Vivek Bindra किसी पहचान के मोहताज नहीं हैं. World's Greatest Influencers, an International Motivational Speaker, Business Coach, Founder & CEO of Bada Business ये सारी खासियत है Vivek Bindra की. Shrimad Bhagavad Gita से लेकर जीवन को सफल बनाने के लिए Motivational Speaker Vivek Bindra का ये इंटरव्यू देखना जरूरी है.GoodReturns पर Bhawna Gupta के साथ exclusive interview में उन्होंने बताया कि कोई भी बिजनेस सक्सेसफुल कैसे बनता है. इसके अलावा उन्होंने कई सारे बिजनेस सीक्रेट शेयर किए.
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NewsTranscript
00:00 The customer signals, a good person makes a product out of it.
00:02 Remember the V.I.S. formula in the market.
00:04 Valuable for the customer, inimitable for competition, scalable for me.
00:07 The company won't have shares with the founders and promoters,
00:10 so they won't feel like working.
00:11 If there are founders like us, they'll be doing the same work,
00:13 so they'll keep fighting each other.
00:14 I know sales marketing, they know technology, we'll work together.
00:17 But if both of us do sales marketing and the rest of the area is weak,
00:20 then there will be a problem.
00:21 There are investors sitting on top of them,
00:22 who are giving them the pressure of revenue.
00:24 The direction should be to make a profitable business.
00:26 For a market leader, you need trust.
00:27 To gain trust, extend trust.
00:29 Solving the problem should be the goal.
00:30 I eat Satvik food, without chili.
00:33 Vivek ji, welcome to our show.
00:35 Vivek Bindra, how did you start your journey?
00:39 The journey was, Brahmachari Ashram, Sanyas,
00:41 after Sanyas, I left everything, then Grihasth Ashram.
00:43 After coming to Grihasth Ashram, I did corporate training.
00:45 Maruti Apollo Ford, Rambaxi Dabur,
00:47 Hindustan Times, T.A. Authority, N.T.P.C., ONGC,
00:49 Gail Bajanta Bhel, I worked in a lot of corporates.
00:51 But there were a lot of employees.
00:53 That wasn't a burning problem, there was a lot of competition.
00:56 I thought, the one who needs it the most,
00:58 I have to go there.
01:00 I found out that a small businessman,
01:02 no one is helping him.
01:04 So I focused there.
01:05 And I went to that focus.
01:07 I started that in 2019.
01:08 So from 2013 to 2018, I did corporate.
01:10 From 2019 to 2023, MSME, SME startups.
01:14 And now I am taking it forward.
01:15 I am launching new products.
01:17 I have brought a new application for mobile.
01:19 Personal Business Coach.
01:20 Which will give you information about any business in a second.
01:25 So I worked a lot on AI, machine learning.
01:27 This is going on in my journey.
01:28 I gave you the latest update.
01:30 What do you think, how much have you achieved?
01:32 I haven't achieved anything yet.
01:33 I haven't been able to do anything in the country.
01:34 People are still unemployed.
01:36 People's business is still not able to move forward.
01:37 There is so much to do.
01:38 Pray for our feelings.
01:39 And understand our feelings.
01:40 That we become more powerful in this.
01:41 And move forward more.
01:42 How do you stay so energetic?
01:44 Where does so much energy come from?
01:46 I think it's in my DNA.
01:47 It's in my identity.
01:48 God made Arjun energetic.
01:50 He became the most lousy, lazy.
01:51 He doesn't want to fight.
01:53 He gave him so much energy.
01:54 You should read Bhagavad Gita.
01:55 You will get so much energy.
01:56 It will multiply.
01:57 You say enabling businesses is your business.
02:00 So how did you get the idea of this business?
02:03 Customer signals.
02:05 A good person made a product out of it.
02:06 The customer said, "No one is helping me in enabling my business."
02:09 I am sitting alone.
02:10 You tell me.
02:11 When a small traveler who was not financially enabled.
02:16 He doesn't go to big hotels.
02:19 He stays at relatives' houses.
02:20 He stays at a religious school.
02:21 For that, OYO came.
02:21 Got the signal.
02:22 Made a product.
02:24 Isn't it?
02:25 Today, a bus driver is going to Ola.
02:27 A bus driver is going to Ola.
02:29 Got the signal.
02:30 Captured a new market.
02:32 Similarly, it came to our mind that this is an unsolved problem.
02:36 Because you might not be able to see any other brand other than us.
02:39 Which has gone to such a scale.
02:40 Because it is said that we are number one in 14-15 categories.
02:45 So revenue wise, volume wise, customer base wise, subscriber base wise, world record wise,
02:50 average view duration wise.
02:51 In many categories.
02:52 What are the basic principles and strategies of business?
02:56 Because I want all our viewers to have at least some basic knowledge.
03:00 What are the basic principles and strategies of entrepreneurship?
03:02 Principle is philosophy.
03:04 Strategy is the way of going.
03:05 The principle is very simple.
03:07 The principle is to solve the problem of the customer.
03:09 And what are the strategies?
03:12 First you have to understand that the product you are launching.
03:14 That product will give you so much success.
03:17 When the customer starts taking advance for it.
03:20 Stops asking for discount.
03:21 Remember the V.I.S. formula in the market.
03:24 Valuable for the customer, inimitable for the competition, scalable for me.
03:27 You have to understand these three things.
03:28 There is no better strategy than this.
03:30 If you solve this, then no one can defeat you in business.
03:32 What? I will say it again.
03:33 Very valuable for the customer.
03:35 The customer is ready to give you advance money.
03:36 Inimitable for the competition.
03:39 He should not be able to imitate immediately.
03:40 Scalable for me.
03:41 Not that I am doing business in my village.
03:43 Valuable for the customer.
03:44 Competition is not coming.
03:45 But it is not scalable for me that I am still sitting there.
03:47 I am sitting in Kanpur, Jagpur, Midnapur, Khadagpur, Cholampur, Rampur,
03:51 Shyampur, Kitnapur, Yepur, Wopur.
03:54 I am sitting in all these. I have not been able to move ahead in life.
03:56 You were very active in sports.
03:58 So you never thought that you were a state level runner in sports.
04:01 So you never thought of moving ahead in sports.
04:04 I thought a lot but I did not have the facilities at that time.
04:06 There was a lot of difficulty.
04:07 I had got a lot of medals.
04:08 I used to fight in the Benton weight category.
04:11 I used to play soccer.
04:13 I used to participate a lot in running athletics.
04:15 I think sports is the source of energy in your life.
04:18 Sports gives you strength.
04:19 It gives you the desire to win.
04:21 And when you want to win, no one can defeat you.
04:23 Vivek, what is money for Bindra?
04:25 Source of solving problems of my customer.
04:27 I will work hard with money and bring resources, manpower, machines, methods.
04:32 So that I can solve the problems of my customers.
04:35 I will get more money.
04:36 Then I will do it better.
04:37 I will get more money.
04:38 Then I will do it better.
04:39 If I want to know the hack of the share market from you,
04:41 what is it?
04:42 Because everyone thinks that the share market is very tough.
04:44 So, it is easy to get it.
04:46 In two issues, the share market should be looked at.
04:48 Fundamental and technical.
04:49 Fundamental means how the company is from inside.
04:51 Technical means the analysis of charts.
04:53 So, let's understand the fundamentals first.
04:55 In the fundamentals, you should see how the company's management is.
04:57 Is it competent?
04:58 And does it have 51% share or not?
05:00 Because if the company does not have shares,
05:02 the founders and promoters do not have shares,
05:03 then they will not feel like working.
05:05 So, how are the promoters?
05:06 How visionary are they?
05:07 How stable are they?
05:08 How well are they driving?
05:09 Secondly, check if the product is really solving the problem.
05:13 Is it capturing the customer's shell space?
05:15 Is it capturing the mind space?
05:17 The shell space is in the shop.
05:18 The mind space is in the customer's mind.
05:20 Thirdly, look at the company's CGP dashboard.
05:23 How is the cash growth profit?
05:24 Is the company's cash flow okay?
05:26 Growth is increasing every month, every year, every month, every year, every month, every year.
05:29 That is, the revenue is increasing.
05:30 And are the margins being maintained or not?
05:32 Fourthly, when you have gone to the share market,
05:35 you have to see that the company that is growing in the last 12 years,
05:39 is it growing three times or twice the GDP growth rate every 12 years?
05:43 If it is growing three times or twice the GDP growth rate, then it is okay.
05:47 Next, you see that the company's revenue is increasing
05:50 by selling actual goods or by doing something else.
05:52 So, you have to check the unit sales and the revenue.
05:55 Sometimes people just look at the revenue,
05:56 they do not look at the unit sales,
05:57 so they do not know what the revenue is increasing from.
05:59 It is very important to see that.
06:02 In the next fundamental, you have to check
06:05 that how is the loyalty of the customer in the company?
06:07 What is the exit barrier and what is the entry barrier for competition?
06:10 With this, you can see the repurchase rate, recurring revenue continuously.
06:14 If they are able to do it, it will be very good for you.
06:16 It is very important.
06:17 That is, is there a blue ocean strategy or not?
06:19 Has the company's entry barrier and exit barriers been built?
06:22 Recurring revenue, repeat purchase, repurchase rate, RRRR,
06:25 what does it mean?
06:26 Your rating, your review, your…
06:29 When your R gets fixed, as I told you earlier,
06:31 then it makes a lot of difference.
06:33 Technical, the charts analysis,
06:34 if you do a combination of these two things,
06:35 if it is not good, then clear it.
06:37 Fundamentals go on long term investing,
06:39 technical people work on daily share trading.
06:41 Do you consider the share market to be a fixed market?
06:44 No, not a fixed market because you can influence it,
06:46 with your knowledge, with your skill set,
06:47 so there is no total chance.
06:49 I consider crypto to be a fixed market
06:51 because you cannot influence its decisions,
06:53 you cannot completely influence its volatility.
06:57 You have nothing in your hands.
06:58 Here, if you have the knowledge, the skill,
07:01 you are looking at the charts of the last 12 years,
07:03 you are looking at its growth,
07:04 you are looking at its market share,
07:05 you are looking at the leadership position,
07:07 you are looking at the customer's behavior,
07:09 and if you are able to understand,
07:11 then you can predict that it will go high.
07:12 So, it means that if you can influence your decisions
07:14 and the results of your decisions, then it is not a fixed market.
07:17 And if you cannot influence the results after your decision,
07:20 if you do not have anything in your hands, then it is a fixed market.
07:22 So, the share market is not a fixed market.
07:24 When the market is low,
07:25 what strategy should the investor adopt?
07:27 Market low or high is a different thing.
07:29 If we are going on fundamentals,
07:30 buy the share at the right price is very important.
07:35 Value investing.
07:36 Value investing is very important.
07:38 You should buy the right thing at a cheap price.
07:40 The market is going low or high,
07:42 it is irrespective of that.
07:43 What you want to buy, where are you buying it,
07:46 at what price point are you buying it, that is more important.
07:47 Opportunity lies in the reason for a customer to switch.
07:50 If the customer is ready to switch and leave everything to come to you,
07:53 the importance of market low or high ends here.
07:56 The importance of market low or high is for the average people.
07:59 As soon as the market is low,
08:01 you will see that the biggest brand consolidates the entire market.
08:04 All the middle ones disappear.
08:06 Whenever the market is low,
08:08 the biggest brand consolidates everything.
08:11 Then consolidation works.
08:12 So, you have to see that
08:13 where is the person you are dealing with standing.
08:18 On the adoption curve,
08:20 it is possible that the market is low,
08:22 but the green energy on its adoption is going to go up a lot.
08:25 So, where is it standing on the adoption curve?
08:28 The market is adopting, so change is coming,
08:30 where is it standing?
08:31 The trend is there,
08:32 that trend comes,
08:33 then it disappears.
08:34 We can take it in any brand,
08:36 we can take it in any way,
08:38 singer, actor, actress.
08:40 For a few days, that trend is there,
08:42 then it disappears.
08:44 I have two questions from this.
08:45 Do you think that
08:46 because of social media,
08:48 this trend is there?
08:51 Secondly, how should a person keep himself relevant?
08:55 How should you keep yourself for long term?
08:57 The first answer to your second question is relevance.
09:00 Sonu Nigam is a singer,
09:02 I have been observing him for the last few days.
09:04 If you see him, he has kept himself relevant.
09:06 Many singers came.
09:07 Normally, a singer's phase is of 5 years.
09:10 After 5 years, the trend changes,
09:11 new singers come,
09:12 new types of singers come.
09:14 Amitabh Bachchan is a person who has kept himself relevant.
09:17 But in between, Dharmendra came,
09:19 Jitendra also came,
09:20 Rajesh Khanna also came,
09:21 many people came.
09:22 But he could not keep himself relevant.
09:24 Shatrughan Sen could not keep himself relevant
09:26 in the new market changing situation.
09:28 So, there are three important things for that.
09:30 One, see what is changing around you.
09:32 Second, learn new things according to that.
09:34 Third, your consistent action.
09:35 So, learn and adopt continuously around you.
09:39 And give action rules.
09:40 Don't sit at home and think that
09:41 my time is gone.
09:42 So, now, one, two, three.
09:44 Keep these three things in mind.
09:46 You will be able to keep yourself relevant,
09:47 you will be able to move forward.
09:48 Otherwise, time changes very fast.
09:49 At one time, Shiv Kheda ji used to be your motivation speaker.
09:51 Now, you don't see him.
09:52 Anuradha Podwal ji used to be your motivation speaker.
09:53 Now, you don't see her.
09:54 There were so many people who came and went.
09:56 Onida came and went.
09:57 Kodak came and went.
09:58 Nokia came and went.
09:59 They could not keep themselves relevant.
10:00 Tell yourself three things for relevance.
10:01 One, two, three.
10:03 Since you run a big business,
10:04 you also do many case studies.
10:06 So, is there a big reason
10:08 because of which businesses fail?
10:10 I have analyzed the total, there are 36 reasons.
10:12 Okay.
10:13 Yes, there are 36 reasons
10:14 because of which businesses fail.
10:15 True.
10:16 Let me tell you something quickly.
10:17 One, don't become a founder.
10:18 Second, don't bring the right manpower.
10:20 Third, your model should not have
10:22 long-term value of customer.
10:24 If a customer comes, does a transaction,
10:25 and leaves, he never comes back.
10:26 So, there is no lifetime value of customer in it.
10:28 Next, you are running after the investor,
10:31 not after the customer.
10:32 Next, the investor comes,
10:34 a lot of money has come,
10:35 but you are increasing the revenue,
10:37 but actually, you are not doing the modeling right.
10:38 After that, sometimes,
10:39 there is a challenge of location.
10:40 After that, the product experience is not good.
10:42 The product that you have made,
10:43 you are liking it,
10:44 but the customer is not liking it.
10:45 Apart from this, if you see,
10:46 so, one thing,
10:48 people make a lot of mistakes from the beginning
10:50 that they are solving the problem of the customer,
10:52 but not solving the burning problem.
10:53 Next, they are solving the problem
10:55 which is already solved.
10:56 They are not solving the problem
10:57 which is a new problem,
10:58 which is still unsolved,
10:59 but the customer wants it,
11:00 it is a burning problem.
11:01 There are 36 types of reasons like this.
11:03 If the teams are not aligned,
11:04 vision is not clean,
11:05 clarity is not there,
11:06 there are 36 reasons.
11:07 I have a very powerful video on YouTube.
11:08 A lot of people have seen it,
11:09 liked it a lot.
11:10 I have told it in 18 minutes,
11:11 about 36 points,
11:12 so that you understand.
11:13 If you work on these mistakes,
11:14 then your business will fail.
11:15 Should there be multiple co-founders
11:16 in any startup?
11:17 It is not necessary
11:18 that there should be or not.
11:19 It is necessary
11:20 that for the strength which is not mine,
11:21 I need to have either a co-founder
11:22 or an employee.
11:23 So, you have to see
11:24 that you have to combine strength,
11:25 which is my complementing strength,
11:26 you have to achieve it together.
11:27 And this is the formula of Richard Branson,
11:28 my weakness is my strength,
11:29 my weakness is my team's strength.
11:30 Now, you will merge these two
11:31 in the same way
11:32 so that the missing point is completed.
11:33 Two different types of people come,
11:34 then recreation and procreation happen.
11:35 One is like,
11:36 if you have a team,
11:37 then you have to work together.
11:38 If you have a team,
11:39 then you have to work together.
11:40 So, whether you get the qualities
11:41 or not in marriage,
11:42 it is not necessary.
11:43 It is more important
11:44 to get the mind in marriage.
11:45 Because if both are of the same quality,
11:46 of the same type,
11:47 then they will keep telling each other
11:48 that you did this wrong,
11:49 I did this wrong,
11:50 that will be a problem.
11:51 So, it is not necessary
11:52 to get a lot of qualities,
11:53 it is important to get a lot of mind.
11:54 If the founder gets the mind,
11:55 then it will be done.
11:56 Now, see,
11:57 I know sales marketing,
11:58 they know marketing,
11:59 they know marketing,
12:00 but they don't know
12:01 how to do it.
12:02 So, it is important
12:03 to get the mind in marriage.
12:04 If you get the mind,
12:05 you will be able to do it.
12:06 Now, see,
12:07 I know sales marketing,
12:09 they know technology,
12:10 we will go together.
12:11 I know how to manage operations,
12:12 they know how to manage tech products,
12:13 or how to manage marketing,
12:14 then the work will go on.
12:15 But if both are of the same sales marketing,
12:16 and the rest of the area
12:17 is weak,
12:18 then there will be a problem.
12:19 Because we are talking about the team,
12:20 when you hire someone
12:21 for your team,
12:22 then what are the qualities,
12:23 what are the parameters,
12:24 which are basically…
12:25 I see five things.
12:26 The first thing is,
12:27 whether my vision is aligned or not.
12:28 The second thing is,
12:29 whether it is coming from
12:30 the maker culture
12:31 or the cabin culture.
12:32 When I will need it,
12:33 I will sit on the ground,
12:34 when I will need it,
12:35 I will sit in the cabin.
12:36 This is the second most important thing.
12:37 The third thing is,
12:38 whether a person can do
12:39 three things,
12:40 whether he has the energy or not.
12:41 The fourth thing is,
12:42 whether he has the complete clarity
12:43 of what to do,
12:44 when to do,
12:45 how to do,
12:46 where to do.
12:47 And the fifth thing is,
12:48 his skill set,
12:49 how much experience he has.
12:50 Let's talk about Swiggy Zomato,
12:51 although Swiggy has been profitable
12:52 in its history,
12:53 what was the reason
12:54 that both the start-ups
12:55 did not become profitable?
12:56 The reason is very simple,
12:57 because there are investors
12:58 sitting on them,
12:59 who are giving them
13:00 the pressure of revenue.
13:01 Revenue means,
13:02 capture a new market,
13:03 I will capture a new market,
13:04 I will capture a new market,
13:05 I will capture a new market,
13:06 I will capture a new market,
13:07 I will capture a new market,
13:08 I will capture a new market,
13:09 I will capture a new market,
13:10 more revenue, more revenue,
13:11 more revenue.
13:12 So, that is why
13:13 their direction has changed.
13:14 What should be the direction?
13:15 Make a profitable business.
13:16 But what does the investor
13:17 want?
13:18 Exit.
13:19 Your revenue will increase,
13:20 valuation will increase,
13:21 valuation will increase,
13:22 so I will sell my share
13:23 to someone else
13:24 and go out.
13:25 So, through them,
13:26 then they are directed.
13:27 They are directed by
13:28 somebody who has
13:29 his own vested interest.
13:30 But because initially
13:31 you had your vested interest
13:32 that he gives me money,
13:33 so now you have to work
13:34 for it.
13:35 That is why you get stuck.
13:36 So, the picture is that
13:37 you have to see three things.
13:38 Cash,
13:39 as soon as you give money,
13:40 it comes from time.
13:41 Growth,
13:42 every time by selling
13:43 more and more money,
13:44 increase,
13:45 profit,
13:46 whatever work I do,
13:47 my margin should be
13:48 20-30%, 15%.
13:49 When there is a lot of
13:50 competition in a market
13:51 or in a business,
13:52 then how can you
13:53 stand out in such a situation?
13:54 If you try to be the best,
13:55 you may become number one.
13:56 But if you try to remain unique,
13:57 you will be the only one.
13:58 It is important to try
13:59 to look at opportunities
14:00 and possibilities
14:01 where you become
14:02 the only one.
14:03 By the way,
14:04 customer service
14:05 has become
14:06 the new battleground.
14:07 The battlefield has changed.
14:08 For repeat revenue,
14:09 customer service
14:10 is the emotion,
14:11 the peak and strategy.
14:12 Because emotion
14:13 comes from devotion.
14:14 When there is devotion,
14:15 only then you will get promotion.
14:16 So, how much emotion
14:17 you can capture
14:18 the customer with you.
14:19 If you capture the mind share,
14:20 then market share will come.
14:21 Suppose I made a product,
14:22 there are big companies
14:23 like me,
14:24 big people
14:25 who have made
14:26 the same products.
14:27 By doing this,
14:28 many products have been made.
14:29 So, in this way,
14:30 how do I make myself
14:31 a market leader?
14:32 To gain trust,
14:33 extend trust.
14:34 Trust is the reason
14:35 why people do business
14:36 with you.
14:37 Market leader.
14:38 Market leader reminds me
14:39 that I am conclaving
14:40 a leadership business.
14:41 Entrepreneurship launchpad.
14:42 Now, 30,000 people
14:43 are coming in this.
14:44 This is an indication
14:45 of being a market leader.
14:46 Ask why?
14:47 Because this has never
14:48 happened in the whole world.
14:49 30,000 people are sitting
14:50 in a room.
14:51 It is not a footfall
14:52 that people are coming
14:53 and going.
14:54 30,000 people are sitting
14:55 in a room together.
14:56 This is a big thing.
14:57 It is a big thing.
14:58 We have broken all the
14:59 world records in India.
15:00 To become a market leader,
15:01 we need to build trust.
15:02 Because trust is a real equity.
15:03 People, with all reasons aside,
15:04 they like to do business
15:05 with only those
15:06 who they trust upon.
15:07 That's most important.
15:08 Some businesses are
15:09 business.
15:10 Some are purpose-driven
15:11 startups.
15:12 Every business should
15:13 be a purpose-driven business.
15:14 A business that is
15:15 not purpose-driven
15:16 but profit-driven
15:17 will come and go.
15:18 As you said,
15:19 it will become a trend
15:20 and disappear.
15:21 How can this social impact
15:22 business be made
15:23 profitable?
15:24 Every business needs
15:25 both social impact
15:26 and profit.
15:27 There will be
15:28 neither social impact
15:29 nor profit.
15:30 How can we balance?
15:31 Control your cogs.
15:32 Cost behind the cost.
15:33 Cogs behind the cost.
15:34 Like Dr. Devi Shetty's
15:35 Narayan Hirdwale.
15:36 In 1992,
15:37 he was doing
15:38 a heart surgery
15:39 for 80,000 rupees.
15:40 In 2022,
15:41 he is doing
15:42 a heart surgery
15:43 for 80,000 rupees.
15:44 How much inflation
15:45 has come.
15:46 How did he do it?
15:47 He controlled his
15:48 costing.
15:49 Costing will be fine,
15:50 pricing will be fine.
15:51 Today,
15:52 he has a social impact
15:53 business.
15:54 He changed
15:55 small things.
15:56 He did such amazing
15:57 things that the game
15:58 changed.
15:59 He did not have
16:00 to import
16:01 from abroad.
16:02 He trained
16:03 the local people
16:04 and asked for
16:05 his raw material.
16:06 He made it
16:07 for 800 rupees.
16:08 He controlled
16:09 the cost
16:10 and the price.
16:11 If the price is
16:12 controlled,
16:13 you will have
16:14 a margin.
16:15 You will have
16:16 a margin,
16:17 you will not
16:18 have an impact
16:19 on the customer
16:20 and you can
16:21 scale it.
16:22 On the other
16:23 hand,
16:24 if a doctor
16:25 thinks that
16:26 he has to earn
16:27 a lot of money,
16:28 he will not
16:29 do it.
16:30 He will not
16:31 do it.
16:32 He will not
16:33 do it.
16:34 He will not
16:35 do it.
16:36 He will not
16:37 do it.
16:38 He will not
16:39 do it.
16:40 He will not
16:41 do it.
16:42 He will not
16:43 do it.
16:44 He will not
16:45 do it.
16:46 He will not
16:47 do it.
16:48 He will not
16:49 do it.
16:50 He will not
16:51 do it.
16:52 He will not
16:53 do it.
16:54 He will not
16:55 do it.
16:56 He will not
16:57 do it.
16:58 He will not
16:59 do it.
17:00 He will not
17:01 do it.
17:02 He will not
17:03 do it.
17:04 He will not
17:05 do it.
17:06 He will not
17:07 do it.
17:08 He will not
17:09 do it.
17:10 He will not
17:11 do it.
17:12 He will not
17:13 do it.
17:14 He will not
17:15 do it.
17:16 He will not
17:17 do it.
17:18 He will not
17:19 do it.
17:20 He will not
17:21 do it.
17:22 He will not
17:23 do it.
17:24 He will not
17:25 do it.
17:26 He will not
17:27 do it.
17:28 He will not
17:29 do it.
17:30 He will not
17:31 do it.
17:32 He will not
17:33 do it.
17:34 He will not
17:35 do it.
17:36 He will not
17:37 do it.
17:38 He will not
17:39 do it.
17:40 He will not
17:41 do it.
17:42 He will not
17:43 do it.
17:44 He will not
17:45 do it.
17:46 He will not
17:47 do it.
17:48 He will not
17:49 do it.
17:50 He will not
17:51 do it.
17:52 He will not
17:53 do it.
17:54 He will not
17:55 do it.
17:56 He will
17:57 not
17:58 do it.
17:59 He will
18:00 not
18:01 do it.
18:02 He will
18:03 not
18:04 do it.
18:05 He will
18:06 not
18:07 do it.
18:08 He will
18:09 not
18:10 do it.
18:11 He will
18:12 not
18:13 do it.
18:14 He will
18:15 not
18:16 do it.
18:17 He will
18:18 not
18:19 do it.
18:20 He will
18:21 not
18:22 do it.
18:23 He will
18:24 not
18:25 do it.
18:26 He
18:27 will
18:28 not
18:29 do it.
18:30 He
18:31 will
18:32 not
18:33 do it.
18:34 He
18:35 will
18:36 not
18:37 do it.
18:38 He
18:39 will
18:40 not
18:41 do it.
18:42 He
18:43 will
18:44 not
18:45 do it.
18:46 He
18:47 will
18:48 not
18:49 do it.
18:50 He
18:51 will
18:52 not
18:53 do it.
18:54 He
18:55 will
18:56 not
18:57 do it.
18:58 He
18:59 will
19:00 not
19:01 do it.
19:02 He
19:03 will
19:04 not
19:05 do it.
19:06 He
19:07 will
19:08 not
19:09 do it.
19:10 He
19:11 will
19:12 not
19:13 do it.
19:14 He
19:15 will
19:16 not
19:17 do it.
19:18 He
19:19 will
19:20 not
19:21 do it.
19:22 He
19:23 will
19:24 not
19:25 do it.
19:26 He
19:27 will
19:28 not
19:29 do it.
19:30 He
19:31 will
19:32 not
19:33 do it.
19:34 He
19:35 will
19:36 not
19:37 do it.
19:38 He
19:39 will
19:40 not
19:41 do it.
19:42 He
19:43 will
19:44 not
19:45 do it.
19:46 He
19:47 will
19:48 not
19:49 do it.
19:50 He
19:51 will
19:52 not
19:53 do it.
19:54 He
19:55 will
19:56 not
19:57 do it.
19:58 He
19:59 will
20:00 not
20:01 do it.
20:02 He
20:03 will
20:04 not
20:05 do it.
20:06 He
20:07 will
20:08 not
20:09 do it.
20:10 He
20:11 will
20:12 not
20:13 do it.
20:14 He
20:15 will
20:16 not
20:17 do it.
20:18 He
20:19 will
20:20 not
20:21 do it.
20:22 He
20:23 will
20:24 not
20:25 do it.
20:26 He
20:27 will
20:28 not
20:29 do it.
20:30 He
20:31 will
20:32 not
20:33 do it.
20:34 He
20:35 will
20:36 not
20:37 do it.
20:38 He
20:39 will
20:40 not
20:41 do it.
20:42 He
20:43 will
20:44 not
20:45 do it.
20:46 He
20:47 will
20:48 not
20:49 do it.
20:50 He
20:51 will
20:52 not
20:53 do it.
20:54 He
20:55 will
20:56 not
20:57 do it.
20:58 He
20:59 will
21:00 not
21:01 do it.
21:02 He
21:03 will
21:04 not
21:05 do it.
21:06 He
21:07 will
21:08 not
21:09 do it.
21:10 He
21:11 will
21:12 not
21:13 do it.
21:14 He
21:15 will
21:16 not
21:17 do it.
21:18 He
21:19 will
21:20 not
21:21 do it.
21:22 He
21:23 will
21:24 not
21:25 do it.
21:26 He
21:27 will
21:28 not
21:29 do it.
21:30 He
21:31 will
21:32 not
21:33 do it.
21:34 He
21:35 will
21:36 not
21:37 do it.
21:38 He
21:39 will
21:40 not
21:41 do it.
21:42 He
21:43 will
21:44 not
21:45 do it.
21:46 He
21:47 will
21:48 not
21:49 do it.
21:50 He
21:51 will
21:52 not
21:53 do it.
21:54 He
21:55 will
21:56 not
21:57 do it.
21:58 He
21:59 will
22:00 not
22:01 do it.
22:02 He
22:03 will
22:04 not
22:05 do it.
22:06 He
22:07 will
22:08 not
22:09 do it.
22:10 He
22:11 will
22:12 not
22:13 do it.
22:14 He
22:15 will
22:16 Thank you so much sir.
22:18 Aapka dhanyawad.