Collaboration can make one successful..

Father : Auto-rikshaw driver
Father's Income : 15000 INR / month
House : 300 sq. ft
Name : Prema Jayakumar(age 24 )
Achievement :Topper in CA exam conducted by the institute of Chartered Accountants of India,2012.


Some key statements :

• "..We always studied together as that helped us to discuss our problems with each other. My sister is my inspiration and it is she who helped me to clear the exam. Our neighbors were very supportive and maintained peace when we studied...”
•  “My parents earned well as they both use to work...."
•  "... My parents didn’t study beyond school, so they are very proud that both their children have opted for higher education.”
•   “..Fees were never an issue in school or college. In my school days I used to get a scholarship, and the college fees were nominal...."
•  “..The day I start working, I will ensure that my father can rest at home. He has always toiled for my welfare...”

Sum : Collaboration can be very crucial in competitive exams as it can inspire and guide us towards excellence.

 

What a coincidence :)

There are 2 people A and B ....
A lives in Australia.........................................................B lives in Norway
A is passionate about India ............................................B is also.
A understands that political solution can revive India....B believes the same
A wants to go back to India to do something..................B wants the same.
A is looking for $$ security before he goes to India.......B is in same same.
A waits for Aus. citizenship............................................B might get Nor. one.
A is an retired IAS officer and now workinf in Aus.......B is soft. prof. in Norway.
A has a future plan here .................................................B has future plan here

I always thought there might be few people like me (B) but recently , I got the e-mail from Raghavendra Prasad,member of FTN who requested me to join FTN and referred to the blog of Sanjeev Sabhlook(A) where I read about his plan and compared it with mine.What a co-incidence ....... I noticed that he has same fear and insecurity and waiting for 'mera wala green' opportunity.

As humans, we look forward to our leaders (dead or alive) and think what they have deone when they were in our situation.......I did the same and compared myself to our great leader of alltime MK Gandhi and found that he could have been in the same state of mind .........Now questions are ...

• Why he did not wait for best time to retuen to India ?
• Why did not he waited for financial security before he came back to India ?
• Why he did not think about his primary responsiblity in his all life ?
• Why he consider his 'second responsiblity' as 'primary responsiblity' ?

Answer to these make him GREAT and us 'Common' and so rightly he was father of nation and what we could just be a 'father'(If lucky :) ).

Lets see if it suits my context ...

Sometimes some quotes suite the context so well that we just say (or think in ourselves :) ) - PERFECT. Same is happening with me now these days and I found following FB quote. It suites the time but lets see if essence of the words come out to be the truth .......

Scènes à faire

According to the scènes à faire (stages to make) legal doctrine, if we give two reasonable authors the same idea, they will write the same novel. I guess this doctrine applies to following as well :

1. IT Developers
2. Indian Women
3. Opposition party leaders

Indian entrepreneurship example in healthcare sector

Recently I read about this new venture started by a software engineer in India.
Location :  Devanahalli, on the outskirts of Bangalore,Karnataka
Area        :  Healthcare
Est. Year : 2011

Project Objective :Setup a system (Drishti) to provide primary and secondary eye care services for people living in underserved areas.
Mission :
1.  Have social impact 
2.  Be Sustainable
3.  Be scalable 
Seed Capital : 50 lakhs
People :
1.  40 year old software engineer and
2.  His wife(Anjali Joshi)
3.  Ophthalmologist Rajesh Babu, 34
Industry Analysis :
The healthcare space is one of the most attractive bets by risk capital in India.In the first half of 2012, the healthcare sector in the country recorded equity investments of $749 M across 25 deals, bypassing the long-dominant favourite - IT sector says a report by PWC."It (eye care) is a $5-billion industry, which is extremely unorganised with a large gap when it comes to empirical data. However, investors know that an entrepreneur will have to identify the right market," says AM Arun,Vasan Eye Care, India's leading chain of eye care hospitals. He believes the rising demand for healthcare allows for better valuations of new ventures in the sector.It is a philosophy that industry experts tracking the sector are also beginning to subscribe to.According to PWC' Sanjeev Krishan, the industry's increasing attractiveness for private equity is driven by the premise that healthcare combines elements of retail, consumer products and infrastructure - areas private capital has traditionally invested in."Healthcare has elements of all these industries with less accompanying risk," Krishan, leader,PwC, said.

Business Model :
Drishti operates on a simple model. The 2 vision(Bagepalli , Vijaypura) centres screen patients and reports are sent to the ophthalmologist in the secondary care centre. Within 15 minutes of receiving the data, the doctor responds with his assessment. Additionally, it also hosts 10 eye camps a month in semi-urban and rural areas.

"For cases that require more detailed treatment, an appointment with the ophthalmologist is booked, and the patient is brought from the centre and then dropped back," says Joshi.

The co-founders expect to have their hospital to be fully equipped with operating theatres by January 2013. 
Anandampillai and Drishti's co-founders are currently in talks to raise Rs 2.5 crore from institutional investors, and expect to have a deal closed later this month.

"Our belief is that prospective investors expect returns equivalent to 15-20%, and I think we should be able to meet that," Anandampillai said. "We won't be giving them a return right now. We must first turn cash-flow positive and the target for that is 18 to 24 months".

To turn profitable, Drishti will first have to scale operations by ensuring that individual units are first profitable and can generate enough surplus to fund future expansion. Anandampillai expects to have at least 10 operational centres by the end of 2013. "We should be cash-flow positive within 18 months of receiving the investment. At that point, we should be clocking revenue of about Rs 1 crore," he said.

Plan the learning = Learning to plan

Another things in 2012