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&#xa0;Spread over 10,000 sq. feet,<a href="https://www.zomato.com/ncr/prankster-sector-29-gurgaon/photos"> Prankster</a> is not just <keyword id="6361586" type="COMPANY" weightage="100" keywordseo="Gurgaon">Gurgaon</keyword>’s largest restaurant but it also holds the distinction of being India’s first F&amp;B campus. 
 
Think, light installations, funky decor and most importantly a trip back into time, thanks to its ‘back to college’ theme. 
 
The gigantic single floor restaurant, which opened its doors last weekend, has different spaces dedicated to different activities that are bound to keep you entertained. 
 
Walking up a flight of stairs will lead you to a narrow corridor that opens up to a library, replete with bookshelves. They’ve even gone ahead and made the light installations out of actual books. All, in all, the decor is pretty sweet. 
 
 
 
There’s also a mixology lab, a classroom, a canteen, an amphitheatre and a hostel room with bunk beds. (which can be booked for a small party). There’s also a jeep and a food truck parked outside and you can even take your drinks and sip on them while sitting on the scootys that double up as sofas. There’s also a projector in literally every room and last but not the least, there’s also a lover’s corner- because why not? 
 
 
 
 The food is rather innovative as well. The cuisine that <keyword id="32888" type="UNKNOWN" weightage="100" keywordseo="prankster">Prankster</keyword> is serving can be labelled- progressive nostalgia. The huge menu boasting of over 150 innovative dishes each have their unique story and are bound to take you back to your college days. Basically, all your comfort food, served in a way that you would have never imagined. There's Dahi Bhalla Icecream, Rose Kheer, Pav Bhaji Burger and Sambar Cappuccino with Dosa Papad to name a few. 
 
 
 
 
 
 
 
 
 
 
 
.

Have a look at Prankster, Gurgaon’s largest
restaurant which is spread over 10,000 sq. feet<o:p></o:p>

<ul><li><keyword id="54572" type="CITY" weightage="20" keywordseo="PepsiCo">PepsiCo</keyword> India said within 30 years of our establishment in India, PepsiCo India has grown exponentially to emerge as one of the largest Food and Beverage company in the country.</li><li>On account of such a tremendous growth, PepsiCo India has committed to invest over $2.1 billion in the country over a five-year period ending in 2022. </li><li>"While there have been some short-term head winds due to Covid, we at PepsiCo are extremely optimistic about the future and are committed to provide consumers the right portfolio of products across food and <keyword id="23943" type="PERSON" weightage="20" keywordseo="beverages">beverages</keyword>," they said.</li></ul> In an interview with IANS, Vishal Kaul, Vice President &amp; Business Head, Beverages, PepsiCo India and Dilen Gandhi, Senior Director and Category Head of Foods, PepsiCo India said within 30 years of our establishment in India, PepsiCo India has grown exponentially to emerge as one of the largest Food and Beverage company in the country. On account of such a tremendous growth, PepsiCo India has committed to invest over $2.1 billion in the country over a five-year period ending in 2022. "'As people adjust to the enew normal', in-home consumption is witnessing a significant uptake. We are witnessing a jump in both penetration and frequency of our food and beverage categories. There is a growing demand for our larger packs as in-home occasions of togetherness have increased manifold. While the consumers are looking at in-home experiences and seeking convenience, they are also looking at value," they said. "While there have been some short-term head winds due to Covid, we at PepsiCo are extremely optimistic about the future and are committed to provide consumers the right portfolio of products across food and beverages," they said. "Even in the COVID environment, our categories are seeing robust demand and growth across most channels," they added. Q: How is PepsiCo India responding with its business models to the Covid-19 situation? A: The COVID-19 has led to a complete paradigm shift as everything around us has changed- consumer behavior, retail landscape, competitive environment. Very early on, we realized there was no playbook to tackle the COVID challenge and the situation would continue to change. So, we had to arm ourselves with taking quick decisions while not having all the relevant information. To help us navigate the crisis, we established 6 guiding principles: Being People Centric, Being Consumer Centric, Being Customer Centric, Being Community Stewards, Being Agile and Being Prudent. These were the lens through which we saw every decision and we empowered our teams for agile decision making. At a time when stepping out for even essentials was fraught with risks, making our product conveniently available for our retailers and consumers was a key focus area. Hyper-local delivery emerged as a solution and we invested in emergent channels like Ecommerce for both B2C and B2B. We partnered with Amazon, Big Basket, Grofers, Swiggy and Dunzo to ensure uninterrupted availability of our food and beverage products to consumers across locations with safe delivery-on demand for all our consumers. For B2B, we further strengthened our existing Distributor model with the EB2B model, where we partnered with Udaan and Big Basket to help small and medium businesses. This partnership ensured our product portfolio was easily made available to retailers, so that they can cater to demand in the market. Q: How does PepsiCo view the big jump in consumption of snacks and beverages at home? A: PepsiCo India has always kept a pulse on consumer trends and continued to develop its portfolio in line with what consumers want. As people adjust to the enew normal', in-home consumption is witnessing a significant uptake. We are witnessing a jump in both penetration and frequency of our food and beverage categories. There is a growing demand for our larger packs as in-home occasions of togetherness have increased manifold. While the consumers are looking at in home experiences and seeking convenience, they are also looking at value. In order to serve the consumer better and rapidly adapt to their changing requirements we have introduced a 1.25-liter PET pack in our beverage portfolio at a very affordable price of Rs 50 which will enable the stay-at- home times even more special for our consumers. We have also introduced various combo packs for our food portfolio creating and further driving in-home consumption.Q: What are the investment plans for PepsiCo in India? A: Within 30 years of our establishment in India, PepsiCo India has grown exponentially to emerge as the largest Food and Beverage company in the country. On account of such a tremendous growth, PepsiCo India has committed to invest over $2.1 billion in the country over a five-year period ending in 2022. This commitment is a part of our previously disclosed commitment to invest $5.5 billion in India and includes our plan to double our manufacturing capabilities locally in the next five years, to cater to the ever-increasing demand of our products among the consumers. In recent years, we have announced an investment of Rs 514 Crores in a new foods facility in Uttar Pradesh which will provide 1,500 direct/indirect jobs. We have also invested in increasing capacity at our existing foods plants in West Bengal and Maharashtra and have additionally proposed to set up a greenfield project in Assam. Q: What is the production capacity for the PepsiCo products, and has it reached pre-Covid levels? A: We have resumed operations/ manufacturing across foods and beverages in the best manner possible, ensuring that all guidelines regarding safety of our employees are strictly adhered to. In the current environment and limited workforce across shifts, we are trying to ensure that we can meet the demand and operate at an optimal level to cater to our consumers with their favorite snacks and beverages. Nonetheless, we remain committed towards our employees and our consumers and see an uptake in both supply and demand in both categories. Q: What has been the response to the Covid situation? A: As brands look at engaging with consumers, the first and foremost part is that the current situation requires brands to provide consumers with a seamless and safe buying experience. That apart, this is also a unique opportunity to build an even more authentic relationship with the consumers by listening to them and providing the functional and emotional comfort. While there have been new ways of ensuring consumers had 24X7 accessibility of our products in a safe and hygienic manner, Brands across the PepsiCo India portfolio have also initiated interesting campaigns rooted into insights that we mined through the real time social listening we do at PepsiCo For consumers, safety comes first, and they are now refraining from going to crowded places and prefer low exposure. Hence, we partnered with SWIGGY and Dunzo to provide our products across food and beverages at their doorsteps, 24X7. We also saw that with low touch format being the new trend, there was a need to work with our partners to find low or no touch solutions for dispensing water. After extensive research and trials, we were able to finalize the Aquafina Low touch dispenser model as a product that we could roll out now given it meets key criteria including safety of consumer,practicality as well as economies of scale. We also evolved in the way we communicated to our consumers with messaging that were more relevant in current times. For example, <keyword id="44672" type="CITY" weightage="20" keywordseo="Pepsi">Pepsi</keyword> identified that while social distancing was the new normal, however a lot of consumers were either not aware of it or were not following it fully. Salaam and Namaste, which were deeply rooted into Indian culture are actually the best forms of contactless greetings, which was the need of the hour during the COVID times. In an endeavor to make these contactless Indian greetings a part of pop culture, Pepsi introduced a digital forward campaign that aimed at inspiring the world that greeting each other with salaam/namaste is a perfect way to ensure social distancing and yet maintain connections responsibly. It encouraged behavioral change through adherence to social distancing norms in an entertaining manner. The campaign broke all past records in India and made a meaningful impact to the consumers' lives. On the other hand, LAY'S, started a special initiative for the many unsung heroes of India - farmers, truck drivers, retailers, etc. e who continue to bring joy to millions even in these challenging times. The brand partnered with Smile Foundation to provide hygiene kits to over 40,000 families of such unsung heroes. These hygiene kits contain masks and sanitizers, to support these champions as they continue to work hard even in these unprecedented times. As part of the initiative LAY'S has also collaborated with leading Indian brands like Airtel, ICICI Bank, Parachute, Dunzo, Big Basket, JK Type, Vistara, Grofers and together have thanked millions of these unsung heroes. We also had other brands from our portfolio like Mountain Dew, Quaker, Tropicana etc do similar contextual campaigns and the response from the consumers has been overwhelming.Q: What have been the sustainability initiatives of PepsiCo? A: In its role as a responsible social citizen, PepsiCo India has taken several initiatives to contribute to the nation's ongoing efforts to combat the COVID-19 outbreak. As part of its #GiveMealsGiveHope global programme, PepsiCo India provided over 10 million meals to the underprivileged and marginalized families impacted by the COVID-19 outbreak across India. The meals were distributed in partnership with Akshaya Patra Foundation, Smile Foundation &amp; CII Foundation, across the country. The company also extended support to the healthcare and diagnostic facilities by providing over 35,000 COVID-19 testing kits to government labs, supplementing their efforts to combat the pandemic. Furthermore, the COVID 19 crisis has impacted the restaurants and the workers significantly. It is forecasted that 4 out of 10 restaurants would shut down. Pepsi initiated a campaign #PepsiSaveOurResturants, an inclusive program where every time you order food and add a beverage to your order and it can be any beverage -- Pepsi or any other beverage, Pepsi will give that many meals to the restaurant workers who have served us. Pepsi partnered with NRAI and Swiggy to bring this campaign to life. The campaign has got great response as it has provided many consumers an avenue to support the restaurant workers who have always served them. Q: What are the changing consumer patterns expected due to Covid? A: The COVID-19 challenge is making both consumers and brands face a new reality. Consumer behavior and pattern is emerging and evolving at a fast pace. Some of the key insights that are emerging are as follows: #Mobile is the new TV: Consumers, customers, employees and our ecosystem partners have leap frogged towards leveraging digital solutions and the mobile is at the epicenter of all this. Be it work from home, communication to consumers, taking orders from customers or Ecom, consumers are practically dependent on their mobiles. They are consuming content online, buying online and even engaging with extended family and finds online. Therefore, it's important to jump shift this capability and work with the ecosystem partners to strengthen this muscle. #Value in Table Stakes: While value has always been important for consumers, going forward it would become even more crucial. The brands/companies who can re-engineer their business models to deliver this via an advantaged model, would succeed in the long term. #Hope Trust and Fun: We believe consumers would be looking at 3 emotional benefits and brands that can provide the same authentically, would be the ones that consumers would choose - The first is Hope. Hope is tied very closely to empathy. Brands need to be empathic and craft messages which are reassuring and relatable to consumers in these unprecedented times. - The second is Trust. Now more than ever, consumers need to see brands walk the talk in everything they do e whether it is the core product promise or leading a cause to support communities. -The third is Fun. Today, consumers are working twice as hard, donning multiple hats and with sources of entertainment and recreation limited, a brand that can that can present an opportunity for consumers to express themselves in a fun manner will be able to build deeper connects with the consumers The situation would continue to evolve and it is important we continuously have our ear to the ground and we keep sharpening the strategy basis consumer needs. Q: What are the initiatives to bolster the retail network by PepsiCo? A: The pandemic has given rise to a enew-normal' world and we at PepsiCo India have maintained a close look out on the evolving consumer behavior pattern to be better prepared for the future. We take cognizance of the fact that we need to cater to different audiences, be it consumers, partners, distributors through different channels. For the consumers, demand for online deliveries has soared since the start of the stay-at-home order. Thereby, it was almost imperative for businesses to enhance their Direct to Customer (D2C) channels like Swiggy, Dunzo to ensure we have exclusive e-stores and a mechanism to cater to our consumers at their doorstep 24/7. By tapping the 'Daily Grocery' on Dunzo's app, customers can visit the LAY'S E-store and get these products delivered within an hour of ordering. The initiative has currently been launched as a pilot in <keyword id="6354321" type="LOCATION" weightage="20" keywordseo="Bengaluru">Bengaluru</keyword> and will eventually expand to 4 more cities across Mumbai, Gurugram, Delhi, and Jaipur. For the beverage category, we have tied up with Swiggy stores where we ensure availability of our products to the consumer on demand and delivery within 2 hours. On the other hand, Aquafina has tied up with a micro delivery platform OwO is for expanding reach into "At -home" consumption of packaged water. From a consumer perspective, our research has shown that consumers prefer dealing with apps such as OwO as they find it convenient. For the retailers and wholesalers, an interesting emerging channel is the EB2B model, under which PepsiCo India has entered into deep partnership with Udaan and Big Basket to help small and medium businesses. They should always have access to our product portfolio to ensure that they always meet demand. On the other hand, we remain committed to the distributors and ensure that we grow them and grow with them. Q: How does PepsiCo view the recent agriculture reforms including the flexibility to farmers to sell their products? A: Let's talk briefly about our collaborative programme and how that is focused on working closely with the farmers and based on years of trust and relationship. At PepsiCo India, we are guided by eWinning with Purpose' - our fundamental belief that the success of the company is inextricably linked to the sustainability of the world around. Agriculture is at the heart of PepsiCo India, and the companies relationship with farmers in India goes back 30 years. PepsiCo was the first company to introduce own researched processed grade varieties in India in late 90's. At present, PepsiCo is largest processed grade potato buyer in India. To fulfill its chip grade potato demand locally, PepsiCo developed largest collaborative farming for potato in India spread across 13 states working involving over 24,000 farmers. The potatoes are then processed in 3 manufacturing plants which employ close to 2,000 direct and indirect employees. The retention rate of farmers being part of the collaborative farming program is as high as 98 per cent. All the potato used in Lay's and Uncle Chipps is sourced from farmers in India e in fact, PepsiCo is the largest buyer of chip grade potato in the country today. Q: What are your views on the outlook for consumer sentiment? Is it an essential versus discretionary choice? A: India consumption story has just started and according to industry reports, India will be the 3rd largest consumption market by 2025. While there have been some short-term head winds due to Covid, we at PepsiCo are extremely optimistic about the future and are committed to provide consumers the right portfolio of products across food and beverages. Even in the COVID environment, our categories are seeing robust demand and growth across most channels. Our robust and balanced portfolio across "Fun for You" products like Pepsi, Lays Dew, Kurkure or "Better For You" products like Lipton, Pepsi Black or "Good For You" products like Quaker, Tropicana and Gatorade are getting greater acceptance from consumers. SEE ALSO: <a href="https://www.businessinsider.in/business/corporates/news/after-google-pwc-india-declares-a-company-wide-holiday-for-its-employees-this-friday-offers-time-off-for-a-well-deserved-break/articleshow/77125627.cms">After Google, PwC India declares a company-wide holiday for its employees this Friday – offers time off for a 'well-deserved' break</a> <a href="https://www.businessinsider.in/thelife/personalities/news/mukesh-ambani-is-now-the-fifth-richest-person-in-the-world-according-to-forbes/articleshow/77105843.cms">Mukesh Ambani is now the fifth richest person in the world, according to Forbes</a> <a href="https://www.businessinsider.in/business/corporates/news/tcs-infosys-hcl-tech-dont-want-h1b-ban-but-are-pocketing-savings-while-it-lasts/articleshow/77120776.cms">The H1-B visa ban is not what Indian IT firms want⁠— but they are pocketing some savings while it last</a>

PepsiCo India has grown exponentially to emerge as one of the largest F&B companies in India

<a href="http://www.businessinsider.in/searchresult.cms?query=delhi&amp;sortorder=effectivedate">Delhi</a> is not exactly the city that you’d think would treat <a href="http://www.businessinsider.in/searchresult.cms?query=parsi&amp;sortorder=effectivedate">Parsi </a>cuisine as one of its own, but <keyword id="227620" type="ORGANIZATION" weightage="100" keywordseo="Olive-Group">Olive Group</keyword>’s <keyword id="2598384" type="UNKNOWN" weightage="100" keywordseo="SodaBottleOpenerWala">SodaBottleOpenerWala</keyword> seems to have dispelled that myth. 
 
From their first restaurant at <a href="http://www.businessinsider.in/searchresult.cms?query=gurgaon&amp;sortorder=effectivedate">Gurgaon</a> in 2013 and their ever-crowded joint at <a href="http://www.businessinsider.in/searchresult.cms?query=khan+market&amp;sortorder=effectivedate">Khan Market</a> to their recent foray into <a href="http://www.businessinsider.in/searchresult.cms?query=noida&amp;sortorder=effectivedate">Noida</a> with an outlet at <keyword id="6427591" type="UNKNOWN" weightage="100" keywordseo="DLF-Mall-of-India">DLF Mall of India</keyword>, SodaottleOpenerWala and its food is hitting all the right notes. 
 
Business Insider decided to take an afternoon detour to the two-week old SodaottleOpenerWala, Noida to find out for ourselves if they’re doing the <keyword id="2136097" type="UNKNOWN" weightage="100" keywordseo="dhansak">dhansak</keyword> justice. 
 
 
FIRST THOUGHTS 
 
 
 
The restaurant is located on the 3rd floor of <a href="http://www.businessinsider.in/EXCLUSIVE-How-DLF-gave-the-country-Mall-of-India-its-first-destination-mall/articleshow/52025229.cms">DLF Mall of India</a>, the country’s largest mall and is bang opposite <keyword id="150626" type="COMPANY" weightage="100" keywordseo="HM">H&amp;M</keyword>, which works out perfectly in the favour of SodaBottleOpenerWala as almost everyone coming out of H&amp;M end up heading to the restaurant. 
 Mohit Singh, the manager of the Noida outlet echoes this thought, adding that this exact spot is a blessing in disguise when being around popular <keyword id="34615" type="ORGANIZATION" weightage="100" keywordseo="restaurants">restaurants</keyword> such as Cafe Delhi Heights, Chili’s and <keyword id="98233" type="UNKNOWN" weightage="100" keywordseo="Mamagoto">Mamagoto</keyword>. 
 
The restaurant which opened its doors to the public barely two weeks back, starts its day at 12 pm and shuts its doors at 12 am. They do not take reservations and on any day, you are bound to notice a long line of people waiting patiently for their turn inside- an evidence to their popularity. 
 
We arrived at 12.45 pm and were escorted to our table by the manager. About 20 minutes later, the restaurant started filling up like a stadium before a cricket match. 
 
 
 
Naturally, the view outside was the familiar sight of a long queue of people waiting their turn. 
 
 
LOOK AND FEEL 
 
 
 
The Noida outlet has a modest space that can sit about 90 people at a time. 
 Undoubtedly, the old Irani cafe charm dominates every nook and corner of the interiors which is done up beautifully in bright colours aided aptly by the trademark red and white table cloth, lighting, the 70’s playlist and the wall decorations that are a throwback to the legend of <keyword id="1742714" type="UNKNOWN" weightage="100" keywordseo="Irani-cafes">Irani cafes</keyword>. They’ve even managed to throw in a cute little Irani bakery amidst the space that makes you want to skip to dessert altogether. 
 
 
 
 
DRINKS 
 
The Drinks menu of SodaBottleOpenerWala is a delight to read, and as we found out, even better to taste. 
 
Apart from a variety of inhouse ‘chais,’ the menu feature unusual accompaniments to a meal such as Gaane nu Ras, Mawa Shake, Irani Falooda, Sekanji Bin and ofcourse the usual at every Irani cafe-Raspberry Soda. 
 
Our nostalgia for the city that never sleeps was at its peak once we saw ‘Ganne nu Ras’ (Rs 130) on the menu but unfortunately, we were told it was unavailable at the moment. 
 
 
 
Not worried by our minor setback, we instead went with Mrs SodaBottleOpenerWala’s Cold Coffee (Rs 130), which with its distinct flavour was one of the best cold coffees we’ve had, a Nimbu Soda (Rs 80) that arrived in a cute mason jar and was more than enough for two people and the delicious Raspberry Soda (150), which is undoubtedly the best in town. It’s time to say goodbye, Duke! 
 
Highly recommended: The Sekanji Bin (Rs 150); a Persian drink made from mint and dried plum, is refreshing and fairly equipped to beat the Delhi heat. 
 
 
STARTERS 
 
It is only when you go through the list of starters that you realise the true intentions of SodaBottleOpenerWala. 
 It not only wants you to relive the Parsi goodness, but also indulge you in the comfort of the local snacks of Mumbai, and thus a quick scan of the menu will reveal how Mumbai favourites (Kanda Bhajji, Grill Sandiwch, Vada Pav) are thrown in good measure amongst the Parsi offerings. (<keyword id="3349518" type="UNKNOWN" weightage="100" keywordseo="Kolmi-Fry">Kolmi Fry</keyword>, Chicken Farcha, Bun Maska, Tareli Macchi) 
 
 
 
We started off with the Vada Pav (Rs 60 per piece), which was undoubtedly better than what we’ve sampled in Delhi, but nowhere close to how it is in Mumbai. 
 
 
 
Next was the Kolmi Fry (Rs 395), a preparation of fried prawns with onions which was the star of the meal. Cooked to perfection, its delicious taste lingers on. (Be warned, it’s on the oily side.) 
 
 
 
We moved on to the Boneless Chicken Farcha (Rs 250), a classic Parsi style fried chicken, which was given a modern twist and served to us in the form of mini-cutlets of four. Unfortunately, it didn’t stand out as expected. 
 
Highly recommended: Eggs Kejriwal (Rs 175). Don’t ask questions, just go ahead and order it. SodaBottleOpenerWala’s version of it is an absolute stunner. 
 
 
MAIN COURSE 
 
The starters are bound to fill your stomach, so order accordingly if you want to take full advantage of the main course that is waiting to spoil you. The restaurant also serves combo meals (They include a main course and cutlets) in steel tiffin boxes that are a total value for money. 
 
 
 
If you’re aiming for the big guns, like us-order your heart away. We tasted the Salli Chicken (Rs 330), a traditional Parsi style chicken gravy with potato fries on top and were blown away with how soft the chicken was. Pairing it with Maska Pav (the softest we’ve ever had) is a good idea as it makes for a memorable meal. 
 
If you’re confused between the Dhansak (Rs 360/475) and Berry Pulao (Rs 425), choose the Dhansak. You won’t regret it. It’s quite close to the ones you get in Mumbai. 
 
Highly recommend: The Patra Ni Macchi (Rs 610). This dish is bound convert anyone into a fish-lover. 
 
 
DESSERT 
 
 
 
Deciding to give the freshly baked goodies a miss, we settled in for the Toblerone Mousse (Rs 125), which could’ve done with a little bit more of toblereone, but maybe we’re being greedy. 
 
Highly recommended: The Parsi Dairy Farm Kulfi (Rs 180) to wrap up the Mumbai nostalgia. 
 
 
MANAGEMENT SPEAK 
 
Mohit Singh, SodaBottleOpenerWala Noida’s restaurant manager tells us that in two weeks itself, the outlet has received overwhelming response, serving approximately 500 people on weekends and 300 on weekdays. The number is huge for a restaurant that caters to a niche audience with just one type of cuisine. 
 
 
 
He admits that though people show initial apprehension when they learn that they serve only Parsi cuisine. “We tell them to just come inside and taste one dish and if they are still not convinvced, then go. Most of the times, they end up staying,” Mohit adds. 
 
The only drawback of the restaurant, according to Mohit is the fact that they don’t have an alcohol license, yet. “That kind of restricts us, because we do amazing cocktails. But, just last weekend, we took a day license and served complimentary drinks to our patrons. They loved it.” 
 
Don't worry though. They're getting one so0n. 
 
 
INSIDE INFO 
 
The Noida outlet has a new item on the menu in the form of the Bambaiyya Potato Fry. 
 
 
BI ROUND UP 
 
SodaBottleOpenerWala is every Irani cafe’s 21st century makeover- it’s their cousin that returned after a stint abroad. 
Eating here is an experience you must not miss. 
 
Rating: 8.5/10 
 
--- 
 
Address: SodaBottleOpenerWala, 3rd Floor, DLF Mall Of India, Noida Sector 18. 
Meal for Two: Rs 2000+ approximately (without alcohol) 
 
 
Image credit: Manoj Bhagavatula 
 
(Disclaimer: The meal was sponsored by the restaurant)

RESTAURANT SPOTLIGHT: SodaBottleOpenerWala, Noida is
an impressive ode to Parsi cuisine and Mumbai.

<keyword id="1965749" type="UNKNOWN" weightage="100" keywordseo="Internet-businesses">Internet businesses</keyword> in India seem to have reached a tipping point, going by the kind of <keyword id="6357097" type="COMPANY" weightage="100" keywordseo="venture-capital">venture capital</keyword> <keyword id="6362476" type="ORGANIZATION" weightage="100" keywordseo="investments">investments</keyword> we have seen in the current financial year, starting from April 2013. Overall <keyword id="1664180" type="UNKNOWN" weightage="100" keywordseo="Digital-commerce">digital commerce</keyword> has flourished worldwide throughout the calendar year and is expected to reach well over $1 trillion by the end of CY2013 (ending in December), according to MarketResearch. On the other hand, the <keyword id="35621" type="UNKNOWN" weightage="100" keywordseo="e-commerce">e-commerce</keyword> market in India is growing at an average of 34% since 2009 and is expected to reach $13 billion by year-end, according to the recent KPMG-IAMAI (<keyword id="128625" type="ORGANIZATION" weightage="100" keywordseo="Internet-and-Mobile-Association-of-India">Internet and Mobile Association of India</keyword>) report e-Commerce Rhetoric, Reality and Opportunity. The e-tail sector is expected to grow at 59% a year and will account for one in every two e-commerce <keyword id="96567" type="COUNTRY" weightage="100" keywordseo="Transactions">transactions</keyword> by 2016, the report says. 
 
But the India story does not look too promising as a spate of consolidations and shutdowns took place – mostly due to lack of funds. In fact, an estimated 70-80% of e-commerce companies are in dire need of funds, as per the KPMG-IAMAI report. The fund crunch had hit the Indian firms hard and around 136 e-commerce start-ups had to shut shop between November 2012 and April 2013, says the news site NextBigWhat.com. 
 According to <keyword id="1981" type="PERSON" weightage="80" keywordseo="Rahul-Khanna">Rahul Khanna</keyword>, managing director of <keyword id="218907" type="COMPANY" weightage="80" keywordseo="Canaan-Partners-India">Canaan Partners India</keyword>, e-commerce in India requires very deep pockets and follow-on rounds are extremely crucial for growth. Unless companies can abide by this fundamental rule, they could be shutting down or another surge in <keyword id="73277" type="UNKNOWN" weightage="80" keywordseo="mergers-and-acquisitions">mergers and acquisitions</keyword> could happen. 
 However, some big-ticket investments from April onwards tend to indicate revival of investors’ confidence in Indian Internet companies. For a change, not all of the <keyword id="6357455" type="EVENT" weightage="100" keywordseo="Funding">funding</keyword> has gone into typical B2C e-tailers. <keyword id="1990186" type="UNKNOWN" weightage="100" keywordseo="Digital-ad-network">Digital ad network</keyword> <keyword id="169308" type="COMPANY" weightage="100" keywordseo="Komli-Media">Komli Media</keyword>, data security solutions provider <keyword id="136146" type="COMPANY" weightage="100" keywordseo="Druva-Software">Druva Software</keyword> and classifieds firm <keyword id="830092" type="COMPANY" weightage="100" keywordseo="Zomato">Zomato</keyword> have also raised significant funding from local and global investors during the first three quarters (April-December) of the current financial year. Till November end, investments worth $635 million have flowed into India’s e-commerce sector, spread across 40 transactions, according to research firm Venture Intelligence. This pinpoints a sharp rise in total deal value from 2012, which saw transactions worth $433 million. 
 Does it mean VCs (or <keyword id="46876" type="COMPANY" weightage="100" keywordseo="PE">PE</keyword> investors, in some cases) investing in Indian initiatives now have bigger <keyword id="170907" type="UNKNOWN" weightage="100" keywordseo="risk-appetite">risk appetite</keyword>? Or are they now mature enough to grow past the merchandise-oriented e-com investment culture? Well, not exactly. Since 2011, equity investors put in almost $1.2 billion into online product retail, says Venture Intelligence. And a large chunk of this funding went into just one company – <keyword id="6354742" type="COMPANY" weightage="100" keywordseo="Flipkart">Flipkart</keyword>.com. Most of the <keyword id="47361" type="ORGANIZATION" weightage="100" keywordseo="VC">VC</keyword> players are still playing safe and putting money into biggest Indian e-tailers like Flipkart, <keyword id="541988" type="COMPANY" weightage="100" keywordseo="SnapDeal">Snapdeal</keyword> and <keyword id="679005" type="UNKNOWN" weightage="100" keywordseo="Homeshop18">HomeShop18</keyword>. However, niche e-com players like Healthkart, LensKart and BabyOye have also raised $10-14 million in <keyword id="1042660" type="UNKNOWN" weightage="100" keywordseo="equity-financing">equity financing</keyword> this year. Here is a quick look at the 6 top-funded <keyword id="1990175" type="UNKNOWN" weightage="100" keywordseo="Digital-businesses">digital businesses</keyword> of the year. 
 
1. Flipkart – tops the funding list: Six-year-old Flipkart, often touted as India’s <keyword id="18635" type="CITY" weightage="100" keywordseo="Amazon">Amazon</keyword>, has topped the funding list till date and amassed around $550 million. In 2013, the Bangalore-based company raised $360 million in Series E, spread over two tranches, from a slew of investors including <keyword id="144381" type="COMPANY" weightage="100" keywordseo="Accel-Partners">Accel Partners</keyword>, <keyword id="526777" type="UNKNOWN" weightage="100" keywordseo="Tiger-Global">Tiger Global</keyword>, <keyword id="6356837" type="COMPANY" weightage="100" keywordseo="Naspers">Naspers</keyword> of South Africa, <keyword id="1200999" type="COMPANY" weightage="100" keywordseo="Iconiq-Capital">Iconiq Capital</keyword>, Belgium’s <keyword id="1898010" type="UNKNOWN" weightage="100" keywordseo="Sofina">Sofina</keyword>, US-based <keyword id="390562" type="CITY" weightage="100" keywordseo="Morgan-Stanley-Investment-Management">Morgan Stanley Investment Management</keyword>, <keyword id="1990201" type="UNKNOWN" weightage="100" keywordseo="Dragoneer-Investment-Group">Dragoneer Investment Group</keyword> and <keyword id="1623313" type="UNKNOWN" weightage="100" keywordseo="Vulcan-Capital">Vulcan Capital</keyword> (founded by Microsoft co-founder Paul Allen). 
 
The second tranche of $160 million valued Flipkart at over $1.6 billion, according to an Economic Times report. This is similar to its <keyword id="51393" type="UNKNOWN" weightage="100" keywordseo="valuation">valuation</keyword> in July when it raised the first tranche of $200 million. Interestingly, Flipkart is worth more than the total market cap of all 15 <keyword id="1990203" type="UNKNOWN" weightage="100" keywordseo="Listed-retail-companies">listed retail companies</keyword>, including Future Retail, Shoppers Stop, etc. Among brand-led firms, Flipkart’s valuation is comparable with heavyweights such as P&amp;G India and Tata Global Beverages. The company may opt for an <keyword id="6354763" type="EVENT" weightage="100" keywordseo="IPO">IPO</keyword> in a year, according to media reports. 
 Interestingly, <keyword id="1990166" type="UNKNOWN" weightage="100" keywordseo="Flipkart-India-Pvt-Ltd">Flipkart India Pvt Ltd</keyword>, the wholesale business of India’s largest e-tailer Flipkart, reported a loss of Rs.281.7 crore in the year ended March 2013, compared to its loss of Rs 109.9 crore in the previous year. This is because the company has upped its spending significantly in a bid to increase its revenues, the same model followed by Amazon in the US. Flipkart’s revenues jumped fivefold to more than Rs 1,180 crore from Rs 204.8 crore in the previous year, but one wonders if the company can survive the fast and furious cash-burning (in spite of heavy funding) required to grab market share. 
 
2. Snapdeal – a growth story growing stronger: The Snapdeal story is almost similar. The online marketplace raised about $50 million in April this year from <keyword id="6357395" type="CITY" weightage="100" keywordseo="eBay">eBay</keyword>, Japan’s <keyword id="1634214" type="UNKNOWN" weightage="100" keywordseo="Recruit-Co">Recruit Co</keyword>, <keyword id="131553" type="CITY" weightage="100" keywordseo="Intel-Capital">Intel Capital</keyword>, <keyword id="1148513" type="UNKNOWN" weightage="100" keywordseo="Saama-Capital">Saama Capital</keyword>, <keyword id="1990205" type="UNKNOWN" weightage="100" keywordseo="ru-Net-Ventures">ru-Net Ventures</keyword>, <keyword id="290936" type="COMPANY" weightage="100" keywordseo="Bessemer-Venture-Partners">Bessemer Venture Partners</keyword>, <keyword id="175881" type="COMPANY" weightage="100" keywordseo="Nexus-Venture-Partners">Nexus Venture Partners</keyword> and <keyword id="590403" type="COMPANY" weightage="100" keywordseo="Indo-US-Venture-Partners">Indo-US Venture Partners</keyword> (now <keyword id="1397792" type="UNKNOWN" weightage="100" keywordseo="Kalaari-Capital">Kalaari Capital</keyword>). It is the first investment in India by Recruit, a $10 billion classifieds and human resources company. <keyword id="1179258" type="PERSON" weightage="100" keywordseo="Venky-Harinarayan">Venky Harinarayan</keyword> and <keyword id="726659" type="PERSON" weightage="100" keywordseo="Anand-Rajaraman">Anand Rajaraman</keyword>, who co-founded the US-based Internet company <keyword id="124959" type="ENTERTAINMENT" weightage="60" keywordseo="Junglee">Junglee</keyword> that was bought over by Amazon in 1998, are also investors in the latest round, according to ET. The Delhi-based firm raised the money in two tranches, taking its total <keyword id="60356" type="UNKNOWN" weightage="100" keywordseo="fundraising">fundraising</keyword> to $103 million. Snapdeal has been valued at $600 million and is reportedly looking at a US listing in 1-2 years. 
 
3. HomeShop18 – on a roll: HomeShop18, the <keyword id="1990206" type="UNKNOWN" weightage="100" keywordseo="Multimedia-retail-arm">multimedia retail arm</keyword> of <keyword id="1553596" type="UNKNOWN" weightage="100" keywordseo="Network-18-Media-and-Investments">Network 18 Media and Investments</keyword> Ltd, got a follow-on round of $14 million in October this year from Korean firm <keyword id="1990167" type="UNKNOWN" weightage="100" keywordseo="GS-Home-Shopping-Inc-">GS Home Shopping Inc.</keyword>, as well as <keyword id="320882" type="COMPANY" weightage="100" keywordseo="Network-18">Network 18</keyword> and <keyword id="154791" type="POSITION" weightage="100" keywordseo="Hedge-fund-manager">hedge fund manager</keyword> <keyword id="1913242" type="UNKNOWN" weightage="100" keywordseo="OCP-Asia">OCP Asia</keyword>. The latest transaction values HomeShop18 at $360 million. Earlier in April, the company raised a $30 million round from OCP Asia and Network18. <keyword id="161314" type="COMPANY" weightage="100" keywordseo="SAIF-Partners">SAIF Partners</keyword> is also an existing investor into the company. HomeShop18 has reportedly filed for an IPO on <keyword id="6357328" type="COMPANY" weightage="80" keywordseo="NASDAQ">NASDAQ</keyword>, hoping to raise around $100 million. 
 
4. Zomato – no speed limit here: This online &amp; mobile platform for <keyword id="1981663" type="UNKNOWN" weightage="100" keywordseo="restaurant-listing">restaurant listing</keyword>, search and review secured a Series D round of $37 million in November 2013 from <keyword id="122716" type="CITY" weightage="100" keywordseo="Sequoia-Capital">Sequoia Capital</keyword> and existing investor <keyword id="80004" type="COMPANY" weightage="100" keywordseo="Info-Edge">Info Edge</keyword>, making it one of the largest investments in the <keyword id="6386251" type="UNKNOWN" weightage="100" keywordseo="Consumer-Internet">consumer Internet</keyword> space till date. BSE-listed Info Edge, which owns the portal Naukri.com and other Internet businesses, is the biggest shareholder in Zomato and owns 50.1% stake on a fully converted and diluted basis. Gurgaon-based Zomato Media was set up in 2008 and raised a total of $53 million till date. The latest funding gave it an approximate valuation of $160 million. Zomato is now present in 40 cities across 11 countries and provides in-depth information about 197,000-plus restaurants. 
 Interestingly, online food ordering and table booking service <keyword id="1941832" type="UNKNOWN" weightage="100" keywordseo="Justeat-in">JustEat.in</keyword> (originally started as <keyword id="1990211" type="COMPANY" weightage="100" keywordseo="Hungry-Zone">Hungry Zone</keyword> in 2006 but was later acquired by UK-based <keyword id="1980313" type="UNKNOWN" weightage="100" keywordseo="Justeat">JustEat</keyword>) recently raised an undisclosed sum from global investment firm <keyword id="1990169" type="UNKNOWN" weightage="100" keywordseo="Axon-Partners-Group">Axon Partners Group</keyword> and <keyword id="34499" type="POSITION" weightage="100" keywordseo="private-equity">private equity</keyword> firm <keyword id="1990170" type="UNKNOWN" weightage="100" keywordseo="Forum-Synergies-India">Forum Synergies India</keyword>. 
 
5. Komli Media – eyeing expansion: Mumbai-headquartered digital advertising firm Komli Media recently raised $30 million in a fifth round of funding, again from a clutch of investors including the <keyword id="139987" type="UNKNOWN" weightage="100" keywordseo="private-equity-fund">private equity fund</keyword> <keyword id="6580209" type="COMPANY" weightage="100" keywordseo="Peepul-Capital">Peepul Capital</keyword> and existing investors <keyword id="260133" type="COMPANY" weightage="100" keywordseo="Norwest-Venture-Partners">Norwest Venture Partners</keyword>, Nexus Venture Partners, <keyword id="309606" type="ORGANIZATION" weightage="100" keywordseo="Helion-Venture-Partners">Helion Venture Partners</keyword> and <keyword id="198743" type="COMPANY" weightage="100" keywordseo="Draper-Fisher-Jurvetson">Draper Fisher Jurvetson</keyword>. With this round, Komli has now secured over $90 million in private equity <keyword id="47916" type="UNKNOWN" weightage="100" keywordseo="invest">invest</keyword>ment. The company will use the funds to strengthen its position in the Asia-Pacific and invest further in technology, especially in data analytics, among other things. Since 2011, Komli has bought six companies. It now employs over 400 people and has 18 offices in India, Australia, New Zealand, South-east Asia, the Middle East, Hong Kong and North America. 
 
6. Druva Software – getting big: <keyword id="1990212" type="UNKNOWN" weightage="100" keywordseo="Data-protection-software">Data protection software</keyword> provider Druva raised a third round funding of $25 million from <keyword id="6357722" type="COMPANY" weightage="100" keywordseo="silicon-valley">Silicon Valley</keyword> investment firm <keyword id="297685" type="COMPANY" weightage="100" keywordseo="Tenaya-Capital">Tenaya Capital</keyword> and existing investors <keyword id="270604" type="ENTERTAINMENT" weightage="100" keywordseo="Sequoia">Sequoia</keyword> Capital and Nexus Venture Partners. With this round, the company has received a total of $42 million in venture funding. Druva had secured $5 million from Sequoia back in 2010 and another $12 million from Nexus in 2011. The new funding will support continued R&amp;D, expanded global sales and marketing with focus on Belgium, Luxembourg, Australia and Singapore, and expansion of its cloud infrastructure to support new deployments by large enterprises. The latest deal values the five-year-old firm at around $120 million. 
 Druva’s flagship is its <keyword id="861914" type="UNKNOWN" weightage="100" keywordseo="InSync">inSync</keyword> platform, an integrated suite of endpoint data protection and governance solutions for enterprises. As of now, the company has 2,100 customers and protects 1.7 million endpoints across 76 countries. It has offices in Pune, California, the UK and Singapore, and boasts a client list including the <keyword id="57857" type="ORGANIZATION" weightage="100" keywordseo="US-army">US Army</keyword>, <keyword id="6360409" type="ORGANIZATION" weightage="80" keywordseo="NASA">NASA</keyword>, <keyword id="114355" type="COMPANY" weightage="60" keywordseo="Nikon">Nikon</keyword>, <keyword id="6358918" type="PERSON" weightage="80" keywordseo="Deloitte">Deloitte</keyword>, <keyword id="53186" type="CITY" weightage="100" keywordseo="PwC">PwC</keyword> and <keyword id="107096" type="COMPANY" weightage="60" keywordseo="Tesla">Tesla</keyword>, and universities such as <keyword id="33081" type="ORGANIZATION" weightage="100" keywordseo="Stanford">Stanford</keyword> and <keyword id="115229" type="COMPANY" weightage="100" keywordseo="Berkeley">Berkeley</keyword>, among others.

These 6 Digital
Businesses Are Now Flush With VC Money

New Delhi, Dec 6 () Incredible Technologies Private Ltd (CredR) on Friday said it has raised Rs 38 crore (USD 6 million) from Omidyar Network India and its existing investors. 
 CredR is India's largest used motorcycles consumer brand that integrates online and offline user buying experience through a chain of over 50 CredR franchisee showrooms across Pune, Bengaluru, Delhi-NCR, Jaipur, Kota and Hyderabad, the company claimed in a release. 
 Prior to this funding round, the company had raised funds from Eight Roads Ventures, AngelList, GrowthStory, Angel investors and venture debt from Blacksoil capital, it added. 
****
* Tipping Mr Pink launches cloud kitchen firm Bowl Hub. 
 Tipping Mr Pink, the parent company of quick service restaurant (QSR) chain Burger Singh, on Friday announced launch of its first cloud kitchen QSR - Bowl Hub. 
 Bowl Hub brings a menu consisting mainly of rice bowls, the company said in a release. 
 Launching 17 outlets across Delhi, Gurgaon and Noida, Bowl Hub becomes one of the first few single-serve bowl meal brands in the region for urban millennials and office goers, it said.
 "For the last few months, we had been incubating the brand out of some of our existing cloud kitchens under a different project name. This was to validate our recipes, taste, customer expectations and also to measure the unit-level economics that would work for us in the long run," Tipping Mr Pink founder Kabir Jeet Singh said. 
 KPM KRH 
RVK

CredR raises Rs 38 crore from Omidyar Network, others

<keyword id="33542" type="COMPANY" weightage="100" keywordseo="Burger-King">Burger King</keyword>, world's second-largest burger chain, which debuted in India last year is having a tough time handling all the trademark cases involving similar names or logos. The defendants range from pushcarts to plush food joints in different cities. 
 
While in some cases, the effort has paid off, some cases are still pending in courts. To name the success, Mr Singh Burger King, which is a street vendor based in Ludhiana changed its name to Mr Singh Food King, citing lack of financial resources to fight the legal battle. Similarly, another restaurant called Burger King, based in Varanasi changed its name to Taste King after a Delhi High Court injunction. 
 
Burger King Corp., based in Miami, has opened 33 outlets in India, in a joint venture with Everstone Capital. In the past two years, it has filed trademark cases against at least six Indian operators in the Delhi High Court , out of which three are still pending, as stated by records on the court website. 
 
Another noticeably similar name for Burger King is Burger Singh, based in Gurgaon, which recently mopped up an angel investment funding of Rs 2.2 crores. 
 
<a href="http://www.media4growth.com/images/news/2014-11-25/1532577179.jpg">Image source</a>

All's in the name for Burger King; in legal battles against Indian food joints with similar names

After PM Modi acknowledged the <keyword id="3099019" type="UNKNOWN" weightage="20" keywordseo="Dadri-mishap">Dadri mishap</keyword> today, reports of multi-national companies <a href="http://www.businessinsider.in/searchresult.cms?query=beef-ban">prohibiting beef</a> in their cafeterias have started doing the rounds. 
 
Expats, in such circumstances, are missing their key source of protein. Moreover, some feel that this certainly a harsh decision has come at a time when PM Modi is travelling abroad and is busy highlighting India’s virtues to the investors and inviting investments primarily from the Silicon Valley. 
 
As published in an Economic Times report, a Japanese electronics company has stopped serving food items made of beef in its canteen. For those craving for their favourite food are however allowed to order only pork or fish from Japanese restaurants. 
 
Chinese multi-national <a href="http://www.businessinsider.in/searchresult.cms?query=Huawei+">Huawei </a>too has stopped serving beef in its India offices, informed an employee, requesting anonymity. 
 
Not just this, but a South Korean company has halted the decision to move its employee’s families to India, who were scheduled to travel soon. 
 
Such calls are being taken because companies believe that they can’t deprive South Koreans, Japanese, Europeans and Americans of something which is part of their daily meal. 
 
A South Korean official, requesting anonymity said, "Beef is definitely the most popular food item among South Koreans. The recent controversy over beef eating in India has created some concern among our expats in various South Korean business firms in India." 
 
The Indian national capital accommodates around 200 professionals and is the second largest home for them after Chennai with around 600 professionals based-out there. While for Japanese, the city has about 2,000 of them. 
 
"There is increasing concern. Even in Gurgaon, having beef itself is technically a criminal offence. The recent incident in Dadri was carried in Japanese media," a Japanese government official said.

The ongoing side-effects of beef-ban in India

Toons tell the top stories of 2019 ⁠— with a dash of sarcasm

Before Rhea Sanghi joined <keyword id="4164636" type="PERSON" weightage="20" keywordseo="BLUE-TOKAI">Blue Tokai</keyword> <keyword id="6354798" type="ORGANIZATION" weightage="20" keywordseo="coffee">Coffee</keyword> Roasters as its Community Manager in October 2015, she had never been much of a coffee drinker. Now, coffee is such a deeply-ingrained part of her life that it’s hard for her to imagine how she lived without it, she confesses. In a similar vein, Blue Tokai aims to give India’s coffee drinkers, traditionally used to instant coffee or the likes of Barista and Cafe Coffee Day, a transformative experience with its specialty blends. The idea for Blue Tokai took root in the minds of the co-founders, Matt Chittaranjan and Namrata Asthana, when they moved from Chennai to Delhi in 2012 and found themselves out of options for fresh and accessible specialty coffee. It all started with some farm visits Matt and Namrata visited a number of coffee estates in southern India, mainly in Karnataka, with the end goal of sourcing beans for the domestic retail market. Rhea says that the farmers scoffed at the couple upon hearing this. They said that there wasn’t a market for specialty coffee in India. Before Blue Tokai and other specialty coffee brands came along, these coffee farmers mainly exported their produce. India ranks among the largest producers of coffee in the world, but exports around 70% of its beans to the other countries, most notably Italy and Australia. The high quality blends were exported, while the cheaper, less flavourful beans were meant for instant coffee. Matt and Namrata invested in a roaster and began sourcing the beans directly from the farmers. After roasting the beans, they would sell the roasted beans to customers through online channels. Slowly but surely, the company helped drive a paradigm shift in India’s coffee <keyword id="24504" type="ORGANIZATION" weightage="20" keywordseo="culture">culture</keyword> by introducing people to its single-estate Arabica coffees. “This is how Blue Tokai demonstrated innovation,” Rhea laughs, “by giving people good coffee that didn’t burn their tongues and tasted naturally sweet instead of bitter.” Changing tastes The company wasn’t alone. Blue Tokai started operations as Starbucks was ramping up its presence in India through a joint venture with Tata- an indicator that Indian consumers were ready for change. “In the last few years, specialty coffee has become the go-to choice for a specific kind of Indian,” Rhea says, “the upwardly mobile metro-dwellers who are used to a certain lifestyle. They’re looking to curate their world with good brands and are willing to travel lengths to get their daily dose of caffeine, even though they don’t necessarily have to.” In around five years, Starbucks’ has already reached a 100 outlets in India, buoyed by an aspirational urban middle class that is looking to sip local brews while working at cafes. Apart of raising consumer awareness, Starbucks’ growth has demonstrated that the coffee market is taking off in India, and that there is room for other brands. In addition to Blue Tokai, a number of homegrown coffee brands have sprung up in the last few years - Bangalore’s Flying Squirrel and Third Wave Coffee, Goa’s Sussegado and Mumbai’s The Indian Bean - all of which have looked to plug the market gap with their domestically sourced, specialty blends. Even though they’re all vying for shelf space in retail stores, selling wholesale to restaurants and experimenting with the cafe model, their national reach is made possible through e-commerce. The end result? Indian consumers are spoilt for choice. Blue Tokai’s retail customer base mostly comprises people between the ages of 27 and 35 who are more aware of their choices and what they’re consuming. When asked what sets Blue Tokai’s customers apart from those of big chains, Rhea quips, “Our customers are people who know the difference between good coffee and great coffee.” Rhea joined Blue Tokai just as it was launching its first cafe, which was attached to its roastery in Delhi’s Saiyad Ul Ajaib area. In her first few months, she was privy to the roastery’s escalation to a full-service cafe. “With each day came more customer feedback to act on, more staff to train and more additions to the menu.” She was also charged with leading the company’s social media strategy and building a community through events like brewing classes. “Why the cafe?” I ask Rhea. The idea was to have an espresso bar where prospective customers could taste their coffee before purchasing a particular blend of roasted beans. Blue Tokai was primarily in the business of online sales before launching the cafe. However, Matt and Namrata soon realised that no one in the market was offering good, freshly-brewed coffee for direct purchase. “We started selling cortados, flat whites and pour overs,” Rhea says, “and once that took off, people said that they wanted food options, WiFi and power outlets.” Caffeine-induced growth The company’s growth is impressive.There were around 15 to 20 employees at the company when she joined. There are now 140. I’m talking to Rhea in Blue Tokai’s fifth cafe, at Gurgaon’s Bristol Chowk. They currently have seven outlets, spread across Bombay and Delhi, with an eighth one slated to open in Panjim, Goa by the third week of April. “We never intend to go the franchising route,” Rhea explains, “all our cafes will be owned and operated by us so we can maintain our quality”. Rhea is currently Blue Tokai’s head of marketing and partnerships. Her role covers all three facets of Blue Tokai’s business: the online retail segment, the wholesale segment, which involves supply arrangements with 400 partners such as restaurants, hotels and corporates, and finally, the cafes. She has more than a few things on her plate at the moment. She’s building a team to handle cafe operations and customer service on a zonal basis. She’s working to streamline Blue Tokai’s social media presence. She’s growing the B2B sales program. She’s tying up with partners for a range of events such as India Art Fair, Magnetic Fields and Design ID. She’s onboarding more food partners to strengthen the menu at Blue Tokai’s cafes. She’s also working with smaller food and beverage brands on cross-promotion opportunities and pop-ups. It seems that this emphasis on community has paid off. “We have amazingly loyal customers,” Rhea says. “We try to be as approachable as possible, which helps us get a lot of constructive feedback from customers.” “What else sets Blue Tokai apart?” I ask her. It’s the kind of ingratiating question so common in interviews with company insiders, one that invariably unlocks a number of empty buzzwords and feel-good catchphrases. But Rhea doesn’t disappoint: “We are farm-to-cup in the truest sense.” The company’s purpose, from the very beginning, was to cut out the middleman and give its coffee farmers the credit they deserve. Most coffee chains or distributors buy their coffee through a series of intermediaries and sell their products weeks after the beans have been roasted. Blue Tokai sources the beans from 11 estates, as detailed on its website, roasts them at least a few times a week and sells them directly in cafes or ships them within one or two days. Rhea also alludes to the company’s emphasis on transparency. “Everything we do is very consciously done. All our products go out with a roast date and the details of the estate that it was sourced from. Our roasteries in Bombay and Delhi are open to the public so they get a first-hand insight into the roasting process.” We’re nearing the end of our interview. I ask Rhea about Blue Tokai’s plans for the short-to-medium term. “We want to make our coffee more accessible,” she says, “ the idea is to open more cafes and be in as many places as possible.” In addition to Panjim, the company is considering expanding into other Tier-2 cities. “People in places like Jaipur and Surat drink A LOT of coffee,” Rhea explains. Blue Tokai is also planning to expand its product slate. “We’re looking to sell brewed coffee through retail channels - bottled, cold brew and nitro, mainly. The market for preserved, ready-to-drink coffee has a lot of potential.” Rhea needs to get back to work, her phone has been ringing incessantly over the past hour. I conclude with one last question. “Has your experience at Blue Tokai made you confident about starting your own company one day?” “Yes” she replies almost immediately. She laughs as she gets up. “It’s hard to imagine how it wouldn’t be coffee-related, though.”

“We are farm-to-cup in the truest sense”: How Blue Tokai Coffee Roasters has carved a niche for itself in a niche (but growing) space

In this day and age, a day out with friends and family rejuvenates us like nothing else. Talking about perfect getaways for days like this, we present to you a list of top six amusement parks in India, where you can go and enjoy rides, water slides and pools. 
 
Wonderla, Bangalore Located at a distance of 30 kilometres from Bangalore, this <keyword id="434021" type="UNKNOWN" weightage="80" keywordseo="water-park">water park</keyword> was opened in 2005. There are over 50 rides, including kids rides, water rides, dry rides and high-thrill rides. It also offers rain dance at Rain Disco - the dance floor with laser lights and electronically controlled rain showers. There are booking resorts for long stays and conference rooms with a seating capacity of more than 1,000 people. The rates keep on revising, depending on the season and peek days. During this time, you will have to shell out Rs 770 per adult and Rs 620 per child on weekdays and Rs 940 per adult and Rs 710 per child on weekends and public holidays. The timings are 11 am to 6 pm on weekdays and 11 am to 7 pm on weekends and public holidays. 
 
EsselWorld And Water Kingdom, Mumbai 
Even if you are not from Delhi, you must have heard the television commercial of EsselWorld in the 90’s. One of the oldest amusement parks in India, it was established in the year 1986. Combined with Water Kingdom, it is the largest amusement and water park in India. The annual footfall at EsselWorld is around 2 million. The visitors are also offered an ice skating rink for their entertainment, a one-of-its kind feature in an entertainment park. The charges for both parks combined are Rs 1,000 per adult, Rs 790 per child and Rs 390 for senior citizens above 60 years of age. 
 
Nicco Park, Kolkata Spread around 40 acres, Nicco Park is the first <keyword id="395849" type="UNKNOWN" weightage="80" keywordseo="amusement-park">amusement park</keyword> in the world to be certified with SA 8000 (Social Accountability) certification, the first in Asia to be certified with ISO 14001 (Environment Management System) and the first amusement park in India to be certified with ISO 9001 (Quality Management System). The combined entry charges for Main Park, Water Park are Rs 500 per head. 
MGM Dizzee World, Chennai 
 
For the hot and humid Chennai, MGM is a life saver in summers. They have pools, dry and water rides, a separate section for children, called MGM Mini Ghar, and rain-dance facilities. Visitors can also enjoy boating in one of the artificial lakes. For the tiny tots, a video game arcade is also situated inside the premises. They also have a vegetarian restaurant with a capacity of 500 and a multi-cuisine restaurant for 300 guests. There are two entry packages in MGM, Mega Fun and Jumbo Package, costing Rs 799 (adults) and Rs 577 (children) and Rs 550 (adults) and Rs 450 (children), respectively. 
 
Worlds Of Wonders, Noida 
Located near the Great India Place Mall which has an approximate footfall of around 1 million per month, Worlds of Wonder Amusement and Water Parks is Delhites’ favorite escape from the scorching heat and the hustle bustle of the capital. These parks are located in Noida in the National Capital Region, and the combined entry charges of Amusement and Water Park are Rs 849 per adult, Rs 699 per child and Rs 499 per senior citizen. The park is open from 11:30 AM to 8 PM. 
 
Fun N Food Village, Gurgaon 
One of the oldest and well-known amusement park in the National Capital Region, Fun N Food Village offers 21 amusement rides, rain dance, water slides, water play areas and pools, other than snack joints and restaurants. The ticket rates from Monday to Saturday are Rs 1700 for couple entry, Rs 600 for child entry and Rs 1100 for single person. The revised rates for Sunday and Holidays are Rs 100 extra for single and couple entry, while the same for children’s entry. You can also avail the benefits of going in groups by taking the package deals this place offers. 
 
Image: Indiatimes

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Senior managers, working at startups like <a href="http://www.businessinsider.in/searchresult.cms?query=Flipkart%2C+Snapdeal+and+Amazon">Flipkart, Snapdeal</a> and Ola, are no more interested in these top consumer Internet companies in India. They are heading for the exit door, with many citing a mixture of low job satisfaction and poor work-life balance. 
 
This change is seen at a time when <a href="http://www.businessinsider.in/searchresult.cms?query=Indian+startups">Indian startups</a>, boosted by soaring valuations, are on an aggressive spree to hire new talents. So are these mangers hungry to start their own companies? Lets’ read and know! 
 <keyword id="3019928" type="UNKNOWN" weightage="60" keywordseo="Swaminathan-Seetharaman">Swaminathan Seetharaman</keyword>, who earlier worked as the vice-president for engineering at taxi app firm <a href="http://www.businessinsider.in/searchresult.cms?query=Ola+">Ola</a> and quit after about a year at the company, said: "There are multiple levels of decision-making as an organisation grows and individual contributions to make impact get diluted." 
 The 41-year-old Seetharaman, who led the development of consumer mobile interfaces while at Ola, teamed up with former colleagues <keyword id="2047443" type="UNKNOWN" weightage="60" keywordseo="Ganesh-Subramanian">Ganesh Subramanian</keyword> and <keyword id="576027" type="PERSON" weightage="60" keywordseo="Nitin-Agarwal">Nitin Agarwal</keyword> to launch an on-demand services marketplace Pianta. 
 
Termed unicorns — or companies valued upwards of a billion dollars — Flipkart, Snapdeal and Ola have all witnessed exits of senior managers in recent months. 
 The latest exit was of <keyword id="843670" type="PERSON" weightage="60" keywordseo="Ravi-Vora">Ravi Vora</keyword>, the head of strategic initiatives at Flipkart, who quit this week. Others to have quit the country's largest <a href="http://www.businessinsider.in/searchresult.cms?query=online+retailer+">online retailer</a> include engineering head <keyword id="6518849" type="PERSON" weightage="60" keywordseo="Sameer-Nigam">Sameer Nigam</keyword>, who left in July. 
 Chief Technology Officer <keyword id="1937803" type="UNKNOWN" weightage="60" keywordseo="Amod-Malviya">Amod Malviya</keyword> transited to an advisory role in July. In February, Delhi-based Snapdeal saw its then CTO <keyword id="2049459" type="UNKNOWN" weightage="60" keywordseo="Amitabh-Misra">Amitabh Misra</keyword> leave to start his own firm. 
 
Restaurant listing guide <a href="http://www.businessinsider.in/searchresult.cms?query=Zomato+">Zomato</a> has seen the exits of marketing heads <keyword id="499896" type="PERSON" weightage="60" keywordseo="Alok-Jain">Alok Jain</keyword>, and subsequently <keyword id="584823" type="PERSON" weightage="60" keywordseo="Rameet-Arora">Rameet Arora</keyword>, who quit within 10 months. Jain has started an ondemand food venture Yumist. 
 The Gurgaon-based company's chief product officer <keyword id="3019927" type="UNKNOWN" weightage="60" keywordseo="Namita-Arora">Namita Arora</keyword> left within a year of joining the firm. 
 
Let’s know the reasons behind leaving the billion dollars companies. 
 
Seniors being relegated: Experts tasked with finding fresh talent for these high-growth startups say several exits stem from seniors being relegated when hierarchies alter. "Shrinking interactions with the founders coupled with decreased influence on impactful decisions are two most frequently cited reasons for individuals to move out of startups," Harish Kumar, founder of headhunting firm Wenger &amp; Watson, told ET. 
 
Volatile work environment, long working hours, and high levels of stress are also wearing out several senior executives at startups. "The culture of having beds for technology teams in offices can backfire and hurt emotional health," said a senior technology executive who quit a Delhi-based startup. 
 
Bid to lock in talent: Dissatisfaction with compensation is also leading to exits in several cases. Startups typically offer employee stock options aimed at locking in talent from a year to four years. Often, employees can cash in about a quarter of their holding after a year. "After that, shares can be redeemed on a pro rata basis every month or quarter, depending on the contract," said Seetharaman. 
 
However, this is only at an ideal startup. At several others, founders allow only a tenth of promised stock to be sold at the end of a year, with vesting periods rising incrementally to 40% at the end of four years. "There can be additional harsh lock-ins, which make the packages unfair," said the Delhi-based founder of an executive search firm who works with companies such as Flipkart, Zomato and Snapdeal. 
 
Senior employees are realising that they too have a chance of making big returns from India's unprecedented startup boom where the top Internet companies have between themselves soaked up some $6 bn of funding so far. 
 
(Image: Indiatimes)

Top executives are leaving startups like Flipkart and Ola. Are they hungry to start their own ventures?

Is e-commerce 2.0 over in India? Going by the recent ripple of mergers and closures, impacted by an overall volatile economy, we often assume the worse. Investors’ loss of trust in the Indian ecosystem has become a litany for some time now but in spite of the downtime, a handful of Indian e-commerce firms have hit the headlines in 2013 for fast-paced growth and the big bucks they have managed to raise. Their operations vary widely – it can be as simple as business listing, as predictable as selling books and lifestyle items online or as unique as creating a whole new platform for a consumer requirement. But routine or innovative, these six Indian companies have gained both investors’ support and consumer trust that keep them going. Find out what’s making them tick while we bring you a tongue-in-cheek account of possible mergers &amp; acquisitions that may happen on their way. 
 
 
<keyword id="430602" type="COMPANY" weightage="100" keywordseo="JustDial">JustDial</keyword>: What’s next after a roaring listing business? 
Forget MakeMyTrip and its iconic NASDAQ listing – here is one success story just as good. Fresh from a mind-blowing IPO that was oversubscribed 12 times, this India-focused local business listing site has already entered online food ordering space and has some more projects in the pipeline. Of course, the Rs 950 crore IPO – a pure offer for sale in which founder VSS Mani and investors, including Tiger Global, Sequoia Capital and SAP Ventures, sold some 1.75 crore shares – is the largest on the Indian bourses this year and one of the biggest by an Indian Internet firm. 
 
However, the start-up had done its fair share of tight-rope walking earlier in the day. Since his first-ever business directory service AskMe failed in the early 90s, Mani made sure to make the next initiative failure-proof – taking one cautious step at a time (initially answering consumer queries over phone, then graduating to web queries and next moving on to mobile apps). Finally, India got its biggest business listings company, built from a paltry seed capital of Rs 50,000. And here is another interesting bit of information. Since 1999, Mani had taken six shots at the bourses and the last one has gone right home. 
 
Road ahead: What feels good about this start-up is that, JustDial is already up and about, looking at new businesses. In a recent media interview, Mani confirmed that the company would soon expand its online service range – diversifying into cab, movie ticket and doctor appointment booking. 
 
If consolidation happens: What if... search giant Google wants to focus more on India and requires a local partner that has scale and reach across multiple businesses? In fact, <keyword id="45395" type="CITY" weightage="40" keywordseo="Google-India">Google India</keyword> has already introduced Product Listing ads that will display features like product images, pricing and more, to highlight merchant offerings. Will it thrive more if JustDial comes on board? 
 
<keyword id="541988" type="COMPANY" weightage="100" keywordseo="SnapDeal">Snapdeal</keyword>: All about pivots, deals &amp; marketplace, but can it do a TaoBao? Talk about pivots and you have Kunal Bahl who has done it as many times as Robert Bruce and courted success. His business pivoted seven times as Bahl started by selling restaurant deal vouchers (and printed ones at that); came up with a daily deal site and finally pivoted to a zero-inventory, e-commerce marketplace just like Amazon, with a B2C (business to consumer) focus. That definitely makes it different from <keyword id="161767" type="COMPANY" weightage="60" keywordseo="eBay-India">eBay India</keyword> where the focus is C2C. Snapdeal claims to be doing it big – with 20 million registered users and around 14-15 million visitors each month, according to his recent interaction with AllThingsD. And a total funding of $114 million or so (eBay is an existing investor in the company as well) definitely speaks a lot in terms of investor confidence. Snapdeal is not profitable yet, but it is eyeing an annual GMV of $400 million this fiscal and wants to do a billion dollar in GMV by 2015. 
 
Road ahead: Media reports say Bahl is all set to do a TaoBao Mall (a dedicated B2C e-commerce marketplace run by China’s Alibaba Group) right here in India. The seasoned entrepreneur prefers to call the marketplace a vast product discovery platform with fast and furious growth and has recently introduced a customer protection service called TrustPay – a service that ensures 100% money-back guarantee in case of any issue with product quality, size or delivery. It also serves as a seller protection service against any kind of consumer fraud. Snapdeal’s agility to move ahead of the market could be its USP, especially now that it has started working on ad revenues, but can it really achieve the momentum and the scale in the Indian context? 
 
If consolidation happens: That eBay is one of the investors in Snapdeal is an interesting fact. If the company ever considers a readymade marketplace with a B2B focus, this will be a good deal. Then there is <keyword id="6354743" type="COMPANY" weightage="40" keywordseo="Amazon-India">Amazon India</keyword> who could be buying out all competition. But given a choice, would it buy <keyword id="6354742" type="COMPANY" weightage="100" keywordseo="Flipkart">Flipkart</keyword> or Snapdeal? Well, your guess is as good as ours. 
 
Flipkart: Big bucks are rolling in, but is the business booming? 
Don’t shop, Flipkart it – that’s the new mantra of this prolific e-com player, founded by Sachin and Binny Bansal (they are not related). They started as a book e-tailer, but soon expanded into all possible categories – from fashion to fitness and accessories, gadgets &amp; electronics to home &amp; lifestyle products, baby care items, toys and more. The success mantra is simple – best pricing and speedy delivery, backed by a dedicated logistics team. Understandably, the traction is awesome – the company claims to have 10 million registered users and over 1 million unique visitors a day. 
 
Flipkart has recently raised a fifth round of funding worth $200 million from its existing investors – Tiger Global, Accel Partners, ICONIQ Capital and South African Internet company Naspers – taking the total funding to more than $380 million. But that doesn’t mean all is well in paradise. It has recently shut down some digital businesses like Flyte (a much-hyped MP3 store launched only a year ago) and cut down on a number of electronics categories. On the plus side, it has launched its own payment gateway called PayZippy, introduced a voice-based search on the site, started selling e-books and has come up with a marketplace where third party vendors can sell directly to consumers. Flipkart has also entered a deal with the US-based indie e-book distributor Smashwords, Inc., which gives it access to Smashwords’ eBook store – a catalogue of 2 lakh-plus vetted and formatted e-books from more than 60,000 authors and publishers. 
 
Road ahead: Ambitious, to say the least, especially after the Series E booster. Just like Snapdeal, this e-com biggie wants to reach an annual GMV of $1 billion by 2015 besides doubling up the number of sellers on the marketplace to 1,000 by the end of this year. Although Flipkart is constantly harping on global level hiring, the biggest chunk of the funds raised is bound to be spent on technology, supply chain and (don’t be shocked) product development. PayZippy could be just the beginning and going ahead, Flipkart may evolve into a technology enabler for offline businesses keen to have an online presence. Infibeam’s Build A Bazaar, SmartStore from BigFoot Retail and PayU India’s PayUPaisa are doing just the same, but Flipkart can actually do a PayUPaisa by integrating the proprietary payment gateway with the Web stores for additional revenues (just like PayUPaisa does). 
 
But it is the Smashwords deal that intrigues us most. According to Nielsen BookScan Retail Panel data, in 2013, Flipkart holds an average of 40-45% in terms of value when it comes to the organised books market in India and the company has plans to grow it substantially. If that happens, it will become the undisputed market leader in the books category – both online and offline. And before we forget, Flipkart may focus even more on private labels – it already markets a private label brand called Digiflip for digital accessories such as laptop bags and camera pouches. But the biggest challenge is to get over the few setbacks, bring back the positive drive and get ready for a much-anticipated IPO. 
 
If consolidation happens: A head-on between Snapdeal and Flipkart or Amazon and Flipkart will be extremely interesting. However, the company is not losing much sleep over the competition from existing marketplaces. Another possibility is Flipkart acquiring Tradus since they have a common investor in Naspers and such deals have taken place before. 
 
<keyword id="6388367" type="COMPANY" weightage="100" keywordseo="Jabong">Jabong</keyword>: Fashion e-tailing on a roll, but for how long? 
Shun the incremental and go for the leap, said Jack Welch of GE. And if there’s one online retailer in the fashion and lifestyle segment that has literally fallen for this mandate, it’s Jabong.com, the dark horse in the fiercely competitive Indian e-commerce space. In less than 20 months, the Rocket Internet-backed venture has banged into the top rung – the third most-visited online shopping site after Myntra.com and Flipkart.com, according to a recent report by comScore. Reasons for such eyeballs? Huge inventory, aggressive marketing, speedy delivery and best-in-class customer care (including third-party logistics services). The deep pockets of the Samwer brothers help it burn the cash left, right and centre, and around 50-60% of its sales are coming from small towns, its founder, Arun Chandra Mohan, said in a recent media interaction. 
 
Road ahead: Could be bleak, going by Rocket’s reputation of creating hype and disposing its assets at the earliest. Jabong claims to do around 14,000 orders a day (average ticket size not disclosed), but it is yet to hit profitability. The company is said to be experimenting with private labels, but does not seem to be pushing it big time in spite of potential big margins. Moreover, just like Flipkart, Jabong has also handed out the pink slips. At the end of the day, it has to find a viable business model and we hope that the third-party logistics can bring in some hard cash as e-tailing spreads across the country. 
 
If consolidation happens: A takeover bid, either by Myntra or by Flipkart, will definitely put the bidder on the top. However, Flipkart is an unlikely candidate as its late initiative to enter fashion and lifestyle space is yet to gain traction and scale. Of course, it is not lacking in funds, but considering that the firm has already launched a marketplace in April this year and facing some stiff competition from Amazon India and other desi e-com marketplaces, will it really invest in an inventory-led model? Myntra, on the other hand, could be game if it is seriously considering a No. 1 slot. Interestingly, Bangalore-based Myntra is one of the heaviest funded players in the e-commerce space and has raised around $64 million till date. It has also made some interesting acquisitions and a shot at a competitor might not be unlikely. 
 
Just Zomato it: You can’t find a spicier chunk of food business 
Is this online restaurant guide doing a Jabong in terms of fast and furious growth? Well, apparently, going by the latest report card. Just five years into the business, this Gurgaon-based firm has expanded to 28 cities across 8 countries (India, the UAE, Qatar, Sri Lanka, the UK, the Philippines, South Africa and New Zealand) – with listings of over 1,18,000 restaurants and 15 million monthly users (web and mobile). And it all happened because founder Deepinder Goyal, while working for Bain &amp; Co. in Delhi, decided to do something about easy access to food joints, rather than stomaching an overcrowded office cafeteria or flying blind to find nearby eateries. 
 
Zomato’s USP is its user-generated reviews (pretty stringent, going by the new parameters set up not too long ago). Moneywise, it is pretty well-funded. Info Edge (India) Ltd, which runs a string of consumer internet portals including the coveted job listing site Naukri.com, is the majority stakeholder in Zomato and invested around Rs 86.06 crore in the company. 
 
Road ahead: Next destinations are Brazil and Turkey, to say nothing of the recent tie-up it had with UK-based toptables for restaurant booking in London, Manchester and Birmingham. And for a change, this start-up has reached break-even in India and Dubai could be next on the cards. As of now, revenues roll in via ads, event ticketing and restaurant booking. 
 
If consolidation happens: If you are not on Zomato, you are not really there – that’s how the saying goes for restaurants. So the next logical step is to expand into restaurant booking (it has already done it in the UK) and online food ordering. Zomato has reportedly declined such expansion plans in India, but going by JustDial’s latest foray into the online food ordering space, a look at Foodpanda (India), a food ordering platform backed by Rocket Internet, or other homegrown restaurant reservation sites like TableGrabber.com, Dineout.co.in, PoshVine.com and Tablewalla.com may just work out well for Zomato.

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