[music playing]
[theme music playing]
[music fades]
What do you say if you want to look l an actress without spending a lot?
- Yes Madam! - Yes Madam!
What do you say if you want to flaunt your new hairstyle
and get a thousand likes?
- Yes Madam! - Yes Madam!
What do you say if you want a relaxin massage after a hectic day at work?
- Yes Madam! - Yes Madam!
What do you say if you want a salon at home
with full-on services?
- Yes Madam! - Yes Madam!
We present Yes Madam,
India's most trusted and transparent home salon.
and we're from the city of Delhi.
Sharks, given our busy lifestyle,
taking out time for the salon is next to impossible.
Not to mention, you also have to deal with
those untrained service professionals
who use duplicate products
that can cause damage to your skin.
Or you have to visit an expensive salon
where you get the feeling
that your hair is being cut with a pair of golden scissors.
Here to solve all these problems
is our start-up, Yes Madam.
Yes Madam is a tech-enabled platform
where users can book a plethora of beauty and spa services
like waxing, manicures,
pedicures, facials and spas
come in a one-time use packaging
Not only that, Yes Madam is the only platform
that gives customers the freedom to use their own products
and book only salon services.
We've empowered over 2,500 women.
providing both at-home and offline presence
so that we can solve all the problems
of this industry together,
and help make the lives
of lakhs of professionals working in this industry better.
So, Sharks, we are here with a demand of Rs. 1.5 crores
- Yes Madam! - Yes Madam!
A warm welcome to all four of you.
- Thank you. - Thank you, ma'am.
Could you give us a quick background of yourselves
as there are four of you?
- I am Mayank and I'm from Amroha. - Nice.
I sailed for nine years.
One of my uncles visited me after 2009.
He asked me how much I earned.
I told him I earned Rs. 1 lakh a month.
He asked me to go to Africa with him
if I wanted to make that much money in a day.
I agreed.
I started a business there in plastic manufacturing.
Everything was going well
but I guess God had other plans for me.
I became a victim of an armed robbery attack there.
Oh my God!
There was an outbreak of Ebola over there in 2014.
All my businesses started making losses one by one.
I had taken loans from banks.
So, I reached out to Aditya for support
and he was the one who supported me.
- Very good. - Very good.
How do you know Aditya?
He's my younger brother.
I grew up watching my brother and father running the business
and that inspired me to do something on my own.
My wife was taking beauty services at home one day
- and she got rashes after the service was done. - Okay.
We figured that the product used during the service
was taken out of a big box
which might have been refilled or been a duplicate product.
That's how we had the idea
of providing beauty services in monodoses.
Which year was this?
Mayank and Aditya are my family friends.
My name is Arpit. I, too, am from Amroha.
I studied engineering at IIT Kharagpur.
- Yes. - Yes, I'm a co-founder.
- Tell us the cap table. - Cap table, please.
I am the CEO and I take care of product and tech.
I oversee strategy and expansion.
I oversee innovation and branding.
I oversee marketing and operations.
Tell us about your products and services.
Sure.
Vineeta, suppose you want to get waxing done at home,
which happens to be our highest-selling service,
- Approximately. - Yes, this is the most affordable one you can buy.
Our platform has a lovely USP
that we split our charges
into product cost and service charges.
it means the product will be provided by you
Tell me something.
We all know, Urban Company.
What gap did you notice
that made you want to make a foray into this?
How do you view it now?
India's beauty salon market size
- Okay. - I'm an investor in that company.
What are their and your revenues in this category?
We have not raised funds.
- We... - We are bootstrapped.
I had a negative mindset.
As a policy,
we don't deactivate or block our partners.
We grow their business.
Our motive is to motivate them,
retrain them and help them grow their business.
We have certain top-rated partners.
Out of 2,500 partners, 500 are gold partners
depending on their rating and the jobs that they are doing.
It will have repeat customers.
The only reason we are standing here
is because our customer repeat is 80%.
If you have 100 customers, would 80 of them be repeats?
- Or 80% of the revenue is from repeat customers? - Revenue...
- Right. - Right.
This means your repeat rate is good
but your new customer acquisition isn't very high at the moment.
92% of our users... 80% are repeats,
we acquire 12% organically
and 8% are our paid customers...
New customer acquisition is low.
That's because we have a limited budget for branding.
To answer the question
of why you're more profitable than your rivals is
because they're still aggressively engaging in acquiring new customers.
That's where they spend but you've slowed down on it.
No, we have not slowed down. We're chasing growth as well.
We are continuously growing
but not for the sake of the bottom line.
What is your plan? How do you want to go about it?
I think five years from now,
- Yes Madam has not become a household name. - Hmm.
That's where we need your expertise.
Do you feel
that you didn't do as good a job with the branding
as your competitors perhaps?
They had Rs. 1,000 crore
- to spend on the branding. - Why didn't you raise funds?
Sir, we tried, but people were sceptical about...
I can't believe nobody would give you funding.
If you wanted to raise funding with such numbers...
Anybody would give you funding for a revenue of Rs. 50 crores.
What's the month-on-month revenue scale-up for the last six months?
The moment you spend money,
you will go from profitability to non-profitability.
No, I believe that
UC has spent crores of rupees
- and created this category already. - Correct.
Now, all we need to do is create awareness
to build the brand.
If there is a Zomato in this business,
there must be a Swiggy too.
Say after five years, if you wish to run this company
as a family business, because you three are related,
or you wish to sell out or bring more investors.
You'll need to think about that too.
We've received two acquisition offers so far.
Oh!
- Who from? - Strategic...
- I can't tell you the name. - Strategic.
I was discussing it with my wife and brother.
That was when I realised
I needed to create this legacy.
Akanksha and Arpit, this goes to you.
Do you align with this vision?
Sir, we want to expand the business.
In the next five years, we'll offer an IPO.
So, it is not like the investors wouldn't get an exit.
- When you tried to raise funds... - Right.
You didn't get any.
Have you tried?
We've tried and even gotten a term sheet.
Since we didn't get the right valuation,
we rejected it.
Can I know the valuation?
- That was Rs. 150 crores. - Okay.
And you rejected it.
- You rejected it. - We turned it down.
This is the problem.
Time is already ticking.
When there's a significant gap in the market
between big and small players,
the funding will dry up even further.
At this point, do you wish to stay valuation-sensitive
or do you want to take some money and go to the next level?
Not because of the valuation.
- They couldn't bring anything more to the table. - Wanted the money...
We were not sure
- they could become a part of our growth story. - Personal liability.
One thing is bothering me.
Why do I get the feeling you're not investor-friendly entrepreneurs?
[sombre music playing]
You said they didn't offer a fair valuation.
You don't have any investment.
Your son told you not to sell it,
so you decided not to sell the business for his sake.
You don't want to give returns to the investors
when they ask for it.
It's your duty to repay someone when you've taken money from them.
Sometimes, when people don't get an investment,
they start saying things like the valuation was not right
- or they didn't like it. - Yes.
I don't think I'll make money on this deal.
I do not think you'll be able to give me an exit.
An influx of incremental investment
will put you on the same treadmill as your competitors.
I agree with Aman to a certain extent.
I'm not clear whether you're investor-friendly
or actually want an investment in the first place.
So, I am out for that reason.
[tense music playing]
Can you wait for one minute? I'll just...
Sure.
Hang on, please wait. I'll join you.
- Have you made all these products? - Yes, ma'am.
Your competitor might invest.
You made an app and better products in seven years.
Our app has two million downloads.
How do we know you're not a spy?
An offer is coming up.
[music playing]
We'll offer you a deal.
Four Sharks will be coming on board.
That's Peyush, Vineeta, Ritesh and me.
We will give you Rs. 1.5 crores
at 3% equity in your company.
Plus we will take a royalty.
2% of net sales
until our Rs. 1.5 crores is recouped.
You should discuss it.
[pensive music playing]
How did you find the offer?
Sharks, thank you so much for the offer.
Rs. 50 crores valuation
for a business with a profit of Rs. 30 crores
is way too less.
It's very low.
Sharks, here's our counteroffer.
Radhika counted herself out.
We have the same reasons as her.
[tense music playing]
Can we do it at 2%?
How about Rs. 1.5 crores for 2% equity
Why not, sir? That...
- On sales. - That's on the sales.
- The sales... - 1% of Rs. 50 crores is Rs. 50 lakhs.
It will take three years at this rate.
Let's increase the royalty a bit.
[sombre music playing]
- Here's our final offer. - Yes.
The four of us will give you Rs. 1.5 crores
for 2% of your business.
Apart from that,
we will take a royalty of 2% of the net revenue
What do you say when we've accepted the deal?
[camera shutter clicking]
- Thank you. - Thank you so much.
I am very excited about this deal.
- Me too. - Super excited.
I hope the money comes back.
[music fades]
[music playing]
Sachin, the washroom was smelling so bad, right?
Yes, I was looking for a washroom
and the watchman asked me to follow the trail of odour.
It will take you to the washroom.
Oh!
Really. I mean,
for 100 ml of urine
we waste this bucket full of water.
For this odour and dirt, we do so much.
We flush water, use varied chemical cleaners,
even use fragrances.
But the odour remains.
We can say that our sanitation system
is on the verge of dying.
What do we do when death arrives, Sharks?
We give CPR, right?
We are trying to do the same through Zerodor's products.
[music playing]
Greetings, Sharks. I'm Sachin. I'm from Mumbai.
Sharks, through these products and solutions
we are trying to do a CRP on our sanitation system.
So far, we have installed more than 30,000
Zerodor Waterless Urinals.
or to eliminate odour?
It started after my wedding actually.
So, I was born and raised in a small village in Jharkhand.
Mud house, full greenery,
a beautiful river,
it had such things but no toilets.
So, when I got married in 2010.
I told my wife
that I'll take her to my village, that it's beautiful.
The first question she asked is if there's a toilet.
And on hearing my answer, she refused.
She said that she won't go if there's no toilet.
When I reached there alone,
the beautiful memories of childhood
where toilets never existed
suddenly changed.
The river was different now.
There were toilets at home but people didn't use it.
People had contracted infections.
So, they had constructed it as a storage.
And then I decided
to quit my job and start this.
To do some meaningful work on sanitation.
Very interesting.
When did you start?
In 2013.
Tell me something. What's this? What's the product?
I'd like to give you a demo.
No, don't do that.
[laughing]
This urinal flushes around 1.5-2 litres,
So, after the urine passes, when it dries up in the drain line,
it causes a chemical reaction
which releases ammonia.
So, ammonia is the odour that we get.
And there's a mechanism inside.
It creates a one-way passage.
So, you don't need water.
So, you put this product in your hand
- in existing urinal. - Yes, here. In existing urinal.
And once you install it, it doesn't need to be replaced.
You don't need to replace it.
How long does it last?
Our present installations
have already been working for 10-12 years.
In fact, before the life span of this gets over,
people have to replace the pan.
Ah.
But many brands have waterless urinals.
The products in competition have a gel
which gets gradually washed away
because you urinate and clean
so you have to replace a cartridge.
That becomes a recurring cost for the consumer.
Is there a difference in the effectiveness?
Actually, we have a much better product.
In terms of efficiency,
For women, there are different kind of challenges.
Firstly, the posture.
We mostly stand and pee, right?
But women have 2-3 different postures.
We modified the mechanism
and designed a new pan
that's ergonomically comfortable
This is the mechanism.
As soon as urine passes through it, the flap opens
and it closes after the urine passes.
And then it blocks the odour.
If you have to fit it into corporate bathrooms,
do you have to set it separately as women urinals?
And set up a different one for defecation.
- Right? - Yes.
- So, double the space will be used. - Yes.
Don't focus on this, focus on your core.
Yes.
- Else all problems will crop up. - This is a distraction.
You have made a new innovation here.
What is this? The products here?
[music playing]
- Oh, there's a hand wash too. - Yes.
He has everything.
- He has a whole market. - Didn't make towels yet?
Sir, these products that you hold
We started work on this after 2018.
And we started this
because while working on toilets
we encountered two more major problems.
One is cleaning,
and the other is the waste produced after cleaning,
the final sludge deposit becomes difficult to treat.
So, then we
decided to present a complete end-to-end sanitation solution.
- You made that too. - Yes.
Where is it?
These are bacterial cultures.
How much does this gadget cost to them?
And how much is the cartridge for?
How frequently is it replaced?
What's the difference in costing?
If you install the cartridge system,
the costing starts from Rs 15,000-20,000.
But you get a pan with it.
And ongoing cost?
Ongoing cost is approximately Rs 2000, 2500, or 3000. There are
- types of... - Per?
Per cartridge.
- How often do you have to replace? - Almost monthly or bi-monthly.
So, about Rs 20,000 I will spend.
Approximately, yes.
And this?
So far, we have more than 700 clients.
Edelweiss is also one of our clients.
- Edelweiss is your client? - Yeah.
Tata Group. Then we have
PVR and INOX is also tying up with us.
Their annual contract has been made so it's being deployed.
McDonald's.
We have DCB Bank, DHL.
You gave them a one-time solution of Rs 5000.
I'm assuming that commercially people must be installing steel.
So, your business is over.
- Right? It's one-time. - Also, often drain line cleaners,
and other products are also sold as add-ons.
That's why you ventured into this category.
Because there was no recurring income.
Yes.
Tell us more about the market.
Share your sales data.
In ten years,
you built a business of Rs 2.5 crores.
Why is the business growing so slowly?
There's so much cost-saving.
Rs 5000 one-time
versus Rs 15,000 yearly. Your business should grow a lot.
Radhika, Peyush, there are two points here.
One is that when we started,
waterless urinal's market potential was very low.
Because people lacked awareness.
A corporate has 500 toilets that can generate a revenue of Rs 25-30 lakhs.
I think there must be 500 toilets in our building.
You should be making Rs 25 lakhs to Rs 1 crore revenue from each company.
But your total revenue is around Rs 2 crores.
Something is not adding up.
before Covid and then the phase of Covid
impacted us a lot because of the impact on B2B.
Because B2B revived slowly.
But their focus to invest on sanitation sector,
water saving, or sustainability
happened pretty late.
In fact, it has started growing since last year.
If we talk about this year's revenue,
then we have made around Rs 2.3 crores without taxes.
Then no matter how fast this market grows, yet
the market would've been around Rs 7000-8000 crores 5 years ago.
So, why didn't you grow faster?
We lacked the resources to be able to deploy.
No, what was the resource problem?
Was it a manufacturing bottleneck or lack of sales?
Or working capital?
Or was it that, this increased it?
The products that you've launched increased the sales.
The cleaning solutions have contributed a lot too.
What's the split?
You are naming big banks.
- I don't understand that such big-- - Business worth Rs 80 lakhs.
- Yes. This year. - No, this year.
- This year, so far. - In the last 6 months.
Yes, so your market share is 0.005 per cent out of Rs 16,000 crores.
So, it doesn't seem right. Why?
Something is fishy.
In maximum cases,
the philosophy of saving water
has not reached people yet. The awareness--
Disagree. Waterless market is big
so it's for water saving.
Tell me something.
When you do a demo for a corporate,
what's your conversion rate?
The whole conversion is around 6-8 months.
How much cash do you have?
Cash is around Rs 80 lakhs.
No.
Don't you think
people who invested Rs 2 crores, their time, value of money,
since it has reached Rs 5 crores
must get an exit or
payback.
- Yes, I definitely agree. - Yes.
So, don't you feel that pressure because
when I raise funds,
I hear a clock ticking.
We had a discussion with the investors
and mutually decided that
let's first focus on the numbers to achieve positive figures.
And then we will start the next round of fundraising again.
Listen, I'm out today.
I still don't understand
what's the problem so I'm not getting comfortable.
If a business holds on Rs 2 crores
of an investor for seven years
then there's some big problem.
So, I wish you the best. I'm out for today.
- Thank you so much. - Thank you, Vineeta.
I'm not in love with the toilet.
So, I'm out. You didn't build a big business.
It wasn't fun.
You are very distracted.
You have a waterless urinal.
You have a concept for women
and thirdly, the other product segments that you have.
It's a D2C, FMCG product. In this, Harpic,
I have a handwash here.
Who all are you competing with?
According to me, your winner product is this one.
Waterless urinal.
Focus on that and make it big.
I'm out.
I think you have
not realized the true potential of your business.
Pick any one.
And decide to make a 1000-crore business.
Then everybody will join you.
People around you.
But it's not finalised yet.
So, I'm out. The day you finalise,
please reach out to me. I'll try and support.
- Sure. - Thank you, Ritesh.
I feel that your
purpose and passion was great.
In the beginning, you shared
your story of growing up in a village, there's a problem of
waterless urinals, even urinals are a problem.
Government is also talking about it.
Somewhere, your design has depth.
Somewhere, you're very distracted.
So, I think you need a third person.
A third person who can drive the sales.
That is Peyush.
No, that will not be me. You will have to hire.
So, I'll give you Rs 1 crore
but I have a condition. You have to stop the rest.
I'm assuming it will become Rs 2 crores.
We will double it in H2.
So, I'm considering a revenue of Rs 2 crores.
My offer is Rs 1 crore for 10 per cent.
Thank you so much for the offer, Peyush.
Can we make a small change?
Instead of Rs 1 crore for 10 per cent,
can we do Rs 1.5 crores for 10 per cent.
Or else, then Rs 1 crore for 6.5 per cent.
[music playing]
Thank you so much for the offer.
- Thank you. - But I don't think
we can accept it.
Okay, that's your choice. But best of luck.
- Thank you so much. - Best of luck!
- Keep on building and saving water. - Thank you.
Thank you, Sachin and Uttam.
[music playing]
[theme music playing]
[music fades]
Sharks, breaking news just came in!
Three people disappeared while drinking coffee.
Vineeta from Mumbai, who was having Ethiopian coffee,
was teleported to Ethiopia while consuming the coffee.
I landed in Ethiopia!
Aman, who was brewing Brazilian coffee in Delhi,
was teleported to Brazil.
And, Radhika, who was drinking coffee from Karnataka,
was teleported to Karnataka.
We have Rishabh at the scene
who will give us some more details.
That was bound to happen, Nandini.
They were drinking coffee from Toffee Coffee Roasters after all!
This coffee is so authentic
that the moment you take a sip,
you'll feel you've been teleported to the place the coffee is from.
Signing in on Shark Tank India, my name is Rishabh.
So, our vision is to make Toffee Coffee Roasters
a top speciality brand
I've never had coffee in my life before.
So, this will be my first time.
Oh my God. Drink slowly, okay?
Which one do you recommend?
This is our signature flavour Whiskey Barrel Aged Coffee.
I drink five cups of coffee a day.
Thank you.
Let me help you.
Tear off the packaging
and take out the sachet.
Smells good!
Tear the sachet in this manner.
How many minutes does this need to be brewed for? One or two?
Two to three minutes at the most.
- Thank you. - The coffee is good.
Coming from you... [chuckles]
- The master chef! - Biggest... Yes, thank you.
You made me drink my first cup of coffee.
Well done. It has a chocolatey...
- Yes. Mysore... - Mysore Nuggets is a dark roast.
- It's a dark roast. - It tastes chocolatey and nutty.
How big is the coffee market?
The Indian coffee market
Followed by new-age coffee brands.
70% of the at-home coffee market is captured by traditional brands
Almost 90 to 95%?
In today's date,
90% of the at-home coffee is instant coffee.
- is the flavours, right? - Correct.
They come up with 50 different types of instant flavours.
This is also instant coffee.
- This is... - This is instant coffee.
This is not instant, this is Bru.
We have a range of speciality instant coffees
which is India's first speciality instant coffee brand
where whilst declaring the origin,
we've procured high-grade beans...
- I agree. - Yes.
Then why are you doing this?
All your SKUs are the same.
First off, our focus is on speciality coffee
that is majorly grounded.
We believe the easy-brew sachets are really picking up
because people are transitioning.
- You wish to upgrade. - They wish to do both.
Exactly, we want to upgrade...
The at-home speciality coffee market will be less than Rs. 1,000 crores.
Tell us your numbers.
We shifted our base to Bengaluru as majority of the coffee is there.
We could optimise our supply chain by doing so.
- No. - It isn't.
The funds we received were in July.
If you look at our quarterly revenue,
it is growing.
Overall, we'll have a profitability of Rs. 60 lakhs.
- 60 to 70... - At Rs. 6 crores sales?
Yes.
What if your sales are just Rs. 4 or 5 crores?
We will close at breakeven.
Where do your main sales come from?
Instamart and BigBasket.
What's your pricing like?
Starting from Rs. 450...
This one comes to around Rs. 45 to 50 per sachet.
The one I buy which is Blue Tokai or Third Wave
generally costs me Rs. 25 to 30 after a discount.
I buy Nescafé and a sachet costs Rs. 2.
Secondly, you get a 100-gram jar of Bru
for the same price as you charge for 50 grams.
[sombre hearted music playing]
- Tell me something. - Yes.
In such a competitive market,
where people have raised good funds too...
- You've got a total funding of Rs. 1 crore. - Correct.
Why will you win?
We're in the speciality coffee space.
Anybody can do that. I can also do what you're doing.
- Correct, so... - Why will you win?
Correct. So, they say we celebrate Indian farmers
versus we say the world of coffee...
They won't say it from tomorrow.
- They'll stop if you don't like it. - You can't change your vision
- overnight... - You cannot change it.
No, companies can do anything.
Why will you win?
- Firstly, for our product differentiation. - Okay.
Which I don't think is a long-term sustainable...
We... - Because everybody can do everything.
I... - You can't sue them for copying you.
You cannot do this.
We have a unique product differentiation
which we have started,
and we can build it too.
What makes you stand out and only you can build the business?
[tense music playing]
Do you have a team apart from you both?
We have a team but not a core team.
We're the main team.
How much revenue can you make three years from now?
This is just the tip of the iceberg.
How much profit will you make?
Our gross margin is 70% of the MRP.
Tell us your margin on the net figures.
We have about Rs. 2.5 to 3 lakhs in the bank right now.
[tense music playing]
- No, it's not like that. - No, we have receivables too.
When that happens, they don't clear the receivables.
- Correct. - They wait for the stock to sell.
- If you receive it, that's great. - Correct.
What if you don't?
The first thing is, we deliver really small lots to retailers
as it's freshly roasted coffee.
Isn't your approach too hand-to-mouth?
We spent some money on building the facility too.
Secondly, we were doing Rs. 25 lakhs monthly.
No, Rs. 25 lakhs quarterly.
Now, we're at Rs. 1 crore a quarter.
I think we have grown that way in the last year.
Rishabh and Nandini,
I have been in that situation many times
where it's hand to mouth and down to the wire.
At a revenue of Rs. 15 to 16 lakhs also,
I'd set Rs. 30 lakhs aside as shutdown money
to pay off the final salaries
and the vendors because it isn't their fault.
My co-founders and I took all the risks, they didn't.
So, their dues must be kept aside. That's one.
The second is, your price point,
1.5x for these and 2x for these,
reduces your market size substantially.
For a new brand with no cafes,
commanding a premium rate will be very difficult.
There's a slight confusion in your strategy.
For that reason, I'm out, but best of luck.
with the other players being very well-funded.
Only for that reason, I am out,
but I'll surely be your consumer.
I wish to give you one piece of advice although I'm out.
I've not heard of one of the blends you have.
The Whiskey Barrel Aged blend.
Double down on it.
If this product is a hit, then you add the rest.
Don't go all out right now.
That's my view.
- Thank you. - Everyone has just one question.
Where does that conviction
that you'll outdo your competitors come from?
The greatest conviction comes from your consumers.
When people would call me during the lockdown and say,
"Nandini, Mysore Nuggets isn't available anywhere. Please send it."
"I will pay extra for the delivery."
I remember that was my thing.
I believe the competition exists and that will always be the case.
There are coffee companies now and there will be new ones
five and even 50 years later.
However, my coffee will stay even 50 years down the line
and that's what I'm going to do here.
It is said the one who wins the end game is a maverick,
but I say it's an entrepreneur!
I don't think you will shut down.
Your business might be slack,
but you will get through it is what I believe.
So, I want to give you an offer.
- Whoa! - Wow!
The non-coffee drinker is making an offer!
Here's my offer.
You asked for Rs. 60 lakhs.
Out of Rs. 60 lakhs, I'll give you Rs. 30 lakhs as equity
for 2% equity in your company.
Along with that, I wish to give you Rs. 30 lakhs debt
for three years
The youngest billionaire offer.
For that reason, I'm out.
I think he is up rounding you.
So, my offer would not have matched.
For now, I'm out. I think this offer is better.
Ritesh, could we remove the debt component?
[intriguing music playing]
Look. Let's close it at 30 + 30 lakhs,
or we'll remain friends anyway.
How about we increase the equity component
and reduce the debt?
[pensive music playing]
Here's my proposal.
I will invest Rs. 35 lakhs in equity
at a valuation of Rs. 15 crores for 2.33% equity,
and along with that, I'll give you Rs. 25 lakhs debt
Ritesh, you have a deal.
[music fades]
Ms Vineeta Singh. Thank you, Ma'am.
Business and financial due diligence is clear.
So, your old round or share holder agreements.
The agreements made with your employees.
Your contracts with vendors.
All your agreement-related documentation
needs to be in place because it can pose
a big legal risk on the company.
- If it runs on the basis of verbal agreements. - Yeah.
Right? So that's the first set.
Second is compliance.
So, compliance means government laws
around GST, TDS,
PF, ESIC,
if you're compliant with all of them.
Under the Registrar of Companies,
your company must be registered under that, if it's private limited,
if you're filing annual taxes,