Patents and Trademarks & Copyrights in India




What is the patent granting procedure in India?


Publication of Patent Application in India:

Once the application for patent is filed, it is published 18 months after the date of filing or the date of priority, (whichever is earlier). But for the right to initiate infringement proceedings, the Indian Patent Act provides similar rights to the applicant on and from the date of publication of application, as that provided to the Patentee.

Examination of Patent Application in India:

India follows deferred examination system according so the application for patent is not examined unless a request for examination is filed with the Patent Office to initiate examination proceedings.

 To initiate the examination proceedings the applicant is required to file a request with the Patent Office. If the examination report is adverse to the grant of Patent, the same is communicated to the applicant. As per the provisions of the Patent Act the applicant has to comply with the requirements imposed on him within a period of one year from the date on which objections are forwarded to him, or else the application is deemed to be abandoned by the Patent Office.

Grant of Patent Application in India: 

When the application for Patent is found in order of grant, the patent is granted as expeditiously as possible with the seal of the Patent Office.The grant of patent is published in the Patent Journal and Letters Patent is issued. 


Term Patent Rights in India: 

The term of patents in India is twenty years from the date of application or priority date, whichever is earlier. 

Annuity fee is payable every year to keep the patent in force. 

For more information on Patent Application process and procedure in India please write to us at: info@ssrana.com


New IPR policy updates in India

-- Generation of IPRsTo stimulate the generation of IPRs.
-- Legal and Legislative Framework: To have strong and effective IPR laws, which balance the interests of rights owners with larger public interest.
-- Administration and Management: To modernize and strengthen service-oriented IPR administration.
-- Commercialization of IPRs: Get value for IPRs through commercialization.
-- Enforcement and Adjudication: To strengthen the enforcement and adjudicatory mechanisms for combating IPR infringements.
-- Human Capital Development: To strengthen and expand human resources, institutions and capacities for teaching, training, research and skill building in IPRs.
-- Apart from this, Jaitley said that by 2017, the window for trademark registration will be brought down to one month.
-- The policy also puts a premium on enhancing access to healthcare, food security and environmental protection.
Regulator
The work done by various ministries and departments will be monitored by the Department of Industrial Policy & Promotion (DIPP), which will be the nodal department to coordinate, guide and oversee implementation and future development of IPRs in India, a notification on PIB said.
Modi promises IPR policy in UK
Prime Minister Narendra Modi assured businessmen in UK in November last year that the IPR policy will be finalised soon. While trying to lure UK businesses to invest into India, Modi had said, "I am personally convinced and want to assure you that India is committed to protect Intellectual Property Rights of all innovators and entrepreneurs. We have taken several initiatives for transparency and online processing in IP administration. A comprehensive National IPR policy is being finalised," he added.
Industry and Commerce Minister Nirmala Sitharaman on IPR Policy

In December last year, Sitharaman had said that the proposed IPR Policy will provide both domestic and foreign investors a stable IPR framework in the country. She added, "an all-encompassing IPR policy will also promote a holistic and conducive ecosystem to catalyse the full potential of intellectual property for India's growth and socio-cultural development while protecting public interest."




TradeMark Application sample


Trademark pangs for brands, popular in some parts of the world and wants pan global presence later
IKEA sends legal team to clear out namesakes before India entry

If you have a business or brand sounding anything even remotely close to IKEA, get prepared to face the ire of the Swedish retail giant.

The owner of the global chain of furniture and home products stores has asked its legal team to initiate action against over two dozen small businesses across the country that have been selling products and services such as furniture, modular kitchen and packaging material under similar sounding names.

The retailer is also in no mood to excuse HR consultancies, spas and event management and advertising firms that are involved in businesses not connected with IKEA's own business.

In the name of protection and enforcement of its trademark, goodwill and reputation, the company's lawyers have already sought injunction orders from Indian courts against a dozen such firms to stop them from doing business, and more are in the offing. "In the past 3-4 months, we have become very aggressive in trying to protect IKEA's trademark, a popular brand name globally, in India," said SK Bansal, co-owner of KG Bansal & Company Associates, the law firm representing IKEA.

Bansal said injunction orders have already been sought against 15 parties, a mix of small and big companies located in Delhi, Mumbai, Hyderabad, Bangalore and Chandigarh. "Legal actions against a few individuals have also been taken who were trying to register the
IKEA or a similar trademark in India," he said.

IKEA's move, however, is being seen by many as a vindication of their fear that allowing big foreign retailers into India will wipe out small businesses from the local economy. While some call it bullying, others say it is pure harassment. "If international companies coming to India means that small companies will start losing their business for unjustified reasons, it is unfortunate," said Krishna B Mariyanka, co-founder and director of Akiya Global, a Bangalore-based events and communications company.

In a 1,000-page legal notice, IKEA's lawyers have asked the founders of 
Aikya Global to remove the company's website, registered under the name Aikya, as it is phonetically similar to IKEA.

"We are totally surprised and zapped with this legal notice and feel that we have been bullied as there is no similarity between what IKEA does and what we do," said Mariyanka, who is preparing a legal response to the notice.

Bangalore-based professional staffing company IKYA Human Capital Solutions, which has an annual turnover of Rs 1,500 crore, has been sent a similar notice. "This is harassment and we will counter this legally," said 
Ajit Issac, founder of the company.

Issac holds 30% stake in 
IKYA Human Capital Solutions while the remaining is owned byThomas Cook Slamming IKEA's claim, Issac said his company's name is derived from Sanskrit, which means "oneness". "Besides, we are not into retail. Where is the question of misusing their brand name," he said. But IKEA's lawyers have a different argument.

They say all the Indian companies that have been served with notices or injunction orders have adopted those names deliberately to mislead the public into associating their products and services to those offered by IKEA. "IKEA has its trademark registered in India for over 15 years now and it has 45 registrations for different categories of products and services," said Bansal. Misuse of a popular brand name and trademark such as IKEA can be injurious to its reputation and goodwill, he said.

After a year of going back and forth, the government in May finally cleared IKEA's proposal to invest Rs 10,500 crore in India to open 25 IKEA branded stores. The company has held talks with various state governments as it seeks 5-15 acre space next to highways in cities including Noida, Hyderabad, Bangalore and Gurgaon.

A host of foreign retailers including Walmart, Starbucks and 
Carrefour have filed cases against Indian firms using names similar to their brand names or logos.

In 2007, 
Walmart opposed several trademark filings in India including Call-Mart, Mall-Mart, Val-Mart and Hall-Mart. In June, Carrefour won a trademark case against Carrefour House of Interiors after the French retailer dragged the Chennai-based firm to the Madras High Court alleging trademark infringement.

Experts point out that for successful global companies, the most important and valuable asset is their brand name. "Even if a company is not present in any category, it would always want to protect itself and the consumer who may be misled into believing that he is buying a product or service of the global company," said Arvind Singhal, chairman of consultancy firm Technopak.


BIGBASKET









 Brand Squatter
Cadbury had to register as Mondelez Foods in India whereas elsewhere it is Mondelez only

Mondelez International, the new identity of Kraft Foods' snacks and confectionery business, has run into perhaps its hardest hurdle in changing the name of Cadbury India - a brand squatter.
Mondelez India, a Delhi-based company selling Kennyzone brand of confectionery, is waiting to legally challenge the global company from registering a similar name.

"We are seeking legal advice on the matter and will take actions accordingly," said an official spokesperson of Cadbury India, which is treading very carefully in migrating to the new identity in India where Cadbury has massive brand equity. Now, when branding experts all over the world have found the Mondelez name strange and confusing, how come an Indian entrepreneur came up with the same moniker?
Well, Mondelez India Pvt Ltd was registered in September last, well after Kraft decided to split its business and call the snack business Mondelez - a made-up name selected from 1,700 staff suggestions in March - from October 1, 2012.The Delhi firm was earlier called Non Stop Logistics.

One of the directors of Mondelez India said company promoter SK Sharma is seeking legal advise on the matter and would challenge any attempt from the multinational to call itself Mondelez India.
"Maybe they can stick to being Mondelez International. We are open to discussions on the subject but any other means to register themselves will be challenged legally by us," the person said.
On its website Mondelez India states, "We are confident that the quality of Kennyzone candies matches, and in some cases is better than many major renowned international brands."
Anuradha Salhotra, managing partner at Lall, Lahiri & Salhotra, a law firm specialising in intellectual property, said creation of Mondelez India is a deliberate attempt to make a quick buck.
"These are deliberate and planned moves by some people to make a quick buck out of it. Many a times they are more than willing to sell it back to the rightful name owner," she said. "If it is just a domain name then there could be arbitration but if it is a company name, trademark and domain name, then Mondelez International will have to go in for injunction," she added.
Meanwhile, Mondelez International has registered a company, Mondelez Foods, in India although it does not use the 'foods' tag in any other markets.
In early 2010, Kraft Foods acquired British candy maker Cadbury in a deal worth close to $19 billion. And in October last, Kraft's snacks business that includes brands such as Cadbury, Oreo, Tang and Trident was spun off into Mondelez. Kraft is left with the grocery portfolio, which includes Philadelphia cream cheese and Maxwell House coffee.
Mondelez derives some 45% of its sales from developing markets. Its CEO Irene Rosenfeld is reported to have said that the priority in India will be to drive chocolate penetration by increasing marketing support and strengthening distribution.

But the chocolate maker has started 2013 on a rocky note in India with authorities looking into possible tax evasion. Last year, an investigation was launched to determine whether Kraft Foods Inc needed to pay taxes arising from its $19 billion takeover of Cadbury. Another case involves alleged evasion of central excise duty, or factory gate tax at a company facility in Himachal Pradesh.
The name change, from a highly popular one to a name that can be pronounced in several ways, and dealing with a brand squatter too have now become part of the not-so-sweet tasks of Cadbury India.
Kala Vijayraghavan, ET Bureau Feb 23, 2013

Copy Rights





Exceptions to CopyRight : Fair Use/ Transformative Purpose



Whether Transformative Use applies in case of Tik Tok
The four-factor test used to evaluate the fairness of a use in the U.S. also applies to s.52(1)(a) of the Indian Copyright Act to determine fair dealing, as per the Division Bench of the Delhi High Court in India TV Independent News Service v. Yashraj Films Pvt. Ltd. These factors are- purpose and character of the dealing, nature of the work, amount and substantiality of the portion used, and effect of the use on the market of copyrighted work. In India, for a work to be non-infringing, it must constitute fair dealing as per the U.S. test and also fall within the purposes of section 52. As explained here, Indian courts have held that the focus of the work should not be the underlying work but the new work created, which can use previous works for the purposes under section 52(1)(a), including criticism and review, which should be interpreted liberally.
The Delhi High Court in Narendra Publishing House interpreted ‘review’ as “view, inspect or examine a second time or again..”, which is arguably similar to the US factor of transformative purpose and character of the use. TikTok videos can be said to use a previous work to view it a second time while ensuring that the focus remains on the new work created. More pertinently, the Indian Supreme Court had also noted in R.G. Anand v. Deluxe Films and Ors., “Where the theme is the same but is presented and treated differently so that the subsequent work becomes a completely new work, no question of violation of copyright arises.”
Since the audio library essential for these short video services to thrive comprises of commercial music which was not explicitly designed for the social media format of being synched and performed by users creatively, as facilitated by TikTok, there is a valid argument for recognising such use as transformative review. The creative re-use of the short music clips from TikTok’s audio library differs completely from the purpose for which these songs/films were created for their original market. The viral 15 second TikTok videos do not impact the original markets of these works negatively. They naturally kindle the interest of users via wider dissemination of the underlying copyrighted lyrics, dialogues and music and thereby expand the markets for these songs and films instead of undermining them. They are likely to generate more demand as vehicles of free publicity for the underlying copyrighted works.
Further, fair dealing is aimed at broadening the scope of cultural production, which is not necessarily limited to non-commercial activity. Even commercial activities can fall under its scope as long as justified by the purposes enumerated under section 52. Hence, an app providing an audio library for profit is not excluded from its ambit by itself.(https://spicyip.com/2020/07/alternatives-to-tiktok-copyright-issues.html)


IP Rights protection as per WTO



PATENT Vs TRADE SECRET

A patent is a property right granted by the government that allows the holder to exclude others from making, using, selling, offering to sell, or importing the invention defined by the patent claims. However in the patent application, the patentee shares publicly the specification which teaches how to make and use the invention in sufficient detail so that anyone can use the invention after the patent expires. The patent applicant must show that the invention is useful, falls within what is called “patentable subject matter” (a technical development that is not just an abstract idea or law of nature), and has not been made public before; i.e., has not been anticipated. Also, to ensure that this right to exclude others is not given for trivial advancements over old technology, the patentee must establish that the invention is distinct (not an expected change) from previously published patents. In patent parlance, the invention must not be “obvious” over the prior art.  If the applicant can satisfy these five tests, the government grants them a patent.

The duration of a patent is finite. At some point, it expires, and the invention enters the “public domain,” meaning there is no limit on who can use the IP described in it. Though a patent typically expires 20 years from the patent application filing date, two situations may extend the term. If the Patent Office caused delays in its approval, it can be extended. Also, when the patentee has been delayed in selling the invention because it was waiting for regulatory approval, the patent term may be extended by up to five years. (In other cases, the term may be less than 20 years; for example, if filed as a continuation or divisional of an already pending case.) 

Trade secret

A trade secret is information with the following three attributes:

  • is not known by the general public
  • confers an economic benefit to the holder because the information is not well-known
  • is being protected by the holder taking reasonable steps to maintain its secrecy

Unlike patents, there is no limitation to the type of information that can constitute a trade secret: it may be a formula, process parameters, instruments, designs, customer lists, or anything else that provides economic benefit to the user. However, if a third party independently develops the secret, they are entitled to use it and even make it public. The trade secret owner has no redress in such a situation.

There is no limit on the lifetime of a trade secret. So long as the applicant meets the three requirements and no third party develops the secret independently, the information will continue to exist as a trade secret. For example - The Coca-Cola formula is a trade secret, and the company has kept it a secret for over 130 years. Coca-Cola decided to keep the recipe as a trade secret instead of patenting it because patenting might reveal the recipe.


Online infringment protection (US)

The Online Copyright Infringement Liability Limitation Act, passed into law in 1998 as part of the Digital Millennium Copyright Act provides safe harbour protection to "online service providers" for "online storage" in section 512(c). Section 512(c) applies to online service providers that store copyright infringing material. In addition to the two general requirements that online service providers comply with standard technical measures and remove repeat infringers, section 512(c) also requires that the online service providers: 1) do not receive a financial benefit directly attributable to the infringing activity, 2) are not aware of the presence of infringing material or know any facts or circumstances that would make infringing material apparent, and 3) upon receiving notice from copyright owners or their agents, act expeditiously to remove the allegedly copyright infringing material.

An online service provider can be notified through the copyright owner's written notification of claimed infringement. Section 512(c) lists a number of requirements the notification must comply with, including:

·         Identification of the copyrighted work claimed to have been infringed and information reasonably sufficient to permit the service provider to locate the material.

·         Information reasonably sufficient to permit the service provider to contact the complaining party, such as an address, telephone number and email address

·         A statement that the complaining party has a good-faith belief that use of the material in the manner complained of is not authorized by the copyright owner, its agent, or the law.

·         A statement that the information in the notification is accurate, and under penalty of perjury, that the complaining party is authorized to act on behalf of the owner of an exclusive right that is allegedly infringed.

Provided the notification complies with the requirements of Section 512, the online service provider must expeditiously remove or disable access to the allegedly infringing material, otherwise the provider loses its safe harbour and is exposed to possible liability.

The online service provider may additionally limit its liability for the removal of the material itself as well as its liability for restoring the removed material, by complying with a counter notification process. In this process, the service provider must promptly inform the subscriber of the removal of the content.[7] If the subscriber then objects via a counter notification, the service provider must notify the party which filed the original notice. If the party does not bring a lawsuit against the subscriber within 14 days, the service provider must then restore the material to its location on its network.

Like the original notification, the counter notification include specific elements:

·         The subscriber's name, address, phone number and physical or electronic signature.

·         Identification of the material and its location before removal.

·         A statement under penalty of perjury that the material was removed by mistake or misidentification.

·         Subscriber consent to local federal court jurisdiction, or if overseas, to an appropriate judicial body.

Implementing a counter notification process is not a requirement for the safe harbor protections. A service provider may decline to restore the allegedly infringing material, or to notify the subscriber at all, limiting the recourse available to the subscriber.

If the court determines that the copyright owner misrepresented the claim of copyright infringement, the copyright owner becomes liable for any damages that resulted to the online service provider from the improper removal of the material. The online service provider is also required to appropriately respond to "repeat infringers", including termination of online accounts. On this basis online service providers may insert clauses into user service agreements which allow them to terminate or disable user accounts following repeat infringement of copyright. Identification of "repeat infringer" may occur through repeated notice and takedown requests, while other online service provider require a determination by a court. 

Global Entrepreneurs & CEOs from India and Telugu States






 Satya Nadella - Microsoft CEO
" Many who know me say I am also defined by my curiosity and thirst for learning. I buy more books than I can finish. I sign up for more online courses than I can complete. I fundamentally believe that if you are not learning new things, you stop doing great and useful things. So family, curiosity and hunger for knowledge all define me."


"I think playing cricket taught me more about working in teams and leadership that has stayed with me throughout my career," Nadella says.
Satya Nadella (born 1969), is the new CEO of Microsoft. He was earlier executive vice president of Microsoft’s Cloud and Enterprise group, responsible for building and running the company’s computing platforms, developer tools and cloud services.

On 4.2.2014, the board of Microsoft chose an internal candidate — 46-year-old Indian-American engineer Satya Nadella  to head the company. He's only the third CEO in Microsoft's 38-year history.

Education :Nadella holds a Master of Science degree in Computer Science from the University of Wisconsin–Milwaukee, a Master of Business Administration from the University of Chicago, and a Bachelor of Engineering in Electronics and Communication from the Manipal Institute of Technology (which was affiliated to the Mangalore University back then. He is also an alumnus of theHyderabad Public School, Begumpet.

Expereince:Nadella worked with Sun Microsystems as a member of the technology staff before he joined Microsoft in 1992. In Microsoft, in the beginning he worked as the senior vice president of R&D for the Online Services Division and vice president of the Microsoft Business Division. Later, he was made the president of Microsoft’s $19 billion Server and Tools Business and led the transformation of the business and technology from client-server software to cloud infrastructure and services.

Indian Roots : Nadella joins the growing list of Indian-born executives heading major global corporations. They already include PepsiCo CEO Indra Nooyi and Deutsche Bank co-CEO Anshu Jain.
Nadella's hometown, the southern Indian city of Hyderabad, is a technology hub that is home to one of the biggest Microsoft research and development centers outside of the United States. His father, B.N. Yugandhar, still lives in Hyderabad. The senior Nadella was a member of the elite Indian Administrative Service and a member of the Planning Commission during 2004-2009 under Prime Minister Manmohan Singh.

Those who have known the family attribute a lot of Nadella 's success to his upbringing. He grew up in an environment grounded in reality. C. Parthasarathy, Chairman, Karvy Consultants, who knows the family well, says: "This is really a proud moment, which is what all will say. But what is remarkable about this family is its high level of integrity, intellect and belief in hard work."
"He has grown up in an environment where these attributes would have been re-emphasised from time to time," adds Parthasarathy. "I think that helped him in his career. Parthasarthy is also closely associated with Hyderabad Public School and has been on its governing board

Family :Much before he fell in love with Microsoft, Satyanarayana Nadella fell for Anupama, his junior in Hyderabad Public School and the daughter of his father's IAS batchmate. Love blossomed on the campus of Manipal University, from where both graduated as engineers. In India, Manipal is seen as a poor cousin of the IITs, but Nadella's elevation should significantly boost its profile. 

Satya and Anupama married 22 years ago, which is also when Satya joined Microsoft. They have three children. The coincidences don't end there: both his father and father-in-law K R Venugopal worked under P V Narasimha Rao when he was Prime Minister.

While Yugandhar, who was known as a 'jholawala with an NGO mindset' went on to become a Planning Commission member, Venugopal is best known as the man who conceptualized then Andhra Pradesh chief minister N T Rama Rao's Rs 2 per kg rice scheme. Both are known for their interest in the social sector and in the underprivileged. So is Satya, say his friends. 

For hundreds of students at HPS, Nadella is an inspiration because of a Project Microsoft launched for schoolchildren to train them in robotics.  HPS was the first school to be chosen for MS' outreach programme Ispark. As part of the project, students build robots using the simplest of circuits with resources, including software and technical support, from Microsoft.

Satya Nadella himself had come for the launch of the project in 2011. "He interacted with each of the students. It's great to see a figure like him and learn from him. His down-to-earth attitude was very impressive and students were really comfortable interacting with him and learning from him," said Khan.

The same year, Nadella also had big software plans for the state and in an informal 20-minute meeting with chief minister Kiran Kumar Reddy -- also an HPS alumnus -- had spoken about furthering the cause of IT education in schools. 



Hobbies :"I think playing cricket taught me more about working in teams and leadership that has stayed with me throughout my career," Nadella says.

"There was this one particular incident in a match where my school captain noticed I was bowling some really ordinary stuff. He took over the next over himself, got our team the much-needed breakthrough and then threw the ball back to me in the next over! I will never forget that. What made him do that? Is this what they call leadership? These are the kind of questions I have since reflected on as I approach many of the things I do today leading teams."

He also enjoys watching Test cricket. "This is the longest form of any sport in the world. I love it. There's so many sub-plots in it, it's like reading a Russian novel," he said.

Nadella also finds reading poetry of Indian and American poets relaxing."It's like a code. You are trying to take something that can be described in many, many sentences and pages of prose, but you can convert it into a couple lines of poetry and you still get the essence, so it's that compression," he said.


 
India is the ideal training ground for global businesses and TIME Magazine terms CEOs as the country's leading "export". Here is an inspiring list of five executives of Indian origin who are heading major companies around the world: Oct 2015



Entreprenuers from Andhra and Telangana


Telugu Tejam : Phanindra sama and charan padmaraju ( redbus.com )

Tickets used to be booked through the traditional brick-and-mortar agents till 2005. That is when BITS Pilani alumni Phanindra Sama, Sudhakar Pasupunuri and Charan Padmaraju started Redbus, to sell bus tickets online.
The idea emanated from an experience that Phanindra had in the winter of 2005 in Bangalore, when he struggled to book bus tickets to make it home for Diwali and spend the vacations with his family. Diwali is one of the peak times in the year and every single bus agent in the city seemed to be booked and he could not make it to home in time. Phanindra realised the need for a convenient, hassle-free portal where customers could book their tickets from the comforts of their home. An additional benefit of RedBus was the fact that you could book your ticket for the return journey in advance without having to travel to the destination with the uncertainty of securing a ticket looming over your head. RedBus would provide the same convenience that customers enjoyed while booking tickets for trains or flights to the bus transport business. Phanindra took the idea to his college friends and colleagues and that was the beginning of RedBus.
 Phani explains, "Your travel agent may say that the last bus for Cochin today is at 8pm, because that's the last bus of the operator he works with. That doesn't mean there isn't a bus for 10 or 11 pm from another operator. Also, the return ticket is something you'll get only from the place where you visit.RedBus solves these problems by allowing consumers to look at availability across all the operators and book in advance, even across state lines. "We even give a layout of the bus seating, and if you want a return ticket from the present destination, we update our inventory online at the final destination and you can get your ticket,"
Phani and his two co-founders undertook extensive market surveys to understand the market and the aspirations of the customers. Once they felt they understood the business, they developed a plan for the business and submitted it to a TiE (the Indus Entrepreneurs) mentorship competition - where they were among the three winners. The portal was created with the help of the initial seed funding and mentoring that was provided by the competition.
RedBus also sells two cloud based software, called BOSS and Seat Seller which it developed in-house, to bus operators (for managing their operations), and travel agents (to aggregate and sell tickets across multiple operators)
In June 2013, Phanindra Sama and Charan Padmaraju, the engineers from Andhra Pradesh who created the bus ticketing service redBus, sold their stake in the venture to the Ibibo Group, a subsidiary of South Africa's Naspers.

Other investors in the company - SeedFund, Kanwal Rekhi's Inventus, and Helion Ventures  also exited for what is said to be an enterprise value of Rs 600-700 crore, making it the biggest overseas strategic acquisition of an Indian internet asset. Estimated value of the deal was said to be Rs 800 crore

Sri Chaitanya Educational Group
New Silk Route, a leading private equity firm with USD 1.4 bn of AUM, has invested up to $ 25 mn in Hyderabad-based Sri Chaitanya Educational Group, which claims to be the country’s largest network of private schools and junior colleges.
It is learnt that the money will be infused into the comany in various tranches for a 35%-40% stake in the group, which seems to have been valued at somewhere between Rs 2800 to Rs 3500 crores.
Sri Chaitanya runs around 160 institutions, mostly in Andhra Pradesh, including 116 schools and junior colleges. Started with a small junior college in Vijayawada in 1986, the group has expanded into 7 states and has become the most trusted education brand in Andhra Pradesh.

K12 Techno Services (Gowtham Model Schools)

K12 Techno Services Pvt Ltd, runs 70 Gowtham Model School units in Andhra Pradesh.

PE  investment of Rs 75 crore made in July 2010, has been jointly put by Sequoia and SONG Investment Advisors in an 80:20 ratio. Second round funding of Rs 25 crore was made in March 2011.With this, Sequoia-SONG hold 49 percent in K12 Techno Services while the rest is with the promoters.

K12 Techno Services managing director M Venkatnarayana said the funds would be used to open 25 new schools, upgrade infrastructure and invest in teacher training this year. It is in talks to open 30-40 schools in Orissa, Chhattisgarh, Maharashtra and Karnataka next year. It has tied up with Brilliant Tutorials for partnership in IIT-JEE preparatory courses, with CfBT Education Trust (UK) for teacher training and the Indian School of Business for training school principals in business management.
Sequoia has invested in two other education ventures, TutorVista and Brainvisa, apart from K12 Techno Services.
According to its managing director GV Ravishankar Sequoia Capital India Advisors Pvt Ltd. the education sector is worth $40 billion, but it was a tough-to-execute market.

Brahmanandam (tirumala milk)
Lactalis World’s largest dairy player agreed to buy Indian dairy producer Tirumala Milk Products Pvt. from  private equity firm Carlyle Group and its promoters, in its first acquisition in the South Asian nation.

Lactalis will take over 100 percent of the Indian company and retain the existing management. Carlyle, the world’s second-biggest buyout firm, invested $22 million in the Indian company in 2010.

Shankar Narayanan, Managing Director, Carlyle India, said that Carlyle’s investment in Tirumala exemplifies its ability to partner with entrepreneurs to create value for all stakeholders. During Carlyle’s investment, he added that the company’s revenues grew two-and-a-half times and profits more than quadrupled.
We are extremely happy to have partnered with Carlyle, who provided numerous value creation activities and acted as a catalyst in the growth of the company over the past few years. 

The deal will help Lactalis reduce its reliance on Europe, where it gets 60 percent of its revenue.
Foreign companies announced $15.6 billion of acquisitions in India last year, up from $11 billion in 2012, according to data Bloomberg compiled.
“India is an important place of opportunity for the development of the group worldwide,” Nalet said. “With the size of Tirumala today we think we have a good opportunity for the development of the Indian dairy market.”

India was the No. 3 producer of liquid, or non-powdered, cow’s milk in the world in 2013, behind the European Union and U.S., according to the U.S. Department of Agriculture.

Hyderabad-based Tirumala’s sales for the year ended March 2013 was 14.24 billion rupees ($229 million), according to its website. It had net income of 700 million rupees in the year. The company has seven plants across south India, and Lactalis will help expand the company in both north and South India, said Danda Brahmanandam, Tirumala’s founder and managing director.

Tirumala is the second-largest private sector dairy producer in southern India, Brahmanandam said.

Carlyle had invested around $1.1 billion in India as of Sept. 30, according to a December statement. Carlyle will invest in strong owner driven companies in sectors including consumer, health-care, technology and engineering services, said Carlyle India Managing Director Shankar Narayanan said in a phone interview from Mumbai today.

Meenakshi Group
Meenakshi group has companies in the various fields of infrastructure as listed below:

  • Meenakshi Infrastructure Pvt.Ltd
  • Meenakshi Power Limited.
  • Meenakshi Energy Pvt. Ltd.
  • SDE Engineers Limited.
Meenakshi Vision :1000 kms of Roads ,  1000 MW power projects , 1000 acres of layouts ,  10000000 sft  area buildings…….(and immeasurable customer pleasure)  in the next 5 years……

Its Power vertical  has attracted private equity investment. The news coverage on the same is as below:

GDF to pick up 74% stake i n Meenakshi Energy in 2013-14.
Will end up investing up to $400 million

Marking its debut in the domestic power sector, French energy major GDF Suez is spending up to $400 million to acquire 74 per cent stake in Meenakshi Energy and for investments in the city-based company’s 700 MW project, which is expected to complete by March, 2015.

“GDF will end up investing $300-400 million by the time the project is completed. This includes the amount spent for picking up equity,” D. Suresh, Chairman and Managing Director, Meenakshi Energy, told PTI.

Meenakshi Energy and Infrastructure Holdings Pvt. Ltd. is setting up a 1,000 MW coal-based project in Krishnapatnam in Nellore district along the east coast of Andhra Pradesh. The first phase — 300 MW — of the plant has already been commissioned, while 700 MW is under construction.

The project, with a debt-equity funding of 75:25, would cost Rs.6,000 crore, and was estimated to be completed by March, 2015, Mr. Suresh added.
In a statement, GDF Suez, on Tuesday, said it picked up 74 per cent stake in Meenakshi Energy without disclosing financial details.
“This initial project in India is in line with the group’s strategy of investing in fast growing markets, and gives the group an entry point into the Indian power sector through an economically attractive State. India has a growing demand for energy and a significant power supply deficit, Suez said in the statement.

Before the deal, Meenakshi Energy promoters were holding around 58 per cent while, PTC Financial Services Ltd. (PFS) and IIFCL held 16.76 per cent and 25 per cent stake, respectively, in the company.
Post-deal, Meenakshi Energy will retain 26 per cent.
KPMG India acted as exclusive financial advisors for the Meenakshi group on the transaction. Separately, PFS — a non-banking finance company, promoted by PTC India — said it had divested its entire 16.76 per cent stake in Meenakshi for Rs.209.73 crore.

“... we have successfully exited from one of our equity investments — Meenakshi Energy Private Ltd. We planned this exit keeping in view, the right opportunity and a robust return which will augment company’s net worth,” PFS Managing Director and Chief Executive Officer R. M. Malla said.
Infrastructure companies from Hyderabad
Cluster theory is well known in management. But rarely has it been seen in the form apparent in the State

Andhra Pradesh's infrastructure entrepreneurs, not content with dominating India's infrastructure sector, are going global now. They have started acquiring assets in emerging markets.
GVK and Lanco acquired mining assets in Australia while NCC has more than 10 per cent of its revenue coming from West Asia.
In India, Andhra Pradesh-based firms span irrigation projects, roads, airports and power, having outbid established players and outpaced them in growth. In fact, India's four best airports — Hyderabad, Bangalore, Mumbai and Delhi — are all managed by AP entrepreneurs.
Most of these entrepreneurs come from agricultural backgrounds and are rooted in contract engineering. They are familiar with taking up their own work for agriculture requirements be it local borewell or a canal.
The other important aspect is the drought-prone parts of the State such as Mahaboobnagar, Nalgonda and Ongole. These have traditionally provided a very robust migrant labour pool to back infrastructure works.

THE  PUSH

The real trigger for entrepreneurship came when large multi-purpose dams such as Nagarjunasagar and Srisailam, and projects such as Vizag Steel Plant and NTPC Ramagundam were developed in the 1960s, 70s and 80s.
The strong political strength of Andhra Pradesh also gave a big push to the growth of infrastructure companies. Both during the time of Mr N. Chandrababu Naidu, whose Telugu Desam Party was a key player in the United Front and later NDA Government at the Centre, as well as Dr Y.S. Rajasekhara Reddy's Congress Government, this entrepreneurship flourished.
Several companies like IVRCL, GMR, GVK, NCC and Ramki Infra have grown to a size, some of them past the billion-dollar mark, bagging huge contracts across the country in roads, bridges and airports. On the home turf, mega projects such as Jalayagnam, Indiramma Housing (irrigation and housing), gave the initial contracts to go bigger for some of these companies.
The close links can be seen in the form of some of the promoters either being politicians like Mr T. Subbarami Reddy or later turned politicians like Mr Nama Nageswara Rao and Mr Lagadapati Rajagopal. How this linkage helped in their growth is anybody's guess.
Mr L. Madhusudhan Rao, Executive Chairman of Lanco Infratech, said the turning point for AP was in 1980s when the local pride was triggered due to a changed political scenario. This also coincided with the opening up of the economy providing new opportunities for entrepreneurship.
“This is just a tip of the iceberg. If the XI Plan estimation for infrastructure spends was about $500 billion, it has now been pegged at $1 trillion for the XII Plan. This only shows that the scope for infra companies is unlimited. All construction companies have transformed themselves to infrastructure companies as a logical extension,” Mr Rao said.
Mr E. Sudhir Reddy, Chairman and Managing Director of IVRCL, said that the construction of the country's largest masonry dam (Nagarjunasagar) was a major trigger for contractors coming into play. It needed thousands of workers and scores of contractors. To execute projects of such large proportions, a large migrant work force was deployed.
“Several of the infra company owners now started as small contractors. Sensing opportunity they diversified and stepped up their presence. This is one area which did not require much upfront investments as they were based on cash contracts,” Mr Reddy said.
Mr A. Ayodhya Rami Reddy, Chairman of Ramky Group, said that the irrigation works on Krishna, Godavari river system and their deltas triggered a major wave for construction players in the State. Most of the entrepreneurs are agriculturists-turned contractor-entrepreneurs.
“Most of them started small with cash contracts, scaled up to EPC deals and graduated into asset building. This was a natural transition. With the Government presenting opportunities to work on build, operate and transfer (BOT) projects through public-private partnership (PPP) mode, the opportunities are unlimited,” Mr Rami Reddy explained.
Mr Nama Nageswara Rao, Member of Parliament and Founder-Chairman of Madhucon Projects, said AP companies began playing a role in infrastructure development in the last 30 years, taking up large projects as sub-contractors and graduating to be big players.
Their stamp could be seen even in the country's prestigious Konkan Railways project, where more than 50 per cent work was handled by AP entrepreneurs.

START LOCAL, GO GLOBAL

Local companies have grown in size and stature bagging projects from across the country. An analysis of road contracts awarded thus far shows nearly 30 per cent of the projects have been bagged by AP infrastructure companies. “I believe this is also because of the inherent risk taking appetite which has made a difference,” Mr Nageswara Rao explained.
While there are about half a dozen well-known infra companies such as the GVK, GMR, Lanco, IVRCL, NCC, Ramky Group, and scam-hit Maytas Infra, now IL&FS Engineering, there are few other privately-held ones with significant presence. Some of the entities such as Navayuga Engineering are bigger than some listed ones.
Mr Madhusudhan Rao said, “Opportunities abound in infra sector. It is now a matter of consolidation on the platform most of the companies have created over the years. We now have several companies who are over 25-years-old. Significantly, they are all looking at opportunities in emerging markets.”
Gayatri Projects, a company promoted by Congress leader Mr T. Subbarami Reddy and now managed by his son Mr T.V.Sandeep Reddy, was founded in 1962. From taking up irrigation projects, it has diversified into roads, railways, and lately into power projects. It is executing three power projects through joint ventures.
Of late, infrastructure firms have diversified into new areas carving out a niche for themselves . “We have taken to environment management, an uncharted path in India and developing walk-to-work integrated townships. Both of them hold promise. We entered the road sector relatively late consciously as we wanted various issues in the sector to settle down,” Mr Rami Reddy said.
.(This article was published on April 22, 2012)
IVRCL 
Corporate office – Hyderabad, Andhra Pradesh | Establishment – 1987 |
Business – Construction Services | Website – www.ivrcl.com |
IVRCL is an ISO and OHSAS certified big construction group which is a leading construction company in Hyderabad. Company’s headquarter is located in Hyderabad although company has global presence in many countries in the world.

GMR
Corporate office – Bangalore, Karnataka | Establishment – 1978 |
Business – Construction | Website – www.gmrgroup.in |
GMR Group is a construction company having an expertise in Energy, Airport, highway and Infrastructure construction. GMR infra has a global footprint operating in many countries including South Africa, Indonesia and Singapore.

NCC Limited
Corporate office – Hyderabad, Andhra Pradesh | Establishment – 1978 |
Business – Construction | Website – www.ncclimited.com |
One of the biggest construction company in India, NCC is a leading construction company having diversified range of business including construction, Infrastructure, irrigation, water supply, power and many more. The company is based in Hyderabad.

Ramky Infrastructure Limited 
Corporate office – Hyderabad, Andhra Pradesh | Establishment – 1994 |
Business – Infrastructure Development, Management & Construction | Website –www.ramkyinfrastructure.com |
Ramky is a public limited company having diversified range of business in many sector including construction and Infrastructure. Company’s headquarter is located in Hyderabad and among the top construction company in Hyderabad since 1994.

Madhucon Projects Private Limited
Corporate office – Hyderabad, Andhra Pradesh | Establishment – 1988 |
Business – Real Estate and construction| Website – www. madhucon.com |
Madhucon Projects is a subsidiary of Madhucon group headed by Mr. N Seethaiah. The company started business in 1988 when they set up a granite company in Khammam district in Andhra Pradesh. It is engaged in Infrastructure, Highway and Bridge construction.

PVR Projects ltd 
Corporate office – Hyderabad, India | Establishment – 1989 |
Business – Construction | Website – www.pvrpl.co.in |
PVR Project started the construction business in 1989, which is involved in construction work of Dam, Canal and irrigation projects.
My Home Constructions Pvt. Ltd
Corporate office – Hyderabad, Andhra Pradesh | Establishment – 1981 |
Business – Construction | Website – myhomeconstructions.com |
My Home construction Pvt ltd was established in the year 1981 which has successfully completed many projects in Real estate sector in Hyderabad which includes My Home Fortune, My home Tycoon, My Home Hub etc.
Elite Engineering & Constructions Pvt Ltd
Corporate office – Hyderabad, Andhra Pradesh | Establishment – 2007 |
Business – Construction | Website – www.elitegroup.in |
Elite Engineering is a contracting company involved in construction and structure work for commercial and residential buildings. It was founded in year 2007 and it is an emerging construction company in Hyderabad.