E-Cell IIT Roorkee

This is the second session in the exciting weekend series launched by E-Cell IIT Roorkee as a part of E-Summit 2025. The speaker for this session is Dr. Radhakrishnan Pillai, Founder of Chanakya Aanvikshiki Pvt Ltd, leadership coach, and an expert in applying ancient Indian wisdom to modern leadership and entrepreneurship. Dr. Pillai specializes in guiding professionals and aspiring leaders by blending principles from Kautilya’s Arthashastra with actionable strategies for success. If you’re eager to enhance your leadership skills or explore unique insights that can drive entrepreneurial growth, this session is crafted just for you! 🗓 Date: 23rd December ⏰ Time: 7 PM #Ecell #iitr #esummit #chanakya #roorkee

SME IPOs: Big dreams, big risks! 📈💰 From skyrocketing oversubscriptions to sharp price drops, the SME IPO boom is making waves in the stock market. Will you ride the wave or play it safe? 🌊🤔 #SMEIPO #StockMarketTrends #ecelliitr #iitroorkee #ecell

Introducing Hi-Res’25 – The Second Edition!🌟 Mark your calendars for 31st January to 2nd February as Hi-Res, IIT Roorkee’s Annual Design Convergence, returns bigger and better than ever. Immerse yourself in a vibrant celebration of creativity and innovation featuring: • Inspiring sessions with India’s top designers • Interactive workshops to sharpen your skills • Engaging design meetups for endless networking • A high-energy designathon, Photoshop Battle & Brandstorm to ignite your imagination • Exclusive merch to remember the experience Let’s come together to redefine the boundaries of design and creativity. Join us as we create synergy like never before. #ecell #design #iit #iitroorkee #creativity #art #esummit #designfest #designevent #designconference

This is the first session in a series of weekend sessions launched by E-Cell IIT Roorkee as a part of the E-Summit 2025. The speaker of the first session is CA Pranay Bafna, Founder of Zrotax (earlier IT Return Bharo), Chartered Accountant. Pranay specializes in tax consultancy and financial analysis, helping individuals and businesses optimize their financial strategies. If you've ever dreamed of starting your own venture or want to learn the building blocks of a successful startup, this workshop is just for you! 🗓 Date: 15th December ⏰ Time: 2 PM

𝗘-𝗦𝘂𝗺𝗺𝗶𝘁'𝟮𝟱 𝗹𝗮𝘂𝗻𝗰𝗵𝗲𝘀 𝗝𝗮𝗶𝗽𝘂𝗿 𝗭𝗼𝗻𝗮𝗹 E-Summit IIT Roorkee, the largest entrepreneurship fest of North India is bringing the excitement to Jaipur! Join us at 𝗝𝗘𝗖𝗥𝗖 𝗙𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻 𝗼𝗻 𝟳𝘁𝗵 𝗗𝗲𝗰𝗲𝗺𝗯𝗲𝗿 𝟮𝟬𝟮𝟰 for an unforgettable day packed with innovation, inspiration, and impact. 𝗪𝗵𝘆 𝘀𝗵𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗯𝗲 𝘁𝗵𝗲𝗿𝗲? • 𝗜𝗻𝘀𝗽𝗶𝗿𝗶𝗻𝗴 𝗦𝗽𝗲𝗮𝗸𝗲𝗿 𝗦𝗲𝘀𝘀𝗶𝗼𝗻: Hear from the visionary founder of a ₹100 crore startup based in Delhi. • 𝗜𝗱𝗲𝗮𝗦𝘁𝗼𝗿𝗺: Got a startup idea? Pitch it at Jaipur's stage for a shot at Round 3 at IIT Roorkee, where you could win cash prizes and attract funding! • 𝗧𝗵𝗿𝗶𝗹𝗹𝗶𝗻𝗴 𝗘𝘃𝗲𝗻𝘁𝘀: 🔹 𝗜𝗣𝗟 𝗔𝘂𝗰𝘁𝗶𝗼𝗻 – Put your entrepreneurial skills to the test in this high-energy mock auction. 🔹 𝗘𝗻𝘁𝗿𝗲𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝘀𝗵𝗶𝗽 𝗤𝘂𝗶𝘇 – Show off your business acumen and win exciting goodies. The winners of these events will get free passes for E-Summit 25 happening at IIT Roorkee from 31st January 2025 to 2nd February 2025 Perks for All Participants: Certificates, exclusive goodies, and the chance to be part of Northern India’s biggest entrepreneurial fest! 𝗗𝗮𝘁𝗲: 𝟳𝘁𝗵 𝗗𝗲𝗰𝗲𝗺𝗯𝗲𝗿 𝟮𝟬𝟮𝟰. 𝗩𝗲𝗻𝘂𝗲: 𝗝𝗘𝗖𝗥𝗖 𝗙𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻 𝗔𝘂𝗱𝗶𝘁𝗼𝗿𝗶𝘂𝗺, 𝗝𝗮𝗶𝗽𝘂𝗿 Jaipurites, it's your time to shine! See you there! 𝗥𝗲𝗴𝗶𝘀𝘁𝗲𝗿 𝗡𝗼𝘄: https://lnkd.in/gz72BeTU #ESummit25 #Entrepreneurship #Innovation #Jaipur #Networking #StartupJourney #IITRoorkee #IdeaStorm

From Sweets to Transforming Education: Today, we present the story of the Lovely Group from Jalandhar, Punjab—a story packed with powerful lessons on legacy, bold risk-taking, and the art of business diversification and innovation. From selling laddus to revolutionizing India's education system, their journey shows how legacy businesses can achieve extraordinary success when power is transferred carefully. What started as a humble sweet shop has grown into a goliath in Punjab, generating over ₹1150 crore annually across different businesses. 𝑻𝒉𝒆 𝑺𝒘𝒆𝒆𝒕 𝒃𝒆𝒈𝒊𝒏𝒏𝒊𝒏𝒈 The humble beginnings start with the family migrating from Rajasthan to Punjab. They start off with a small sweet shop, but, Baldev Raj Mittal, an entrepreneur at heart, began experimenting and instead of making laddus with badhi boondi, they started creating the laddus with chhoti boondi. Soon, they introduced a novel concept of sweets to Punjab—making motichoor laddus. 𝘓𝘰𝘷𝘦𝘭𝘺 became a household name in Jalandhar. However, as the 70s approached, the market for sweets saturated. The family kept innovating further: premiumizing their offerings as luxury sweets and starting 24x7 stores for the new market of late night cravings. 𝑫𝒊𝒗𝒆𝒓𝒔𝒊𝒇𝒊𝒄𝒂𝒕𝒊𝒐𝒏 𝒂𝒏𝒅 𝒄𝒉𝒂𝒍𝒍𝒆𝒏𝒈𝒆𝒔 They tried their hands at hydro projects, hospitals and automotive parts manufacturing, but they didn’t work. Soon, they find an untapped growing market in Punjab, the automobile sector. People used to say "Ab laddu bechne wale gaadi bechenge". They tried partnering with Bajaj but they couldn’t get their hands on them. After multiple pitch meetings and Lovely’s efforts to convince Bajaj, they took a leap of faith and invested in Lovely in 1991. This was followed by Maruti Suzuki in 1996. The market was growing as Punjabis anyways are very fond of keeping multiple cars. Today, Lovely Autos has nearly 25 outlets across Punjab. By 2000s, Ashok Mittal saw a bigger opportunity—addressing the lack of professional education in Punjab. The family first opened an institute under the Punjab Technical University (PTU) but they were struggling to expand and experiment under them. Later, they separated and rebranded as Lovely Professional University (LPU) to innovate with curriculum and operations. Ultimately, the vision of then CM Amarinder Singh of transforming the education landscape in Punjab, led to LPU’s success. Today, LPU stands as one of the few internationalized universities, hosting 35,000+ students from over 30 countries. Today, the third generation is pushing boundaries further. Pratham Mittal, son of Ashok Mittal, founded Master's Union school of Business, challenging traditional business education in India inspired by Ivy League models. With a faculty of corporate leaders and a curriculum focused on building real businesses, Master’s Union is already challenging established institutions like IIMs and ISBs. #business #ecell #ecelliitroorkee #iitroorkee

E-Cell IIT Roorkee is looking for passionate individuals to join the Campus Ambassador Program for E-Summit '25! Represent India's biggest entrepreneurial summit at your college and seize this opportunity to: - Gain exclusive perks like free passes, E-Summit merchandise, and certificates. - Network with industry leaders, speakers, and startup founders. - Boost your leadership skills while promoting entrepreneurship. Ready to level up your leadership skills and make impactful connections? Apply now! Apply now through the website (link below). https://cap.esummit.in Tag your friends who’d love this opportunity! #entrepreneurship #ecelliitr #ecell #startup #esummit2025 #internship #iit

Recently, I booked a cab from Kashmere Gate to IGI Airport. Ola and Uber priced the 28-30 km trip at around 1200 Rs, but BluSmart offered it for just 450 Rs. The driver explained his operating costs alone were 600-700 Rs, making it impossible to match BluSmart’s price. This got me thinking: how did BluSmart, founded by Puneet Jaggi (our alumnus), Punit Goyal and Anmol Jaggi, manage to disrupt a saturated market dominated by giants like Ola and Uber? All the three co-founders had worked in the renewable energy space and noticed a gap in the ride-hailing market: a. The growth and rising demand of the cab market and b. The EV transition. 𝐖𝐡𝐚𝐭 𝐁𝐥𝐮𝐒𝐦𝐚𝐫𝐭 𝐝𝐨𝐞𝐬 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭𝐥𝐲 𝘛𝘩𝘦 𝘯𝘰𝘯 𝘢𝘨𝘨𝘳𝘦𝘨𝘢𝘵𝘰𝘳 𝘮𝘰𝘥𝘦𝘭: In the Ola/Uber model, drivers own the vehicles and pay a 20-30% commission on each ride to Ola/Uber. They do not have the capacity to buy these cars and take them on loans, driving them to focus on maximizing earnings at the expense of customer experience, resulting in issues like ride cancellations and turning off the AC. BluSmart decided to solve the customer experience by solving for the drivers. They run an asset-heavy model where the driver is an employee getting a 25-30k salary and BluSmart leases the vehicles and brands them as BluSmart vehicles. The drivers just have the responsibility to maintain the customer experience quality. BluSmart launched as a “no surge, no cancellation” brand which was the hook for customers. They installed a tracking button in the cars to track the location of a car and installed a panic button for ensuring the safety of all the female customers and making them more comfortable with the cabs. 𝘛𝘩𝘦 𝘦𝘤𝘰𝘴𝘺𝘴𝘵𝘦𝘮: BluSmart is not building a ride-hailing company, but an energy company. They have 3 different verticals which are completely different businesses: 1. BluSmart fleet- The ride hailing business 2. BluSmart Tech- managing all the data and intellectual properties and 3. BluSmart charge- The charging infrastructure with currently 50 charging hubs. They are increasing the EV car penetration in India with the ride-hailing business but also saving costs and integrating backwards in the supply-chain through the charging business for offering services to other EV cars. 𝘎𝘰𝘪𝘯𝘨 𝘯𝘪𝘤𝘩𝘦, 𝘵𝘩𝘦𝘯 𝘨𝘰𝘪𝘯𝘨 𝘸𝘪𝘥𝘦: They decided to enter the niche markets of Delhi and Bangalore first because this is where their USP of “no cancellation” shines and 68% of the market lies in Delhi-NCR, Bangalore and Mumbai. They started doing Airport rides in Delhi NCR as the first service because you do not want your ride cancelled when you have to catch a flight. BluSmart focuses on EV cars only and not expand to other market segments like Rapido and Namma Yatri. The future of BluSmart is exciting as the government also gets bullish on EV cars. What do you think? Let us know in the comments down below. #ev #blusmart #entrepreneurship #cab

From the Verge of Shutting Down to a Global Icon: The Revival of Royal Enfield What does it take to revive a brand on the brink of closure? To answer that, we take a look at Siddhartha Lal, the CEO of Royal Enfield who took over the company from his father who was planning to shut it down, asking for one last chance to revive Royal Enfield. Today, a Royal Enfield bike is the dream of every young boy and has become an aspiration. Instead of relying on data or consultants, he hit the roads of India on a Royal Enfield himself. In doing so, he not only connected with riders but identified the pain points first-hand. This grassroots approach led him to uncover six critical issues: 🔹 𝘋𝘢𝘮𝘢𝘨𝘦𝘥 𝘉𝘪𝘬𝘦𝘴 𝘪𝘯 𝘛𝘳𝘢𝘯𝘴𝘪𝘵: Many bikes arrived damaged, leaving customers disappointed and tarnishing brand reputation. 🔹 𝘖𝘶𝘵𝘥𝘢𝘵𝘦𝘥 𝘎𝘦𝘢𝘳𝘣𝘰𝘹 𝘢𝘯𝘥 𝘊𝘢𝘴𝘵-𝘐𝘳𝘰𝘯 𝘌𝘯𝘨𝘪𝘯𝘦: The bikes featured a separate gearbox and cast-iron engine that were prone to oil leaks and high maintenance costs. 🔹 𝘖𝘶𝘵𝘥𝘢𝘵𝘦𝘥 𝘌𝘯𝘨𝘪𝘯𝘦 𝘛𝘦𝘤𝘩𝘯𝘰𝘭𝘰𝘨𝘺: The old engine design didn’t meet modern emission standards. 🔹 𝘚𝘢𝘭𝘦𝘴 & 𝘚𝘦𝘳𝘷𝘪𝘤𝘦 𝘊𝘩𝘢𝘭𝘭𝘦𝘯𝘨𝘦𝘴: Royal Enfield lacked a strong sales and after-sales support system. 🔹 𝘌𝘳𝘰𝘥𝘪𝘯𝘨 𝘉𝘳𝘢𝘯𝘥 𝘓𝘰𝘺𝘢𝘭𝘵𝘺: With sleek, high-tech bikes from Japanese brands like Suzuki and Yamaha entering the market, Royal Enfield’s appeal was dwindling, especially among young buyers. Siddhartha planned the turnaround of his company with six measures to tackle these problems: 🔹 𝘉𝘪𝘬𝘦𝘳 𝘏𝘶𝘣𝘴 𝘪𝘯 𝘚𝘵𝘰𝘳𝘦𝘴: Lal turned showrooms into lifestyle destinations, immersing customers in the brand’s heritage. 🔹 𝘉𝘶𝘪𝘭𝘥𝘪𝘯𝘨 𝘢 𝘙𝘪𝘥𝘦𝘳 𝘊𝘰𝘮𝘮𝘶𝘯𝘪𝘵𝘺: He organized group rides and events, building a loyal customer base around shared experiences. 🔹 𝘐𝘮𝘱𝘳𝘰𝘷𝘦𝘥 𝘋𝘦𝘴𝘪𝘨𝘯 & 𝘘𝘶𝘢𝘭𝘪𝘵𝘺: Lal addressed design flaws, introducing a unified engine and a reliable, retro-modern product. 🔹 𝘚𝘵𝘳𝘦𝘢𝘮𝘭𝘪𝘯𝘦𝘥 𝘍𝘰𝘤𝘶𝘴: By shutting down all but two business divisions, Lal concentrated Eicher’s resources on Royal Enfield’s revival. The result? Today, Royal Enfield is a household name in over 50 countries, including the UK, the US, and markets in Europe, Latin America, and Asia. This story serves as a powerful reminder that real success stems from deeply understanding customer needs at the grassroots level and executing a focused plan to address them—far more than simply restructuring teams or bringing in consultants. #royalenfield #brandrevival #business #entrepreneurship