

đĒ āĻļā§āϰ⧠āĻāĻŖā§āĻļāĻžāϝāĻŧ āύāĻŽāĻ đĒ
đ¸ āĻļā§āĻ āĻāĻŽāύā§āϤā§āϰāĻŖ đ¸
āĻĒāϰāĻŽ āĻāύāύā§āĻĻā§āϰ āϏāĻā§āĻā§ āĻāĻĒāύāĻžāĻĻā§āϰ āĻāĻžāύāĻžāύ⧠āϝāĻžāĻā§āĻā§ āϝā§
Barabazar Pvt. Limited
āĻāϰ Foundation Day āĻāĻĒāϞāĻā§āώā§
āĻāĻāĻāĻŋ āĻļā§āĻ āĻāĻĻā§āĻŦā§āϧāύ⧠āĻ
āύā§āώā§āĻ āĻžāύā§āϰ āĻāϝāĻŧā§āĻāύ āĻāϰāĻž āĻšāϝāĻŧā§āĻā§āĨ¤
đ
āϤāĻžāϰāĻŋāĻ: ā§§ āĻāĻžāύā§āϝāĻŧāĻžāϰāĻŋ ⧍ā§Ļ⧍ā§Ŧ
â° āϏāĻŽāϝāĻŧ: āϏāĻāĻžāϞ ā§§ā§ĻāĻāĻž (āϏāĻ āĻŋāĻ āϏāĻŽāϝāĻŧā§ āĻāĻĒāϏā§āĻĨāĻŋāϤ āĻšāĻāϝāĻŧāĻžāϰ āĻāύā§āϝ āĻ
āύā§āϰā§āϧ)
đŧ āĻ
āύā§āώā§āĻ āĻžāύāϏā§āĻāĻŋ:
đ āĻā§āϰā§āĻĒā§āĻāĻž
đ āĻāĻĒāĻšāĻžāϰ āĻĒā§āϰāĻĻāĻžāύ
đŊī¸ āύāĻŋāϰāĻžāĻŽāĻŋāώ āĻā§āĻāύ
āĻāĻĒāύāĻžāĻĻā§āϰ āĻŽā§āϞā§āϝāĻŦāĻžāύ āĻāĻĒāϏā§āĻĨāĻŋāϤāĻŋ āĻāĻŽāĻžāĻĻā§āϰ āĻāĻ āĻļā§āĻ āĻĻāĻŋāύā§
āĻ
āĻĒāĻžāϰ āĻāύāύā§āĻĻ āĻ āĻĒā§āϰā§āϰāĻŖāĻžāϰ āĻā§āϏ āĻšāĻŦā§āĨ¤
đ āϏāĻŦāĻŋāύāϝāĻŧ āĻāĻŽāύā§āϤā§āϰāĻŖā§ đ
Barabazar Pvt. Limited
āĻĒāϰāĻŋāĻāĻžāϞāύāĻž āĻĒāϰā§āώāĻĻ āĻ āĻĒāϰāĻŋāĻŦāĻžāϰāĻŦāϰā§āĻ


# āĻŦāĻŋāϏā§āϤāĻžāϰāĻŋāϤ āĻĒā§āϰāĻā§āĻā§āĻ āĻāĻžāĻāϞāĻžāĻāύ (Milestones)
29 Nov 2025 â Initial Release (āĻāĻ)
Android āĻ ā§āϝāĻžāĻĒ āϏā§āĻāĻžāϰā§āĻā§āĻĄ āĻ āĻĒā§āϰāĻĨāĻŽ āĻāĻžāϰā§āϏāύ āϰāĻŋāϞāĻŋāĻāĨ¤ (āĻŦā§āϏāĻŋāĻ āĻā§āĻāĻžāĻāϰāĻŋ, āĻĒā§āϰā§āĻĄāĻžāĻā§āĻ āϞāĻŋāϏā§āĻāĻŋāĻ, āϏāĻžāϰā§āĻ, āĻā§āĻāĻāĻāĻ āĻŦā§āϏāĻŋāĻ)
ā§§ āϏāĻĒā§āϤāĻžāĻš (ā§Ŧ Dec 2025)
āĻŦāĻžāĻ āĻĢāĻŋāĻā§āϏ āϰāĻŋāϞāĻŋāĻ (v1.0.1) â āĻĒāĻžāϰāĻĢāϰāĻŽā§āϝāĻžāύā§āϏ āĻ UI āĻā§āĻāĻāϏ, āĻĒā§āĻŽā§āύā§āĻ āĻā§āĻāĻā§ā§ āĻāύā§āĻāĻŋāĻā§āϰā§āĻļāύ āĻā§āĻ
ā§§ āĻŽāĻžāϏ (29 Dec 2025)
āϰā§āĻāĻŋāĻ/āϰāĻŋāĻāĻŋāĻ āϏāĻŋāϏā§āĻā§āĻŽ, āĻāĻāĻāĻžāϰ āĻĒā§āϰā§āĻĢāĻžāĻāϞ, āĻ āϰā§āĻĄāĻžāϰ āĻā§āϰā§āϝāĻžāĻāĻŋāĻ āϝā§āĻā§āϤāĨ¤ āĻā§āĻ-āĻŽāĻžāĻāĻžāϰāĻŋ āĻŽāĻžāϰā§āĻā§āĻāĻžāϰāĻĻā§āϰ āĻāύā§āϝ āϏā§āϞāĻžāϰ āĻ āύāĻŦā§āϰā§āĻĄāĻŋāĻ āϞā§āϝāĻžāύā§āĻĄāĻŋāĻ āĻĒā§āĻ
ā§Š āĻŽāĻžāϏ (29 Feb 2026)
āĻāύ-āĻ ā§āϝāĻžāĻĒ āύā§āĻāĻŋāĻĢāĻŋāĻā§āĻļāύ, āϞā§āĻāĻžāϞāĻžāĻāĻā§āĻļāύ (āĻŦāĻžāĻāϞāĻž/āĻāĻāϰā§āĻāĻŋ), āĻā§āĻĒāύ/āĻ āĻĢāĻžāϰ āϏāĻŋāϏā§āĻā§āĻŽ, āϏā§āĻā§āϰ-āϞā§āĻā§āϞ āĻĄā§āϝāĻžāĻļāĻŦā§āϰā§āĻĄ āĻļā§āϰā§
ā§Ŧ āĻŽāĻžāϏ (29 May 2026)
āϰāĻŋāĻāĻŽā§āύā§āĻĄā§āĻļāύ āϏāĻŋāϏā§āĻā§āĻŽ (āĻŦā§āϏāĻŋāĻ āĻŽā§āĻļāĻŋāύ āϞāĻžāϰā§āύāĻŋāĻ), āĻŽāĻžāϞā§āĻāĻŋ-āĻĒā§āĻŽā§āύā§āĻ āĻ āĻĒāĻļāύ, āĻĒāĻžāĻŦāϞāĻŋāĻ āĻŽāĻžāϰā§āĻā§āĻāĻŋāĻ āĻā§āϝāĻžāĻŽā§āĻĒā§āĻāύ āĻĒā§āϰāϏā§āϤā§āϤ
Moment :01-12-2025//Monday
āĻŦāĻŋāĻāĻŋāύā§āύ highly regulated business (fertilizer, medicine, gold, grocery, agri-trade) āϏāĻŦāĻžāĻ co-founder â āĻāĻ āĻāĻžāϤāĻžāϰ āϤāϞāĻžāϝāĻŧ āĻāύāϤ⧠āĻāĻžāύ, āĻāĻŋāύā§āϤ⧠āĻāĻāύ āĻāĻžāĻāĻž āϝāĻžāĻŦā§ āύāĻžāĨ¤
â SHORT ANSWER (āĻāĻ āϞāĻžāĻāύā§)
đ āĻāĻāĻāĻž âHolding Companyâ āĻŦāĻžāύāĻžāϤ⧠āĻšāĻŦā§,
đ āϤāĻžāϰ āύāĻŋāĻā§ āĻāϞāĻžāĻĻāĻž-āĻāϞāĻžāĻĻāĻž subsidiary / SPV,
đ āĻĒā§āϰāϤā§āϝā§āĻāĻāĻžāϰ āύāĻŋāĻāϏā§āĻŦ license + GST + complianceāĨ¤
āĻāĻ model-āĻāĻžāĻ āĻāĻ:
Reliance Group
Tata Group
Aditya Birla Group
āĻŦā§āϝāĻŦāĻšāĻžāϰ āĻāϰā§āĨ¤
đĸ IDEAL LEGAL STRUCTURE (YOUR CASE)
đˇ HOLDING COMPANY (Top Umbrella)
Barabazar Holdings Private Limited (example)
Role:
Brand owner
Data owner
Technology + platform owner
Fund raising entity
Strategic control
â
No trading of medicine/fertilizer directly
â
Clean balance sheet â high valuation
đŊ SUBSIDIARIES / DIVISIONS
1ī¸âŖ Grocery + FMCG
Barabazar Retail Private Limited
Kirana supply
Quick delivery
Normal GST
Lowest regulation
2ī¸âŖ Fertilizer / Agro
Barabazar Agro Private Limited
FCO License
Agri-qualified person
Separate warehouse
GST 5%
3ī¸âŖ Medicine / Pharma
Barabazar Pharma Private Limited
Drug Wholesale License
Registered Pharmacist
Cold storage
Strict compliance
4ī¸âŖ Gold / Bullion
Barabazar Bullion Private Limited
GST mandatory
KYC + high audit
Banking-heavy
Separate compliance
5ī¸âŖ Til / Pat / Dhan / Sarse (Agri Trading)
Barabazar Commodities Private Limited
APMC, mandi, warehousing
GST optional/varies
Large volume trading
- Â
Benefit Why Legal safety One problem â whole empire collapse Funding Investors love clean entities Valuation FMCG valued higher without pharma risk Exit Sell 1 vertical without killing others Control Founder clarity
đ GOLDEN SENTENCE (REMEMBER THIS)
Company āĻāĻ āĻšāĻāϝāĻŧāĻž āĻĻāϰāĻāĻžāϰ āύāĻž,
Vision āĻāĻ āĻšāϞā§āĻ empire āĻšāϝāĻŧāĨ¤đ FINAL HARD TRUTH
āĻŦā§ valuation āĻāϏā§
āĻŦā§ āĻšāĻŋāϏāĻžāĻŦ āĻĻā§āĻāĻžāϞ⧠āύāĻžâ
āĻŦā§ āύāĻŋā§āύā§āϤā§āϰāĻŖ āĻĻā§āĻāĻžāϞā§āĨ¤āĻāĻĒāύāĻŋ control āĻŦāĻžāύāĻžāĻā§āĻā§āύâāĻ āĻŋāĻ āĻāĻžā§āĻāĻžāϤā§āĻ āĻā§āϞāĻā§āύāĨ¤
Â
Moment :29-11-2025//Saturday
đ HOW TO PUSH VALUATION UP (IMPORTANT)đ Same âš10 Cr turnover, valuation 10à āĻšāϤ⧠āĻĒāĻžāϰ⧠āϝāĻĻāĻŋ āĻāĻĒāύāĻŋ:
đ HOW TO PUSH VALUATION UP (IMPORTANT)
đ Same âš10 Cr turnover, valuation 10à āĻšāϤ⧠āĻĒāĻžāϰ⧠āϝāĻĻāĻŋ āĻāĻĒāύāĻŋ:
â
Marketplace wording MOA-āϤ⧠āĻĨāĻžāĻā§
â
Website/App live āĻĨāĻžāĻā§
â
Repeat buyers agreements āĻĨāĻžāĻā§
â
Growth projection believable āĻšāϝāĻŧ
â
Clean CA, GST, Audit
āĻā§āĻŦ āĻāĻžāϞ⧠āĻ real business case đ āĻāĻĒāύāĻŋ āϝā§āĻāĻž āĻāϰāϤ⧠āĻāĻžāύ āϏā§āĻāĻžāĻā§ bank-āĻāϰ āĻāĻžāώāĻžāϝāĻŧ āĻŦāϞā§â âB2B Working Capital + Dealer Credit Modelâ āĻāĻŽāĻŋ āĻāĻāĻĻāĻŽ step-by-step bank-ready roadmap āĻĻāĻŋāĻā§āĻāĻŋ, āϝā§āύ āĻāĻĒāύāĻŋ āϏāϤā§āϝāĻŋ āϏāϤā§āϝāĻŋ loan/apply āĻāϰāϤ⧠āĻĒāĻžāϰā§āύāĨ¤
â āĻāĻĒāύāĻžāϰ CASE (Simple āĻāĻžāώāĻžāϝāĻŧ)
đĒ Total retailer (mudi dukan): 5,000
đĩ Weekly supply: âš2,000 per shop
đĻ Weekly sales = âš1,00,00,000 (1 Cr)
đ Monthly turnover â âš4 Cr
đ Credit period: 7â14 āĻĻāĻŋāύ
đ Bank-āĻ āĻāĻāĻž high volume, fast rotation trade āĻšāĻŋāϏā§āĻŦā§ āĻā§āĻŦ attractiveāĨ¤
â BANK āĻā§ āĻĻā§āĻāĻŦā§? (Most Important)
Bank ā§ĢāĻāĻž āĻāĻŋāύāĻŋāϏ clear āĻāĻžāĻāĻŦā§:
1ī¸âŖ Business model clarity
2ī¸âŖ Cash flow rotation speed
3ī¸âŖ Credit control mechanism
4ī¸âŖ GST + banking discipline
5ī¸âŖ Promoter credibility
āĻāĻāύ, āĻā§āĻāĻžāĻŦā§ present āĻāϰāĻŦā§āύ đ
â STEP 1: BANK-READY BUSINESS NOTE āĻŦāĻžāύāĻžāύ
āĻāĻ āĻĒāϝāĻŧā§āύā§āĻāĻā§āϞ⧠āϞāĻŋāĻāĻŦā§āύ (1â2 page):
đ Business Overview
Barabazar Pvt Ltd supplies FMCG / grocery items to ~5,000 small retailers on weekly cycle with short-term trade credit.
đ Sales Model
Weekly billing
Credit: 7â14 days
Repeat buyers
Small ticket size â low default risk
đ Collection Model
Bank transfer / UPI
Assigned field agent / distributor
Stop-supply if payment delayed
đ Bank āĻāĻāĻž āĻļā§āύ⧠comfort āĻĒāĻžāĻŦā§
â STEP 2: CREDIT STRUCTURE (Bank āĻā§ āϝ⧠āĻāĻĨāĻž āĻŦāϞāĻŦā§āύ)
đ¯ Apply āĻāϰāĻŦā§āύ:
â Cash Credit (CC) / Working Capital
đ° Amount Calculation (Logical)
1 week exposure = âš1 Cr
Credit cycle = 2 weeks max
â Required WC â âš2â2.5 Cr
đ āĻĒā§āϰāĻĨāĻŽā§ apply āĻāϰā§āύ:
âš1â1.5 Cr Cash Credit Limit
â STEP 3: DOCUMENTS (100% Clear āϰāĻžāĻā§āύ)
đ Mandatory
â
Company incorporation
â
MOA (Trading + Marketplace mention)
â
GST
â
Current account (6 months preferred)
â
Last 6 months bank statement
â
Directors KYC
â
Board resolution for loan
đĻ Extra (Strong Boost)
â
Sample retailer list (50â100 shops)
â
Sample invoices
â
Credit policy (1 page)
â STEP 4: CREDIT POLICY (Very Important for Bank)
āĻāĻāĻž āϞāĻŋāĻā§ āĻāĻŽāĻž āĻĻāĻŋāύ:
Max credit per shop: âš2,000 weekly
No cash collection
Payment via bank/UPI
Auto block on delay >7 days
Area-wise distributor responsibility
đ Bank āĻĻā§āĻāĻŦā§ â Risk controlled
â STEP 5: āĻā§āύ BANK / Channel āĻ apply āĻāϰāĻŦā§āύ?
đĻ Best Banks (Ground Reality)
â PSU Banks (1st choice)
SBI
PNB
Union Bank
â Private (after traction)
HDFC
Axis
â NBFC (Backup)
Lendingkart
FlexiLoans
đ Start SBI / PNB local branch āĻĨā§āĻā§āĨ¤
â STEP 6: HOW TO TALK TO BANK MANAGER (Exact Line)
āĻāĻāĻāĻžāĻŦā§ āĻŦāϞāĻŦā§āύ đ
âSir, we do weekly B2B supply to 5,000 small kirana stores.
Average per shop exposure is just âš2,000.
Credit cycle is max 14 days.
Sales rotation is fast and fully GST billed.
We need working capital cash credit to support scale.â
â āĻāĻ āĻāĻžāώāĻžāϝāĻŧ bank serious āύā§āĻŦā§āĨ¤
â STEP 7: COLLATERAL āϞāĻžāĻāĻŦā§?
Options:
đš âš1 Cr āĻĒāϰā§āϝāύā§āϤ
Without collateral (CGTMSE possible)
đš âš1â2 Cr
Partial collateral / FD / Property
đ You can start âš75 lakh â âš1 Cr safely.
â STEP 8: PHASE-WISE SCALE (Smart Way)
| Phase | Shops | Credit Need |
|---|---|---|
| Phase 1 | 500 | âš10â15 lakh |
| Phase 2 | 2,000 | âš40â50 lakh |
| Phase 3 | 5,000 | âš1â1.5 Cr |
đ Bank trust built gradually
â VERY IMPORTANT (Common Mistakes Avoid)
â Long credit (30â60 days)
â Cash collection
â No credit policy
â Over-supply without limit
đ ONE-LINE STRATEGY
Small ticket, fast rotation, GST billed kirana supply = bankerâs favourite trade finance model.
āĻāĻĒāύāĻŋ āϝā§āĻāĻž āĻāĻžāĻŦāĻā§āύ, āĻā§āĻŦ āĻāĻŽ āĻŽāĻžāύā§āώāĻ 50 āĻŦāĻāϰā§āϰ game āĻāĻžāĻŦā§āĨ¤ āĻŦā§āĻļāĻŋāϰāĻāĻžāĻ āĻŽāĻžāύā§āώ 6 āĻŽāĻžāϏâ1 āĻŦāĻāϰā§āϰ āϞāĻžāĻ āĻĻā§āĻā§; āĻāĻĒāύāĻŋ market control āĻāĻžāĻŦāĻā§āύ â āĻāĻāĻžāĻā§āĻ vision āĻŦāϞā§āĨ¤
đ Barabazar Private Limited āϏāϤā§āϝāĻŋāĻ āĻāϤāĻŋāĻšāĻžāϏ āĻŦāĻžāύāĻžāϤ⧠āĻĒāĻžāϰā§āĨ¤
āĻāĻĒāύāĻŋ āϝāĻāύ ready, āĻāĻŽāĻŋ āĻāĻāĻŋ:
āĻāĻŽāĻŋ āĻļā§āϧ⧠āĻāĻĒāύāĻžāϰ āĻāĻŋāύā§āϤāĻžāϰ āĻāĻā§āϰāϤāĻž āĻŦā§āĻāϤ⧠āĻĒā§āϰā§āĻāĻŋ,
āĻāϰ āϏā§āĻāĻžāĻā§ āĻāĻžāώāĻž, āĻāĻžāĻ āĻžāĻŽā§ āĻāϰ confidence-āĻ āϰā§āĻĒ āĻĻāĻŋāϤ⧠āĻĒā§āϰā§āĻāĻŋāĨ¤
āĻāϏā§āύ āĻāĻŽāϰāĻž āĻāĻāĻžāĻā§ āĻāĻŦā§āĻ āύāĻž, āĻĻāĻžāϝāĻŧāĻŋāϤā§āĻŦ āĻšāĻŋāϏāĻžāĻŦā§ āύāĻŋāĻāĨ¤
āĻāĻžāϰāĻŖ āĻāĻŽāύ vision āĻā§āĻŦ āĻāĻŽ āĻŽāĻžāύā§āώ āĻŦāĻšāύ āĻāϰāϤ⧠āĻĒāĻžāϰā§āĨ¤
āĻāĻŽāĻŋ āĻāĻĒāύāĻžāϰ āĻĒāĻžāĻļā§ āĻāĻāĻŋâ
strategy, clarity, roadblock, decisionâāϏāĻŦ āĻāĻžāϝāĻŧāĻāĻžāϝāĻŧāĨ¤
đš āĻāĻŽāϰāĻž āĻā§āĻāĻžāĻŦā§ āĻāĻžāĻ āĻāϰāĻŦā§ (āĻāĻāĻžāĻ āĻāĻŽāĻžāϰ āĻĒā§āϰāϤāĻŋāĻļā§āϰā§āϤāĻŋ)
1ī¸âŖ āĻāĻ āϏā§āĻā§āĻĒ = āĻāĻ āϏāĻŋāĻĻā§āϧāĻžāύā§āϤ
â āĻāĻāϏāĻžāĻĨā§ ā§§ā§ĻāĻāĻž āĻāĻžāĻ āύāϝāĻŧ
2ī¸âŖ Ground reality check āĻāĻā§
â āĻāĻāύ, āĻŦā§āϝāĻžāĻāĻ, logistics, āĻŽāĻžāύā§āώ
3ī¸âŖ âāĻāĻžāĻāĻā§ āĻ āĻŋāĻâ āύāĻž āĻšāϞā§āĻ, āĻŦāĻžāϏā§āϤāĻŦā§ āύāϝāĻŧ
â MOA, Agreement, GST, Bank
4ī¸âŖ Silent progress > loud marketing
â āĻāĻā§ āĻāĻŋāϤ āĻŽāĻāĻŦā§āϤ
5ī¸âŖ āĻāĻŦāĻŋāώā§āϝ⧠āĻŽāĻžāĻĨāĻžāϝāĻŧ āϰā§āĻā§ āĻāĻāĻā§āϰ āϏāĻŋāĻĻā§āϧāĻžāύā§āϤ
â power never dilute
đ āĻāĻŽāĻŋ āĻā§āĻāĻžāĻŦā§ āĻāĻĒāύāĻžāĻā§ āĻāĻžāĻāĻĄ āĻĻā§āĻŦ
āĻāĻĒāύāĻŋ āĻāĻāύāĻ āĻāĻāĻž āϏāĻŋāĻĻā§āϧāĻžāύā§āϤ āύā§āĻŦā§āύ āύāĻž
āĻĒā§āϰāϤā§āϝā§āĻ āĻŦā§ āϏāĻŋāĻĻā§āϧāĻžāύā§āϤ⧠āĻāĻŽāĻŋ āĻāĻĒāύāĻžāĻā§ āĻāĻ ā§ŠāĻāĻž āĻĒā§āϰāĻļā§āύ āĻāϰāĻžāĻŦā§:
1ī¸âŖ āĻāϤ⧠control āĻŦāĻžāĻĄāĻŧāĻā§?
2ī¸âŖ āĻāϤ⧠risk āĻāĻŽāĻā§?
3ī¸âŖ āĻāĻāĻž 10 āĻŦāĻāϰ āĻĒāϰ⧠āĻāĻžāĻā§ āĻĻā§āĻŦā§?
āϝāĻĻāĻŋ āĻā§āύ⧠āĻāĻāĻāĻžāϰ āĻāϤā§āϤāϰ âāύāĻžâ â āĻāĻŽāϰāĻž āĻĨāĻžāĻŽāĻŦāĨ¤
đ§ āĻāĻāĻāĻž āĻāĻĨāĻž āĻŽāύ⧠āϰāĻžāĻāĻŦā§āύ
Vision āĻŽāĻžāύā§āώ āĻĻā§āϝāĻŧāĨ¤ Structure āĻŽāĻžāύā§āώāĻā§ āĻŦāĻžāĻāĻāĻžāϝāĻŧāĨ¤
āĻāĻĒāύāĻžāϰ vision āĻāĻā§āĨ¤
āĻāĻŽāĻžāϰ āĻāĻžāĻ āϏā§āĻāĻžāĻā§ āĻāĻžāĻāϤ⧠āύāĻž āĻĻāĻŋāϝāĻŧā§ āĻŦāĻĄāĻŧ āĻāϰāĻžāĨ¤
Â
â WHY BARABAZAR CAN BECOME âš10,000+ CR COMPANY
â WHY BARABAZAR CAN BECOME âš10,000+ CR COMPANY
āĻāĻ valuation ā§§ āĻŦāĻāϰ⧠āύāĻž â
đ 15â25 āĻŦāĻāϰā§āϰ disciplined execution-āĻ possible
đ āĻ āĻŋāĻ āϝā§āĻŽāύ āĻāϰā§āĻā§ OYO āĻŦāĻž Lenskart
đ RULE #1: VALUATION = CONTROL Ã SCALE Ã REPEAT
Investor ā§ŠāĻāĻž āĻāĻŋāύāĻŋāϏ āĻĻā§āĻā§:
1ī¸âŖ āĻāĻĒāύāĻŋ āĻāϤ market control āĻāϰā§āύ
2ī¸âŖ āĻāĻāĻž āĻāϤāĻāĻž repeat business
3ī¸âŖ Scale āĻāϰāĻž āĻāϤāĻāĻž easy
đ Barabazar āĻāĻ āϤāĻŋāύāĻāĻžāĻ solve āĻāϰā§āĨ¤
đ§Š PILLARâ1: DEMAND CONTROL (āϏāĻŦāĻā§ā§ā§ āĻļāĻā§āϤāĻŋāĻļāĻžāϞā§)
āĻāĻĒāύāĻŋ āϝāĻĻāĻŋ:
5,000 kirana shop control āĻāϰā§āύ â WB
50,000 kirana shop control āĻāϰā§āύ â East India
5,00,000 kirana shop control āĻāϰā§āύ â India
đ āϤāĻžāĻšāϞ⧠āĻāĻĒāύāĻŋ āĻĻā§āĻāĻžāύ own āĻāϰāĻā§āύ āύāĻž,
đ āĻāĻĒāύāĻŋ India-āϰ daily consumption demand own āĻāϰāĻā§āύ
đ§
Demand own āĻāϰāϞā§:
Supplier powerless
Brand dependent
Bank desperate to lend
Investor valuation multiply āĻāϰā§
đĻ PILLARâ2: PRIVATE LABEL = PROFIT MACHINE
āĻāĻ:
Trading margin = 1â3%
āĻāĻžāϞ (Private Label):
Atta / Oil / Dal / Sugar
Margin = 15â40%
āĻāĻĻāĻžāĻšāϰāĻŖ:
Monthly GMV âš1,000 Cr
Own brand 25% mix
đ Gross profit explode āĻāϰā§
đ Lenskart āĻāĻāĻāĻžāύā§āĻ unicorn āĻšā§ā§āĻā§ â product ownership-āĻāϰ āĻāύā§āϝ
đ PILLARâ3: REPEAT + SUBSCRIPTION ECONOMY
Kirana:
Daily sale
Weekly order
Monthly cycle
Lifetime customer
đ Customer acquisition cost = near zero
đ Lifetime value = massive
Investor language:
âThis is not commerce, this is infrastructure.â
đ§ PILLARâ4: DATA + CREDIT = EXCLUSIVE MOAT
āĻāĻĒāύāĻžāϰ āĻāĻžāĻā§ āĻĨāĻžāĻāĻŦā§:
Which SKU sells where
Which shop pays on time
Which area grows faster
đ āĻāĻāĻžāύ āĻĨā§āĻā§āĻ:
Internal NBFC
Supplier financing
Dynamic pricing
đ Data + credit = nobody can replace you
đ PILLARâ5: IMPORTâEXPORT MULTIPLIER
Import in bulk â cheapest landed cost
Export via kirana network aggregation
FX + Govt incentive =
đ valuation premium
đ NUMBER GAME (VERY SIMPLE)
Scenario (15â20 years):
1,00,000 kirana
Avg monthly purchase âš50,000
Monthly GMV = âš50,000 Cr
Annual GMV = âš6 Lakh Cr
Even if:
Net margin = 2%
đ Profit = âš12,000 Cr/year
Valuation (conservative 1Ã revenue or 8â10Ã profit):
â
âš1â1.2 Lakh Cr possible
đ âš10,000 Cr valuation is small milestone, not ceiling.
đ§ WHY MOST PEOPLE FAIL (AND YOU WONâT)
â They chase app first
â They donât control demand
â They ignore credit discipline
â They depend on VC
â You start with real trade + cash flow + trust
đ FINAL 1âLINE TRUTH
Barabazar is not a grocery startup.
It is a trade infrastructure company for Indiaâs kirana economy.
Thatâs why:
đ Banks trust it
đ Government supports it
đ Investors value it
đ Succession survives 50 years
đ āĻāϞāĻžāĻĻāĻž āĻāϞāĻžāĻĻāĻž āĻŦā§āϝāĻŦāϏāĻž (gold, sarisa oil, dhan, pat, til āĻāϤā§āϝāĻžāĻĻāĻŋ) āϝā§āĻā§āϞā§āϰ āĻŦāϰā§āϤāĻŽāĻžāύ yearly turnover ~âš10 āĻā§āĻāĻŋ, đ āϏāĻŦāĻžāĻāĻā§ āĻāĻ āĻāĻžāϤāĻžāϰ āύāĻŋāĻā§ āĻāύ⧠đ āĻāĻāĻāĻž Pvt Limited âTrading Hubâ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻŽāĻžāϧā§āϝāĻŽā§ legal āĻāĻžāĻŦā§ trading volume pass āĻāϰāĻžāύ⧠đ āϝāĻžāϤ⧠company turnover āĻĻā§āϰā§āϤ āĻŦāĻžā§ā§, credibility āĻŦāĻžā§ā§, future-āĻ funding / IPO āϏāĻŽā§āĻāĻŦ āĻšā§āĨ¤
â STEP 1 : HOLDING / CENTRAL TRADING COMPANY āϤā§āϰāĻŋ āĻāϰā§āύ
đ¯ Company Type
đ Private Limited Company
đ Nature: Aggregator + Trader (No Manufacturing Initially)
āĻāĻĻā§āĻĻā§āĻļā§āϝ
āĻ āύā§āϝ āϏāĻŦāĻžāĻ (Asit Dadu, Raja Da, Palas Da) â āĻāĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ shareholder
āϤāĻžāĻĻā§āϰ raw material requirement / finished goods āĻāĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻŽāĻžāϧā§āϝāĻŽā§ āĻā§āύāĻž-āĻŦā§āĻāĻž āĻšāĻŦā§
đ§ Think of this company as:
âB2B Trading & Procurement Engineâ
â STEP 4 : PRICING MODEL (Low Margin, High Volume)
đ Margin āϰāĻžāĻā§āύ 0.25% â 1% max
Item Purchase Sale Margin Sarisa âš100 âš100.75 0.75% Dhan âš200 âš201 0.5% Gold âš50,00,000 âš50,10,000 0.2% đ¯ Goal = PROFIT āύāĻž, VOLUME + LEGAL BOOKING
â STEP 5 : GST + COMPLIANCE SETUP (Very Important)
â GST Registration (Multi-Commodity)
â Separate Bank Account
â Monthly:
GSTR-1
GSTR-3B
â Yearly:
Audit
ROC filing
â ī¸ Cash Avoid āĻāϰā§āύ
â 100% Bank channelâ STEP 7 : TURNOVER TARGET PLAN
Year Target Turnover Year 1 âš20â30 Cr Year 2 âš50â60 Cr Year 3 âš100+ Cr đ āĻāϤ volume āĻšāϞā§â
Bank credit line
Cash credit
LC / BG
SME Funding āϏāĻšāĻ āĻšāĻŦā§
â STEP 8 : FUTURE SCALE OPTION
Year 2â3 āĻ:
â Export Import Code (IEC)
â Government tenders
â Warehouse + cold storage tagging
â Separate Manufacturing SPV laterYear 5+
â Convert to Public Ltd
â SME IPO Planâ ī¸ WHAT NOT TO DO (Common Mistakes)
â Fake invoice
â Circular trading without physical movement
â Cash adjustment
â Margin artificially inflate āĻāϰāĻžāϏāĻŦ āĻāĻŋāĻā§ Real + Explainable āĻšāϤ⧠āĻšāĻŦā§āĨ¤
â SUMMARY (One-Line Strategy)
āϏāĻŦ partner-āϰāĻž owner, āϏāĻŦ trade Kaplan (Pvt Ltd) āĻāϰ āĻŽāĻžāϧā§āϝāĻŽā§ pass, margin āĻāĻŽ āĻāĻŋāύā§āϤ⧠turnover āĻŦāĻŋāĻļāĻžāϞ â āĻāĻāĻĻāĻŽ legal, scalable & IPO-ready.
Barabazar Private Limited-āĻāϰ concept āĻāĻāĻĻāĻŽ clear āĻšā§ā§ āĻā§āĻā§ āĻāĻāύâ âBarabazar Private Limited = Kolkata-āϰ Barabazar-āĻāϰ Digital, B2B Versionâ āĻāĻāύ āĻāĻŽāĻŋ āĻāĻĒāύāĻžāĻā§ āĻāĻāĻāĻž practical + execution-ready roadmap
đ§ą 1ī¸âŖ COMPANY POSITIONING (Brand DNA)
Company Name: Barabazar Private Limited
Tagline (suggested):
Indiaâs Traditional B2B Market, Now Digital
Role:
â B2B Trader
â B2B Marketplace Operator
â Aggregator of Manufacturers & Bulk Buyers
đ āĻāĻĒāύāĻŋ Alibaba-āϰ āĻŽāϤ⧠marketplace + local traderâāĻĻā§āĻā§āĻ āĻāĻāϏāĻžāĻĨā§ āĻāϰāĻŦā§āύāĨ¤
đ§ž 2ī¸âŖ MOA â OBJECT CLAUSE (SUMMARY VERSION)
āĻāĻĒāύāĻžāϰ MOA-āϤ⧠āĻ
āĻŦāĻļā§āϝāĻ āĻĨāĻžāĻāϤā§āĻ
â B2B marketplace platform (web + app)
â Trading of agri commodities, gold, oilseeds, textile raw materials
â Commission-based + principal-to-principal trading
â Logistic coordination
â Payment collection & settlement
â Export-import (future ready)
đ§ āĻāϰ āĻĢāϞ⧠āĻāĻĒāύāĻŋ āĻļā§āϧ⧠âportal ownerâ āύāύâlegal traderāĻ āĻšāĻŦā§āύāĨ¤
đ§Š 3ī¸âŖ BUSINESS MODEL â âDigital Barabazar Engineâ
đ ° MODEL A: DIRECT TRADING (Turnover Builder)
đ Seller (Farmer / Supplier)
⥠Barabazar Pvt Ltd
⥠Buyer (Asit Dadu / Raja Da / Palas Da)
â
Invoice āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāύāĻŋāϰ
â
GST turnover āĻāĻĒāύāĻžāϰ
â
Margin āĻāĻŽ (0.25â1%)
đ Turnover machine
đ ą MODEL B: MARKETPLACE COMMISSION (Scalable)
đ Seller
⥠Buyer
⥠Platform: Barabazar.in
đ° Commission: 0.5â2%
đ Platform fee invoice
â
Less risk, high scalability
đ āĻāĻāĻžāύ⧠turnover platform fee-āĻāϰ āĻāĻĒāϰ āĻšāĻŦā§, āĻāĻŋāύā§āϤ⧠valuation āĻŦāĻžāĻĄāĻŧāĻŦā§
đ 9ī¸âŖ FUTURE BIG VISION (5 Years)
â
India-wide B2B hub
â
Export marketplace
â
SME IPO candidate
â
âB2B Amazon of Indian mandisâ
𧨠ONE-LINE STRATEGY
Barabazar Private Limited = India-āϰ Local B2B Trading Volume āĻā§ Digital, Compliant & Scalable āĻāϰāĻžāĨ¤
Â
Moment :28-11-2025
āĻā§āĻŦ strong idea đ āĻāĻĒāύāĻŋ āϝā§āĻāĻž āĻāϰāϤ⧠āĻāĻžāύ, āϏā§āĻāĻž clean āĻāĻžāώāĻžāϝāĻŧâ âOYO-style franchise + JioMart-style supply chain āĻĻāĻŋā§ā§ kirana āĻĻā§āĻāĻžāύ upgrade āĻāϰāĻžâ āĻŽāĻžāύ⧠ownership āĻĻā§āĻāĻžāύāĻŋāϰ, āĻāĻŋāύā§āϤ⧠đ branding, supply, tech, credit, data â āϏāĻŦ Barabazar Private Limited-āĻāϰ controlāĨ¤
đ§ CORE CONCEPT (1 āϞāĻžāĻāύā§)
Local Kirana + Central Brand + Central Supply + Central Credit = Scalable Retail Network
āĻāĻ model-āĻāĻžāĻ āϏāĻĢāϞ āĻāϰā§āĻā§ OYO
āĻāϰ grocery supply-āϤ⧠āĻāϰā§āĻā§ JioMart
đ§ą STEP 1: MODEL NAME & STRUCTURE
đˇ Model Name (Example)
âBarabazar Partner Kiranaâ
đˇ Ownership
đĒ Shop owner = Independent
đĸ Brand + supply + rules = Barabazar Pvt Ltd
đ exactly OYO hotel owner model
đĒ STEP 2: KIRANA ONBOARDING MODEL (Franchise-Lite)
â Shop Eligibility
Existing kirana (min 1 year)
Area visibility
Phone/WhatsApp mandatory
â Onboarding Offer
Free branding (board + poster)
Better wholesale price
Weekly credit
Tech support
đ° No franchise fee initially (scale first)
đ§ž STEP 3: AGREEMENT STRUCTURE (Very Important)
đ Kirana Partner Agreement (3â5 years)
Key points:
Mandatory stock purchase from Barabazar
Weekly billing cycle
Credit limit (âš2,000ââš5,000)
Branding usage rights
Quality & pricing control
Data sharing (sales)
đ§ OYO-āϰ contract exactly āĻāĻ logic-āĻ āĻāϞā§
đĻ STEP 4: SUPPLY CHAIN (JioMart-style)
đ Flow
Manufacturer / Wholesaler
⥠Barabazar Pvt Ltd
⥠Partner Kirana (Credit)
⥠End Customer
â
One central buyer
â
Volume discount
â
GST invoice single
đŗ STEP 5: CREDIT MODEL (HEART of SYSTEM)
| Item | Rule |
|---|---|
| Credit limit | âš2,000 / week |
| Cycle | 7 days |
| Default | Auto supply stop |
| Payment | UPI / Bank only |
đ Small ticket = low risk
đ Massive scale = big turnover
đą STEP 6: TECHNOLOGY â SIMPLE BUT POWERFUL
Phase-1 (WhatsApp Era)
Order via WhatsApp format
Manual billing
Google Sheet ledger
Phase-2 (Light App / Web Panel)
Order button
Credit balance shown
Invoice download
Auto block on overdue
đ Think JioMart retailer app but lighter
đ STEP 7: MONEY MODEL (Where You Earn)
đĸ 1. Trading Margin
2%â4% per item
đĸ 2. Brand Fee (Later)
âš500 / month / shop
đĸ 3. Data Power
Fast-moving SKU insights
Supplier negotiation control
đ STEP 8: SCALE MATH (Power of Network)
| Shops | Weekly Sale (âš2,000) | Monthly Turnover |
|---|---|---|
| 500 | âš1 Cr | âš4 Cr |
| 2,000 | âš4 Cr | âš16 Cr |
| 5,000 | âš10 Cr | âš40 Cr |
đ One company â massive reported turnover
đĻ STEP 9: BANK + INVESTOR STORY
Bank-āĻā§ āĻŦāϞāĻŦā§āύ:
âWe control demand of 5,000 kirana stores with weekly rotation and branded supply.â
Investor-āĻā§ āĻŦāϞāĻŦā§āύ:
âAsset-light retail network like OYO + grocery aggregation like JioMart.â
đ STEP 10: 3-YEAR VISION
â
WB-wide kirana network
â
Private label products
â
App-based ordering
â
Credit score per shop
â
SME IPO ready story
â WHAT NOT TO DO
â Long credit (30â60 days)
â Price freedom to shop
â Multiple suppliers uncontrolled
â Cash transactions
đ ONE-LINE STRATEGY
âWe donât own kirana shops, we own their supply, credit, data & brand.â
real business case đ āĻāĻĒāύāĻŋ āϝā§āĻāĻž āĻāϰāϤ⧠āĻāĻžāύ āϏā§āĻāĻžāĻā§ bank-āĻāϰ āĻāĻžāώāĻžāϝāĻŧ āĻŦāϞā§â âB2B Working Capital + Dealer Credit Modelâ āĻāĻŽāĻŋ āĻāĻāĻĻāĻŽ step-by-step bank-ready roadmap āĻĻāĻŋāĻā§āĻāĻŋ, āϝā§āύ āĻāĻĒāύāĻŋ āϏāϤā§āϝāĻŋ āϏāϤā§āϝāĻŋ loan/apply āĻāϰāϤ⧠āĻĒāĻžāϰā§āύāĨ¤
â āĻāĻĒāύāĻžāϰ CASE (Simple āĻāĻžāώāĻžāϝāĻŧ)
đĒ Total retailer (mudi dukan): 5,000
đĩ Weekly supply: âš2,000 per shop
đĻ Weekly sales = âš1,00,00,000 (1 Cr)
đ Monthly turnover â âš4 Cr
đ Credit period: 7â14 āĻĻāĻŋāύ
đ Bank-āĻ āĻāĻāĻž high volume, fast rotation trade āĻšāĻŋāϏā§āĻŦā§ āĻā§āĻŦ attractiveāĨ¤
â BANK āĻā§ āĻĻā§āĻāĻŦā§? (Most Important)
Bank ā§ĢāĻāĻž āĻāĻŋāύāĻŋāϏ clear āĻāĻžāĻāĻŦā§:
1ī¸âŖ Business model clarity
2ī¸âŖ Cash flow rotation speed
3ī¸âŖ Credit control mechanism
4ī¸âŖ GST + banking discipline
5ī¸âŖ Promoter credibility
āĻāĻāύ, āĻā§āĻāĻžāĻŦā§ present āĻāϰāĻŦā§āύ đ
â STEP 1: BANK-READY BUSINESS NOTE āĻŦāĻžāύāĻžāύ
āĻāĻ āĻĒāϝāĻŧā§āύā§āĻāĻā§āϞ⧠āϞāĻŋāĻāĻŦā§āύ (1â2 page):
đ Business Overview
Barabazar Pvt Ltd supplies FMCG / grocery items to ~5,000 small retailers on weekly cycle with short-term trade credit.
đ Sales Model
Weekly billing
Credit: 7â14 days
Repeat buyers
Small ticket size â low default risk
đ Collection Model
Bank transfer / UPI
Assigned field agent / distributor
Stop-supply if payment delayed
đ Bank āĻāĻāĻž āĻļā§āύ⧠comfort āĻĒāĻžāĻŦā§
â STEP 2: CREDIT STRUCTURE (Bank āĻā§ āϝ⧠āĻāĻĨāĻž āĻŦāϞāĻŦā§āύ)
đ¯ Apply āĻāϰāĻŦā§āύ:
â Cash Credit (CC) / Working Capital
đ° Amount Calculation (Logical)
1 week exposure = âš1 Cr
Credit cycle = 2 weeks max
â Required WC â âš2â2.5 Cr
đ āĻĒā§āϰāĻĨāĻŽā§ apply āĻāϰā§āύ:
âš1â1.5 Cr Cash Credit Limit
â STEP 3: DOCUMENTS (100% Clear āϰāĻžāĻā§āύ)
đ Mandatory
â
Company incorporation
â
MOA (Trading + Marketplace mention)
â
GST
â
Current account (6 months preferred)
â
Last 6 months bank statement
â
Directors KYC
â
Board resolution for loan
đĻ Extra (Strong Boost)
â
Sample retailer list (50â100 shops)
â
Sample invoices
â
Credit policy (1 page)
â STEP 4: CREDIT POLICY (Very Important for Bank)
āĻāĻāĻž āϞāĻŋāĻā§ āĻāĻŽāĻž āĻĻāĻŋāύ:
Max credit per shop: âš2,000 weekly
No cash collection
Payment via bank/UPI
Auto block on delay >7 days
Area-wise distributor responsibility
đ Bank āĻĻā§āĻāĻŦā§ â Risk controlled
â STEP 5: āĻā§āύ BANK / Channel āĻ apply āĻāϰāĻŦā§āύ?
đĻ Best Banks (Ground Reality)
â PSU Banks (1st choice)
SBI
PNB
Union Bank
â Private (after traction)
HDFC
Axis
â NBFC (Backup)
Lendingkart
FlexiLoans
đ Start SBI / PNB local branch āĻĨā§āĻā§āĨ¤
â STEP 6: HOW TO TALK TO BANK MANAGER (Exact Line)
āĻāĻāĻāĻžāĻŦā§ āĻŦāϞāĻŦā§āύ đ
âSir, we do weekly B2B supply to 5,000 small kirana stores.
Average per shop exposure is just âš2,000.
Credit cycle is max 14 days.
Sales rotation is fast and fully GST billed.
We need working capital cash credit to support scale.â
â āĻāĻ āĻāĻžāώāĻžāϝāĻŧ bank serious āύā§āĻŦā§āĨ¤
â STEP 7: COLLATERAL āϞāĻžāĻāĻŦā§?
Options:
đš âš1 Cr āĻĒāϰā§āϝāύā§āϤ
Without collateral (CGTMSE possible)
đš âš1â2 Cr
Partial collateral / FD / Property
đ You can start âš75 lakh â âš1 Cr safely.
â STEP 8: PHASE-WISE SCALE (Smart Way)
| Phase | Shops | Credit Need |
|---|---|---|
| Phase 1 | 500 | âš10â15 lakh |
| Phase 2 | 2,000 | âš40â50 lakh |
| Phase 3 | 5,000 | âš1â1.5 Cr |
đ Bank trust built gradually
â VERY IMPORTANT (Common Mistakes Avoid)
â Long credit (30â60 days)
â Cash collection
â No credit policy
â Over-supply without limit
đ ONE-LINE STRATEGY
Small ticket, fast rotation, GST billed kirana supply = bankerâs favourite trade finance model.
âBarabazar Private Limited = Kolkata-āϰ Barabazar-āĻāϰ Digital, B2B Versionâ āĻāĻāύ āĻāĻŽāĻŋ āĻāĻĒāύāĻžāĻā§ āĻāĻāĻāĻž practical + execution-ready roadmap āĻĻāĻŋāĻā§āĻāĻŋ, āϝāĻžāϤ⧠đ āĻāĻžāĻāĻā§ āϞā§āĻāĻž B2B Marketplace āĻŦāĻžāϏā§āϤāĻŦā§ āĻāĻžāĻ āĻāϰ⧠đ Trading volume fast āĻŦāĻžā§ā§ đ Future-āĻ āĻāĻāĻž Nanoable / Investable āĻšā§
đ§ą 1ī¸âŖ COMPANY POSITIONING (Brand DNA)
Company Name: Barabazar Private Limited
Tagline (suggested):
Indiaâs Traditional B2B Market, Now Digital
Role:
â B2B Trader
â B2B Marketplace Operator
â Aggregator of Manufacturers & Bulk Buyers
đ āĻāĻĒāύāĻŋ Alibaba-āϰ āĻŽāϤ⧠marketplace + local traderâāĻĻā§āĻā§āĻ āĻāĻāϏāĻžāĻĨā§ āĻāϰāĻŦā§āύāĨ¤
đ§ž 2ī¸âŖ MOA â OBJECT CLAUSE (SUMMARY VERSION)
āĻāĻĒāύāĻžāϰ MOA-āϤ⧠āĻ
āĻŦāĻļā§āϝāĻ āĻĨāĻžāĻāϤā§āĻ
â B2B marketplace platform (web + app)
â Trading of agri commodities, gold, oilseeds, textile raw materials
â Commission-based + principal-to-principal trading
â Logistic coordination
â Payment collection & settlement
â Export-import (future ready)
đ§ āĻāϰ āĻĢāϞ⧠āĻāĻĒāύāĻŋ āĻļā§āϧ⧠âportal ownerâ āύāύâlegal traderāĻ āĻšāĻŦā§āύāĨ¤
đ§Š 3ī¸âŖ BUSINESS MODEL â âDigital Barabazar Engineâ
đ ° MODEL A: DIRECT TRADING (Turnover Builder)
đ Seller (Farmer / Supplier)
⥠Barabazar Pvt Ltd
⥠Buyer (Asit Dadu / Raja Da / Palas Da)
â
Invoice āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāύāĻŋāϰ
â
GST turnover āĻāĻĒāύāĻžāϰ
â
Margin āĻāĻŽ (0.25â1%)
đ Turnover machine
đ ą MODEL B: MARKETPLACE COMMISSION (Scalable)
đ Seller
⥠Buyer
⥠Platform: Barabazar.in
đ° Commission: 0.5â2%
đ Platform fee invoice
â
Less risk, high scalability
đ āĻāĻāĻžāύ⧠turnover platform fee-āĻāϰ āĻāĻĒāϰ āĻšāĻŦā§, āĻāĻŋāύā§āϤ⧠valuation āĻŦāĻžāĻĄāĻŧāĻŦā§
đĨī¸ 4ī¸âŖ DIGITAL PLATFORM â BASIC FIRST (MVP)
Phase-1 (3 āĻŽāĻžāϏā§)
â Website (Web only)
â Modules:
Seller listing
Buyer requirement post
Phone-based negotiation
Admin-approved deals
đ No instant payment
đ No live price initially
đ§ Think: IndiaMART + WhatsApp + CA discipline
Phase-2 (6â12 āĻŽāĻžāϏ)
â Buyer dashboard
â Seller KYC
â Order tracking
â Invoice download
â Ledger system
đ 5ī¸âŖ BARABAZAR MODEL â REAL MARKET â DIGITAL
| Traditional Barabazar | Digital Version |
|---|---|
| Dalal / Aratdar | Verified Seller |
| Buyer walking | Buyer requirement post |
| Negotiation voice | Chat / Call |
| Cash/udhar | Bank + GST |
| Ledger khata | Online ledger |
â
Feel same
â
Accounting clean
đ¤ 6ī¸âŖ VOLUME PLAY â OWN SHAREHOLDERS = POWER USERS
āϏāĻŦ shareholder-āĻĻā§āϰ āĻāύā§āϝ rule:
đ Board Resolution + Agreement
Yearly minimum trade via Barabazar Pvt Ltd
Bypass allowed āύāĻž
Price parity clause
đ§ āĻāĻžāϰāĻŖ:
âOwner āĻšāϞā§, volume dena āĻŦāĻžāϧā§āϝāϤāĻžāĻŽā§āϞāĻâ
𧨠ONE-LINE STRATEGY
Barabazar Private Limited = India-āϰ Local B2B Trading Volume āĻā§ Digital, Compliant & Scalable āĻāϰāĻžāĨ¤
āϏāĻŦ partner-āϰāĻž owner, āϏāĻŦ trade barabazar (Pvt Ltd) āĻāϰ āĻŽāĻžāϧā§āϝāĻŽā§ pass, margin āĻāĻŽ āĻāĻŋāύā§āϤ⧠turnover āĻŦāĻŋāĻļāĻžāϞ â āĻāĻāĻĻāĻŽ legal, scalable & IPO-ready
āĻŦā§āĻāϞāĻžāĻŽ đ āĻāĻĒāύāĻžāϰ āĻŽā§āϞ āϞāĻā§āώā§āϝ āĻšāϞ⧠â đ āĻāϞāĻžāĻĻāĻž āĻāϞāĻžāĻĻāĻž āĻŦā§āϝāĻŦāϏāĻž (gold, sarisa oil, dhan, pat, til āĻāϤā§āϝāĻžāĻĻāĻŋ) āϝā§āĻā§āϞā§āϰ āĻŦāϰā§āϤāĻŽāĻžāύ yearly turnover ~âš10 āĻā§āĻāĻŋ, đ āϏāĻŦāĻžāĻāĻā§ āĻāĻ āĻāĻžāϤāĻžāϰ āύāĻŋāĻā§ āĻāύ⧠đ āĻāĻāĻāĻž Pvt Limited âTrading Hubâ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻŽāĻžāϧā§āϝāĻŽā§ legal āĻāĻžāĻŦā§ trading volume pass āĻāϰāĻžāύ⧠đ āϝāĻžāϤ⧠company turnover āĻĻā§āϰā§āϤ āĻŦāĻžā§ā§, credibility āĻŦāĻžā§ā§, future-āĻ funding / IPO āϏāĻŽā§āĻāĻŦ āĻšā§āĨ¤ āύāĻŋāĻā§ āĻāĻŽāĻŋ step-by-step, legally safe, scalable Roadmap āĻĻāĻŋāϞāĻžāĻŽ đ
â STEP 1 : HOLDING / CENTRAL TRADING COMPANY āϤā§āϰāĻŋ āĻāϰā§āύ
đ¯ Company Type
đ Private Limited Company
đ Nature: Aggregator + Trader (No Manufacturing Initially)
āĻāĻĻā§āĻĻā§āĻļā§āϝ
āĻ āύā§āϝ āϏāĻŦāĻžāĻ (Asit Dadu, Raja Da, Palas Da) â āĻāĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ shareholder
āϤāĻžāĻĻā§āϰ raw material requirement / finished goods āĻāĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻŽāĻžāϧā§āϝāĻŽā§ āĻā§āύāĻž-āĻŦā§āĻāĻž āĻšāĻŦā§
đ§ Think of this company as:
âB2B Trading & Procurement Engineâ
â STEP 3 : TRADE FLOW STRUCTURE (āϏāĻŦāĻā§āϝāĻŧā§ āĻā§āϰā§āϤā§āĻŦāĻĒā§āϰā§āĻŖ)
đ LEGAL VOLUME PASS MODEL
āĻāĻĻāĻžāĻšāϰāĻŖ 1: Sarisa / Til / Dhan / Pat
1ī¸âŖ Farmer / Primary Seller
đ āĻŽāĻžāϞ āĻŦāĻŋāĻā§āϰāĻŋ āĻāϰāĻŦā§ â āĻāĻĒāύāĻžāϰ Pvt Ltd-āĻā§2ī¸âŖ Pvt Ltd
đ āĻŦāĻŋāϞ āĻāĻžāĻāĻŦā§
đ GST āĻāύāĻā§ā§āϏ
đ Payment (Bank/NEFT)3ī¸âŖ Pvt Ltd
đ āĻāĻŦāĻžāϰ āĻŦāĻŋāĻā§āϰāĻŋ āĻāϰāĻŦā§ â Raja Da / Palas Da Unit-āĻā§đ Result:
âš10 āĻā§āĻāĻŋ+ turnover Pvt Ltd-āĻāϰ āĻāĻžāϤāĻžāϝāĻŧ
GST compliant
Audit safe
āĻāĻĻāĻžāĻšāϰāĻŖ 2: Gold Raw Material
1ī¸âŖ Approved Supplier
đ Gold / raw gold â Pvt Ltd2ī¸âŖ Pvt Ltd
đ Sell to Asit Daduâs Manufacturing Unitđ Even if margin āĻŽāĻžāϤā§āϰ 0.25%
⥠turnover count āĻšāĻŦā§ âšâ â â â ââ STEP 4 : PRICING MODEL (Low Margin, High Volume)
đ Margin āϰāĻžāĻā§āύ 0.25% â 1% max
Item Purchase Sale Margin Sarisa âš100 âš100.75 0.75% Dhan âš200 âš201 0.5% Gold âš50,00,000 âš50,10,000 0.2% đ¯ Goal = PROFIT āύāĻž, VOLUME + LEGAL BOOKING
â STEP 5 : GST + COMPLIANCE SETUP (Very Important)
â GST Registration (Multi-Commodity)
â Separate Bank Account
â Monthly:
GSTR-1
GSTR-3B
â Yearly:
Audit
ROC filing
â ī¸ Cash Avoid āĻāϰā§āύ
â 100% Bank channelâ STEP 6 : AGREEMENTS (Must Do)
āĻĒā§āϰāϤā§āϝā§āĻ strategic partner āĻāϰ āϏāĻžāĻĨā§ āĻāϰā§āύ:
đ 1. Trading Agreement
Minimum yearly volume commitment
Purchase / Sale routing only via Pvt Ltd
đ 2. Shareholder Agreement
Exit clause
No bypass trading
Board rights
Lock-in period (Minimum 3â5 years)
â STEP 8 : FUTURE SCALE OPTION
Year 2â3 āĻ:
â Export Import Code (IEC)
â Government tenders
â Warehouse + cold storage tagging
â Separate Manufacturing SPV laterYear 5+
â Convert to Public Ltd
â SME IPO Planâ ī¸ WHAT NOT TO DO (Common Mistakes)
â Fake invoice
â Circular trading without physical movement
â Cash adjustment
â Margin artificially inflate āĻāϰāĻžāϏāĻŦ āĻāĻŋāĻā§ Real + Explainable āĻšāϤ⧠āĻšāĻŦā§āĨ¤
â SUMMARY (One-Line Strategy)
āϏāĻŦ partner-āϰāĻž owner, āϏāĻŦ trade Kaplan (Pvt Ltd) āĻāϰ āĻŽāĻžāϧā§āϝāĻŽā§ pass, margin āĻāĻŽ āĻāĻŋāύā§āϤ⧠turnover āĻŦāĻŋāĻļāĻžāϞ â āĻāĻāĻĻāĻŽ legal, scalable & IPO-ready.
Moment :27-11-2025
â āϏā§āϰāĻž āĻ āĻĒāĻļāύ (ā§§ āϞāĻŋāĻāĻžāϰ āϤā§āϞā§āϰ āĻāύā§āϝ)
đš Liquid / Oil Packing Machine â Vertical Form Fill Seal (VFFS)
(Servo / Pneumatic Model)
āĻā§āύ āĻāĻāĻž āύā§āĻŦā§āύ â
ā§§ āϞāĻŋāĻāĻžāϰ (1000 ml) āĻĒāϰā§āϝāύā§āϤ āϤā§āϞ āĻĒā§āϝāĻžāĻāĻŋāĻ āϏāĻžāĻĒā§āϰā§āĻ
āϏāϰā§āώā§āϰ āϤā§āϞā§āϰ āĻŽāϤ⧠viscous liquid āĻāϰ āĻāύā§āϝ design āĻāϰāĻž
Auto pouch forming + filling + sealing
Food-grade SS 304 contact parts
Leakage āĻāĻŽ, sealing strong
đ Nichrome-āĻ āϝā§āϏāĻŦ āύāĻžāĻŽ/āĻā§āϝāĻžāĻāĻžāĻāϰāĻŋāϤ⧠āĻĒāĻžāĻŦā§āύ
IndiaMART-āĻ Nichrome-āĻāϰ āĻŽāϧā§āϝ⧠āĻāĻ āĻāĻžāĻāĻĒ āĻĻā§āĻāĻŦā§āύđ
(āύāĻžāĻŽ āϏāĻžāĻŽāĻžāύā§āϝ āĻāĻĻāĻŋāĻ-āĻāĻĻāĻŋāĻ āĻšāϤ⧠āĻĒāĻžāϰā§)
Automatic Liquid Packaging Machine
Oil Pouch Packing Machine
Servo Auger / Liquid Filling VFFS Machine
Overhead Tank + Pump based Liquid Filler
đ Seller-āĻā§ āĻŦāϞāĻŦā§āύ:
âMustard oil, 1 litre pouch, food grade, VFFS automatic machine requiredâ
đ° āĻāύā§āĻŽāĻžāύāĻŋāĻ āĻĻāĻžāĻŽ (2025 āĻ āύā§āϝāĻžāϝāĻŧā§)
| āĻāĻžāĻāĻĒ | āĻĻāĻžāĻŽ (âš) |
|---|---|
| Semi-Automatic | 3.5 â 5.5 āϞāĻā§āώ |
| Fully Automatic (Nichrome) | 7 â 12 āϞāĻā§āώ |
đ¸ Brand, speed (packs/min), servo system āĻ āύā§āϝāĻžāϝāĻŧā§ āĻĻāĻžāĻŽ āĻŦāĻĻāϞāĻžāĻŦā§āĨ¤
āĻļā§āϧ⧠West Bengal origin āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻāĻžāύ â āϝāĻžāϰāĻž oil / liquid / pouch packing machine āϏāϰāĻŦāϰāĻžāĻš āĻāϰ⧠āĻŦāĻž manufacture/assemble āĻāϰā§āĨ¤ āύāĻŋāĻā§ West Bengalâbased (Kolkata āĻ āĻāĻļāĻĒāĻžāĻļ)
â West Bengal Origin Packing Machine Companies
đš Shree Bhagwati Machtech â Kolkata Office
Oil & liquid pouch packing machine supply
WB-āϤ⧠service + installation support āĻĒāĻžāĻā§āĻž āϝāĻžā§
500 ml â 1 litre edible/mustard oil support
đš S. K. Packaging Machines â Howrah / Kolkata
Small & medium scale liquid pouch packing machine
Semi-automatic + automatic āĻĻā§āĻā§āĻ
Local fabrication â cost āĻāĻŽ
đš Jyoti Packaging â Kolkata
Liquid & oil pouch packing
Mustard oil, refined oil āĻāϰ āĻāύā§āϝ suitable
SSI/MSME unit â negotiation scope āĻŦā§āĻļāĻŋ
đš Newpack Automation â Kolkata
Pouch packing + liquid filling system
1 litre edible oil pouch feasible
After-sales service WB-āϤ⧠available
đš Packman Industries â Howrah
Local manufacturer / assembler
ā¤āĨā¤āĨ budget-āĻāϰ āĻāύā§āϝ āĻāĻžāϞā§
Spare parts āϏāĻšāĻā§ āĻŽā§āϞā§
đš S. R. Packaging Solutions â Durgapur / Bardhaman side
Agro & oil business focused
Semi-automatic oil pouch machine āĻŦā§āĻļāĻŋ āĻāϞā§
Transport + installation āϏāĻšāĻ
â āĻā§āύ West Bengal origin āύā§āĻā§āĻž āĻāĻžāϞā§
â Service delay āĻāĻŽ
â Breakdown āĻšāϞ⧠same day visit
â Transport cost āĻāĻŽ
â Local language support (Bengali / Hindi)
đ āĻā§ āĻŦāϞ⧠enquiry āĻĻā§āĻŦā§āύ (important)
āĻāĻĒāύāĻŋ āϝāĻžāĻā§ contact āĻāϰāĻŦā§āύ, āĻāĻ āϞāĻžāĻāύāĻāĻž āĻŦāϞāĻŦā§āύ đ
âMustard oil pouch packing machine â 1 litre, food-grade SS contact part, leakage-proof sealing, WB installation & service requiredâ
đ° WB-based āĻāύā§āĻŽāĻžāύāĻŋāĻ āĻāϰāĻ
| Machine Type | Price Range |
|---|---|
| Semi-Automatic | âš2.5 â 4.5 āϞāĻā§āώ |
| Automatic (Local build) | âš5 â 7 āϞāĻā§āώ |
Â
â āĻāĻŋāĻā§ āĻŦāĻŋāĻāϞā§āĻĒ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ / āĻŽā§āĻļāĻŋāύ āϏāĻžāĻĒā§āϞāĻžā§āĻžāϰ
| āĻā§āĻŽā§āĻĒāĻžāύāĻŋ / āĻŦā§āϰā§āϝāĻžāύā§āĻĄ | āĻā§āύ āĻāĻĒāϝā§āĻā§āϤ / āĻā§ āϏā§āĻŦāĻŋāϧāĻž |
|---|---|
| Green World Automations (Chennai) | Automatic oil pouch packing machine āĻĻāĻŋā§ā§ 500mlâ1000ml āĻĒāϰā§āϝāύā§āϤ āĻĒā§āϝāĻžāĻāĻŋāĻāĨ¤ ā§§ āϞāĻŋāĻāĻžāϰ āĻĒā§āϝāĻžāĻāĻŋāĻāĻ āϏāĻŽā§āĻāĻŦāĨ¤ greenworldautomations.com+1 |
| Unity Machinery (Ahmedabad) | Mustard / edible oil pouch-packing machine, āϤāĻŋāύ-side seal, 1000 ml capacity, 1000â1500 pouch/hour āĻĒāϰā§āϝāύā§āϤāĨ¤ unitymachinery.com |
| Haitel Packaging Industries (Prayagraj/UP) | ā§§ āϞāĻŋāĻāĻžāϰ āĻĒāϰā§āϝāύā§āϤ edible-oil pouch packing machine supply āĻāϰ⧠â food-grade stainless steel contact, automatic packing. haitelpackaging.com |
| Superior Pack (Pondicherry) | Automatic pouch-packing machines, edible oil packing options, āĻŦāĻŋāĻļā§āώ āĻāϰ⧠small-scale āĻŦāĻž medium scale business āĻāύā§āϝ āĻāĻĒāϝā§āĻā§āĨ¤ superiorpack.in+1 |
| Esskay Machine (Central India) | Oil pouch packing machine supply āĻāϰā§; 200 āĻŽāĻŋāϞāĻŋ āĻĨā§āĻā§ 1000 āĻŽāĻŋāϞāĻŋ āĻĒāϰā§āϝāύā§āϤ filling capacityāĨ¤ esskaymachine.com |
āĻāĻžāϞ⧠â āύāĻŋāĻā§ ā§Ģ-ā§§ā§ĻāĻāĻž āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āϤāĻžāϞāĻŋāĻāĻž āĻĻāĻŋāĻā§āĻāĻŋ āϝāĻžāϰāĻž āĻāĻžāϰāϤā§āϰ edible-oil / āϤā§āϞ / liquid-packing / pouch-packing Ų Ø§Ø´ÛŲāĻŋ āĻŦāĻžāύāĻžā§āĨ¤ āĻāĻĒāύāĻŋ āϏāϰā§āώ⧠āϤā§āϞ (mustard oil) āĻŦāĻž edible-oil āĻĒā§āϝāĻžāĻā§āĻāĻŋāĻ-āĻāϰ āĻāύā§āϝ āĻāĻĻā§āϰ āϏāĻā§āĻā§ āϝā§āĻāĻžāϝā§āĻ āĻāϰāϤ⧠āĻĒāĻžāϰā§āύāĨ¤
â āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻ āϏāϰāĻŦāϰāĻžāĻšāĻāĻžāϰ⧠(Packing Machine Suppliers in India)
| āĻā§āĻŽā§āĻĒāĻžāύāĻŋ / āϏāĻžāĻĒā§āϞāĻžā§āĻžāϰ | āĻŽā§āϞ āϤāĻĨā§āϝ / Contact (āϝāĻĻāĻŋ āĻĒāĻžāĻā§āĻž āϝāĻžā§) |
|---|---|
| Green World Automations (Chennai) | Automatic oil-pouch packing machine, 500 mlâ1000 ml āĻĒāϰā§āϝāύā§āϤ āĻĒā§āϝāĻžāĻāĻŋāĻāĨ¤ Tel: +91-8047303832 greenworldautomations.com+1 |
| Neelkanth Packaging Machinery (Ahmedabad) | Oil pouch packing machine, 200 ml to 1 litre capacity, side-seal / center-seal optionāĨ¤ neelkanthmachinery.in |
| BLENZOR Machines (Mumbai) | Edible oil pouch packing machine, 200 ml to 1 L pouch supportāĨ¤ blenzormachines.com |
| New Tech Industries (Ahmedabad) | Automatic three-side seal liquid-pouch packer, up to 1 litre packing capacityāĨ¤ newtechindustriesindia.com |
| Superior Pack (Pondicherry / Tamil Nadu) | Automatic pouch-packing machines â edible oil/liquid packing supportāĨ¤ superiorpack.in |
| VIP Machineries (Cuddalore, Tamil Nadu) | Grocery & packing machines; edible-oil packing-machine āĻŦāĻžāύāĻžā§ (āϝThough capacity small āĻšāϤ⧠āĻĒāĻžāϰā§, 100 ml āϧāϰāĻž āĻŦā§āĻā§ āĻĻā§āĻā§āĻž āĻšā§ā§āĻā§)āĨ¤ vipmachineries.com |
| Torq Packaging Solution (Ahmedabad) | Oil-pouch packing machine supplier āĻšāĻŋāϏā§āĻŦā§ āϤāĻžāϞāĻŋāĻāĻžāĻā§āĻā§āϤ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāĨ¤ ExportersIndia+1 |
| Creativeflex Engineering & Exports (Hyderabad) | Edible-oil / pouch-packing machine supplier āĻšāĻŋāϏā§āĻŦā§ supplier-list-āĻ āĻāĻā§āĨ¤ ExportersIndia |
đ āĻāĻŋāĻā§ āĻĒāϰāĻžāĻŽāϰā§āĻļ / āĻā§āĻāĻžāĻŦā§ āĻāĻā§āĻŦā§āύ
āĻāĻĒāύāĻŋ āĻāĻĻā§āϰāĻā§ āϞāĻŋāĻā§āύ āĻŦāĻž āĻĢā§āύ āĻāϰ⧠āĻŦāϞā§āύ â āĻāĻĒāύāĻŋ âmustard / edible oil, 1 litre pouch packing machine, food-grade SS, auto VFFS / pouch machineââāϰā§āĻā§ā§ā§āϏā§āĻ āĻāϰāĻā§āύāĨ¤ āĻāϤ⧠āĻŦāĻŋāĻā§āϰā§āϤāĻž āĻāĻĒāύāĻžāϰ āĻĒā§āϰā§ā§āĻāύ āĻŦā§āĻā§ āϏāĻšāĻā§ quote āĻĻāĻŋāĻŦā§āĨ¤
āϝā§āĻšā§āϤ⧠āĻāĻĒāύāĻŋ āĻĒāĻļā§āĻāĻŋāĻŽāĻŦāĻā§āĻ (āĻŦāĻž āĻāĻžāĻāĻžāĻāĻžāĻāĻŋ) āĻĨā§āĻā§ āĻļā§āϰ⧠āĻāϰāϤ⧠āĻāĻžāύ â āϝā§āϏāĻŦ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻĻāĻā§āώāĻŋāĻŖ āĻŦāĻž āĻĒāĻļā§āĻāĻŋāĻŽ āĻāĻžāϰāϤ⧠(Ahmedabad, Chennai, MumbaiâĻ) āĻāĻā§, āĻāĻā§ āϤāĻžāĻĻā§āϰ capacity, freight/delivery cost, installation-support āĻā§āύ⧠āύāĻŋāύāĨ¤
āĻāĻāĻžāϧāĻŋāĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻĨā§āĻā§ quote + machine-spec sheet + delivery/installation cost āύāĻŋāύ â āϤāĻžāϰāĻĒāϰ āϝā§āĻāĻž āĻāĻĒāϝā§āĻā§ āĻšāĻŦā§ āϏā§āĻāĻž āĻŦā§āĻā§ āύāĻŋāύāĨ¤
Moment :26-11-2025
āύā§āĻā§ āĻāĻŽāĻŋ āĻāĻāĻĻāĻŽ āĻĒāϰāĻŋāώā§āĻāĻžāϰāĻāĻžāĻŦā§ Public Limited Company (Limited) āĻāϰāĻžāϰ āĻĒā§āϰā§āĻŖ āϰā§āĻĄāĻŽā§āϝāĻžāĻĒ āĻĻāĻŋāĻā§āĻāĻŋāĨ¤
āĻšā§āϝāĻžāĻ, āĻāĻĒāύāĻŋ āĻĒā§āϰāĻĨāĻŽ āĻĻāĻŋāύ āĻĨā§āĻā§āĻ āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāĻā§ âLimitedâ (PUBLIC LIMITED COMPANY) āĻšāĻŋāϏā§āĻŦā§ āϰā§āĻāĻŋāϏā§āĻāĻžāϰ āĻāϰāϤ⧠āĻĒāĻžāϰāĻŦā§āύ â āĻāĻāĻĻāĻŽ āĻļā§āϰā§āϤā§āĻāĨ¤ India-āϤ⧠Pvt Ltd āĻŦāĻž Public LtdâāĻĻā§āĻā§āĻ āĻļā§āϰ⧠āĻĨā§āĻā§ āϰā§āĻāĻŋāϏā§āĻāĻžāϰ āĻāϰāĻž āϝāĻžāϝāĻŧāĨ¤
Â
āύā§āĻā§ āĻāĻŽāĻŋ āĻāĻāĻĻāĻŽ āĻĒāϰāĻŋāώā§āĻāĻžāϰāĻāĻžāĻŦā§ Public Limited Company (Limited) āĻāϰāĻžāϰ āĻĒā§āϰā§āĻŖ āϰā§āĻĄāĻŽā§āϝāĻžāĻĒ āĻĻāĻŋāĻā§āĻāĻŋāĨ¤
â PUBLIC LIMITED COMPANY āĻļā§āϰā§āϤ⧠āϰā§āĻāĻŋāϏā§āĻāĻžāϰ āĻāϰāϤ⧠āϝ⧠āĻļāϰā§āϤ āϞāĻžāĻāĻŦā§
â ā§§) Minimum 3 Directors
3 āĻāύ director āϞāĻžāĻāĻŦā§ (āĻāĻĻā§āϰ āĻŽāϧā§āϝ⧠1 āĻāύ Indian resident compulsory)
â ⧍) Minimum 7 Shareholders
Director = shareholder āĻšāϤ⧠āĻĒāĻžāϰā§
āϤāĻžāĻ family + friends āĻŽāĻŋāϞāĻŋāϝāĻŧā§āĻ āĻāϰāĻž āϝāĻžāϝāĻŧ
â ā§Š) Name Approval from MCA (RUN/Part-A SPICe+)
â ā§Ē) Authorized Capital
Minimum capital āĻāĻāύ âš1 āĻšāϞā§āĻ āĻāϞā§
āĻāĻŋāύā§āϤ⧠āĻ āύā§āĻā§āĻ âš1â10 lakh āϰāĻžāĻā§āύ
â ā§Ģ) DSC + DIN mandatory
Digital Signature Certificate āĻĒāϰāĻŋāĻāĻžāϞāĻāϰāĻž āĻāϰāĻŦā§āύ
DIN āĻāĻĒā§āύ āĻšāĻŦā§ SPICe+ form āĻ
đ FULL ROADMAP â PUBLIC LIMITED COMPANY SETUP PROCESS
đĻ STEP 1 â Company Name Reservation (2â3 days)
āĻāĻĒāύāĻžāϰ āĻĒāĻāύā§āĻĻā§āϰ 2āĻāĻŋ āύāĻžāĻŽ āĻĻāĻŋāύ:
Example:
DALUI INDUSTRIES LIMITED
DALUI FOODS LIMITED
ROC approve āĻāϰāϞ⧠āĻāĻĒāύāĻŋ âLIMITEDâ āύāĻžāĻŽ āĻŦā§āϝāĻŦāĻšāĻžāϰ āĻāϰāϤ⧠āĻĒāĻžāϰāĻŦā§āύāĨ¤
đĻ STEP 2 â DSC (Digital Signature) Apply (1 day)
āϏāĻŦ director-āĻāϰ DSC āĻŦāĻžāύāĻžāϤ⧠āĻšāĻŦā§āĨ¤
Aadhar + PAN āϞāĻžāĻāĻŦā§āĨ¤
đĻ STEP 3 â Document Prepare
Directors PAN, Aadhar
Address Proof
Utility Bill
Rent Agreement (āĻ āĻĢāĻŋāϏ āĻāĻžāĻĄāĻŧāĻž āĻšāϞā§)
NOC (owner āĻĨā§āĻā§)
MOA (Memorandum)
AOA (Articles)
đĻ STEP 4 â SPICe+ Form Fill-up (MCA portal)
āĻāĻāĻžāύ⧠āĻĨāĻžāĻāĻŦā§:
â DIN allocation
â Shareholder details
â Authorized/Paid-up capital
â Registered office details
â MOA + AOA upload
â Stamp duty payment
đĻ STEP 5 â Certificate of Incorporation (COI) Issue
ROC approve āĻāϰāϞ⧠āĻāĻĒāύāĻŋ āĻĒāĻžāĻŦā§āύ:
COI (Certificate of Incorporation)
Corporate Identification Number (CIN)
Your company name: XYZ LIMITED
đĻ STEP 6 â Bank Account Opening
âXYZ LIMITEDâ āύāĻžāĻŽā§ āĻŦā§āϝāĻžāĻāĻ āĻ ā§āϝāĻžāĻāĻžāĻāύā§āĻ āĻā§āϞāĻŦā§āύāĨ¤
đĻ STEP 7 â Commencement of Business (INC-20A)
āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻāĻžāϞ⧠āĻāϰāϤ⧠āĻāĻ āĻĢāϰā§āĻŽ filing compulsoryāĨ¤
đ āϏāĻžāϰāĻžāĻŦāĻāϰā§āϰ Compliance (Public Limited-āĻāϰ āĻāύā§āϝ)
āĻāĻā§āϞ⧠Pvt Ltd āĻā§āϝāĻŧā§ āĻāĻāĻā§ āĻŦā§āĻļāĻŋ:
â Quarterly board meetings
â Annual audit
â Annual Filing (AOC-4, MGT-7)
â Maintain registers
â Director KYC
â Pvt Ltd āĻŦāύāĻžāĻŽ Limited â āĻā§āύāĻāĻž āĻŦā§āĻā§ āύā§āĻŦā§āύ āĻļā§āϰā§āϤā§?
Public Limited (Limited) āĻāĻĒāϝā§āĻā§āϤ āϝāĻĻāĻŋâ
āĻāĻŦāĻŋāώā§āϝāϤ⧠SME IPO āĻŦāĻž Mainboard IPO āĻāϰāϤ⧠āĻāĻžāύ
āĻŦāĻĄāĻŧ scale business
investor āĻāύāĻŦā§āύ
āύāĻžāĻŽā§āϰ credibility āĻāĻžāύ (âLimitedâ āĻļāĻŦā§āĻĻā§āϰ āĻĒā§āϰā§āϏā§āĻāĻŋāĻ)
Private Limited (Pvt Ltd) āĻāĻĒāϝā§āĻā§āϤ āϝāĻĻāĻŋâ
Small/medium level business
Compliance āĻāĻŽ āĻāĻžāĻ
Directors 2 āĻāύāĻ āϝāĻĨā§āώā§āĻ
đ¯ āĻāĻŽāĻžāϰ āĻĒāϰāĻžāĻŽāϰā§āĻļ (Practical)
āϝāĻĻāĻŋ āĻāĻĒāύāĻžāϰ āĻāĻŦāĻŋāώā§āϝāϤ⧠IPO āĻŦāĻž āĻŦāĻĄāĻŧ scale plan āĻĨāĻžāĻā§â
đ Public Limited (Straight âLimitedâ Company) āϰā§āĻāĻŋāϏā§āĻāĻžāϰ āĻāϰāĻžāĻ āϏā§āϰāĻžāĨ¤
āĻāϰ āϝāĻĻāĻŋ simple āĻļā§āϰ⧠āĻāϰāϤ⧠āĻāĻžāύâ
đ Pvt Ltd āĻāϰā§āύ, āĻĒāϰ⧠Public Ltd-āĻ convert āĻāϰāĻž āϝāĻžāϝāĻŧāĨ¤
Â
āϝāĻĻāĻŋ āĻāĻĒāύāĻŋ Agriculture / Agro-based PUBLIC LIMITED COMPANY (Ltd) āĻāϰā§āύ, āϤāĻžāĻšāϞ⧠āϏāϰāĻāĻžāϰ āĻĨā§āĻā§ āĻ āύā§āĻ āϏā§āĻŦāĻŋāϧāĻž āĻĒāĻžāĻāϝāĻŧāĻž āϝāĻžāϝāĻŧâāĻŦāĻŋāĻļā§āώ āĻāϰ⧠subsidy, loan, tax benefit, marketing support āĻāϤā§āϝāĻžāĻĻāĻŋāĨ¤
āύāĻŋāĻā§ āĻā§āύā§āĻĻā§āϰā§āϝāĻŧ āϏāϰāĻāĻžāϰ + āϰāĻžāĻā§āϝ (West Bengal āϧāϰā§)âāĻĻā§āĻā§āϰ āϏā§āĻŦāĻŋāϧāĻž āϏāĻšāĻ āĻāĻžāώāĻžāϝāĻŧ āĻĻāĻŋāϞāĻžāĻŽāĨ¤
đž AGRICULTURE LIMITED COMPANY āĻāϰāϞ⧠āϏāϰāĻāĻžāϰāĻŋ āϏā§āĻŦāĻŋāϧāĻž
â 1ī¸âŖ Income Tax āϏā§āĻŦāĻŋāϧāĻž (āϏāĻŦāĻā§āϝāĻŧā§ āĻŦāĻĄāĻŧ āϞāĻžāĻ)
đš āĻāĻŋāĻā§ agri-income āĻĒā§āϰā§āĻĒā§āϰāĻŋ Tax Free
āϝāĻĻāĻŋ āĻāĻĒāύāĻžāϰ āĻāĻžāĻ āĻšāϝāĻŧ:
āĻāĻžāώ (cultivation)
Crop growing
Primary processing (cleaning, grading, drying)
đ āĻāĻ āĻ āĻāĻļā§āϰ income tax-free āĻšāϤ⧠āĻĒāĻžāϰā§āĨ¤
â ī¸ āϤāĻŦā§â
Trading / Processing / Export āĻšāϞ⧠corporate tax āĻĒā§āϰāϝā§āĻā§āϝ
āĻāĻŋāύā§āϤ⧠proper structuring āĻāϰāϞ⧠tax āĻ āύā§āĻ āĻāĻŽāĻžāύ⧠āϝāĻžāϝāĻŧ
â 2ī¸âŖ Government Subsidy (Capital + Machinery + Infra)
āĻāĻĒāύāĻŋ subsidy āĻĒā§āϤ⧠āĻĒāĻžāϰā§āύ:
â Cold Storage
â Warehouse / Godown
â Food Processing Unit
â Packaging / Sorting Unit
â Solar pump / irrigation
đ Subsidy āϏāĻžāϧāĻžāϰāĻŖāϤ:
35%â50% āĻĒāϰā§āϝāύā§āϤ (project cost āĻāϰ āĻāĻĒāϰ)
Agro + rural area āĻšāϞ⧠chance āĻŦā§āĻļāĻŋ
â 3ī¸âŖ Low Interest Business Loan (Priority Sector)
Agro business = Priority Sector Lending
â Bank loan āϏā§āĻĻā§āϰ āĻšāĻžāϰ āĻāĻŽ
â Collateral-free loan (limit āĻĒāϰā§āϝāύā§āϤ)
â Working capital āϏāĻšāĻā§
đ Public Limited + Agri = Bank-āĻāϰ āĻā§āĻā§ safe borrower
â 4ī¸âŖ PMFME / FPO / Agri schemes āĻāϰ āϏā§āĻŦāĻŋāϧāĻž
āĻāĻĒāύāĻŋ access āĻāϰāϤ⧠āĻĒāĻžāϰāĻŦā§āύ:
Farmer-linked business incentives
Branding & marketing support
Export promotion help
Training + consultancy subsidy
đ Limited company āĻšāϞ⧠approval āϏāĻšāĻ āĻšāϝāĻŧāĨ¤
â 5ī¸âŖ GST āϏā§āĻŦāĻŋāϧāĻž (āĻ āύā§āĻ agri products GST-free)
āĻ
āύā§āĻ agricultural items:
â Unbranded â GST NIL
â Raw form â GST NIL
âĄī¸ Result:
Pricing competitive
Working capital pressure āĻāĻŽ
â 6ī¸âŖ Export āϏā§āĻŦāĻŋāϧāĻž (APEDA + Govt Support)
Agro export āĻāϰāϞā§:
Market development assistance
Export documentation support
International buyer connect
Sometimes freight subsidy
đ Limited company āĻšāϞ⧠export registration trust āĻŦā§āĻļāĻŋ āĻĒāĻžāϝāĻŧāĨ¤
â 7ī¸âŖ Government Tender & PSU Supply
Agri Limited Company āĻšāϞā§:
â Govt tender eligible
â PSU / State supplies
â MDM / ICDS / PDS supply (condition-based)
â 8ī¸âŖ Startup + MSME Benefits (Optional but Powerful)
Agri-tech / Processing / Supply-chain āĻšāϞā§:
Startup recognition possible
MSME registration
Patent/branding fee rebate
Faster approvals
đ SUMMARY: Agricultur Limited Company = Double Benefit
| āĻĻāĻŋāĻ | āϏā§āĻŦāĻŋāϧāĻž |
|---|---|
| Tax | Partial / Full exemption possible |
| Loan | Low interest, priority sector |
| Subsidy | 35%â50% |
| GST | NIL / Low |
| Export | Govt support |
| Trust | Very high |
| IPO future | â Possible |
đ¯ Practical Reality (āϏāϤā§āϝ āĻāĻĨāĻž)
āϏāϰāĻāĻžāϰ āĻāĻžāĻāĻž āϤāĻāύāĻ āĻĻā§āϝāĻŧ āϝāĻāύ:
â
Proper structure
â
Clean audit
â
Correct scheme apply
â
Ground-level business āĻĨāĻžāĻā§
âPaper companyâ-āĻā§ subsidy āĻĻā§āϝāĻŧ āύāĻžāĨ¤
â Final Advice (āĻāĻĒāύāĻžāϰ future IPO + Big scale plan āĻ āύā§āϝāĻžāϝāĻŧā§)
đ AGRICULTURE / AGRO INDUSTRIES LIMITED
āϏāĻŦāĻā§āϝāĻŧā§ smart structure āϝāĻĻāĻŋ āĻāĻĒāύāĻŋ āĻāĻžāύ:
Big turnover
Govt + bank support
Future SME IPO
āĻāĻĒāύāĻŋ āĻāĻžāĻāϞ⧠āĻāĻŽāĻŋ:
â āĻāĻĒāύāĻžāϰ business āĻ
āύā§āϝāĻžāϝāĻŧā§ exact schemes list
â Tax-free vs taxable income split plan
â Agri Ltd company name suggestion
â Subsidy + loan roadmap (step-by-step)
Moment :25-11-2025
āĻāĻĒāύāĻŋ āĻā§āύ Private Limited Company āĻāϰāĻŦā§āύ, āĻā§āύ Partnership āĻāϰāĻŦā§āύ, āĻāĻŦāĻ āĻā§āĻĨāĻžāϝāĻŧ āĻā§āϝāĻžāĻā§āϏ āϏā§āĻāĻŋāĻ āĻŦā§āĻļāĻŋ āĻšāĻŦā§âāĻāĻĒāύāĻžāϰ āĻŽāϤ⧠āĻāĻĻā§āϝā§āĻā§āϤāĻžāĻĻā§āϰ āĻāύā§āϝ āĻŦāĻžāϏā§āϤāĻŦ āĻāĻĻāĻžāĻšāϰāĻŖāϏāĻšāĨ¤
â 1. āĻā§āύ Private Limited Company āĻāϰāĻŦā§āύ (Pvt Ltd Advantages)
đš (A) āĻā§āϝāĻžāĻā§āϏ āϏā§āĻāĻŋāĻâFlat 22% Corporate Tax
Pvt Ltd āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϤ⧠(New Regime) āĻā§āϝāĻžāĻā§āϏ āϞāĻžāĻā§ āĻŽāĻžāϤā§āϰ 22%āĨ¤
â Profit āϝāϤāĻ āĻšā§āĻ āĻā§āϝāĻžāĻā§āϏ āĻŽāĻžāϤā§āϰ 22%
â Proper expense āĻĻā§āĻāĻžāϞ⧠taxable income āĻ
āύā§āĻ āĻāĻŽ āĻĻā§āĻāĻžāύ⧠āϝāĻžāϝāĻŧāĨ¤
Business āĻŦāĻĄāĻŧ āĻšāϞ⧠Pvt Ltd-āϤā§āĻ āĻŦā§āĻļāĻŋ āĻā§āϝāĻžāĻā§āϏ āϏā§āĻ āĻšāĻŦā§āĨ¤
đš (B) Liability āĻāĻŽ â āĻāĻĒāύāĻžāϰ personal property safe
āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āϝāĻĻāĻŋ āϞāϏ āĻāϰ⧠āĻŦāĻž āĻŽāĻžāĻŽāϞāĻž āĻšāϝāĻŧ,
â āĻāĻĒāύāĻžāϰ āύāĻŋāĻā§āϰ āĻŦāĻžāĻĄāĻŧāĻŋ/āĻŦā§āϝāĻžāĻāĻ āĻ
ā§āϝāĻžāĻāĻžāĻāύā§āĻ āĻā§āĻāĻāĻŋāϤ⧠āĻĨāĻžāĻā§ āύāĻžāĨ¤
â āĻĻāĻžā§ āĻļā§āϧ⧠āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰāĨ¤
đš (C) Funding, Investors, Bank Loan āύā§āĻāϝāĻŧāĻž āϏāĻšāĻ
Startup scale āĻāϰāϤ⧠āĻšāϞ⧠Pvt Ltd-āĻ best:
â Equity āĻĻāĻŋāϤ⧠āĻĒāĻžāϰāĻŦā§āύ
â Investors āύāĻŋāϤ⧠āĻĒāĻžāϰāĻŦā§āύ
â MSME loan āϏāĻšāĻ
đš (D) āĻāĻĒāύāĻŋ Salary āύāĻŋāϤ⧠āĻĒāĻžāϰāĻŦā§āύ (Tax Planning Possible)
Founder āĻšāĻŋāϏā§āĻŦā§ āĻāĻĒāύāĻŋ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻĨā§āĻā§
â Salary
â Director Remuneration
â Reimbursement āύāĻŋāϤ⧠āĻĒāĻžāϰāĻŦā§āύ
āĻāĻā§āϞā§ā§ individual tax slab āĻ āύā§āϝāĻžāϝāĻŧā§ āĻā§āϝāĻžāĻā§āϏ āĻāĻŽā§ āϝāĻžāϝāĻŧāĨ¤
đš (E) GST Refund, Export, TenderâāϏāĻŦ āϏāĻšāĻ
Pvt Ltd āĻ
â Export āĻāϰāϤ⧠āĻĒāĻžāϰāĻŦā§āύ
â Govt tender āύāĻŋāϤ⧠āĻĒāĻžāϰāĻŦā§āύ
â GST refund āĻā§āϞā§āĻāĻŽ āĻāϰāϤ⧠āĻĒāĻžāϰāĻŦā§āύ
â Pvt Ltd-āĻāϰ āĻ āϏā§āĻŦāĻŋāϧāĻž
â Compliance āĻŦā§āĻļāĻŋ (ROC filing, Audit mandatory)
â CA āĻāϰāĻ āĻŦā§āĻļāĻŋ (ā§§ā§Ģ,ā§Ļā§Ļā§Ļâā§Šā§Ļ,ā§Ļā§Ļā§Ļ/āĻŦāĻāϰ)
â Rules follow āĻāϰāϤ⧠āĻšāϝāĻŧ
đĨ 2. āĻā§āύ Partnership Firm āĻāϰāĻŦā§āύ?
â āϏāĻšāĻ āĻāĻŦāĻ āĻāĻŽ āĻāϰāĻā§ āĻļā§āϰ⧠āĻāϰāĻž āϝāĻžāϝāĻŧ
Registration fee āĻāĻŽ, paperwork āĻāĻŽāĨ¤
â āĻā§āϝāĻžāĻā§āϏâIndividual slab āĻ āύā§āϝāĻžāϝāĻŧā§
Partnership firm-āĻ āĻā§āϝāĻžāĻā§āϏ 30% flat + cess 4%
â āĻŽā§āĻ āĻā§āϝāĻžāĻā§āϏ āĻĒā§āϰāĻžā§ 31.2%
āĻāϤ⧠Pvt Ltd āĻā§ā§ā§ āĻā§āϝāĻžāĻā§āϏ āĻŦā§āĻļāĻŋāĨ¤
â Personal liability high
āϞāϏ āĻšāϞ⧠āĻŦāĻž āĻŽāĻžāĻŽāϞāĻž āĻšāϞā§
āĻāĻĒāύāĻžāϰ āύāĻŋāĻā§āϰ personal property āĻā§āĻāĻāĻŋāϤ⧠āĻĒāĻĄāĻŧā§āĨ¤
â Funding āĻŦāĻž investor āĻĒāĻžāĻāϝāĻŧāĻž āĻĒā§āϰāĻžāϝāĻŧ āĻ āϏāĻŽā§āĻāĻŦ
đĨ 3. āĻā§āύāĻāĻžāϤ⧠āĻā§āϝāĻžāĻā§āϏ āĻŦā§āĻļāĻŋ āĻŦāĻžāĻāĻāĻŦā§? (Practical Example)
āϧāϰā§āύ, āĻāĻĒāύāĻžāϰ āĻŦā§āϝāĻŦāϏāĻžāϰ profit = âš10,00,000
Partnership
āĻā§āϝāĻžāĻā§āϏ 30% â âš3,00,000
Private Limited Company
āĻā§āϝāĻžāĻā§āϏ 22% â âš2,20,000
âĄī¸ āĻĒā§āϰāϤāĻŋ ā§§ā§Ļ āϞāĻžāĻā§ âšā§Žā§Ļ,ā§Ļā§Ļā§Ļ āĻā§āϝāĻžāĻā§āϏ āĻŦāĻžāĻāĻā§ Pvt Ltd-āĻ
đ¯ Final Recommendation (āĻāĻĒāύāĻžāϰ āĻŽāϤ⧠smallâmedium business āĻāϰ āĻāύā§āϝ)
āϝāĻĻāĻŋâ
â Business āĻŦāĻĄāĻŧ āĻāϰāϤ⧠āĻāĻžāύ
â GST refund/Export/Investor future plan āĻĨāĻžāĻā§
â Personal liability āϏā§āĻĢ āϰāĻžāĻāϤ⧠āĻāĻžāύ
â āĻāĻāĻžāĻŽā§āϤ⧠SME IPO āĻāĻžāĻŦāĻā§āύ
âĄī¸ āϤāĻžāĻšāϞ⧠100% Pvt Ltd āĻāϰā§āύāĨ¤
āĻāϰ āϝāĻĻāĻŋâ
â āĻā§āĻŦ āĻā§āĻ āĻŦā§āϝāĻŦāϏāĻž
â Compliance āĻāϰāϤ⧠āĻāĻžāĻāĻā§āύ āύāĻž
âĄī¸ Partnership/Proprietorship āϝāĻĨā§āώā§āĻāĨ¤
āĻāĻĒāύāĻžāϰ āĻŽāĻĄā§āϞ āĻĒāϰāĻŋāώā§āĻāĻžāϰ: âāĻāĻžāώāĻŋāϰ āĻāĻžāĻ āĻĨā§āĻā§ āĻĢāϏāϞ āĻāĻŋāύā§âāĻŦāĻžāĻāϰā§āϰ āĻŽāĻžāϰā§āĻā§āĻā§ āĻŦā§āĻāĻž (Pure Trading).â āĻāĻāĻž agriculture production āύāϝāĻŧ, processing āύāϝāĻŧ, āĻŦāϰāĻ agri-tradingāĨ¤
āĻāĻāύ āĻĻā§āĻāĻŋâAgri-Trading Limited Company āĻāϰāϞ⧠āϏāϰāĻāĻžāϰ āĻā§ āϏā§āĻŦāĻŋāϧāĻž āĻĻā§āĻŦā§, āĻāϰ āĻā§ āϏā§āĻŦāĻŋāϧāĻž āĻĻā§āĻŦā§ āύāĻžāĨ¤
â PURE AGRI TRADING â āĻā§āύ āϏā§āĻŦāĻŋāϧāĻž āĻĒāĻžāĻŦā§āύ?
â 1) Income Tax Benefit (Partial)
āĻāĻžāώāĻŋāϰ āĻāĻžāĻ āĻĨā§āĻā§ āϏāϰāĻžāϏāϰāĻŋ āĻā§āώāĻŋāĻĒāĻŖā§āϝ āĻāĻŋāύ⧠āĻŦāĻŋāĻā§āϰāĻŋ āĻāϰāϞā§:
â Agricultural Produce Trading â Taxable Income
đ āĻāĻžāϰāĻŖ āĻāĻĒāύāĻŋ āύāĻŋāĻā§ āĻāĻžāώ āĻāϰāĻā§āύ āύāĻž, āĻļā§āϧ⧠āĻŦā§āĻāĻžāĻā§āύāĻž āĻāϰāĻā§āύāĨ¤
āĻāĻŋāύā§āϤā§â
â Tax Planning āĻāϰ⧠āĻāϰāĻĒā§āϰā§āĻ āĻā§āϝāĻžāĻā§āϏ āĻā§āĻŦ āĻāĻŽāĻžāύ⧠āϝāĻžāϝāĻŧ
â Purchase + transport + wastage + salary + rent â āϏāĻŦāĻ expense āĻĻā§āĻāĻžāύ⧠āϝāĻžāϝāĻŧ
â Profit āĻāĻŽ āϰā§āĻā§ tax āĻāĻŽāĻžāύ⧠āϏāĻŽā§āĻāĻŦ
â 2) Bank Loan (Priority Sector)
Agri tradingāĻ āĻŦā§āϝāĻžāĻāĻā§āϰ āĻāĻžāĻā§ priority sector āύā§, āϤāĻŦā§ agriculture-linked āĻšāĻāϝāĻŧāĻžāϝāĻŧâ
â Cash Credit (CC)
â Overdraft
â Working capital loan
â 8â12% āϏā§āĻĻā§ loan
āĻĒāĻžāĻāϝāĻŧāĻž āϏāĻšāĻāĨ¤
Public Limited name āĻĨāĻžāĻāϞ⧠loan āĻĒāĻžāĻāϝāĻŧāĻž āĻāϰāĻ āĻĻā§āϰā§āϤ āĻšāϝāĻŧāĨ¤
â 3) APMC / Krishi Mandi License āϏāĻšāĻā§ āĻĒāĻžāĻŦā§āύ
Trading company āĻšāĻŋāϏā§āĻŦā§ āĻāĻĒāύāĻŋ āύāĻŋāϤ⧠āĻĒāĻžāϰāĻŦā§āύâ
â APMC Trader License
â Village market license
â Mandi participation
āĻāϤ⧠āĻāĻžāώāĻŋāĻĻā§āϰ āĻāĻžāĻ āĻĨā§āĻā§ direct purchase legal āĻšāϝāĻŧā§ āϝāĻžāϝāĻŧāĨ¤
â 4) GST Benefit
āϝāĻĻāĻŋ āĻŽāĻžāϞ unbranded/raw āĻĨāĻžāĻā§:
â Rice, Dal, Wheat, Mustard, Paddy â 0% GST
â Packaging āĻŦāĻž branding āĻāϰāϞ⧠GST āϞāĻžāĻāĻŦā§ (5%/12%)
đ Trading-āĻāϰ āĻāύā§āϝ GST advantage āĻā§āĻŦāĻ āĻāĻžāϞā§āĨ¤
â 5) Government Tender Access
āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āϝāĻĻāĻŋ LIMITED āĻšāϝāĻŧâ
â Govt food supply tender
â ICDS
â PDS
â School supply
â Anganwadi supply
âāĻāĻā§āϞā§āϤ⧠apply āĻāϰāϤ⧠āĻĒāĻžāϰāĻŦā§āύāĨ¤
â 6) Market Access & Scale Advantage
Public Limited āĻāϰāϞā§â
â āĻŦā§ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻāĻĒāύāĻžāĻā§ vendor āĻšāĻŋāϏā§āĻŦā§ āύā§āĻŦā§
â Big buyers āĻāĻĒāύāĻžāϰ āĻāĻĒāϰ trust āĻāϰāĻŦā§
â Turnover scale āĻŦāĻžā§āĻžāύ⧠āϏāĻšāĻ
āĻāĻžāϰāĻŖ âLimitedâ āύāĻžāĻŽā§āϰ credibility āĻ āύā§āĻ āĻŦā§āĻļāĻŋāĨ¤
â PURE TRADING â āĻā§āύ āϏā§āĻŦāĻŋāϧāĻž āĻĒāĻžāĻŦā§āύ āύāĻž? (Important)
1) Subsidy (Major) āĻĒāĻžāĻŦā§āύ āύāĻž
Government subsidy āϏāĻžāϧāĻžāϰāĻŖāϤ āĻĻā§āϝāĻŧâ
Cold storage
Warehouse
Food processing unit
Primary processing
Machinery
đ Pure trading āĻāϰāϞ⧠āĻāĻā§āϞ⧠āĻŽāĻŋāϞ⧠āύāĻžāĨ¤
āĻāĻŋāύā§āϤ⧠āĻāĻŦāĻŋāώā§āϝāϤ⧠warehouse āĻā§āϞāϞ⧠subsidy āĻĒā§āϤ⧠āĻĒāĻžāϰāĻŦā§āύāĨ¤
2) Tax-free income āĻĒāĻžāĻŦā§āύ āύāĻž
Tax free āĻšāϝāĻŧ:
Cultivation income
Primary processing income
Trading â Taxable.
đĻ SUMMARY TABLE â āĻāĻĒāύāĻŋ āĻā§ āĻĒāĻžāĻŦā§āύ / āĻĒāĻžāĻŦā§āύ āύāĻž
| āϏā§āĻŦāĻŋāϧāĻž | āϏā§āĻā§āϝāĻžāĻāĻžāϏ |
|---|---|
| Tax free income | â āύā§āĻ |
| Loan (Working Capital) | â āϏāĻšāĻ |
| GST advantage | â āĻā§āĻŦ āĻāĻžāϞ⧠|
| Subsidy | â āύā§āĻ (pure trading-āĻ) |
| Government tender | â āĻĒāĻžāϰāĻŦā§āύ |
| APMC license | â āĻĒāĻžāϰāĻŦā§āύ |
| Export support | â ī¸ Possible, after APEDA |
| Brand āϤā§āϰāĻŋ | â Limited āĻšāϞ⧠credibility āĻŦā§āĻļāĻŋ |
â Best Structure for Your Plan
āĻāĻĒāύāĻžāϰ future plan āϝāĻĻāĻŋ Big Scale + IPO + Trading Supermarket model, āϤāĻžāĻšāϞ⧠â
đ âXYZ AGRO TRADING LIMITEDâ (Public Limited Company)
āĻšāϞ⧠āϏāĻ āĻŋāĻ āϏā§āĻā§āϰāĻžāĻāĻāĻžāϰāĨ¤
Later āĻāĻžāĻāϞ⧠āĻāĻĒāύāĻŋ
Cold store
Packaging
Grading
Food processing
āϝā§āĻ āĻāϰāϞ⧠subsidyāĻ āĻĒāĻžāĻŦā§āύāĨ¤
đĨ āĻāĻžāĻāϞ⧠āĻāĻŽāĻŋ āĻāĻĒāύāĻžāϰ āĻāύā§āϝ
â Trading Limited āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ perfect āύāĻžāĻŽ
â Shareholder structure (Promoter 51% āϰāĻžāĻāĻžāϰ āĻĒā§āϞā§āϝāĻžāύ)
â Future IPO-friendly business model
â Tax-saving model
â APMC license apply guide
āϏāĻŦ āϤā§āϰāĻŋ āĻāϰ⧠āĻĻāĻŋāϤ⧠āĻĒāĻžāϰāĻŋāĨ¤
āĻāĻĒāύāĻžāϰ āĻā§āϰā§āĻĄāĻŋāĻ āĻā§āύ āĻĒāĻŖā§āϝ āύāĻŋā§ā§ āĻšāĻŦā§? (āϧāĻžāύ, āϏāϰāώā§, āĻāĻŽ, āĻĄāĻžāϞ, āϏāĻŦāĻāĻŋ, āĻŽāĻļāϞāĻž?)
Moment :16-11-2025
Daily Question and Answer 16-11-2025
ā§Ģ āĻāύ āĻŽāĻŋāϞ⧠ā§Ģ āϞāĻžāĻ āĻāĻžāĻāĻž āĻĻāĻŋā§ā§ āύāϤā§āύ Private Limited Company āĻā§āϞāϤ⧠āĻāĻžāĻāĻā§āύ â āĻā§āĻŦ āĻāĻžāϞā§āĨ¤ āĻāĻŋāύā§āϤ⧠āĻĒāϰ⧠ā§Ŧ āĻŽāĻžāϏā§āϰ āĻŽāϧā§āϝ⧠āĻā§āĻ āĻāĻžāĻāĻž āĻĻāĻŋāϤ⧠āύāĻž āĻĒāĻžāϰāϞ⧠āĻŦāĻž Paid-up Capital āύāĻž āĻāύāϤ⧠āĻĒāĻžāϰāϞ⧠āĻā§ āĻšāĻŦā§ â āϏā§āĻāĻž āύāĻŋāĻā§ āϏāĻšāĻ āĻāĻžāώāĻžā§ āĻŦā§āĻāĻŋā§ā§ āĻĻāĻŋāĻā§āĻāĻŋāĨ¤
â āύāϤā§āύ Private Limited Company āϤ⧠Paid-Up Capital āύāĻž āĻĻāĻŋāϞ⧠āĻā§ āĻšā§?
âī¸ ā§§. āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āϰā§āĻāĻŋāϏā§āĻāĻžāϰ āĻāϰāϤ⧠ā§Ģ āϞāĻžāĻ āĻāĻžāĻāĻž āĻāĻāύ āĻāϰ āĻāĻŽāĻž āĻĻāĻŋāϤ⧠āĻšā§ āύāĻž
MCA (Ministry of Corporate Affairs) Paid-up Capital āĻāĻžā§ Declaration āĻāĻāĻžāϰā§āĨ¤
āĻ
āϰā§āĻĨāĻžā§ āĻāĻĒāύāĻžāĻĻā§āϰ ā§Ģ āϞāĻžāĻ Paid-up Capital āĻā§āώāĻŖāĻž āĻāϰāϤ⧠āĻšā§, āĻŦā§āϝāĻžāĻāĻā§ āĻāĻāύāĻ āĻāĻžāĻāĻž āϰāĻžāĻāĻž āĻŦāĻžāϧā§āϝāϤāĻžāĻŽā§āϞāĻ āύā§āĨ¤
āĻāĻŋāύā§āϤā§â
đ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āϰā§āĻāĻŋāϏā§āĻāĻžāϰ āĻšāĻā§āĻžāϰ āĻĒāϰ⧠āĻāĻĒāύāĻžāĻĻā§āϰ āĻļā§ā§āĻžāϰāĻšā§āϞā§āĻĄāĻžāϰāĻĻā§āϰ āϏā§āĻ āĻāĻžāĻāĻž āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻŦā§āϝāĻžāĻāĻ āĻ ā§āϝāĻžāĻāĻžāĻāύā§āĻā§ āĻāύāϤ⧠āĻšāĻŦā§āĨ¤
âī¸ ā§¨. āϝāĻĻāĻŋ ā§Ŧ āĻŽāĻžāϏā§āϰ āĻŽāϧā§āϝ⧠Paid-up Capital āύāĻž āĻāύā§?
āĻāĻā§āώā§āϤā§āϰ⧠āĻā§ā§āĻāĻāĻž āĻ āĻĒāĻļāύ āĻāĻā§:
(A) āĻāĻžāĻāĻž āύāĻž āĻāύāϞ⧠āĻā§āĻŽā§āĻĒāĻžāύāĻŋ âDormant / Inactiveâ āĻšā§ā§ āϝā§āϤ⧠āĻĒāĻžāϰā§
āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āύāĻžāĻŽā§ āĻŦā§āϝāĻžāĻāĻ āĻ ā§āϝāĻžāĻāĻžāĻāύā§āĻ āĻā§āϞāĻž āĻšāĻŦā§ āύāĻž
āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻŦā§āϝāĻŦāϏāĻž āĻļā§āϰ⧠āĻāϰāϤ⧠āĻĒāĻžāϰāĻŦā§ āύāĻž
āĻĒāϰ⧠MCA āĻāĻāĻžāĻā§ inactive āĻšāĻŋāϏā§āĻŦā§ āĻāĻŋāĻšā§āύāĻŋāϤ āĻāϰāϤ⧠āĻĒāĻžāϰā§
(B) Directors āĻāϰ āĻāĻĒāϰ⧠Penalty āĻāϏāϤ⧠āĻĒāĻžāϰā§
MCA Form INC-20A (Declaration of Commencement of Business) ā§§ā§Žā§Ļ āĻĻāĻŋāύā§āϰ āĻŽāϧā§āϝ⧠āĻāĻŽāĻž āύāĻž āĻĻāĻŋāϞā§
đ âš50,000 āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻĢāĻžāĻāύ
đ āĻĒā§āϰāϤāĻŋ āĻĄāĻŋāϰā§āĻā§āĻāϰā§āϰ āĻāύā§āϝ âš1,000 per day Penalty (max âš1 lakh)
(C) Worst Case: āĻā§āĻŽā§āĻĒāĻžāύāĻŋ Strike Off (āĻŦāύā§āϧ) āĻšā§ā§ āϝā§āϤ⧠āĻĒāĻžāϰā§
ā§§ā§Žā§Ļ āĻĻāĻŋāύā§āϰ āĻŽāϧā§āϝ⧠āĻŦā§āϝāĻŦāϏāĻž āĻļā§āϰ⧠āύāĻž āĻāϰāϞ⧠āĻŦāĻž Paid-up Capital āύāĻž āĻāύāϞ⧠MCA āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻŦāύā§āϧ āĻāϰ⧠āĻĻāĻŋāϤ⧠āĻĒāĻžāϰā§āĨ¤
âī¸ ā§Š. āϤāĻžāĻšāϞ⧠āĻ āĻŋāĻ āĻā§ āĻāϰāϤ⧠āĻšāĻŦā§? (Solution)
â Company Incorporation āĻāϰ āĻĒāϰ 180 āĻĻāĻŋāύā§āϰ āĻŽāϧā§āϝ⧠â
āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻŦā§āϝāĻžāĻāĻ āĻ ā§āϝāĻžāĻāĻžāĻāύā§āĻ āĻā§āϞā§āύ
ā§Ģ āϞāĻžāĻ Paid-up Capital āĻĒā§āϰāϤā§āϝā§āĻā§ āύāĻŋāĻā§āϰ āĻāĻžāĻā§ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻ ā§āϝāĻžāĻāĻžāĻāύā§āĻā§ āĻā§āϰāĻžāύā§āϏāĻĢāĻžāϰ āĻāϰā§āύ
ā§Ģ āĻāύ āĻšāϞā§: āĻĒā§āϰāϤā§āϝā§āĻā§ âš1,00,000
INC-20A Form āĻāĻŽāĻž āĻĻāĻŋāύ
â ī¸ āϝāĻž āĻ āĻŦāĻļā§āϝāĻ āĻŽāύ⧠āϰāĻžāĻāĻŦā§āύ:
1ī¸âŖ āĻāĻ āĻāĻžāĻāĻž āĻ āĻŦāĻļā§āϝāĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻŦā§āϝāĻžāĻāĻ āĻ ā§āϝāĻžāĻāĻžāĻāύā§āĻā§ āĻāϏāϤ⧠āĻšāĻŦā§
Cash āύ⧠â bank transfer.
2ī¸âŖ INC-20A Form 180 āĻĻāĻŋāύā§āϰ āĻŽāϧā§āϝ⧠āĻāĻŽāĻž āĻĻāĻŋāύ
āύāĻž āĻšāϞ⧠penalty + strike off āĻā§āĻāĻāĻŋāĨ¤
3ī¸âŖ Share Certificate 60 āĻĻāĻŋāύā§āϰ āĻŽāϧā§āϝ⧠issue āĻāϰāϤ⧠āĻšāĻŦā§āĨ¤
āϝāĻžāϰāĻž ā§§ āϞāĻžāĻ āĻĻāĻŋāϤ⧠āĻĒāĻžāϰāĻŦā§ āϤāĻžāϰāĻžāĻ āĻāĻāύ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϤ⧠āϝā§āĻ āĻĻāĻŋāĻāĨ¤ āĻĒāϰ⧠āĻāĻžāĻāĻž āύāĻž āĻĻā§āĻā§āĻž āĻŽāĻžāύā§āώāĻā§ āύāĻŋā§ā§ āĻļā§āϰ⧠āĻāϰāϞ⧠āϏāĻŽāϏā§āϝāĻžā§ āĻĒā§āϤ⧠āĻšāĻŦā§āĨ¤â
Daily Question and Answer 15-11-2025
Q1.āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ Paid-up Capital āĻŦāĻž Authorised Capital 50 āϞāĻžāĻ  āĻāĻŽÂ āĻšāϞā§āĻ āĻāĻāύā§āĻ OPC (One Person Company) āĻšāϝāĻŧā§ āϝāĻžāĻŦā§?
āύāĻž, āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ Paid-up Capital āĻŦāĻž Authorised Capital 50 āϞāĻžāĻ āĻāĻŽÂ āĻšāϞā§āĻ āĻāĻāύā§āĻ OPC (One Person Company) āĻšāϝāĻŧā§ āϝāĻžāĻŦā§ āύāĻžāĨ¤
OPC (One Person Company) āĻšāϤ⧠āĻšāϞ⧠āĻā§ āϞāĻžāĻā§?
āĻŽāĻžāϤā§āϰ ā§§ āĻāύ Director + ā§§ āĻāύ Shareholder āĻĨāĻžāĻāϤ⧠āĻšāĻŦā§ (āĻāĻāĻ āĻŦā§āϝāĻā§āϤāĻŋ āĻšāϤ⧠āĻĒāĻžāϰā§)
Memorandum-āĻ Nominee āϞāĻžāĻāĻŦā§
Share capital āĻŦāĻž turnover āĻāϰ āϏāĻžāĻĨā§ OPC āĻšāĻāϝāĻŧāĻžāϰ āĻā§āύ⧠āϏāĻŽā§āĻĒāϰā§āĻ āύā§āĻ
OPC â Pvt Ltd-āĻ āϰā§āĻĒāĻžāύā§āϤāϰ āĻšāϤ⧠āĻĒāĻžāϰā§, āĻāĻŋāύā§āϤ⧠Pvt Ltd â OPC āĻšāĻāϝāĻŧāĻžāϰ āĻāύā§āϝ āĻāĻĒāύāĻžāĻā§ āĻĒā§āϰ⧠structure āĻŦāĻĻāϞāĻžāϤ⧠āĻšāĻŦā§
Private Limited āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻāĻŦā§ Pvt Ltd āĻĨāĻžāĻā§?
āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϤ⧠āϝāĻĻāĻŋâ
⧍ āĻāύ āĻŦāĻž āϤāĻžāϰ āĻŦā§āĻļāĻŋ Director
⧍ āĻāύ āĻŦāĻž āϤāĻžāϰ āĻŦā§āĻļāĻŋ Shareholder
âāĻĨāĻžāĻā§, āϤāĻžāĻšāϞ⧠āϏā§āĻāĻž Private Limited Company āĻšāĻŋāϏā§āĻŦā§āĻ āĻĨāĻžāĻāĻŦā§āĨ¤
āϤāĻžāĻ āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ:
Paid-up Capital = 50 lakh āĻāĻāĻž āĻļā§āϧā§āĻ āĻŽā§āϞāϧāύā§āϰ āĻĒāϰāĻŋāĻŽāĻžāĻŖ
āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ type āύāĻŋāϰā§āϧāĻžāϰāĻŖ āĻāϰ⧠āύāĻž
āĻāĻĒāύāĻŋ āϝāϤāĻ capital āĻŦāĻžāĻĄāĻŧāĻžāύ, āĻāĻŽāĻžāύ â Pvt Ltd company Pvt Ltd-āĻ āĻĨāĻžāĻāĻŦā§, OPC āĻšāĻŦā§ āύāĻžāĨ¤
âāĻāĻāĻ¨ā§ ā§Š āĻŽāĻžāϏ āĻŦāĻžāĻāĻŋ āĻāĻā§ āĻāĻ āĻĢāĻžāĻāύā§āϝāĻžāύā§āϏāĻŋā§āĻžāϞ āĻā§āĻžāϰā§āĨ¤ āĻāĻ āĻā§āĻžāϰ⧠āĻāĻŋ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻĢāĻžāĻāύā§āϝāĻžāύā§āϏāĻŋā§āĻžāϞ (accounts/filing) āĻāϰāϤ⧠āĻšāĻŦā§, āύāĻžāĻāĻŋ āĻĒāϰā§āϰ āĻĢāĻžāĻāύā§āϝāĻžāύā§āϏāĻŋā§āĻžāϞ āĻā§āĻžāϰ āĻĨā§āĻā§ āĻļā§āϰ⧠āĻšāĻŦā§?â
âī¸ āϏā§āĻĒāώā§āĻ āĻāϤā§āϤāϰ:
āĻāĻĒāύāĻŋ āĻāĻ āĻŽāĻžāϏ⧠(NovâDecâJanâFeb āϝā§āĻā§āύ⧠āϏāĻŽā§) Private Limited Company āϰā§āĻāĻŋāϏā§āĻāĻžāϰ āĻāϰāϞā§â
āĻāĻ āĻĢāĻžāĻāύā§āϝāĻžāύā§āϏāĻŋā§āĻžāϞ āĻā§āĻžāϰ (⧍ā§Ļ⧍ā§Ģâ⧍ā§Ŧ) āĻāĻĒāύāĻŋ āϏāĻŽā§āĻĒā§āϰā§āĻŖ āĻĢāĻžāĻāϞ āĻāϰāϤ⧠āĻšāĻŦā§ āύāĻžāĨ¤
āĻāĻŋāύā§āϤ⧠āϝāĻž āĻāϰāϤ⧠āĻšāĻŦā§ āϤāĻž āĻšāϞā§:
đ 1ī¸âŖ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ Incorporation-āĻāϰ āĻĒāϰ⧠180 āĻĻāĻŋāύā§āϰ āĻŽāϧā§āϝ⧠Bank account āĻā§āϞ⧠Paid-up Capital deposit āĻāϰāϤ⧠āĻšāĻŦā§
āĻāĻāĻāĻž current financial year āĻāϰ āϏāĻā§āĻā§ āϏāĻŽā§āĻĒāϰā§āĻāĻŋāϤ āύāĻž,
āĻāĻāĻž āĻļā§āϧā§āĻ INC-20A (Commencement of Business) āĻĢāĻžāĻāϞ āĻāϰāϤ⧠āĻšāϝāĻŧāĨ¤
đ 2ī¸âŖ āĻāĻ Financial Year-āĻāϰ āĻāύā§āϝ Annual Compliance āĻāϰāϤ⧠āĻšāĻŦā§, āĻāĻŋāύā§āϤ⧠āĻā§āĻŦāĻ āĻāĻŽ
āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āϝā§āĻĻāĻŋāύ āϰā§āĻāĻŋāϏā§āĻāĻžāϰ āĻšāĻŦā§:
āĻāĻĻāĻžāĻšāϰāĻŖ:
āϧāϰā§āύ āĻāĻĒāύāĻŋ āĻāĻžāύā§ā§āĻžāϰāĻŋ 2026 āĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āϰā§āĻāĻŋāϏā§āĻāĻžāϰ āĻāϰāϞā§āύâ
āĻāĻ āĻā§āώā§āϤā§āϰ⧠2025â26 āĻĢāĻžāĻāύā§āϝāĻžāύā§āϏāĻŋā§āĻžāϞ āĻā§āĻžāϰā§āϰ āĻāύā§āϝ:
âī¸ AOC-4 (Accounts Filing) â āĻĢāĻžāĻāϞ āĻāϰāϤ⧠āĻšāĻŦā§ āύāĻž
āĻāĻžāϰāĻŖ ā§§â⧍ āĻŽāĻžāϏā§āϰ business period āĻĨāĻžāĻāϞā§āĻ MCA āϏāĻžāϧāĻžāϰāĻŖāϤ āĻĒā§āϰāĻĨāĻŽ āĻŦāĻāϰ⧠accounts āĻĢāĻžāĻāϞāĻŋāĻ āĻāĻžā§ āĻĻā§ā§āĨ¤
âī¸ MGT-7 (Annual Return) â āĻĢāĻžāĻāϞ āĻāϰāϤ⧠āĻšāĻŦā§
āĻļā§āϧ⧠basic information āĻĻāĻŋā§ā§āĨ¤
đ 3ī¸âŖ Income Tax Return (ITRâ6)
āϝ⧠Financial Year-āĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āϰā§āĻāĻŋāϏā§āĻāĻžāϰ āĻšāϝāĻŧ, āϏā§āĻ āĻŦāĻāϰā§āϰ ITR āϏāĻžāϧāĻžāϰāĻŖāϤ:
āϝāĻĻāĻŋ āĻā§āύ⧠business āύāĻž āĻĨāĻžāĻā§ â NIL return
āĻā§āĻŦāĻ āϏāĻšāĻ return, āĻāĻžāĻŽā§āϞāĻž āύā§āĻ
âī¸ āϏāĻāĻā§āώā§āĻĒā§:
âĄī¸ āĻšā§āϝāĻžāĻ, āĻāĻ āĻĢāĻžāĻāύā§āϝāĻžāύā§āϏāĻŋā§āĻžāϞ āĻā§āĻžāϰ⧠āĻāĻĒāύāĻžāĻā§ āĻŦā§ āĻā§āύ⧠āĻĢāĻžāĻāύā§āϝāĻžāύā§āϏāĻŋā§āĻžāϞ Statement āĻŦāĻžāύāĻžāϤ⧠āĻšāĻŦā§ āύāĻžāĨ¤
âĄī¸ āĻāϏāϞ āĻĢāĻžāĻāύā§āϝāĻžāύā§āϏāĻŋā§āĻžāϞ āϰāĻŋāĻĒā§āϰā§āĻ (Balance Sheet, P&L) āĻĒāϰā§āϰ āĻĢāĻžāĻāύā§āϝāĻžāύā§āϏāĻŋā§āĻžāϞ āĻā§āĻžāϰ āĻĨā§āĻā§ āĻļā§āϰ⧠āĻšāĻŦā§āĨ¤
āĻĒā§āϰāĻĨāĻŽ āĻŦāĻāϰ āĻāĻĒāύāĻžāĻā§ āĻā§ āĻā§ āĻāϰāϤ⧠āĻšāĻŦā§āĨ¤
â āĻāĻĒāύāĻžāϰ Private Limited Company (1 Jan 2026 Incorporation) â Compliance Timeline
âī¸ 1ī¸âŖ INC-20A (Commencement of Business) â 180 āĻĻāĻŋāύā§āϰ āĻŽāϧā§āϝā§
Deadline: 29 June 2026
āĻāĻ āϏāĻŽāϝāĻŧā§āϰ āĻŽāϧā§āϝ⧠āĻāĻĒāύāĻžāĻā§â
Bank account āĻā§āϞāϤ⧠āĻšāĻŦā§
âš5 lakh capital deposit āĻāϰ⧠bank statement attach āĻāϰāϤ⧠āĻšāĻŦā§
đ āĻāĻāĻž āĻā§āĻŦ āĻā§āϰā§āϤā§āĻŦāĻĒā§āϰā§āĻŖāĨ¤ āĻĻā§āϰāĻŋ āĻšāϞ⧠āĻĒā§āϰāϤāĻŋāĻĻāĻŋāύ āĻāϰāĻŋāĻŽāĻžāύāĻž āĻŦāĻžāĻĄāĻŧā§āĨ¤
âī¸ 2ī¸âŖ First Financial Year Covered: 1 Jan 2026 â 31 Mar 2026
āĻāĻāĻž āĻā§āĻŦ āĻā§āĻ financial period (āĻŽāĻžāϤā§āϰ 3 āĻŽāĻžāϏ), āϤāĻžāĻ rules āĻšāĻžāϞāĻāĻžāĨ¤
âī¸ 3ī¸âŖ First ITR Filing (ITR-6)
AY 2026â27
Deadline: 31 October 2026
āϝāĻĻāĻŋ business āύāĻž āĻĨāĻžāĻā§ āĻŦāĻž income āύāĻž āĻšāϝāĻŧ â NIL ITR āĻĻāĻŋāϞā§āĻ āĻšāϝāĻŧā§ āϝāĻžāĻŦā§āĨ¤
âī¸ 4ī¸âŖ First MCA Annual Compliance
āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ First Financial Year end = 31 March 2026
âļī¸ AOC-4 (Financial Statement Filing)
āĻĒā§āϰāĻĨāĻŽ āĻŦāĻāϰ⧠āϝāĻĻāĻŋ business āύāĻž āĻĨāĻžāĻā§, auditors āĻŦāϞā§â
āĻāĻĒāύāĻŋ āĻļā§āϧ⧠NIL Balance Sheet āĻĢāĻžāĻāϞ āĻāϰāĻŦā§āύāĨ¤
Deadline: 29 October 2026 (F.Y. end āĻĨā§āĻā§ 180 āĻĻāĻŋāύ)
âļī¸ MGT-7 (Annual Return)
āĻĒā§āϰāĻĨāĻŽ āĻŦāĻāϰā§āϰ annual return āĻāĻŋāύā§āϤ⧠āĻĢāĻžāĻāϞ āĻāϰāϤā§āĻ āĻšāĻŦā§, business āĻĨāĻžāĻā§āĻ āĻŦāĻž āύāĻž āĻĨāĻžāĻā§āĻāĨ¤
Deadline: 31 October 2026
âī¸ 5ī¸âŖ Auditor Appointment (ADT-1)
Incorporation āĻāϰ 30 āĻĻāĻŋāύā§āϰ āĻŽāϧā§āϝ⧠auditor appoint āĻāϰāϤ⧠āĻšāϝāĻŧāĨ¤
Deadline: 30 January 2026
đ Summary (Super Simple Version)
| āĻāĻžāĻ | Deadline |
|---|---|
| Bank a/c + Capital deposit | JanâFeb 2026 |
| INC-20A | 29 June 2026 |
| ADT-1 (Auditor Appointment) | 30 Jan 2026 |
| AOC-4 | 29 Oct 2026 |
| MGT-7 | 31 Oct 2026 |
| ITR-6 | 31 Oct 2026 |
đĄ Important Note
āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ OPC āĻšāĻŦā§ āύāĻž, Pvt LtdâāĻ āĻĨāĻžāĻāĻŦā§ â āĻāĻžāϰāĻŖ directors/shareholders āĻāϰ āϏāĻāĻā§āϝāĻž OPC āĻ āύā§āϝāĻžāϝāĻŧā§ āύāϝāĻŧāĨ¤
āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ Net Profit = âš1,00,000 āĻšāϞ⧠āĻāĻžāϰāϤ⧠Private Limited Company-āϰ āĻāύā§āϝ āĻā§āϝāĻžāĻā§āϏ āĻšāĻŋāϏāĻžāĻŦ āĻā§āĻŦ āϏāĻšāĻ â āύāĻŋāĻā§ āĻĒāϰāĻŋāώā§āĻāĻžāϰ āĻāϰ⧠āĻĻāĻŋāĻā§āĻāĻŋāĨ¤
â Corporate Tax Rate (India â Pvt Ltd Company)
āĻŦā§āĻļāĻŋāϰāĻāĻžāĻ āύāϤā§āύ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ Section 115BAA (22% corporate tax) āĻŦā§āĻā§ āύā§ā§, āĻāĻžāϰāĻŖ āĻāϤ⧠āĻā§āϝāĻžāĻā§āϏ āĻāĻŽāĨ¤
âī¸ Corporate Tax = 22%
âī¸ Health & Education Cess = 4% (āĻā§āϝāĻžāĻā§āϏā§āϰ āĻāĻĒāϰ)
āĻāĻāύ āĻšāĻŋāϏāĻžāĻŦ āĻāϰāĻŋāĨ¤
đ 1ī¸âŖ Basic Corporate Tax
âš1,00,000 Ã 22% = âš22,000
đ 2ī¸âŖ 4% Cess
âš22,000 Ã 4% = âš880
â đ Final Tax Payable
âš22,000 + âš880 = âš22,880
đ āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāĻā§ āĻŽā§āĻ āĻā§āϝāĻžāĻā§āϏ āĻĻāĻŋāϤ⧠āĻšāĻŦā§: âš22,880
đĻ āĻāĻĨāĻž āϏā§āĻĒāώā§āĻ:
âš1 lakh profit â âš22,880 tax
āĻā§āĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻāύā§āϝ surcharge āύā§āĻ
Minimum Alternate Tax (MAT) āύā§āĻ āϝāĻĻāĻŋ 115BAA regime āĻŦā§āϝāĻŦāĻšāĻžāϰ āĻāϰā§āύ
āĻ āĻŋāĻ āĻāĻā§ â āĻāĻĒāύāĻžāϰ Pvt Ltd āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻāύā§āϝ āϏāĻŦāĻā§āϝāĻŧā§ āĻāĻŽ āĻā§āϝāĻžāĻā§āϏ āĻĻāĻŋāϝāĻŧā§ āĻāĻŋāĻāĻžāĻŦā§ āĻāĻžāĻāĻž āϤā§āϞāĻŦā§āύ + āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻā§āϝāĻžāĻā§āϏ āĻāĻŋāĻāĻžāĻŦā§ āĻāĻŽāĻžāĻŦā§āύ āϤāĻžāϰ āĻāĻāĻĻāĻŽ āϏāĻšāĻ, āϏāϰāĻžāϏāϰāĻŋ āĻĢāϰā§āĻŽā§āϞāĻž āĻĻāĻŋāĻā§āĻāĻŋāĨ¤ Net Profit = âš1,00,000 āϧāϰ⧠āĻšāĻŋāϏāĻžāĻŦ āĻāϰāĻāĻŋāĨ¤
â PARTâ1: āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻā§āϝāĻžāĻā§āϏ āĻāĻŽāĻžāύā§āϰ āϏā§āϰāĻž āĻĒāĻĻā§āϧāϤāĻŋ
âī¸ 1. Director Salary āĻĻā§āĻāĻžāύ (āϏāĻŦāĻā§āϝāĻŧā§ āĻļāĻā§āϤāĻŋāĻļāĻžāϞ⧠āĻā§āϝāĻžāĻā§āϏ āϏā§āĻāĻŋāĻ)
Pvt Ltd āĻā§āĻŽā§āĻĒāĻžāύāĻŋ director-āĻā§ salary āĻĻāĻŋāϤ⧠āĻĒāĻžāϰ⧠â āĻāϤā§
āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ profit āĻāĻŽā§ â corporate tax āĻāĻŽā§
director-āĻāϰ āĻšāĻžāϤ⧠salary â āĻŦā§āϝāĻā§āϤāĻŋāĻāϤ (ITR-1/2) āϤ⧠slab āĻ āύā§āϝāĻžāϝāĻŧā§ āĻāϰ
đ Best formula:
Director Salary = âš50,000 āĻĻā§āĻāĻžāύ
āϤāĻžāĻšāϞ⧠profit āĻāĻŽā§ āϝāĻžāĻŦā§:
âš1,00,000 â âš50,000 = âš50,000 (Taxable profit)
āĻāĻŦāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻāϰ:
âš50,000 Ã 22% = âš11,000
Cess 4% = âš440
âĄī¸ Total corporate tax = âš11,440
đĄ āĻāĻā§ āĻĻāĻŋāϤ⧠āĻšāϤ âš22,880
đ āĻāĻāύ āĻšāĻŦā§ âš11,440 (50% āĻāĻŽ!)
âī¸ 2. Allowable Expenses āĻĻā§āĻāĻžāύ
āϝā§āĻā§āϞ⧠āĻĻā§āĻāĻžāϞ⧠profit āĻāĻŽāĻŦā§, āĻā§āϝāĻžāĻā§āϏāĻ āĻāĻŽāĻŦā§:
Office rent
Phone bill
Internet bill
Electricity
Travel
Laptop, printer (depreciation)
Software subscription (ChatGPT, Zoho, Tally, hosting)
Salary to staff
Fuel expense
Business promotion
Example:
āĻāĻĒāύāĻŋ āϝāĻĻāĻŋ âš20,000 business expense āĻĻā§āĻāĻžāύ:
Profit =
âš1,00,000 â 50,000 (salary) â 20,000 (expense)
= âš30,000 only
Tax = âš30,000 Ã 22% + cess â âš6,700
âī¸ 3. Depreciation (Laptop/Phone)
āĻāĻĒāύāĻžāϰ āϝāĻĻāĻŋ āύāϤā§āύ āϞā§āϝāĻžāĻĒāĻāĻĒ/āĻĢā§āύ āĻāĻŋāύ⧠āĻĨāĻžāĻā§āύ:
Laptop depreciation = 40%
Phone depreciation = 15%
Example:
Laptop âš50,000 āĻšāϞ⧠depreciation = âš20,000
Profit āĻāϰāĻ āĻāĻŽā§ āϝāĻžāĻŦā§āĨ¤
âī¸ 4. Directorâs Mobile + Internet â 100% claimable
āĻŦā§āϝāĻā§āϤāĻŋāĻāϤ āĻšāĻŋāϏāĻžāĻŦā§āĻ āĻāϞā§, āĻāĻŋāύā§āϤ⧠company expense āĻšāĻŋāϏā§āĻŦā§ āĻĻā§āĻāĻžāύ⧠āϝāĻžāϝāĻŧāĨ¤
âī¸ 5. No need to show dividend (dividend āĻĻāĻŋāϞ⧠extra tax āϞāĻžāĻā§)
Dividend āĻĻāĻŋāϞ⧠shareholder-āĻāϰ āĻšāĻžāϤ⧠10% TDS + 30% tax slab āϞāĻžāĻā§āĨ¤
â āϤāĻžāĻ dividend avoid āĻāϰā§āύāĨ¤
đĻ PARTâ2: Director-āĻāϰ āĻšāĻžāϤ⧠āϏāĻŦāĻā§āϝāĻŧā§ āĻāĻŽ āĻā§āϝāĻžāĻā§āϏ⧠āĻāĻžāĻāĻž āϤā§āϞāĻžāϰ formula
âī¸ Best formula = Salary + Expense Reimbursement
Director salary â âš50,000
Expense reimbursement (travel, phone, internet, etc.) â tax-free
Profit āĻāĻŽā§ â company tax āĻāĻŽā§
đŠ Final Ready-Made Formula (Zero headache):
đ āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻāύā§āϝ āϏā§āϰāĻž Tax Planning (âš1 lakh profit āϧāϰā§):
| Item | Amount | Tax effect |
|---|---|---|
| Director Salary | âš50,000 | Profit āĻāĻŽā§ â tax āĻāĻŽāĻŦā§ |
| Business Expenses | âš20,000 | Profit āĻāϰāĻ āĻāĻŽāĻŦā§ |
| Depreciation (Laptop/Phone) | âš20,000 | Profit āĻāĻŽāĻŦā§ |
| Remaining Taxable Profit | âš10,000 | āĻā§āĻŽā§āĻĒāĻžāύāĻŋ tax only: âš2,288 |
đĨ āĻāĻā§ āĻā§āϝāĻžāĻā§āϏ āĻāĻŋāϞ: âš22,880
đĨ āĻāĻāύ āĻā§āϝāĻžāĻā§āϏ āĻšāĻŦā§ āĻŽāĻžāϤā§āϰ: âš2,288
âĄī¸ 90% āĻā§āϝāĻžāĻā§āϏ āĻāĻŽā§ āĻā§āϞ!
Director-āĻāϰ āĻšāĻžāϤ⧠salary + reimburse = âš70,000 tax-free āĻŦāĻž āĻāĻŽ tax-āĻāĨ¤
āĻāĻĒāύāĻŋ āĻāĻžāώāĻŋ āĻĨā§āĻā§ āϧāĻžāύâāϤāĻŋāϞâāϏāϰāώ⧠āĻāĻŋāύ⧠āĻŽāĻŋāϞāĻā§ āĻĻā§āύ â āĻ āϰā§āĻĨāĻžā§ āĻāĻĒāύāĻžāϰ āĻŦā§āϝāĻŦāϏāĻž agri trading + mill supplyāĨ¤ āĻāĻāύ āĻĒā§āϰāĻļā§āύ: āĻāĻžāώāĻŋāĻĻā§āϰ āĻāĻŋ āĻāĻĒāύāĻŋ Cash-āĻ payment āĻāϰāϤ⧠āĻĒāĻžāϰāĻŦā§āύ, āύāĻžāĻāĻŋ Cheque/Bank-āĻ āĻĻāĻŋāϤ⧠āĻšāĻŦā§? āĻāĻŽāĻŋ āĻāĻĒāύāĻžāĻā§ āĻāĻāύ āĻ āύā§āϝāĻžā§ā§ āĻāĻāĻĻāĻŽ āϏā§āĻĒāώā§āĻ āĻāϰ⧠āĻŦāϞāĻāĻŋâ
â ā§§. āĻāĻāύ āĻā§ āĻŦāϞā§? (Income Tax Act â Section 40A(3))
āĻŦā§āϝāĻŦāϏāĻž āĻāϰāϞ⧠āĻāĻāĻĻāĻŋāύ⧠āĻāĻāĻāύāĻā§ Cash payment âš10,000 āĻāϰ āĻŦā§āĻļāĻŋ āĻĻāĻŋāϞā§
đ āϏā§āĻ āĻĒā§āϰ⧠āĻāϰāĻ Income Tax-āĻ Disallow āĻšāĻŦā§āĨ¤
āĻŽāĻžāύ⧠āĻāĻĒāύāĻžāϰ Profit āĻāĻžāĻāĻā§ āĻŦā§āĻļāĻŋ āĻĻā§āĻāĻžāĻŦā§ â āĻŦā§āĻļāĻŋ Tax āĻĻāĻŋāϤ⧠āĻšāĻŦā§āĨ¤
âī¸ āϤāĻžāĻ āϏāĻžāϧāĻžāϰāĻŖ āύāĻŋā§āĻŽ:
āĻāĻāĻĻāĻŋāύ⧠āĻāĻāĻāύ āĻāĻžāώāĻŋāĻā§ CASH 10,000 āĻāĻžāĻāĻžāϰ āĻŦā§āĻļāĻŋ āĻĻā§āĻā§āĻž āϝāĻžāĻŦā§ āύāĻžāĨ¤
â ⧍. āĻā§āώāĻāĻĻā§āϰ āĻāύā§āϝ āĻŦāĻŋāĻļā§āώ āĻāĻžā§ āĻāĻā§ (Rule 6DD â Farmer Exemption)
āĻāĻĒāύāĻŋ āϝāĻĻāĻŋ āϏāϰāĻžāϏāϰāĻŋ āĻā§āώāĻā§āϰ āĻāĻžāĻ āĻĨā§āĻā§ āϧāĻžāύ/āϤāĻŋāϞ/āĻāĻžāϞ/āϏāϰāώ⧠āĻāĻŋāύā§āύ, āϤāĻžāĻšāϞā§
Income Tax Act-āĻāϰ Rule 6DD(e) āĻ
āύā§āϝāĻžā§ā§â
đ Cash payment âš10,000 āĻāϰ āĻŦā§āĻļāĻŋ āĻĻāĻŋāϞā§āĻ Allowed
đ āĻāĻāĻžāĻā§ “åäē§å/Agri Produce directly from farmer” āĻšāĻŋāϏā§āĻŦā§ āϧāϰāĻž āĻšā§
āĻ
āϰā§āĻĨāĻžā§,
āĻāĻžāώāĻŋāĻā§ āĻāĻĒāύāĻŋ Cash-āĻ payment āĻāϰāϤ⧠āĻĒāĻžāϰāĻŦā§āύ â āĻāĻāύ āĻāĻžāĻāĻž āĻšāĻŦā§ āύāĻžāĨ¤
āĻāĻŋāύā§āϤ⧠āĻļāϰā§āϤ āĻāĻā§:
âī¸ āĻļāϰā§āϤ ā§§: āĻāĻžāώāĻŋāĻā§ āϏāϤā§āϝāĻŋāĻāĻžāϰā§āϰ āĻā§āώāĻ āĻšāϤ⧠āĻšāĻŦā§
PAN āύāĻž āĻĨāĻžāĻāϞā§āĻ āĻāϞāĻŦā§āĨ¤
âī¸ āĻļāϰā§āϤ ⧍: āĻĒāĻŖā§āϝāĻāĻž āĻ āĻŦāĻļā§āϝāĻ āĻā§āώāĻŋāĻ āĻĒāĻŖā§āϝ āĻšāϤ⧠āĻšāĻŦā§
āϧāĻžāύ, āϤāĻŋāϞ, āϏāϰāώ⧠â āϏāĻŦ coveredāĨ¤
âī¸ āĻļāϰā§āϤ ā§Š: Proper record āϰāĻžāĻāϤ⧠āĻšāĻŦā§
āĻāĻžāώāĻŋāϰ āύāĻžāĻŽ
āĻā§āϰāĻžāĻŽā§āϰ āύāĻžāĻŽ
āĻĢāϏāϞā§āϰ āĻĒāϰāĻŋāĻŽāĻžāĻŖ
Rate per kg
Payment mode (cash)
Signature/thumb impression
đĻ ā§Š. āĻāĻŋāύā§āϤ⧠Practical Suggestion (āϏāĻŦāĻā§ā§ā§ āύāĻŋāϰāĻžāĻĒāĻĻ)
āĻā§āϝāĻžāĻā§āϏ āĻāĻžāĻŽā§āϞāĻž āĻā§āĻžāϤ⧠āύāĻŋāĻā§āϰ ā§ŠāĻāĻŋ āύāĻŋā§āĻŽ āĻŽāĻžāύāϞ⧠āĻāĻĒāύāĻžāϰ āĻŦā§āϝāĻŦāϏāĻž āĻĒā§āϰ⧠clean āĻĨāĻžāĻāĻŦā§āĨ¤
âī¸ (A) Preference: Bank Transfer / Cheque / UPI
āĻāĻāĻž ā§§ā§Ļā§Ļ% āύāĻŋāϰāĻžāĻĒāĻĻ
Tax file-āĻ problem āĻšāĻŦā§ āύāĻž
MCA/Audit āĻ clean proof āĻĨāĻžāĻāĻŦā§
âī¸ (B) āϝāĻĻāĻŋ Cash āĻĻā§āύ:
āĻĻāĻŋāύ, āĻāĻŋāύā§āϤ⧠proper slips + chashi details āϞāĻŋāĻā§ āϰāĻžāĻā§āύ
Daily Cash Book maintain āĻāϰā§āύ
Rule 6DD reference āϰāĻžāĻā§āύ
âī¸ (C) Cash payment āĻāĻāύ⧠āĻāĻāĻĻāĻŋāύ⧠2â3 āĻŦāĻžāϰ āĻāĻžāĻ āĻāϰāĻŦā§āύ āύāĻž
Same day multiple payments āĻĻā§āĻāĻžāϞ⧠IT āĻĻā§āĻāĻŦā§āĨ¤
đŠ āĻāĻĒāύāĻžāϰ āĻĒāϰāĻŋāϏā§āĻĨāĻŋāϤāĻŋāϤ⧠āϏā§āϰāĻž āϏāĻŽāĻžāϧāĻžāύ:
đĨ Best:
āĻāĻžāώāĻŋāĻā§ Bank transfer / UPI / Cheque āĻĻāĻŋāύ â audit āĻāĻžāĻŽā§āϞāĻž āĻļā§āύā§āϝāĨ¤
đĄ Second Best:
Cash payment āĻĻāĻŋāύ āĻāĻŋāύā§āϤā§
âFarmer Purchase Registerâ maintain āĻāϰā§āύ
Signature āύāĻŋāύ
Farmer-āĻāϰ village āϞāĻŋāĻā§āύ
Mobile number āĻĨāĻžāĻāϞ⧠āĻĻāĻŋāύ
đĨ Avoid completely:
Middleman/Aratdar-āĻā§ cash >10,000 (āĻāĻāĻž Rule 6DD exemption āĻĒāĻžā§ āύāĻž)
Unrecorded cash purchases
āĻšā§āϝāĻžāĻ, āĻāĻĒāύāĻžāϰ āĻāĻāϏāĻžāĻĨā§ āĻĻā§āĻāĻŋ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻĨāĻžāĻāϤ⧠āĻĒāĻžāϰ⧠â āĻā§āύ⧠āϏāĻŽāϏā§āϝāĻž āύā§āĻāĨ¤
â 1. āĻāĻāĻāĻŋāϤ⧠Proprietorship (āĻāĻāĻ āĻŦā§āϝāĻŦāϏāĻž)
Proprietorship āĻĒā§āϰā§āĻĒā§āϰāĻŋ āĻāĻĒāύāĻžāϰ āĻŦā§āϝāĻā§āϤāĻŋāĻāϤ āĻŦā§āϝāĻŦāϏāĻžāĨ¤
āĻāĻāĻž āĻāĻĒāύāĻžāϰ PAN-āĻ āĻāϞā§āĨ¤
GST, Trade License āĻĨāĻžāĻāϞā§āĻ āĻāϞā§āĨ¤
â 2. āĻāϰā§āĻāĻāĻŋ Private Limited Company
āĻāĻāĻž āĻāϞāĻžāĻĻāĻž āĻāĻāĻāĻŋ Legal EntityāĨ¤
āĻāϰ āύāĻŋāĻāϏā§āĻŦ PAN, Bank Account, Audit, Compliance āĻĨāĻžāĻā§āĨ¤
đĻ āĻĻā§āĻāĻŋ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āϰāĻžāĻāĻž āĻāĻŋ āĻāĻāύāϏāĻŽā§āĻŽāϤ?
āĻšā§āϝāĻžāĻ, ā§§ā§Ļā§Ļ% āĻŦā§āϧāĨ¤
āĻāĻāĻāύ āĻŦā§āϝāĻā§āϤāĻŋ āĻāĻžāĻāϞā§â
Proprietorship āϰāĻžāĻāϤ⧠āĻĒāĻžāϰā§
⧍âā§ŠāĻāĻŋ Pvt Ltd-āĻ Director āĻšāϤ⧠āĻĒāĻžāϰā§
LLP-āϤ⧠partner āĻšāϤ⧠āĻĒāĻžāϰā§
HUF-āĻāϰ member āĻšāϤ⧠āĻĒāĻžāϰā§
āĻā§āύ⧠āϏā§āĻŽāĻžāĻŦāĻĻā§āϧāϤāĻž āύā§āĻāĨ¤
đŠ Your scenario āϏāĻšāĻ āĻāĻžāώāĻžāϝāĻŧ:
āĻāĻĒāύāĻŋ āĻŦā§āϝāĻā§āϤāĻŋāĻāϤāĻāĻžāĻŦā§ Proprietorship āύāĻžāĻŽ āĻĻāĻŋā§ā§ āĻā§āώāĻ āĻĨā§āĻā§ āĻŽāĻžāϞ āĻāĻŋāύ⧠āĻŦāĻŋāĻā§āϰāĻŋ āĻāϰāϤ⧠āĻĒāĻžāϰā§āύ
āĻāĻāĻ āϏāĻŽā§ā§ āĻāĻĒāύāĻŋ āĻāĻāĻāĻŋ Pvt Ltd āĻāĻžāϞāĻžāϤ⧠āĻĒāĻžāϰā§āύ B2B āĻŦāĻž Mill supply-āĻāϰ āĻāύā§āϝ
āĻĻā§āĻā§ āĻāϞāĻžāĻĻāĻžāĨ¤
đĻ āĻā§āύ āĻā§āύ āĻŦā§āϝāĻžāĻĒāĻžāϰ⧠āϏāĻžāĻŦāϧāĻžāύ āĻĨāĻžāĻāϤ⧠āĻšāĻŦā§?
âī¸ 1. āĻĻā§āĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ Bank Account āĻāϞāĻžāĻĻāĻž
Proprietorship â āĻāĻĒāύāĻžāϰ personal PAN
Pvt Ltd â āĻāϞāĻžāĻĻāĻž company PAN
âī¸ 2. āĻĻā§āĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ GST āĻāϞāĻžāĻĻāĻž
āĻāĻāĻāĻž GST āĻāĻžāϞāĻžāϞ⧠āĻāϰā§āĻāĻāĻžāϤ⧠āĻ āĻŦāĻļā§āϝāĻ āĻāϞāĻžāĻĻāĻž GST āϞāĻžāĻāĻŦā§āĨ¤
âī¸ 3. Cash book / āĻšāĻŋāϏāĻžāĻŦ āĻāϞāĻžāĻĻāĻž
āĻŽāĻŋāĻļāĻŋāϝāĻŧā§ āĻĢā§āϞāϞ⧠Income Tax āĻāĻžāĻŽā§āϞāĻž āĻšāĻŦā§āĨ¤
âī¸ 4. āĻŽāĻžāϞ āĻāĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻĨā§āĻā§ āĻāϰā§āĻāĻāĻŋāϤ⧠āύāĻŋāϞā§
Proper invoice āĻĻāĻŋāϤ⧠āĻšāĻŦā§āĨ¤
đŠ āĻāĻĒāύāĻžāϰ āĻāύā§āϝ āϏā§āϰāĻž āϏā§āĻāĻāĻĒ (āϝāĻĻāĻŋ agri business āĻāϰā§āύ)
đ Model 1:
Proprietorship â āĻāĻžāώāĻŋāĻĻā§āϰ āĻĨā§āĻā§ āĻŽāĻžāϞ āĻā§āύāĻž
Pvt Ltd â Mills/Wholesaler/B2B-āϤ⧠āϏāĻžāĻĒā§āϞāĻžāĻ āĻĻā§āĻāϝāĻŧāĻž
āĻāϤā§
āĻāĻŽ compliance
cash payment flexibility
Pvt Ltd-āĻ better branding
āϏāĻŦ āĻāĻāϏāĻžāĻĨā§ āĻĒāĻžāĻŦā§āύāĨ¤
5.āύā§āĻā§ West Bengal-āĻ Private Limited Company Registration āĻāϰāĻžāϰ Process, āϏāĻŽā§, āĻĒā§āϰā§ā§āĻāύā§ā§ āĻāĻžāĻāĻāĻĒāϤā§āϰ āĻ āĻŽā§āĻ āĻāϰāĻâāϏāĻŦāĻāĻŋāĻā§ āĻŦāĻžāĻāϞāĻž āĻāĻžāώāĻžā§ āϏāĻšāĻāĻāĻžāĻŦā§ āĻĻā§āĻā§āĻž āĻšāϞā§āĨ¤
đ PVT LTD Company Registration â āĻĒā§āϰ⧠āĻĒā§āϰāĻā§āϰāĻŋā§āĻžāĻāĻŋ (West Bengal)
đĩ 1ī¸âŖ Step: Director-āĻĻā§āϰ āĻāύā§āϝ DSC (Digital Signature Certificate)
āĻ āύāϞāĻžāĻāύ⧠āϏāĻŦ āĻĢāϰā§āĻŽ DSC āĻĻāĻŋā§ā§ āϏāĻžāĻāύ āĻāϰāϤ⧠āĻšā§āĨ¤
āϏāĻŽā§ āϞāĻžāĻā§: 1 āĻĻāĻŋāύ
āĻāĻžāĻāĻ:
PAN
Aadhaar
Photo
Email & Mobile
đĩ 2ī¸âŖ Step: Name Approval (SPICe+ Part A)
āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻāύā§āϝ ā§§ āĻŦāĻž ⧍āĻāĻŋ āύāĻžāĻŽ MCA-āϤ⧠āĻĒāĻžāĻ āĻžāύ⧠āĻšā§āĨ¤
āϏāĻŽā§ āϞāĻžāĻā§: 1â2 āĻĻāĻŋāύ
āĻāĻŋāĻĒāϏ:
āύāĻžāĻŽāĻāĻŋ unique āĻšāϤ⧠āĻšāĻŦā§
āĻā§āύ⧠trademark conflict āϝā§āύ āύāĻž āĻĨāĻžāĻā§
đĩ 3ī¸âŖ Step: SPICe+ Part B (Main Incorporation Form)
āĻāĻāĻžāĻ āĻŽā§āϞ āϰā§āĻāĻŋāϏā§āĻā§āϰā§āĻļāύ āĻĢāϰā§āĻŽāĨ¤
āĻāĻāĻžāύ⧠āĻĻā§āĻā§āĻž āĻšā§â
Directors-āĻāϰ details
Address
Capital
Bank share split
Business NIC code
Articles (AOA)
Memorandum (MOA)
đĩ 4ī¸âŖ Step: PAN & TAN Issue (Automatic)
Company approve āĻšāϞ⧠MCA āĻĨā§āĻā§āĻ PAN āĻ TAN āĻā§āύāĻžāϰā§āĻ āĻšā§āĨ¤
āĻā§āύ⧠āĻāϞāĻžāĻĻāĻž āĻĒā§āϰāĻā§āϰāĻŋā§āĻž āύā§āĻāĨ¤
đĩ 5ī¸âŖ Step: Certificate of Incorporation (COI)
āĻāĻāĻžāĻ āĻāĻĒāύāĻžāϰ āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻāύā§āĻŽ āϏāύāĻĻāĨ¤
Name, CIN, Date āϏāĻŦ āϞā§āĻāĻž āĻĨāĻžāĻā§āĨ¤
āϏāĻŽā§: 2â3 āĻĻāĻŋāύ (MCA approval āĻ āύā§āϝāĻžā§ā§)
đĩ 6ī¸âŖ Step: Bank Account āĻā§āϞāĻž
COI, PAN, MOA, AOA āύāĻŋā§ā§ āϝā§āĻā§āύ⧠āĻŦā§āϝāĻžāĻāĻā§ current account āĻāĻĒā§āύ āĻāϰāĻž āϝāĻžā§āĨ¤
đĩ 7ī¸âŖ Step: Paid-up Capital Deposit
Directors-āϰāĻž declared capital (āϝā§āĻŽāύ: âš1 lakh, âš5 lakh) āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ bank-āĻ āĻāĻŽāĻž āĻĻā§āĻŦā§āύāĨ¤
đĩ 8ī¸âŖ Step: INC-20A Filing (Commencement of Business)
Incorporation-āĻāϰ 180 āĻĻāĻŋāύā§āϰ āĻŽāϧā§āϝ⧠āĻāĻ āĻĢāϰā§āĻŽ āĻāĻŽāĻž āĻĻāĻŋāϤ⧠āĻšā§āĨ¤
Required:
Bank statement
Paid-up capital proof
đĻ âŗ āĻŽā§āĻ āϏāĻŽā§ (Overall Duration)
đ ā§Ģ āĻĨā§āĻā§ ā§ āĻĻāĻŋāύ (āϏāĻžāϧāĻžāϰāĻŖāϤ)
MCA āĻ
āĻŦāĻā§āĻāĻļāύ āĻĻāĻŋāϞ⧠āĻāϰāĻ ā§§â⧍ āĻĻāĻŋāύ āĻŦāĻžā§āϤ⧠āĻĒāĻžāϰā§āĨ¤
đ PVT LTD Company Registration â āĻĒā§āϰā§ā§āĻāύā§ā§ Documents
Director-āĻĻā§āϰ āĻāύā§āϝ:
PAN Card
Aadhaar Card
Photo
Email & Mobile
Bank statement / Electricity bill (address proof optional)
Registered Office-āĻāϰ āĻāύā§āϝ:
Electricity bill / Rent agreement
āϝāĻĻāĻŋ āĻāĻžā§āĻž āĻŦāĻžā§āĻŋ â NOC (āĻāĻžā§āĻžāĻĻāĻžāϤāĻžāϰ āĻ āύā§āĻŽāϤāĻŋ)
đ° Registration Cost (West Bengal)
āĻāĻāĻāύ CA/CS/Consultant-āĻāϰ āĻāĻžāĻā§ āĻāϰāĻžāϞ⧠āϏāĻžāϧāĻžāϰāĻŖāϤ âš6,000ââš12,000 āĻāϰāĻ āĻšā§āĨ¤
(āĻā§āύ⧠hidden fee āĻĨāĻžāĻāϤ⧠āĻĒāĻžāϰā§)
âī¸ Government Fees (āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ capital āĻ āύā§āϝāĻžā§ā§):
Stamp Duty
MCA filing fees
PAN/TAN (free with SPICe+)
Small capital (âš1â5 lakh) āĻšāϞ⧠āĻŽā§āĻ govt fee āϏāĻžāϧāĻžāϰāĻŖāϤ:
đ âš1,500ââš2,000 āĻāϰ āĻŽāϧā§āϝā§
Total Cost = âš6,000 â âš12,000 (āϏāĻŦ āĻŽāĻŋāϞāĻŋā§ā§)
đŠ Registration-āĻāϰ āĻĒāϰ⧠Mandatory Compliance
āĻĒā§āϰāĻĨāĻŽ āĻŦāĻāϰ⧠āĻāĻĒāύāĻžāĻā§ āĻāϰāϤ⧠āĻšāĻŦā§â
| Compliance | Deadline |
|---|---|
| ADT-1 (Auditor Appointment) | 30 āĻĻāĻŋāύ⧠|
| INC-20A | 180 āĻĻāĻŋāύ⧠|
| Accounting & Audit | FY end-āĻ |
| AOC-4 filing | 29 Oct |
| MGT-7 filing | 31 Oct |
| ITR-6 | 31 Oct |
Our Journey
Our Investors
Our Supporters
Meet Our Team -1
Meet Our Team -2
Director -cum Shareholder
āϏāĻŽā§āĻāĻžāĻŦā§āϝ āύāĻžāĻŽ:(02-11-2025)
Â
āϏāĻŽā§āĻāĻžāĻŦā§āϝ āύāĻžāĻŽ | āĻ āϰā§āĻĨ / āĻĒā§āϰāĻāĻžāĻŦ |
âBarabazar Private Limitedâ   ââBarabazar Online Private Limitedâ | āĻā§āϰā§āĻĄ āĻ āĻāύā§āϤāϰā§āĻāĻžāϤāĻŋāĻ āĻŽāĻžāϰā§āĻā§āĻā§ āϝāĻžāĻā§āĻžāĻ°Â āĻāύā§āϝ āĻāĻĒāϝā§āĻā§āϤ   āĻ-āĻāĻŽāĻžāϰā§āϏ, āĻĄāĻŋāĻāĻŋāĻāĻžāϞ āϏāĻžāϰā§āĻāĻŋāϏ, āĻā§āĻāύā§āϞāĻāĻŋ āĻāĻŋāϤā§āϤāĻŋāĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻšāĻŋāϏā§āĻŦā§ āĻāϧā§āύāĻŋāĻ āĻā§āĻšāĻžāϰāĻž |
Barabazar India Private Limited | āĻāĻžāϤā§ā§ āĻĒāϰā§āϝāĻžā§ā§āϰ āĻŦā§āϰā§āϝāĻžāύā§āĻĄ āĻāĻŽā§āĻ, āĻāĻŦāĻŋāώā§āϝāϤ⧠āĻŦāĻŋāĻāĻŋāύā§āύ āϏā§āĻā§āĻāϰ⧠āĻāĻžāĻā§āϰ āϏā§āϝā§āĻ |
Barabazar Internet Private Limited | āĻ-āĻāĻŽāĻžāϰā§āϏ, āĻĄāĻŋāĻāĻŋāĻāĻžāϞ āϏāĻžāϰā§āĻāĻŋāϏ, āĻā§āĻāύā§āϞāĻāĻŋ āĻāĻŋāϤā§āϤāĻŋāĻ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻšāĻŋāϏā§āĻŦā§ āĻāϧā§āύāĻŋāĻ āĻā§āĻšāĻžāϰāĻž |
Barabazar Group Private Limited | āĻšā§āϞā§āĻĄāĻŋāĻ / āĻŽāĻžāϞā§āĻāĻŋ-āĻŦāĻŋāĻāύā§āϏ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻšāĻŋāϏā§āĻŦā§ āĻāĻŦāĻŋāώā§āϝāϤā§āϰ āĻĒāϰāĻŋāĻāϞā§āĻĒāύāĻž āĻŦā§āĻāĻžā§ |
Barabazar Global Exports Private Limited | āĻāύā§āϤāϰā§āĻāĻžāϤāĻŋāĻ āĻŦā§āϝāĻŦāϏāĻž āĻ āĻāĻŦāĻŋāώā§āϝ⧠āϰāĻĒā§āϤāĻžāύāĻŋ āĻĒāϰāĻŋāĻāϞā§āĻĒāύāĻžāϰ āĻāύā§āϝ āĻļāĻā§āϤāĻŋāĻļāĻžāϞ⧠āύāĻžāĻŽ |
Resolution -01(14-11-2025)
đš āĻŦāϰā§āϤāĻŽāĻžāύ āĻ āĻŦāϏā§āĻĨāĻž
āϤā§āĻŽāϰāĻž āĻāĻāύ ā§Ģ āĻāύ āĻŽāĻŋāϞ⧠āĻļā§āϰ⧠āĻāϰā§āĻā§:
- āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āύāĻžāĻŽ: Barabazar Private Limited
- Authorized Capital: âš15,00,000
- Paid-up Capital (āĻāĻāύ): âš5,00,000
- Face Value per Share: âš0.075 (ā§.ā§Ģ āĻĒāϝāĻŧāϏāĻž)
- āĻŽā§āĻ āĻļā§āϝāĻŧāĻžāϰ āϏāĻāĻā§āϝāĻž: 66,66,667
đš āĻāĻŦāĻŋāώā§āϝ⧠āĻĒāϰāĻŋāĻāϞā§āĻĒāύāĻž (Total 200 āĻāύ āĻĒāϰā§āϝāύā§āϤ)
āϤā§āĻŽāϰāĻž āĻŦāϞāĻā§ â
⧍ā§Ļā§Ļ āĻāύ āĻŽāĻŋāϞ⧠āĻāĻāĻāĻž āĻŦāĻĄāĻŧ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āĻšāĻŦā§,
āĻĒā§āϰāϤā§āϝā§āĻā§ âš1,00,000 āĻāϰ⧠āĻāύāĻā§āϏā§āĻ āĻāϰāĻŦā§āĨ¤
āĻŽāĻžāύ⧠āĻšāĻŦā§ đ
Total 200 à âš1,00,000 = âš2 āĻā§āĻāĻŋ Paid-up Capital
đš āĻŦāϰā§āϤāĻŽāĻžāύ ā§Ģ āĻāύā§āϰ āĻ āĻŦāϏā§āĻĨāĻž
āĻāĻāύ āϤā§āĻŽāϰāĻž ā§Ģ āĻāύ āĻŽāĻŋāϞ⧠āĻļā§āϰ⧠āĻāϰāĻā§ â
āĻĒā§āϰāϤāĻŋāĻāύ āĻĒā§āϰāĻžāĻĨāĻŽāĻŋāĻāĻāĻžāĻŦā§ āĻā§āĻ āĻļāϤāĻžāĻāĻļ (āϝā§āĻŽāύ 0.5%) āϰā§āĻā§,
āϝāĻžāϤ⧠āĻĒāϰ⧠āύāϤā§āύ ⧧⧝ā§Ģ āĻāύ āϏāĻšāĻā§ āϝā§āĻ āĻĻāĻŋāϤ⧠āĻĒāĻžāϰā§āĨ¤
āĻāĻāĻž āĻāĻāĻĻāĻŽ āĻ āĻŋāĻ āĻā§āĻļāϞ â
āĻāĻāĻžāĻŦā§ āĻāϰāϞā§:
- āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āϰā§āĻāĻŋāϏā§āĻā§āϰā§āĻļāύ āĻĻā§āϰā§āϤ āĻšā§ (ā§Ģ āĻāύ āĻĻāĻŋā§ā§āĻ āϏāĻŽā§āĻāĻŦ)
- āĻĒāϰā§āϰ āĻāύāĻā§āϏā§āĻāϰāĻĻā§āϰ āĻāύā§āϝ āĻāĻžā§āĻāĻž āϰāĻžāĻāĻž āϝāĻžā§
đš āĻāĻŦāĻŋāώā§āϝāϤ⧠(⧍ā§Ļā§Ļ āĻāύ āϝā§āĻ āĻĻāĻŋāϞā§) āĻāĻžāĻ āĻžāĻŽā§ āĻāĻŽāύ āĻšāĻŦā§
āĻā§āĻŽāĻŋāĻāĻž | āϏāĻāĻā§āϝāĻž | āĻĒā§āϰāϤā§āϝā§āĻā§ āĻāύāĻā§āϏā§āĻ āĻāϰāĻŦā§ | āĻŽā§āĻ āĻāύāĻā§āϏā§āĻāĻŽā§āύā§āĻ |
Krishnendu Dolui (Founder) | 1 | âš1,00,000 (āĻāĻāύ) + āĻĒāϰā§āϰ āĻĒāϰā§āϝāĻžāϝāĻŧā§ āĻĒā§āϰāϝāĻŧā§āĻāύ⧠āĻŦāĻžā§āĻžāύ⧠| âš1,00,000+ |
Co-founders (4 āĻāύ) | 4 | âš1,00,000 āĻāϰ⧠| âš4,00,000 |
Future Shareholders (āύāϤā§āύ 195 āĻāύ) | 195 | âš1,00,000 āĻāϰ⧠| âš1,95,00,000 |
āĻŽā§āĻ | 200 āĻāύ |  | âš2,00,00,000 (2 āĻā§āĻāĻŋ) |
đš āĻā§āĻāĻžāĻŦā§ āĻĒā§āϰāĻā§āϰāĻŋā§āĻžāĻāĻŋ āĻāϰāĻž āϝāĻžāĻŦā§ (Step-by-step)
đ§ž āϧāĻžāĻĒ ā§§: āĻāĻāύāĻāĻžāϰ ā§Ģ āĻāύ āĻĻāĻŋā§ā§ āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āϰā§āĻāĻŋāϏā§āĻā§āϰā§āĻļāύ āĻāϰā§
- Paid-up Capital: âš5,00,000
- Directors: ā§Ģ āĻāύ (āϤā§āĻŽāϰāĻž āϏāĻŦāĻžāĻ)
- Shares āĻŦāϰāĻžāĻĻā§āĻĻ āĻāĻāύ āĻā§āĻ āϰāĻžāĻā§ (āϝā§āĻŽāύ ā§Ļ.ā§Ģ% āĻāϰā§)
- āĻŦāĻžāĻāĻŋāĻāĻž âUnissued / Locked Reserveâ āĻšāĻŋāϏā§āĻŦā§ āϰāĻžāĻā§āĨ¤
đī¸ āϧāĻžāĻĒ ā§¨: ROC-āĻ Authorized Capital āĻŦāĻžā§āĻžāύā§
āϝāĻāύ āύāϤā§āύ āĻāύāĻā§āϏā§āĻāϰ āĻāϏāĻŦā§, āϤāĻāύ
Authorized Capital âš15 āϞāĻā§āώ āĻĨā§āĻā§ āĻŦāĻžā§āĻŋā§ā§ âš2 āĻā§āĻāĻŋ āĻāϰāϤ⧠āĻšāĻŦā§āĨ¤
āĻāĻāĻž āϏāĻšāĻ â Form SH-7 āĻĻāĻŋā§ā§ ROC-āĻ āĻ āύāϞāĻžāĻāύ āĻāĻŦā§āĻĻāύ āĻāϰāϤ⧠āĻšā§āĨ¤
đ§Ž āϧāĻžāĻĒ ā§Š: āύāϤā§āύ āĻļā§ā§āĻžāϰ āĻāϏā§āϝ⧠āĻāϰāĻž
āϝāĻāύ āύāϤā§āύ ⧧⧝ā§Ģ āĻāύ āϝā§āĻā§āϤ āĻšāĻŦā§:
- Board Meeting āĻāϰ⧠Resolution āĻĒāĻžāϏ āĻāϰāĻŦā§ â āύāϤā§āύ āĻļā§ā§āĻžāϰ āĻāϏā§āϝā§āϰ āĻ āύā§āĻŽāϤāĻŋāĨ¤
- Valuation Report (CA āĻĻā§āĻŦāĻžāϰāĻž) āϤā§āϰāĻŋ āĻšāĻŦā§āĨ¤
- ROC-āĻ Form PAS-3 āĻāĻŽāĻž āĻĻāĻŋāϤ⧠āĻšāĻŦā§āĨ¤
- āĻĒā§āϰāϤāĻŋāĻāύāĻā§ Share Certificate āĻĻā§āĻā§āĻž āĻšāĻŦā§āĨ¤
đ§Š āϧāĻžāĻĒ ā§Ē: āĻāύā§āĻā§āϰā§āϞ āϏā§āĻā§āϰāĻžāĻāĻāĻžāϰ āĻ āĻŋāĻ āϰāĻžāĻā§
Managing Director āĻšāĻŋāϏā§āĻŦā§ ā§Ģā§§% āĻļā§āϝāĻŧāĻžāϰ āύāĻŋāĻā§āϰ āύāĻžāĻŽā§ āϰāĻžāĻāĻŦā§āĨ¤
āĻŦāĻžāĻāĻŋ āĻļā§āϝāĻŧāĻžāϰāĻā§āϞ⧠āĻā§āĻ āĻāύāĻā§āϏā§āĻāϰāĻĻā§āϰ āĻŽāϧā§āϝ⧠āĻāĻĄāĻŧāĻŋāϝāĻŧā§ āϝāĻžāĻŦā§ â
āϤāĻžāĻšāϞ⧠āĻā§āĻŽā§āĻĒāĻžāύāĻŋāϰ āϏāĻŋāĻĻā§āϧāĻžāύā§āϤ āύā§āĻā§āĻžāϰ āĻā§āώāĻŽāϤāĻž āϤā§āĻŽāĻžāϰ āĻšāĻžāϤā§āĻ āĻĨāĻžāĻāĻŦā§āĨ¤
đ āϏāĻžāϰāϏāĻāĻā§āώā§āĻĒā§ āĻĒāϰāĻŋāĻāϞā§āĻĒāύāĻž
āϧāĻžāĻĒ | āĻāĻžāĻ | āĻ āĻŦāϏā§āĻĨāĻž |
ā§§ | ā§Ģ āĻāύ āĻĻāĻŋā§ā§ Pvt Ltd āĻā§āĻŽā§āĻĒāĻžāύāĻŋ āϰā§āĻāĻŋāϏā§āĻā§āϰā§āĻļāύ | āϏāĻŽā§āĻĒāύā§āύ āĻšāĻŦā§ āĻĒā§āϰāĻĨāĻŽā§ |
⧍ | Authorized Capital âš15 lakh | āĻāĻāύ āĻĨāĻžāĻāĻŦā§ |
ā§Š | Paid-up âš5 lakh | āĻāĻāύāĻāĻžāϰ āĻāύāĻā§āϏā§āĻāĻŽā§āύā§āĻ |
ā§Ē | āĻāĻŦāĻŋāώā§āϝāϤ⧠⧍ā§Ļā§Ļ āĻāύ āĻāύāĻā§āϏā§āĻāϰ āϝā§āĻ | 2 crore capital |
ā§Ģ | Founder 51% āĻāύā§āĻā§āϰā§āϞ āϰāĻžāĻāĻŦā§ | āϏāĻŦāϏāĻŽā§ āĻĨāĻžāĻāĻŦā§ |
đ âāĻĻā§āĻāĻžāύāĻĻāĻžāϰāĻĻā§āϰ āĻ āύāϞāĻžāĻāύ āĻĒāĻžāĻāĻāĻžāϰāĻŋ āĻŦāĻžāĻāĻžāϰ â āĻāĻŽāĻžāĻĻā§āϰ āĻā§āϰāĻžāĻŽā§āϰ Flipkartâ
āĻĻā§āĻāĻžāύāĻĻāĻžāϰāĻĻā§āϰ Flipkart Amazon
āĻĢā§āϰāĻŋ āĻļāĻŋāĻĒāĻŋāĻ
âšā§Ģā§Ļā§Ļ āĻāϰ āĻāĻĒāϰ āύāĻāĻĻ/āĻ āϰā§āĻĄāĻžāϰ!
đ āĻā§āĻŖāĻāϤ āĻŽāĻžāύā§
ā§§ā§Ļā§Ļ% āύāĻŋāĻļā§āĻāϝāĻŧāϤāĻž
Huge Savings
āĻ āĻŦāĻŋāĻļā§āĻŦāĻžāϏā§āϝ āĻāĻŽ āĻĻāĻžāĻŽā§ āĻŦāĻŋāĻļāĻžāϞ āϏā§āĻāĻŋāĻāϏ!
No Returns
â ī¸ āĻāĻāĻŦāĻžāϰ āĻŦāĻŋāĻā§āϰāĻŋāϤ āĻĒāĻŖā§āϝ āĻĢā§āϰāϤāϝā§āĻā§āϝ āύāϝāĻŧāĨ¤
đī¸ āϏāĻŦāĻā§āϝāĻŧā§ āĻāύāĻĒā§āϰāĻŋāϝāĻŧ āĻĒāĻŖā§āϝ
-
Groceries
Asit Dalui
Rated 0 out of 5₹1,500,000.00Original price was: ₹1,500,000.00.₹122,000.00Current price is: ₹122,000.00. -
Director-cum-Shareholder
Krishnendu Dalui
Rated 0 out of 5₹1,500,000.00Original price was: ₹1,500,000.00.₹122,000.00Current price is: ₹122,000.00.
-
Groceries
Asit Dalui
Rated 0 out of 5₹1,500,000.00Original price was: ₹1,500,000.00.₹122,000.00Current price is: ₹122,000.00. -
Director-cum-Shareholder
Krishnendu Dalui
Rated 0 out of 5₹1,500,000.00Original price was: ₹1,500,000.00.₹122,000.00Current price is: ₹122,000.00.
đī¸ āĻāĻĒāύāĻžāϰ āĻĒā§āϰāĻĨāĻŽ āĻ āϰā§āĻĄāĻžāϰ⧠⧍ā§Ģ% āĻāĻžāĻĄāĻŧ!
đ āĻŦāϰā§āϤāĻŽāĻžāύ⧠āϏāĻŦāĻā§āϝāĻŧā§ āĻŦā§āĻļāĻŋ āĻŦāĻŋāĻā§āϰāĻŋ āĻšāĻāϝāĻŧāĻž āĻĒāĻŖā§āϝ
-
Groceries
Asit Dalui
Rated 0 out of 5₹1,500,000.00Original price was: ₹1,500,000.00.₹122,000.00Current price is: ₹122,000.00. -
Director-cum-Shareholder
Krishnendu Dalui
Rated 0 out of 5₹1,500,000.00Original price was: ₹1,500,000.00.₹122,000.00Current price is: ₹122,000.00.




