Arvind Saraf

Family-run businesses are very different from the corporates and suffer from a poor understanding by the top talent in the country. However, they make a very significant part of our economy. To bridge this gap, as well as to articulate my own challenges, I had floated these challenges during my work at Triveni sarees as two case studies in 2015:

  1. A 30 yr+ old saree manufacturer, and
  2. Its relatively new e-commerce arm

We saw fantastic participation by the top B-school MBA students on these case challenges, with faculty members appreciative of truly bringing in Indian small business case studies. Hope other students can benefit too.

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Early-stage companies struggle with balancing incremental product changes basis feedback (ie outside-in product management) vs more quantum original internally thought-through product features (inside-out product management).

Outside-in product management works post a product-market fit when one has a set of value deriving users sharing feedback. This feedback builds on the core product value. Before product-market fit, external feedback is often from sales — is scattered to get the deal through, and can be a distraction. This is the peril of selling a product before a core value is established.

If a startup is in this stage, it is incredibly critical that the company has a few core people unencumbered by these product asks, and freed up from the organized product management, to experiment & pivot with quantum product jumps.

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Arvind Saraf

Arvind Saraf

Arvind (http://www.linkedin.com/in/arvind-saraf/) is a Computer engineer (IIT, MIT, Google) turned technology/impact entrepreneur.