Two cousins have mounted Shark Tank India To launch their pickleball business, Goodlandconfident that sport should take off in India. In just nine months, their startup had generated nearly RS 2 income, and they projected an ambitious RS 50 over the next two years. Seeking RS 80 Lakh for 4% equity, they evaluated their business at Rs 20 Crere.
But the field quickly took a turn when the Sharks questioned a key problem – the Direction Claire de Co -Founder Hemant. Was Goodland Growth focused in India, or was he still linked to the American market, where does Hemant reside?
Faced with pickleball and business model in question
To present the sport, the founders invited Anupam Mittal and Aman Gupta for a quick match. Aman won but admitted his obsession for Padel, another emerging racket sport. The cousins said that the Padel shorts are larger, while their company was covered not only the pickleball courts, but also the manufacture of equipment and the development of the club.
Anupam, however, was not convinced. He suggested that cousins take two more years to assess opportunities and advised them to focus on the American market. “You are opportunists,” he said. Kunal Bahl echoed this concern, saying that he saw no clear and remote vision, although he recognized the commercial potential.
Lesson in the Namita Thapar market
Namita Thapar clearly indicated his position with a sharp comparison. “Why did Ford and GM failed in India while Hyundai and Kia succeeded?” When Hemant guessed the costs, she corrected it. “Ford failed because they thought that a cropping-paste work would work here. Hyundai and Kia studied the market, “she said, warning that Goodland could not simply reproduce an American model in India. “You are everywhere,” she added before retiring.
Aman Gupta intervenes with conditions
Aman Gupta was the only shark willing to invest but established firm conditions –Goodland had to establish a club within two months, and Hemant had to spend at least six months in India. It offered 80 Lakh rupees for 5% equity, plus a 1% royalty until its investment was recovered.
The founders have countered, offering 6% equity while asking Aman to reduce the royalty to 0.5%. Aman accepted, sealing the agreement.
With secure investments but difficult conditions in place, Goodland The next challenge is to prove that it can navigate the India market without falling into the same traps that have lowered other brands.
