Hitesh Oberoi (COO InfoEdge) Managing In A Slowdown

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Hitesh Oberoi, (Co. Founder and COO) (InfoEdge) presents on how to Manage In A Slowdown

Hitesh presents as part of the "Surviving and Winning in a Downturn" a one day conference by TiE Internet SiG, Delhi.

To catch all the action from the event, visit www.omshare.com (India's first Online Platform for taking Events and Conferences Global) - an Initiative by OMLogic

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Hitesh Oberoi (COO InfoEdge) Managing In A Slowdown

  1. 1. Managing in a Slowdown The InfoEdge Experience ??
  2. 2. InfoEdge in 2009 <ul><li>Businesses like Naukri.com, 99acres.com, Jeevansathi.com, Shiksha.com and Quadrangle </li></ul><ul><li>Revenue – 240 crores in 07-08 </li></ul><ul><li>1700 people </li></ul><ul><li>Offices in over 40 cities </li></ul><ul><li>28pc growth in H1, 8pc growth in q3 </li></ul><ul><li>All Non Recruitment Ventures losing money at the moment </li></ul><ul><li>330 crores of cash in the bank </li></ul>
  3. 3. InfoEdge in the last slowdown <ul><li>Only in the Recruitment Business </li></ul><ul><li>Raised 7.2 crores from ICICI Ventures in June 2000 </li></ul><ul><li>Revenues of 1 cr in 2000-01, 3.8 crores in 2001-02 and 9 crores in 2002-03 </li></ul><ul><li>Broke even with 3 crores of cash in bank in the 2 nd Half of 2002-03 </li></ul>
  4. 4. Last Slowdown vs This Slowdown <ul><li>Unlisted vs Listed </li></ul><ul><li>One Investor vs Many Stakeholders </li></ul><ul><li>Underpenetrated vs Largely Penetrated </li></ul><ul><li>Single Business Unit vs Multiple Business Units </li></ul><ul><li>Understaffed Vs Overstaffed </li></ul><ul><li>Limited Competition vs Massive Competition </li></ul><ul><li>3 crores of cash vs 330 crores of cash </li></ul><ul><li>The Last Slowdown was good for Naukri. This one will probably be good for our new business ventures like 99acres and Shiksha </li></ul>
  5. 5. Managing Employees, Investors and Everyone Else <ul><li>Recognise the fact that its not business as usual. Let people in your company understand this as well. </li></ul><ul><li>Differentiate between non performers and non performing businesses. Different remedies for both. </li></ul><ul><li>Problems which could have been ignored earlier need to be tackled on a war footing </li></ul><ul><li>Communicate more with investors. Give them as much information as possible about what you are planning to do. </li></ul><ul><li>Provide Clear Leadership. Your employees should believe that the company is clear about how it well weather the slowdown. Ambiguity and Uncertainity may not be a good idea. </li></ul>
  6. 6. Managing in a slowdown <ul><li>Understand the 2-3 things which could see your business through. Focus on these </li></ul><ul><li>Control Wasteful Expenditure. Conserve Cash </li></ul><ul><li>Alter the innovation pipeline and push up revenue generating products </li></ul><ul><li>Relook at Pricing </li></ul><ul><li>Keep your sales staff motivated </li></ul>

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