How are you different from a typical seed/angel investor?

MVP is a currently only a Business Advisory Firm. We have plans of raising a fund to invest in the companies we involve ourselves with. However, the amount that we will invest is going to be a small component of what MVP has to offer. We will invest 5-10L where as, Seed and Angels look at deals in the range of 50L to 1Cr.
MVP works with companies one step before seed/angel stage, most of our companies will go on to raise their angel/seed round during their engagement with MVP.
We work with companies in very early stage/ idea stage where as angels/seed investors look for some level of maturity in the business in terms of product, customers, revenues, business model etc. We primarily back promising teams with interesting ideas.
MVP also has a strong community that’s getting created as part of MVP is invaluable for young entrepreneurs. Currently we have 11 companies and 35 odd founders/entrepreneurs as part of this community, who share their learning’s, relevant contacts and much more, which forms a support system for each of the MVP companies.

What do you look for in a startup that’s right for mentorship by Morphius?
* A rockstar team, with the right set of skills, a great vision and a lot of passion.
* Are they solving a real problem and will customers pay them for their solution
* Business targeting a large market opportunity which is growing at a rapid pace.
* Scalable business model
* The comfort level between the MVP team and the founders.
* The amount of value MVP can add to the business has to be significant.

Are there any areas of businesses that you specialize in? (example: internet, enterprise, etc.)

MVP is a sector agnostic business advisory firm open to all kind of startups, at the same time we may not the best choice for all startups. Some of the primary selection criteria are:
* The startup has a rockstar team, with the right set of skills, a great vision and a lot of passion.
* Startup is targeting a large market opportunity which is growing at a rapid pace.
* Can the MVP add significant value to the startup to justify the engagement
* Most importantly, there is a lot of comfort level between the MVP team and the founders.
* Currently we have 11 companies in the portfolio some which are B2B, some are B2C and some are both. Around 40% of our companies are creating products for global markets and the rest are only focusing on Indian market.

Current portfolio spans following sectors:
News, Micro finance / finance, Wellness / Preventive Health, Online Content sharing, HR/hiring, Saas / Online collaboration, VOIP, Local search, Food, Web Services
MVP has also built a panel of Subject Matter Experts with varied expertise and experiences, who are available to work with MVP companies either on a one-off basis or for a longer advisory role, with specific timelines/deliverables built in. These are people who are experts from different fields, entrepreneurs, investors, etc. They come with in depth knowledge of their field of expertise and make available 3-4 hrs every month for the MVP companies.

Do you mind sharing the names of a few companies that you are currently working with?

Following are some of the names from our portfolio companies:
Instablogs (www.instablogs.com )
Commonfloor (www.commonfloor.com)
Foodathome (www.foodathome.in )
moblf (www.moblf.com)
Call Graph (www.callgraph.in)
Crederity (www.crederity.com)
Deskaway (www.deskaway.com)
Dhanax (www.dhanax.com)
Fachak (www.fachak.com)
LifeMojo (www.lifemojo.com)
SutraHR (www.sutrahr.com / www.sutrajobs.com)

6% equity for zero money and 6 months of formal guidance, isn’t that steep?

As a response to this question, I’d like to quote Paul Graham’s views about the quantum of the equity. Although we are not investing any money at this point in time like Ycombinator, but the same reasoning applies in our case too. Below is a link to the interview in reference and I have pasted the relevant section of the interview down here:
http://paulgraham.com/frinterview.html

Question asked to PG: I read that when you call Y Combinator winners, the founders have only five minutes to accept. (”If people turn us down,” he says, “as far as we’re concerned they’ve failed an IQ test.”) Have startups turned you down? Are there any that have turned Y Combinator down and still gone on to succeed with a liquidity event?

Relevant part of PG’s response: The “IQ test” quote refers not to how fast they have to decide, but the amount of equity we usually ask for. In the median case it’s 6%. If we take 6%, we have to improve a startup’s outcome by 6.4% for them to end up net ahead. That’s a ridiculously low bar. So the IQ test is whether they grasp that.

How do you measure the progress of startups working with you? What metrics do you use?
Since every startup is different from each other, we track each one of them separately with different set of metrics/KPIS. At the same time we use common frameworks to ensure scalability. MVP has created an agile start-up framework, which includes
* Weekly meetings, Monthly meetings
* Daily 10 minute calls
* Business goals documents (monthly/quarterly)
* KPIs
We work with each startup to create a set of KPIs (Key performance Indicators) which make sense for their business and these are tracked on weekly and monthly meetings both by us and the founders.
Here are some of the important metrics that are tracked across our portfolio:
* Unique visitors
* Time spent on the website
* VAC (Visitor acquisition Cost) – applies to online visitors
* LAC (Lead acquisition Cost) – applies to offline leads
* TAC (trial customer acquisition Cost) - only applies to SAAS type services where one acquired trial customers and later coverts into paid ones
* CAC (customer acquisition cost)
* ARPU (Average Revenue per user)
* Customer lifetime
* Customer lifetime growth rate
* Monthly expenses
* Monthly revenues
* Monthly Cash flow
* Cash in Bank
* How many months of cash is available
* Product Activity (different for different startups)

The progress is measured based on two criteria:
* Comparing planned Business goals and the achievement done
* Tracking the movement of KPIs again against what was planned as part of business goals

Most of our portfolio companies use the online project management solution from Deskaway (also MVP company) to manage their projects and collaboration. Google docs is also used heavily for document sharing and collaboration on the documents. Callgraph (another of MVP companies) is used to record and share daily/weekly and scheduled discussions that happen over skype.

How is the current market affecting startups in India? Do you see it as an opportunity or death of startups due to lack of funding?
It’s an absolute opportunity for startups and situations like this always separate wheat from the chaff. There will be a set of “Not so good” startups that may panic and succumb to an early death. At the same time the good startups with good teams will figure ways to stick it out, last thru the current market scenario and come out STRONGER on the other side.
Below are some of the measures startups should implement:
* Closely re-examine all costs and eliminate costs which are not needed or which are optional. Also squeeze costs in necessary areas as well.
* Think harder before making any significant cash investment/commitment
* Increase priority of revenue generation activities and initiatives
* Get to positive cash flow scenario asap
* Come up with a product / service which can allow the startup to take advantage of the current market conditions. A good product which can allow people to save money, which is what most customers/enterprises will look to do, will have an good potential to succeed.

Since startups will have hard time to get money, do you think your business will get affected due to current market conditions?
We don’t think startups will stop happening, India is seeing a good momentum of quality startups and we expect the same to continue. This is one of the best times to work with early stage startups as the valuations are favorable and the weaker startups are automatically disappearing, leaving behind quality startups.
Also, the VCs are saying they intend to continue doing deals but they will look harder and deeper and hence take more time on each deal. So the startups today need to make more progress than before in order to secure funding and will need to make the same money last longer, reach cash flow positive and figure out ways to do stuff without spending money. This presents MVP with a good market opportunity.

Call for entries open right now. 500-1000 word essay. Deadline - October 5th, 2008. Here’s the link for more details:
2nd Annual Base of the Pyramid Narrative Competition - 2008

According to the site, in summary:
“The Center for Sustainable Global Enterprise at Cornell University’s Johnson Graduate School of Management is accepting submissions for its 2008 Base of the Pyramid (BoP) Narrative Competition. This short-essay competition seeks to highlight the challenges of implementing business in underserved markets and identify innovative business initiatives or solutions to those challenges.”

Is anyone interested? We can work on this together.

According to a majority of economists, the US economy has already fallen into a recession.

When recession grips US, it naturally worries all the businesses depending mainly on US consumers and economy. The recession 1.0 or the dot-com bubble did not really impact most of the “global” Indian companies, as they were either non-existent then or was in their early stages with no dependence on US. This may be the first time a majority of Indian companies are facing such a situation, head-on. Are they prepared for recession 2.0?

Opportunity or threat

It’s tougher to take the customer through the sales funnel from awareness to a buying decision during a recession. So when there is a slowdown, the top-line and bottom-line are both pressured. As normal operations cannot suffer and it is easier to cut advertisements than people, the ad budget takes the first and major jolt. Traditionally and unfortunately, the weaker and short sighted companies start the downward spiral during and after recessions. On the other hand, a quick look at the popular brands today reveals that they all got stronger during one or two recession periods.

Instead of cutting down the investments on advertisement and marketing, companies should eliminate the risks as much as possible. Any investment that delivers measurable results and outsourcing the risks is the way to go. Traditional advertisement and marketing mediums like T.V, newspapers, radio and trade shows etc. are almost immeasurable, costly, does not guarantee you return on investment (ROI) and is not the best for a cash crunch period. Companies should revisit their strategy to remarket to existing customers, generate reasons for word of mouth publicity and find and advertise in emerging and cheap mediums.

Outsource your marketing and advertisement risks.

The traditional way of agency commissions and monthly retainer fees leaves the whole risk with the company. The agency either wants to spend more to get more on commissions or else they want to keep on advertising for longer periods. The most risk free model today is cost per acquisition (CPA) or in simple terms pay for results or pay for performance. When the risk of advertisement lies with both the parties, the company de-risk itself to a great extent. By paying only for the resulting sales, you get brand equity improvement, unbiased third party opinions, market research, brand recall and overall business improvement, for free. This also helps free up existing staff for improvement in operations, support, marketing, cross selling and all other core parameters which need attention. Finding an agency with CPA or PFR eliminates the risk of advertisement, considerably.

The emerging mediums

According to reports by Forester, Jupiter Research, BCG etc, digital interactive marketing mediums like social networks, blogs, email, mobile, display ads, rich media & search gives the maximum measurability with minimum cost. Sending communication messages when the user is in consideration phase and in a passive state of mind does not really help. Consumers are more in an active state of mind when they are interacting with these emerging mediums because of the curiosity factor. Chances are some of your messages can become viral and reach millions of people. These mediums also increase the brand recall manifold. Because of the reach of these mediums it is extremely important to be careful while using these mediums. Anything careless can be catastrophic. Advertising in these emerging mediums give access to a certain niche of people un-reached and almost often gives the company a competitive advantage.

Niche and vertical targeting

The next step is to find the right social networking sites where your kind of customers frequent. There are big players like Myspace, Facebook etc. which has large user base and has customers from all part of the globe and from all walks of like. But most of the time and for most of the companies, niche and vertical targeting helps in finding the right prospects with less cost. Where to advertise is a bigger question than what to advertise and to whom.

Influence the Influmers

More than half of Indian consumers are word of mouth (WOM) driven and passive. They take opinions before buying a product or service. Targeting them will not really help. A quarter falls into a category we at Kapston call Influmers or influential consumers. This lot is very proactive in generating WOM. Influmers advocate, influence and persuade the WOM consumers to try something they trust. Companies should carefully plan and devise strategies to initiate conversations with customers and give the Influmers something interesting to talk about. Though it’s a bit difficult to gain trust of this lot, it pays rich dividend in the end. The offline media campaign should be focused at targeting the appetite and habits of the Influmers and the online campaign should complement this effort. Orienting your campaign online will give free research as a by-product about what the market think about your product and services.

The money saved from reducing the advertisement and marketing costs can be reinvested to the business or can be used to swim through this recession 2.0.

iLeher: How did TringMe come about?
Yusuf: We were looking to build a Voice 2.0 platform. This was the TringSwitch that we were planning to push to enterprises so that they could support all types of voice terminations - SIP, Mobiles, VoIP, IM (Jabber), etc. When we built this, we came up with TringMe as a way to demonstrate this platform that we had built and thats how TringMe came about. Then we got covered by TechCrunch and the site took off

iLeher: So how many users do you have now?
Yusuf: 60,000+ plus.

iLeher: Cool!
Yusuf: Yes, we are already generating revenues as well. A lot of these users pay to use the site.

iLeher: That brings us to our next question. Whats the revenue model that you are envisioning? Mostly the Skype-like Call In/Out kind of model?
Yusuf: Not at all. Like I already mentioned, we built a platform that we could sell to enterprises. That remains a revenue model we are going after.

iLeher: So you basically install the boxes in enterprise networks?
Yusuf: Not necessarily. We are also looking at Hosted Services where the enterprise need not spend extra on installing the box. We can take care of the back-end for them. In addition to this, we are looking at licensing our technology to different websites where a real-time interaction between different parties makes sense.

iLeher: Such as?
Yusuf: Dating, travel, reservations (for hotels, travel, etc). There are lots of areas one can think of.

iLeher: Alright. Any other revenue model?
Yusuf: Yes, we are also looking at partnering with developers who have ideas and are looking to build on top of this platform. We will provide them with SDKs which they can use to build their apps.

iLeher: So do you charge them for it?
Yusuf: Depends on the company. We could do a cash deal or take equity. Depends. We absolutely reserve the right to partner in these cases. We will evaluate the company and only then partner with them. Having said that, if we believe in the company, we will see how we can work with them.

iLeher: So what is next on the horizon as far as TringMe is concerned?
Yusuf: We have just announced a mobile solution for low cost handsets. You can check out the announcement on the blog. Our blog has a lot of information about our various offerings- what all we support, etc.

iLeher: Yes, coming to that. You support a lot of terminations. What is your team size and how long did you take?
Yusuf: We are about 9 people

iLeher: Thats all?
Yusuf: Yes, we started around May-June last year. I started the company and then slowly the team grew to its current size

iLeher: Thats a lot of work for this short a time and this small a team!
Yusuf: Well, we have a lot of experience in this field and we were able to apply it to get things working.

iLeher: How about money?
Yusuf: We are self-financed at the moment. Friends and family besides our own money.

iLeher: So are you planning to bootstrap your way to an IPO?
Yusuf: We will go in for a round of VC funding at some stage. We will let you know as and when that happens.

iLeher: Thanks a lot for talking to us
Yusuf: My pleasure!

We spoke to a Yusuf about a few other things which are already covered on the TringMe blog. Please hop over after leaving your comments here.

We wish TringMe all the very best for the future.

Darpan Munjal has this great post on ecommerce in India, where he talks about what are the gaps that need to be filled and what it might take to create a successful business in online commerce. I completely agree with him on all the points, and believe that starting an eCommerce venture is going to be much more challenging in India. It involves proving the audience about the value of online shopping, which of course can only happen if some one can execute on the points that the post talks about - not an easy ask. I have my own personal doubts on whether we have the critical online mass for that in India right now. But that doesn’t mean that now is not the right time to venture into ecommerce. I am sure there exists a model that will fit the Indian market and to get that model right, now is probably the best time to start, falter, learn, evolve and get the early mover advantage. What are your thoughts? When will we see an Amazon in India?

Anurag Gupta ponders on the much talked about web 2.0 brands in India. Whether Indian firms can compete with the global biggies. Do we have the resources, talent, mindset to come up with offerings that can pull users and make money. All I have to say on this is that web2.0 is just fancy term for a combination of some web technologies and business models that leverage the power of community. If there is a compelling online service that solves a problem or adds value (e.g. travel, matri, job sites) or even just lot of fun (e.g. orkut) to customers’ online experience, we can do just as good a job as any global biggie. Now whether a new site can start making money or not is a different question. If you ask me, if its pure advertising based model, I’d not bet my money on it today, but online advertising market is surely evolving. On the other hand, this presents an opportunity to invent new business models to leverage the online traffic maybe by adding subscription based premium services, sending leads to transaction oriented sites such as ticketing, online shopping etc.

On a side note, do you think Reliance Entertainment is worth $3 billion ?!

“mostly because of higher pricing and seemingly less demand in certain geographies/economies. We believe that SMS Forwarding is a very developing economies phenomenon where other means of entertainment are few”

I can understand the high price concern, but I am not sure SMS forwarding being only in developing economies. I do know people out here in USA who are constantly texting. Maybe not as much as being in India, but VAKOW can bridge that gap for the Indians residing outside.

Good news is they are going social. They have Orkut integration where one can forward SMS to their friends scrapbook. Not exactly SMS to SMS but this is SMS to social networking. And it seems to work. Yesterday, VAKOW took this social integration one step further. They have launched VAKOWAPP. VAKOW’s facebook application that I can use to forward SMS to my friends in my network.

RG tells me that this should solve half of my problem before they launch international registration. And he is right. I am loving this integration.

I would like to think of this as their second step

1. First step was to launch a great interface around a simple idea (SMS-> SMS)

2. Second step is to provide SMS -> social networks (Orkut/Facebook/Opensocial)

3. What is third? May be this is the time they should start thinking of mobile advertisements? What do you think are different ways of making money around VAKOW?

Let VAKOW know what you think of their facebook app !!

Here is my stab at it. I would publish interesting orphaned comments (verbatim) in a single post as roundups. Here are some interesting ones that I think deserve attention.

1. Just read this post, I think it is a great idea specially the new feature described in the comments of store & sget. Also i guess these kind of features can be paid to monetize the site. I am sure you had thought of that Great work guys
   Tarun 

    View Comment in Post ” Vakow - it is all about execution !! “

2. i felt that in rural areas people are sufferinf from due to lack of mandatory facilities also. so that definetely we have to target the rural area for the marketing of companies and to enhance the facilities to fulfil the needs of the people and to aware of all the society. View Comment in Post “Opportunities in rural India?”
3. I just got to know about ZoomIn via FaceBook and the fact that it’s an Indiancompany got me interested, all right. I’d, any day, opt for an indian company for my solutions than any other. Anyway, after I got myself registered, I realized I could copy my galleries from Picasa and flickr into ZoomIn and since the very reason of leaving Flickr (best photo sharing service I’ve personally used) was that the number of my pics had grown well over 200, I’d decided to look elsewhere. However, it’s been almost 15 minutes now that ZoomIn has been shifting photos from Flickr and it’s still at it. I hope the rest of the experience happens to be satisfactory!View Comment in Post “Is there room for another photo site?”
4. It is bewildering why ecommerce pundits do not concentrate on the cultural issues associated with eCommerce in India. Though it is true we Indians have tendency of blaming cultural subtleties for every business which does not work here, but eCommerce has a strong cultural angle to it. Indians still consider shopping to an event which needs to be “celebrated” than something which is just a necessity. However with changing demographies eCommerce would fine critical mass of consumers who are willing to buy eCommerce arguments. Despite all the hoopla the eRetailers are not doing any good by providing flawed service. For example purchasing books online, the retailer would quite any damn book on its website (i.e. with the back end retailer) however the database would not have been updated for long. Then when the order is processed it is realized that the book is not physically present with the supplier. The reverse logistics of credit card payment being reversed is equally shabby. Its a vicious circle, to begin with the consumers do not believe in eRetail and hence retailers do not feel pressing need to develop viable online business model, and when they offer substandard services online, they alineate the consumers further.View Comment in Post “”We are sitting at the verge of a perfect storm” - Darpan Munjal on ecommerce in India”
5. I think penetration of internet may not have the intended local language impact. Indian’s colonial mindset considers English speaking to be elite and people would like to use English language search engines and portals as soon as they can (though they might be handicapped by it). Even if large crowd uses local language content it would try to “graduate” to the “higher language” engine. In China, people are comfortable using their language without having any inferiority complex. Moreover in India local content needs to be converted into too many languages unlike China where Mandarin works for everyone. Therefore comparing Baidu with Indian language internet initiatives is not correct.View Comment in Post “India Internet - status check”

I would like to thank all you curious souls who like to be a part of conversation and learn from each other. People who are commenting around blog posts are the ones making blogosphere so interesting.

*****1. Broadband growth in India will continue to disappoint by not showing an exponential growth. As against the target of 3 million broadband connections till 2005 end, only 0.18 million were achieved. At end-October, the total number of broadband connections stood at 1.92 million. The target till 2007-end is 9 million and 143 million by end of 2010.

I think I could not have been more correct on this.  Read the TRAI 2007 telecom report for full scope of how disappointing 143 million figure now looks like. This figure has been revised to 20 million by 2010 but even that is doubtful given that we will have 3.2 million broadband connections in India by end of 2007, with a penetration rate of 1.6%. In a study, eMarketer projects that India will have only 10.5 million broadband connections by 2011. Broadband here is defined as >=200kbps. Content Sutra says that We added only 750,000 broadband connections between October 2006 and September 2007.

Even Subho Ray, President of the IAMAI sounds worried, saying that 40 percent year-on-year growth (of ever Internet users) is not satisfactory: “If the broadband targets are not met in the Year of the Broadband there is a possibility of missing out on creating a virtuous cycle of better connectivity, better content and more users.”

***2. WiMax will not be able to solve the last mile challenge; instead we will see a realistic alternative in cellular. Surge in Wi-Fi enabled devices will increase the number of ways people get online.

I think I did average on this one. At the end of 2007 and I don’t see WiMax as a clear winner but I agree that lot of progress has been made on fixed WiMax this year. I think that eventually everyone would need connectivity in some form (am sure no one doubts that). Question is what will be the most common medium. Along with WiMax, cellular alternatives such as WCDMA, EV-DO are gaining momentum. This slide shows why 3G is better suited for India(slide #10 here). Internet users almost doubled this year in India and majority of this increase came from mobile. I am still looking for a study that shows how many of these are using IP based networks vs cellular network.

from this post in BS

Wimax is poised to be the next big thing in the world of wireless communication. 3G proponents would, however, differ with this statement. Nevertheless, with heavy investments in the advanced forms of communication, companies such as VSNL, Bharat Sanchar Nigam Ltd (BSNL) and Mahanagar Telecom Nigam Ltd (MTNL), Bharti Airtel and even smaller firms like Microsense, jumped on the wireless bandwagon and have started offering fixed WiMAX networks as pilots.

Code Division Multiple Access (CDMA) operators like Reliance Communications, too, are offering CDMA Evolution-Data Optimised (EV-DO) or its nextGen 2.5-2.75G wireless networks for hi-speed data and voice access. Even equipment manufacturers like Nortel, Alcatel, Nokia and Motorola are mulling the launch of these services.

India Broadband Wireless and WiMAX Market Analysis and Forecasts’ by UK-based business information provider, Report Buyer, estimates there will be up to 21 million WiMAX subscribers in India by 2014.

*3. Airline tax cuts will boost travel industry further in 2007. Better taxation model will lower the net cost of flying around in India. This will increase the volume for travel portals. Too many players will lead to lower margins on each transaction.

Volumes of air travel did increase and will continue to do so, but not due to lower taxation. In fact due to increased crude prices, ATF cost increased leading to increase in fare. This has adversely affected domestic airlines.

as per this, In fiscal 2007, airlines carried 35 million domestic passengers, up 39.50% from the previous year. The Center for Asia Pacific Aviation, a leading consulting and research firm, projects domestic traffic will grow at 25% to 30% a year until 2010 and is expected to cross 60 million by that time frame.

*4. Introductions of DVR in Indian markets with onset of Set Top boxes and DTH - people will no longer have to sit through painful ads to watch their favorite soaps. Set-top boxes will increase the market share of VOD. Find a detail post on various movie distribution channels here .

We did not really see DVR set top box offering like TIVO specifically, we did see lot of movement in DTH with Zee (Dish TV), Bharti airtel, Reliance (blue magic), Tata sky & Sun TV. In 2007, we also saw lot of progress in IPTV with MTNL, BSNL  offerings & Reliance signing up with Microsoft to offer IPTV. Eventually with IPTV & higher broadband, we will have automatic DVR type capabilities.

***5. Online maps and local data will become commonplace. People will start using street maps and peer reviews of local destinations. It will lead consumers to online directions and use of map for their travel. This will benefit local search players like mapmyindia, burrp, onyomo. Google has recently started offering street level maps in India. At least a few of the big players like yahoo/msn/google/rediff/indiatimes will start offering local search in India.

I think this is on evolutionary path with big players like Google/yahoo/Microsoft are now taking a serious look at India and heating up competition with early movers. See our take on local search.

*6. ATMs everywhere will become a platform for ad placement, movie tickets and quick data shopping. This will cause increased computer literacy of Indian populace. Indian Railways is already extending the use of Internet to assist passenger’s book e-tickets over the ATM.

nothing significant happened here that I know.

****7. Mobile payment and mobile ticketing will hit mainstream. This will lead the ecommerce players to take mobile interface more seriously.

2007 is the year when mobile and mobile VAS were on steroids. Like everything that got benefited by increased subscriber numbers (except the ARPU) we saw lot of improvements in mobile payments and all SMS related services. Obopay, Itz Cash, MChek, Paymate, Jigrahak and such are now raising money and launching mobile wallets, international and P2P money transfer. Here is the scoop.

*****8. We will find Indians spending more time playing games (mobile, PC and console). Zapak.com will find itself well positioned. We will see players entering the gaming arena.

Another one that I think looks very trivial in hind sight and right on the mark. Here is a good summary that I found in BS.

The Indian gaming industry emerged in a big way during 2007, right from reduction in prices, introduction of better gaming solutions to more innovative means to lure the gamers. “The market was driven mainly by large players in the industry,” explains Rajesh Jain of KPMG.

Microsoft reached out to the gamers by introducing Xbox 360 Elite, an upgraded version of its famous Xbox 360, which was launched in September last year. Its rival in the market, Sony also launched its PlayStation3 in India with the latest blu-ray formatted optical disc drive. Prices however, were slashed soon after, to penetrate further into the market.

The launch of dedicated gaming spaces along with introduction of easy-pay schemes, like pre-paid cards, also came into the forefront during the year. Zapak, which already has 10 gameplexes (dedicated cyber cafes that promote online gaming), will more than double the number in 2008. Sify will use its gamedormes to further the gaming cause.

*9. At least some online DVD rental companies and travel portals will realize the importance of offline presence and will tie up with local retailers and local travel agents for convenience of non-Internet savvy population.

DVD rental business was busy doing M&A during 2007. Madhouse got acquired by SeventyMM. Anil Ambani’s R-ADAG and Nimbus looking at this space with R-ADAG talking about buying SeventyMM.

**10. iLeher will continue building a community of young professionals trying to make sense of the complex web of events relating to Indian Internet industry. Read our about page if you are interested in being a part of this community.

Oh, I wish I had nailed this one. Hoping to do so next year. I want to thank all of you for being a part of iLeher community. Let the new year begin. I want to wish you a very interesting 2008 ahead.

Leave a comment if you agree/disagree or simply want to wish everyone in the community a fantastic 2008.