Indian - Businessman | August 28, 1985 -
The crux of what makes a company Indian is its entrepreneurship. The management needs to be in India.
Bhavish Aggarwal
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I fully agree with innovation and letting the best product win.
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Global companies can raise capital much easier than local Indian companies can because they have access to many more markets than we do, and this ends up distorting competition.
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I don't think of competition as much as journalists think I do. Our strategy has been very different from Uber. We are very focused on building as per the Indian dynamics.
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The Indian context is unique. The market is very large, and I believe there is enough room for many players to innovate on different parts of the transportation business. That said, if somebody just brings an American concept to India, it'll only go so far. You have to build for the Indian needs and dynamics.
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We will always work on technologies that are required in our market, which is India.
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We believe that electric vehicles can transform transportation completely in India by enabling lower cost of operation and ownership.
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Instead of letting the driver-base grow organically , we are setting up driver-training schools across different districts in the country.
GrowCountryUpDifferentSetting
There is a glass ceiling for the Indian startups. If I want to meet the PM, it won't be as easy as a foreign guy coming to India. I understand that dynamic, and we need to make sure government sees us as major contributors to society, which is not full there.
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It's much easier for non-Indian companies to raise capital because they have profitable markets elsewhere. You might call it capital dumping, predatory pricing, or anti-WTO, but it's a very unfair playing field for Indian startups.
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I got to travel a lot and meet amazing people. That was a lot of fun.
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Focus on solving real problems and not on making money. There will be enough takers for your solutions. You will help make lives of some people better, and money will follow.
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