Entrepreneurship Summit - SIBM Pune

#9

Today we bring to you the story of . Sanchit speaks about the Tech-Transition of his family owned business and how he has been involved in the complete process.
Entrepreneur- Sanchit Narsaria

I am from a "traditional" Marwari business family, so, it goes without saying that I had a zeal towards entrepreneurship since the beginning. I have been fortunate enough to have observed businesses since my childhood.
We are into garments manufacturing. However, my entrepreneurial journey started when I was in the third year of my bachelor's degree. I founded a like-minded travel community startup. I ran it for almost 2 years (including 1 drop year). It didn't succeed but without any doubt, those 2 years gave me my greatest learnings.
Having realized the potential of E-commerce already in 2016, I forced our family garment business to become an online seller on the E-commerce portals. This was my first step towards adopting a modern business approach.
I also founded an apparel brand (wholly designed and developed by us) as part of our business.
Our business was rechristened by me and is now known as Narsaria Group.
I truly believe in the strong foundation, stability, and control in business, and in my current project, I am introducing an effective data analytics system. Imagine this in a "traditional" business where 80% of the current employees do not know to operate a computer, a challenge for me but nevertheless I've accepted it. Overall my two cents would be to be everready to try out new things and accept challenges.

Entrepreneurs of SIBM!

#2
In entrepreneurs of SIBM, today we have sharing his entrepreneurial journey.
In 2015, Amazon India's logistics arm offered my father- a veteran business man & army officer: an opportunity for partnership to take care of their last mile logistics in 30 pincodes of Kolkata. My father tasked me to help him set up and manage the new company- Army Logistics. Now part of the VUCA world & working with the most customer centric company on earth. Rain or Political Strike -meet deadlines and fulfil KPIs. For me it was a trial by fire!

We recruited people with intelligence, were initiators & had integrity- or else the first two didn’t matter. ‘Me’ and Í’ didn't exist in our vocabulary by promoting & training to make ‘Team Work’ a cornerstone of our culture. As entrepreneurs, being approachable for any trouble created a personal bonding and a sense of ownership amongst our employees.

We created a dedicated team to observe, forecast, analyze and advise us in advance to develop concrete and dynamic processes to allocate manpower, design routes, to avoid failures and maintain profitability and highest performance levels w.r.t to KPIs. Thus, we would be called in to deliver for other stations when they failed. We were the pilot station to test and validate feasibility of the incredibly successful ÍHS Programme (I Have Space)-while keeping delivery stations as nodal points and using kirana stores to deliver packages to customers.

In 16 months, we were a team of 100+ Delivery Associates, 35+ backend team and a fleet of 30+ small trucks. We were processing 3500 packages a day. Considering load and area- we were among the top 3 partners amongst 300+ partners in India. During discount season when shoppers went crazy and load spiked to 2.5x times- we could deliver all the packages: using same team size, keeping our costs low & while achieving all the targets.

Our success mantra: right people, proper planning and inclusive culture.