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A <keyword id="12197714" type="General" weightage="20" keywordseo="baby-booster" source="Orion">baby booster</keyword> seat is not only suitable for feeding the baby but is also easy to carry while travelling. It comes with safety straps to keep the baby safe. It works perfectly to make the baby sit in one place and eat with the family. For making it reach the height of the dining table or attaching it to the car seat, it has a back strap. To help you choose the <keyword id="12197717" type="General" weightage="20" keywordseo="best-baby-booster" source="Orion">best baby booster</keyword> seat, we have curated a list. <bulletContentEmbed name="B07FD4D5HG" columns="1"><bulletContentHeading name="B07FD4D5HG_head"><div type="image" title="Modern Design" msid="86590684" hostid="261"></div></columnHeadThumb>B07FD4D5HG</columnHeadTitle></columnHead></bulletContentHeading><bulleteContentBody name="B07FD4D5HG_body"><bulletContentRow name="B07FD4D5HG_0463241702602311"><bulletContentRowHeading><bulletContentRowHead col="1">Baybee Deluxe Comfort Folding Booster Chair</bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">With a 2-level height adjustment, this booster chair from Baybee provides comfort to the baby. To buckle up the baby with the chair, it features easy to lock straps. It comes with an adjustable feeding tray to ensure a comfortable sitting. To make it convenient to carry, it has a foldable design. Available in different colours, this modern and sleek designed chair should match your home decor.</bulletContentRowCell></bulletContentRowBody></bulletContentRow><bulletContentRow name="B07FD4D5HG_3086741230864131"><bulletContentRowHeading><bulletContentRowHead col="1"></bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">The foldable design makes it easy to carry.</bulletContentRowCell></bulletContentRowBody></bulletContentRow></bulleteContentBody></bulletContentEmbed> <bulletContentEmbed name="B085RM3CX9" columns="1"><bulletContentHeading name="B085RM3CX9_head"><div type="image" title="Adjustable Height" msid="86590712" hostid="261"></div></columnHeadThumb>B085RM3CX9</columnHeadTitle></columnHead></bulletContentHeading><bulleteContentBody name="B085RM3CX9_body"><bulletContentRow name="B085RM3CX9_9306987415984362"><bulletContentRowHeading><bulletContentRowHead col="1">Gocart with G Logo Baby Booster Feeding Chair</bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">This booster chair from Gocart with G Logo comes with a 3-point safety harness system to ensure the baby's safety. With the non-skid foot, it helps to maintain stability. To make the baby sit comfortably, it offers a 2-level height adjustment feature. Its easy to fold design makes it convenient to carry. It comes with a cup holder and a dishwasher safe feeding tray.</bulletContentRowCell></bulletContentRowBody></bulletContentRow><bulletContentRow name="B085RM3CX9_5919136117140276"><bulletContentRowHeading><bulletContentRowHead col="1"></bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">The feeding tray is dishwasher-friendly.</bulletContentRowCell></bulletContentRowBody></bulletContentRow></bulleteContentBody></bulletContentEmbed> <bulletContentEmbed name="B084GV8PM7" columns="1"><bulletContentHeading name="B084GV8PM7_head"><div type="image" title="Eco-Friendly Plastic" msid="86590728" hostid="261"></div></columnHeadThumb>B084GV8PM7</columnHeadTitle></columnHead></bulletContentHeading><bulleteContentBody name="B084GV8PM7_body"><bulletContentRow name="B084GV8PM7_9503181303527961"><bulletContentRowHeading><bulletContentRowHead col="1">Tender Care Booster Chair for Baby</bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">This 6-in-1 multifunctional booster chair from Tender Care ensures comfort and safety for the baby. It features a slip-proof seat and a safety harness system to keep the baby safe. The eco-friendly and BPA free plastic material makes it safe and durable. To make it convenient to carry, it has a foldable design.</bulletContentRowCell></bulletContentRowBody></bulletContentRow><bulletContentRow name="B084GV8PM7_9155063759696441"><bulletContentRowHeading><bulletContentRowHead col="1"></bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">The slip-proof seat ensures baby's safety.</bulletContentRowCell></bulletContentRowBody></bulletContentRow></bulleteContentBody></bulletContentEmbed> <bulletContentEmbed name="B07Y6HHZ78" columns="1"><bulletContentHeading name="B07Y6HHZ78_head"><div type="image" title="Comfortable Grip" msid="86590740" hostid="261"></div></columnHeadThumb>B07Y6HHZ78</columnHeadTitle></columnHead></bulletContentHeading><bulleteContentBody name="B07Y6HHZ78_body"><bulletContentRow name="B07Y6HHZ78_6571713521190107"><bulletContentRowHeading><bulletContentRowHead col="1">Luvlap Springdale 2-in-1 Feeding Chair &amp; Booster Chair</bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">Ideal for babies from 9 months-3 years, this booster chair from Luvlap claims to carry weight up to 15kg. To keep the baby safe, it comes with a 3-point harness system. The 3-point adjustable dining tray helps to provide sufficient space while sitting. It features two attractive toys to keep the baby engaged while feeding. The compact folding design and easy-grip holder makes it convenient to carry. It comes with a detachable and washable dining tray.</bulletContentRowCell></bulletContentRowBody></bulletContentRow><bulletContentRow name="B07Y6HHZ78_7101463201879114"><bulletContentRowHeading><bulletContentRowHead col="1"></bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">The attractive toys keep the baby distracted and engaged.</bulletContentRowCell></bulletContentRowBody></bulletContentRow></bulleteContentBody></bulletContentEmbed> <bulletContentEmbed name="B00CSAWIOQ" columns="1"><bulletContentHeading name="B00CSAWIOQ_head"><div type="image" title="Compact Design" msid="86590773" hostid="261"></div></columnHeadThumb>B00CSAWIOQ</columnHeadTitle></columnHead></bulletContentHeading><bulleteContentBody name="B00CSAWIOQ_body"><bulletContentRow name="B00CSAWIOQ_7111210819427555"><bulletContentRowHeading><bulletContentRowHead col="1">Fisher-Price Healthy Care Booster Chair</bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">This compactly designed booster chair from Fisher-Price comes with an easy to wipe the surface to ensure hygiene. With an adjustable 3-point harness it provides safety to the baby. To buckle up it with dining or kitchen chairs, it features easy to tie straps. It comes with an easy to remove and clean feeding tray.</bulletContentRowCell></bulletContentRowBody></bulletContentRow><bulletContentRow name="B00CSAWIOQ_5099655409191473"><bulletContentRowHeading><bulletContentRowHead col="1"></bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">The tie straps makes it convenient to buckle up the baby.</bulletContentRowCell></bulletContentRowBody></bulletContentRow></bulleteContentBody></bulletContentEmbed> <bulletContentEmbed name="B01H34N8PY" columns="1"><bulletContentHeading name="B01H34N8PY_head"><div type="image" title="Portable Design" msid="86590801" hostid="261"></div></columnHeadThumb>B01H34N8PY</columnHeadTitle></columnHead></bulletContentHeading><bulleteContentBody name="B01H34N8PY_body"><bulletContentRow name="B01H34N8PY_0216639762034673"><bulletContentRowHeading><bulletContentRowHead col="1">Trugoods Baby Booster Chair</bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">This booster chair from Trugoods claims to be compatible with all dining chairs. With multi-purpose functionality, it provides comfort to the baby. For convenient feeding and sitting, it comes with a large food tray and safety belts. Its foldable design makes it convenient to carry. Also, it is suitable to be used as a swing with strings.</bulletContentRowCell></bulletContentRowBody></bulletContentRow><bulletContentRow name="B01H34N8PY_0650653271265390"><bulletContentRowHeading><bulletContentRowHead col="1"></bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">The foldable design makes it convenient to store and carry.</bulletContentRowCell></bulletContentRowBody></bulletContentRow></bulleteContentBody></bulletContentEmbed>

Best baby booster seat in India

Best baby high chair for dining table in India

When you’re feeding the baby, you want them in one place instead of running all over the house. What you need is a comfortable feeding chair that the baby will enjoy sitting in. Here’s a list of all the <keyword id="8170403" type="UNKNOWN" weightage="20" keywordseo="baby-chairs">baby chairs</keyword> you can consider buying. <bulletContentEmbed name="B071FWJGBY" columns="1"><bulletContentHeading name="B071FWJGBY_head"> <div type="image" title="Popular" msid="78562771" hostid="261"></div></columnHeadThumb>B071FWJGBY</columnHeadTitle></columnHead></bulletContentHeading><bulleteContentBody name="B071FWJGBY_body"><bulletContentRow name="B071FWJGBY_7826139999047924"><bulletContentRowHeading><bulletContentRowHead col="1">Kurtzy – Chair for Kids</bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">The foldable Kurtzy kid’s chair is made of aluminium and can hold up to 50kgs of weight. The installation is pretty simple; you just need to straighten out the chair legs and pull out the tray table. There’s a footrest too, so that your kid’s legs don’t dangle in mid-air. It is easily foldable, lightweight and compact, and so it can be stored anywhere easily.</bulletContentRowCell></bulletContentRowBody></bulletContentRow><bulletContentRow name="B071FWJGBY_4991134718880792"><bulletContentRowHeading><bulletContentRowHead col="1"></bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">Comfortable cushion seat, three-point harness, safety lock and wide dining tray.</bulletContentRowCell></bulletContentRowBody></bulletContentRow></bulleteContentBody></bulletContentEmbed> <bulletContentEmbed name="B07F3MN3CD" columns="1"><bulletContentHeading name="B07F3MN3CD_head"> <div type="image" title="Smart Buy" msid="78562804" hostid="261"></div></columnHeadThumb>B07F3MN3CD</columnHeadTitle></columnHead></bulletContentHeading><bulleteContentBody name="B07F3MN3CD_body"><bulletContentRow name="B07F3MN3CD_9264720285580742"><bulletContentRowHeading><bulletContentRowHead col="1">TruGood – Baby Chair</bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">Ideal for infants and toddlers, the TruGood baby chair can be used as a feeding chair, car seat, and maybe even a swing for the baby. It’s very lightweight and portable, so comes handy if you need to use it at parties or outdoor picnics. The seat is wide, and the chair is very vibrant and appealing. The baby will be delighted to sit in it.</bulletContentRowCell></bulletContentRowBody></bulletContentRow><bulletContentRow name="B07F3MN3CD_5663404026510644"><bulletContentRowHeading><bulletContentRowHead col="1"></bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">Large food tray, safety belts and easy to maintain.</bulletContentRowCell></bulletContentRowBody></bulletContentRow></bulleteContentBody></bulletContentEmbed> <bulletContentEmbed name="B079S73WDP" columns="1"><bulletContentHeading name="B079S73WDP_head"> <div type="image" title="Recommended" msid="78562843" hostid="261"></div></columnHeadThumb>B079S73WDP</columnHeadTitle></columnHead></bulletContentHeading><bulleteContentBody name="B079S73WDP_body"><bulletContentRow name="B079S73WDP_8344656253373350"><bulletContentRowHeading><bulletContentRowHead col="1">LuvLap – Booster Seat</bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">The height of this chair can be adjusted to three positions. You can also place it on another chair and make it a booster seat. Rated highly by loads of parents as value for money and convenient to use, this chair is a good buy. The safety harness keeps the baby secure and in place. It comes in a vibrant and attractive pink colour that is stylish and trendy.</bulletContentRowCell></bulletContentRowBody></bulletContentRow><bulletContentRow name="B079S73WDP_3054591551160827"><bulletContentRowHeading><bulletContentRowHead col="1"></bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">Washable dining tray, adjustable footrest and rubber grip on the base.</bulletContentRowCell></bulletContentRowBody></bulletContentRow></bulleteContentBody></bulletContentEmbed> <bulletContentEmbed name="B085RM3CX9" columns="1"><bulletContentHeading name="B085RM3CX9_head"> <div type="image" title="Also Consider" msid="78562857" hostid="261"></div></columnHeadThumb>B085RM3CX9</columnHeadTitle></columnHead></bulletContentHeading><bulleteContentBody name="B085RM3CX9_body"><bulletContentRow name="B085RM3CX9_3039332059595779"><bulletContentRowHeading><bulletContentRowHead col="1">Gocart With G Logo – Baby Chair</bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">Available in three colours, this chair is simple, elegant and comfortable. Suitable for your infants and toddlers, this chair keeps them comfortably in one position while you finish feeding them. You can either keep it on the floor or strap it on to the dining table chair or kitchen counter chair. It folds easily and has an over the shoulder carry strap making it convenient for you to carry it around.</bulletContentRowCell></bulletContentRowBody></bulletContentRow><bulletContentRow name="B085RM3CX9_4041819223621794"><bulletContentRowHeading><bulletContentRowHead col="1"></bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">Tray table has a cup holder and is dishwasher safe.</bulletContentRowCell></bulletContentRowBody></bulletContentRow></bulleteContentBody></bulletContentEmbed> <bulletContentEmbed name="B07VKL5T36" columns="1"><bulletContentHeading name="B07VKL5T36_head"> <div type="image" title="Top Pick" msid="78562715" hostid="261"></div></columnHeadThumb>B07VKL5T36</columnHeadTitle></columnHead></bulletContentHeading><bulleteContentBody name="B07VKL5T36_body"><bulletContentRow name="B07VKL5T36_7484855265425194"><bulletContentRowHeading><bulletContentRowHead col="1">LBLA - Baby Seat</bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">This compact, portable and lightweight baby seat is a blessing to parents. You can take it along with you everywhere; restaurants, holidays, parties, etc. Depending on the height of the baby, you can adjust the height of the chair in four positions. It can hold any child that weighs up to 20kgs. Finally, it is very easy to clean and maintain.</bulletContentRowCell></bulletContentRowBody></bulletContentRow><bulletContentRow name="B07VKL5T36_8914178512933795"><bulletContentRowHeading><bulletContentRowHead col="1"></bulletContentRowHead></bulletContentRowHeading><bulletContentRowBody><bulletContentRowCell col="1">The seat is wide, comfortable and safe with a three-point seat belt.</bulletContentRowCell></bulletContentRowBody></bulletContentRow></bulleteContentBody></bulletContentEmbed>

Best chairs for kids in India

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.

Watch Out! These 5 Indian
E-com Players Can’t Stop Growing

<ul><li><keyword id="15535" type="General" weightage="20" keywordseo="vitamin-d-deficiency" source="Orion">Vitamin D deficiency</keyword> among children is observed amongst 2-14 year olds. </li><li>It has both short-term and long-term effects on physical and mental health in children, say doctors. </li><li>Doctors suggest a daily exposure of at least 30 minutes to increase <keyword id="15532" type="General" weightage="20" keywordseo="vitamin-d" source="Orion">Vitamin D</keyword> levels.</li></ul>Pandemic-induced lockdowns have increased the number of cases of Vitamin D deficiency amongst young children, according to Indian pediatricians. While those born just before and during the pandemic seem to be the worst affected, even adolescents are low on this sunshine vitamin as they spent two formative years within the confines of their homes. “The overall number of children observed to have vitamin D deficiency increased many fold during and after Covid. The majority of children affected by Vitamin D deficiency in relation to Covid were infants and adolescents,” Dr Arvind Kumar, director &amp; HOD - Paediatrics, Fortis Hospital, New Delhi, told Business Insider India. The condition has been observed the most in 2-14 year olds. “Not directly but indirectly due to lack of sun exposure, playtime and improper diet, Covid did trigger Vitamin D deficiency in children,” said Dr Yogesh Kumar Gupta, consultant- pediatrics, Fortis Hospital, Bengaluru. Even before the pandemic, India had a fairly high incidence of this condition. About 151.9 million children were found to be suffering from Vitamin D deficiency in India in 2019, according to a <a href="https://www.nature.com/articles/s41598-022-21279-0#:~:text=In%20India%2C%20approximately%20490%20million,are%20children%20and%20adolescents7.">report </a>by Nature, which was released in October 2022. For a few children, others factors too play a part. Babies who are born prematurely or those who are breastfed are at higher risk of developing this deficiency. “Babies who are born prematurely have a high risk of vitamin D deficiency. Breastfed babies are also at risk, though breast milk is the best type of food for babies, but it does not contain much vitamin D,” Dr Ashok Gawdi, consultant pediatrics, Apollo Hospitals, Navi Mumbai, told Business Insider India. Why do babies need Vitamin D? Vitamin D plays a major role in a child’s development. Its deficiency has both short-term and long-term effects on physical and mental health. Children with prolonged deficiency of this vitamin may have stunting, and can also develop rickets, osteomalacia, bone pain and muscle weakness. Rickets is a condition that causes softening, thinning, weakening and deforming of the bones that can occur in growing children. “In the long term, this deficiency can further cause skeletal deformities, brittle bones, frequent fractures and lead to premature osteoporosis,” Varsha Gorey, clinical nutritionist at Apollo Hospitals, Navi Mumbai, told Business Insider India. It is also essential for internal homeostasis and the proper functioning of the human body. Homeostasis refers to the tendency to maintain a stable, relatively constant internal environment in the body. Deficiency leads to relative inefficiency of the immune system and the chances of catching an infection become high. Doctors also say that its deficiency can hamper the mental health of a child as well. “Vitamin D deficiency also has a major impact on mental health. Its deficiencies lead to a poor immune system, development of hypertension, poor growth and mental health issues like depression,” Dr Kumar added. In a 2019 <a href="https://www.indiatoday.in/education-today/latest-studies/story/children-born-with-lower-vitamin-d-can-end-up-with-high-blood-pressure-study-1560216-2019-07-02">study</a> published in the Journal of Hypertension, researchers examined 775 children from birth to age 18, and found that vitamin D deficiency in children in early childhood had a double risk of elevated systolic blood pressure between 3-18 year olds. The study further said that high systolic blood pressure can further lead to cardiovascular diseases in the longer term. Children need daily sun exposure It is very well known that sunlight is the best source of Vitamin D and doctors suggest a daily exposure of at least 30 minutes. “For sunlight to provide enough Vitamin D, a daily exposure of 20-30 minutes in infants and 30-45 minutes in older children over 32- 40% of body surface area is recommended 5 times a week during noon (11 am to 3 pm),” Dr Kumar further added. Other than sunlight, doctors also recommend adding a few items in the daily diet of children. Fish, liver oil, eggs, milk butter, cheese, and mushrooms are some of the recommended items. “Fortifications of milk, oil, ghee cheese, and butter is an important, preventive health measure,” Dr Kumar said. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/india/news/indians-remain-wary-of-booster-doses-as-covid-wanes-and-side-effect-worries-rise/articleshow/97053825.cms" style="">Indians remain wary of booster doses as Covid wanes and side-effect worries rise</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/india/news/sc-hearing-on-living-will-case-ponders-over-lives-of-stephen-hawking-michael-schumacher/articleshow/97077906.cms" style="">SC hearing on 'living will' case ponders over lives of Stephen Hawking &amp; Michael Schumacher</a>

Vit-D deficiency in children rose multifold after Covid — here’s how it can affect your child’s mental and physical health

<ul><li>Livpure, a 2012-company known for Air Conditioners and Water Purifiers, has forayed into the <keyword id="10332367" type="UNKNOWN" weightage="20" keywordseo="sleep-and-wellness-category">Sleep and Wellness category</keyword>. </li><li>We speak to Pritesh Talwar, CEO of Livpure, to find out about the challenges of launching during a global pandemic, plan to face existing competition in the category of mattresses, rising demand for Ayurveda and vision for the newest venture. </li></ul>When the whole brandverse was shifting its marketing monnies from traditional to digital mediums and shutting their stores during the lockdown, Livpure was testing the waters to launch a new product range. It realised that people are going to be stuck at homes for a longer period of time and home products are its specialty. So, it thought it would be the right time to offer a product that would make relaxing easier for consumers, remind them to maintain a proper sleep routine and eventually help them cope with stress, handle anxiety, concentrate and stay optimistic. After putting in almost two years of research, 8-year-old Air Conditioners and Water Purifiers company officially announced its entrance into the Sleep and Wellness category recently. Pritesh Talwar, CEO, Livpure, said, “There are a few facets of the business that are our guiding force. One of them is around health and wellness in general. The other two are around innovation, change and eco-consciousness. And in today’s fast-paced world, life is getting more hectic while sleep is becoming more disturbed. A lot of us do not know the consequences of less than ideal sleeping experiences over a prolonged period of time. However, this can cause several lifestyle ailments like backaches, anxiety, impaired immunity, etc. With <keyword id="10332366" type="COMPANY" weightage="20" keywordseo="livpure-sleep">Livpure Sleep</keyword>, we have introduced products including memory foam mattresses and pillows that together create the perfect environment for you to sleep like a baby!” Since Livpure already existed in the home segment, Sleep and Wellness, as Talwar said, was an interesting extension to look at. He said, “We eventually want to get to a platform where a lot of these smart devices (Water Purifier, AC, Mattresses) are talking to each other. It's an aspirational state. Given we are in the home category, we understand a little bit about the dynamics, we do have a very strong dealer distributor network, we thought that it would be a good experiment or a good business to look at. And the more we dug in, the more the principles not only on the product side, but also the principles of the brand aligned with this segment.” But why did the brand take so long to launch its products? Talwar said arranging resources was a challenge during the lockdown. “We have been working on internal R&amp;D for about two years. Our plan was actually announced earlier but given the corona situation, a lot of strategic projects got pushed out. That's why we started in July. As you know, the money is not sitting in the bank, we have to liquidate different things and find different ways to invest money in this particular segment. Across the industrial sector, there was a lot of liquidity crunch. So, investments were stuck and projects were not getting close or revenue was not achieved. So we had to delay the launch. But R&amp;D continued on a smaller scale. So we were able to at least crack a few interesting cloud projects, like the hybrid mattress, or the carbon pillow that you launched a couple of weeks back,” said Talwar. Adding to the other challenges that Livpure had to face to set up its business extension, Talwar said, “We are building a new segment, which we want to be a core segment, in addition to scaling it at the same time. So in the first two or three months, our focus was to get some of the product landing on the platform, figure out the back end, which is operations and supply chain. We didn't really push hard on creating a buzz per se. We were doing soft launches through our own Marketing Channels but most recently, we signed up with Sachin Tendulkar. He will be endorsing our three businesses as well. So that will be a more soft launch for at least the remaining part of November and December. And then we'll do a little bit more detailed launch at some point early next year.” Marketing Plan Livpure smartly soft-launched the product into the market in June when lockdown was still in place through e-commerce and started creating a little noise in the market in September. The brand is planning to go slow this year and will increase its marketing noise in 2021 with brand ambassador Sachin Tendulkar. It has already allocated four different warehouses for its Sleep business in India and all of this amid a global pandemic. It also acquired 10,000 users for Livpure Sleep. “I would say we have about 10,000 customers already in the last four months or so. And we are definitely experiencing double digit growth. And for the next four or five months, we plan to keep growing at least 40%,” shared Talwar. Livpure has started by targeting metro and Tier-I cities but would eventually go deeper into the market. Talwar said, “We are not going for a complete mass market. So we really do not sell below Rs 4,500 price point. But we will definitely go mass-premium. Later, once we start going offline, which is the 90% of the market in the sleep category, we have to go upstream and downstream. So then everyone who needs a mattress sort of falls into that bucket.” Organised and unorganised put together, the <a href="https://www.businessinsider.in/advertising/brands/article/centuary-mattresses-aims-to-expand-its-market-share-to-13-in-fy21-perform-even-better-than-last-year/articleshow/78623442.cms">mattress </a>industry in India is currently worth Rs 10,000 crore and only about 40% of the market is occupied by organised players like Wake.fit, Centuary Mattresses, Duroflex who offer more affordable options. Talwar is optimistic that their expertise in innovation and home products will give Livpure an edge. “We have a little bit of legacy because of Livguard and the brand is already known in the market. If you look at our recent water purifiers, some of them are very innovative and one in a kind. So people understand and associate the brand with credibility and longevity. We are trying to hit that same note with our products -- not only via the legacy but if through our products and our own unique value proposition. So, at the end of the day, we want the product to talk. We spend a lot of time on R&amp;D for each and every product and we tailor that to the key pain point of the customer suffering. And then get it in the right price point. So a lot of our products are very price competitive but we offer a lot more value in that product,” said he. Demand for immunity-based products Livpure announced its new product range launch with Ayurvedic Mattresses, a space it always wanted to experiment with. Ayurveda has also been the hot topic of discussion in 2020, much due to its usefulness as an immunity booster against COVID. So much so, that recently, The Rajya Sabha passed the Institute of Teaching and Research in Ayurveda Bill, 2020. Telling us the thought behind launching Ayurveda mattresses first, Talwar said, “Ayurveda is something that we were looking at, to introduce in some of our products. It has already entered various segments like food or cosmetics. So there was a white space we observed and especially in India, that there is no Ayurvedic influence in the sleep product category, you might find supplements but there is no product. So there was an opportunity we noticed in this category. And I think there's also growth in a consumer who is interested in organic and natural products. We have been observing that trend also. So those two reasons and it's all about timing. Aligning these two ideas, we thought that was a good time to start testing on the product. So the development has been happening for more than a year. We have also filed a utility patent for this product.” It will eventually launch more eco-friendly products and smart mattresses that can adjust its temperature automatically by analysing customer’s changing body temperature. Vision for the brand The company will continue to launch more environmentally-friendly products and building a safer world for the future generations. Sharing his vision for Livpure Sleep, Talwar said, “For our sleep segment, I would say that in the next three years, the guidance from our chairman, Mr. Rakesh Malhotra, Chairman and Founder of Livpure, is to make our category into the top five businesses in the country. So that's the target. We are not here to be small players. We have been investing not only in R&amp;D budgets but we have Sachin onboard as well. So we are going to be among the top five players in the 3 next years as we grow.” Livpure will also focus on increasing its offline presence by targeting one regional base in 2021, starting with metro cities.

Air Conditioner and Water Purifier brand Livpure is aiming to become one of the top five players in Sleep and Wellness Category by 2023

<div class="image-container float_right" style="width:480px"><div class="image">Matt Plays, <keyword id="249410" type="COMPANY" weightage="60" keywordseo="HubSpot">HubSpot</keyword></div></div>Marketing software company HubSpot has gotten attention from <a href="http://www.businessinsider.com/hubspot-slidedeck-on-company-culture-2013-3">media</a> and even <a href="http://www.businessinsider.com/professor-studies-hubspots-culture-2013-6">academics</a> for its radical transparency.
The Cambridge, Mass. company reveals everything from cash burn rate to valuations on its Wiki page.
It turns out this is only the start of HubSpot's push toward <a href="http://www.businessinsider.com/HubSpot-slidedeck-on-company-culture-2013-3#-1">a modern corporate culture</a> that's vastly different from most companies out there.
We got the lowdown from CEO Brian Halligan, who started the company in 2006 with MIT Sloan classmate and current CTO Dharmesh Shah.
Here's our conversation, lightly edited for length and clarity.
BUSINESS INSIDER: Did you have a clear focus on <keyword id="24504" type="ORGANIZATION" weightage="60" keywordseo="culture">culture</keyword> from the start or did it evolve?
BRIAN HALLIGAN: We didn't think at all about it when we first started the business, we didn't ever talk about it for the first two years of HubSpot. Then two things happened at the same time. I joined a CEO forum of 10 Boston-based CEOs who got together once a quarter. In the first forum [I attended], the topic was culture, and I kind of rolled my eyes about it, and I thought, "Well that's stupid, when are we going to talk about selling or hiring — the meaty stuff?"
I remember during the meeting one of the other CEOs was this brilliant guy named Colin Engle, he's the CEO of iRobot — they make the the Roomba — and he spoke so eloquently about it, and talked about how powerful it was as a tool to manage a growing business. He sold me on the fact that I was missing the boat, and I needed to get going. So I came back all fired up about culture. It turned out that at that exact same time we had done our first survey of the HubSpot employees. When we surveyed them one of the questions was something like "what do you like about working at HubSpot?" Almost everyone came back and said that they really liked the culture.
I remember talking to my co-founder and saying, "Well that's funny I didn't think we had a culture, we never talked about it." Those two things sort of came together at the same time, so we decided we needed to invest in this and figure it out because it seems like it's a key asset. It also seems like a key tool we can use to scale the business.
BI: What's something that people get wrong about culture? 
BH: At the core of it the happy hour and the ping pong table are not culture, they're like health insurance or a 401k. I think of culture the way I think about marketing. The main thing behind Hubspot is that we feel like humans have radically changed, they've changed the way they shop, and Hubspot is building a modern marketing platform that enables marketers to change the way they market to match the way humans actually buy stuff.
The way I think about culture is that modern humans have radically changed the way that they work and the way that they live. Companies need to change the way they manage and lead to match the way that modern humans actually work and live. We're trying to re-craft culture in a way that really matches that. I think that 99% of companies are kind of stuck in the '90s when it comes to their culture.
BI: What's the biggest change you've had to make going from being an employee to being CEO?
BH: In a weird way, going from employee to CEO hasn't hasn’t changed me that much. The way I think about management is, it’s overrated. I think it's a little silly and antiquated how in startups that the frontline employees are talking to customers, and the CEO has like a 50X difference in salary, it seems a little silly to me.
We’re trying to create an extremely flat organization, an extremely transparent organization, and there's all sorts of things we do around that. I think that if you were in the company, on a day-to-day basis, you’d have a hard time figuring out that I was the CEO of the company versus just one of the employees.
I’ll give you an example: I sit out with everybody else, I don’t have a desk inside of HubSpot, I don’t have an office or anything like that. My salary is not that different from regular employees. There’s a Wiki inside of HubSpot, probably the world’s most active Wiki, and people have no problem calling me out on the Wiki.
I believe the Gen y-ers coming into the workforce, the millennials, they like this idea of the highly transparent organization, and they expect transparency and authenticity from their leaders. So, I’m trying to be as transparent as I possibly can. I feel like people who grew up on Facebook and Twitter and social media sites just have a different a sense about hierarchy in life, and so we’re a little bit allergic to hierarchy over here.”
BI: What's your involvement in the hiring process?
BH: In the early days, I interviewed everyone and at some point that wasn't scalable. We hired 40 people last month, and of all the people we hired, we probably interviewed 10 for every opening. I work more on the criteria than I do on the actual interviews themselves.
Hiring sales people — it’s a pretty inefficient process. Most companies have very high turnover in their sales organizations. What I’m trying to put in place is a much more scientific way to hire sales people. What I'm doing is I want all of our existing sales people, and all of our past sales people who we've let go, to take a relatively long survey, and map the results of the survey to their performance. That’s why it’s key to have people leave; if we push them out for non-performance we need their data here. Then I want to get a sort of good profile of what the recipe is — here’s how they answered certain questions. Then I want to shorten that test and then for every candidate who comes in — for sales we get about a hundred candidates for every person we hire — rather than have the first step in the process be a big staged interview or role-play, that first step is just, take the test.
If you look and smell, based on the survey results, like a current star employee, then you get to that next step. And that next step isn't an interview, I think interviews are radically overrated. The next step in the sales process is you’ve gotta go and start a trial of our software and learn about it and, then we’re going to do a sales role-play with you on the telephone. If that goes well, then we’ll do an interview itself and we’ll hire you. So I want to have a much more scientific way for hiring sales people than most companies will.
BI: Have you guys experienced a tech talent crunch?
BH: Absolutely. And I have a theory behind it. I feel like there’s a massive supply and demand problem, and there are two reasons for it in my mind. One reason, I think for a long time people didn’t go into computer science because they thought the whole computer science industry was going to be outsourced to India. It turns out that wasn’t true. While that was going on, kids and fathers and mothers didn’t rush into computer science. That's one thing that really hurt from the supply side. The second thing that really hurt from the supply side is there are so many alternatives for good software developers today. They can go to a Google or Facebook, they can go to a HubSpot, they can start their own darn company. There's just this plethora of nice opportunities for them, so the supply and demand ratio is way, way off. There's a massive demand for high-quality developers and a low supply. We’re being extremely aggressive about it.
For example, our referral bonus for new software developers, is $30,000. If you know a software developer, and you refer them to me and I hire them, we cut you a check for $30,000. That's 10X more than we do for any other function inside of HubSpot. So we're working hard to try and get the best and brightest developers here.
We're doing crazy stuff to coax them in. That supply and demand problem doesn't exist for us on the sales or services side where we get 100 resumes for every opening, and it's all inbound. On the software developer side its 10x harder, so we think about our funnel, referrals, and everything about that in a very different way than we do the rest of the business. I think everyone's going to have to deal with that reality. You're going to have to think about hiring and raises and stock options and all of that stuff in a very different way for software developers than other parts of the company.
BI: Is there a particular company out there that you look up to?
BH: It's totally cliché but it's Google, and it's Google for a couple of reasons. A lot of companies, when they're in hyper-growth mode, they win awards for being the best place to work and stuff like that. Google always won those in the early days, and people are like, "Yeah, yeah, yeah, it's a goldmine — they've got AdWords, they're printing money, its growing fast, of course people like it, people like working for a winning team."
Now Google's in much more of a steady place, their growth is slower, their stock price is relatively stable, but it's still a remarkable place to work. People love working at a talent magnet — they've scaled that unique culture over time and they use that as a real competitive advantage. And when I say unique culture, what I like about the Google guys is that they reject conventional wisdom in so many ways. They'll look at a playbook of how to hire people, the playbook of how to motivate people, they'll look at the playbook for every aspect of culture: hiring, and motivation, and HR, and they throw it away and start from scratch on everything
They built a very unique culture which makes it a very attractive place to work not just as an early-stage startup not just as a high growth company, but as a big stable-state company.
BI: Do you remember the moment when you realized you wanted to start a company?
BH: When we were going to start HubSpot I had three choices in my career. At the time I was an entrepreneur in residence and a venture partner, so I could keep doing that. I could go run sales at kind of any company — I had grown up through sales I had a strong sales background. Or I could be a CEO at kind of a crappy company. I wasn't quite pedigreed enough to get a CEO at kind of a top-tier startup, so I was interviewing for CEO jobs at re-starts.
My fourth choice was to start HubSpot. I never thought I would start a company, and I'm absolutely thrilled I did it. But the idea was, "Could I start HubSpot and turn it into a great company?" Fortunately that happened. With lots of luck along the way, a lot of good decisions and good hires along the way but that was sort of the decision tree.
I don't consider myself born and raised to be a founder of a company. I always thought I'd be somebody who would help the founder of a company move it along. But I had the right idea, I had the world's perfect co-founder and we just kind of closed our eyes and did it.
BI: How'd you find that perfect co-founder?
BH: My co-founder's name is Dharmesh, and I'll tell you a funny story about him. He and I went to MIT together, and there was an event the night before the first day of classes at MIT and he's very introverted. So what he does at parties is he has his wife go out and kind of scout people and look for people who she thinks he'll like and get along with. So she came over to me and she chatted with me, and we had a nice chat. I realized about halfway through the conversation that she was the spouse of a student. So she went away and went back to Dharmesh and she said, "I met this guy Brian, I think he's kind of interesting, he's got a software background. I don't think you'll get along with him though, he's kind of a sales guy, kind of a jock, I don't think you'll like him very much."
I think that's so funny because two years later we started a company together, and eight years later we got one of the hardest startups on the East Coast together. We're pretty close and best friends at this point. We took some classes together and got along and I thought we were a good match. I think of the Venn diagram of so many firms is you've got a real tech person and a real kind of marketing sales person, and there's a Venn diagram that overlaps a little bit not too much. It's where you have somebody who can really sell, and somebody who can really build, and that really worked for us, it's a little one plus one equals three.
BI: How do you deal with rapid growth?
BH: We're growing fast, we've probably added 200 people in the past year, and we grow in kind of spurts. When we grow too fast the way I think about it is like a car, if I put my foot all the way down on the gas, the car starts to shake a little bit, you can physically feel it start to shake a little bit, the decisions aren't as good, and things start to break. And so we've gone through a couple starts and stops. When we've hit the gas hard and started to hire very aggressively things tend to break so we're a bit "fits and starts" on how fast we grow in terms of head count, and we've found it hard to manage that.
Interestingly along the way our culture's been a great guide. The culture and the systems and the processes really broke around 150 employees. We changed a bunch of stuff around then, and kind of got back on track. It's been relatively smooth since then. I don't know what that rate is but I can kind of feel it when we're growing too fast.
BI: Why'd you stay in Boston?
BH: There are a couple of reasons. I'm from here, I like it here, my network is here, so we didn't even consider moving to the Valley. I think there are a couple of big pluses to starting a company in Boston relative to the Valley, let's say.
One is just the corporate talent is rough here, it's not even close to as rough as it is in the Valley, particularly for that R&amp;D talent, it's so hard to get up there. That's one big thing. The second big thing is the pond syndrome. We're a pretty big fish in a pretty small pond here in Boston and that pond in the Valley is a very large one and it's hard to get heard, it's hard to be seen out there. So I think Boston is sort of underrated in terms of a place to start a company. You walk around in the Valley and go to LinkedIn or Google or any one of many great companies, and it is chock full of kids from MIT and Harvard. So what we try to do is catch them before they go to the West Coast. The talent here is excellent and we try our best to keep it here.
In Boston we missed the PC revolution and we really missed the internet, and to bring it back I think we need to build anchor companies that really stand alone as a business. Employees make some money and they leave and they take some risks and start a company and the other employees fund it. Very much what happened with people at Facebook and PayPal and all these great companies on the West Coast. We want to be one of those anchor companies in Boston that's around for decades and spawns out lots of other companies. That's part of it; we're real Boston boosters.
BI: What do you think about the assumption that millennials are bad workers or narcissistic?
BH: I think the disconnect there is that Gen Yers think, work, act differently, and we're trying to manage them with the Baby Boomer or Gen X playbook, and it just doesn't match very well. If you have a new playbook that embraces them, they're plenty loyal, they're not narcissistic, and they're terrific.
I think when the history books are written they'll be the best generation that's come along. They're just smart. They grew up on the Internet, they know how to get stuff done, they're much more sophisticated, I've found, at least than I was when I graduated college. So we do a whole bunch of stuff to embrace that.
If your mission is to increase your bottom line by three-fifths this year, gouging customers and gouging the Earth — that really turns off Gen Yers. I don't think Gen Xers care about that stuff, but I think these new folks do.
BI: How do you maintain a work-life balance?
BH: I do work a lot. One of my hacks is that every Wednesday is my work-from-home day, so if I'm not traveling in a given week, or even if I am traveling, I keep Wednesday open and that's the day that I can just think and get stuff done, so that's one big hack — staying at home on Wednesdays.
The other hack I have, I find that people work work work and don't think think think, and that the percentage of time people work versus think is off. I've tried to shift that, and I try to think lot and try to increase the amount of time I spend thinking about things versus on the phone or in a meeting or emailing people. So I see people working a lot and I say what's your time spent thinking versus working?

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