all that work for them they've just put a platform you create the content put the content you build the viewership for them everything is done by the audience itself they just just and on the other side they're collecting almost everything about you almost everything about you you don't know how powerful these organizations going to be because the way they are going out and collecting almost everything you own every information every intelligence every data point every holiday you had every function you did and just all is going with them so these are the scale companies this is what scale is all about so think over how your business can continue to multiply without you putting even inertia on this and it creates self inertia and it creates by zone piece otherwise it's always need inertia you'll always need that push it will always need and I think if you take it for three months and then again take a push how the business would start multiplying by itself and that to me is a smart scale strategy very rightfully said sir the next question I would like to take up is how to equip people who hold the key to my company's scalability I do not want to over pressurize them but at the same time make them realize their key responsibilities without discouraging them I missed the first point who the company's employees you're talking about yeah how to equip people who hold the key to my company's scalability okay hold the key equip people which means that your team members and your vendors suppliers anybody who who's stakeholder in your entire thing so again you have to make them part of the collective vision and collective results collective vision and collective results are very important otherwise it would never go through if you go and tell your Nana in in your office and company and say look I'm building up this very big and this is on nothing but they say well what is there for us why would we put in more hours and more effort and good thinking and understandably you make them somewhere part of this whole story and and that's something which is very important and it's just not by saying it's by practice if you need to practice small things and also peer-to-peer examples if people sing that oh before me this guy really got to this level and he's is running as a so then they like that story it's people don't really buy into sometimes founder they look like they buy into founders or entrepreneurs or business owners actually no they buy into peer-to-peer if I'm sitting there and I see my my other person who's joined just six months before and he's he's grown is is done bigger things and I want to do that I want to be also part of it so people like that story more than anything so how do you really invest into that how do you create infectious environment where things really start multiplying otherwise you'll always have a block the next question is specific to the person's business he says with so much e-commerce what is the scope for brick and mortar retailing should one invest in it yeah yeah I mean I still strongly believe in brick and mortar and not only me but worldwide I mean I guess opened up a store in Bombay a big format again I generally feel that environments are going to stay you know how these environments can change is anybody's guess but we would like to be in environment we always would like things around us then this world was always built and we always like to build as humans and want to see things around us so so well I think brick and mortar smarter brick and mortar would run speciality brick and mortar would run a lot of hyperlocal last mile convenience O2O strategies online to offline integration would run all that would happen and this is what we've been talking about last 15 years actually nothing has changed and no disruption I've seen who can come and say brick and mortar would be able to not be able to do that so that I have not neither seen or not seen anybody really challenging that fact and almost all companies in past like I'm handling grofer's stores now Kriyayana stores and so now I question myself why they want to do Kriyayana stores when they actually was challenging Kriyayana stores now they empower in Kriyayana so they were rather creating their own stores everywhere so it's a it's a fundamental that eventually you need to reach out to the consumer and consumer is everywhere and wherever they would go you have to be part of it so that's how this this really runs the next question we have is how can businesses bringing new concepts for the people thinking about the future market their concepts yeah so we always build businesses or products which are for future it has to be problem solving it has to have a very genuine problem solving and a stronger desire for a consumer to shift you know sometimes you are solving a problem but there is no no real rush to shift you know like e-vehicle if you really see a vehicle this is something new now 15 years back Anand Nendra 20 years back actually bought into a e-vehicle company LED it was invented by Philips in early 90s why technology took 30 years to implement it's it's it's now about innovation alone it's also about the the reason why this would shift like generic medicine we all knew generic medicine but there was not a policy in the government to say doctors have to now write along with the medicine they're subscribing a generic code on that which means that he didn't know it is a generic option of this now this has been done by MCI now so now a patient can really go to a chemist and say look I don't want to expensive one I want a uh alternative uh generic product now these are very clearly the timings of uh and I think so when we started working on generic medicine was four four and a half years back and I clearly saw that this industry would go into I think still not really reached out we've done about thousand stores and now but I feel that India would be nothing less than a hundred thousand chemist shops which are doing generic medicine so it's going to go big time but now why now it's just about these finer changes so you need to really see that while your innovation which you're doing is great it might be solving some problem it has to be a solid problem you're trying to solve but is there also an urgency for somebody to really shift and that's something which is which is the argument here uh and if you get these two things together and say clearly I see that this is a real problem solving and I also know that people would shift like no time they just needed they were waiting for it so then then I think you have perfect timing right so I would just take up the last two questions for the session one question is uh we are a three years old company in Bangalore and we are in the initial stages of development of our business we are planning to expand our business to other cities like Chennai or Hyderabad is it the right strategy to start now or should we wait for some more years please advise you know so I am a high growth guy sometimes it's a little bit too much of infectious but include not only too much clients but it includes me uh so I always say that growth and growth comes from only three things there's no fourth idea one is new markets new products and new channel you can only grow by these three things there is no fourth idea so every time continue to see what can I create a new product which can give me growth what can the new market icon go which can go growth and what is the new channel I can use to sell my product so but now I am no in not a position to really sell you that uh getting into a new market would ask for what gestation control you know capability to handle all that I'm not able to answer because I'm no visibility of your business but if I feel that this is is in under control then then why what are you waiting for you should go you should go to markets and and that's something which should really create a growth for you absolutely sir and now the last question for this session the question is can we have one vision statement that caters to this shareholders interest the stakeholders interest as well as the legacy you know so there's I mean very difficult to make one vision statement on that but I think businesses with purpose would always have these three things important they would obviously start with a shareholder because shareholder needs to see sustainability of our organization and a larger valuation and then cares also cares equally we have to hand in hand care about your your subscribers people who have to buy from you consume from you and so they make you big which needs to be done and and third is what we leave behind what is the organization you are building and things like one of the case studies which were when one of the statements a coca-cola general chairman made in an adm is that if I lost all my bottling plants all my trucks all my infrastructure and I can still build it in no time because the world would back me up and if I lost my brand I lost everything so that's also very important sometimes that the brand is also another very important stakeholder in structure that how you really proprietary strongly handle for guard your brand what you're creating so think through it scale is a good very very important strategy to really look at it it's also timing it's fun it is it is worth writing it it's what people always I've seen so many industrialists so many business owners I fortunately that I had opportunity to work with 8000 odd brands decision makers CEOs legacy businesses generational industrialists and when I sit with them over a dream or something they have these three four five years where they did something very big and rest they were they were custodians they were custodians of managing them but they were time where they were creating something very big so if you are on the stage and you just ready to put that paddle on the structure then best wishes and hope your scale story is great thank you so much Gaurav sir for another wonderful session and for very patiently answering all our questions like always it was absolutely wonderful having you anything you would like to say in the end oh thank you I've said enough and people cannot tolerate anything beyond that so it's 40 minutes thank you thank you so much sir I would just request you to type in your email ID as well for all our attendees if they wish to contact you and fish to contact me and also if you want to contact Sonali for any of your requirement on fundraise listing your company for even if you want to you know look at a investor or if you want to exit you can reach out to Sonali and she has a wonderful team at Business X and they would be able to help you out and help you out in your and sometimes if you want to just make some connections and you want to really reach out to some private equity or some angel fund and you want to really ask to push you there so we'll be more than happy to do that our cause is for small businesses early state companies and promising entrepreneurs to show them the way of growth and help them scale their businesses thank you very much absolutely sir thank you so much thank you to all our attendees for your time we really hope you were able to add some value to your lives through this session and please join us next Saturday as Gaurav sir said it's a weekly session every Saturday at three o'clock the next time we'll be discussing about drinking value in your businesses so please don't forget to join us then and thank you so much thank you sir