“We are a long-term, patient investor; if you have to build world class companies, it does take time,” believes Bessemer Venture Partners, India
They are perhaps, as old as the concept of
venture capital itself! Some of the best known technology brands globally have been seeded by Bessemer Venture Partners–the oldest VC firm in the United States. Bessemer steered its way into India in 2003 and made its first investment in year 2005. While the biggest of big, share this regret of “we should have invested much before in India,” this fund has no regret. According to Bessemer, the India growth story has just about begun and that they are a long-term and patient fund. In an exclusive tête-à-tête with 4Ps B&M, Devesh Garg, Head of Bessmer’s India practice, dwells at length on the correct recipe of creating a world-class company...
When did Bessemer actually got serious about India growth story?
In 2003-04 we started getting interested in India. I and my partner Rob Chandra, made the first trip in December 2002. We felt that India was becoming a really interesting place to invest in. An observation we made at that time was that India was not ready for traditional hi-tech investing, the kind of investing that we specialise in. We came to the conclusion that Indian investing will primarily be non-technology oriented. So, we started getting active in 2003. In 2004, we established our offices – one in Mumbai and another in Bangalore – and for the last four years, we have been actively investing in India. We have one of the largest India dedicated teams in place, comprising 14 people, 10 of whom are investment professionals. I have also physically relocated to India. I don’t fly down from US, make an investment and fly back. All this shows our commitment toward India, as we think long-term growth prospects are tremendous in the country. We have $500 million of committed capital across our two funds in the country.
What is Bessemers’ unique investment philosophy? How are you different from other service provider?
We look to find a strong alignment between our Limited Partners (whose money we have invested in) ourselves and the promoter/entrepreneur that we back, which makes our long-term success easier. We are very rigorous in our research and stay focused. We like to look for emerging growth sectors that offer things off-the-beaten path. This is because we have a long-term view and therefore stay very disciplined. Our investment size ranges between a dollar to somewhere between $30 million. What I mean by a dollar is that we would love to invest in seed companies too. We will take on entrepreneurs, we are really excited about that, give him the seed capital and help him start the company.
We add value in three areas – first, we have expertise in scaling and building operations, worldwide. Second, we have the ability to source customers. No matter what business you are into, you are always looking for customers whether local or global) and we have the ability to help investees with that. Lastly, financial sophistication. We understand how to assist in areas of financial sophistication, as we have operating partners to help with that.
Which are your most promising investments in India? And what sectors are you bullish on?
We are investors in Anant Raj industries (Construction and Infrastructure Developers), in Motilal Oswal (Financial services), Shriram EPC (servive provider for renewable energy projects), OnMobile (VAS for mobile operators), Deccan Chronicle Holdings (media). We have invested in a couple of start-ups as well, like Sarovar hotels (hospitality)and Sunil hi-tech (company focussing on power sector). We are also investor in Lloyd Electric, KS Oils and NetAmbit. We had four IPOs in a relatively short period of time, but we continue to hold on to our positions because we feel that there exists a positive long term opportunity. IPOs are not necessarily an exit event, it’s just a financing event and we still believe that these companies have a long way to go. Besides, we are a long-term, patient investor; if you have to build world class companies, it takes time. We invest across all geographies and sectors and our Indian portfolio reveals that. We forsee an investment boom in the infrastrucure space and all businesses that are linked to the growing consumer class of India, particularly growth-oriented, non-tech areas.
Apart from growth capital, what else does Bessemer bring to the table?
Within Bessemer, we have this concept of operating partners. The idea is to bring value added services to the companies. At the end of the day we are a service provider and we want to make sure that we have all capabilities in-house to add meaningful services and assistance to portfolios of companies that they should want. It is something that we do as a part of our association with each investee.
We have Sridhar Iyengar (former chairman and CEO of KPMG India), who brings deep experience in tax & audit; Mandeep Khaira (senior executive from Dell) – an expert in operations and procurement; Yagnesh Sanghrajka (former Global CFO for Hinduja TMT), so he knows how to deal with family-owned companies. We find promoters and entrepreneurs that have the ambition to create world class companies and ability to recognize things that we bring, and then jointly partner to create that.
They are perhaps, as old as the concept of
venture capital itself! Some of the best known technology brands globally have been seeded by Bessemer Venture Partners–the oldest VC firm in the United States. Bessemer steered its way into India in 2003 and made its first investment in year 2005. While the biggest of big, share this regret of “we should have invested much before in India,” this fund has no regret. According to Bessemer, the India growth story has just about begun and that they are a long-term and patient fund. In an exclusive tête-à-tête with 4Ps B&M, Devesh Garg, Head of Bessmer’s India practice, dwells at length on the correct recipe of creating a world-class company...When did Bessemer actually got serious about India growth story?
In 2003-04 we started getting interested in India. I and my partner Rob Chandra, made the first trip in December 2002. We felt that India was becoming a really interesting place to invest in. An observation we made at that time was that India was not ready for traditional hi-tech investing, the kind of investing that we specialise in. We came to the conclusion that Indian investing will primarily be non-technology oriented. So, we started getting active in 2003. In 2004, we established our offices – one in Mumbai and another in Bangalore – and for the last four years, we have been actively investing in India. We have one of the largest India dedicated teams in place, comprising 14 people, 10 of whom are investment professionals. I have also physically relocated to India. I don’t fly down from US, make an investment and fly back. All this shows our commitment toward India, as we think long-term growth prospects are tremendous in the country. We have $500 million of committed capital across our two funds in the country.
What is Bessemers’ unique investment philosophy? How are you different from other service provider?
We look to find a strong alignment between our Limited Partners (whose money we have invested in) ourselves and the promoter/entrepreneur that we back, which makes our long-term success easier. We are very rigorous in our research and stay focused. We like to look for emerging growth sectors that offer things off-the-beaten path. This is because we have a long-term view and therefore stay very disciplined. Our investment size ranges between a dollar to somewhere between $30 million. What I mean by a dollar is that we would love to invest in seed companies too. We will take on entrepreneurs, we are really excited about that, give him the seed capital and help him start the company.
We add value in three areas – first, we have expertise in scaling and building operations, worldwide. Second, we have the ability to source customers. No matter what business you are into, you are always looking for customers whether local or global) and we have the ability to help investees with that. Lastly, financial sophistication. We understand how to assist in areas of financial sophistication, as we have operating partners to help with that.
Which are your most promising investments in India? And what sectors are you bullish on?
We are investors in Anant Raj industries (Construction and Infrastructure Developers), in Motilal Oswal (Financial services), Shriram EPC (servive provider for renewable energy projects), OnMobile (VAS for mobile operators), Deccan Chronicle Holdings (media). We have invested in a couple of start-ups as well, like Sarovar hotels (hospitality)and Sunil hi-tech (company focussing on power sector). We are also investor in Lloyd Electric, KS Oils and NetAmbit. We had four IPOs in a relatively short period of time, but we continue to hold on to our positions because we feel that there exists a positive long term opportunity. IPOs are not necessarily an exit event, it’s just a financing event and we still believe that these companies have a long way to go. Besides, we are a long-term, patient investor; if you have to build world class companies, it takes time. We invest across all geographies and sectors and our Indian portfolio reveals that. We forsee an investment boom in the infrastrucure space and all businesses that are linked to the growing consumer class of India, particularly growth-oriented, non-tech areas.
Apart from growth capital, what else does Bessemer bring to the table?
Within Bessemer, we have this concept of operating partners. The idea is to bring value added services to the companies. At the end of the day we are a service provider and we want to make sure that we have all capabilities in-house to add meaningful services and assistance to portfolios of companies that they should want. It is something that we do as a part of our association with each investee.
We have Sridhar Iyengar (former chairman and CEO of KPMG India), who brings deep experience in tax & audit; Mandeep Khaira (senior executive from Dell) – an expert in operations and procurement; Yagnesh Sanghrajka (former Global CFO for Hinduja TMT), so he knows how to deal with family-owned companies. We find promoters and entrepreneurs that have the ambition to create world class companies and ability to recognize things that we bring, and then jointly partner to create that.
Intelenet Global Services, explains the key rationale behind the Blackstone and Intelenet deal to 4Ps B&M: “We wanted to retain our third party BPO focus and wanted to grow into a global brand. From the outset, we were very clear about what we were looking for in a potential partner. This deal with Blackstone will enable us to continue to grow as a third party BPO service provider and will also help our multi-pronged growth strategy. The association with Blackstone is a mutually beneficial one where Blackstone leverages Intelenet’s delivery capabilities for all its portfolio companies. Intelenet aims to optimally leverage Blackstone’s financial backing to improve and expand its operations. These acquisitions will enable Intelenet to expand its delivery footprint from solely offshore centres, to an on-shore and near-shore capability based out of the US and Latin America. Blackstone is lending its global brand and ready access to its investee portfolio.”
tools for retirement planning. Policyholders make contributions over a period of time (or even a one-time contribution) to form a corpus. This corpus is used to generate regular income for policy holders from the retirement age. The pension plans are flexible, whereby income can be received either for a fixed tenure or till death. In the majority of cases, investors avail of tax rebates under section 88 in the range of 15 % to 30% of the premium paid during the year depending on the total income. Tax benefits are also offered when medical riders are added to the policy as per section 80 D.
from the last 50 years, remains ever contemporary & evergreen. The punchline is same from such a long time because we have the same advertising agency, same people at the top and the same product positioning. I don’t understand why Bajaj changed their tagline from ‘Hamara Bajaj’ as there was no need to do so because it was working well for them. These things change when people in the top management change. The tagline has definitely helped us grow. Today, we are the number one food company in India & market shares are consistently improving. 
simply been mind-blowing and have only got bigger during the past two years! The reasons for the same are intensive asset utilisation (track, wagons, coaches, locos), increase in axle load, improvement in turn-round of wagons and also lowering of unit costs through higher volumes. The railways also used differentiated strategy for social and commercial segments of operation and a dynamic and market-driven tariff for freight and premium passenger segments. The railways also made the reduction of tariffs in real terms. The railways is also utilising its real estate to earn revenues. To begin with, it is roping-in real estate developers and utilising PPPs as part of its makeover plans. While the former are a part of the modernisation plan of 225 railway stations across the country, the PPPs focus will fund a major portion of the dedicated rail freight corridor and high speed passenger corridors. PPP options are also being explored to by holding auction for the private sector to build malls, cineplexes and shopping arcades. Finally, the PPPs will also help develop energy-efficient trains with the state-of-the-art facility & controlling.
caffeine cravings so much so that we’ve grown to know coffee as the ‘forbidden drink’. Nutritionists and dieticians claiming coffee caused dehydration, besides being a diuretic put it on the ‘No-No’ list along with chocolate, ice cream and drinks. But for all you forlorn coffee lovers, here’s a twist! A recent research proves these theories wrong. In fact, other studies even prove that a doze of caffeine could actually help one walk the treadmill longer than usual.