SIP Report Sarit Das 404

Project Report
On
“A Study on the On-Demand Home

Services Marketplace at befikr.in”
In Partial Fulfilment for the award of the degree

“Post Graduate Diploma in Management”
(PGDM)
SUBMITTED TO: SUBMITTED BY:
Dr. Rinku Dixit Sarit kumar das
(Faculty guide) Roll No. 404
Mr. Sumit Srivastava PGDM(2016-2018)
(Industry guide)
New Delhi Institute of Management

50 (B&C), 60, Tughlakabad Institutional Area, New Delhi-
110062
E-mail:placement@ndimdelhi.org Website: www.ndimdelhi.org
STUDENTS DECLARATION
I hereby declare that this project is my original work and have not been submitted in
any form as a part of any other project.
Information derived from the published and unpublished data of other has been
acknowledged in the list of reference given in the bibliography.
Place: New Delhi
Date: Sarit kumar das

ACKNOWLEDGEMENT
I would like to express my sincere thanks and gratitude to Mr. Sumit Srivastava,
(Industry mentor) of this project, for his guidance and help that was important for me
to finish the project.
A special gratitude to Dr. Rinku Dixit (Faculty mentor) whose contribution in

stimulating suggestions and encouragement helped me in the successful completion of
this project.
This project would not have been successful without their constant guidance and
support.
Sarit kumar das

CONTENTS
S.NO. TOPIC PAGE
NO.
1. Executive summary 1-2
2. Chapter I: Introduction 3-14

Introduction to the topic
Objective, scope & organization of the study
3. Chapter II: Company Profile 15-27

About befikr.in
History
Mission and Vision
Key people
Products and Services
Geographical spread
Future Plan
Challenges and Obstacles
Opportunities
Revenue Model
HR Practices
4. Chapter III: Research methodology 28-28
Research design
Data type
Data collection
5. Chapter IV: Analysis & Findings 29-60
6. Chapter V: Conclusion & Recommendations 61-62
7. Chapter VI: Epilogue 63
8. References 64
EXECUTIVE SUMMARY
This study aims to give a brief overview of the on demand home services segment in India.
The multi-billion dollar organized home services industry in India is still in its nascent
stage with multiple service providers from having single dedicated service segment
(plumbing/electrician) to others providing host of services on a click. Most of these service
providers are steadily trying to improve product offerings to create a ‘one app for all
services’ to gain traffic to their site, increase their market presence and hoping to create a
national footprint.
Home Services industry, historically in India, has been an unorganized market and any or
all services were either sourced from the open marketplace or from the experience of family
and friends. The industry also thrived on unskilled labors primarily due to the low cost of
delivery and on the abundance of manpower.
The Indian home services market alone is a $140 billion market. India’s fast growing
mobile telephony services with over 980 million users and with the number of smartphone
users estimated to sharply rise to around 650 million in 2019 from 140 million in 2014, the
home service industry is bound to gain tremendously from its growth.
Befikr.in is a one-stop shop for all home service especially, electrical, plumbing, carpentry,
air conditioning, pest control, car dry cleaning, sofa-carpet dry cleaning and home deep
cleaning with a vision to become the global synonym of Home Services and focus on world
class service standards.
The objective of the study was analysis of the daily call flow in order to improve the
operations and efficiency at the cluster level. Analyze the call flow data and find out the
best performing areas in terms of call flow, done calls and revenue. Analysis of the call
flow data in order to find out the major reasons of cancellation of calls and frame strategies
in order to reduce the decline rate, hence increasing the conversion rate and the revenue.
Research on competitors of befikr.in and preparing the company profile.
The major findings of the study were, major reasons for cancellation of calls were identified
and strategies were framed in order to keep a check on the cancelled calls. It was found that
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most of the calls i.e. 63% of the total calls are cancelled by the BEC(Befikr experience
centre) team. And among the calls that reach cluster, majority of them gets cancelled by
Cluster Supervisors (16%) and City Managers (13%). The top areas were identified where
the flow of organic calls can be increased. It was found that the major challenge in this
segment is pricing. When it comes to price the customers compares the price with the price
offered by local handyman. The closest competitor of befikr.in is UrbanClap which has its
operations in 8 major cities of India. UrbanClap has already served 1.5 million customers
till date and has attracted over $37m in funding.
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INTRODUCTION TO THE TOPIC
CHAPTER-1
Overview Of The Home Services Industry
The nascent on-demand services segment -- where consumers can request for a home
service using the web or an app -- has the potential to grow to a full-fledged industry,
according to experts, with existing companies increasing their scale and new companies
entering the segment.
Popular on-demand home services include furniture on rent, hiring maids, health and
fitness, beauty, plumbing, construction, among others.
Every day, there are things at home that we need someone to take care of. This might range
from plumbing, to repair of electrical wires, air conditioner, refrigerator, pest control and
this list is unending. Every time we gone through this and we just relied upon the local
worker who never had time or else he had other commitments. So this causes a headache
to fix the problem. But every time we left with disappointment because of the quality of
work or else the time which was being wasted to fix that problem.
So for getting the proper fix for the problem we want a reliable professional, who is skilled
and knowledgeable to take care of the problems, and doesn’t cost us fortune. The recent
trend in the home service industry aims at addressing this problem. This trend leads to the
rise of Indian Home Service Industry. Presently there are 110 odd players in this industry
those who are dealing with the day to day problem of 1.2 billion people.
The major players in the segment are UrbanClap, Housejoy, Helpr and AtHomeDiva.
On-demand home services are seeing increasing adoption among urban consumers. Given
the paucity of time and the high level of stress in everyday lives, consumers are looking for
convenient and reliable solutions for their daily household needs. Households in India are
spending on an average `25,000 on basic home services annually.
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According to industry insiders, as the spending on household services is increasing and the
number of working women is rising, the need for on-demand services at home is also rising.
People in urban areas have been realising the convenience of on-demand home services
especially salon at home and appliance repairs, where the requests are increasing. The
popularity and growth in on-demand services is to be attributed significantly to working
women and young mothers, who find this as a great alternative. The home services industry
is seeing a growth of 20 per cent every month and the trend of on-demand services is
gaining traction across all cities in India and not restricted to just metros.
Digital influence in every aspect of our lives has never been more profound. From retail to
transportation and from financial services to something like watching a movie, digital
disruption and creativity has given birth to an entirely new generation of companies.
Leveraging the might of technology, home services as a sector has been seeing considerable
interest as it looks to link local services to consumers. Whether it is dispatching somebody
to repair faulty appliances, getting clothes washed, ironed and delivered to you on your
doorstep or having a fitness instructor train you at home, startups, in an attempt to organize
this highly fragmented sector, are offering these and many more at the click of a button.
Opportunities in the Home services sector

Three main problems have been identified in this industry. These are availability &
reliability of service providers and the quality of their work, be it plumbing, electrical or
carpentry," says on-demand home services company Housejoy, CEO, Saran Chatterjee.
Launched in January 2015, it provides 14 categories of home services and is spread across
13 cities in India. Firstly, you do not find them when you need them. Secondly, you cannot
be entirely sure whether they will show up or not and lastly, the quality of their service may
be subpar."
The importance of seamless coordination between vendors and these startups also cannot
be emphasized enough. Service providers work as freelancers under most of these startups.
Such situations are bound to recur when vendors do not get enough incentives to stay loyal
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to one aggregator. This is probably what led to the closure of US-based ondemand cleaning
startup Homejoy when it was sued by its contract workers.
The trend of consolidation, as with many other sectors, can be clearly noticed as bigger,
well-funded players buy out smaller ones. Bengaluru-based Zimmber acquired its smaller
rival FindYahan, while UrbanClap acquired after sales service platform HandyHome. It is
then not difficult to imagine the possibility of this space being dominated by just a handful
of players in the days to come, much like what has been happening in the ecommerce
industry in India.
Going back to the question then - will home services startups in India deliver? Like
ecommerce, this sector always existed in a largely unorganised form. Still, the behaviour
of people changed with the entry of these startups because of many factors including
convenience, access to options and attractive pricing. Stumbling blocks remain - quality
assurance despite the availability of qualified professionals may still be challenging;
reaching customers on time and ensuring trustworthiness of service providers could also be
problematic - but the benefits clearly outweigh the risks. If truth be told, the fact that so
many well-funded players exist in this market today speaks volumes about the potential of
these startups and the levels they are projected to scale to in the years to come.
The multi-billion dollar organised home services industry in India is still in its nascent stage
with multiple service providers from having single dedicated service segment
(plumbing/electrician) to others providing host of services (key making, electrician
requirements, nurse services etc. to booking Helicopter rides) on a click. Most of these
service providers are steadily trying to improve product offerings to create a ‘one app for
all services’ to gain traffic to their site, increase their market presence and hoping to create
a national footprint.
Home Services industry, historically in India, has been an unorganized market and any or
all services were either sourced from the open marketplace or from the experience of family
and friends. The industry also thrived on unskilled labors primarily due to the low cost of
delivery and on the abundance of manpower. The industry was also largely driven by large
brands, mostly for electronic goods, providing annual maintenance contract as brand
extensions for nominal costs.
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The ripples of the new age organized and skilled workers is slowly gaining access to the
common man’s home primarily due to the ease of service search (app based), cost benefits
and skilled technicians compared to the open marketplace.
In the wake of a growing consumer base, service bouquet and the void of any organized
platform, investments in this space has also gathered a huge positive response from
investors across the globe and many home service providers have already been invested in
or are in the verge of being invested. The home service industry is getting organized and
the service providers & investors are realizing the unlocked potential of this sector. Though
most of the home service providers are looking at extending their services across major
cities in India, few of them are also considering the potential of Tier I & II locations. Many
industry sources claim that the current Home service industry size between $100-400
billion.
With only 12% internet penetration in the country, India is an unlocked opportunity and
the market acquisition probability in the home services space in limitless. On the other
hand, India’s fast growing mobile telephony services with over 980 million users and with
the number of smart-phone users estimated to sharply rise to around 650 million in 2019
from 140 million in 2014, the home service industry is bound to gain tremendously from
its growth.
The industry is evolving on the basis of consumer requirements and having presence
through apps is now more meaningful only when the consumer can avail services as &
when desired. The whole purpose of being easily accessible on mobile through apps is for
the consumer to experience seamless service satisfaction, a challenge that has led to create
a 360 degree consumer experiential program from downloading app, logging in, service
selections, and payment gateways in the front end to skill & etiquette training for
technicians, tele-calling to consumer redressal centres in the back-end.
The Home services industry has also been an opportunity provider in creating employment
& entrepreneur possibilities for the unorganised market. Many semiskilled
labours/technicians are now a part of this growing eco-system that provides them an
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opportunity of skill enhancement, regular employability and the option to also work as free-
lancers in their own capacity.
The opportunity for multi-sector growth is also a valid positioning in the coming days and
the most associations are bound to happen with sectors like Real Estate, Hospitality, Retail
and the HealthCare.
In just three or so years, some 100 home and local services firms have emerged providing
a broad gamut of services, ranging from handyman’s jobs to home cleaning, car washing,
laundry, pest control and even hobby classes.
“The Indian home services market alone is a $140 billion market,” claims Prashant
Chaudhary, co-founder of Mr. Right Services Pvt Ltd, another home improvement
aggregator.
While no clear leader has yet emerged, a slew of startups, armed with investor cash, such
as UrbanClap, Housejoy, Helpi, LocalOye, UrbanPro and Timesaverz, are going after
India’s urban households. And amid questions about how many will survive in the medium
to long run, several of the companies insist their model, based on small-ticket recurring
revenue, will help them not just make it but also scale. It is the increase in the average order
value and cash accumulation that will pave the route to profitability ahead.
Reach and frequency
Problems get accentuated with rapid urbanization, rising incomes and abundance of
lowcost workers. People are constantly in a hurry and are willing to pay more to ensure a
certain level of service. The only other option available when scouting for these handymen
is to avail the services of inept search directories and run the risk of being bombarded by
incessant calls. Moreover, with smartphone being the preferred gateway to these services
for most people and with monumental growth in its penetration across the country, the
opportunity for this market is likely to rise manifold.
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With the demand for these services clearly established, the need to maintain balance on the
supply side was not lost. Having a network of experienced and efficient servicemen is one
of the most important drivers of this industry. Demand exists on the consumer side but the
market is completely fragmented when it comes to supply. In fact, the number of service
providers associated with each startup in this space indicates the level to which they are
trying to standardize this industry. Another way to ensure a steady supply of well-trained
professionals is by tying up with vendors under whom these service providers operate.
Being a one-stop shop for an entire gamut of home-related services, there are several
advantages of choosing an online platform over sourcing professionals locally, as testified
by Nina Kanjirath, a teacher by profession. "I booked a service through befikr.in to get my
house cleaned up and the response was prompt. The handymen sent by them were also
polite and courteous," she says. These startups also minimise the hassle of negotiating with
multiple vendors and allows you to choose and compare packages. "I have applied for
several services with befikr.in and each task was performed quickly and efficiently," says
Mario Browne, an independent real estate agent. "The quality of the work done was also
exceptional," he adds.
It is no wonder then that this space is seeing a massive influx of funds. Housejoy raised
Rs. 150 crore last December in its second round of funding led by e-commerce major
Amazon. Ratan Tata-backed UrbanClap and Mumbai-based Taskbob also secured about
Rs. 166 crore and Rs. 28 crore, respectively. According to startup industry tracker Tracxn,
this sector is growing at a rapid pace, with 69 startups founded in 2014 alone. The fact that
competition in this space has dwindled over time (active players have nearly halved since
last August), the sector looks to be in a state of constant flux.
The market maybe fragmented but for many, there is always the plumber, electrician or a
handyman that we have known for years and is available on a call. Beyond that, service
providers can easily bypass the platforms by catering to consumers directly. The financing
climate has also undergone a stark change over the years. It is a good sign that entrepreneurs
today are beginning to realize that capital supply is getting harder to source and that, they
need to adopt other methods to remain sustainable. Keeping this in mind, they are focusing
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on other things like building a strong business model to achieve growth, which is the right
approach.
Major Players in the space/ Competitors
The major players in this market are UrbanClap, HouseJoy, Mr. Right, Zimmber,
Timesaverz, LocalOye. The major competitors of befikr.in are UrbanClap and HouseJoy.
Both of these companies are highest fund raiser in last 2 years. They are expanding their
business in the country rapidly but in Delhi, NCR and Pune . Befikr.in is giving them a
tough competition. In just one year of its inception it is giving sleepless nights to other
players in the market.
At least a dozen startups have received funding in the last two years with deep-pocketed
investors and entrepreneurs, such as Ratan Tata, Amazon India Ltd, SAIF Partners,
Bessemer Venture Partners, Accel Partners and Matrix Partners making financial bets.
According to VCCEdge data, players such as Housejoy, UrbanClap, Zimmber,

Timesaverz, LocalOye alone have collectively raised $70.05 million so far. Of that,
Housejoy and Urban Clap have raised about $26.97 million and $34.14 million,
respectively.
UrbanClap, run by UrbanClap Technologies Pvt Ltd, follows a mix of lead generation and
fulfillment platform and says it has about 80 categories currently on its platform.
HouseJoy raised $27m in two rounds of funding from six investors including Amazon,
Matrix Partners and Vertex Ventures. The company is based out of Bangalore and operates
in Mumbai, Bangalore, Chennai, Delhi, Gurgaon, Ahmedabad, Hyderabad, Pune and
Chandigarh. Recently UrbanClap has raised $21 million in a series C funding round led by
Internet investment fund Vy Capital.
“Services that are more personalised in nature such as guitar classes, maths teacher or
physiotherapist are given to customers in the form of leads while for standard services such
as plumbing, pest control or carpentry, we decide the prices and connect with the
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professionals,” says Varun Khaitan, co-founder of UrbanClap. He claims that with 20,000
professionals, his company generates around Rs 68 crore every month.
Besides them, legacy local classifieds players such as Sulekha.com New Media Pvt Ltd and
Just Dial Ltd have also forayed into the online services market. “You name it, and all kinds
of services that one can get through the call will be pushed into our Search Plus App and
with one tap you can have the professional at your doorstep,” says VSS Mani, founder and
CEO, Just Dial.
Target Customers
With Indian consumers very price-sensitive, convincing customers to pay for services is a
key challenge. The other challenge, of course, is to find the right professionals to service
customers.
Several companies are playing the reliability and quality card. They take full responsibility
if a professional doesn’t provide a service to a customer.When a customer identifies a
problem on the app or on the website, before the professional arrives they list the nature of
jobs that may be required to be done. A way to measure success is to look at repeat
customers, who account for 40 per cent of Mr. Right’s business now.
For basic services such as plumbing and electrical work, Mr. Right charges about Rs
200/hour, while Zimmber takes Rs150 for 30 minutes. Housejoy charges an inspection fee
of Rs 100 in some cases and Rs 250 for others. And for standard jobs such as pest control
for a 2-bedroom apartment, UrbanClap charges around Rs1000, while Housejoy charges
around Rs 900. Similarly, for home cleaning services, the average fee is Rs30004000. The
mark-up for the companies is in the 10-15 per cent range, executives say.
While most of the players have a visiting fee of Rs150-200, UrbanClap does not any such
charges. The target customer is the one who is not just price-sensitive but servicesensitive
as well.
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Role of Technology
All the startups are using technology to streamline their offerings.Mr. Right provides
handheld phones to its service professionals or Pros, ensuring on-site billing and realtime
location tracking. The phones are pre-loaded with 3G connectivity which cannot be turned
off. Zimmber also has a similar strategy. They have specially designed the app for the
Champs (workers) and it is multilingual. They can see the list of jobs they have done and
also their ratings.
It is not just technology that these players are placing their money on, most of the startups
are grooming workers around core skills.
The Champs go through a five-day training programme where we not only brush up their
technical skills, but also train them on supply-side application.
Consolidation on the horizon
When everything imaginable has been offered to us at the click of a button, there could be
just as many unimaginable things that could go wrong. On the Internet, availability may be
inadequate, quality could be compromised and transparency of pricing may be difficult to
ensure.
When quality and trust becomes the yardstick on which success - or the lack of it - is
measured in this industry, focus turns to ways to maintain a balance between high
frequency-low margin jobs like laundry and beauty, in contrast to low frequency-high
margin jobs like electrical and carpentry. Consistency and scaling becomes the key, which
is usually tackled with consolidation.
Bigger players acquire smaller ones that are making progress in any one vertical, illustrated
by Housejoy's recent acquisition of laundry startup MyWash and fitness company Orobind.
To operate a profitable business in this space as a standalone vertical is not easy. However,
it becomes an attractive acquisition channel when it is part of a larger portfolio. It also gives
a great option to cross-sell customers to other categories, say from laundry to beauty or
vice versa.
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This market is potentially a $10 billion plus industry, but it is still very fragmented and
consolidation needs to happen at some point. Before expanding business to other cities,
there needs to be a clear strategy on how to excel within existing verticals.
Mr. Right has never been in losses. They are making at least 15-20 per cent revenue on
each job.
Housejoy has a clear business model and its cash collection is growing at 20 per cent month-
on-month and that is going to drive the net revenue of the company.They have been able
to demonstrate sustainable growth from day one and have a model in place on our road to
profitability,” he says. Housejoy is first looking to break even at a category level and is also
working on new monetisation models for low-ticket jobs. “In the coming 18-20 months, if
they can keep their average order growing and take care of cash collection, they can surely
be profitable.
Still the home services industry appears to be consolidating. Earlier this month, Housejoy
acquired startup My Wash Technologies Pvt Ltd. Paytm acquired home services provider
Near in December, a month after Mumbai-based Crenovative Ideas Pvt Ltd, which operates
home services startup Taskbob, acquired Zepper Services Pvt Ltd. “This year we will see
a lot of consolidation. Those who will not be able to crack the unit economics of the
business and raise money will have to shut shop,” predicts Debadutta Upadhyaya, co-
founder and CEO of Timesaverz, which claims to handle 1000 jobs everyday with 3500
professionals on its platform.
Ahead of their time

Some investors, such as Sanjay Mehta, a serial entrepreneur, say on-demand services are
ahead of their time in India. “Startups that are raising funds right now will find it difficult
12
to set up the next round of funding as performance metrics would be hard to meet,” he
predicts.
Echoing the same concerns, Vikram Upadhyaya, chief mentor and accelerator evangelist,
GHV Accelerator, says the industry lacks the necessary infrastructure.
The concepts are from the West but we lack the skills to provide a service. The moment we
bring tech intervention in this space, it becomes challenging because the adaptability of the
masses is a challenge. However Anupam Mittal, CEO of People Group, who has also
invested in Near.in and Timesaverz, is optimistic. He believes that players that are
vertically integrated will build value.
It is going to be long haul business. In India, getting a blue-collared worker is tough but
only listing them won’t solve a problem. A lot of money has been pumped into this industry
but there are very few that have understood the consumer pain points and how to solve it,
so that a consumer comes back.
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OBJECTIVES OF THE STUDY
The objectives of the study are:
• To analyze daily call flow data of customers in order to find out the major reasons
of cancellation of calls.
• To analyze call flow data of customers in order to find out the best performing areas.
• To study the comparative analysis of the major competitor with respect to company
profile.
SCOPE OF THE STUDY
The scope of the study includes customers and competitors of befikr.in.
ORGANIZATION OF THE STUDY
Chapter-1 deals with introduction, objectives of the study, and scope of the study.
Chapter-2 deals with company profile.
Chapter-3 deals with research methodology.
Chapter-4 deals with analysis and findings.
Chapter-5 deals with conclusion and recommendations.
Chapter-6 deals with epilogue: managerial implications, agenda for future research, and
limitations of the study.
Next chapter-2 deals with company profile.
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COMPANY PROFILE
CHAPTER-2
Befikr.in was born out of a need to provide quality home services in India. Started by 3
friends who come from completely different backgrounds, the company was ideated in Jun
2015 and registered in Jan 2016. The founders are helping blue collared community, lead
a respectful life by providing them a fixed income, in house job as a befikr brother. Till
date, brfikr.in has received 1,23,177 befikr calls and services more than 75,000+ families
making them befikr, one at a time.
Befikr.in has over 260 brothers providing electrical, carpentry, and plumbing services to
the residents of Delhi NCR and Pune region and are trained in soft skills. Befikr.in ensures
the brothers knock the bell of your home as “experts at their work” to ensure that you do
not fikr about any home services.
Story behind inception
The company was formally registered on 4th Jan 2016 as M/s. Opera Gratia Private
Limited, 258, Gokul Bhawan, GF Lane No 4, Westend Marg, Saket Delhi 110017,
however, the ground work and the detailed research started 6 months before that to ensure
the meticulous planning is translated into seamless execution. befikr.in can be best
described as a startup dedicated towards organizing the unorganized Home services
through an in-house team of trained and expert befikr brothers and helping a household get
rid of all of their fikrs in a timely, efficient and most costeffective manner.
A one-stop shop for all home service befikr especially, electrical, plumbing, carpentry, air
conditioning, pest control, car dry cleaning, sofa-carpet dry cleaning and home deep
cleaning with a vision to become the Global Synonym of Home Services and focus on
world class service standards.
15
Philosophy
We are differentiating by being commercially honest /upfront about our prices & also
having an in house well trained team of befikr brothers.befikr.in is solving this problem of
getting the right handyman and providing a seamless Home Service experience through:
• In-house Team of befikr brothers

• Focused Training Program to develop people on the ground
• Cluster-centric Approach to cater households in an efficient manner
"We are not aggregators but have an in-house team of befikr brothers, the In-House team
of people are the biggest competitive advantage as we strive to create a Product “befikr
brother” out of the Services.
• In-house trained professionals to ensure the control on the entire value chain as compared
to existing aggregators where everyone is just focusing on creating a refined yellow pages
• Salaried professionals just focus on making a family befikr, no matter how small the
FIKR is as compared to existing aggregators
• befikr brothers knock your door in proper uniform & are technically trained to ensure
quality service as compared to existing aggregators
• Each befikr brother is trained to provide a uniform & top notch service experience as
compared to existing aggregators
Timeline of the company
The 1ST year
May 2015 Jul 2015
16
Launch of Operation in Launched Business in
Mission and Vision statement of the company
Mission- To establish a sustainable & scalable home services brand through excellence,
thus aspiring to be a Rs.500 crore company by 2020.
Vision- Become the global synonym of home services
‘The company believes in

brothers; Service Rs. 2.5 Lacs
driving the industry Expansion to 10
Offerings
Noida Indirapuram,
Started their direct Ghaziabad
marketing activities to The business was
launch the operation in expanded to an adjacent
Noida. city to test the scale-up.
Aug 2015
Jun 2015 First 100 Calls,
First Service Call, 400 Calls; Gross
Team of 50 befikr Service Value
through innovation and ensure unparalled service in any of the services they provide. They
are here to solve Zaroorat ghar ghar ki and grow to be a global synonym in our industry.
Befikr.in an initiative to organize the unorganized home services sector .They call them
"fikrs" and organizing this highly unorganized sector to make every household befikr.
17
Key People
Key People Background
Mr. Chirajay Sharma- Chairman Mr. Chirajay Sharma holds a MBA
degree in Marketing from IIM, Calcutta
and brought with him 18 years of
experience in the field of marketing. He
was former Head Strategic CRM at
Jubilant Life Sciences Ltd.
Mr. Sumit Srivastava- Co-Founder & CEO Mr. Sumit Srivastava holds a MBA
degree in Finance from New Delhi
Institute Of Management, New Delhi
and brought with him 7 years of
experience.
Mr. Sunny Trehan- Co-Founder & CFO Mr. Sunny Trehan completed his CA
from ICAI and brought with him 10
years of experience in the field of
finance.
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ORGANISATIONAL STRUCTURE
CHAIRMAN
CEO CFO
CITY OPEARTION ACCOUNTS AND

HEADS FINANCE DEPT.
CLUSTER
SUPERVISIORS
BEFIKR BROTHERS
Fig.1: Hierarchy of befikr.in
PRODUCTS AND SERVICES
At present befikr.in is providing services in 17 different categories. They are still

concentrating on real household services rather than going for the service line expansion
as their all competitors have done. It’s a good idea to be specialized in those areas due to
which you are known for. Now befikr.in is providing services like Plumbing, Carpentry,
Electrician, AC installing and repairing, Sofa dry cleaning, Car dry cleaning, Carpet dry
cleaning, Home deep cleaning, Pest control,19
Rain water harvesting, Festive lighting,
wedding lighting, Garden lighting, Terrace lighting, Home appliances repairing, water tank
installing and repairing. The pricing for each category is different and also the discount
percentage varies from service and type of service.
How a service reaches to a customer:
1. The first step has been kept simple and precise for the customers to understand their
services and facilities and how they are to be accessed.
STEP 1
CHOOSE
Fig.2: Home screen of befikr’s mobile application.
2. They filter the choices and narrow it down to the choices picked up by their
customers and keep in mind the importance of transparency and the level of the
transparency their customers are looking for in order to gain their trust.
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21
Fig.3: Browse and book page of befikr.in mobile application
STEP 2
BROWSE &
BOOK
STEP 3
CONFIRM &
BOOK
SIT BACK &

RELAX
BE BEFIKR
22
3. When the customer is ready to take the service, they promise their best to customer.
Fig.4: service confirmation page of befikr.in mobile application.
Geographical Spread
In a very short span of time i.e. 1.5 years, befikr.in is catering to two major cities in India,
Delhi NCR and Pune.
In Delhi NCR befikr.in has its cluster offices in Saket, Dwarka, Munirka, Indirapuram,
Ghaziabad, Noida, Gurugram etc.
In Pune befikr.in has only one cluster office and very soon befikr.in is going to open two
more offices in Pune.
Target Market
If we define the target market here, befikr.in prioritize households over any other business
sources. befikr.in is providing B2C service as well as B2B service. In B2C befikr.in is
targeting the independent houses, Bungalows, Apartments etc. In B2B they are trying to
partner with the business houses, PGs, Country Embassies, so that they can provide services
23
to that particular firm for a long run. With Indian consumers being very price-sensitive,
convincing customers to pay for services is a key challenge. The other challenge of course
is to find the right professionals to service customers. Several companies are playing the
reliability and quality card. Police verified worker is also a major key to assure customers
about their safety and privacy. By this prospective these companies are targeting the high
end customers as well as the international agencies like country embassies etc.
Turnover
As the firm is only 1.5 years old getting the details about its finance and account is tough.
But according to The Money Bhaskar daily newspaper the turnover of befikr.in in 2016
was close to INR 2 crore but the exact amount of turnover is still unknown.
Positioning of befikr.in
There are as close to as 170 odd companies in the market. So the service line of this sector
is also very huge. There are some companies those who are providing home beautician
service, Tiffin Service, Wedding planner and photographer etc.
From last 1.5 years befikr.in is strengthening its core business which is home services.
Befikr.in has already become a synonym of household services in Delhi NCR region. Most
of the home service providers don’t have their own skilled work force. But befikr.in has
their own skilled workforce. All the workers are being verified by police and befikr.in call
them befikr brothers. In their mission statement also it is clearly mentioned that they want
to give a better quality of life to its brothers with a fixed salary system. So that the blue
collared working force of India can earn a respective amount and live their life as a salaried
class people. This thinking makes befikr.in a one of its kind service provider.
24
Future Plans
Recently befikr.in is planning to expand its business in Dehi, NCR and Pune region. So
they have planned to open 10 more cluster offices in Delhi, NCR and 2 cluster offices in
Pune.
They have aggressive plan for next couple of years. In next 4 years they want to expand
their business to top 100 cities of India. In addition to this they have also outlined the launch
of new services & have a vision to become a Global Synonym of Home Services.
In this course of action they are aspiring to be INR 500 crore firm latest by 2020.
Challenges & Obstacles
One of the biggest challenge is to change the mindset of the people of the country and
bridge the trust deficit between a common handymen and a household. Eventually, this
becomes an opportunity as we believe India will change to a more dignified environment
for skilled labors and we will be the Drivers of the Change.
With a near to zero attrition rate, inspite of being a manpower intensive model, our
challenge would be gain speed & momentum in scaling up fast & early without
compromising on any of the defined quality parameters.
Opportunities Ahead
The market is very fragmented and the value is scattered among more than 250 million
households in the entire country. Just the urban opportunity comprises of ~80 million
households. To put things into perspective, the urban households residing in 100 major
cities is equivalent to UK, France and Italy in terms of number of households and more
than double the size of Canada.
With the industry of homes services being unorganized, the market estimation is itself a
formative task, yet can be articulated through the urban household data. An ET article
25
pegged the market at $100 billion, however, as per our estimates, the target market for our
service portfolio ranges between $10 billion - $12 billion.
Revenue Model
The entire manpower is on salary model. They don’t earn their revenue through
commission. When a call is received at brfikr.in, the befikr brother visits the household and
tries dealing with the problem in the best possible way, after completing the work and
meeting the customer expectation the befikr brother raises an invoice and charge the
customer as per the prices laid on their website. The minimum visit charge is INR 100
rupees and also they have special provisions for waiving off the charges for some customers
like senior citizen, Medical Attendant or Military Personnel etc. They have a well-defined
revenue model which is helping their initially launched clusters break even within the 1st
6 months of operations.
Yes the revenue model is best because due to this uniformity in the work environment is
being maintained. It would help to maintain transparency in the revenue generation.
Every day they are getting a traction of 350 to 400 calls and 5231 unique visitors on the
web and have already catered to around 1,23,177 calls resulting in close to 75,041 befikr
families across Delhi, NCR and Pune.
Funding
The business was bootstrapped till they had a perfect “proof of concept”. They raised angel
funding to the tune of $0.5 million in the month of January and are in advance talks to raise
Series-A round of ~$5 million. Activities
During the time of demonetization befikr.in came out to support the crowd outside of every
ATMs in Delhi, NCR and Pune. They created small groups of people and sent them to
ATMs with water, Snacks, Tea and coffee to relax the crowd. They extended their helping
hand when the whole India was struggling to get money. This nice gesture proves that they
have value for their customers and stake holders. Most importantly their contribution
towards the society in a very short period of time. Fig.5&6: Befikr brothers helping people
during demonetization
26
HR Practices
Till now the attrition rate of befikr.in is zero as according to the CEO of the company they
started with just 50 employees 1.5 years ago and all that 50 employees are still in the
company and that 50 employees played a vital role in the expansion of business to adding
value in befikr.in.
Recently befikr.in launched an incentive scheme for befikr brothers called Befikr Ambani.
Here the brother will get the incentive on the basis of number of work is done by them,
feedback of the customers, value addition towards the company and discipline,
commitment towards their work. The brothers get a fixed salary at the end of the every
month but this befikr ambani scheme will encourage them to work efficiently so that at the
end of the month they can earn extra amount to support their families.
Befikr.in have been very successful to retain their key employees. In a duration of time
according to the performance of that respective employee they give a salary hike and also
27
some benefits from the company like free of cost services or 50 % discount on all home
services.
To maintain the superior work force befikr.in is hiring dynamic and young minds from
reputed Institutes throughout the country and also they are encouraging the youths to join
with them via blog or advertisement in social media.
Next chapter-3 deals with research methodology.
28
RESEARCH METHOLDOGY
CHAPTER-3
Research design
The research is an exploratory and quantitative research with the purpose of achieving the
objective of gaining knowledge about the operations of the company. Data analytics has
been done on the data provided by the company to provide key insights about business
verticals. Secondary research has been conducted in order to get an insight of the
competitor’s strategies in the home services marketplace. Research has been conducted in
order to find out the major investor in the on demand home services sector.
Data type
Secondary data from various published sources has been used for research purpose and the
data provided by the company has been used for analysis purpose.
Data collection
Data has been collected from following sources:
• Documents analysed during internship.
• Data provided by the company
• Business magazines
• Articles
• Newspapers
• Websites
Next chapter-4 deals with analysis and findings.
29
ANALYSIS AND FINDINGS
CHAPTER-4
1. Top 15 areas where organic calls can be increased

Oct 2016 to April2017
Ranking Area Done Calls Call flow Done Calls %

1 Sector 50 Noida 200 387 52
2 Vasant Kunj 168 608 28
3 Sector 19 Noida 152 306 50
4 Hadapsar 150 617 24
5 Sector 17 Gurgaon 150 261 57
6 Saket 148 742 20
9 Janakpuri 135 546 25
10 Dlf City 1 125 263 48
11 Sector 63 Noida 124 374 33
12 Nitikhand 124 297 42
13 Uttam Nagar 122 634 19
15 Sector 41 Noida 108 209 52
Area wise monthly performance analysis
30
• The area Noida Sector 50 consistently maintained its presence in the top 15 areas
list throughout the 7 months i.e from Oct 16 to April 17 with rank-12 and 16 calls
done in the month of October, rank-7 and 20 calls done in the month of Nov, rank-
1 and 36 calls done in the month of Dec, rank-1 with 43 calls done in the month of
Jan, rank-1 with 30 calls done in the month of Feb, rank-5 with 27 calls done in the
month of March and rank-12 with 28 calls done in the month of April. Considering
the time period Oct 16 to April 17, the area topped the list with 200 calls done.
• The area Vasant Kunj consistently maintained its presence in the top 15 areas list
throughout the 7 months i.e except in the month of March. In the month of Oct the
area ranked-3 with 22 calls done, in the month of Nov with rank-12 and 18 calls
done, in Dec rank-8 with 21 calls done, in Jan rank-4 with 23 calls done, in Feb
rank-6 with 23 calls done, in April rank-1 with 41 calls done. Considering the time
period Oct 16 to April 17, the area ranked-2 with 168 calls done.
31
• Sector 19 Noida ranked 3rd in the top 15 areas list with 152 calls during the period
of Oct 16 to April 17. In the month of October 2016 the area ranked 6th with 20
calls done, in November the rank was 1st with 25 calls done, in December the rank
was 3rd with 26 calls done and in the month of March it ranked 4th with 27 calls
done. In rest of the months the area could not make it to the top 15 areas list.
• Hadapsar (Pune) ranked 4th in the top 15 areas list of done calls with 150 calls
during the period of Oct 16 to April 17. In the month of November the area ranked
13th with 16 calls done, in the month of January the area ranked 11th with 18 calls
done, then in February it jumped to the 2nd position with 27 calls done, again in
March it was at the 2nd position with 35 calls done and in April it was at 5th position
with 35 calls done.
32
• Gurgaon Sector 17 ranked 5thin the top 15 areas list of done calls with 150 calls
during the period of Oct 16 to April 17. The area was consistent in maintaining its
position in the top 15 areas list of done calls from Oct 16 to March 17. In April
the no of calls done in this area dropped and the area couldn’t make it to the top 15
list. In the month of October the area ranked 13th with 15 calls done, in November
it ranked 8th with 20 calls done, in December the area ranked 9th with 20 calls done,
in January the area ranked 2nd with 27 calls done, in February the area ranked 5th
with 23 calls done, in March the area ranked 14th with 21 calls done.
• Saket ranked 6thin the top 15 areas list of done calls with 148 calls during the period
of Oct 16 to April 17. The area was consistent in maintaining its position in the top
15 areas list of done calls from October 16 to April 17 except in the month of
33
December. Following are the month wise ranking of the area. In October, rank8
with 19 calls done. In November rank-2 with 23 calls done. In January, rank 9 with
18 calls done. In February, rank-13 with 17 calls done. In March, rank-10 with 21
calls done. In April, rank-2 with 38 calls done.
during the period of Oct 16 to April 17. Following are the month wise ranking of
the area. In November, rank-15 with 14 calls done. In January, rank-6 with 21 calls
done. In February, rank-8 with 19 calls done. In March, rank-1 with 35 calls done
.in April, rank-13 with 27 calls done.
during the period of Oct 16 to April 17. The area maintained its position in the top
15 areas list of done calls during the month of December, January and February.
34
Following are the month wise ranking of the area. In December, rank-2 with 29
calls done. In January, rank-7 with 21 calls done. In February, rank-3 with 26 calls
done.
• Janakpuri ranked 9thin the top 15 areas list of done calls with 135 calls during the
period of Oct 16 to April 17. The area has consistently maintained its position in
the top 15 areas list of done calls throughout the time period except in the month of
December. Following are the month wise ranking of the area. In October, rank11
with 17 calls done. In November, rank-9 with 19 calls done. In January, rank10
with 18 calls done. In February, rank-9 with 19 calls done. In March, rank-12 with
21 calls done. In April, rank-8 with 31 calls done.
• Dlf City 1 ranked 10thin the top 15 areas list of done calls with 125 calls during the
period of Oct 16 to April 17. The area has consistently maintained its position in
35
the top 15 areas list of done calls throughout the time period except in the month of
February and April. Following are the month wise ranking of the area.
In October, rank-9 with 18 calls done. In November, rank-3 with 22 calls done. In
December, rank-12 with 17 calls done. In January, rank- 15 with 16 calls done. In
March, rank- 6 with 23 calls done.
• Noida Sector 63 ranked 11thin the top 15 areas list of done calls with 124 calls
15 areas list of done calls during the month of October, December and February.
Following are the month wise ranking of the area. In October, rank-1 with 23 calls
done. In December, rank- 4 with 25 calls done. In February, rank-15 with 16 calls
done.
36
• Nitikhand ranked 12thin the top 15 areas list of done calls with 124 calls during the
period of Oct 16 to April 17. The area maintained its position in the top 15 areas
list of done calls during the month of November and December. Following
are the month wise ranking of the area. In November, rank-4 with 22 calls done. In
December, rank- 5 with 24 calls done.
• Uttam Nagar ranked 13thin the top 15 areas list of done calls with 122 calls during
the period of Oct 16 to April 17. The area maintained its position in the top 15 areas
list of done calls during the month of February, March and April. . Following are
the month wise ranking of the area. In February, rank-10 with 19 calls done. In
March, rank-7 with 23 calls done. In April, rank-4 with 35 calls done.
• Gurgaon Sector 56 ranked-14 with 116 calls done, considering the time period Oct
16 to April 17.The area Gurgaon Sector 56 with rank-2 and 23 calls done in the
month of October and rank-5 and 21 calls done, was among the top 15 areas. The
area disappeared from the top 15 areas list during the period Dec 16 to April 17.
37
• Noida Sector 41 ranked 15thin the top 15 areas list of done calls with 108 calls
15 areas list of done calls only during the month of January with rank-3 and 26 calls
done.
38
2. Areas which have performed well in some or the other month but are not among
the top 15 areas.
In the below tables, the areas highlighted with green color are the one which are not
among the top 15 areas during the time period October 2016 to April 2017 but have
been able to perform well in the respective months and made it to the monthly top 15
areas list.
Apr-17

2 Saket 38 191 85 20
4 Uttam Nagar 35 15
5 Hadapsar 35 130 57 27
6 Dwarka Sector 6 33 285 58
7 Munirka 33 141 12
8 31 75 22
Janakpuri
9 30
Sushant Lok 1 40
12 Sector 50 Noida Sector 28 68 41
13 57 Gurgaon 27 76 36
Mar-17

2 Hadapsar 35 102 34
4 Sector 19 Noida 27 61 44
5 Sector 50 Noida 27 74
6 23 49 36
Dlf City 1
7 23 123 47
Uttam Nagar
8 21 53 19
9 21 36 40
Sushant Lok 1 Dwarka
10 Sector 6 21 119
11 21 48 58
12 Saket 21 98 18
Janakpuri 21
39
14 Malviya Nagar 21 46 16
Sector 45 Gurgaon 50
Feb-17

2 Hadapsar 27 99 27
4 24 48 50
Hauz Khas
5 23 43 53
Sector 17 Gurgaon
6 23 75
Vasant Kunj
7 20 42 31
Janakpuri
27
11 Sushant Lok 1 18 39 46
12 Safdarjung Enclave 18 40 45
13 Saket 17 80 21
Jan-17

5 Sohna Road 22 44 50
9 Saket 18 94 19
40
15 Dlf City 1 16 28 57
Dec-16

5 Nitikhand 24 30 80
6 DLF Phase 2 22 30 73
8 Vasant Kunj Sector 21 60 35
9 17 Gurgaon 20 24 83
10 18 36 50
Sector 45 Gurgaon
11 18 52
Safdarjung Enclave
12 17 31 35
13 Dlf City 1 17 31 55
Dwarka Sector 19 55
Nov-16

2 Saket 23 83 28
3 Dlf City 1 22 41 54
4 Nitikhand 22 46 48
6 DLF Phase 2 21 28 75
11 Sushant Lok 1 18 34 53
41
14 Malviya Nagar 15 80 19
Oct-16

4 21 107 20
Malviya Nagar Sector
5 21 43
18 Noida
6 20 41 49
7 19 68 49
Sector 19 Noida
8 19 80
Paschim Vihar 28
9 18 41
Saket Dlf 24
10 17 36
City 1
11 17 54 44
47
Sector 51 Gurgaon
Janakpuri 31
13 17 Gurgaon 15 26 58
15 14 Gurgaon 14 30 47
From the above tables and the graphs of respective areas we get the following inferences:
• Sector 49 Gurgaon has suddenly emerged as a good performer only in the month of
April, in rest of the months it does not hold any rank.
• Dwarka Sector 6 has performed well in the month of April and March.
• Munirka has suddenly emerged as a good performer only in the month of April, in
rest of the months it does not hold any rank.
42
• Sushant Lok 1 has performed well during the following months-November
February March April.
• Dwarka Sector 10 has performed well during the following months-December and
April.
• Sector 47 Gurgaon has performed well during the following months- January,
February and April.
• Sector 50 Gurgaon has performed well during the following months- March and
April.
• Sector 45 Gurgaon has performed well during the following months-December,
March and April.
• Sector 46 Gurgaon has performed well during the following months- January and
March
• Hauz Khas has performed well only in the month of February.
• Sector 51 Gurgaon has performed well only in the month of February.
• Safdarjung Enclave has performed well in the month of February and December.
• Sohna Road has performed well only in the month of January.
• Sector 31 Gurgaon performed well only in the month of January.
• Sector 52 Gurgaon performed well only in the month of January.
• DLF Phase 2 performed well only in the month of December and November.
• Dwarka Sector 19 performed well only in the month of December.
• Dwarka Sector 7 performed well only in the month of December and November.
• Malviya Nagar performed well only in the month of October, November and
March.
• Sector 18 Noida performed well only in the month of October.
• Paschim Vihar performed well only in the month of October.
• Sector 27 Noida performed well only in the month of October.
• Sector 14 Gurgaon performed well only in the month of October.
43
3. Calls Cancellation Summary
Web Registration
2% Called Through
My befikr Zindagi
2%
Website Form
6%
Toll free Just Dial

24 %
Just Dial Toll free
66 %
Website Form
My befikr Zindagi
Web Registration
From the above chart we get to know that out of the total calls that get cancelled, majority
i.e 66% of them are from JustDial, 24% from Toll Free, 6% from Website Form, 2% each
from Web Registration and My befikr Zindagi
GURGAON I
Calls @ Cluster
26%
74 % Cancelled & Cancel Request

Done
44
From the above chart we infer that out of the total calls that reach the cluster, 74% of them
gets converted and 26% of them gets cancelled.
CANCELLATION REASONS
Urgent /
Unavailability
8% Preferred Local
Cost Issue Handyman
9% 26 %
Not Contactable
9%
Portfolio Issue
11 %
Customer backed off

25 %
Scheduled and
denied
12 %
Most of the above reasons of cancellation are inter related and may occur as a consequence
of each other.
From the above chart we infer that
Problem- The reason for which the call gets cancelled majority of the times is “ Customer
preferred local handyman”. This usually happened when there is shortage of manpower or
due to cost issue. In case of inavailability of brother the customer does not prefer to wait
and hence hire local handyman.
Solution- In this cases the supervisor should himself contact the customer and try negotiate
with him upon the timing as well as price. The supervisor or the brother should get approval
form the city manager for discount in case of cost issues. The brother should prioritise his
calls accordingly if the customer shows interest in availing the services and try attend each
and every call. The respective brother should explain the customer the perk of availing
service from befikr.in so that he does not prefer local handyman.
45
Problem- The 2nd most common reason for cancellation of calls is “Customer backed off”.
This problem also arises due to cost issue, urgent requirement and if the customer preferred
local handyman before the brother reached.
Many a times it happenes that when the brother reaches customer’s place, the customer
backs off as he has already got his work done via local handyman. Also the customer backs
off when the cost is higher as compared to the charges of local handyman.
Solution- In oreder to minimize this issue the brother should reach customer’s place on
time. In case of urgent requirement the customer should be given priority over others. In
case of cost issue negotitation should take place between brother and customer in order to
bring the cost at par with that of local handyman.
Problem- The 3rd most common reason for cancellation of calls is “Scheduled and denied”.
In this case mostly the customer intentionally asks to schedule the call, but simultaneously
he also looks for local handyman. For most of the customers its all about timing of
availibility of service.
Solution- The calls should be scheduled only on genuine request of the customer, otherwise
the brother should try to get the problem sorted then and there and not wait for the next
day. The scheduled calls for the day must be given priority over the other calls.
Cluster Cancelled By
Supervisor
16%
BEC Head
8%
BEC Team
BEC Team City Manager
City Manager 63%
BEC Head
13%
Cluster Supervisor
46
From the above chart we infer that in case of Gurgaon 1 most of the calls i.e. 63% of the
total calls are cancelled by the BEC team. And among the calls that reach cluster, majority
of them gets cancelled by Cluster Supervisor (16%) and City Manager (13%).
Gurgaon II
Calls @ Cluster
22 %
Cancelled & Cancel Request

78 % Done
From the above chart we infer that out of the total calls that reach the cluster, 78% of them
gets converted and 22% of them gets cancelled.
CANCELLATION REASONS
Urgent /
Unavailability Preferred Local
Cost Issue
5% Handyman
7%
19 %
Not Contactable
14 %
Portfolio Issue
8%
Customer backed off

34 %
Scheduled and
denied
13 %
47
The above chart depicts that I Gurgaon II the major reason of calls getting cancelled is
“Customer Backed off” (34%). The 2nd most common reason is “ Customer preferred local
handyman” (19%) and the 3rd most common reason is “ Customer not contactable” (14%).
The solution for the first 2 problems remains the same as in Gurgaon I.
Problem- In case of “Customer not contactable” mostly it happenes that the customer has
availed the required service via local handyman so he does not receives the calls of our
brothers. Sometimes the brother reaches the customer’s place and the customer does not
respond on calls.
Solution- the brother should try and fix the deal in first attempt itself and avoid giving
customer a chance to go for other service providers.
Cancelled By
Cluster Supervisor
16 %
BEC Head
6%
BEC Team
City Manager BEC Team City Manager
17 % 61 %
BEC Head
Cluster Supervisor
From the above chart we infer that in case of Gurgaon 1 most of the calls i.e. 61% of the
total calls are cancelled by the BEC team. And among the calls that reach cluster, majority
of them gets cancelled by Cluster Supervisor (16%) and City Manager (17%).
48
4. Daily Call flow Analysis. (Operational analysis)
Total Calls @ Cluster

35
Total Calls @ Cluster Open Cancelled & Cancel RequestScheduled Follow Done WIP
30 Up
25
20
15
10
5
0
Done call analysis

16
14
49
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Revenue per hr (<=100) Revenue per hr (>100 <=150) Revenue per hr (>150 <=400)
Over Charging per hr (>400) Delay time (>=60 Min)
12
10
8
6
4
2
0
5. Daily Cluster Report

Daily Call Report
Cluster Noida 1 (Sector 49)
50
1-May-17 2- 19 12 1 26 0 0 May-17 3-May-17 4-May-17 0
5-May-17 18 11 0 23 0 0 0
6-May-17 9 14 0 10 0 0 0
7-May-17 0 0
26 10 0 14 0
8-May-17 9- 0 May-17 0
23 6 0 6 0
10-May-17 0 0
11-May-17 13 18 0 15 0 0 0
12-May-17 16 18 0 25 0 0 0
13-May-17 26 11 0 13 0 0 0
14-May-17 13 12 0 17 0 0 0
15-May-17 14 18 0 19 0 6 0
16-May-17 2 0
21 10 1 13 0
17-May-17 7 0
23 12 0 13 0
18-May-17 6 0
19-May-17 23 16 0 27 0 1 0
20-May-17 24 16 1 21 0 11 0
21-May-17 15 12 1 15 6 7 0
22-May-17 12 10 0 23 8 8 0
23-May-17 26 20 2 1 0 4 0
24-May-17 10 0
29 20 0 0 5
25-May-17 5 0
18 17 2 0 0 0 0
26-May-17
36 20 4 2 0 0 0
27-May-17
28-May-17 23 19 0 1 0 4 0
29-May-17 13 11 2 1 0 1 0
30-May-17 18 11 6 2 2 1 0
7 0
14 14 1 2 0
31-May-17 8 0
17 9 0 0 9
0 0
Daily 28 18 0 2 0 1 Revenue and 14,500
32 20 0 5 0 4 0
27 20 0 0 3
18
20
11
14
2
1
0
0
6
7
6,200
7,000
5,950
6,700
250
300
Collection
17 16 0 0 0 Report 4,600 4,100 500
5,300 4,800 500
Cluster Noida 1(Sector 49) 450 200 250
7,000 3,950 3,050
6,250 6,250 0
4,700 4,300 400
3,250 3,250 0
6,100 6,100 0
5,550 5,100 450
7,200 2,100 5,100
12,700 10,700 2,000
11,400 10,850 550
3,300 3,300 0
4,500 3,750 750
10,750 10,750 0
9,750 9,650 100
6,350 5,550 800
8,150 7,600 550
5,250 4,700 550
8,200 8,200 0
6,950 6,950 0
8,659 8,209 450
4,300 4,300 0
8,500 7,700 800
8,100 6,400 1,700
7,850 7,700 150
4,900 4,900 0
22,250 7,650 100
11,350 9,400 1,950
631 446 24 296 46 93 226,809 191,059 21,250 14,500
Calls In Cancelled Scheduled & Cash Online Pending

Date Done Calls WIP Calls Open Revenue
Cluster Calls Others Collection Collection Amount
226,809 191,059 21,250 14,500 TRUE 178,440 12,619
51
Cash of
Cash Online Pending Revenue Bank
Date Revenue Revenue in
Collection Collection Amount Recon. Deposits
Cluster 6,200 5,950 250 0 TRUE 0 5,950

1-May-17 7,000 6,700 300 0 TRUE 5,900 800
2-May-17
4,600 4,100 500 0 TRUE 2,200 1,900
3-May-17
4-May-17 5,300 4,800 500 0 TRUE 8,650 (3,850)
5-May-17 450 200 250 0 TRUE 0 200
6-May-17 7,000 3,950 3,050 0 TRUE 200 3,750
7-May-17 6,250 6,250 0 0 TRUE 0 6,250
8-May-17 4,700 4,300 400 0 TRUE 10,200 (5,900)
9-May-17 3,250 3,250 0 0 TRUE 0 3,250
10-May-17 6,100 6,100 0 0 TRUE 0 6,100
11-May-17
5,550 5,100 450 0 TRUE 18,450 (13,350)
12-May-17
7,200 2,100 5,100 0 TRUE 5,100 (3,000)
13-May-17
14-May-17 12,700 10,700 2,000 0 TRUE 0 10,700
15-May-17 11,400 10,850 550 0 TRUE 0 10,850
16-May-17 3,300 3,300 0 0 TRUE 23,650 (20,350)
17-May-17 4,500 3,750 750 0 TRUE 3,300 450
18-May-17 10,750 10,750 0 0 TRUE 3,750 7,000
19-May-17 9,750 9,650 100 0 TRUE 10,650 (1,000)
20-May-17 6,350 5,550 800 0 TRUE 10,050 (4,500)
21-May-17
8,150 7,600 550 0 TRUE 5,450 2,150
22-May-17
5,250 4,700 550 0 TRUE 0 4,700
23-May-17
24-May-17 8,200 8,200 0 0 TRUE 12,400 (4,200)
25-May-17 6,950 6,950 0 0 TRUE 0 6,950
26-May-17 8,659 8,209 450 0 TRUE 15,150 (6,941)
27-May-17 4,300 4,300 0 0 TRUE 0 4,300
28-May-17 8,500 7,700 800 0 TRUE 8,990 (1,290)
29-May-17 8,100 6,400 1,700 0 TRUE 0 6,400
30-May-17
7,850 7,700 150 0 TRUE 0 7,700
31-May-17 4,900 4,900 0 0 TRUE 21,800 (16,900)
Daily 22,250 7,650 100 14,500 TRUE 12,550 (4,900)
Expense 11,350 9,400 1,950 0 TRUE 0 9,400
Report
Cluster Noida 1(Sector 49)
1,647 520 3,165 0 0 0 1,150 6,482
Office Mat. & Conveyance

Staff Other Total
Date Refreshment Water & Tea Consumable PCB MaterialReimbursem
52
Advances Expenses Expenses
s
0 0 0 0 0 0 0 0 s
0 0 0 0 0 0 0 0
ent
0 0 0 0 0 0 0 0
1-May-17
0 0 0 0 0 0 0 0
2-May-17
3-May-17 0 0 0 0 0 0 0 0
4-May-17 0 0 0 0 0 0 0 0
5-May-17 0 0 0 0 0 0 0 0
6-May-17 0 0 0 0 0 0 0 0
7-May-17 0 0 0 0 0 0 0 0
8-May-17 0 0 0 0 0 0 0 0
9-May-17
1,320 0 0 0 0 0 0 1,320
10-May-17
0 0 0 0 0 0 0 0
11-May-17
0 0 0 0 0 0 0 0
12-May-17
13-May-17 0 0 0 0 0 0 0 0
14-May-17 0 520 0 0 0 0 0 520
15-May-17 0 0 0 0 0 0 320 320
16-May-17 0 0 0 0 0 0 0 0
17-May-17 0 0 0 0 0 0 0 0
18-May-17 0 0 0 0 0 0 0 0
19-May-17
0 0 0 0 0 0 0 0
20-May-17
0 0 0 0 0 0 0 0
21-May-17
22-May-17 0 0 180 0 0 0 0 180
23-May-17 0 0 0 0 0 0 0 0
24-May-17 0 0 1,685 0 0 0 500 2,185
25-May-17 0 0 0 0 0 0 0 0
26-May-17 0 0 200 0 0 0 0 200
27-May-17 0 0 1,010 0 0 0 330 1,340
28-May-17 0 0 0 0 0 0 0 0
29-May-17
327 0 0 0 0 0 0 327
30-May-17
0 0 90 0 0 0 0 90
31-May-17 0 0 0 0 0 0 0 0
53
6. Competitor’s Analysis
Brief overview
• Founded in 2014 in New Delhi, India.
• Head office- Udyog Vihar Phase IV Gurgaon.
• Service category- Homecare & Design, Repair & Maintenance, Events, Weddings,
Health 7 Wellness.
• Geographical presence-Delhi NCR, Bangalore, Mumbai, Chennai, Hyderabad,

Pune, Ahmedabad, Kolkata.
Operation/Service
• No. of employees- around 300.
• More than 65,000 professionals enlisted.
• 1.5 million customers served.
• Serves nearly 5,000-6,000 customer requests per day
• Average ticket size of about Rs 4,000.
• Largest chunk of revenues – 28% – comes from beauty services .
• They attracted over $37m in funding from investors such as Bessemer Venture
Partners, Accel Partners, SAIF Partners, Kunal Bahl, Rohit Bansal, and Ratan Tata.
Funding Timeline
54
Apr 2015:
Raised $1.6M Nov 2015: Raised

in Seed $25M in Series B
funding from funding from Apr 2017: Raised
SAIF, Accel, Bessemer Venture ₹10crore in Debt
Kunal Bahl and Partners, SAIF and Financing from
Rohit Bansal Accel Partners. Trifecta Capital
Jun 2015: Raised Dec 2015:

$10M in Series A Raised
funding from undisclosed
amount
SAIF and Accel in
Venture
funding from
Ratan Tata
News and Events
• April 24, 2017
– Raised ₹200M
– Debt Financing at an Unknown Valuation
– Lead: Trifecta Capital
• August 13, 2016
 UrbanClap Acquires Delhi-based Startup GoodService
 PropTiger Acquires 3DPhy, UrbanClap Buys GoodService & More
• July 4, 2016
 Snapdeal partners with Zomato, Cleartrip, UrbanClap, redBus for multiple services
• June 28, 2016
 India's UrbanClap deploys Juniper Networks' Ethernet switches to support rapid

growth
55
• June 14, 2016
 UrbanClap promotes Yoga, encourages people to opt for healthier lifestyle.
Key People
ABHIRAJ BHAL Past: Consultant with The Boston Consulting Group.
Director and Co-founder Education: BE-IIT Kanpur, MBA-IIM, Ahmedabad.
RAGHAV CHANDRA Past: Software Engineer-Twitter.
Director and Co-founder Education: BS-University of California Berkeley,

BSEUniversity of California Berkeley.
VARUN KHAITAN Past: Advisor-The Boston Consulting Group.
Director and Co-founder Education: BE-IIT, Kanpur.
ABHINAV Past: Director-Moonshots Internet Private Limited,Senior

CHATURVEDI Associate-Accel.
Nominee Director Education: MBA-Harvard Business School, Bachelor's

Degree-IIT, Roorkee.
56
Brief overview
• Founded in- 2014
• Headquartered in Bengaluru, Karnataka.
• Service Categories: Fitness, Internet, Home Services, Beauty.
• Geographical presence-Delhi NCR, Bangalore, Mumbai, Chennai, Hyderabad,

Pune, Ahmedabad, Chandigarh, Jaipur and Surat.
Operation/service
• 101-250 Employees
• 4,500 orders a day
• Average ticket size of services 1,300.
• 10,000 Service Providers.
• Beauty & fitness biggest categories-30% revenue.
• Has raised $27M in 2 Rounds from 6 Investors till date.
Funding Timeline
Jun 2015:
Raised $4M in Series A funding from
Matrix Partners
Dec 2015
Raised $23M in Series B funding from
Amazon, Vertex Ventures, Qualcomm,
57
Ru-Net Technology Partners and
Matrix Partners
News and Events
• August 24, 2016
Housejoy’s geo-targeted app, Flipkart Assured, and Zoomcar’s k9 Cruiser — the product
launches of the week
• June 29, 2016
Housejoy back to servicing across areas in Bengaluru and Delhi
• February 19, 2016
Amazon India-Backed Housejoy Acquires On-Demand Fitness Trainers Provider Orobind.
• February 3, 2016
– Acquired mywash.in for Undisclosed Amount
– Status: Pending
– Type: Acqui-hire
– Disposition: Separate Entity
• December 16, 2015
Raised $23M
– Series B at a $40M Valuation
– Lead: Amazon
– Lead: Matrix Partners India
– Lead: Vertex Ventures
58
Key People
ARJUN Past: Founder- BookAdda, Project Lead- ValueLabs.
KUMAR
Education : MS Telecommunication- Ohio University.
Co Founder
SUNIL GOEL Past: Process Engineer- Reliance Industries, Project Manager-Ramco

systems, Program Manager- Planetasia, Founder- ThoughtStream Tech.
Co Founder
Education : BE- National Institute of Technology, MBA- S.P. Jain
Institute of Management & Research.
YASHARTH Past: Amazon, Morgan Stanley

MISHRA
Education : B.Tech-IIT Bombay,MBA-ISB
Category Head
SIDHARTH Past: F.W Olin School of Business, Gurjar Power Engineers Pvt Ltd,
GURJAR The Nilgiri Dairy Farm Pvt.Ltd
Category Head- Education : B.Com -Christ College - Bangalore,MBA-Babson College

Home Services
AMENLA Past: Marketing & Strategy- Asset Vantage, Officer-Technical services-

JAMIR Gujarat State Petronet, Social Media Strategist- www.rock.in
Category Head Education : B.Eng- L.D College of Engineering, PGDM- IIM Lucknow
59
AREO
Company Google Inc.
App Areo
Launch date 12-Apr-17
Available on Google Play Store
Type Aggregator
Food delivery
Categories
Home services
Mumbai
Operaring Locations
Bangalore
Food delivery Box8, Freshmenu and Faasos
Partners
Home services UrbanClap and Zimmber
Revenue Commission
Cost Consumer acquisition
Threat to Zomato and Swiggy
Food order
Services (location based)
Beautician, plumber, carpenter, and fitness expert
Payment mode Card, online banking or cash on delivery.
Payment Gateway TimesofMoney's DirecPay
Food Fasoos, Freshmenu, Holachef and Box8.
Working (database)
Home services UrbanClap
facebook.com/services
Competitors
Amazon's Home service Business
FINDINGS
• The top 15 areas where organic calls can be increased are as follows
Oct 2016 to April2017
Ranking Area Done Calls Callflow Done Calls %
60
1 Sector 50 Noida 200 387 52
3 Sector 19 Noida 152 306 50
4 Hadapsar 150 617 24
6 Saket 148 742 20
10 Dlf City 1 125 263 48
11 Sector 63 Noida 124 374 33
12 Nitikhand 124 297 42
15 Sector 41 Noida 108 209 52
• In Gurgaon-1 out of the total calls that reach the cluster, 74% of them gets converted
and 26% of them gets cancelled.
• The reason for which the call gets cancelled majority of the times is “ Customer
preferred local handyman”. This usually happened when there is shortage of
manpower or due to cost issue. In case of unavailability of brother the customer do
not prefer to wait and hence hire local handyman.
• The 2nd most common reason for cancellation of calls is “Customer backed off”.
This problem also arises due to cost issue, urgent requirement and if the customer
preferred local handyman before the brother reached.
• The 3rd most common reason for cancellation of calls is “Scheduled and denied”.
In this case mostly the customer intentionally asks to schedule the call, but
simultaneously he also looks for local handyman. For most of the customers its all
about timing of availibility of service.
• In Gurgaon 1 most of the calls i.e. 63% of the total calls are cancelled by the BEC
team. And among the calls that reach cluster, majority of them gets cancelled by
Cluster Supervisor (16%) and City Manager (13%).
• In Gurgaon-2 out of the total calls that reach the cluster, 78% of them gets converted
and 22% of them gets cancelled.
61
• In Gurgaon II the major reason of calls getting cancelled is “Customer Backed off”
(34%). The 2nd most common reason is “ Customer preferred local handyman”
(19%) and the 3rd most common reason is “ Customer not contactable” (14%).
• In Gurgaon-2 And among the calls that reach cluster, majority of them gets
cancelled by Cluster Supervisor (16%) and City Manager (17%).
• The major challenge in this segment is pricing. When it comes to price the
customers compares the price with the price offered by local handyman. When they
find that the services are costlier then they refuse to go for the services and prefer
the local handyman.
• The closest competitor of befikr.in is UrbanClap which has its operations in 8 major
cities of India. UrbanClap has already served 1.5 million customers till date and has
attracted over $37m in funding.
Next Chapter- 5 deals with Conclusion and recommendations.
CONCLUSION AND RECOMMENDATIONS
CHAPTER-5
62
CONCLUSION
The nascent on-demand services segment -- where consumers can request for a home
service using the web or an app -- has the potential to grow to a full-fledged industry, with
existing companies increasing their scale and new companies entering the segment. The
popular on-demand home services include furniture on rent, hiring maids, health and
fitness, beauty, plumbing, construction, among others.
The major players in the segment are UrbanClap, Housejoy, Helpr and AtHomeDiva.
On-demand home services are seeing increasing adoption among urban consumers. Given
the paucity of time and the high level of stress in everyday lives, consumers are looking for
convenient and reliable solutions for their daily household needs. Households in India are
spending on an average `25,000 on basic home services annually. The Indian home services
market alone is a $140 billion market.
befikr.in can be best described as a startup dedicated towards organizing the unorganized
Home services through an in-house team of trained and expert befikr brothers and helping
a household get rid of all of their fikrs in a timely, efficient and most costeffective manner.
befikr.in not an aggregators but have an in-house team of befikr brothers, the In-House
team of people are the biggest competitive advantage as we strive to create a Product
“befikr brother” out of the Services. With such a huge opportunity in this segment in India
befikr.in strives to capture the major market share by serving the customers with a uniform
& top notch service experience as compared to existing aggregators. The company is
moving forward with a vision of becoming the global synonym of home services and
aspires to be INR 500 crore firm latest by 2020.
RECOMMENDATIONS
• The company should have an inventory system for some of the frequently needed
parts of the services. So that the company can easily cut down its time of service
63
and could be able to gain profit from it. It will help the company to make the process
faster and efficient.
• The company needs to work upon the operations in order to increase the conversion
rate of calls which would further help in increasing the revenue.
• The company should have a better pricing policy for the services to counter their
competitors.
• The company should go for some offline marketing as well because still the internet
penetration in some of the areas is limited.
• The company should launch campaigns as a part of promotional activity in order to
increase the awareness among the target customers.
• The company should hire more professional in their Business development
department.
• The company should focus more on training of the new recruiters. They are the
direct agents who represent the company in market so they have to be best in their
work. Soft skill training is also necessary for them.
• The company should come up with more attractive discount offers which will
attract more customers.
Next chapter-6 deals with epilogue.
EPILOGUE
CHAPTER-6
64
MANAGERIAL IMPLICATIONS
This is an in depth study of the customer data of befikr.in which would be beneficial for
the management understand the following:
• The major reasons of cancellation of calls.

• The problems faced by a home services company with its operations.
• How the company can reduce the calls cancellation rate.
• The steps that the company can take in order to increase the organic call flow.
AGENDA FOR FUTURE RESEARCH
• Sample size can be increased.

• More regions or areas of New Delhi can be considered for data analysis.
• More SBUs can be considered for analysis.
• Strategies to reduce the churn rate of customers.
• Competitive analysis can be done.
LIMITATIONS OF THE STUDY
• The areas considered for study were limited.

• There might be some biased response from the customers.
• Only few SBUs were considered for study.
• Competitive analysis of only few companies were done
• Limited data was provided by the company.
REFERENCES
• http://befikr.in/. Accessed on 12th May 2017.

• http://bwdisrupt.businessworld.in/article/befikr-in-Plans-to-Cater-Top-100-
CitiesOver-Next-4-Years/21-11-2016-108591/. Accessed on 12th May 2017.
65
• http://www.livemint.com/Companies/ck6h9KKDL9Aw1SCgzvMLRM/Thebuildi
ng-of-UrbanClap-one-ondemand-service-at-a-time.html. Accessed on 12th May
2017.
• http://www.business-standard.com/article/companies/urbanclap-clap-to-get-
help115081000034_1.html. Accessed on 12th May 2017.
• http://www.livemint.com/Companies/4vZ9VdSJtxULWvncJUPwTL/UrbanClaph
as-disrupted-the-model-by-taking-out-the-middlema.html. Accessed on 24th May
2017.
• https://www.bloombergquint.com/business/2016/12/31/urbanclaps-
fy16balancesheet-is-nothing-to-laud-about. Accessed on 24th May 2017.
• http://bwdisrupt.businessworld.in/article/Housejoy-Aims-to-Grow-as-an-
AllRounder-in-the-Household-Services-Vertical/23-09-2016-106031/. Accessed
on 30th May 2017.
• https://yourstory.com/2016/09/housejoy-growth-story/. Accessed on 30th May
2017.
• http://techcircle.vccircle.com/2017/01/31/housejoy-fy16-losses-widen-20-fold-
onhigher-ad-spend-employee-costs/. Accessed on 10th June 2017.
• http://economictimes.indiatimes.com/small-biz/startups/amazon-backed-
ondemand-home-services-provider-housejoy-moves-to-
hyperlocalmodel/articleshow/53750068.cms. Accessed on 10th June 2017.
• http://www.financialexpress.com/industry/housejoy-promoter-sarvaloka-
serviceson-call-logs-rs-68-cr-loss-in-2015-16-ceo-saran-chatterjee-says-
clockedrevenues-of-rs-3-5-cr/589454/. Accessed on 12th June 2017.
66

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Project Report

“A Study on the On-Demand Home

In Partial Fulfilment for the award of the degree

SUBMITTED TO: SUBMITTED BY:

Dr. Rinku Dixit Sarit kumar das

(Faculty guide) Roll No. 404

Mr. Sumit Srivastava PGDM(2016-2018)

New Delhi Institute of Management

Place: New Delhi

Date: Sarit kumar das

A special gratitude to Dr. Rinku Dixit (Faculty mentor) whose contribution in

Sarit kumar das

2. Chapter I: Introduction 3-14

3. Chapter II: Company Profile 15-27

6. Chapter V: Conclusion & Recommendations 61-62

7. Chapter VI: Epilogue 63

Overview Of The Home Services Industry

Opportunities in the Home services sector

Reach and frequency

Major Players in the space/ Competitors

According to VCCEdge data, players such as Housejoy, UrbanClap, Zimmber,

Consolidation on the horizon

Ahead of their time

The objectives of the study are:

SCOPE OF THE STUDY

The scope of the study includes customers and competitors of befikr.in.

ORGANIZATION OF THE STUDY

Chapter-2 deals with company profile.

Chapter-3 deals with research methodology.

Chapter-4 deals with analysis and findings.

Chapter-5 deals with conclusion and recommendations.

Next chapter-2 deals with company profile.

Story behind inception

• In-house Team of befikr brothers

compared to existing aggregators

Timeline of the company

The 1ST year

May 2015 Jul 2015

Mission and Vision statement of the company

Vision- Become the global synonym of home services

‘The company believes in

CITY OPEARTION ACCOUNTS AND

Fig.1: Hierarchy of befikr.in

PRODUCTS AND SERVICES

At present befikr.in is providing services in 17 different categories. They are still

How a service reaches to a customer:

Fig.2: Home screen of befikr’s mobile application.

SIT BACK &

Fig.4: service confirmation page of befikr.in mobile application.

Challenges & Obstacles

Next chapter-3 deals with research methodology.

Next chapter-4 deals with analysis and findings.

1. Top 15 areas where organic calls can be increased

Ranking Area Done Calls Call flow Done Calls %

Area wise monthly performance analysis

Ranking Area Done Calls Call flow Done Calls %

Ranking Area Done Calls Call flow Done Calls %

Ranking Area Done Calls Call flow Done Calls %

Ranking Area Done Calls Call flow Done Calls %

Ranking Area Done Calls Call flow Done Calls %

Ranking Area Done Calls Call flow Done Calls %

Ranking Area Done Calls Call flow Done Calls %

Toll free Just Dial

74 % Cancelled & Cancel Request