A government insurance company recruiting for 984 assistant position (Anywhere in India) Pay Scale : Rs.14435-40080

A government insurance company recruiting for 984 assistant position (Anywhere in India) Pay Scale : Rs.14435-40080

The new india assurance company 

​Assistants in Class III cadre recruitment in New India assurance Company Ltd.

The New India Assurance Company Ltd recruiting 984 vacancies for the post of

Assistants in Class III cadre

State /Union Territory wise vacancies (Provisional)

Andhra Pradesh

No. of Vacancy : 20 (SC-5, ST-1, OBC-02, GEN-12)

Arunachal Pradesh

No. of Vacancy : GEN-1

Assam

No. of Vacancy : 9 (SC-1, ST-1, GEN-7)

Bihar

No. of Vacancy : 9 (OBC-04, GEN-5)

Chandigarh(UT)

No. of Vacancy : 5 (SC-1, OBC-01, GEN-03)

Chhattisgarh

No. of Vacancy : 11 (SC-1, ST-4, GEN-6)

Delhi

No. of Vacancy : 60(SC-8, ST-4, OBC-17, GEN-31)

Goa

No. of Vacancy : GEN-4

Gujarat

No. of Vacancy : 96 (SC-7, ST-15, OBC-26, GEN-48)

Haryana

No. of Vacancy : 19 (SC-3, ST-1, OBC-05, GEN-10)

Himachal Pradesh

No. of Vacancy : 7 (SC-2, OBC-01, GEN-4)

Jammu and Kashmir

No. of Vacancy : 8 (ST-1, OBC-03, GEN-4)

Jharkhand

No. of Vacancy : 6 (SC-1, OBC-02, GEN-3)

Karnataka

No. of Vacancy : 66 (SC-9, ST-4, OBC18, GEN-35)

Kerala

No. of Vacancy : 51 (SC-7, OBC-18, GEN-26)

Madhya Pradesh

No. of Vacancy : 39 (SC-6, ST-8 OBC-05, GEN-20)

Maharashtra

No. of Vacancy : 250 (SC-27, ST-24, OBC-74, GEN-125)

Meghalaya

No. of Vacancy : GEN-01

Mizoram

No. of Vacancy : GEN-3

Nagaland

No. of Vacancy : GEN-1

Odisha

No. of Vacancy : 13(SC-2, ST-3, OBC-01, GEN-7)

Punjab

No. of Vacancy : 31 (SC-2, OBC-13, GEN-16)

Puducherry

No. of Vacancy : SC-1, GEN-11

Andaman Nicobar (Port Blair)

No. of Vacancy : GEN-3

Rajasthan

No. of Vacancy : 31 (SC-5, ST-4, OBC-06, GEN-16)

Tamil Nadu

No. of Vacancy : 104 (SC-25, OBC-02, GEN-77)

Telangana

No. of Vacancy : 25 (SC-4, ST-2, OBC-06, GEN-13)

Tripura

No. of Vacancy : GEN-1

Uttar Pradesh

No. of Vacancy : 64(SC-14, ST-1, OBC-17, GEN-32)

Uttarakhand

No. of Vacancy : 10 (SC-3, ST-01, OBC-01, GEN-5)

West Bengal

No. of Vacancy : 26(SC-6, ST-1, OBC-06, GEN-13)

State/Union Territory wise Backlog Vacancies:

Madhya Pradesh : OBC-1

Maharashtra : OBC-1

Odisha : OBC-1

Tamilnadu OBC-2

Uttar Pradesh : OBC-2

West Bengal : ST-01.

Qualification as on 30.6.2016 : A candidate must possess the minimum qualification of Graduation in any discipline from a recognized University or any equivalent qualification recognized as such by the Central Government. The candidate should have passed in English as one of the subjects at SSC/ HSC/ Intermediate/ Graduation level. Candidate should possess certificate in proof of passing the qualifying examination as on 30.06.2016. Knowledge of Regional Language of the State of Recruitment is essential. Proficiency in the Regional Language of the State/UT (Candidates should know to read, write and speak the Regional Language of the State/UT) for whose vacancies a candidate wishes to apply, is essential. (To ascertain the candidate’s familiarity with the Regional Language of the State/UT, a language test will be conducted before final selection. Candidates not found to be proficient in the Regional language would be disqualified.)

Age as on 30.6.2016 : 18-30 Yrs

Pay Scale : Rs.14435-40080

Application Fee :

SC/ST/PWD/EX-SER/Females : Rs. 50/-

(Intimation Charges only)

Other than SC/ST/PWD/EX-SER/Females :

Rs.500/ (Application fee including Intimation Charges)

Selection Process :

The selection process will consist of on-line test (Preliminary & Main Examination). Candidates qualifying in the Main Examination will be further shortlisted for Regional Language test before the final selection.

Tier I: Preliminary Examination:

Test of English Language : No of questions : 30, Marks : 30

Test of Reasoning : No of questions : 35, Marks : 35

Test of Numerical Ability : No of questions : 35, Marks : 35

Tier II : Main Examination:

Test of Reasoning : No of questions : 40, Marks : 50

Test of English Language : No of questions : 40, Marks : 50

Test of General Awareness : No of questions : 40, Marks : 50

Computer Knowledge : No of questions : 40, Marks : 50

Test of Numerical Ability : No of questions : 40, Marks : 50

Probation Period : The newly appointed employees will be on probation for a minimum period of 6 months. Before the probation period comes to an end the performance of the newly recruited employees will be evaluated and the probation period of those employees whose performance fails to meet Company’s expectation, may be extended. Candidates resigning from the Company during the probationary period and candidates whose services are terminated by the Company during the probationary period shall be liable to pay the salary received by them during their entire service in the Company in addition to an amount of Rs.25,000/. towards partial cost of training. No lien/bond executed to retain a substantive post with present employer will be binding upon the Company and no leave, Salary or Pension Contribution will be made.

Centre of Examination :

State Code/ Centre :

11. Andaman & Nicobar – Port Blair

12. Andhra Pradesh- Chirala, Chittoor, Guntur,Hyderabad, Kakinada, Kurnool, Nellore, Ongole Puttur, Rajahmundhry,Timpati,Vijaywada, Vishakhapatnam, Vizianagaram

13. Arunachal Pradesh -Itanagar, Naharlagun

14. Assam- Dibrugarh, Guwahati, Jorhat, Kokrajhar, Silchar, Tezpur

15. Bihar -Arrah Aurangabad,Bhagalpur, Bihar Sharif, Darbhanga, Gaya, Hajipur, Muzzafarpur, Patna, Pumea, Samastipur, Siwan

16. Chandigarh -Chandigarh

17. Chhattisgarh – Bhilai, Bilaspur, Raipur

20. Delhi- Delhi, Faridabad, Ghaziabad,Greater Noida, Gurgaon.

21. Goa – Panaji, Vema

22. Gujarat – Ahmedabad, Anand, Gandhinagar, Himmatnagar, Jarmagar, Mehsana, Rajkot, Surat, Vadodara

23. Haryana – Ambala, Hissar Karnal, Kurukshetra, Panipat, Palwar, Rohtak. Sonipal, Yamunanagar

24. Himachal Pradesh – Baddi, Bilaspur, Dharamshala,. Hamirpur, Kangra, Kullu, Mandi, Shimla, Sirmaur, Solan, Una

25. Jammu & Kashmir -Jammu, Kathua, Samba, Srinagar

26. Jharkhand -Bokaro, Dhanbad, Hazaribag, Jamshedpur, Ranchi

27. Karnataka- Belgaum, Bengaluru, Bidar, Gulbarga, Hubli, Mangalore, Mysore, Shimoga, Udipi

28. Kerala – Alapuzha, Kannur,Kochi, Kollam, Kottayam, Kozhikode, Malappuram, Palakkad, Thrissur,Thiruyananthapuram

30. Madhya Pradesh – Bhopal, Gwailor, Indore, Jabalpur, Solna, Sagar, Ujjain

31. Maharashtra – Amravati, Aurangabad, Chandrapur, Dhule, Jalgaon, Kolhapur, Latur, Mumbai/Thane/Navi Mumbai, Nagpur, Nanded, Nasik, Pune, Ratnagiri, Sangli. Sshillong.

33. Meghalaya – Ri-Bhoi, Shillong,

34. Mizoram – Aizawl

35. Nagaland – Kohima

36. Odisha – Angul, Balasore, Baripada, Berhampur(Ganjam), Bhubaneshwar, Cuttack, Dhenkanal, Rourkela, Sambalour,

37. Puducherry- Puducherry

38. Punjab – Amritsar,Bhatinda,Fatehgarh Sahib, Jalandhar, Ludhiana, Mohali, Pathankol, Patiala, Phagwara, Sangrur

39. Rajasthan – Ajmer, Alwar, Bhilwara, Bikaner, Jaipur, Jodhpur. Kota, Sikar, Udaipur

41. Taminadu – Chennai, Coimbatore, Dindigul, Krishnagiri, Madurai , Nagercoil, Namakkal, Perambalur, Selam, Thanjavur, Tiruchirapalli, Tirunelvelli,Thoothukodi,Vellore

42. Telangana – Hyderabad, Karimnagar, Khammarn, Warangal

43. Tripura – Agartala

44. Uttar Pradesh Agra, Aligarh, Allahabad, Bareilly, Bulandshaher,Gorakhpur, Jhansi, Kanpur, Lucknow, Mathura, Meerut, Moradabad, Muzaffamagar, Unnao, Varanasi

45. Uttarakhand – Dehradun, Haldwani, Haridwar, Roorkee

46. West Bengal – Asansol, Berhampur(West Bengal), Bardhaman, Durgapur. Hoogly, Howrah, Kalyani, Kolkata, Siliguri

Kolkata to have 7 wonder of the world 

Kolkata to have 7 wonder of the world 


​Now you and your family will be able to walk into the Taj Mahal, take a walk on the Great Wall of China, and take a tour of the Sphinx and Pyramid in your very own city Kolkata.

The experience courtesy a mega project that West Bengal Housing Infrastructure Development Corporation (HIDCO) had undertaken at Eco Park in New Town near Kolkata . The project will be completed soon and replicas of ‘Seven Wonders of the World’ will be thrown open to people by the end of this year. Eco Park is one of the dream projects of chief minister Mamata Banerjee at New Town near Kolkata.

According to sources the chief minister may inaugurate it either on Christmas or New Year. Apart from the Great Wall of China, The Taj Mahal (India), Pyramids and Sphinx (Egypt), people will also be able to view Christ the Redeemer (Brazil), Easter Island statues (Chile), Colosseum (Italy) and The Lost City of Petra (Jordan).

The initiative is aimed at providing tourists and visitors an experience of how it feels like while walking into a Pyramid or take a walk on the Great Wall of China.

The HIDCO authorities are making replicas of these world famous structures and places keeping children in mind. “The replicas of the Seven Wonders of the World are essentially aimed at children. It will be a learning experience for them,” HIDCO chairman Debashis Sen said.

“In addition, people who never visited these places actually will also be able to see, feel and experience the grandeur,” said Sen.

In Eco Park, the replica the Great Wall of China will be 120 meters long and will have a width of 2.5 meters and there will be three pyramids and all of them will have different sizes. As for the Easter Island statues (Chile), replicas of 29 statues having a maximum height of 7 meters and will be scattered over 700 square meters area. The height of Hill will be 2 meters.

Eco Park is already one of the most visited destinations for people of Kolkata and surrounding areas.

Source: Hindustan Times

For more like us on Facebook here

Is it good to start your career with low salary ?

Is it good to start your career with low salary ?


Answers from 3 successful persons from quora –

​*Even i started my career with low

salary.It is not bad. I started focussing on my weakness. Until b.tech we study normally and we one day batting before exams. We study only that time and we forgot

When you start in company,you gain real time experience and you learm more and you get so much info from seniors

When you start your career with low salary, you will have the burning desire to learn . Concentrate on your technical skills and try ro improve them.Sit beside your seniors and understand how they work .

*It’s not at all bad to start career with a low salary. Don’t focus on the salary rather focus on learning new things and sharpening your skills. Within a couple of years your skill & experience will decide your salary not the recruiter.

*Salary is a secondary thing but the first and the foremost thing that make the difference is knowledge. The more you learn the more you earn. In order to earn you need to learn. Let the money follow you and trust me only knowledge have the power to do that. So, you might start with a low salary but if you gain knowledge you are going to grow big. The faster you learn the bigger you get.
Best of luck !!

For more like us on Facebook here

Insurance is growing sector in India

Insurance is growing sector in India

​We all have probably heard the story of the man who was too afraid to ever leave his room out of fear of what might happen to him in the ‘big bad world’ outside his door, just waiting to rip him to shreds. After all, nothing untoward could happen to him, no evil force could set sights on him – not in the security of his own room keeping him eternally hidden away from the outside. What he called solace and safety, others labelled captivity and insanity. Of course, even the most fool-proof of plans doesn’t always work out. In a tragic twist of events, our timid protagonist died suddenly when one night, a heavy gold painting hanging on his bedroom wall happened to topple over onto his head.


This little story, as ironic as it may seem to the casual reader, should in fact be taken as a reminder of the bitter cold truth that as a living, breathing human entity on the Earth, each one of us is at the risk of losing something of value to us. No matter the amount of precautionary measures we take, we are never truly able to avert disaster because let’s face it – if the Mayans could be wrong about the world ending in 2012, then who are we mere humans to claim to be able to predict the future? The obvious thing left to do then, would be to mitigate the extent of the damage caused by such a catastrophic happening and prepare ourselves for facing a disaster. In other words, it always helps to have a financial cushion to fall back on in the face of adversity.

It was this concept of financial security that lead to the evolution of the insurance industry all over the world and the developing economy of India is definitely not one to be left out. The idea of pooling resources of many to provide financial cover for some who face adversity has been talked of in the oldest of Indian scriptures and in the Arthashastra, Dharmashastra and the Manusmrithi. Over the centuries, it has emerged into a modernised, finer and more organised industry as a whole and this industry happens to be responsible for a large part of the country’s economic development and progress. But while India proudly stands today boasting of a booming insurance industry with 24 life insurance companies and 28 non-life players, it took a long time for the country to get to this point.

The Journey to the Here and Now

Under the colonial rule of the Great British Empire, the insurance sector was just beginning to peek out from the confines of ignorance when in 1818 Anita Bhavsar of Kolkata founded the Oriental Life Insurance Company for the almighty conquerors of our land – the Britishers. With the emergence of a few more insurance companies to cater to the westerners in our territory, Indians’ lives were insured but at much higher premium rates than those for the Britishers.

Also see : A coolies son to iim ahmedabad and setting up a 100 crore company

It wasn’t until the post-independence era that the Life Insurance sector was nationalised by the Government with the Life Insurance Corporation (LIC) being set up in India in 1956. The LIC soon managed to absorb 245 Indian and non-Indian insurers in total. It was after the introduction of the New Economic Policy, 1991 that the insurance industry in India was opened to private players once again.

In the early years of its birth, the insurance sector was completely free of the Government control but soon became completely regulated and public. However, after the Liberalisation, Privatisation and Globalisation practices in the country, the industry switched to being partly regulated. Today, the governing body of our country’s insurance industry is the Insurance Regulatory and Development Authority (IRDA) of India which was set up in 1999, the year that private companies entered the industry. It is governed by the IRDA Act, 1999 as well as the Actuaries Act, 2006.

Growth of Market Share of Private Insurance Companies in India

Private Sector – Life/Non-Life Companies

2004 (in %)

2014 (in %)

Life Insurance Companies 4.7 24.6

Non-Life Insurance Companies

The SWOT Analysis – Strengths, Weaknesses, Opportunities, Threats

As it is with everything else in the world, the Indian Insurance industry too has its share of positives and negatives. It is an undeniable fact that as one of the fastest developing nations of the world, our rapidly emerging economy reflects great long-term potential and promise. With a vast population of over 1 billion people (and counting!), we are definitely not a country that can be nonchalantly swept off to the side-lines and comfortably ignored. Ours is definitely a democratic force to reckon with. Also, there is a large pool of wealthy Indians which is getting larger by the year, leading to higher investments in insurance . After all, the more the merrier and definitely morerisky. And where there is risk, there is a golden opportunity for insurance companies, waiting to be exploited.

However, with the good, comes the bad and there are a lot of weaknesses and threats that contradict the strengths and opportunities of the industry, bringing the high down by a considerable notch. State-governed insurers dominate the market rampantly and drown the industry into a web of bureaucratic red-tapism that is hard to break out of. Also, in spite of being the largest in the life-insurance sector, the industry lags behind when it comes to the non-life insurance sector with a very minor percentage of the entire Indian population actually insured for their health and lives. The political environment of the country also makes adaptation to change in the industry difficult, leading to stagnation of the insurance sector in the nation. Also, the market for insurance hasn’t been growing as rapidly as expected due to the density of life being low in the country. The rural poor, constituting more than half of the nation’s population still don’t have the monetary means to invest in the luxury of insurance.

Looking on – The Road Ahead

The hope for the future is that the life insurance sector should increase by a growth rate of about 12-15% in the coming half-decade, by 2020. As per the Sectoral Report by the India Brand Equity Foundation on July 2015, the market size of the country’s insurance sector should hopefully jump from the current US$67 billion (approx.) to about US$ 350-400 billion in the next five years with the investment in the pension sector of the country crossing US$ 1 trillion in the coming decade.

One of the major problems of the Insurance industry is that while the population is increasing at an unimaginable rate, the insurable population of the country remains at an all-time low – a fact that should hopefully change soon with the population insured reaching a high of about 75 crore in the next five years. Also, the changing political scenario will make things more interesting and shall definitely bring about a positive change for the sector, as will the improving demographic factors, economic conditions of the Indian population and the growing realisation and admittance of the fact that one doesn’t have any control over the future.

Source – Hdfc life blog

For more like us on Facebook here

MDI Gurgaon’s student bags 55 lakh salary 

MDI Gurgaon’s student bags 55 lakh salary 


​The Management Development Institute (MDI) in Gurgaon has wrapped up final

placements for its 2015-17 batch, with a top international salary of Rs 55 lakh ($80,700) by Singapore-headquartered Tolaram Group and the highest domestic offer of Rs 28.74 lakh by

Colgate-Palmolive.

The average salary for the batch went up slightly to Rs 18.89 lakh from Rs 18.53 lakh last time, when the top offer was Rs 32.1lakh from a domestic company. Although B-school placements have been sluggish so far, the high point of this year’s placements at MDI was the sharp increase in international offers — 15 this time compared with only one for the 2014-16 batch.

Apart from four offers made by the Tolaram Group, which is in consumer goods, digital services, energy and infrastructure in emerging markets, there were eight offers from Anheuser-Busch InBev, the world’s largest brewing company. Johnson & Johnson Dubai, Philips Lighting and Pernod Ricard each made one offer for global postings, MDI placements chairperson Kanwal Kapil told ET.

A total of 343 students participated in the placement process — 238 from the flagship management course, 60 students from the human resource management course and 45 from the international management course. About 100 students received pre-placement offers based on their performance during summer internships.

The average salary in the post-graduate programme in management was Rs 19.25 lakh while in the HR management course it was Rs 18.3 lakh. In the flagship PGPM programme, 25% of the students were absorbed by the banking, financial services and insurance sector, 22% by consulting, 17% by fast-moving consumer goods and consumer durables companies, 10% by information technology and IT-enabled services companies and 8% by manufacturing.

More recruiters were invited this time to make up for the decrease in the number of offers per company, said Kapil. Of the 143 companies that participated, 54 were first-timers including Aditya Birla Fashion Retail, Crompton Greaves, Directi and Hindware. The regulars were Axis Bank, ICICI Bank, ITC, KPMG and Godrej Industries, among others.

For more like us on Facebook here

A coolie’s son to IIM Ahmedabad and setting up a Rs 100 crore company

A coolie’s son to IIM Ahmedabad and setting up a Rs 100 crore company

​T his is the story of a 42-year-old man from a remote village in Wayanad, Kerala. His father was a coolie. His mother never went to school.


This is the story of a man who failed in Class 6, but went on to join the Regional Engineering College (now the National Institute of Technology), Calicut and the Indian Institute of Management-Bangalore.

This is the story of a man who decided to become an entrepreneur and employ people from rural India.

Today, fresh idli and dosa batter made by P C Mustafa’s company ID Fresh reaches homes in Bengaluru, Chennai, Pune, Mumbai, Delhi, Hyderabad, Mangaluru and even Dubai.

Childhood in Wayanad

I grew up in a small village called Chennalode near Kalpatta in Wayanad.

The village was so remote that we had only a primary school. It had no roads or electricity. We had to walk at least four kilometres to go to high school so most of the kids dropped out after primary school.

My father Ahmed stopped studying after Class 4 and worked as a coolie on a coffee plantation. My mother Fathima never went to school.

I am the eldest and I have three younger sisters.

Failing in Class 6

I was not interested in studies. After school every day, and on weekends, I preferred helping my father, a daily wage worker, instead of doing homework or studying.

There was no question of opening the books at night as there was no electricity at home, only kerosene lamps.

Though I was below average in all other subjects, I was good at mathematics. After I failed in Class 6 I lost interest in going to school.

A school master steps in

My father asked me to join him as a daily wage worker. My maths teacher, Mathew Sir, didn’t like my dropping out of school one bit. He spoke to my father who agreed to give me one more chance.

Mathew Sir asked me a question, ‘Do you want to be a coolie or a teacher?’ I looked at him and could see the difference between my father and my teacher. ‘Sir,’ I answered, ‘I want to be a teacher like you.’

When I went back to school, I had to sit with my juniors. All my friends were in a higher class. I felt so humiliated that I became attentive in class.

I was very weak in both English and Hindi. Seeing me struggle, Mathew Sir helped me after school.

Also see – What should I do after engineering 

From a failure to a topper

Sir’s help worked. I came first in the Class 7, surprising all the teachers. There was no looking back after that.

I stood first in the school in Class 10.

In those days, I had only one ambition: I wanted to be a maths teacher like Mathew Sir. He was my role model.

From a village to a city

Till I completed Class 10, I had not stepped out of Wayanad. For college (junior college was known as pre-degree those days), I had to go to Kozhikode (Calicut). My father didn’t have a problem but didn’t have any money to fund my education.

I got admission at the Farooq College in Kozhikode where my father’s friend, who had suggested I study further, arranged for a free meal scheme in the college charity hostel. I was one of the 15 students who were offered free stay and food, as we could not afford to pay.

There were four hostels in the college and we had to go to different hostels for breakfast, lunch and dinner as we were on charity.

Naturally, other students looked at us with disdain. That upset me. It was like we were eating somebody else’s food. Some students made fun of us. It was not a pleasant experience, but I had to swallow the humiliation for the sake of my education.

Looking back, I feel the college management did a great job by taking care of poor students like us.

Coming from a village, I was very weak in English. It was a big handicap in college where all the lectures were in English. A good friend of mine used to translate everything for my benefit. I also worked extremely hard and felt even more motivated when I scored good marks.

Engineering at REC, Calicut

I wrote the engineering entrance exam after my college and was ranked No 63 in the state. I got admission at the Regional Engineering College (now the National Institute of Technology ).

When I look back, I feel three factors helped me.

I had the potential as I was good in Maths. I was a hard worker. And the third and most important reason was that God was with me.

I was very lucky to have secured such a good rank. I got the opportunity to study what I really liked — computer science. There was no one to guide me in those days except God Almighty.

Life was not that bad at REC. I got a scholarship and also took a student’s loan. I didn’t have to pay any tuition fees and only had to take care of the hostel fees. That was a big relief. Unlike other students, I had to be very careful about spending money, but that was okay.

I had no dreams to be an entrepreneur then. I wanted to be a well-known engineer. I worked hard and did well in studies. When I graduated in 1995, I got placed at Manhattan Associates, an Indian start-up in the US.

First flight

After a few days of working at the start-up in Bangalore, I got an offer from Motorola. It was a dream offer for a person from a remote village in Wayanad. After working for a short period in Bangalore, I was sent to Ireland.

As a young boy, I stepped out of Wayanad for the first time to study in a college. Now, for the first time in my life, I boarded a flight and went out of the country.

The flight took off at 6.30 pm. I looked down and saw Bangalore. I will never be able to forget the image: The aerial view of Bangalore.

Missing India

Though I loved Ireland and the Irish people, I missed my people and country a lot. I also missed Indian food, as there were no Indian restaurants there. I was used to praying five times a day, which I found difficult to do there.

After three months, I got a very good offer from CitiBank. I jumped at it and moved to Dubai. In 1996, a salary in lakhs was quite something. The first thing I did after I paid off my loan was to send Rs 1 lakh in cash to my father through a friend. I was told he cried seeing so much cash in a bag sent by his son.

He paid off his debts and started planning my sister’s wedding. One of my sisters had dropped out after school, but the others went to college. In 2000, I also got married.

A home for his parents

Soon, I built a house for my parents in our village. The people in my village, who had seen me as a small child, could not believe the change in my life. Many kids in my village now look up to me. They also dream of achieving something big in life.

From Dubai to India

In 2003, after having lived in Dubai for so long, I decided to return to India. There were three reasons for the decision.

I wanted to come back and spend time with my parents.

I wanted to study further. Though I had a very good GATE score, I couldn’t study after my engineering due to financial constraints. After working for a few years, I decided to study business administration.

The third reason was that I wanted to give something back to society.

There are so many smart youngsters in our villages who are not getting a good break in life. I wanted to give them that opportunity so that they too could come up in life. And the best way to help them, I thought, was by providing them with jobs. In order to do that, I had to be an entrepreneur.

Quitting a well paying job

It was one of the toughest decision I have ever made.

My father was horrified. So was my wife’s family. But one person supported me wholeheartedly, my cousin Nasser. As did my wife.

I am very close to my maternal cousins. We grew up together. They also came from very poor families. Unlike me, they didn’t go for higher studies.

Nasser ran away from home to Bangalore where he started a small kirana store. He gave me the courage to listen to my heart. He said, ‘If it does not work out, you can go back to work anytime. Quitting the job was the end of the world. But you shouldn’t feel that you didn’t try to do what you wanted to.’

The funny thing was I knew I wanted to do something but had no idea what it would be. I came to back to India with a savings of Rs 15 lakh (Rs 1.5 million ).
Idlis and dosas

I met with my first objective by going to my village every weekend to be with my parents.

Instead of studying technology, I decided to do an MBA as I found management more interesting. I gave the CAT exam and got admission at IIM-Bangalore.

Even while studying at IIM-B, I would constantly discuss business plans with my cousins.

Shamsuddin, one of my cousins, had seen dosa batter being sold in plastic bags tied with a rubber band in nearby stores and suggested we make and supply dosa batter. That was an Aha! moment. I decided to invest Rs 25,000 and start a company immediately.

Five of us cousins — Nasser, Shamsu, Jaffer, Naushad and me — decided to join hands. The partnership was such that I had 50 per cent share in the company and the other 50 per cent was with the four of them.

We found a small place of around 550 square feet and started with two grinders, a mixer and a sealing machine.

ID is identity, not idli dosa

We were discussing names when a cousin suggested ID for idli dosa. We named the venture ID Fresh as we planned to supply fresh dosa and

idli batter.

Our initial target were 20 stores in the neighbouring area. If we were able to sell 100 packets a day in six months, I would invest more and buy more machines.

We didn’t employ anyone; my cousin was in charge. We started very small with just 10 packets a day. Initially, the shopkeepers were not willing to keep a new brand. So we gave them a special offer — cash after sales.

When the customers asked for ID repeatedly, other stores also wanted to stock our product. But we stuck to the first 20 stores and waited to touch the 100 packet figure. By the ninth month, we were selling an average of 100 packets a day.

Making profits from day one

The best part of our venture was that we were making profits from day one. None of us took any salary initially. After paying the rent of Rs 500 and crossing off the expenditure of buying rice, dal , etc, our profit was Rs 400 in the first month.

Once we reached the target of 100 packets, I decided to invest Rs 6 lakh ( Rs 600,000 ) and move to a bigger kitchen of 800 sq ft with 2,000 kg capacity, which is 2,000 packets with 15 wet grinders.

Nasser was handling the kitchen alone so we employed five people, all of whom were our relatives.

Joining as the CEO

In 2007, I got my MBA and officially joined as the CEO in charge of marketing and finance. Till then, I was only remotely participating in the operation along with my cousins.

In two years, we increased the capacity to 3,500 kg a day. The number of stores we partnered with increased to 300, 400. We now had 30 employees working for us. We were operating our kitchen in a residential area till then.

As the demand increased, we decided to have a proper manufacturing plant in an industrial area. We were making a decent 10 to 12 per cent profit every month.

In 2008, I invested another Rs 40 lakh ( Rs 4 million ) and bought a 2,500 sq ft shed in the Hoskote Industrial Area. We imported five large wet grinders from America and customised them to fit our requirements.

In 2008, we added paratha s to our list of products. We will soon introduce vada batter and also rava idli batter.

At ID Fresh, we only deal with natural fresh food. We do not add any preservatives to any of our products.

Expanding operations

In 2012, we expanded to other cities like Chennai, Mangaluru, Mumbai, Pune and Hyderabad. My friends and relatives joined me to take ID Fresh to the next level. We follow a partnership model in other cities, with a local manufacturing plant in each city. Each partner becomes a shareholder in the parent company.

In 2013, we started our operations in Dubai. We see the maximum demand for dosa batter in Dubai and are not able to match the demand.

Our experience in Bangalore helped us. We use the same raw materials, the same manufacturing process and the same business model everywhere. Expanding to other cities was a bit tough though, since we are not locally present there.

We are not looking at any other international market right now. India is such a huge market and we have so much to explore.

Rs 100 crore company

Today, we produce around 50,000 kg in our plant. The total investment must be around Rs 4 crore (Rs 40 million ) and our revenue is Rs 100 crore (Rs 1 billion ).

When we became a Rs 100 crore company in October 2015, we celebrated in grand scale. We have grown from producing 10 packets a day in 2005, with just my cousin managing the kitchen, to 50,000 packets a day with 1,100 employees in 10 years.

Employs only youngsters from rural areas

When I recruit someone, I ensure he is from a rural area. He has to be smart, honest and committed. Those who work in the plant make around Rs 40,000 a month.

Biggest challenge

The biggest challenge any start-up faces is getting the right people, the right team. I was lucky to have my cousins with me.

But balancing work and personal life is by far the toughest challenge.

Future plans

My aim is to make ID the most popular and trusted brand in the fresh food segment and make it Rs 1,000 crore (Rs 10 billion ) company in the next five to six years.

By then, I am sure we will be able to employ at least 5,000 people.

Advice to aspiring entrepreneurs

If you have the passion to start something, do it immediately. Don’t wait for tomorrow. I had the passion to be an entrepreneur, but it took me a few years make that decision. I still regret the delay. I wish I had started five years earlier.

My words may sound like management jargon, but it is very important to maintain the quality of the product to be successful.

The three things that worked for us were that we were in the right city with the right product at the right time.

We salute you ..

Source- Rediff

For more like us on Facebook here

Demonetisation is bad news for you if you were planning a job change. Read why – YouIndia

Demonetisation is bad news for you if you were planning a job change. Read why – YouIndia

Attrition levels across India Inc are likely to fall to their lowest in the past few years, as employees prefer to stay put in their current jobs amid a cautious sentiment induced by the cash crunch following

demonetisation last month that has thrown businesses out of gear and led to a postponement of hiring plans.

With annual appraisals coming up, not many employees look to switch jobs at this time of the year in any case, experts said, but the number is likely to be lower still this time round because of fewer opportunities and therefore reduced bargaining.

“Voluntary attrition will definitely go down,” said Anandorup Ghose, partner at human resources consultancy Aon Hewitt India. “Last year it was around 16%; this year it may go down a few percentage points.”

“There is an apparent apprehension among employees now in looking for jobs,” said Ajit Isaac, chairman of business services provider Quess Corp.

S Venkatesh, president-group HR, RPG Enterprises, said, “People will stay put and hold onto their jobs until the negative sentiment blows over.”

Besides demonetisation, Venkatesh said, another factor that is likely to keep employees from changing jobs is that the much-anticipated boom didn’t quite materialise in the recent past. “Fresher hiring has gone down for many companies; even at leadership levels, movements have slowed down,” he said.

“It’s a wait-and-watch for executives at C-levels, which is likely to last for at least a quarter,” said Uday Chawla, managing partner at executive search firm Transearch India.

Managing and retaining talent has been high on the agenda of HR departments across corporate India since the loss of good employees is believed to cost a company four to five times their salary. In that respect, it’s advantage employers for the moment. “Attrition will definitely come down given the current macro environment,” said a Philips spokesperson. “Everybody is aware that if increments aren’t going to be great in their existing organisations, it won’t be much better outside.”

Source – The economic times

For more like us on Facebook here