There's no set formula for success. Here's a look at some tech entrepreneurs who have made an impact by launching offbeat IT-based ventures.

Thinking of starting an IT-based business? Instead of being just another player in the market, why don't you try something different? You never know, if you put your thinking cap on, you might well come up with an idea that is worthy of the support of a philanthropist or VC. And no, we are not building castles in the air here. There are a number of entrepreneurs who have dared to think outside the box and are reaping dividends for their courage. Here are a few ideas - to set you thinking off the beaten track!

Connecting people in need on both sides of a divide

It may seem a sign of the times we live in, but nowadays, it is easier to find a suitable white-collar professional like an architect or doctor, than it is to identify a blue-collar worker like a domestic servant or baby-sitter. If you think of it, people entrust the care of their homes or children to the latter, so choosing the right person requires the utmost care, since it can be a matter of life and death. Yet, many time-pressed urbanites are compelled to rely on recommendations that come by word of mouth, from barely-known or trusted acquaintances, to hire a worker. And still, they leave their homes with a sense of dread, and with the discomfort of having to depend on someone they are not sure of!

If you view this scenario from the other side of the divide, the picture is equally bleak. As explains Solomon JP, CEO, LabourNet, "For most blue-collar workers, accessing information about jobs, training, financial inclusion and operational entitlement or social security is very hard, if not entirely impossible. Some workers have experienced major difficulties because of these issues."

An IT-based solution to a non-IT problem

It was precisely to tackle these problems that Maya, a Bangalore-based NGO, launched LabourNet (www.labournet.in) in 2005. Maya has a 19-year history of working on issues of livelihood with slum-dwellers in Bangalore. As an NGO, Maya has always looked for new ways to change the lives of underprivileged people and in that sense, is a 'serial' innovator. Amongst its initiatives is Maya Organic (www.mayaorganic.com), a livelihood solution for small enterprises in the informal sector, artisans and small producers.

The inspiration for the LabourNet business model comes from the fact that labour in the informal sector is dispersed and hard to locate. This makes it difficult for people to access their services. However, most blue-collar workers nowadays have mobile phones (since the cost of a second hand phone can be as low as Rs 200-300) and, of course, those needing these services have phones as well as an Internet connection.

LabourNet thus provides access to a wide range of blue-collar services to customers through a call centre and Web-based interface built on open source technologies. It follows up this easy connection with a convenient transaction system. All the while, it reaches out to increasing numbers of informal sector workers so as to increase their employability through training support and by helping them find jobs. LabourNet already has a database of 5000 registered workers and a reach of over 18,000 workers in Bangalore. Among these are workers specialising in a medley of repair and routine maintenance skills, domestic service workers, housekeeping workers, drivers, baby sitters, nurses and ayahs.

Seed funding for a socio-economic venture

While Maya used its own resources as the seed funding required to conceptualise the idea, LabourNet was later supported by the Ford Foundation and to some extent, by the American India Foundation. However, LabourNet should by no means be perceived as a charitable endeavour. Solomon says, "We aim to make LabourNet a profitable venture, though much of its profit will be ploughed back to fund the other developmental activities of Maya in the field of livelihoods, education, etc."

The LabourNet team estimates that the programme will break even in three years' time. "As our initial endeavour was to build traction around the site and encourage registrations, LabourNet was so far offered as a free service. We also focused on arranging vocational training and dealt with the banking and insurance sector to start providing services for blue-collar workers. Until recently, they would neither open accounts for workers nor offer decent insurance coverage for informal sector workers. However, now that our business model is in place, our enrolled workers are well trained and we have created standardised rates, LabourNet will charge both the worker as well as the customer for every transaction it facilitates. We will also have other revenue streams that will generate a sustainable initiative that can be scaled to reach millions of workers in all major cities in India," explains Solomon.

Offering a holistic remedy

Speaking of other similar businesses in India, Solomon points out that a few small shop-like ventures are trying to serve customers and, in a sense, create a diversity of sorts. However, he does not see any similar direct large-scale institutionalised model. We have all heard of domestic worker agencies, which place domestic workers and small-time labour contractors who supply builders. Some of us may even have heard of the likes of Babajob.com or GreenMangoes, both Internet-based job sites that focus on acquiring a virtual recommendation and placing workers in jobs. But the key difference between all these endeavours and LabourNet is that the latter goes one step further, by supporting its registered worker in issues such as continuous training, social security, financial services, etc. What makes LabourNet's innovation stand out is its holistic approach to solving a common problem.

Taking the weight off students' backs!

The greatest inspiration comes from observing what may be improved in your daily surroundings, says Jagdishbhai Bharwad, CEO, Recourse Group. Bharwad harboured a dream for many years that stemmed from when he saw children carrying heavy bags to school and wondered what school life had been reduced to. Since his firm was engaged in implementing electronics and metal projects, and the production of micro-thin film-coated photocopier drums, root glass coating, etc, he would lament over the fact that children, our future generation are so far removed from information and communication technologies (ICT). His vision was to create an electronic school bag (ESB) that would put an end to heavy school bags, as well as allow children the opportunity to connect with ICT at an earlier age.

Getting the support of social reformists

Bharwad took on board 10 software and 8 hardware engineers who felt strongly about his dream. He was also able to connect with like-minded Gujarati investors who made generous contributions towards the research and development that this project entailed. All in all, over a two-year period, he claims the team invested Rs 1.2 crores in purchasing equipment to develop a prototype ESB.

The result of these efforts is an indigenously made laptop, called an ESB that weighs a mere two kilograms. The configuration of the ESB is 64 MB RAM (random access memory), a 6 GB (gigabyte) flash memory drive, a 12 inch (30.48 cm) black and white LCD (liquid crystal display) screen, and a processor designed by the Recourse Group. It runs on Linux and other software designed by the group.

Bharwad explains, "The idea is to customise the ESB to serve children of various grades. So an ESB for a student enrolled in class III will store all the study material required for that level. Likewise, an ESB for a senior student will be loaded with books and guides needed at a higher level."

The ESB will also offer students a keypad similar to a conventional laptop to complete their homework. It can be attached to a printer for homework to be printed out.

Your market must be large enough

Bharwad is currently engaged in talks with district and state-level education officials to introduce this concept of technology-based education in government schools. As a result of early discussions, in the next two months, 500 ESBs will be made available to government schools in Gujarat at Rs 1,200 each.

"I'd like to introduce our ESB to primary school students from underprivileged families as they suffer the most because of heavy bags and would really benefit from an early exposure to technology. But soon, we hope to launch our innovative ESB on a pan-India basis," shares Bharwad.

Newer models of the ESB will offer a colour LCD screen. Of course, this model will be priced considerably higher at Rs 3000 or thereabouts.

Truly, going to school will no longer be a back-breaking experience in terms of carrying heavy bags. Don't you wish the ESB had been around in
your time?

Helping people do good!

It is one thing to want to do good by applying one's skills in the service of the less privileged. But it is quite another to know exactly how to go about doing that. There are a plethora of questions that come up to the mind of a would-be volunteer - where could I best apply my skills? Where would my abilities be valued? Who would arrange my board and lodge? Could I receive a stipend to cover my personal expenses? Will the surroundings be safe and to my liking, and so on.

The role of iVolunteer

Since getting the answers to these and other questions entails a fair bit of research that requires time and effort, many volunteering plans remain unfulfilled dreams. Here's where iVolunteer steps in, for a fee, it arranges suitable volunteering positions for those who desire to do good. Hence, its tagline "Your skills can change lives."

iVolunteer, a brainwave of three graduates from the Institute of Rural Management, Anand (IRMA) -- Rahul Nainwal, Rahul Barkataky and Shalabh Sahai - aimed to be an IT-enabled platform that would help people make a difference by volunteering their skills and time to those who needed it the most. Simultaneously, the founders of iVolunteer believed that channeling the right expertise would give a fillip to India’s social and rural development sector.

IT to the rescue of the social and rural sector

Set up in 2001, iVolunteer reaches all its potential volunteers through its volunteering portal www.ivolunteer.in. Volunteers may register, find out about volunteering opportunities, as well as interact with other volunteers through the portal. Additionally, the team also interacts with volunteers on social networking platforms like FaceBook, Ning, etc, to spread awareness about iVolunteer and the voluntary contributions that individuals can make to India's social development.

Speaking of its dependence on IT, founder director Rahul Nainwal points out that the four iVolunteer Centres located in Delhi, Mumbai, Chennai and Bangalore communicate through e-mail and other Internet technologies. "As a matter of fact, if these technologies didn't exist, it is quite likely that we would have not even started this work," he says.

A profit-oriented business model

iVolunteer was established as an offshoot of MITRA, a not-for-profit organisation set up by the founders in November 2000. Alongside iVolunteer, MITRA launched two more rural and social sector oriented recruitment services, namely, Microfinancejobs.com, a dedicated HR solution for the microfinance sector in India; and Jobsforgood.com, that offers roles in the wider rural and social development sector.

For iVolunteer, a carefully crafted business proposal and profit-oriented business model presented to ICICI Bank helped garner the initial financial support required. Of course, the fact that the founders had worked as consultants on the ICICI Communities project helped prove they had the expertise to run such an endeavour. The iVolunteers business model proposed charging a service fee from both the benefiting organisation and the volunteer. iVolunteer also works with corporate companies to institute volunteering programmes for their employees, for a fee. These programmes offer companies the twin benefits of engaging their employees in community work and thus fulfilling their CSR obligations while enhancing their key human resources. iVolunteer's international volunteering programme also places overseas volunteers in India, for a fee.

A business based on sound logic

While the idea of charging someone who intends volunteering time may come across as strange, Nainwal stresses that a fee is essential since it instills a sense of responsibility in a volunteer, besides which it gives the iVolunteer team a tremendous boost of confidence since they also feel their work is being valued in real terms.

Thanks to the fee structure, iVolunteer is today a sustainable business. In fact, it also receives grants from NGOs to run social programmes dedicated to professionals and students. iVolunteer India Fellow Youth and India Fellow Professional programmes are well supported by its partner NGOs. In fact, in a few weeks, iVolunteer shall invite applications for the second year of iVolunteer India Fellow Professional Programme.

As such, Nainwal calls iVolunteer a hybrid, yet self-sustaining organisation, functioning on a national scale with offices in four major metros. The surplus it generates is wholly applied to subsidise its social endeavours.

Interestingly, Nainwal traces iVolunteers' success to the breadth of services that it provides, which are inextricably linked to its service delivery-based business model. Of course, being one of a kind
helps too!

Married to a cause

While there is nothing new about Indian marriage portals, www.idontwantdowry.com stands out among them. The brainwave of its founder and CEO, software professional Satya Naresh, the site caters to a niche segment of people in India, those seeking to marry without dowry!

Committed to wiping out dowry

Idontwantdowry.com was launched in April 2006 as a matrimonial site for those who desired to find a mate, but marry without the trappings of the customary 'gifts' given to a groom and his family. As of today, around 8,000 people have signed up for the service. Interestingly, since its inception, the site has attracted more men than women -- of its 8,000 members, 2947 are women and 4,999 are men. Why's that? "I think a lot of women thought that if the man doesn't want dowry, there must be something wrong with him! But most of our male clients are qualified professionals from the IT industry or medicos who feel strongly opposed to the dowry system," says Naresh.

For the founder, the service is far more than a business venture. "It is my way of doing my bit to eradicate dowry. The dowry system is still a major challenge. It's the leading reason for domestic violence in India even today. Most daughters-in-law are tortured or killed by their husbands or their relatives only because they didn't bring enough dowry," he says, a fact that is validated by police statistics that indicate that one case of cruelty is committed by in-laws every nine minutes.

Social businesses need a business model too

Building a business for a cause is a slow process. Although he invested Rs 1 lakh to seed the business, this outlay did not provide for advertising. So Naresh says that he has relied a lot on the help of friends and acquaintances to spread the word. He believes that as word of the site spreads, that and its 'paid-for' service business model will generate profits.

To take a look at the site's business model, idontwantdowry.com allows those who are opposed to dowry to list their profiles and browse profiles for free. However, only paid members have the privilege to contact a listed profile. Subscription charges are Rs 500 for a period of six months. In fact, when we asked Naresh if he would consider generating more revenue by hosting advertisements on the site, he pointed out that that would be inappropriate on a site offering a paid service. Of course, he could choose to host ads on 'free' members' profile pages.

In addition, to reach out to people in rural areas who are unlikely to surf the Web to find a suitable mate, idontwantdowry.com offers a cheaper classifieds listing (costing Rs 250 only). This entails the subscriber calling a customer service helpline to share a telephone number to facilitate contact and, of course, the profile, which is listed on the site.

Another idontwantdowry.com activity is the arrangement of 'Swayamvarams' or offline matrimonial meetings held at convenient venues, where registered members can interact face-to-face with prospective brides and grooms.

Being innovative, generating profits

Thirty months on, the site has crossed the break-even point. Naresh expects the site to make money from its fourth operational year. He is patient about waiting for the site to prove its profitability, as he points out that it is, after all, about changing peoples' mindsets. Interestingly, although members have said no to dowry, he shares that they still pay close attention to a potential mates' social caste and religion. Evidently, changing mindsets takes time!

Nevertheless, the fact that there are no similar services to idontwantdowry.com and no offline marriage bureaus dedicated to arranging matches without dowry, goes in the site's favour. The business is undoubtedly a novel endeavour, made even more special by an allied site quitdowry.com that functions as an interactive portal for members and others to voice their experiences and thoughts about the dowry system.

The proof of the pudding, as they say, lies in the eating. At 35, Naresh is still unmarried (by choice). We ask him if he would use the site to find his match. "Why not?" he quips, "After all, I endorse idontwantdowry.com's tagline - I want just u, I don't want dowry!"