The firm, which will be first in this space to hit the market, is looking at raising Rs 115 crore through the IPO.
Test preparation firm Career Point Infosystems Ltd is hitting the markets with a Rs 115-crore initial public offering (IPO). The firm has filed the draft red herring prospectus (DRHP) with the Securities and Exchange Board of India. The IPO would be keenly watched as the firm would become one of the first companies in the segment to go for a listing.
The firm plans to use the funds for acquisitions, besides construction and development of an integrated campus facility in Kota. The funds will also be used for expansion of classroom infrastructure and office facility besides various strategic initiatives.
Centrum Capital and JM Financial Consultants have been appointed as the book-running lead managers to the issue.
Career Point is based out of Kota in Rajasthan, and provides coaching for entrance examinations for engineering institutions like Indian Institute of Technology (IITs) and medical colleges. Its promoted by Pramod Maheshwari and has also recently forayed into education consultancy and management services, catering to K-12 and higher education segment.
For the six month period ending September 2009, Career Point had total income of Rs 34 crore and a net profit of Rs 10.3 crore.
Career Point raised Rs 50 crore from Franklin Templeton Private Equity Strategy in July 2009. This was followed by another round, where the firm raised Rs 10 crore from Infosys co-founder Nadathur S. Raghvan. It has also raised funding from Volrado Ventures in 2007.
Career Point had 24,000 enrollments last year and has a presence in 29 cities through a mix of company run as well as franchisee operations. Besides test preparation, Career Point has also entered into traditional education areas like Kindergarten to Grade-12 (K-12 School) and higher education (university).
Career Point has also tied up with Kota's Global Public School to provide Synchro-School Programme. This programme integrates studies for academic and competitive examinations, starting from Class VIII. Global Public is owned by Career Point through a trust.
The group also has a management school called ProSeed Business School, which offers courses like BBA (Bachelors in Business administration), MBA (Masters in Business administration), Hospitality and Hotel Management.
There have been several investments in the test preparation space including Matrix Partners India’s Rs 100-crore investment in FIITJEE Ltd, which also provides training for engineering entrance exams. Another was Milestone Religare's Rs 25-crore investment in IMS Learning Resources.
India's education sector has continued to attract investments this year as PE & VC players look for their share in a large non-cyclical opportunity. The private spending on education is increasing by 14% CAGR and is expected to reach $80 billion by 2012, says an IDFC-SSKI report.
Source:Madhav A Chanchani (VCCircle.com)
Monday, March 1, 2010
India's Airports Aiding The Growth of Food Franchises with Low Cost Carriers Gaining Momentum
One industry doing well even in the current difficult times is the food and beverage franchise at all domestic airports. With the cost-cutting prevalent today, more travelers are opting for the LCCs (Low Cost Carriers) rather than the full service airlines.
Since food is not part of the ticket price at these airlines, passengers are opting to eat their fill at airports before boarding flights. In the last couple of years, the proportion of flights flown by LCCs has increased from 45:55 to 60:40 at present, and is expected to go up to 70:30 by the end of the year. Especially since all the LCCs including Spicejet, Indigo and Go Air are adding capacity. In these flights, food is available but the options are fairly limited with exorbitant rates sometimes charged.
As a result, the volume of business done by the retail chains and food outlets that have licensed or leased space has increased by over 30%. Cafe chain Barista that has outlets across metro airports in the country says it has seen a significant growth in F&B sales, with their outlets at the Bangalore and Mumbai airports registering 30% growth over the last year. This has also become a source of innovation. For example, BIA’s F&B partner, HMS Host, created a food offering called ‘Grab n fly’. This included a variety of light and easy packaged food products, at prices starting from Rs 50 that a passenger could carry onto the aircraft.
The business offers interesting options in terms of how airports as well as F&B outlets might shape the airport location as a retail destination in future. Pizza Corner for example has a concept called Pizza Corner Express which it offers at malls and has extended the same to its airport franchises as well.
Possibly a combination of retail lounge as well as coffee hangout might be possible in future, or a combination of coffee shop and bookstore as well as wi-fi center as is found in some of the Crossword outlets today. The possibilities are endless and only need initiative.
With airports working on the PPP model now, airport managements will be looking at alternative revenue sources to ensure adequate returns. This might be one of foodcustomers.
Since food is not part of the ticket price at these airlines, passengers are opting to eat their fill at airports before boarding flights. In the last couple of years, the proportion of flights flown by LCCs has increased from 45:55 to 60:40 at present, and is expected to go up to 70:30 by the end of the year. Especially since all the LCCs including Spicejet, Indigo and Go Air are adding capacity. In these flights, food is available but the options are fairly limited with exorbitant rates sometimes charged.
As a result, the volume of business done by the retail chains and food outlets that have licensed or leased space has increased by over 30%. Cafe chain Barista that has outlets across metro airports in the country says it has seen a significant growth in F&B sales, with their outlets at the Bangalore and Mumbai airports registering 30% growth over the last year. This has also become a source of innovation. For example, BIA’s F&B partner, HMS Host, created a food offering called ‘Grab n fly’. This included a variety of light and easy packaged food products, at prices starting from Rs 50 that a passenger could carry onto the aircraft.
The business offers interesting options in terms of how airports as well as F&B outlets might shape the airport location as a retail destination in future. Pizza Corner for example has a concept called Pizza Corner Express which it offers at malls and has extended the same to its airport franchises as well.
Possibly a combination of retail lounge as well as coffee hangout might be possible in future, or a combination of coffee shop and bookstore as well as wi-fi center as is found in some of the Crossword outlets today. The possibilities are endless and only need initiative.
With airports working on the PPP model now, airport managements will be looking at alternative revenue sources to ensure adequate returns. This might be one of foodcustomers.
KFC Franchise Expanding In India
KUALA TERENGGANU, Feb 28 (Bernama) -- Fast food operator, KFC Holdings (Malaysia) Bhd, in a move to further spread its wings overseas, will establish 10 outlets in India this year.
Its Chairman Tan Sri Muhammad Ali Hashim said KFC, which operated 540 outlets in Malaysia, Singapore, Brunei and Cambodia, would spend RM1.2 million to set up each outlet.
The franchisee of the KFC chain of restaurants invests an average RM35 million, annually, in its operations and sales had always excessed RM1 billion.
"The venture into India is a long-term move and the outlets there will only serve halal food," he told reporters after opening the KFC Graduate Enterprenuership 2010 Programme here on Sunday.
Muhammad Ali said two outlets would open in Mumbai, with one outlet operating in Pune, where several universities were located.
He also said KFC had 25,000 employees manning its outlets in Malaysia, Singapore, Cambodia and Brunei and this figure was expected to spiral further as KFC opened more outlets.
KFC Holdings, which emerged as the most profitable among KFC operations in the region for two consecutive years, opened 44 outlets last year, with seven located in Cambodia.
On the graduate entreprenuership programme, Muhammad Ali said it had given birth to 63 women entreprenuers among single mothers and graduates.
KFC Holdings hopes to realise its target of helping 1,000 single mothers become entreprenuers, next year, under the programme.
Its Chairman Tan Sri Muhammad Ali Hashim said KFC, which operated 540 outlets in Malaysia, Singapore, Brunei and Cambodia, would spend RM1.2 million to set up each outlet.
The franchisee of the KFC chain of restaurants invests an average RM35 million, annually, in its operations and sales had always excessed RM1 billion.
"The venture into India is a long-term move and the outlets there will only serve halal food," he told reporters after opening the KFC Graduate Enterprenuership 2010 Programme here on Sunday.
Muhammad Ali said two outlets would open in Mumbai, with one outlet operating in Pune, where several universities were located.
He also said KFC had 25,000 employees manning its outlets in Malaysia, Singapore, Cambodia and Brunei and this figure was expected to spiral further as KFC opened more outlets.
KFC Holdings, which emerged as the most profitable among KFC operations in the region for two consecutive years, opened 44 outlets last year, with seven located in Cambodia.
On the graduate entreprenuership programme, Muhammad Ali said it had given birth to 63 women entreprenuers among single mothers and graduates.
KFC Holdings hopes to realise its target of helping 1,000 single mothers become entreprenuers, next year, under the programme.
Friday, February 26, 2010
India Franchise Industry To Cap $ 14 Billion by 2013
The Indian franchise industry, currently pegged at $8 billion, is bound to reach $14 billion by 2013 on the back of emergence of low-cost franchises, according to Ritu Marya, director of Franchise India Holding Limited.
“In the recent times, there has been an increasing acceptance of the franchise model as a key concept for growth in most of the industries and this trend will continue,” she told mediapersons here on Thursday, adding there are currently about 150,000 registered franchisees (excluding dealers, distributors and agencies) in India.
Franchise India will be holding the 25th edition of FRO Expo 2010, an annual franchise and retail show in Hyderabad from tomorrow (February 26). Spread over two days, the show will see the participation of close to 10,000 franchisers, investors, suppliers, to-be-entrepreneurs and established brands like TTK Prestige, Kwality Walls and Gitanjali Jewels, Marya said.
“The show is designed at making the whole process of starting business simpler for the small business fraternity. We expect about 70 per cent deals between the franchisers and the to-be-entrepreneurs to materialise,” she added.
“In the recent times, there has been an increasing acceptance of the franchise model as a key concept for growth in most of the industries and this trend will continue,” she told mediapersons here on Thursday, adding there are currently about 150,000 registered franchisees (excluding dealers, distributors and agencies) in India.
Franchise India will be holding the 25th edition of FRO Expo 2010, an annual franchise and retail show in Hyderabad from tomorrow (February 26). Spread over two days, the show will see the participation of close to 10,000 franchisers, investors, suppliers, to-be-entrepreneurs and established brands like TTK Prestige, Kwality Walls and Gitanjali Jewels, Marya said.
“The show is designed at making the whole process of starting business simpler for the small business fraternity. We expect about 70 per cent deals between the franchisers and the to-be-entrepreneurs to materialise,” she added.
Thursday, February 25, 2010
Franchise is the best way to expand into the emerging economies of the world.
Franchising your existing business might be the best possible way to take the opportunity to enter emerging markets. Markets like India and China have complicated rules and regulations about who is entitled to own and operate a business there. The best way often to circumvent these rules is by franchising your operation in these markets.
By using franchising the franchisee owns the business whilst the franchisor takes a share of the profits. Why does an established business want to deal with headache of red tape and restrictive trade practices when with a leap of the imagination the franchise model allows them to achieve the same profitability without the same hassles?
Many British retailers including Argos and Mothercare have used the franchise model to dabble in new emerging markets. The franchise leaders that are quick to carve out major niches in these new emerging markets will grab unprecedented market share before their slow and sure footed competitors move in.
The largest emerging market place is China with India being a close second. China could become the largest market place in the world within the next ten years and overtake the USA.
Franchising is the ideal route for many US and UK companies who want to test the water without expending large sums of capital. This gives them a chance to dip their toes in the water without risking large sums of capital.
Once large organisations find that their business model does actually work in the new, exciting and dangerous market place they can dedicate their resources to find better ways to keep a higher percentage of long term profits for themselves.
China and India are very unique marketplaces. Unlike say for instance Australia not everybody in China speaks the same dialect. The divide between rich and poor is also vast. Tastes vary enormously as does buying power.
In India there are literally hundreds of different languages whilst admittedly the main bulk of buyers with money can be targeted by 2 languages… Hindi and English. Again here spending powers vary and so do belief systems.
In reality trying to expand new emerging marketplaces without testing the waters first is fraught with danger. Franchising offers a real solution to test out the marketplace, learn the structural issues and change your products and marketing so that it identifies with the local marketplace. This does not mean that you can not enter the marketplace independently. You can franchise x numbers of units and then create non franchised units in other territories.
Throughout history economic powers have grown and declined. Asia is growing rapidly and will play an ever increasing role in the ever demanding need for companies to find new customers. The buying power of Asian consumers is rising at a dramatic pace and the consumers are demanding better products and improving service. The opportunity is there now for Established US & Europe brands to market their brands and test the waters before entering fully.
To sum up, the emerging markets are predicted to compete with the western powers in terms of buying power and economic strength. Any company which ignores this is turning a blind eye and letting its competitors expand, gain a foothold and exploit the opportunity whilst they watch and wait.
By using franchising the franchisee owns the business whilst the franchisor takes a share of the profits. Why does an established business want to deal with headache of red tape and restrictive trade practices when with a leap of the imagination the franchise model allows them to achieve the same profitability without the same hassles?
Many British retailers including Argos and Mothercare have used the franchise model to dabble in new emerging markets. The franchise leaders that are quick to carve out major niches in these new emerging markets will grab unprecedented market share before their slow and sure footed competitors move in.
The largest emerging market place is China with India being a close second. China could become the largest market place in the world within the next ten years and overtake the USA.
Franchising is the ideal route for many US and UK companies who want to test the water without expending large sums of capital. This gives them a chance to dip their toes in the water without risking large sums of capital.
Once large organisations find that their business model does actually work in the new, exciting and dangerous market place they can dedicate their resources to find better ways to keep a higher percentage of long term profits for themselves.
China and India are very unique marketplaces. Unlike say for instance Australia not everybody in China speaks the same dialect. The divide between rich and poor is also vast. Tastes vary enormously as does buying power.
In India there are literally hundreds of different languages whilst admittedly the main bulk of buyers with money can be targeted by 2 languages… Hindi and English. Again here spending powers vary and so do belief systems.
In reality trying to expand new emerging marketplaces without testing the waters first is fraught with danger. Franchising offers a real solution to test out the marketplace, learn the structural issues and change your products and marketing so that it identifies with the local marketplace. This does not mean that you can not enter the marketplace independently. You can franchise x numbers of units and then create non franchised units in other territories.
Throughout history economic powers have grown and declined. Asia is growing rapidly and will play an ever increasing role in the ever demanding need for companies to find new customers. The buying power of Asian consumers is rising at a dramatic pace and the consumers are demanding better products and improving service. The opportunity is there now for Established US & Europe brands to market their brands and test the waters before entering fully.
To sum up, the emerging markets are predicted to compete with the western powers in terms of buying power and economic strength. Any company which ignores this is turning a blind eye and letting its competitors expand, gain a foothold and exploit the opportunity whilst they watch and wait.
Wednesday, February 24, 2010
Khadims Looks at being the No 2 organized footwear franchise retail brand.
KOLKATA: KM Khadim & Co Ltd was a nondescript footwear shop at Chitpur in Kolkata, one among the hundreds of outlets that dotted eastern India’s footwear factory when it was bought by Satya Prasad Roy Burman in 1965. The wholesaler blended with the multitude of unorganised players that dominate the city’s shoe industry, a trait its shares with the country’s footwear market, for many years.
But in 1993, Mr Roy Burman and son Siddhartha saw that the future was in retail and decided to make the leap. Backed by a formidable team of karigarhs (shoemakers) who deliver low-value products by the thousands, they first set up 3 stores in Kolkata. The move paid off.
Khadim’s — the moniker was retained as a tribute to its previous owner — is today the country’s third-largest organised footwear retailer. It is the top player in the east with a mushrooming empire of 499 retail stores across India. The company’s products go off the shelves off independent dealers as well.
The company also owns a 30,000 sq ft superstore, Khadim’s Khazana, near Kolkata that offers a scrum of products under one roof to people residing in the suburbs as well as two Sona Khazana stores, which marked its foray into the jewellery business.
Though it has a factory that makes wash-and-wear and premium leather footwear, Khadim’s’ success primarily rests on its outsourcing strengths. The company relies on over 200 third-party vendors spread across eastern India and northern leather product hubs such as Kanpur and Agra for sourcing material and finished footwear.
According to a rival company executive, Khadim’s hits the high spots on merchandise and pricing as well as distribution. Khadim’s specialises in affordable products, with prices starting at Rs 70. The wide variety of shoes in its portfolio includes footwear for men, sporty and sports shoes, comfort leather shoes, stilettos and fashion wear. Aggressive marketing has helped in a high brand recall among customers.
The efforts have helped Khadim’s to a turnover of Rs 200 crore in 2008-09 and an estimated Rs 240 crore this fiscal. “We’ve perfected our setup over the years,” says Siddhartha Roy Burman, managing director of Khadim’s.
There have been mistakes though, such as Egaro, Khadim’s lifestyle retail venture, where it burnt its fingers. Egaro was launched with much fanfare in 2007 with two sprawling stores but the plan folded due to high rentals and low footfalls.
“Each failure has been a learning experience,” says Siddhartha Burman. “We should have started small with Egaro as it was new to us. After all, we don’t have very deep pockets.”
Having learnt its lesson, Khadim’s plans to focus singularly on footwear retailing. The company owns only 70 stores while the rest are franchises, a status quo it wants to change. Plans are afoot to open up to 80 stores every year till 2013. “The aim is to ramp up its own stores to 150 and become a Rs 500-crore company by then,” says Siddhartha Burman.
The moves come as the footwear market is estimated to have grown to around Rs 12,000 crore with the entry of a raft of global players such as Skechers and Pavers, a far cry from the handful of companies present in the organised space at the time of Khadim’s entry.
But Khadim’s is unfazed by the changes. “We treat our franchise stores like our own. We share everything with them: our good practices, servicing, team management tips, even the salesman’s salary,” says Burman Junior.
Still, pressure from players in the unorganised segment is mounting as they become cost-competitive and tap into the rural market for growth. But Khadim’s believes it has swathes of customers who will not switch loyalties. “Total footfalls over our own stores and our franchisees is about 40,000 per day,” claims Mr Roy Burman.
The company is also trying to win over new customers through constant innovation. New products such as orthopaedic and anti-skid technology shoes have been launched in recent months. Khadim’s also tries and keeps abreast of the latest fashion trends and fits them into the portfolio.
The company is now taking a shot at surpassing Liberty Shoes, its closest rival, though Bata India is presently out of reach with its 1250-plus retail network. “We are right on track,” says Mr Roy Burman.
But in 1993, Mr Roy Burman and son Siddhartha saw that the future was in retail and decided to make the leap. Backed by a formidable team of karigarhs (shoemakers) who deliver low-value products by the thousands, they first set up 3 stores in Kolkata. The move paid off.
Khadim’s — the moniker was retained as a tribute to its previous owner — is today the country’s third-largest organised footwear retailer. It is the top player in the east with a mushrooming empire of 499 retail stores across India. The company’s products go off the shelves off independent dealers as well.
The company also owns a 30,000 sq ft superstore, Khadim’s Khazana, near Kolkata that offers a scrum of products under one roof to people residing in the suburbs as well as two Sona Khazana stores, which marked its foray into the jewellery business.
Though it has a factory that makes wash-and-wear and premium leather footwear, Khadim’s’ success primarily rests on its outsourcing strengths. The company relies on over 200 third-party vendors spread across eastern India and northern leather product hubs such as Kanpur and Agra for sourcing material and finished footwear.
According to a rival company executive, Khadim’s hits the high spots on merchandise and pricing as well as distribution. Khadim’s specialises in affordable products, with prices starting at Rs 70. The wide variety of shoes in its portfolio includes footwear for men, sporty and sports shoes, comfort leather shoes, stilettos and fashion wear. Aggressive marketing has helped in a high brand recall among customers.
The efforts have helped Khadim’s to a turnover of Rs 200 crore in 2008-09 and an estimated Rs 240 crore this fiscal. “We’ve perfected our setup over the years,” says Siddhartha Roy Burman, managing director of Khadim’s.
There have been mistakes though, such as Egaro, Khadim’s lifestyle retail venture, where it burnt its fingers. Egaro was launched with much fanfare in 2007 with two sprawling stores but the plan folded due to high rentals and low footfalls.
“Each failure has been a learning experience,” says Siddhartha Burman. “We should have started small with Egaro as it was new to us. After all, we don’t have very deep pockets.”
Having learnt its lesson, Khadim’s plans to focus singularly on footwear retailing. The company owns only 70 stores while the rest are franchises, a status quo it wants to change. Plans are afoot to open up to 80 stores every year till 2013. “The aim is to ramp up its own stores to 150 and become a Rs 500-crore company by then,” says Siddhartha Burman.
The moves come as the footwear market is estimated to have grown to around Rs 12,000 crore with the entry of a raft of global players such as Skechers and Pavers, a far cry from the handful of companies present in the organised space at the time of Khadim’s entry.
But Khadim’s is unfazed by the changes. “We treat our franchise stores like our own. We share everything with them: our good practices, servicing, team management tips, even the salesman’s salary,” says Burman Junior.
Still, pressure from players in the unorganised segment is mounting as they become cost-competitive and tap into the rural market for growth. But Khadim’s believes it has swathes of customers who will not switch loyalties. “Total footfalls over our own stores and our franchisees is about 40,000 per day,” claims Mr Roy Burman.
The company is also trying to win over new customers through constant innovation. New products such as orthopaedic and anti-skid technology shoes have been launched in recent months. Khadim’s also tries and keeps abreast of the latest fashion trends and fits them into the portfolio.
The company is now taking a shot at surpassing Liberty Shoes, its closest rival, though Bata India is presently out of reach with its 1250-plus retail network. “We are right on track,” says Mr Roy Burman.
Monday, February 22, 2010
Village Level Franchisee Partners for a patented 'Education That Works- Learning System' across India
New Delhi, 22nd Feb 2010: Srei Sahaj e-Village Limited, a subsidiary of Srei Infrastructure Finance Limited, under the umbrella of its unique partnership with the Indira Gandhi National Open University (IGNOU), the largest Open University offering distance learning programs, is launching skill development vocational programs at affordable costs for the rural population of India through more than 29,000 Common Service Centres (CSCs) that Sahaj is setting up in the states of West Bengal, Bihar, Assam, Uttar Pradesh, Orissa and Tamil Nadu.
Sahaj, in partnership with IGNOU, is launching a new learning methodology called ‘Education That Works – Learning System’ (ETWLS). This is a unique Learning system for which a Global Patent has been filed (patent Application Number – 322kol2009). This invention is a self instructional computational system which functioning via Core Interpretational System controlled decisional logic gates, depends on the efficacy of user input. The invention uses a graphical user interface and creates interaction between the user and the software. Through this unique interaction process the system determines the combinations and the correctness of approaching a specific task by the user.
In this unique methodology, actual skill assessment will be done in an online mode. After a student has studied a topic, the environment for practice opens and the student actually practices what he is supposed to have learnt. He can move to the next level only if he implements his learning correctly. A total of five programs will be currently available as a part of ETWLS; a diploma in Advanced Computing and a certificate program in Java, SQL, Flash and HTML respectively.
In order to bridge the rural and urban educational gap, Srei Sahaj and IGNOU had partnered in 2009 to provide training in a blended learning environment to enable students to undertake a range of recognized qualifications.
The initiative is aimed at making up for the lack of rated educational institutes in the rural India and help students in the villages get quality skill up gradation without the hassles of relocation. The programs are also supported by Chaakri.in, Srei Sahaj’s job portal dedicated solely to the rural population. All the learners who register on the portal will be guaranteed at least one job offer. It is projected that in the next 12 months, about 80,000 youth will be trained on these courses and over a period of time, more certificate courses, diploma and degree courses will be launched.
Commenting on the launch, Chief Guest, Thiru A. Raja, Hon’ble Union Minister for Communication and Information Technology said, “I laud the initiative taken by Srei Sahaj and IGNOU of introducing the rural population to the innovative skill development programs thereby creating opportunities for the rural youth to become more skilled and technically trained which would further increase their scope of employability. The plan would greatly benefit and augment the growth and development of the socio – economic landscape of rural India.”
Commenting on the new mode of delivery of its services to rural India, Dr. Sabahat Azim, CEO, Srei-Sahaj said, “Currently, one of the biggest bottlenecks in India’s growth story is the lack of skilled manpower. In rural India, the biggest stumbling block in fighting poverty is the lack of livelihood opportunities and skill development programs available to the rural population. Therefore, the latest offering from the Srei Sahaj and IGNOU partnership is set to go beyond all commercial considerations and achieve the avowed objective of empowering rural India through the innovative courses on offer.”
About Srei Sahaj e-Village Limited
Srei Sahaj e-Village Ltd. is a subsidiary of Srei Infrastructure Finance Ltd. It is a business integrator in the field of IT infrastructure with a focus on rural India. It has 65 offices across 6 states and is emerging as one of the largest implementers of ICT-based projects in India. It has taken up the task of eliminating the undemocratic digital divide between rural and urban India, under the flagship of NeGP of the Government of India. It brings government, business, and services to the rural India through an expanding network of Village Level Franchisee Partners. Srei-Sahaj is set to launch over 29,000 CSCs across the country. More than 16,000 CSCs have already been established, providing a single-window, one stop solution to the citizen’s needs, under the Private-Public- Partnership (PPP) arrangement.
The parent company of Sahaj, Srei Infrastructure Finance Limited, is a Holistic Infrastructure Institution, constantly and consistently ideating to deliver innovative solutions in infrastructure space, thus playing a significant role in nation-building for over two decades, both in urban and rural India. Srei’s businesses include Infrastructure Equipment Leasing & Finance, Infrastructure Project Finance, Advisory & Development, Insurance Broking, Venture Capital, Capital Market and Sahaj e -Village. Srei has a pan-India presence with a network of 63 offices and has also replicated its business model overseas with three offices in Russia. Srei is the first Indian infrastructure financing institution to get listed on the London Stock Exchange. Srei Equipment Finance Pvt. Ltd., a joint venture between Srei Infrastructure and BNP Paribas Lease Group, a wholly owned subsidiary of BNP Paribas, is a Srei Group company engaged in Infrastructure Equipment Leasing and Financing Business.
About Indira Gandhi National Open University
The Indira Gandhi National Open University, established by an Act of Parliament in 1985, has emerged as the largest University in the democratic world. Today, it serves the educational aspirations of nearly 2 million students in India and 33 other countries through the twenty-one Schools of Study and a network of 59 regional centres, more than 2300 Learner Support Centres and around 52 overseas centres. The University has, in a relatively short time, contributed significantly to higher education, community education and continual professional development.
As a world leader in distance education, it was conferred the Centre of Excellence Award in Distance Education in 1993 and the Award of Excellence for Distance Education Materials in 1999 by the Commonwealth of Learning (COL), Canada.
For further information, please contact:
Braj Kishore
Vice President and Head
Corporate Communications and Brand Management
Srei Infrastructure Finance Limited
Mobile: 098360 35599
Email: braj.kishore@srei.com
Debaditya Chaudhury / Nishant Kela
Blue Lotus PR
Mobile: 9831093508 / 9874189149
Email: debaditya@bluelotuspr.com
Background Note for the editors:
About Sahaj
1. Under the Prime Minister Flagship National E Governance Plan, Srei-Sahaj e-Village Ltd, a subsidiary of Srei Infrastructure Finance Limited, has taken up the task of eliminating the undemocratic digital split between rural and urban India. It brings government, business and services to the rural India through an expanding network of Village Level Franchisee Partners i.e., Village Level Entrepreneurs.
2. Today, Srei-Sahaj in partnership with its 16,000 Village Level Entrepreneurs, is serving about 160 million rural citizens.
3. Sahaj is mandated to set up a total of about 29,000 Common service Centres in states of Assam , Bihar, Orissa, Tamil Nadu, Uttar Pradesh and West Bengal. Recently it tied up with Jammu and Kashmir Bank to help roll out the CSC project in the challenging terrain of Jammu and Kashmir.
4. A total of 32 services are now available at Sahaj CSCs including digital photography, digital video-shoot, NREGA photograph, NREGA data collection, government form submission, information regarding electoral processes- addition and deletion in the electoral roll, data entry (LA and LR), DTP, ROR, Internet, death certificate, birth certificate, property tax payment, agricultural soil testing, agricultural diagnosis, e-Learning, electric bill collection (WBSEDCL), BSNL bill collection, mobile top ups, railway reservation, LIC premium collection, advertising, rural-job portal and examination results. There are many more services in the offing like e-Commerce, matrimonial services, distance education, postal service, IEC (Information, Education and Communication), and infotainment.
5. Visit www.sahajcorporate.com for more information.
About ETWLS: Education that Works – Learning System
This is a unique Learning system for which a Global Patent has been filed (patent Application Number – 322kol2009).
The invention can be referred to as a self instructional computational system which functioning via Core Interpretation System controlled decisional logic gates, depends on the efficacy of user input. The invention uses a graphical user interface and creates interaction between the user and the software. Through this unique interaction process the system determines the combination's and the correctness of approaching a specific task by the user. The interpretation attribute of the system is due to the composite effect of two mutually reinforcing Interpreters that are the fundamental control points behind the conditional signal antiport through the logic gates. The uniqueness of the system constitutes not only the decisional capacity of the system based on interpretation of user action but also the synergistic paradox of the two mutually complementing Core Interpretational Systems manifested through conditional flow of signals through the two logic gates.
In other words this is a real time self Assessment system that not only allows a student , under a distance learning program, to have hands on experience on a simulation of the subject that is being taught but also assesses the execution of the instructions given on a real time basis .
This mechanism ensures the following:
1. That the student actually understands the practical execution of the topic thereby enhancing the comprehension and retention of the matter.
2. Since the assessment is real time – the student knows immediately the accuracy of his execution.
3. Since the logic is so designed that the student cannot proceed unless the execution is absolutely accurate it ensures that the student will ultimately learn.
Sahaj, in partnership with IGNOU, is launching a new learning methodology called ‘Education That Works – Learning System’ (ETWLS). This is a unique Learning system for which a Global Patent has been filed (patent Application Number – 322kol2009). This invention is a self instructional computational system which functioning via Core Interpretational System controlled decisional logic gates, depends on the efficacy of user input. The invention uses a graphical user interface and creates interaction between the user and the software. Through this unique interaction process the system determines the combinations and the correctness of approaching a specific task by the user.
In this unique methodology, actual skill assessment will be done in an online mode. After a student has studied a topic, the environment for practice opens and the student actually practices what he is supposed to have learnt. He can move to the next level only if he implements his learning correctly. A total of five programs will be currently available as a part of ETWLS; a diploma in Advanced Computing and a certificate program in Java, SQL, Flash and HTML respectively.
In order to bridge the rural and urban educational gap, Srei Sahaj and IGNOU had partnered in 2009 to provide training in a blended learning environment to enable students to undertake a range of recognized qualifications.
The initiative is aimed at making up for the lack of rated educational institutes in the rural India and help students in the villages get quality skill up gradation without the hassles of relocation. The programs are also supported by Chaakri.in, Srei Sahaj’s job portal dedicated solely to the rural population. All the learners who register on the portal will be guaranteed at least one job offer. It is projected that in the next 12 months, about 80,000 youth will be trained on these courses and over a period of time, more certificate courses, diploma and degree courses will be launched.
Commenting on the launch, Chief Guest, Thiru A. Raja, Hon’ble Union Minister for Communication and Information Technology said, “I laud the initiative taken by Srei Sahaj and IGNOU of introducing the rural population to the innovative skill development programs thereby creating opportunities for the rural youth to become more skilled and technically trained which would further increase their scope of employability. The plan would greatly benefit and augment the growth and development of the socio – economic landscape of rural India.”
Commenting on the new mode of delivery of its services to rural India, Dr. Sabahat Azim, CEO, Srei-Sahaj said, “Currently, one of the biggest bottlenecks in India’s growth story is the lack of skilled manpower. In rural India, the biggest stumbling block in fighting poverty is the lack of livelihood opportunities and skill development programs available to the rural population. Therefore, the latest offering from the Srei Sahaj and IGNOU partnership is set to go beyond all commercial considerations and achieve the avowed objective of empowering rural India through the innovative courses on offer.”
About Srei Sahaj e-Village Limited
Srei Sahaj e-Village Ltd. is a subsidiary of Srei Infrastructure Finance Ltd. It is a business integrator in the field of IT infrastructure with a focus on rural India. It has 65 offices across 6 states and is emerging as one of the largest implementers of ICT-based projects in India. It has taken up the task of eliminating the undemocratic digital divide between rural and urban India, under the flagship of NeGP of the Government of India. It brings government, business, and services to the rural India through an expanding network of Village Level Franchisee Partners. Srei-Sahaj is set to launch over 29,000 CSCs across the country. More than 16,000 CSCs have already been established, providing a single-window, one stop solution to the citizen’s needs, under the Private-Public- Partnership (PPP) arrangement.
The parent company of Sahaj, Srei Infrastructure Finance Limited, is a Holistic Infrastructure Institution, constantly and consistently ideating to deliver innovative solutions in infrastructure space, thus playing a significant role in nation-building for over two decades, both in urban and rural India. Srei’s businesses include Infrastructure Equipment Leasing & Finance, Infrastructure Project Finance, Advisory & Development, Insurance Broking, Venture Capital, Capital Market and Sahaj e -Village. Srei has a pan-India presence with a network of 63 offices and has also replicated its business model overseas with three offices in Russia. Srei is the first Indian infrastructure financing institution to get listed on the London Stock Exchange. Srei Equipment Finance Pvt. Ltd., a joint venture between Srei Infrastructure and BNP Paribas Lease Group, a wholly owned subsidiary of BNP Paribas, is a Srei Group company engaged in Infrastructure Equipment Leasing and Financing Business.
About Indira Gandhi National Open University
The Indira Gandhi National Open University, established by an Act of Parliament in 1985, has emerged as the largest University in the democratic world. Today, it serves the educational aspirations of nearly 2 million students in India and 33 other countries through the twenty-one Schools of Study and a network of 59 regional centres, more than 2300 Learner Support Centres and around 52 overseas centres. The University has, in a relatively short time, contributed significantly to higher education, community education and continual professional development.
As a world leader in distance education, it was conferred the Centre of Excellence Award in Distance Education in 1993 and the Award of Excellence for Distance Education Materials in 1999 by the Commonwealth of Learning (COL), Canada.
For further information, please contact:
Braj Kishore
Vice President and Head
Corporate Communications and Brand Management
Srei Infrastructure Finance Limited
Mobile: 098360 35599
Email: braj.kishore@srei.com
Debaditya Chaudhury / Nishant Kela
Blue Lotus PR
Mobile: 9831093508 / 9874189149
Email: debaditya@bluelotuspr.com
Background Note for the editors:
About Sahaj
1. Under the Prime Minister Flagship National E Governance Plan, Srei-Sahaj e-Village Ltd, a subsidiary of Srei Infrastructure Finance Limited, has taken up the task of eliminating the undemocratic digital split between rural and urban India. It brings government, business and services to the rural India through an expanding network of Village Level Franchisee Partners i.e., Village Level Entrepreneurs.
2. Today, Srei-Sahaj in partnership with its 16,000 Village Level Entrepreneurs, is serving about 160 million rural citizens.
3. Sahaj is mandated to set up a total of about 29,000 Common service Centres in states of Assam , Bihar, Orissa, Tamil Nadu, Uttar Pradesh and West Bengal. Recently it tied up with Jammu and Kashmir Bank to help roll out the CSC project in the challenging terrain of Jammu and Kashmir.
4. A total of 32 services are now available at Sahaj CSCs including digital photography, digital video-shoot, NREGA photograph, NREGA data collection, government form submission, information regarding electoral processes- addition and deletion in the electoral roll, data entry (LA and LR), DTP, ROR, Internet, death certificate, birth certificate, property tax payment, agricultural soil testing, agricultural diagnosis, e-Learning, electric bill collection (WBSEDCL), BSNL bill collection, mobile top ups, railway reservation, LIC premium collection, advertising, rural-job portal and examination results. There are many more services in the offing like e-Commerce, matrimonial services, distance education, postal service, IEC (Information, Education and Communication), and infotainment.
5. Visit www.sahajcorporate.com for more information.
About ETWLS: Education that Works – Learning System
This is a unique Learning system for which a Global Patent has been filed (patent Application Number – 322kol2009).
The invention can be referred to as a self instructional computational system which functioning via Core Interpretation System controlled decisional logic gates, depends on the efficacy of user input. The invention uses a graphical user interface and creates interaction between the user and the software. Through this unique interaction process the system determines the combination's and the correctness of approaching a specific task by the user. The interpretation attribute of the system is due to the composite effect of two mutually reinforcing Interpreters that are the fundamental control points behind the conditional signal antiport through the logic gates. The uniqueness of the system constitutes not only the decisional capacity of the system based on interpretation of user action but also the synergistic paradox of the two mutually complementing Core Interpretational Systems manifested through conditional flow of signals through the two logic gates.
In other words this is a real time self Assessment system that not only allows a student , under a distance learning program, to have hands on experience on a simulation of the subject that is being taught but also assesses the execution of the instructions given on a real time basis .
This mechanism ensures the following:
1. That the student actually understands the practical execution of the topic thereby enhancing the comprehension and retention of the matter.
2. Since the assessment is real time – the student knows immediately the accuracy of his execution.
3. Since the logic is so designed that the student cannot proceed unless the execution is absolutely accurate it ensures that the student will ultimately learn.
Subscribe to:
Posts (Atom)