 Great, we are live now and let me just share my screen. I hope my screen is visible and I am clearly audible. Yes, yes you are. Yes, so hi beautiful people, hope everyone is doing good. I would like to welcome all of you on behalf of my whole team to the day four of Misfits Mega Pitch event. We have successfully covered 12 regions and have got our top 30 startups in the 2021 cohort, the Misfits 2021 cohort. You know, talking about Misfits, we started the Misfits cohort with the aim to find the most impactful change makers across South Asia. It's an initiative by Vruksh Ecosystem Foundation and we would like to thank one impact to be the global co-host, will grow to be the knowledge partner and the event is powered by E-Cell, I am Trichy, Crawdera and Impact Board. Talking about what we at Vruksh are doing. You're on mute. I lost my network. Yes, so I was telling about Vruksh Ecosystem Foundation only and yes, so we have designed this for, you know, all this to suit the needs of geography and also create a platform for a different entity. I'm sorry folks, I think I don't promise facing some network issues. Apurva, can you please take over? Yeah, yeah. Yes, I'm sorry for the bad network. Yes, as I was saying that these regions, the tier two and tier three regions, they require a hand holding and support to vision development within. And you know, that's where Vruksh Ecosystem wants to make a difference. We have this internal saying that it's not having the idea, it's always about making them happen and that's what we at Vruksh are doing. Now, coming to misfits for what we are here for, we started with this thought that, you know, right at the peak of pandemic in 2020. We came across phenomenal innovators and invention inventors in 2020. And even this year in 2021 who are working to ease our journey through pandemic. We wanted to recognize these individuals and find the most impactful ones out there from the South Asian region. While we say that it's not just a pitch event, you know, it's not just another pitch event, we ensure that there is a community that builds after this entire exercise. And yes, we are, these are the focus regions that we are covering the 15 regions. Yes, we are grateful to all our amazing global partners who held us at the global level. They supported us with benefits and outreach since the beginning of this initiative. Yes, then moving ahead to the next slot, which is a panel discussion on investing in social entrepreneurs. I would now like to call my colleague Apurva to take over from here. Thank you, Anupam. And hello everyone. I'm Apurva from Team Rich. Moving ahead to the panel discussion. Firstly, welcome to all the esteemed panelists. Glad to have you all here. Today in the panel, we have Mr. Akib Hussain, founder at Freeflow Venture Builders. Freeflow Venture Builders is a venture building ecosystem which helps individuals to grab opportunities for creating businesses. Mr. Akib has mentored 170 plus startups from diverse domains like IoT, sustainability, health, robotics, material science, etc. Next we have with us Mr. Sandro Stefan. He is vice president at Indian Angel Network. Indian Angel Network is Asia's largest network of angel investors keen to invest in early stage businesses. Mr. Sandro is actively involved in mentoring young entrepreneurs and also is on committee of couple of leading incubators. Glad to have you all. Now I would like to invite the host, Andhra Chaudhary, principal consultant at PWC India. At PWC India to host the panel discussion on investing in social entrepreneurs. Over to you, Andhra. Hi, so as you can see I'm on the road and apologies for that. But happy to do this and you know social entrepreneurship has always been a subject matter that's really close to my heart. And I've interacted with Sandro a couple of times when I was in Delhi at CR. Welcome Sandro, welcome Akib to this discussion. So I would like to begin the panel by, you know, asking you one question. What role do you see, you know, corporate CSR playing in terms of investing in social entrepreneurs. Can the paradigm of corporate CSR be changed in a way where more of these people kind of start looking at social entrepreneurs as a mode of investment. Rather than doing the traditional NGO tie ups that corporates normally do and I work for corporate I know how that works. So I would like to hear both your takes on this, we would say Akib and I'm just going alphabetically. Yeah, thank you and the alphabetical order always helps in some of the other way. Right. So hi everyone. Good morning. Thank you for having me here. Thank you for the question and it is kind of one of those very important paradigms that we have kind of encountered in the last year and a half two years, especially post the pandemic wherein there were so many of these social inventions and innovations that were happening for the for the last in the mile for the bottom of the pyramid kind of innovations that happen. And it's always been a tussle between if it's a social enterprise, does it mean social work slash the profit equity that actually is generatable via those business models. And then the and then the crossroads of CSR being used for either of those two purposes. So it's it's kind of a tough terrain in a sense that CSR regulations kind of do not allow for the ability of a social enterprise to actually grow beyond a certain profit equity ratio. And then that is where it needs to be thread very well, it needs to be syndicated apparently, where in the amount of capital that is being put on to the younger startups needs to be made accountable for made very transparent on and and the activities thereby should be connected to the kind of infusion that's being done or the kind of capital that's being put into these companies. They always maintain this bottom line with with all our intervention and an investment with social enterprises and social startups that irrespective of them being social, they need to be impact positive. And when I say impact positive there needs to be a generation of capital that the entity does. And if that's that's in place and the fundamentals are right, I don't see any reason that the CSR flows or CSR funds are not a very strong fund paradigm for this. So, so all in for that and in fact have been able to syndicate a few CSR funds also in in our ASG fund fund pools. So, so see it as a very strong source. It's just that the transparency needs to be much more higher than compared to your regular P investments on regular tech and non tech startups. Thank you, Archie. So your thoughts will move on to Sandro. Hi, Andhra. Hi. Good to see you after long time. Same here, same here. So yeah, I mean, see, to my sense, we've also, I mean, IN also has an incubator in place, although not very active. Sandro, your voice is not very clear. And supporting them in building up the now CSR. Yes, it's much better now. Turn off the video. I think that that kind of saves the bandwidth. Yeah, so what I was saying is that, you know, to my understanding CSR is a great initiative for for actually helping entrepreneurs at a very early stage. Now, there are multiple reasons why I would say something like that. One being obviously the funding that comes through CSR activity that is through the grant money that the entrepreneurs get through the incubator channels that they are. But with the new government regulation, which came in couple of years ago, it's a great initiative, a lot of private accelerators and also government accelerators to kind of step in. AIC approved incubators to step in and kind of take that kind of money to actually help these companies at a very, very early stage and all this money can flow in like a grant money. So which is a great initiative, right, because then the entrepreneurs really don't have to dilute equity. In return to that, obviously the incubator gets one person or two person or whatever the equity size is for supporting and mentoring the company. The other aspect that I feel what the CSR can do, which they are not doing right now, in some cases they are, but not in every possible way. But in some cases they are, which is that they can step take one step forward beyond just giving the grant money to these incubators and get ATG certification besides that. What they can do is because of their organization, their network, they can actually help certain companies run pilots on certain pain points that they have in solving the impact piece in their organization. For example, I remember Coke was trying to do something, Google was trying to do something on water management, they were trying to do something on plastic waste management. So all these problems statement were thrown out in the ecosystem at a global level and that was a great initiative that they did. But in India, not many people are trying to do it. I think that's a great initiative that they should step in and kind of look at. Where they can run a pilot in their cohort or support these incubators by actually entrepreneurs do the pilot. And also because they're industry veterans and experts, they can actually step in and kind of mentor these companies also, which the guys don't do right now. One step forward is that if they really like it, then obviously take them one step forward in terms of actually getting them on board to do business with the respective corporate or within the ecosystem wherever they can put in their connects to help these companies grow. Right now what the CSR piece is only about cutting checks to various incubators, not significantly to the points that I'm referring to because that's great initiative with the CSR kind of steps in on that. I don't know in the audience we have any CSR, I mean corporate representatives sitting out of here. I think I'll be happy to kind of talk more on that individually also but yeah, I feel that this is a great initiative if somebody steps in and does it because at the global level this is happening at the India level only very literally you can just count them in one hand it's like that. Right, so moving on to something that I've been wanting to explore right in terms of social entrepreneur especially someone who's early stage. What are the different support systems in India that are in place today where say if I am an early stage social entrepreneur, I can go and you know, get awareness, get mentorship or anything like that in terms of say knowledge repositories or hand holding. Yeah, I just want to understand like as a social entrepreneur at an early stage where should I go. That structure in my mind also is not very clear and would want both of you to comment on that and feel free to go. Sandro you could go ahead this thing. That's fine you go ahead. Yeah, sure. So they're about, they're about six to seven structures that that I could ping my hopes on. And why do I say ping my hopes on because they've all started with a certain kind of a social entrepreneurship impact entrepreneurship support structure model, but they've not essentially been able to scale it to the vision statement that they originally started with. So there are a few universities which are running very active incubation slash acceleration and venture building programs. There is a holistic list of a dashoka university and KIT and KSS and all of them are running active grant driven platforms for social. ESG founders and the one interesting bit into that is that they're trying to connect the three aspects of it together. They're wanting to bring the environment to social and the governance together where in one acts as the feeder to the other. So, because because it can't happen in isolation a lot of these ideas a lot of these process inventions are essentially dependent on other applications. So, so what these people are wanting to come up with is is an integrated mechanism of of talking to each stakeholder in in building that business through. It's it's not in isolation that these these business would fly and and then that is a that is a reconciliation that they have been able to put through the important thing that is missing out is the is the policy level is the policy level integration, there has been massive amount of outcry also on this on the fact that irrespective of the company growing beyond its bounds, there would always be a dependency on execution and and scale. And then that is where state government signoffs and central government signoffs are essentially one of the bigger facilitation that these companies are looking at. There are some regional entities on this also which which are working on impact analysis and impact identification and so on and so forth, namely, why from the eastern part of the country and so on and so forth. So, it's it's a combination it's a combination of an academic incubator combined with the policy making policy facilitating entity, then connected to level policy makers. I think organizations like Rokshan and others need to up their game also, or to become that executable thread, rather than just me that that think tank. It also needs to become one level ahead of where they are right now and then bring these people along on an institution thread so that's those are those are the entities that I see right now, if you could add a few. Yeah, rightly covered, I think nicely summed up. I would say, I would say that, you know, in specific to your question in terms of where an early state startup in the impact space can go with besides what the government initiatives are there, there are various respect. So what what I would suggest entrepreneurs is to kind of look at their sectors, they are operating firm and what kind of support do they need. For example, if it's an agri tech, then they should look at an agri tech incubator, not a generic one to kind of actually help them grow faster in that space. There are a lot of respective incubators, accelerators across the country, and all of them are in the most of them are in the impact space also. And even at the global level, right, so if you talk about tech star, y com, all these guys also do support social impact entrepreneurs and their companies in India you look at the foundation, action for India, and the likes of it, and there are a couple of other specific social focused more like general center of social innovation and entrepreneur. I mean, all these incubators actually are purely focused on social impact, and that's like one of the best breeding ground for them to kind of go and take support. Other than that obviously the ecosystem overall is evolving, there are various communities forming up on the impact space which are actually helping them also shape up better. And obviously in terms of if you look at funding then obviously there are a lot of people at the end of the stage, and at the VC stage which are purely focused on impact. And just to name few would be more like, I'm just talking to about the Indian ecosystem. There's the Asia impact, United will grow social alpha low capital acumen which is also very known. So I mean, all these guys are there. So these kind of support and these are just talking about at the global at India level, and at the global level the market opportunity is much bigger. So I would suggest that all these entrepreneurs who are actually looking at doing something on the impact stage should not feel demotivated because there are not many VCs or angel investors in India to look at it. But at the same time at the global level if a product is good enough, which can hit the global market opportunity, I think that's a great initiative to pick on. Hello. Yeah, you're audible now. Yeah, yeah. Okay. So in the interest of time for my next question I will just address it to occupy the following one to Sandro. I can do you think that there is a need for policies specifically for social entrepreneurs at the national level, or at the state level we have a blanket startup policy for the different. We have it around. No, I think to their specific needs. Yeah, and if I if I got it right and because I kind of miss you in between. This is about a policy level blanket that you're talking about if I'm not wrong on a federal system. So the question. The idea is pretty straightforward and the more that we have policy level blankets supporting the supporting the ecosystem the better it is, though it cannot be an inevitable dependency so we have actively done around 19 years of investments in the last seven odd months and and each one of those investments were independent of the milestones that they set with regards their own policy expectations. In a country like ours it has to be a combination of hyper local governing principles as well as central central startup policies. For a change it needs to be mixed between the idea of of of profit making with the social impact that's generated because for some odd reason this is this is one of the biggest dilution that the impact entrepreneurs kind of have to face that is it something that we are just doing for the greater good or is there is is there an aspect of generating enough amount of returns via via the activities. Because if you do that you automatically come into the federal set of sort of policies that are already there. And then, and then there is a reasonably strong blanket to support you. So, I would I would rather try decentralizing the policy framework and, and then seeing whether we can create complimentary ecosystems of of of startups fueling into each other. And that fueling actually happens on both on hyper local and on national levels with with the hand holding being done or the baiting passing being done as in when relevant and reference worthy. So, so that's that's where I see those things going rather than depending on a very very big way with regard centralized policy because that might make the business and the, and then the impact wait for inevitable that that are not under your control. So, so I'd rather like it to be a decentralized aspect of it. And that's how we have invested we have not depended on companies which have come up with great blankets of of continuity with with government policies because we know if it's creating enough number of repels right now, it will find a TG and a market to to take up the impact as well as generating returns. So, so that's that's how I see it. Yeah, is around. There's one more question in the chat section. So, how can we approach these global investors, considering the social enterprises focusing on the landscape. Are there any prerequisites, not exactly. There are no prerequisites as such the global investors are primarily very imbued by the idea of the Indian demography and the data that you actually work on. So, your, your correlation with the grassroots are essentially going to make the difference. And then the solutions that you are giving are reasonably global in their approach, and then it can it can kind of go ahead and multiply in similar markets, they would be they would be more than happy to actually look at it. So, this is an indication done from Emirates, I've done syndication with with Australian investors, and it's always been about that unit change that you're bringing along and, and the analogy that you could give to us for that because, because what what everybody is looking out for is the pattern of impact that you have been able to create it. Other than that, demography or geography does not generally limit the. Yeah, I am just trying to answer one of these questions which was there on the chat window. Yeah. So, so yeah, that's, yeah, Dr. Pallavi all reasons for you hopeful. There's no reason for for you to actually think that any global investor would come in with very specific criteria or boundary cases to your reach. So that's not the case, as far as I've seen this, and I would do with your last question to Sandro. My next question is for Sandro, and on the role of impact bonds, etc. that we see in the ecosystem coming up, while that is more on you know the large scale health sector projects, for example, we don't really see impact bonds being, you know, you entrepreneur. So I'd like to understand from an investor's perspective that do you see this as happening in the near future. If I'm understood your question you're referring to the bonds impact bonds. Yes, social impact bonds development impact bonds where you know the government is the outcome funder or corporate CSR could also be the outcome funder but it's not the trend in India today while it's happening in other parts of the world. So just wanted to understand your take on, do you see this happening in India anytime in the near future, because it's a viable model, it's happening elsewhere in the world but not really happening in India as of now. See, it's quite a progressive move to be honest with that happens but to my understanding because the whole impact space in India is yet to grow to my sense right so there is a lot of room for improvement that we need to do. Both from entrepreneurs and from the investor side of it to be honest right so will this come in and when would this come in I'm not sure on that though but I'm assuming that this would take some time I mean it won't just happen anytime soon like 2-3 years time I have my doubts on that for that to happen I think there should be more of takers on the space right so we can literally in today's time count entrepreneurs as well as investors in the space right so today we kind of loose count on the track of number of investors cutting checks on something like this is when I think that'll be the right moment to introduce something like that because then that'll fly out pretty well. Right now even if we kind of are able to implement the real potential of the CSR piece just that completely to its 100% capacity I think it can actually disrupt the whole ecosystem. That's yet to happen though but that's that's my two bit on that. We have just about four minutes left so I will conclude this by you know asking yeah so I would like to conclude by asking both of you this individual questions that you know what is what is it that you would give as a word of encouragement to social entrepreneurs today so that you know more people are encouraged to start up in the space because when we say entrepreneurship startups in the country people are usually associating it with you know tech enterprises and AI blockchain whatever else but as we all know India is more prime for entrepreneurship and that includes a lot of social entrepreneurs a lot of people in the unorganized sector which more or less qualifies as entrepreneurship and not startups. Startups is a very small subset and while most of us use these startup and entrepreneurship interchangeably it's not correct. So what is your word of encouragement for these impact entrepreneurs and how would you encourage future entrepreneurs to come up in this space. For me, there's nothing bigger than social entrepreneurship for the simple reason that every other stream of innovator disruptor entrepreneur that we are seeing across the board across technology across deep tech across other areas of actual impact the ones that matter eventually are the ones that are not just on return on investment but return on effort and most of the impact entrepreneurs have had this ability and this very clear cut ability of balancing the very smartly there is there are no reasons for them to believe that there isn't an umbrella of of available investors available in fact for the last question also that you put put through to Sandro there is a very positive movement with regards to the municipal MOU with UNDP in creating India's first social impact bond. So that's also created. So the, so the parameters are all in favor of going ahead and creating ESG specifics up specific environments. Obviously the players are yet to mature into how West Europe or the states and Australia have actually picked up or those markets have picked up impact innovation, but but the best thing that's in favor of this trend is the fact that even the so called mainstream entrepreneur or the mainstream startup on account of using those two words interchangeably which is incorrect as you rightly pointed out are moving towards creating impact goals in their own models. So, so it isn't bereft of impact goals anymore it isn't two different silos that we are talking about. So, so the margins or the coincidence that's happening is something that impact innovators and impact disruptors should look at as an opportunity. There are enough investors enough facilitators enough policy level decentralization that can allow them quicker growth faster access and for sure, better multipliers on revenue and better multipliers on impact. So, so there's never been a better time to be an impact innovator in India. And all the all the help and all the facilitation is available. It's just about you opening your eyes and seeing around. You might just find the right taker for it. So, I'm pretty hopeful for the space and pretty hopeful for the for the kind of players who are coming into it with the richness of experience and the kind of innovations that they're bringing to the space. There's no death of opportunity. Sandro, if you could quickly have a couple of words from you. Yeah, so I second to what was just narrated by saying on the whole investment piece. And I agree to some extent as to what he's saying in terms of the fundraising. So, see my bit here is that there are two types of entrepreneurs that we see. One is that you do entrepreneurship with the mindset of actually scaling it up, making it big, doing fundraising and looking at investors to kind of cut checks and kind of help you grow. The other is where you kind of are creating impact, but it's more of a good business and it's a fairly good business to do to be honest. So, you need not worry about the investor money. So in my sense, both the side of entrepreneurship is equally good. You should totally look at exploring either ways, whatever works for you. If you're looking at investors money, then I would just add few things there is you should look at an opportunity that could be large enough. There should be a larger market opportunity and also something that can be scaled globally. See the point why I'm mentioning this is because if you're able to do that and you identify something which is a pain point across the globe like that and you're able to address with a good solution on top of it. I think then you become like a global pair and that's where the VCs outside of India would be keen on actually looking at you too. Having said that in India, yes, there are a lot of VCs looking at it, but they have their own checks and balancers that they look at before they cut checks. But to make it more attractive for them, the first most foremost thing that any VC would want to see is that how big can one grow? What is the maximum that you see that the company can grow up to? Because that will actually derive a VCs returns also. Unless until you're looking at some grant money coming in, then that's a different game altogether. So we have one last question from our audience which is addressed to Sandro actually that how are startup funds or angel networks exploring impact ventures in light of the COP or the ESG that's happening worldwide? So I mean honestly everyone is looking at it, we are also looking at it. We've invested at Indian Angel Network, we've invested in couple of impact space companies like Urban Master, Sahas and there are many others where we've kind of explored and exploring and we do intend to continue to explore that impact could be also on the rural side of it. So GoCop is another company that we've invested and this has been over the years. So if you ask me that yes, I mean my majority of the investment that we do are not on the impact side but having said that, there is impact interest at ION and not only at ION I would say every organization, every institutional investor that you reach out to would have some sort of impact interest to kind of explore company. So that's clearly there. So there is interest just that what kind of resonates with my thesis of investment versus what you're doing. If that matches fantastic, happy to explore further and talk. I mean that's typically how investors see anyone who gets into an impact knows that the return on investment on impact is anything between 7 to 10 years. So by end of it to be honest, I mean I think somebody is fooling himself to say that I'm doing investment unless until it's an individual who's doing it at individual capacity out of charity. Otherwise whoever is investing, whether it's impact or non-impact, they are investing with the mindset that yes tomorrow this will grow and fetch me some returns. So everyone would want to measure things in that way. Okay, one more question from Dr. Pallavi Roy which says would you recommend branching out and creating a separate non-impact entity to be able to run in the race along with the mainstream companies or startups? Well honestly that's for me, I mean from my side I think that's not required. See if your company is good enough, you're doing impact for profit, not an NGO but you're running an organization for profit. Clearly a lot of investors are interested to look at it. If you're running like an NGO, then in that case I think you should look at grant money or other subsidies or CSR money which is available out there. But if you're looking at private investors or institutional investors step in, they look at social impact with organizations with the aim to make profit by end of it. So unless your company is NGO then obviously you need to kind of think about something like that. Otherwise I think if you're for profit organization in the impact space it's perfectly fine, you can just run with the same thing. You don't have to create a separate entity out of it. Okay I think that's the close of this panel, we are five minutes over time. Thank you so much Akib and Sandro for joining us for this. Thank you Akib, thank you Sandro and thanks to Antra. With this we would like to move to the next panel. Yeah, please go ahead. Thank you to all the panelists. Let us now move ahead to the next panel discussion. We welcome to all the esteemed panelists, happy to have you all here. Introducing our first panelist, Mr. Sai Kumar. He is senior portfolio associate at UNIS Social Business. UNIS Social Business helps grow local social businesses that provide employment, education, healthcare, clean water. He has a long run energy to over 13 million people in East Africa, Latin America and India. Mr. Sai has nine years of experience across investment banking and consulting. Next we have Mr. Siddish Tiwari. He is a roboticist and independent consultant. He is currently a post-doctoral researcher at University of Ulu. He is also a career mentor for students, freelance web designer and developer and sustainable organic growth enabler. Next we have Mr. Omar Farooq Gul. But he is not joining due to some other engagements. Happy to have you all here and welcome. Now I would like to invite the host, Ms. Rajna Chandrasekhar, manager, accelerator and impact at Upaya Social Ventures to host the panel discussion on investing in social entrepreneurs. Over to you Rajna. Thank you so much Apurva and the misfit team for having us here today. Happy to be part of the discussion and I think we can get started. Sai and Shruti, thank you so much for joining us. Why don't we get started with just maybe quick introductions and just talking a little bit about both of your journeys with working with social enterprises and why do you think it's important to support or invest in them? And Shruti, if I can request you to kind of kick start that conversation. Okay, thanks so much for having us and thanks for the brief introduction. So as you might understand, my background is a bit more on the technical side. I come from academia with an expertise in robotics. So I started doing freelance web design work and consulting on the side to get connected with startups. And one of the main focuses I had was social enterprises. Because as I understand, there was an ongoing debate in the previous panel between startups versus entrepreneurs. So the kind of revenue that they generate and the kind of resources that they have access to. That was very rightly pointed out that people use these terms interchangeably, but the kind of access that one would have as a startup founder, let's say a SaaS business versus a social entrepreneur are kind of completely two ends of a spectrum. So that's where I started working with these kind of social entrepreneurs and trying to understand what would they need and how would we get the resources to them to meet the midway rather than them kind of having challenges to scale their business and establish their digital presence. So that's how I got started with working with social businesses and I kind of joined these kind of panels every once in a while. Here are some pitches of the businesses that are coming up and yeah, that's pretty much my background over to you. Hi, you're on mute. Okay, thank you. Thanks to this. Thanks, Rachna and Poova. So, background being in wise we are being at wise be which is your social business for about 10 months now. So just a quick introduction of wise people say it's a debt funds focused on, you know, investing in social enterprises. And social businesses, we have a very clear demarcation there that it should be social and it should be a business. That's precisely why those two words in the definition. Prior to wise be I was with O3 capital and investment bank and prior to that with KPMG for about three years in consulting. Yeah, I haven't spent much time with social enterprises probably 10 months is quite short to really understand the spectrum but to some extent I've got, you know, some detail into a couple of sectors that we focus on. And I think the reason apart from apart from what, you know, the previous panel as well as she mentioned the reason why probably we should really focus on social entrepreneurship is is one around the whole macroeconomic side of things because there isn't really somebody who is, let's say, when, so for a simple example, let's say when we talk about the Olas or, you know, Ubers of the world. Who is it really targeting it's targeting. Yes, a good amount of population probably in Mumbai, Bangalore, you know, in all the metros but the real population is also outside of these cities. Similarly, when you look at slightly more business oriented enterprises like let's say a review go or a blackbuck, which are logistics companies. Now, who are they really helping. They could be helping, you know, freight and shipping businesses across across metros but are they really enabling last mile delivery is a vaccination or as a vaccine or, you know, a critical pharma product. Or a critical health product able to reach, let's say the last mile in in some village in Orissa or West Bengal or even Andhra or Karnataka. Right. So are they really. And these are all avenues. These are business avenues which are as good as, you know, something that can be done in a metro. So I think when people maybe focus on such kind of focus on, you know, social side of things and also making money through business. It is it becomes a duty of the funding or the investor ecosystem to really support them and take them, you know, get them at par with what you can see in a metro or a city. Thank you. Thanks for that. We'll definitely come back with some follow up questions, maybe, but should they be back to you. You talked about how you supported social enterprises, especially in the digital space. Can you tell us a little bit more about why do you think that was relevant and how it was like actually benefited organizations that you work with. Sure. So it started off with me, you know, delving into a bit of a dilemma when I was first starting out right so normally these kind of business marketing services you can go after the premium if you go for a top notch client the bigger the client the more revenue you can get as a freelancer as well right so but the problem is these kind of social enterprises, sure they are businesses but their ROI margins are not as big as let's say a SaaS business or a robotics startup and so on right so if I go in and then charge like a six figure invoice to a social enterprise it makes absolutely no sense so there was a bit of a mismatch between what their needs were which is quite similar to a tech startup or any other startup but the kind of resources that they had at their disposal were not as let's say as free flowing as the other side of entrepreneurship right so that's where I got started with trying and figuring out because they have similar challenges because I come from robotics so I'll give a lot of robotics examples because that's I'm well versed with these kind of companies even in the western world and how they're progressing so just yesterday I was looking up this startup let's say called zipline they started out in rural parts of Africa supplying blood from blood banks to emergency sites maybe hospitals and the revolutionized the way these kind of medical supplies were transported but on a similar note the last my logistics supply company based out of Silicon Valley opened up a branch in Bangalore and as I recently mentioned that they are just focused on the metro cities and that was the first thought that came to mind one is operation in rural parts of India well that they don't see business revenue there so they just don't go for it and then they say okay the investors want ROI we want ROI so it makes no sense then there is also since they have no digital footprint most of the times people don't know who they are what to do and how to buy things from them because I have come across foreigners who have been to remote parts of India they have collaborated with artisans there and they bring back the supplies from there and they sell it off here making bang for the buck and everybody enjoys purchasing those things but it's I felt it wasteful because I could not even myself reach out to those people despite being from that country myself so that's where I found out like having a digital footprint into this time especially during the pandemic where everything is happening online is very essential for these businesses too but most of the time you know they see it as not a top priority because they don't want to invest in having a website having a social media presence and doing digital marketing and stuff they focus on just proof of concept MVP ROI all these typical checkboxes that you would want to have ticked off before you go off to an investor so that's where I started seeing a bit of a mismatch and I thought I could use my skills and come in and start contributing to social enterprises that's great thanks Shupish and any examples of how that actually helps them like in terms of building out a digital footprint any if you could share off the top of your mind so yeah when I started out last year I started working with this NGO based out of Gujarat they were rescuing a lot of strays and they were treating them and before so for instance I helped them optimize their social media and I was also in talks with developing their website we haven't developed their website just yet but let's give you an example of the social media optimization that we did for them right so this person was basically running the social media Instagram accounts and such for the side NGO but they were basically you know the captions were meant as like news reports so today I did this tomorrow I did this yesterday I did this so it had no message no kind of you know connection to the reader and it wasn't making much of an impact so I went in and I used my copywriting skills and I optimized the way they wrote the caption and the very basics that I collected for instances the person is no longer a person when they represent an NGO they are representing an organization they have to talk in third person and they have to talk what the organization did sure you are a part of the organization you're the founder there's a team behind it all the more merrier so now we have a mix of you know them talking about the team them talking about the day to day work them also showing the recovery so that was the thing that they were missing so they had these well sometimes it got very graphic but then you know the animals that were very badly wounded so they took a picture and they put it on Instagram of course Instagram blocks it as sensitive content right so yeah you don't want to discuss the person but you also don't want to undo these kind of things because you deal with this day in and day out so we went in we made a strategy of you know rather than having it as a diary of saying today I did this tomorrow I did that there's more of a story telling going on now so their their followership is growing they are starting to get donations they had this Amazon wishlist setup so I told them you know rather than getting money from things like PayPal etc there's another alternative you could list out the exact things that you need on a wishlist so otherwise you know it's very common like I follow a couple of celebrities who do these kind of charity work as well and oftentimes they complain a lot of their followers send them the exact same thing could be packets of dog food cat food etc and then they have a pile of them in the house and then they don't know what to do right so I came up with this idea of reducing redundancies and having an Amazon wishlist and you know having people buy things off there so you can coordinate what's coming in while making a social impact so these are just some of the examples of how that particular NGO started using the digital space and through their website we were going to set up donation forms we're going to set up like these open days so people with the even families could come into the shelter spend some time with the strays you know feed them help out at the farm so the idea was not to kind of reduce the burden on the team for even a couple of hours and have the family get an experience maybe they get connected with the animal they get adopted at the end of the day we could have merchandise so there was an idea to set up e-commerce platform so they could have branded merchandise sold out from the different streams of revenue some active some passive and community building and showing the impact that was the big strategy thank you so much for sharing that shippage I'm going to move on to sign off site can you tell us a little bit about maybe YSP's approach to investing and maybe also your thoughts on like for at least a social enterprises what are the other options out there and how to kind of just navigate that a little bit you can maybe give us a quick overview around that site you're going to move it again yes thanks so I think YSP per se is slightly different than you know many others in the space primarily because everyone's behind equity and we are a debt provider in that way I know the last panel that I was on from VEF I actually marketed debt so much that we got a lot of interest but this one is not going to be so so you know market oriented but so that I think is a very big difference and many people knowing that there is even a market or there is an investor segment which is debt focused itself is good for many entrepreneurs in our recent enterprise landscape study as well what we realized is many of many social entrepreneurs even don't know what their funding options are so probably knowing that there exists debt investors would make a lot of sense apart from that I think apart from that maybe yeah so our criteria per se at YSP is around we are not really very sector specific though we focus on a couple of sectors healthcare education livelihoods and let's say livelihoods is more a theme and you know clean environment so these are probably the three or four sectors that we kind of focus on in the broader social space and we really don't insist a lot on you know kind of a hockey stick growth in revenue we are okay with some kind of stable revenues but some kind of proven traction is important to us as well we are also not very you know very keen on profitability at the initiation but at least a good plan towards profitability would kind of do so that's on the financial side of things these are more to protect the principle per se that we give out to our investing companies but apart from that we really don't have we really don't have strict financial criteria but we have a lot of criteria when it comes to the social side of things so we really try and we actually have a thorough diligence done for each of our investments where we do field visits and we also do a thorough diligence with customers who are impacted with vendors that supply material or you know services to our portfolio companies and only then do we invest so we are a lot more focused on the impact criteria and slightly less focused on the financial criteria okay thanks Sai and also any thoughts on like maybe apart from debt I mean obviously the options are let's say equity grants and things like that any quick thoughts on those and how early stage entrepreneurs can navigate this in terms of okay what do you really pick yeah so I think at an idea stage it works well to leverage you know grant kind of money grants also help with a lot of with a lot of capex investments so that's a way a lot of big ticket expenditures can probably be ticked another way that that you know that we've seen is tapping social foundations so I know a couple of them so I know shell foundation is one that that helps entrepreneurs with a lot of this kind of activity there's also IKEA foundation working in India recently we came across Unilever foundation which is also there so a lot of these foundations are helping you know this is not so this could be their CSR money or this could also be you know their private investments which they are trying to help companies with that's one way to maybe see pilot ideas or convert ideas to some kind of you know on ground reality once they are there probably explore equity but only at a you know kind of low dilution or those factors you can always check and maybe once you achieve some kind of stability in cash flows maybe explore debt and then leverage debt to grow because you don't want to really keep you know keep exploring equity and dilute yourself so thin that you really don't have you really don't end up making any return at the end of it when you've really grown to some scale. That's one. The other thing that I am also seeing is that many companies could explore some kind of you know target based or milestone based you know so what what I am trying to say is you might not get a grant from a CSR because of the regulations that CSR law currently has but a CSR can for sure sponsor something where there's a milestone achieved right so if you start tagging impact to milestones and then ensure that or try and see if CSRs can pay for that that's another way that you know probably a revenue stream that you can tap into while you make this a sustainable business you're also getting kind of money to explore capital expenditure or maybe even working capital. Great thanks Sai I think that's a good overview of maybe some initial considerations that enterprises can take. We'll move towards kind of wrapping up just in the interest of time so maybe Shatish last question back at you and also anyone in the audience if they have more questions feel free to either raise your hand or type it in the chat and I guess Shatish you can answer the question by Dr. Pallavi also as part of this but just in terms of you know like you talked about like access to digital services for social enterprises whether they're non-profits or social businesses and especially in the current context where everything is moving to digital right there's so many more let's say the D2C approach is really coming up just given the post the pandemic and things like that Any thoughts on where or how enterprises can access you know these services where they actually have experts and consultants or even volunteers to really deliver like an example you shared actually the create content or take them online help them figure out the larger strategy etc just any thoughts on how enterprises can maybe access those and you know any thoughts on where you could look for example Yeah so it's a bit difficult to mention where to look for but having said that you know there are several avenues one could explore so I give an example from my own personal life so out here I'm volunteering at a horse farm and they had this exact same problem because it's a very small town the native language is not English so they had a very crappy website set up that even I couldn't understand and it made me furious as a web designer to be honest So it basically was a bottleneck from the get go right so you made it harder for people to find you and to understand what is it that you do and then the business was struggling a bit so I swooped in and we tried to use the power of YouTube I am already a vlogger at this point I mean I don't have one million followers to be honest but I understand how SEO works on YouTube I understand how to do the content I love public speaking and blogging so I went in and I did a barter agreement with them so I made a vlog for them I spent the day there I did gain the stalls I did everything from start to finish and then I traded that for an horse riding lesson and I documented everything and then I showed it as a day in my life at the horse farm and it got a lot of views of my channel that's probably the best performing video on my channel and I used the description box to put the link to the farm they're contacting for and everything and in return about 10 odd people have already shown up in the past couple of months referring my video and they've even came over to say hi to me and they said oh I know you from your videos it's like a win-win for everyone right so there's not a marketplace per se because you know influencer marketing is like a marketplace it's a booming business but that's what I said for social enterprises like you can go up to an influencer and be like can you promote us for free it's up to the influencer to do it like recently I saw a motovlogger that went to this NGO in Lucknow that are rescuing people with like medical disabilities like very extreme levels they're just children and they documented out of their own free will right so these kind of collaborations are one way to gain traction then there is your own website then Dr. Vallavi mentioned there's a lack of volunteers right so this is exactly what they were facing here as well there were very few people here volunteers don't stick around for too long so one way to do it is the kind of model that I was developing with my father as well because we want to have a zero waste farm where the farmers are trained in the ancient farming practices not reconvenced the modern chemical based farming but the natural practices and we want to set up like a technical wing where we graduate them from not knowing anything to being able to set up their own freelancing wing and using these services to kind of sustain themselves as an additional source of income so they have an ROI at the end of the day and they'll be motivated to you know go from not knowing anything out of video editing SEO web design graphic design logo design could be a number of things in this digital space so you have to gather volunteers in a broad spectrum have them work at your place have them do different kind of things see their interest sift through them and then you know allocate and point out to them you have to be the one to tell them like you might be good at such and such thing in the digital space so then you start training them and then at the end of the day you can tell them right okay so I have a YouTube channel I have to run the business I don't have time why don't you edit my videos and then you pay them at the end of the day right so you start absorbing the volunteers and then down the line you start building SOPs so that the next volunteer that comes in does you don't have to sit with them all through the day to try and explain how the things work they pick up where the other person left off and you have to build a pipeline of volunteers because nobody's going to stick around for 10 years with you it's very rare people come in for a couple of months I have the same problem I have client work I have research work I can't be there all day every day but whenever I'm there this is exactly what we're trying to do right that's why you won't evergreen kind of strategies like YouTube channel my videos are still getting them views and people to visit the farm so those are the kind of different combinations that one could do and Instagram reels and everything there's like organic evergreen kind of strategies is what you're after I'm not a big fan of paid marketing so great thank you so much Shatish Sai may be over to you again a similar question but just in terms of how impact investors are investing or how other funds are also coming into supporting social enterprises any thoughts on how enterprises or entrepreneurs can actually access more of these resources again how do they navigate the space what do they need to look for and where to look as well maybe just some quick thoughts on that before we wrap up sure so I think a very good place to start off is any kind of you know incubation acceleration centers because a lot of them provide access readily to start ups but before that I think a more fundamental thing and I'm not pointing out specifically to entrepreneurs but it's it's it's helpful if they know this if they really know where the pain points are right if they can so a lot of times if something is available for free or some internship you know someone's offering digital marketing or someone's offering let's say legal services I know legal I mean lawyers don't really come for free but if someone's offering those services at let's say a slightly lower price it's a little you know I mean anybody would feel like grabbing that opportunity but if you really step back and determine or evaluate if you really need those services one and two what are your pain points that you you need you need help with so probably a lot of people don't know things in digital marketing we in our portfolio seen a lot of a lot of enterprises you know kind of slowly pick up on the compliance side of things when you're building technology when you're building everything else finance and finance and compliance kind of take the backseat right so if you if you need those kind of you know if you first find out that the pain point is in those places it's easier to look for for help you know in many places and of course you have a lot of help out there. So one of them is, you know, accelerators like who buy or will grow, who can provide those connects. Yeah, I think that's my answer for that fresh. Okay, thank you so much I think I haven't gone a bit over time of course so if the audience has any questions happy to answer I think you can still put it in the chat of course but otherwise. Thank you so much for sharing your thoughts and I hope that this was a useful session for everyone. And once again thank you miss but steam for having us back to you. Yes, thanks a lot should decide for for sharing your insights and thank you for hosting it so amazingly. Thank you. With this, we would like to move to the next slot, which is the pit sessions. Muskan, are you here. Yes, yes, I'm here. Yeah, Muskan please go ahead. So, hi everyone. I'll begin by introducing the jury for today's pit session. First is Mr BP but not the current CEO of CGU incubators in Orisha. He began his professional career in 2004 with engine and generated icons like humans and Perkins, and as always had a diverse interest. He is a product architect and a passionate supporter of the startup community clean tech ed tech agri tech and rural innovation are some of his areas of expertise. Thank you so much for joining in sir. Next up, we have Mr Shridhar Raj, the founder and CEO of billion card, a vertical commerce network that caters to the requirements of the next billion shoppers. He is a business strategy and emerging technology executive with experience in delivering high impact business transformation solutions in a variety of industries, including retail telecommunications banking, healthcare insurance government and fast moving consumer goods. Thank you so much for joining in sir. Thank you so much for having me. Moving on to the pitch event. Each participant will have three minutes to present their pitches followed by a Q&A session. Please keep in mind that there is a hard stop after three minutes so keep your pitches within that limit. You will be informed after two minutes that only 60 seconds are left. I believe you've been granted screen share rights. So let's go ahead with our very first participant team infinity box represented by Shashwath. Can you see me? Can you hear me? Yeah, yeah, we can see. Perfect. I don't have the screen sharing right there. Just texting me. Can you please enable that? Done Shashwath. Can you please check again? Can you see my screen now? Yeah, we can see it. I'll just keep my camera off so that there's no lag. Yep, I can start now. Should I start? Yes, please go ahead. Hi folks, we have team infinity box and we are here to replace single use plastic containers with reusable containers in the food delivery industry. Food delivery has boomed across the globe with more than 100 million orders being delivered just in India every single month. What we tend to forget is that we are contributing to a problem in which containers more than 180 million cages of containers are either landfill or burned globally. To put that into perspective, if you were to stack up containers just delivered in India over the course of a year, they'll be as high as two Eiffel Tars. And governments across the world recognize this is a challenge and India is leading from the forefront in banning single use plastics. And we are here with the solution that caters to customers while saving the environment. B2C is essentially you and I ordering food from a nearby restaurant or favorite food delivery app and now getting food in a reusable Tupperware quality container. Then we make the return seamless by giving customers multiple options to determine the container. They can return at the same time the next time they get an order scheduling a pickup so that somebody comes and picks it up or dropping these containers in our patented smart bins because every container is a QR code. And this will be played. This is already placed in several societies and offices in Bangalore. Then we wash them with a lab certified process and return them back to the restaurants. Restaurants and customers love us because our containers are of Tupperware quality, microwavable, leak proof, and most importantly, giving them a chance to contribute to the environment. The reason we have been able to prove our model is because of a partnership with Swiggy which is India's largest food delivery app. And we have done multiple pilots with them over the course of different cities and I've seen more than 75% people opting in with 95% of the containers being collected back. We implemented the same technology in B2B which is essentially corporate ordering food for their employees because we saw that this is a very common site in every cafeteria with more than 9000 tons of single use plastic with being dumped into dustbins and along with a lot of food. So we said that why not apply the same model. Why not apply, give them our plates and once the employees are done they can scan the plates against the bin placed in the cafeteria and be collected from there. What we also added was the feature of displaying real-time food wastage connecting that to each employee which is an information that the corporates never had till date. And another product innovation that we have here is that these plates are manufactured by us at our facility in Bombay and nobody else meets all the characteristics that we've been able to develop in these plates. We have established an exclusive partnership with one of the largest aggregators, Gokhana, which has a presence in 14 cities and they've guaranteed us 6 million orders over the course of the next year or the revenue deficit. Infinity Box has been recognized by several national international platforms including the United Nations and we are backed by several impact advisors and investors globally. And we are here to ask you just one question, which environment do you want to live in? Time up. Yep, I'm done. The floor is open for questions by the jury. Should I go first? Please sit down. So you haven't talked much about your revenue model as well as your competition, so both those points were missing? I'm happy to do that. It's just a three-minute speech so I can answer those questions here. So basically our model is that we target tier one or tier two areas because that's where 85% of Swiggy and Zemato's orders come from. We don't want to target 100%. These are millennials where the average order value is upwards of 350 rupees and we charge an additional 10 rupees per order, which is less than 3% of the packaging fee. And we take the packaging fee that the restaurants have already charged the customers. So my revenue or top line approximately becomes 30 rupees per order. So these are those financials and these are obviously being vetted by Swiggy because they funded our pilots. They continue to fund our pilots. We become cash flow positive at just more than 1000 orders in an area. Operational cash flow. B2B model is fairly simple. Every plate per use we charge about 10 rupees, which is cheaper than the single-use plastic plates that they currently take. And we are operationally profitable from the get-go because one office has like 10,000 people eating or 5,000 people eating. We just go put our smart bins there and collect them all back, just wash them. So I'm making the margins there are upwards of 80% because we are just the tech providers. We give them our plates, we give them our bins, and then the operations are run by Gokhana, which is an exclusive partner. So these are the financials. Let's answer your question with respect to the financials. With respect to another question that usually comes up in terms of unit economics of my cost and B2C, not B2B. So the reason that my economics works is because the insight that you want your hot food right now, like in the next 30 minutes, but you don't care if your empty containers are returned tomorrow. So we've already implemented this Swiggy in Bangalore. We also have partnership with subscription platforms. You know, you get your food every day. So the next day return it. So what we do is we schedule pickups the next day based on our algorithm. Those are suggested to users so we are able to batch orders together. So my per order collection comes costs comes down to 12 to 15 rupees depending upon an area. So I'm already operationally profitable if I'm doing 1000 orders in an area like a white field or a Belendu like that, because it's a density game. With respect to competition, there is nobody else who's been able to crack these partnerships. And I'll just show you this. There's nobody else who's been able to crack these partnerships and the other materials exist on the market like a cardboard or a sugar cane baguette or an Erika palm leaf. First of all, they're not environmentally friendly because they all have plastic lining because in India 75% of food is like North Indian, South Indian and Chinese hot curries. They cannot absorb it. If you order a biryani in a pure baguette split, give it 20 minutes, it will absorb all the oil and you would not want to eat that because it's dry rice. Right. So we beat all of them. Unless you apply a plastic lining, if you apply a plastic lining, then it's not biodegradable and it leaves behind micro plastics. That's problem. Secondly, we are cheaper than a biodegradable plate for any B2B or B2C business that costs them between 15 to 17 rupees depending upon their volume. I basically charge the packaging fee that they're already charging the customer. So to them, it comes at no extra cost. That's why like the restaurants are willing to partner with me and I've done that with like in Bangalore, we have a partner with 40 restaurants. They're slowly going to scale up because we can't handle that much volume at the moment. We're hiring. Okay. So what's the product like? So there are two things, one is infinity box and the other one is your own production of the containers. So these are the containers that we use at home like a Tupperware container, you know. So we have a partnership with the largest manufacturers in the country because of which I get it at one tenth the price that you would let's say on Amazon and the I mean, you again collect all those. Every container. So we have lab tests, lab certifications because when you work with corporates and Swiggy, you need to get those. Our washing process, even after 300 users and like 600 microwaves, it's still completely usable. There's no plastic leaching. And there is no, you know, my antimicrobial tests with an antimicrobial test, so there's no microbes also. More importantly, the plates. See, I never wanted to be in the manufacturing business because that's not what I do. I'm basically a platform, but there are no, there's nobody in the country who's making plates like these, which are completely stackable. That's needed because plates are delivered in a Tata Ace. More importantly, it is leak proof. Like even if you do this, which Accenture has done, there is no sambar or asam that between the compartments or outside the plate. And thirdly, it's microwave. So the infinity bin just collects your used plates back to you. Exactly. So essentially, if you see this. Currently working on only on bulk deliveries kind of that. No, no, no. We do spiggy orders. We do ad hoc orders because the reason I'm able to collect them back is schedule pickups because we batch them together. So one writer goes in a 3R slot collects 8 to 10 orders. We also offer the option of users to drop containers in in the smart bin placed in the society. So if you go to like so by Jasmine or other. How far the, you know, the complete cycle is scalable in terms of delivery and picking again. Delivery delivery is what spiggy does. I'm not interfering there. My only job is to collect them and collection happens because when you place an order on swiggy right now in the pilot most swiggy customer executives call you to ask if you want to opt in and offer you slots to select. Then we send my collection guys, people on my payroll to collect the containers back to my facility in Belendur wash them and reuse them. Right. So my only job is basically to collect and replenish inventory. So the only step I'm adding is collection and that is the costliest step. But the reason my costs are, yeah. What kind of constant you see in terms of size of order and your, you know, your, your, your containers. No, I mean, there are no constraints in terms of the orders that we can deliver in the sense that so. So if I understood your question correctly, there are two questions. One is what is the SK use available in each container because you also get a chutney and you also get a one liter container. We have all of them. The second is how many orders can be delivered. So we're not in the delivery business. I currently have a stock of about 20,000 containers at my kitchen and deployed across and each container can be used more than 300 times. Right. So I don't need to keep procuring. The only constraint we face is whether each restaurant is using same as a similar excuse or not. And broadly, we only serve restaurants that use similar issues. So 100 ml 200 ml 250 ml 500 ml 750 ml and sometimes one liter. These are the SK use that are used by almost every single restaurant in like Bangor or Bombay. We've done Bombay Delhi Ganga. So what are the scale of the parameters? Let's say you like expanding to a new city. What do I need? I need density. So if and with Swiggy that's that. So Swiggy does 1.59 million orders a day. I mean that was a report that was received by process. So I need like 1000 orders in a five kilometer radius. That's nothing. So Belendur is like a five, six kilometer radius. Swiggy does seven and a half lakh. Last month they did seven and a half lakh orders here. I need 1000 orders per day. That's like 30,000 orders. That's literally nothing. So all I need is that because then my collection costs are super low because then I can form batches. Then my, you know, like they collect multiple containers and one trip. So what's the technology making it visible? What's the technology making. So we have a QR code on a laser printed QR code on every single plate and container and what. So that's that helps me track every container because my business model literally depends on the cost for use. Secondly, we haven't, we have multiple algorithms which basically are root optimization algorithms. Right. So very simply put, let's say your coordinates are one comma two. My coordinates are one comma three. Right. If they live within a two to three kilometer radius, my algorithm will automatically batch our orders together to ensure that they're collected back in the same trip instead of multiple times. So the reason Swiggy and Zemato's costs are like 45 rupees per order is because it's not batched. It's all ad hoc. Right. That's why the cost of it. My costs are like 12 to 15, which is what a subscription model is. So one last, how many, you know, deliveries one container would last for you have estimated kind of. So we have lab certifications upwards of 300 easily, plates and containers, but we will do. So after that, it becomes super costly to do lab certification. So we will get there, but I'm pretty sure we can do at least 300, 300, 400. What is sort of after 300, you know, deliveries, what, what to do with the containers and all. Oh, it's a completely recyclable container. So we, I know all the recyclers in the country and we have the complete product life cycle and partners in place. Yes, we do. So, so there are like seven largest recyclers in the country, two or three of them are in Bombay. One is like close outsides, outsorts of Bangalore. I know them very well because we have a partnership with UNDP. So we were awarded the most innovative packaging solution by United Nations. So they connected me with quite a few recyclers in the Bangalore region. So I just, whenever I, if I have to, I just call them and they come and pick it up. And I mean, I get paid for it. That's it from my side. Thank you. As with how many person operation is this? I'm sorry. What's your team like? Right now. So we, I mean, the core team is six members, but then we also have a lot of people who wash. Right. We people collection. Then we have people who supervisors, like operational supervisors, one at the kitchen as a hygiene supervisor, one to manage restaurants, etc. So that would be about 22 people right now, including everybody. And also, sorry. What about, I mean, what, what's your barrier to competition? I mean, Right now, my barrier to come. Yeah. All these guys who have millions of orders every day, not do this themselves. There's no IP on your box. There's no IP on my container. So you can get this container anywhere. There is an IP on my patent, on my bin, smart bin. We have like a five patent on this. So until less they build something on their own and they like overcome my patent, that's a different matter altogether. But that's still not the best idea. Right. So, so the biggest advantage that I have right now is that the reason that I'm the only one doing it is because I'm doing it with multiple people. So imagine Swiggy plus Zemato plus V2B partners, right? So Swiggy and Zemato do about 60% of the entire country volume. So like 100 million orders right now per month, right? B2B is larger. If I'm able to do both, then even Swiggy won't be able to match my costs in a particular area. And they understand that, which is why they've been funding my pilots, my R&D and everything. They don't hold equity in the company, but they want a right to first refusal, which we are discussing at the moment. But yeah, my biggest advantage right now to be very fair is first move was advantage and we have capitalized quite a lot on that. Because I mean, like that's, that's what B2C and B2B obviously we have IP on the plates, we own the mold, we have produced them. Sure. So I mean, if Swiggy wants to produce plates also, they can do that. But right now nobody's doing that, right? So we have first moves advantage and IP on the plates and IP on the patents. These are my competitive advantages at the moment. I'm sorry to interrupt here, but in the interest of time, we need to move to the next participant and I'm requesting jury members to please keep their questions limited to seven to eight minutes. Max. Thanks a lot. Muskaan, please go ahead. Thank you, Shashri. Yeah. Thank you so much jury members in Shashrath. Next up, we have Team Luminate Network, represented by Rhys Wong. So Rhys is not in the meeting. I guess he would be joining late. He's facing some issues. We can move ahead to the next participant. Next is Bailey, representing EcoGoo. So we have Bailey Murugank. And I guess Ian too, from Team EcoGoo. Guys, please go ahead. Sorry, could you give us about two minutes because one of our members was waiting for the other team to finish first? Sure. Thank you so much. Anup, are you ready? Can we go with you for now? I also have two minutes. Okay. All right. So all our team members are here now. Yeah, please go ahead. Okay. Are you sharing your screen? Yes, I will be sharing my screen. Just click on present. Oh, yeah. Can you see my screen actually or is the zoom thing? Yes, we can. Oh, it's good. We'll just dive right into it then. So hi everyone. We're Team EcoGoo and we're here to pitch you our app and website today. Before we start, I'd like to ask you all a question. Have you ever considered how what you buy impacts the world around us? On the screen are just a few examples. As environmental issues become more mainstream, interest in sustainability is on the rise, especially in big cities like Hong Kong. As suggested by a study of 9,000 people from nine Asian countries, as much as 75% of consumers reportedly wish to lessen their environmental impact. One of the key barriers to implementing this action is the perceived difficulty of this behavior, as people will alter their lifestyles if they believe it's an easy change. People are unable to access reliable information on affordable, convenient environmentally conscious stores and restaurants. This is also an issue for stores who are unable to reach the right customers. Our solution is EcoGoo, a one-stop platform for sustainable shopping. With EcoGoo, we aim to make living a more environmentally friendly lifestyle here in Hong Kong more convenient, accessible and attractive. Using EcoGoo only takes a few seconds to get started. EcoGoo organizes eco-friendly stores and products into dynamic user-friendly listings that can be sorted by product, price range and location. We also provide a map function for people who want to view stores nearby. Jobbers can add ratings and assess the feedback of others. We are working to include a team purchasing feature which will encourage people to shop with friends and family in order to avail extra discounts. After talking to our potential customers, we identified what our audience needs. EcoGoo is the only platform that fulfills all these needs. For our current progress, we have an Android app and website which we have gotten feedback for and are currently improving. We also have a social media following of around 300 followers. Lastly, we have one or currently participating in various competitions that we were able to receive funding from. 60 seconds left. After a soft launch, we are now in the process of gaining feedback for our MVP and iterating our product. These are some of the other steps we plan to take in the future. Our main marketing method is through social media and we target the ideal demographic that are interested in keywords that are eco-friendly. We also market through partnerships and we currently have over 100 vendors on the site and are adding more every day. Lastly, we have also started to reach out to companies in the media that we have connections to. We plan to generate profit through two simple methods. First, previous subscriptions for our store listings that will include extra features. And secondly, via commissions on shipping and team purchases that we will launch very soon. Finally, this is our team. All our team members are extremely talented in this field and we have a good balance of members who currently already have their own sustainable initiatives, as well as those who have prior experience in apps and websites. Thank you very much. The time is up. Over to the jury. Sridhar, you always take the first right to ask questions. I hope we have you around. Please. Put me on the spot there. Guys, basic. So it's a discovery platform, obviously, right? So affiliate based sales, some percentage revenue and subscription. But you've got to solve a bigger problem, I think. So I would really... My feedback would be kind of... It's very hard, although it's an niche, it's very hard to create an impact pun intended with something like this and make a habit out of it, right? So I would really... Some of the things that obviously didn't come along this, what kind of traction you have at this point. So really focus on the problem, define the problem a little better. Is discoverability a problem? Is access a problem? Is the store creation for sustainable goods a problem, right? So why don't you become a platform for enabling me to list and create a e-commerce store, a Shopify for eco-friendly items, if you will. So you want to think a little bigger, I think. Solve a bigger problem and really come back with some fine tuning would be my feedback. So that's, I know, pretty broad. So I'm more than happy to talk offline. Apart from that, I really... I mean, that should encompass my questions. So apart from that, I really don't have much to offer at this time. Thank you for that. You asked me questions. Thanks, Reza. That's really good. So what I suggest, even one of the problems that they don't be a lot of shops who would be having eco-materials in our products. So why not we connect to artisans? I don't know how far it is possible in terms of Hong Kong or Singapore and kind of that. But in India, if you talk about the load of artisans who are working on eco-products. Okay, so Shopify is one of that who is connecting all those guys to the mainstream. So similarly, if you can bring in a lot of artisans, you're doing two things. One is service to ecosystem and service to artisans also. They're not getting a proper market to come to them up there. So if you look at it, you got to do a research on a market. What are the resources of these eco-products? Certainly it shouldn't have to be always a saw, but it should be resourced from somewhere. You also have to see the constraints. Like if you want to serve it in half an hour, 30 minutes for one hour, two hours or a day or two kind of that. So what sort of product can be delivered in what time, depending on where it is resourced from. That could be more impactful and also bring a lot of stakeholders into the idea. That's one. And number two, do you also include delivery in this or just connect people through your application and that? I mean, delivery is a part of your services or just connecting business? We don't do that currently. All they present on our plan previously, but right now it's up to the vendors in what way they choose to get the offering to their customers. So it can be in person or it can be, I mean, if the vendor has that thing already with them, then they can also provide home delivery. Also, in terms of the whole thing you mentioned, I think both judges mentioned about the impact not being great enough. But just to be clear, we're not only like obviously discovery is one of our main features at the, one of the initial reasons why people would come to our platform, but we're not just trying to deal with discovery here. For example, as you mentioned, delivery, we're not directly involved in the delivery process, but basically we're trying to help these local eco friendly businesses also enable that option and provide them with the audience for consumers that may want to get delivered instead of directly going to the store to buy a product. And this is one thing that we noticed while conducting our market research is that these people, especially people who want to get into sustainable shopping, one of the main problems that they have is that sustainable shopping just isn't that convenient. And that's the, I guess that'd be the core problem we're trying to solve here we're trying to make having a sustainable lifestyle more easier and convenient. And the two main ways we're going to do that. Well, first of all, is obviously help them discover the eco friendly stores and options they have nearby, but also help them purchase and acquire those products more easily. And what I mean by that is obviously enabling them to get the products delivered to them to their home instead of what are the challenges that you're seeing now. What are the challenges that you're seeing now. Sorry chances challenges. Oh, the current challenges, I guess is basically it's hard to develop these features. We only have really one programmer who's the who is really good at technology development in bringing in stakeholders and onboarding onto your platform, or in execution, there could be three things. One is mobilization of stakeholders, bringing stops or manufacturers, producers can that one is to convince development, the other is execution. So how far you have gone and what are the challenges you see. Well, yeah, as you know just was said by Ian, you know, our main, main, main challenges right now include the technological challenges because you know there's a lot to develop on the software and offer product. But, you know, coming to the, you know, end of stakeholders, I think we already, you know, have many vendors on a platform, and they have already, you know, largely fix that problem. It was we, we talked to, you know, too many shops across Hong Kong and you know, and many of them have already joined a platform, and we are we also have any confirmed partnerships. So we have partly solved that problem. And right now our main focus is to, you know, like develop the platform from the point of view of technologies, so to add more features like we mentioned like team purchasing and payment. You got the right team, you got the right team to go for that. So we, we do have people in the team, you know, can, you know, work with software, as well as people who have, you know, like past experience in our development as well as, you know, payment gateways and all. So yes. All right. Thank you. Thank you. Yeah. Yeah. Thank you so much jury and team eco go. Next up we have team venti cook represented by a note. Is my voice. Yes, it's your audible. Just give me one second. Yeah, is Mr. Yes, it's. Okay, so we're starting with three, two, one start air pollution is the biggest problem in the world right now, which is stated by none other than the UNF the United Nations Foundation. Do you know that 8% of global carbon emission and 25% of global solid carbon emissions are produced by burning of biomass such as food, stubble and cow donkey. So you must be thinking real, like, so much pollution is produced by burning this biomass. Yes. And this is possible because 2.5 billion people all over the world and around 800 million people in India are still dependent on biomass burning stove or mud stove to cook food. Now you must be thinking, okay, so if so many people are dependent on it, it must be some good technology or it's that must be some good stuff right. Absolutely. Do you know how much you do this much to produce and it is around 55 million tons. Second, do you know how many women die every single year by the inhalation of toxic gases such as carbon monoxide PM 2.5 and P and every single year it is around one million women, which is more than the death caused by COVID-19 itself in India. Do you think using the blowpipe is very comfortable and easy? Absolutely not. Not only it's exhausting, but also dangerous as you have to bring your face close to the fire. And finally, do you think sitting in the squatting position for longer period is good for your health? No. Not only it can cause backache, but also distorted question in the later results. So to solve all this problem, let me give you my solution known as venti. So this is just a cat design. I'm going to show you the real project in the later part of the video. So venti code is the first ever mechanically powered four-strap stove in the entire world. Now you must be thinking what is a four-strap soup. So these are the example of common four-strap stoves that are present in the market. So the meaning of a four-strap stove mean that the stove will have a fan. Here you can see fans here and here. So this fan will push air inside and the normal biomass such as wood and cow or pancake will be used as the food. So the wood and the biomass will burn properly due to the abundant amount of air. But the problem with this stove is that it requires constant flow of electricity. So to tackle that, I have made venti-coupe which doesn't require electricity whereas convert the mechanical motion of the user leg to power. So this is the example of a primitive mushroom and you can see so much smoke is produced. And now this is the example of venti. As you can see, I'm comfortably sitting in a chair using my leg instead of using the blowpipe. And here you can see barely any smoke is produced. And here you can see I'm also cool. And if you take a closer look and right now, here you can see no smoke at all or barely any smoke. The reason is that continuously oxygen or air is being pushed inside which is giving a cleaner combustion. Now you must be thinking, do I have to pedal all the time during the cooking? Absolutely not. In this part here you can see I have stopped pedaling and just look at it. Still the flame is so high. So in the left here you can see the venti-coupe so clean and pure whereas in the right you can see the mushroom that is killing millions of women every single year. So thank you so much for your patience here and I'm open to any questions. Over to the jury. Thanks Anup. There are a number of, as you pointed out, there are a number of solutions. So I couldn't really tell, you know, why yours is special, that's one. Then when you do a pitch, I'm really expecting numbers, I'm expecting scale. Those I have already, it's for three minutes so I have kept it for a little while. Alright, thank you. So should I explain any of it? So, hi, can you just discuss about what is your target market and how are you going to take it to the market? Yes, so currently the SOM which is the solvable operating market is around 20 million families. Which are the like New Zealand families living in the New Zealand. What is your target market? Sir, the total target market is around 700 million households all over India. What's your go-to-market strategy? So the go-to-market strategy is like initially we have already validated our product in two of the villages, which is Patipata and Sijupata. So our go-to-market strategy was simple. First is that in village areas there are millas and small, you can say, occasions that happens. So that is a great place where you can take your product and you can get a lot of opportunities right there. You can do, you can say the heart strategy in which some of the people started buying it, other people will do holding that. Also, we have approached the Angan bodies because if the teachers in the Angan body, if they convince the rural population, that is a far better option. That is a far better way to convince the rural people to buy the stuff. Also, we are working with two of the NGOs. One is the Rural Carbon, another is NWV, which is engineered with our border. And through them, we want to connect with the rural population so that it can act as a bridge to bridge the gap between the trust between the rural population. And finally, the panchayat is a great way where we can show our product to all the villagers its benefit and how it uses some of those costs. So this is how it is. Have you realised some of these practices that you have planned to sell your products? Sir. Have you pushed your product like this, whatever you know, strategies you told? Yes, sir. Yes, as I said. How many products have been sold by now? Sir, like not sold. Like we have, you can say like given free samples. So in terms of sales. Very, very excited operating. Sir, currently we are in Patrapada and Sijupattu. See, this is close to Gubanesh. Yes, sir. Like, yes, sir, you can say. So I think you're going to work on that. This shouldn't be the strategy. How you should proceed to 7 million or some 100, 700 million or whatever your numbers you say. If you go through Mela's, Anganwadi's, could it be scalable to address the whole market that you're looking at? Sir, the other way the product challenge I saw that somebody got to sit, I mean sit with the Chula and keep on paddling it throughout? No, sir. As you can see right here in the end part, I have also demonstrated. When somebody got to continuously be sitting and paddling it? Sir, as you can see, I have stopped paddling. If you can see my leg is still and here you can see the flame is also so high. So you don't have to paddle all the time. Sir, the paddle is only if, for example, the flame is low. So what it does is replace the blowpipe. So in an auto store. What you can do is water the smokeless chulas are there. They're even very good IoT based smokeless chulas that come now. Yes, sir. Their cost is around 5000, 6000 rupees, which is completely impractical to purchase for rural population. Whereas our cost is only around 1000 rupees. How much? 1000 rupees. So you shouldn't be getting the validation from the users directly and then from that validation, you can approach CSRs, a lot of CSRs who can get you a scale of product ordered for their villages and all. Yes, sir. Currently, we also got a CSR one from 3M International. So yes, sir, we are also opposing that products. But the good market can be well strategized and also the product has a lot of aspect to grow. Don't just stick to what you've thought. Look at the gaps up from the other products and what the customers, what the users want. You know, how far they're comfortable if you're distributing products now. Then you should be also, you know, the end users are the ladies of the houses, you know. So how comfortable and how far they want to use it. It's not like one month or two months and exciting you and then they throw it or something kind of that. But ultimately, even if you see the model or revenue model, it shouldn't be always CSR also. People should come along to buy it from you and use it. Yes, sir. That should be the objective and how to materialize that that can be discussed. Absolutely. Thank you. Any other questions for the judges? I guess there are no questions. Thank you, Anup. Thank you. What's the startup's name? Sir, thank you. Okay. Thank you. Thank you so much. Thank you also judges for your feedback. That's great. Next up, we have Durpa representing Brahmaputra Fables. Hi, thank you. I'm setting my screen. Is my screen visible? Yes, it's visible. So, hello, everyone. My name is Trubajit Deka and our startup is Brahmaputra Fables. So I come from a, my birthplace is Bell Metal Crab Village of Assam. And while I was pursuing my masters in foundation university, I saw the demand of handicrafts products from Northeast India from my other states friends. So I always wanted to start an online store, but when I come back to Assam, I found out that the artisan industry is very disorganized. Like it is not well oriented. So what we did, we did some awareness camp. We taught them how to take photographs of product or how to see the product. And so our problem statements are one is lack of availability and accessibility of Northeast India's crafts for the consumers and for the artisans. There is lack of global market access or lack of artisan friendly marketplace, like, like in Amazon or Flipkart, like they want to sell but because of some compliances and regulations, they cannot. So our solution is a tag-enabled platform and digital marketplace of handloom and handicraft product where we connect our artisans directly to the consumers. So our business model is artisan list their products at our store and we target our audience to digital marketing artisans make the money first. And we also make money when the complete of shipping and delivery completes and our percentage is 20 to 25% on e-sales. So the market for handicrafts and gifting industries in billion dollars but here I'm showing you a survey by NSSO where you can see the income of the urban middle section is growing significantly in the next five years. So our target customers are government employees, urban white color and SME owners in tier one and tier two cities and our producers are at the bottom of the income pyramid and we went to be a bridge between the two. So these are some of our workplaces and some of our products. 60 seconds left. So our USP is we have high range of products, direct resource from artisans, fast logistics and also we provide transparent supply chain by enabling the products with a QR code where you can know where the product is coming from. During COVID we made masks, handloom masks and we shipped our artisan made more than 5 lakh rupees during COVID. This is our team. The mentors are from IAM Kelkata, PWC India and School for Social Entrepreneursy India. I look after business development, fast car marketing and sales and cosec is the logistic head. So in social impact, we have generated employment. We have revived and endangered craft and we have impacted more than 10,000 lives across North East India. So these are some of our traction we have completed 4000 plus B2C orders. We are the integration of 3100 artisans. Our clients are PWC, the Great British Museum, India Post etc. Let's see product across India and also to the United States, UK, Australia, Italy, Canada. Brands like Red, Visa are partnering with us and we have completed our pilot model of cable store at four different cities. Your time is up. Over to the jury. Hey, thanks. I know there was a rush, but well done. Thank you. Thank you, sir. So again, numbers are key. Let us know where you stand today and what's your roadmap from a numbers standpoint. Second, I would like to know more about the physical store pilots. Yes, sir. So where do you fit in with respect to you versus, you know, other generic craft stores like Craftsville or anybody else who also have, you know, northeast or some based products. So that would be interesting. Yes, sir. So regarding the numbers, currently we are like getting orders around 35 to 40 orders per day after pandemic. Like we are and like for the next two or three years, we want to go like around 100 orders per day, then like 200 first day and our average ticket size is around 1500 rupees for each order. And the pilot store like we experimented with like the most of the handicraft products gets us like sold mostly in expose and mostly during some mail us in pairs. So we did it like, like we have the data of Bangalore we have the data of Delhi so we, what we did we synchronize those data and we found out that like this 20 SKUs are getting sold in Bangalore more so we put up a small stall where there is a QR code enabled so it's like a landscape model when you can go you can touch and fill the product and but you cannot like you can place the order at the store itself like landscape but you cannot take the physical product with you because we will deliver the product from an artist directly to your doorstep within four or five days. So regarding competition with these like mega stores at sea, like mostly we are currently we are focusing on the Northeast India's craft. So, like that is our forte and like most of the those like mega stores or craft still they don't have that much varieties of crafts or that much varieties of attires from Northeast India in their website or in their portal. So, like currently that is our USP like we are the largest integration of artists and waivers in Northeast India. Thanks. What I can't get a picture of what I'm struggling with is, I can't make out if you know in your runway, you will have the ability to scale this to, you know, based on the order numbers and the three horizon you're telling me, it looks like a lifestyle business rather than a fundable. So, that's that'll be my general take. Yeah, so like I could not get you like lifestyle business like how it's not something you can really scale I mean it's something you can operate with a small team and you could be pretty happy with 300 to 400 orders a week. And your margins will be constant and, you know, beyond that, there isn't really going anywhere. So like as we launch our like, like this tech enabled store as I told you like then those are those will be like, like those will be the replicable stores because of COVID like we could not go ahead. But now, like, within like next 2022 first quarter, we will be going ahead with the stores in like around like four or five different cities. Beyond noticed expansion plans. Integrating artisans beyond notice right now we are not focusing sir because like they are he here like so many things we need to do right now like there are so many crafts like which are getting extinct or endanger then like there are so much to explore from notice so and there are so many players in the across India who are working with other artisans so we'll be working with an artist artisans only like till the next year. Okay, then then the other side of it is to let your product reach to the globe. Maybe. Yes, exactly. In terms of resources from the artist from India. Then finds an exclusivity noticed perhaps and sending I mean, letting it reach to rest of the world. So that way, how you're thinking on and. Yes, exactly. Yeah, which outreach plans and how you're going to promote your product and how you make not this crap present throughout the world. So that was our tagline also so yes so so in across the world like in Canada in Paris and in United Washington DC we partnered with some sustainable fashion store eco friendly stores and they are procuring products from us in bulk like B2B orders. Like everyone did they will give us that order. Also, like for the expansion. I also knew it like truly only online store we cannot scale it up so for the expansion across India. Like in the next year, we will be like launching this fable skills, which we named it tag tag enable stores and also we are partnering with the corporate also. What is the impact to creating. So, like, directly we are an integration of more than 3,100 artists and so like we have more than 12,000 lives in noticed India. And, you know what, like, so they were they were not doing, they were not, you know, already they were not not into craft making. They would wear they had a problem in marketing. Yes, like you created. So we have so we have increased your mostly the family income, like there will be only one guy will be making the crap for and they'll be total family member of four so as we've entered into it and as the products gets directly from them, not we don't have any inventory or we don't give them any stickers or something so now they has this leverage or as like I said our target customers are the urban white color or government employees so we have priced the products at a competitive level not like okay this is a crap. Like how far do you have increased their income. Like in the last one year we have increased their income by around 5% right now. 5% Yes, sir. So the one that was sold in 100 rupees you're selling it in 105 rupees. Yeah, like, like if you go with that. Yeah. But per product if I say let's say you're selling X through your platform and they will only are selling it at 10 rupees now you're selling it at 10 rupee 50 paisa. Yes, sir. It doesn't doesn't look to be creating a bigger impact like 50 paisa doesn't need so many strategy to come in. Yeah, but like, like sir like you keep kind of coming and you can like because there is a very competitive market ahead so we will be increasing the price or we will we are making some innovation like with bamboo and still we are making bamboo bottles. So, yeah, we are bringing in some new designs so before that like all crops we are we cannot increase the price right away so that's why. Thank you. Thank you so much and do remember us. Moving on, we have Team Unico represented by Amkit. So Team Unico is not present right now, we can move ahead to the next participant. Team Dollar. Team Dollar represented by Kumail. Kumail, are you there. Yeah. Hello. Yes, yes, please share your screen and go ahead. Just a second. Is my screen visible? Not yet. Yeah, it is now. And do the other participants please be ready with your screen, you know, with your presentations basically. Kumail, you can go ahead. Alright. Thank you for that. Okay, I'll just slide so you guys can see it. Okay. Sure. Alright. Firstly, thank you for the introduction and say hi to all my peers and judges. Before I start my presentation, I want to ask a question to each one of you. What is a startup? What is a starter for you? I'm pretty sure each one of you would have a different explanation. Either it would be a way of testing, a way of making money, or just to describe entrepreneurship. My team in Pakistan, it was a way to solve a problem, a problem we as a youth, a community, and as a youngsters of that certain nation faced. And that problem gave birth to a solution known as quality. Now, as our mission statement says that we define our words who are efficient and quality work. Now, what does that mean? See, that comes from the problem and the solution. What was the problem and what is solution? Let me get into depth with that. So we had a community with youngsters that were very talented. And then we had people with jobs such as Saad. Saad has an online delivery service on Instagram but he doesn't have the skills to digitize it. But Raza had those skills. But there was no platform existent which could connect both of those and help them earn each of their service needed. See, that's where the dollar comes in. The dollar is Pakistan's first most accessible financing platform, creating less possibilities with a mission to empower the youth enabling transactions nationwide. We believe in a three-step process. As you can see over here, what do we promise? We promise efficiency, diversity, five-star quality, security and on-time preparation. This is what we excel at, as you can see. Now, how do we market it? How do we gain the popularity that we have gained in our country? As you can see, word of mouth, ambassadors, social media, personal contact and references. And this marketing has gained us more followers on not just Instagram, but we are one of the businesses that are specifically verified on Google, that Google search engine helps us reach more clients. And as you can see, I just described what we promised. Why do I say we promised? It's because each and every freelance of ours is vetted. Vetted by each and every category he says is his skill. And as you can see, we were one of the platforms that had over 1800 better freelancers in just a little amount of time. And we were proud enough to be the best woman registered platform in the market position with the most youth, pro-efficient, most shop-competed, highest number of better freelancers. This is our client dynamics, client uproar, milestones. As you can see, we were interviewed by multiple news channels and FMs, our testimonies by international clients, as well as testimonies by our freelancers who have earned more than 50,000 PKI in just a month using our platform. This is an integral platform of our testing website that lasted six to eight months in its beta version. A competitor analysis describing how we go by enabling every other thing that other platforms not offer. And this is our simple revenue model. Each service done has a cost and that cost has a 17% cut of ours and then the rest of the money is transferred to the freelancer. And that has gained us more than a lot of revenue of more than 1 million PKI in just six months, average. And this is our team. I am the chief executive officer and we have multitude of experiences in marketing, HR, directing and managing. So that is it. That's all. Thank you. Over to the jury. Hi, Kumail. So is there a gap in Pakistan specifically that you're trying to fill that either a Fiverr or a Freelancer or any one of those are not working there or banned? Yeah, so basically one of the issues that Fiverr and one of these big monopoly websites gives us is that payments in Pakistan it's very hard to accept payments internationally. And especially aside from that youngsters that are aged under 18 cannot earn money until they have any sort of credentials by credit cards and those services. But Pakistan has these new banking services that are good for under 18 as well. But international platforms do not recognize the services. So that's a big gap that people that are young and have those services and people that are those give out services do not have a platform to work. So that's the gap we're trying to fill and that's the community we're targeting. Thanks. That's a good that's a good gap, I guess, as long as, you know, it's still legit for you to do it. I'm on your site and I'm like looking at this bearded guy in the video, which is kind of funny. So the things we couldn't that didn't come across in your presentation again. I'm looking for metrics I'm looking for specific numbers I'm looking for margins I'm looking for growth. And I'm looking for where you'll be three years from now. Yeah, so what we're planning to do is that we're trying to establish our footprint in Pakistan so that we have a trusted clientele that backs us. And then after three years, we're planning to apply our own experience to the monopoly that existing as in fiber and upward. These band have been existing for the past 10 to 15 years. And we are blind that launched just eight months ago and are launching eight months ago as I gave you statistics you could see even those eight months that's how much the results came in. So what we're doing right now is we're making a much more premium platform after a whole testing phase. And that premium platform we're going to develop in the upcoming three years to launch internationally and then gain that kind of recognition to compete with the monopoly giants. I still don't hear the numbers and the second thing I would follow up on is I would highly recommend staying very niche and closing years. So if I could add on to what Kamal said, we did show our numbers for revenue models and charts. In the first two months, we managed to earn a revenue of around 200,000. Whereas by the first month, we managed to earn more than 1.5 million in terms of revenue. So that just shows how we grew. And other than that, we also have the analytics for our website. As you can see, this also shows how we've increased our user range and everything. And the reach is also shown by the sessions by country. And it shows how we are reaching clientele all over the world. Okay, thank you. Thank you, team Dallat and Jewry members. Next up, we have team Earth Tatu, represented by Shashank. Yes. Hi, good afternoon, everyone. I'll share my screen. Is my screen visible? Yes. Hi, everyone. I'm Shashank from Earth Tatu, where we are working towards reducing mining for natural resources by 60% to recycling ceramic waste. Archaeology is actually based on this fact that ceramics do not biodegrade for centuries. We excavate these ancient sites and come across these clay utensils and items. And today, industries are facing serious issues about what to do with their production waste. With a single manufacturing cluster in India, coming up with around 75 tons of waste on a daily basis. There are decades of production rejects that are just landfill. What we do is we turn this landfill ceramic waste into a new ceramic material, a recycled ceramic material, which is a universal material which can be casted into different ships and make products out of it. So basically, consumers get to use more responsible products while industries get their base used in a very productive way. And the environment gets liberated by reducing the mining that we have to for natural resources, which directly impacts the SDG-12, which is responsible consumption and production. So our direct team is that we make tableware products where we sell it in the retail market and then we get paid for it. And our patent for our composition is on the way. So it has been applied. We have received the FER as well. And once that gets done, we will license out the use of this material to the existing ceramic manufacturers. So we have a bigger impact in terms of lowering the energy consumption and mining at their skin and we get bigger revenues in terms of royalty. In terms of opportunity, tableware is one of the most untapped market in the ceramic industry because there has been a lot of innovation done, whether it's technical ceramics or tiles or semi-trimmer, but there's a huge scope for tableware and of course among the global market as well. Recently, Bain and Company published a report for World Economic Forum where 30% of Indian consumers are putting more money and spending more for healthier lifestyles and their dining experiences. So that is something that we want to target at least to begin with, to penetrate in the market. And then we can scale up into different verticals. At the end of our innovation is about the material. So these are our products. We start with tableware, but we can make other various products as well. Right now we have a gross profit margin of around 80% in the retail market and we have received some considerable grants to start our commercial operations. And so we reduced 60% mining, low energy consumption, and it's 100% recyclable because we use clay itself as a natural binder. And that's our team where Rosa is leading the material and R&D department and the production operations while Suryanka is leading the communications and the order management. Thank you. Over to the Judy. Thanks for some excellent presentation. Well done. Attention deficit disorder, I missed out a couple of things. What material is this again? Are you replacing ceramic? I missed that part, sorry, core part. Yeah, no problem. So basically we are recycling ceramic waste and making a ceramic material itself again. So it's basically recycled ceramic material. Good to know. Good to know. So what's your unit cost comparison then? Unit cost comparison is actually similar to a conventional product so that means we can keep our products at par. And it will of course depend on the scale of our operations. Right now it's at a studio level so that's why it's higher but then it can be at par with the conventional products. So capacity to manufacture, scale and go to market. What is it? Capacity to manufacture. No, what's your capacity to manufacture, scale and go to market. Okay, so our capacity to manufacture right now we aim it to be 200 pieces per day for now but if we are able to outsource our production it can be thousands of pieces per day as well because the process that we need to manufacture our products is same as the conventional material so that is there is no upfront cost. And our go-to market is we launch directly on e-commerce platforms because we have been receiving a lot of interest from end consumers and then we go through the offline market as well. So where are you in your journey at this point? So we are just putting things together for our launch. We have started our production. We intend to launch in December or January. Thank you. Yeah, so Mr. Makar, it's like if you look at a particular, say I'm in a region, what kind of ceramic waste it is coming up and what is your unique production capacity that you're looking at, of how you want to disseminate the manufacturing to other partners and come up in a bigger way for marketing and creating channels for selling it out. Instead of focusing more on manufacturing, if you can just let your technology and other guys to work and bring in a business model for them also. What sort of thoughts you have like if you're working in Maharashtra then what kind of ceramic waste you are getting and what kind of conversion you are creating out of. So what is the gap? And to address that gap, you need to have some manufacturing business model where a lot of people can come in join with you and create a convert original ceramic waste into this and then you create a pool for marketing and sales kind of that. True. So how do you start like you would only be working in the manufacturing? So we don't want to get into manufacturing because there are so many other briefs and innovations that we want to work upon. So the idea is that there are a lot of waste, waste teams existing at the ceramic manufacturing clusters in different parts of the country, whether it's Muradabad or Kurja. We would license them our whole innovation so that they can process their own waste at their own premise and then make products for their clients. So H&M, FabIndia and Anthropology, these clients have already approached us. So these manufacturers can make products for these clients and we get royalty against the volume of material that is being recycled at their facility. And then what would be your gross involvement in the complete business process other than transferring your technology to the conventional manufacturers of the ceramic plates and all? It will be a part of consultancy where they will have to make sure that they are firing at the right temperature and their processes become closed loop so that they do not have any other waste from their production process as well. So if that's your business then what you're pitching for now? For now, because we are at a nascent stage and our IP is not granted, we are launching tableware products in the retail and B2P market so that people can know what all is possible through this material. And also in terms of aesthetics, we received quite a positive feedback that in terms of aesthetic, it doesn't look inferior to a conventional product. So that's why people are more positive towards adopting these products. So just want to prove what all possibility it has in terms of the market and then once the patent gets granted, we'll look into the royalty aspect of it. So if you go to market now and later the original manufacturers are going again with new technology to manufacture the same product as a recycled product, I see some sort of grand conflict again coming up then or you would be completely vanishing out of it. So for that, that's why we are going ahead with a collaboration where, for example, to give you an example, these computer hardware have this campaign of Intel in set, right? So that's how every product that is made out of this material will be mentioned that it's made out of tattoo mix, which is actually our material. So that's how we brand our material, they don't have to mention our tattoo and that is how we get our market capture as well. Okay. Thank you. And just to add one more point, we got our material tested and it has been reported to be 35% stronger than traditional ceramics. So once the material is flown into the tableware market from the manufacturers, we can also start making outdoor furniture, the garden furniture, and basically start making prototypes and putting out in the market so that we can show what all is possible. Like flour dishes and all that. Yeah, and decorative though definitely but actual suitable for nature. Oh, great. Thank you. Thank you. Okay. Thank you so much. Shashank and Judy members. Next up we have team Neeriyathi represented by Amrita. Hello everyone. I'm Devendu, the other co-founder of Neeriyathi and I'll be representing on behalf of Amrita today. I'll just go to my screen visible. Yeah. Hello everyone. Thank you so much for the opportunity. So Neeriyathi is a curated B2B export marketplace that would enable global buyers to source products from India. And with products we are focusing towards more of sustainable eco-friendly products from India. Now, the problem that we are trying to solve is a two-way problem, one from the buyer point of view and one from the seller. Usually global buyers find it very difficult to source products from India because there are very less channels or discovery platforms. Most of the discovery platforms are say, you know, highly rated glorified yellow pages and the curation or personalization is missing. Similarly, Indian MSME is the second largest MSME in the world and only 5% of top exporters does 90% of exports from India. Because these MSMEs do not know the compliances or finding buyers or any other associated thing with respect to exports. So Neeriyathi fills this gap both for the buyer as well as the seller, especially sourcing from India. Now, when somebody is trying to source products from India, the demand is from three points of view. One, ready to ship products, two would be a wholesale product, three could be a contract manufacturing from scratch. So what we do is while the manufacturers have the ability to fulfill this particular demand, right, the other aspects of the ecosystem like end-to-end logistics, custom clearance or quality check, or would that be international payment, remittance in local currencies. All these things also as a value added service that we provide as a solution to our suppliers. Once our product which is an MVP stage matures, what we will be providing is also a lot of business intelligence to our suppliers, understanding what the demand is and so that they could create products with respect to the demand. Similarly, for B2B contract manufacturing, we're also bringing a lot of augmented reality and virtual reality in our product development where the buying process becomes smaller, the sales cycle becomes smaller and they can see the company. With respect to the target market, we are targeting as of now developed market which is Red Ocean, international online retailers, importers, wholesalers in those countries. And for emerging market, mostly private label brands would like to manufacture from India. B2B marketplace is a 1 trillion US dollar market but we know that this 100 billion are from the top sectors which does very good in cross-border e-commerce, especially clothing, handicraft, handlooms. In that 10% is where we are looking at as our market which will be focusing for the next five years. Projections are very simple. We are looking at the worst scenario of 800,000 US business dollars with a 10% of profit margin considering that we will have ready to ship products as well as contract manufacturing. Understand contract manufacturing is B2B and the ticket size is way, way higher with chances of repeat buyers. Apart from that, I don't know if we have much time into it. Our competitors, Fasinza, Bazaar, Ginimo, these all opened up in 2020 and 2021. The time is up. Right, and we have three founders. Our roadmap is very simple, validation of the MVP and getting traction into our market places of now. Over to the Juhi. Bindu, I noticed you have split the B2B process into another brand. Is that something as part of this? Is the XIMS called something different? Look at that smile. Nice observation and I appreciate Siddharth. When I saw a little bit of background, I come with 17 years of experience. I was a part of Shopify India launch team, built SaaS based omni-channel retail solutions and also global supply chain. So in 2019, I started this company called XIMS Scouts where I was providing end-to-end service management for Indian merchants when they are selling either through international multi-sales channels or would that be through D2C channels? But to 2020, things got dipped and then we pivoted that we will be a marketplace of our own where we will provide access to global buyers to source in B2B. Because B2C, D2C, there are plenty of players. We don't want to get into that crowded space but B2B and sourcing from India is still at a very nascent stage and we want to solve problems associated there and especially we are focusing on sustainable and eco products because that is a huge demand in the western world. That's how XIMS Scouts is but XIMS Scouts no longer will fade away and Niriati will take over. Okay, that's the key answer. So one of the, again, when you go into a traditional business and look to bring in tech to make a difference. So what's your approach? I mean, have you studied how, for example, buyers in large retail formats in the US or Europe or South America do purchase planning, you know, tend to go do the acquisition their entire life cycle and how do you, you know, what's your background to be able to even successfully execute that. So build it, they won't come. So what's your action? What are your numbers? Where are you going? Need all that? Right. So Sridhar, if I talk about, so here my past experience comes into the picture wherein I have a very deep understanding about the B2C e-commerce exports from India, especially through Amazon and eBay and other 2050 marketplaces across different geographies. With respect to B2B, where we were trying this validation that if there's a B2B requirement or not, right, we spoke with merchants outside India, and they would prefer to go ahead and source products from India, but they have certain problems. One is low MOQ. Understand the target audience that we have are these small retailers who are selling in Amazon or have their own D2C platforms in these international countries. They cannot procure and bulk. Indian suppliers cannot supply beyond a certain MOQ, right? They would say that minimum 100 pieces, 1000 pieces like that. So we say we are convincing the suppliers to match the demand of these small retailers outside India saying that even if it's a one piece, if they require or 10 pieces, they'll be getting it. So this is where the demand side problem we are trying to solve. With respect to numbers, are you talking about the numbers in terms of projections or are you asking about our outreach program? Your current traction and what's your roadmap? No, we are hitting the market this January. Our monetization is going to begin from January. The MVP is ready. Our supply side is getting ready. We have 100 suppliers onboarded right now. And our outreach programs with respect to generating demand will start from January. So we are very early stated at this time. But we look to generate at least a 10 CR of business in 2022 in terms of GMV, be it from B2C or B2B. Focusing our focus will be more on a B2B because the ticket size is higher. But 10 CR of turnover in 2022 will enable us to get this next round of maybe grants or business loans or funds, easily when we go full-fledger in terms of raising funds by end of 2022. Have I answered your question? Yes, thank you. So what are the various sectors and reasons that you are focusing currently for the traction you want to see? Right. So we have a plan in the approach in terms of enabling, would that be an addition from your homeland, Orissa? Or would that, could that be a kind of a brass manufacturer from Muradabad? Or would that be somebody selling Pochampali silks from Andhra? Or could be a nice... How do you reach them? How do you reach them through other middle agencies? We have two outreach. So from supply point of view, we have two outreach programs. One is of course the digital initiatives where we run lots of digital campaigns and enabling these suppliers to reach us as elites. And second one is we are still going ahead with an old school approach of going ahead and email campaigns and also calling them directly and saying that, hey, we have an opportunity to help you to enable exports for your products from India. Would you like to come up? And suppliers are very eager to onboard because there's no listing fee, there's no joining fee. Right. They got a complete ecosystem at one single place. All they have to pay is after the sale has been done a pay a commission off the sale. Simple as that. Nothing else. So, you know, just for an information, you must be already updated with that. There's a project going on called Spurti. Spurti. It's a very big project under MSMEG. I wonder where they are putting in all the clusters to develop products of international standards. All right. And one of the agencies from MP, I think, Co-Hands. Co-Hands is one of the, who is graphically dealing into handicraft clusters. He must have more than 20 clusters all over India. He has already, you know, 10 out of 10, he has already kind of started on our first or second working capital has been already completed in the last one or two years. So, you know, this would be a very, and I'm here. We won't be seeing any middlemen, you know, the Spurti is directly in the clusters. You know, they have been trained for better production, the machineries and the intervention of Industry Popa and Roe into their manufacturing, preservation, coating, everything kind of facilities. The niche of the manufacturing facilities has been given in terms of CFC, you know, so called Common Facilitation Centre has been created. And I tell you, Co-Hands, Co-Hands is one of the MP based agency who has already implemented around 20 such clusters. And that can help you resourcing into a good spectrum of cracks and also, you know, and also you can use the government, you know, links like where they want these products to go to international markets, you know, you can also be a part of it. Take those orders from there like, what do you call it, e-market, gem kind of places where you can generate, you know, the international orders for the initial traction. Okay. And you understand who are your, you know, partners there who want to go with you for a, you know, that will also accelerate the government clusters that have been developed. If you do it in a good scale, they can get a, you know, viable business also and simultaneously because you are more on technology of, you know, doing export and import. So that would help both the sides. You could resource very good things. Also, if you see on the other side of the, you know, not just crafts and all, if you see the multi grains, you know, kind of things, the very raw food and multi grain kind of products, there are hundreds of clusters which has come under this MSME program called Scooty. So they're also to tag, you know, the Western world is very much interested if it has come from the real India where the artisan, where the raw material has been prepared in all kind of way of doing all that. So blockchain could also be one of the very important tool which can definitely enhance your business there. So government also have emphasized use of blockchain and all this, you know, you call agricultural and food processing clusters. So, you know, those are the ready middles, you know, middlemen agencies who are there from government of India funded, they're all nonprofit people, they are struggling for a very good business model. So you can really fit it, fill in into that. And if you're, if you're doing it very seriously, you can greatly fill into that. Just take one or two sectors you're keen in. I'll provide you the connects like one I told beforehand, even I give you the person at the core. Similarly, the other sector that you want, you can reach out to multiple, I can also give you the URLs where you look at all these clusters are located and meet the people and resource from them directly. Right, Mr. Parnak. So as of now, I am in talks with NSIC as well at Okhla, right, where NSIC and been telling that give me these sectors where you want to and I'll promote it on behalf of the government as well, right. So they have told me these few sectors like hosiery products in Ludhiana, Muradabad for brass, and then probably, you know, this Andhra Kucham police selects and Thilipur for fabrics. I can get you into the novel agencies like KVIC and Coir and people like this, where you can directly talk. I am in touch with KVIL in Kerala for Coir industry from the Sastri Bhavan. I have met the undersecretary at the Sastri Bhavan Delhi and they were interested with Coir related products from Kerala. And apart from that, I am also in talks with Chamber of Commerce Dubai and South Korea. I am also mentoring few startups in South Korea who are looking to procure goods from India and sell in South Korea. So I am trying to build these associations globally so that, you know, it would enable for more and more visibility of these products. But from the supply point of view, I really love to touch base with you post this session in terms of getting those connects. I think it's more about the, you know, the network on both the sides. And then you will tool yourself into that to do the exploring. Right. And considering cross-border e-commerce is going to grow at 17% CAGR till 2022. It's an economic tax post on cross-border e-commerce today. You can just have a read on that and everybody is focused towards that segment as of now. Yeah. Thank you. Thank you so much. Thank you everybody. Thank you so much for everybody's time. Thank you so much team and jury members. Next up we have team Chimini represented by Ujwal. Hello. Hello, am I on? Yes, yes. Yeah, I'll just share the screen. I'm not getting the, okay, yeah, here it is. Yeah, so I guess the screen is visible. Yes, go ahead. Okay. So let me just begin. So very good afternoon to the respected jury. So we are team pitchers. So I am Ujwal and I'm along with my teammate, Ardash, and we are here today to redefine the kitchen experience with our proposition, which we have named Chimini. So now the major problems in a kitchen arise are due to kitchen smoke. So the existing solution to tackle kitchen smoke is the conventional chimney, but is it always possible to have a chimney in the house? So the answer is no. So there are various reasons to it. So imagine a bachelor who is living in a rented apartment. So he's not able to install a conventional chimney because there are various constraints like restriction from the landlord and other installation aspects like civil work involved as well. So it would not be possible for him to install a traditional chimney and there could also be other reasons like cost of installation. So what could be the possible solution? We present to you our product Chimini, an affordable compact, easy to use smart IoT chimney. Now Chimini works just like a traditional chimney, but it does not require a duct to release the smoke. The suction fan at the top creates a suction and the filters absorb the oil and the particles and release the filtered air back to the kitchen itself. So now we have differentiated our product with addition of IoT capability which provide features like remote access to app, auto on off smoke detection, which enhances safety and also fan speed control. So it has dual installation options and also has a ring light for better visibility in darker environments. Now let's have a look at a short video of our product. We are talking about a total market size. We aim to increase the total market size from the existing 10% to 40% by including the middle class as well. And so we will in turn increase the total market opportunity from the existing $1.3 billion to $2 billion. Talking about the current state, we already do the execution phase and have deployed 20 prototypes so far for user validation. So we have a fully equipped workshop and necessary equipment to realize our product. Now coming to some of the key financial aspects, we aim to sell the product at a price point of $3,200 million. The revenue for the first year would be around 7.8 crores and the profit would be around 1.1 crores. So we aim to have a growth rate of 40%. Currently, as talking about the competition, there is no product into the market with this kind of design and these kind of attributes. So there is no portable chimney into the market and we require a funding of around 50 lakhs for the first year to cater to the operational marketing expenses for the first year. Your time is up. Yeah, so with this, we would like to end our presentation. Now we are open for questions. Thank you. Over to the Judy. So what you're telling me is you're a portable faber or a hood? Is that what it is? Right. I mean, it's a portable version of the compact, I mean conventional chimney that is there into the market. Okay. And I mean, even the fancy hoods have suction capacity issues for our cooking. So is this primarily for cooking? Where is the problem? I mean, and how do you know that there is a problem to solve? How do I know that there is a market opportunity? Yeah, because we have conducted a full-fledged survey where we also have turned some statistical analysis based on which we got to infer that there are many people who are not able to install the conventional chimney because either of the space constraints or because of the civil work that goes in. And also because of the high cost of the chimney, so chimney is still a luxury in the Indian kitchens. So that's why we wanted to bring a cheaper version of the chimney and also wanted to reduce the size of it so that it can be used to create a whole new different market in the kitchen segment. So like we identified that basically like there are three target segments also that we can target like house buyers, bachelors and working professionals because these people, you know, face on a day-to-day basis the problem of kitchen space and also because the cost that goes in. So we have thought about this product from our own experience in our own kitchen. We cannot fit a conventional chimney and so we thought about this product. What's your distribution model and where your unit costs, will they go down, what scale and where are you in your journey is my last question. So talking about a distribution, so like we have incorporated three distribution channels. So first would be the retailers and the institutional sellers. The second would be the e-commerce and third would be the door-to-door sales. So like we will have different profit margins, I mean different profits as per the different channels. So it will vary between 15 to 25%. Also, what was the other question if I may ask again. Will your unit cost go down or some number and scale and where are you in your journey? Yes, yes. So like currently the cost of our manufacturing and creating the product is approximately $33,550. But like since we are yet to hit the market, so we would be further reducing this cost by at least 20 to 25% once we achieve economies of scale. So as per our conversation with the different suppliers when we will be procuring the raw materials, so we will be achieving that figure. And currently talking about a user journey, so we have as I told that we have already started, you know, already created a setup and we have already deployed around 20 prototypes so far and we are doing the product validation study with our users. So we have got some insights from them based on which we would be doing the further modifications and when we would be doing the pilot run. So we would be doing the pilot run of 1000 units up front and expanding based upon that. Just a second. I will just talk about the technology innovation. How far the technology is scalable? Like what footprint of, you know, the stove you can, your suction can work efficiently and can you scale up to larger kitchen also? Yes, so like talking about the suction capacity, so like currently our suction capacity is 500 cubic meters per hour as compared to roughly 1000 to 1200 cubic meters per hour of that of a conventional chimney. So like as we are covering one burner at a single time, so like this suction capacity is pretty good to go with. And I would also like to mention that maybe even if our suction capacity is on the lower side as compared to conventional chimney, but like the efficiency of suction is greater as compared to conventional chimney because we are reducing the clearance area between the chimney hood and the cooking pan. So that in turns increases the efficiency of removing the pollutants out of the smoke that is coming out of the cooking pan. So we have tested it from our end and we have got the results. What kind of value addition the basic product requires like if it caters only one stove at a time, then in a multi-stove how to manage this? Yes, so like as I mentioned that since this product is totally for a market which worries about kitchen space, so mostly such people would be using a one stove burner or a two stove burner because of the kitchen space constraints and you know to use the product on the different burners, we have given actually degrees of freedom to our product so you can move the chimney hood sideways and also vertically so that you can adjust as per your need. So what about the product scalability? Can we cater? I mean this is just suction efficiency that we have catered and other than the access of the you know the DO based access of the hood on the stove. So can it be scaled up to you know let's say then the customers would be mostly your domestic based customers. So I just wanted to understand in two ways. One is what is your sector scalability and number two is do you have any entry barrier for the competitors or the existing biggies there in the market? Tomorrow they can come up with this by the time you test it and get it they will be having a new product like this. If it does have a very important role you know if they feel like because they are better understand in a sector in terms of what is the need of such portable one stove based customers to have you know this sort of hoods. So talking about the sector scalability as I already mentioned that so like the current segment of the population covered by the convention chimney is just 10% which covers the upper middle class. But with the significant reduction in price that we have achieved through our product we are further increasing to the middle class and increasing total market opportunity to approximately 40% which in turns increases total market size by $.7 billion to roughly $2 billion so this is the sector scalability and talking about the entry barrier so like to make sure that this product is not easy to replicate. So we have also imparted IoT capability into our products so we have you know prepared a full fledged infrastructure that how our product will feature and we are also you know we also have a design patent in place the process patent is still yet to be received but it's working as per our expectations and talking about the further I mean the entry barrier of also that like what we want to how we want to protect our product so we do not want to restrict ourselves to one particular product but we want to expand to a whole segment of portable kitchen appliances with smart functionality so that it has an an entire identity to itself and it is not you know the same as any other brand into the market that is already into the market. I would like to connect a couple of scholars who are working in smart kitchen and explore how to come together or something new you can come out with. I have not to deal with this. Thank you. Yeah, sure, sure. Thank you so much. Thank you so much. Thank you so much Ujjwal and jury members. Next up we have team Greenho represented by Sheehan. Hello everyone. This is Sheehan from Greenho.com. Thank you for inviting. So let me share my screen first. Can you see the screen? Yeah. So Greenho is a property marketplace like Greenho is a full stack property marketplace which is mostly driven by data. So the problem we are solving here our real estate industry in Bangladesh is very fragmented and the property data is very hard to find as the industry is very informal and there's no standardized information where you can compare the data and compare the pricing itself. So Greenho is bringing the solution here as a property marketplace where you can search properties, you can find clean listings as we take about 183 unique fields of information for property. You can compare the pricing, you can reach out to developers and really sellers directly and you can make your decisions. So in Greenho, data is our core and we focus highly on user experience and it's very flexible for the seekers. And Greenho is a true marketplace like the landlord, tenant buyers, sellers, developers and all other transactional agents can connect to each other through Greenho.com. So our offerings are segmented in three different segments. So the number one is listing marketplace where the users can pay us for a single information or pay us for property informations and they also need to pay us to put their listings on our website. The number two is full agency ship which we call Greenho Direct where we can handhold throughout the whole process for clients who want to have the service from us. We can handhold the client from property searching to register the property. We can, we do this full agency ship model and there are add-ons where we offer home services, home shifting, renovation and other household services. We have a B2B offering as well for the local developers and agents. They can subscribe to our property platform and use it as a SaaS product where they can generate more leads for their properties and they can showcase their properties in our website. Here's the market validation. There are more than 44 property groups where the average member size is 37,000 each. So there's a very big number of buyers who are seeking properties in these groups and there are Bcroy.com. It's a classified model startup where you can get classified listings and there's this online real estate agency named Bproperty.com where they have listings for rental and sales mostly and they do only agency models. So annually in Bangladesh the total transactional amount is 7 billion on real estate. But in Vigo we are targeting the internet-savvy first-time home buyers which is our serviceable market and the market is of about $1.6 billion. So as we have started to transact from December 2020, we have over $97,000 of GMV and $20,000 of NMV from services only, household services. And we have $70,000 from property transactions. We served about 1,300 plus service orders. We have 220 resources on boarded like household service resources. We have done three property transactions. We sold three properties and we had... Time is up. I guess Muskaan dropped off. Sure. So you can see the team as well. So thank you everyone. Thank you. Over to Juhi. Thank you. I guess I'll see you in an hour on the other session. But really, is there nobody in terms of competitive landscape or can you talk about it? And what happens if one of these guys from India or any other Southeast Asian country decides to just expand their geo-reach? Sure. So as competitors, we don't have any direct competitor as a property marketplace. Because in Bangladesh, there's no property marketplace as of yet. There are few other portals like there's this Pekroy.com, which is a classified listing site. They have only classified listings and there's this online property agency which is named Bproperty.com. They're solely operating in an agency model whereas in Rio, we are working with everyone like developers, agents, brokers and other like the resellers and everyone. So it's a pure market place where anyone can connect to each other and we have also household services. So I think we are one of the kind at this moment in Bangladesh. And to answer your question, if anyone wants to expand from outside of Bangladesh, see the market is very different. Like we have been operating here in Bangladesh for the last one and a half years. We have the insights and we go to the field directly to collect data. So I think it would be difficult for anyone else from outside of Bangladesh to come in and start and take over within very short time. I don't think so because we will also be moving forward. Your margins and numbers? So in an agency model, we take about 3% of the transaction. And in a listing market place, we have a small bundle of like 100 Banadashi Taka 100 for like two to three listings to purchase. And we have about, we have a service charge of 250 Taka to list one single property in listing marketplace model. And in the value added services where the resources are doing the household services, we take about 25 to 30% of the total amount. Your acquisition costs? So the customer acquisition costs for full agency model is currently as 400 Taka per customer, like 400 Taka per lead actually. And for household services is about 100 Taka. Thank you so much, Shihab and Jury members. Next up we have Team Yuniku. I guess Mr. Padnaik is left. Mr. Padnaik? Yes, please go ahead with your questions. Yeah, I was just looking at, you know, kind of certain technical addition into this could have happened. Because this looks, you know, the platforms which connect people and, you know, properties all the time. That's there plenty and as the other member told, they can expand anytime to the world. And then like the next level coming up is kind of you also let the consumers realize the kind of the VR version of the property. There we have models of the various properties so that the users sometimes realize or the experience the property very well and go with locking it on out. So a couple of technology additions can come in that. Yeah, VR can be a very good tool. Estimation can be a very good tool. There are three, four current technology developments is coming into this real estate, you know, tools can mainly. So that can be looked into that. I'll just touch upon coming up more concretely on what are the other things they are doing. I had come across four or five such realistic people, you know, congregators who have come with different solutions on their board, but those things can be put in together. But again, you want to, we don't have an idea much on the market side of Bangladesh if you're just looking on Bangladesh. But the common features that can be added some experience to the consumers on your platform regarding the properties that can be of this model of the properties that can be added. Absolutely, absolutely agree with you. Actually, we just started one and a half year back so we have these things also in our pipeline like no one is doing anything with the contents or the visualization of the properties in Bangladesh as of yet. We have these things in our pipeline as we grow, we have it already in our pipeline so we'll definitely look into it and thanks for the suggestion. Sure. Thank you, Shahab and thank you jury members. So moving on to the next participant, we have team UNICO, represented by Ankit. Ankit, are you there? Ankit Trapati, are you there? I hope I'm clearly audible. Yes, yes. Ankit, you're on mute if you're speaking just a minute, Ankit is joining again. So to the jury members, team UNICO and team Luminate Network, both of them are left and they'll be pitching. Yeah, and team Rainwater Project is absent. So one participant is absent basically. Ankit, are you there? We can move ahead with Luminate Network. Rees is there. Hi Rees. Hello. Hello, yeah, please go ahead with your presentation. Lead, inspire, illuminate. So globally we see that after COVID there is a severe lack of business opportunities for Generation Z and we see increasing youth and adult unemployment rates. At the same time, it's long been said that global education as a system hasn't caught up to the ever changing world and the needs of the 21st century. At the same time, businesses are also facing a reckoning when they have a lack of input of Gen Z for their businesses startup and their social energy. That means that is a big loss in the knowledge and skill sets of a generation that can provide immensely useful insight. For example, Gen Z are creative, they're generous, they're inclusive, and they can bring a lot to the table. Introducing the Luminate Network, the consultancy and entrepreneurial community starting from Hong Kong that aims to nurture young ambitious leaders to tackle organizational problems for the social good. So over the past year, we've scaled to a small team of 50 members encompassing top universities and high school students worldwide from the UK, Hong Kong, India, and more. And we're well connected with links to social enterprises, NGOs, and startups in Hong Kong and beyond. We want to be just all in one platform, have career series and a consultancy platform where we're able to actually give business insights, and also at the same time help Generation Z get the skills they need to succeed in the workforce. So our target audience and our clients is twofold then. One is the Generation Z, our team, and they're open minded, they're responsive, and they're very inquisitive. Secondly, our clients, our social enterprises, NGOs, corporations, and startups. So our experience and a lot of nonprofit work and also in entrepreneurship. As you can see here, and we have onboarded a team of consultants from universities, including the London School of Economics, HK, USD, and beyond. So why us, right? We position ourselves in a space where we're able to blend the community focus and also the consultancy focus, right? So we see organizations like an Actus and 180 degrees consulting, we're positioned in a space where we're able to write not just opportunities for university students, but also the top of the world high school students. So we've done a variety of community being featured in a major radio in Hong Kong to a career series workshop where we looked at personality assessments, and we held a lot of more social events. So the revenue model is that we plan to continually sell different service packages to corporate sponsors and also to smaller nonprofits and social enterprises. So we'll charge a nominal consulting fee around 10K HKD and we'll also have a sustainable model in terms of in terms of events, costs, and career series. And you can see our expansion time right here so much. Over to the duty. Thanks, Rhys. I think the only person I've met who in a single stroke in a sentence completely demolished the existing education system and as well as the job market right. Okay, well, that's good in theory so I still have a problem trying to understand the problem you're solving. And really, where do you fit right in all this clutter of job apps and you know, gig apps and a number of other avenues. A lot is not clear in your presentation your, your real acquisition strategy, your plate your positioning, your value proposition. There's a lot missing so you can try and answer some of those but I think there's a lot of work to be done. So yeah, the problem with tackling is twofold. So one is just the fact that we see around the world and especially even in Hong Kong, that young students aren't getting the skills they need for the 21st century. They're not getting career preparation and support and they're not actually interacting with real businesses. That's something we try to target. And then on the other hand, we really want to give businesses and nonprofits insight into what Gen Z as a market want and what they actually need. So that's one part. And here's our value proposition. So two sides, right. So one side is why I talked about and a lot of what we as the community side, but most importantly, we also have a consultancy. So we're onboarding top high school students and university students and pairing them with corporates NGOs and social enterprises, and giving them actual project so we give Gen Z projects to work on from these organizations, and they're able to within this space up skill themselves but also learn real skill. So that's quite different. Why I think it's on the market in terms of just purely CV workshops and career preparatory workshops. So we're able to provide that hands on experience in actual consulting environment. And we are actually reaching out to high school students as well, not just university students because we think that they're that's a really untapped sort of reservoir of human capital. So that's one aspect in terms of client acquisition very onboarded and piloted our consulting program for startups, small starters and nonprofits, we want to scale towards corporates were able to turn who are able then to provide. We're able to sell packages to so we're able to sell let's say one consulting package where for two months, we're able to pair you up with high school students and university students to work on a specific project that you want us to work on. So that's quite neatly under their CSR or existing ESG sort of strategies. Yeah, hope that answers some questions. No, much better now. So that's great. My only feedback post that would be that messaging. If you could fine tune that and I would also highly recommend focusing on one segment there's a whole ocean out there. So dominate one segment very well, which is, you know, which has a bit of clutter or no existing clears. Do that well in that one segment be it the high school ones you talked about, or be it bridging the unskilled workforce readiness programs right so between the graduate, the unemployable graduates, and we have enough of an ocean of them here in India itself where it's a problem. And there are many startups who are working on upskilling them and having them pay back a percentage of their revenue post employment over three years as their fee. So you might want to study some of those, but focus on one thing, you're just all over the place. I would dominate one thing very well and then, you know, good luck and look forward to your refined startup. Thank you so much. In the similar light, I would just like to have you focus on either on the cause or the effect. We cannot just have the complete spectrum of problems and solutions bring in bringing into the market. So I would request you to focus on one cause or one gross effect which is coming up in a very bulk numbers, as is one example is cited as the jobless graduates and so on, or somewhere in a rescaling upscaling kind of thing, which would affect the employment or engaging directly with the employers somewhere you have to work on something and rescaling and upscaling. There are a lot of four startups also working in India on that. But again, when you go to go from one market to other, you have to see the case, which can be addressed to get in a very drastic effect on the outcome. So no doubt you would have to do a research on the whole spectrum, but catering has to be done with respect to the gates that is existing in a particular market that could be looked at. This is a global forum, so we've got to come up with some very research to global parameters, which gives us a good spectrum of problems and also a solution addressing that. So your scalability also goes up. Yeah, for sure. Yeah. Thank you so much. Yes, Ankit. Hi. Please go ahead. Okay, so hello everyone, myself, I am my voice is audible. Yes, you're audible and you're on mute by the way. Yeah, my voice is audible. Yes, yes, you are audible. So dear jury members, Ankit is facing some network issues. So he'll not be able to present. He'll pitch essay like verbally. So yes, Ankit, please go ahead. So hello everyone, myself, I am founder of Unico. So Unico is an obligation of unique and eco friendly products. So we do in one time we do kabadza sugar. So I really sorry that I'm not able to share my screen and sharing my pitch deck as well. So what we do we do kabadza. Hello, Ankit if you want I can present on your behalf. My pitch deck is in my laptop. So please go ahead. Yeah, so so basically my so we do kabadza sugar. So the problem as we know like climate change global warming. Especially a very big problem. Marginalized communities. I have made a lot of products from that waste to wow products and sell it to the well-focused market segments. And so all the products are made with the help of marginalized communities. So I support these communities and with their support, I'm infecting these products. So I have a variety of products. We have 45 plus products like we have a we are using waste bamboo, waste paper, like waste juice. Now we are doing research on cigarette waste, dry leaves as well. So we have a gifting products. We have a stationary product and we are a one stop solution for event and conferences. So we help event and conference to make it a zero waste. So event and conference. We have a solution for all the things to be used. We have a lot of products for gifting. So I started from 100 rupees career and in just 32 months, like it's near to three years, we just crossed 60 lakh revenue. And I have 170 plus corporate clients like Intel, code rates, National Geography, WWF, United Nations, UNDP, UNICEF. All our clients, they used to buy our products. So we usually give these kind of a products and help them to reduce their carbon footprint. So if anyone is buying our product, it will reduce their carbon footprint and it's created a dual impact by using our products. Like one is on environment and second on is the communities to whom which we are supporting. And it has a very huge market. So we are in B2B and B2C market for both. Thank you. Over to the jury. Thanks, Ankit. Well done despite the hardships. Thank you, sir. And sorry, sir, I am not able to share my screen. No, no, no issue. I think the messages, I mean, just what you're trying to say is clear. So I understand. But so what I would again like to know from you is more of, you know, you had three years of, you know, so far. Yes, give us a picture of what your plans are to expand. Yes, sir. How do you plan to tap other markets? You know, how do you tap these 160 corporate clients that you have? How are you keeping in touch with them? What's your team like? And what your needs are to grow and scale this business? Hello. Yes, sir. So, so, so, sir, basically like in three years, I receive a grants from HDFC bank from Facebook USA as well. And like these, these are the organization who support us. So I receive a 30 lakhs grant as well from HDFC bank global chain makers and Facebook USA as well. And also today I am representing like I was in top 15 startup by startup India and so is my innovations in trade fair. So and talking about the business plan, sir, like the market is used for these eco friendly products because like now onwards, everyone is talking about eco friendly and environment. But the thing is cost like eco friendly products, the cost is very high. But I have shown impact in my products and I have not gained much in it. I was going to create an impact. So that way, I have shown business expansion. I got connected with a lot of mentors. I have a lot of good mentors. From there, I got to connected with D2B markets. I usually do with LinkedIn as well. I have a team of 20 to 25 people in my team and we are working with interns as well. So we give them a training. You connect through LinkedIn through corporate. We get orders from there and for D2C market, now I am going to collaborate. Like I already collaborate with Fab India and Organic India. So the founders of Fab India and Organic India is one of my closest mentors. So now we are going to launch our products at 40,000 stores on the branding of Unico. This will expand our B2C markets. And the second sale is from online social media. We have 45 resellers in India and 15 resellers outside the country. So we give them our products so that they are expanding in the B2C market. So in this way, we are expanding our market. Now we are expanding to the international market as well. So now we are collaborating with many resellers and many stores. We are taking out revenue channels like this and we are expanding it in this way. So uncle, are you at the same place or where are you based and how do you tell them? So sir, we started from Delhi. So now we are supplying our products to Pan India. So we have orders online from our organizations. We give them Pran India access and deliver them. Recently I received a very big order from Intel. That's worth 20 lakh rupees. So now we are giving the employees of the entire Intel as a Diwali gift to them. So they have given us orders. We dispatch it to our factory in Great Onada. So we make our products there. Half of the products are made in different places. Like our sex workers are in Akshar Dam. So some of our products are made in Lonely Border. Some of our products are made in Kashna Jail. So our factory comes from different places. From where we dispatch Pan India. From where we get orders. Either it is a corporate bulk order or it is a single order. So we dispatch it from there. Talking about the international expansions. Like I said, FabIndia and OrganicIndia are expanding with us. Our resellers give us orders. We promote our resellers through our products. That's how we are expanding. We are doing delivery outside of India. So we receive orders from different countries as well. So how much did you sell this year and what was your profit margin? Sir, our products have different margins. So we have 45 plus products. Some have 30% margin and some have 200%. For example, I have made a note card with the weight of the cigarette. I have put 200% margin on it. This is how we are making products. There are different margins of different products. On average, we have a margin of 40-45% on overall. And in this year, like last year, we had COVID. So our sales were reduced in COVID. But now, we have started again. And in the last two months, we have sold 16 lakhs in two months. And if I talk from April 2021, we just crossed 25 lakh revenue in this five to six months. So immediately, thank you. Okay, thank you. I still have a question on raw material sourcing and the expansion, but I'll take it offline. Okay, sir. Thank you, sir. What are you looking up to in the next couple of years and what are the challenges you are seeing? Like you're happy, what is happening and what scale you're looking at? It's achieved. What sort of kind of lookouts there for next one year and what challenges you see in the current operations? So, sir, the challenges that are coming with us right now, the thing is that our orders are not confirmed. Like I just told you, I have 16 to 20 lakhs of orders in Diwali. Sometimes, we don't have one order for two to three days. So our communities have some effect. And we don't pay our communities. Our communities work per product. For example, if we have an order, we can tell them that if you make these pieces, you will get so much money per product. So we work with them on that basis. And we also take raw materials from different places. Like our waste bamboo comes from Assam. Paper waste, I take it from my college. Jood's waste comes from Kolkata. In this way, we collect different waste. We have also collected cigarette waste from Sriram Institute or Research Institute in Delhi. And in expansion, we are doing the same. The problem with us is that we are in an expansion phase and we want to do resellers through them. The other way, on the consumer side, this can be studied a bit. Like in various sectors, then you can put them down in terms of their operations. So after their own decisions, look at the complaint. There is something, a disturbance is coming. If you have a very good list of your probable customers who you are capturing now, and if you look at pan India existence of them and the list then, on the basis of what season their products are going, also kind of elaborate the kind of meat they have. So you can put it on the timeline of the one year which sector of customer, which kind of products have been are in demand. And then we can optimise your production, optimise the supply optimise the demand and supply both. So your artisans will not be sitting idle most of the time in a year. Yes sir. So we are always building new products. Like we are also doing festival gifting. And sir, you don't believe like we have two days and we have started. So every product that you are building, you need to see the complete spectrum of users and where are their existence? What are their time of operations? Where is your product is needed in which time of the year? So if you make a complete sketch of it, then optimise your resourcing, optimise your utilization of the main power, optimise your demand and supply. You will get an optimal kind of complete canvas that you can work on all the time. Instead just, you know, keep waiting for an order and then utilize the main power and resource and all that. Yes sir. So sir, we are doing an event sir. In the B2C market, we don't know if this stall will have a good market. Like in just two years, in two days, we have done a sale of 1 lakh rupees, which has gone through B2C. And like in the trade fair, many people don't know where they came from. Like in two days, we have done a sale of 1 lakh rupees. I was just suggesting, don't keep your market so much unprecedented. Have an optimal clutch on it. Okay sir. So your operation will be more smoother than if you get out unprecedented all the time. Guys will stick to you. The resource guys will stick to you. The manufacturing guys, the artisans will stick to you. Yes sir. So you create that optimal canvas of your demand and supply, accordingly you can work. So you know, every stakeholder will have an optimal expectation from you. Alright. Yes sir. Thank you. Sure sir. Thank you so much sir. That was amazing. Amazing presentations, all of you. Thank you, Judy members. This was the last pitch that we had. Thank you Mr. Pernayat, Mr. For your amazing insights and for the amazing questions you asked. I would now request our jury members to please share a quick closing thought and then we can proceed towards the end of the event. Mr. Pernayat, would you like to go first? Here, so actually, I will just talk about palm Sherwood. You know, the name and the kind of inclusion. Its media. Are all about delta and are all amazing and you know I think we could have been more active and disseminating the concept of misfit in all over India and we can bring in I think there are more pretty good startups there in with the core idea of the you know event but still it is amazing we would see in the next version what we can do more and bring in more fabulous ideas into this somebody is good in I know bringing in resources from very different plan somebody is good in using the resources raw materials and now somebody is good in catching a particular sector which is ignored by many so you know this thought process of bringing in this particular group of startups and you know entrepreneurs utilizing which is not generic is it's simply fabulous and definitely I would be active to involve myself in the future coming future you know versions of misfit more actively into this thank you so much. Thank you thank you for the invite and I think it's a fabulous and diverse and very young set of startup founders I think a lot of first time explorers if you will so it was good to interact and see them present these unique ideas I think we had a like I said although diverse we also had a spectrum of solutions for the world so I just wish we could broadcast this widely I'm trying to do my part to do that so I think you guys have to double up your effort to be active on media and so all the best and I think this is very hard to organize so I can imagine the work that went in the background so again each founder kudos to you for trying and where you are and best wishes to you going forward feel free to reach out if you need anything one-on-one we'll be happy to spend time thank you so much for the invite thank you so much and I'm hungry we all are so yes yes because you know let's move ahead to the ending of the event and this was the last day of the pitching sessions all top 30 startups have already pitched and on Saturday 27th November we are hosting the finale of Misfits 2021 cohort so please stay tuned and stay connected with us on our social media handles to get regular and to get more updates about the finale and yeah so with this again thanks a ton to everyone who is here who is watching us live yeah with this I would like to end the event here thanks a ton thank you everyone bye bye thank you have a good day bye