Research Journal of Commerce & Behavioural Science - RJCBS

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Hyundai, Hero Honda, Pepsi, Ford, University of Hyderabad, Concorde, Indian Oil, Mahindra, SBI etc. Infronics designs various indigenous applications and products for India and Overseas. The company exports its products to Kingdom of Saudi Arabia, Dubai, UK, Ireland and United States. Triggering Entrepreneurial Bug There is a consensus in India that Software boom has done one great thing to Indians and that is awakening of the entrepreneurial bug dormant in them who have visited foreign lands. MS Raju is another testimony, who has been triggered by entrepreneurial bug when working for a Korean company of ENPIA Business Group. Soon after returned from Korea in 2004 he has started a Dotcom company “telugupictures.com” under company name Suchi Infotech Ltd in 2005, where people can watch movies online by paying a fee through online. A customer can watch any latest movie at this site with a fee. MS Raju has diversified his Suchi Infotech Ltd. into technology-enabled IT Solutions Company with a new name- Infronics Systems Ltd in the year 2007 and has become a brand by itself now. Entrepreneur Background MS Raju has completed his M.S. Post Graduate Degree in Engineering during 1991-96 from BITS, Pilani, India. Soon after completion of his Masters Degree he joined WIPRO as Software Developer and continued for five year but most of his tenure has been spent in US working for various assignments with General Electric and other reputed companies of the US. He has left WIPRO and joined a Korean company HANWA and stayed there for about 3 years before joining into another Korean company ENPIA and has spent there till he left for his home country India to give a shape to his entrepreneurial drive. MS Raju does not have any family background of entrepreneurs. His father worked for TISCO and wanted his son to be an engineer to work for a big company and never dreamt of becoming his son an entrepreneur. Entrepreneurship is inside-out Ms Raju believes that entrepreneurs are born but they can be refined with training and mentoring. He says that triggering of entrepreneurial bug is possible only when the entrepreneurial gene exists dormant in the personality and context also plays a dominant role initially for triggering. When the entrepreneurial bug is triggered, it is very difficult to be non-entrepreneurial hence, creates opportunities for himself and fires his entrepreneurial drive and nurtures his entrepreneurial spirit. His inner passions mould the context to suit his drive and channel his spirit. The inside-out drive of any entrepreneur is manifested in many forms like start ups, change in personality, transforming organization, building new network etc. The inside-out drive of MS Raju has manifested in the form of Infronics Systems Ltd., a new startup. MS Raju’s work experiences in US where working for General Electric, in Korea working for HANWA and ENPIA have provided the right context for triggering of his entrepreneurial bug. Risk is an Opportunity MS Raju has always prepared himself to take calculated risks and is also having a presupposition that ‘risks provide opportunities’ hence, considers risks as “poly metallic noodles” loaded with treasures. His attitude strengthens the law ‘risks and rewards are directly proportional’ and his actions are also proving that ‘the law’ is correct. His entrepreneurial journey from ‘Dotcom Company’ to Suchi Infotech to Infronics Systems Ltd. proves that the opportunities are expanding proportionally with the risks that he has prepared to take. He is also expanding his company into overseas and making it a global player because risks are opening new opportunities. His presence in Europe, Middle East, US shows that he has ingrained the law in his personality. The appetite for risks has taken a quantum leap after triggering of entrepreneurial bug and the upwelling of entrepreneurial push is coming out from inside forcibly to face challenges that are influencing all the situations towards his way of drive and vision. Networking with Partners MS Raju concentrates on two important things while choosing his partners, the first is wave length of the partner and the second one is the experience of the partner. He understands people within few conversations and catches someone’s wave length with highest precision. He becomes very careful if wave length doesn’t match. He gives lot of importance to his partner’s experience also because that saves lot of time and is very important ingredient for any business to be successful. The dual dimensions of partners play a vital role in synerzyzing their efforts towards organizational vision and mission. His partnership with Assa Abloy ITG, Germany; IBM, USA; Nedap, Netherlands; etc. is the result of negotiations out of understanding the wave length of participants and the reputation of the partners involved in the deliberations. Technology and Strategic Partners He has collaborated with many global players for technology and expertise. The strategic partnership is crucial because he doesn’t want to reinvent the wheel. Wherever new innovations are there he wants to collaborate with them to serve customers by offering more value and latest technology. He has a passion for offering the best in the technology and delighting customers with the best product. Infronics strategic partners include the following reputed companies of the world. Assa Abloy ITG, Germany for RFID Tags IBM, USA for Enterprise Solutions and Middleware Nedap, Netharlands for RFID based Automatic Vehicle Identification NXP (Philips), Netharlands for NFC, RFID www.theinternationaljournal.org > RJCBS: Volume: 01, Number: 08, June-2012 Page 2
Sagem Defence (Safran group), France for Finger Print Technology Symbol (Motorola), USA for RFID Hardware Entrepreneurship and Innovation** MS Raju says entrepreneurship and innovation are synonymous and two sides of the same coin. He is an entrepreneur to invent things and innovator to materialize his entrepreneurship. He is a two-headed man but with one vision. His vision is to take Infronics to the top by 2012 and is possible only through integration of entrepreneurship and innovation hence, his personality with two dimensions. He has understood this relationship while working in US where innovation and entrepreneurship is considered as similar things. He himself has been a software developer while working for Wipro, Hanwa, Enpia, GE etc. He has now developed many products indigenously in India and offering to the world by expanding his market all over the globe. He has already filed four patents and applied five trade marks to date to demonstrate his innovative capacity and entrepreneurial drive. See the Appendix II for details. Indian Intelligentsia MS Raju has worked with many people and has understood the capacity of various minds of both the west and the East. His working in abroad has provided a scale to measure Indian minds with the rest of the best minds hence, his conviction that ‘Indian intelligence is par excellence’ and his R & D is loaded with Indian minds to give a shape to his innovative ideas by their creative talents. He softly warns Indians that ‘they waste their creative energies in 3-C’s: chitchat, cricket and cinema’ and that to be channelized for higher things of the life. He says that Indians waste nearly 3 hours everyday in unproductive pursuits hence, a challenge to Indian entrepreneurs to channelize their best energies for productive use. Mentor Influence MS Raju is very much influenced by his mentor Krishnam Raju. K, former Finance Director of Visual Soft. He has understood the importance of mentorship and its impact on one’s life. He also has started mentoring his employees too to derive the extraordinary results of this process. His mentor Krishnam Raju K not only mentors MS Raju but also many other entrepreneurs because he has a passion to build as many entrepreneurs as possible in this country. MS Raju says he reveals everything to his mentor before taking any decision that facilitates detachment in his actions hence, the possibility of psychological balance in his decision making. He says mentoring plays a strategic role in nurturing entrepreneurial mind hence, to be given the highest priority to nurture entrepreneurs. Transformation of his earlier company ‘Suchi Infotech Ltd.’ into the present company ‘Infronics Systems Ltd.’ is the result of many hours of discussion with his mentor, Krishnam Raju and the mentorship can be seen in the every fiber of the company. Time Management MS Raju works nearly sixteen hours a day with rigor and vigor because he enjoys working hard and long. He says one has to sacrifice his family in the initial years of a venture and subsequently as the venture takes-off and reaches the success plateau, one can relax a bit and spend longer hours with the family. He also admits that but with the success of the venture one becomes more busy because more opportunities flood the door hence, creating time for family is utmost important. He also works from home while spending time with the family. He attends many works simultaneously to leverage time and he believes time is the most important resource. He again says balance of time between family and office is crucial for success in the long run. He starts his office work at around 9.00 am in the morning and goes up to 6.00 pm in the evening. He does office work at home during office holidays too. Managing People MS Raju follows a very interesting principle while managing resources and people. Infronics is presently run by 140 employees and many of them are talented engineers. He gives people enough freedom but controls at critical points. It appears as if the principle of determinism and free-will that is seen in many scriptures. He gives the example of God, how he provides enough freedom to people but controls at strategic points of life. MS Raju borrows this philosophy while dealing his employees. He provides enough freedom to employees but that freedom is crosschecked at various strategic locations. He gives the example of 1----10--------20-------30----------40---------------50 mathematical series to understand the concept. He controls employees at point 10, 20, 30, 40, 50 and so on and provides enough freedom to people in between 1 and 10, 10 and 20, 20 and 30 and so on. He gives the freedom but also control with a strategic intent. The Role of Money MS Raju shatters the myth of importance of ‘money’ and its role attached in the success of any entrepreneur. He says the role of money in entrepreneurship is absolutely zero and he assumes that money is abundantly available around us if we have the strategy to exploit an opportunity. He truly fits into the definition of entrepreneurship that says ‘entrepreneurs pursue opportunities without regard to the resources they currently control’. He emphasizes more of partnerships and strategic partners who play a strong role in the success of entrepreneurship and simply ignores the parameter of money in the success of entrepreneurship. He says entrepreneurship attracts money from all the corners and is never be a constraint for entrepreneurs. His networking with world leaders in technology say, IBM, Nedap, NXP, Motorola etc. has provided him the competitive edge in the market rather than the money. Entrepreneurship and Strategy The success of any entrepreneur he says depends on the strategy that he adopts to influence the context and driving the context towards his vision. MS Raju gives the first www.theinternationaljournal.org > RJCBS: Volume: 01, Number: 08, June-2012 Page 3
Page 2 and 3: Table of Contents Articles INFRONIC
Page 6 and 7: priority to strategy for maintainin
Page 8 and 9: the Brundtland Report and was anoth
Page 10 and 11: know why it is important and educat
Page 12 and 13: TABLE - 2 ASSOCIATION OF THE LEVEL
Page 14 and 15: Freight Forwarders Hurdles In The O
Page 16 and 17: score of 13071 points. From the ana
Page 18 and 19: JOURNAL - RESEARCH PAPER REFERENCES
Page 20 and 21: The extent to which a farmer can un
Page 22 and 23: Results and discussion Table 1 show
Page 24 and 25: Financial inclusion for sustainable
Page 26 and 27: tech agriculture which is almost eq
Page 28: THE ROLE OF BANKS IN FINANCIAL INCL
Page 31 and 32: the job (Robins 2003, p.72). It is
Page 33 and 34: Research Methodology Questionnaire
Page 35 and 36: Lok, P., Crawford, J. (1999), "The
Page 37 and 38: Ethical issues in accessing people'
Page 39 and 40: complexity of the knowledge system.
Page 41 and 42: in public domain without any possib
Page 43 and 44: ‘Environmental Conservation: Ethi
Page 45 and 46: influencing the purchase of branded
Page 47 and 48: During purchase of apparel, female
Page 49 and 50: Test of Pricing Efficiency and Dist
Page 51 and 52: section gives the introduction of c
Page 53 and 54: efined soya, as shown in table 11.
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APPENDIX TABLE-1: ADF TEST OF PRICE
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