????大多數(shù)創(chuàng)業(yè)者都對(duì)自己決定獨(dú)自闖天下時(shí)的情形記憶猶新。悉達(dá)多?阿盧瓦利亞的這個(gè)時(shí)刻出現(xiàn)在2009年，當(dāng)時(shí)他正在吃早餐。那年他22歲，是瓜廖爾印度信息技術(shù)和管理學(xué)院（Indian Institute of Information Technology & Management）工程系的學(xué)生，正在印度頂級(jí)研究生商學(xué)院——印度管理學(xué)院艾哈邁德巴德分校（the Ahmedabad campus of the Indian Institute of Management）實(shí)習(xí)。該校一名學(xué)生在阿盧瓦利亞的桌前坐下，然后開始聊起了自己經(jīng)營的生意——一個(gè)技術(shù)平臺(tái)，為火車站提供電視廣告。

????阿盧瓦利亞回憶說：“艾哈邁德巴德分校充滿了創(chuàng)業(yè)能量，能見到許多新的創(chuàng)業(yè)者?！毙膭?dòng)不已的他拉來了三位朋友作為聯(lián)合創(chuàng)始人，四個(gè)人開始著手制作一個(gè)診所廣告平臺(tái)。

????阿盧瓦利亞來自密拉特。這是一座工業(yè)化城市，距新德里50英里（80.5公里）。在那里，他挨個(gè)拜訪每位醫(yī)生，希望他門能對(duì)自己的產(chǎn)品感興趣。密拉特是印度發(fā)展最快的城市之一，人們經(jīng)常把它稱為印度未來的增長中心——密拉特國際機(jī)場和德里-密拉特干線公路都在修建之中。對(duì)阿盧瓦利亞和他的朋友們來說，更重要的是密拉特有多家醫(yī)藥公司和醫(yī)學(xué)院。

????他們從醫(yī)生那里獲得反饋后開始把業(yè)務(wù)重點(diǎn)從廣告轉(zhuǎn)向電子病歷。在與密拉特相鄰的一個(gè)邦，他們的項(xiàng)目在一所工程大學(xué)舉辦的商業(yè)計(jì)劃競賽中拔得頭籌。但隨后他們就畢業(yè)了，開始作為工薪族面對(duì)嚴(yán)酷的現(xiàn)實(shí)。

????阿盧瓦利亞說：“那時(shí)我們還是學(xué)生，沒人愿意為我們提供資金?！苯酉聛韯t是家庭的影響。“在印度，供子女讀書的父母都希望孩子們能找到工作，安定下來?！?/p>

????阿盧瓦利亞也不例外。他在德里一家為海外企業(yè)制作、管理運(yùn)營軟件的公司找了一份IT方面的工作。他在那里工作了11個(gè)月后開始覺得單調(diào)乏味。這次他求助于一位親戚，懇請后者為他提供啟動(dòng)資金——許多年以來，家庭儲(chǔ)蓄一直是印度初創(chuàng)型企業(yè)的種子資金源泉。

????2012年4月，阿盧瓦利亞再次開始走訪各家診所。但這次他發(fā)現(xiàn)人們的態(tài)度出現(xiàn)了變化。他說：“媒體對(duì)創(chuàng)業(yè)給予了很大關(guān)注。”當(dāng)初父母對(duì)他的計(jì)劃態(tài)度猶豫，現(xiàn)在也變成了他的支持者。“而且，有幾家公司已經(jīng)成功上市，生存了下來?！?/p>

????國內(nèi)的成功事例提升了印度創(chuàng)業(yè)者的可信度。6月底，一家中國-南非合資公司斥資約1.25億美元（7.72億元人民幣）收購了印度最大汽車票銷售網(wǎng)站RedBus。這是迄今為止海外戰(zhàn)略投資者對(duì)印度互聯(lián)網(wǎng)公司的最大規(guī)模收購，證明印度創(chuàng)業(yè)者能針對(duì)國內(nèi)市場建立起有價(jià)值的網(wǎng)絡(luò)企業(yè)。

????Most entrepreneurs remember vividly when they decided to strike out on their own. For Siddhartha Ahluwalia, the moment came over breakfast, in 2009. Then 22 years old and an engineering student at the Indian Institute of Information Technology & Management in Gwalior, he was interning at India's premier graduate business school -- the Ahmedabad campus of the Indian Institute of Management (IIM-A). An IIM-A student sat down at Ahluwalia's table and started to talk about his own business -- a tech platform that served TV ads at train stations.

????"IIM-A is full of energy regarding entrepreneurship," Ahluwalia remembers. "You meet a lot of new entrepreneurs." The fired-up Ahluwalia enlisted three friends as co-founders, and they started work on an advertising platform for doctors' offices.

????Ahluwalia went door to door in his hometown of Meerut -- an industrial city 50 miles from New Delhi -- trying to get doctors excited about the product. Ranked as one of India's fastest-growing cities, Meerut is frequently cited as a hub for future growth in India -- an international airport and a major Delhi-Meerut highway are in the works. More importantly for Ahluwalia and his friends, Meerut has several pharmaceutical companies and medical schools.

????After receiving feedback from doctors, the team switched its focus from advertising to electronic medical records. They won first place in a business plan competition at an engineering college in a neighboring state. But then graduation hit, along with the harsh realities of the working world.

????"We were students, so no one would give us funding," he says. And then there was the matter of family. "In India, when parents fund a child's education, the expectation is that he or she will then get a job and settle down."

????So that's what he did. Ahluwalia moved to Delhi and got an IT job at a company that created and managed operational software for companies overseas. He lasted for 11 months before the monotony of it got to him. This time, he went to a relative -- for many years, family savings have provided seed funding for most Indian startups -- and asked for an initial investment.

????By April 2012, Ahluwalia was knocking on doctors' doors again, but this time, he noticed an attitude change. "A lot of media attention has been given to entrepreneurship," he said, noting that his parents, who initially balked at his plan, had turned into supporters. "Also, several companies had successful IPOs and exits."

????Local success stories have boosted the credibility of entrepreneurship in India. In late June, RedBus, the country's largest online bus ticket vendor, was acquired by a joint Chinese-South African venture for around $125 million. The deal, which is the biggest acquisition to date of an Indian Internet company by a strategic overseas investor, validated the notion that Indian entrepreneurs could create valuable online businesses catering to the domestic market.