Bengaluru, 02 May(HS): It was a Ganesh Chaturthi festival day in 1994, but not for Maruthi Bheemrao More, a native of Katral village in Vijayapura district, who had just completed the ITI course in Automobile Engineering. He was sent to Bengaluru to look for a job, packing a couple of meals and given Rs 300/- for bus fare. After coming to Bengaluru, he stayed with his maternal uncle and known people from his native village and began the job hunting for about 15 days.
One-year training opportunity at Kirloskar Electrical: Luckily, he got a one-year training opportunity at Kirloskar Electrical. It was more like studying there for already having some knowledge of electronics and automobiles. Initially, for about 2–3 months, they gave him basic work like washing bearings, cleaning electrical motors, and other small tasks. He had a stint there for about 3 years and 5 months.
Task done in 10 minutes: Thanks to his acumen of diligently accomplishing the assigned tasks, Maruthi More was well ahead not only of his co-workers but even his boss as well. Once, there was a main engineer who couldn’t complete a task for days, but Maruti More finished it in 10 minutes! After that, the manager asked him how he could do it. Then Maruti More had to reveal that he already knew it and that he could also do it better than others.
Confidence paves the way for enhanced training: Then they sent Maruthi More to Jigani to do alignment work for a 1,000 KVA Kirloskar alternator in the pharmaceutical industry. The assigned people had failed to complete the alignment even in 4–5 days, but Maruti More finished it just in one day! That leveraged their confidence in him, and they started training him more in electrical work.
Joining Ashok Leyland became a turning point in life: After about 9 months, Maruthi More got a training-cum-apprenticeship opportunity at Ashok Leyland in the new engine division. That was a turning point in his life. He learned a lot there and eventually became a service engineer. He started handling inspections of new engines sent to big companies like L& T, BEML, and others. He also worked on generators—handling pre-delivery inspections after sales. Over a period of time, he built good relationships with clients.
Advice to start his own business: Later, someone suggested that since he had so much knowledge, why not start his own business? They said companies take 3–4 days to respond, but he could do the work faster. A person named Subbarao from Bangalore Forge supported him. He had multiple industries, and along with their family network, there were about 15–20 companies. Also, a person named B.V. Nagaraj in Yelahanka had many generators through silk industry connections.
Generators in huge demand: At that time (around 1996–97), there were frequent power cuts, and generators were in high demand. They encouraged Maruthi More to start his own work. Subbarao gave him around 15 AMC (Annual Maintenance Contract) projects, each worth ₹8,000–₹10,000. In the very first month, his business turnover reached around ₹1.5 lakh!
Beginning of a new company: It was at this juncture that Maruthi More bought a two-wheeler, tools, and everything needed, registered a company, and started his business as a proprietorship firm called BMS Diesel Systems.
Company with three partners: Initially, they were three people—Maruthi More, Shivkumar, and Basavarajan (who handled electronics). Basavarajan left within six months, while Shivkumar continued for some time.
Another opportunity with the TELCO: Later, he got an interview opportunity at Telco (Tata Motors joint venture), around 1998–99, when the Tata Indica was being launched. Maruthi More got selected. He was not keen on taking up the job, but friends insisted since it was a big opportunity. He joined, but there was a lot of work pressure, like long working hours from 08 AM to 01 AM. He was already preoccupied with his own work. So after six months, he resigned and focused fully on his business.
Partners part ways: There were some disagreements with his partner Shivkumar, so they separated, and Maruthi More continued independently.
From a few sets to 100 mobile generators! After his marriage around 2001–2002, he worked 24/7 to grow the business. By 2007, Maruthi More had around 80 generators of his own, supplying to construction groups and software companies. Later, when he lost a major contract (like the World Trade Centre), business dipped slightly, so he shifted towards mobile generators. Gradually, it grew from a few units to over 100 mobile generators today!
Money and clients will come automatically: Asked about the factors behind his success story, Maruthi More asserted, The key lesson is, in any business, timely service, quality of service, and customer satisfaction are very important. If you maintain these, money and clients will come automatically!
Neither branding nor advertising: Maruthi More recalls, We never did any branding or advertising—everything grew through word of mouth. Customers became like friends. Over time, I converted the company into BMS Diesel Systems India Private Limited in 2007. A private limited structure brings more trust and also more formalities, but it’s beneficial.
AP, TN, Maharashtra and Goa: Initially, we worked only in Bangalore, but now we operate in Tamil Nadu, Andhra Pradesh, Maharashtra, Goa, and other places. We have around 65–70 employees, and indirectly 200–300 more through subcontracting, informs Maruthi More.
Company needs to grow: When inquired regarding IPO, Maruthi More says, Yes, I want to do it, but I feel the company needs to grow more before going public. It will help with funding and expansion into cities like Hyderabad, Goa, and Pune.
No international plans for now: About expansion of business elsewhere across the world, Maruthi More didn't sound optimistic, I haven’t thought much about international expansion yet, but I’m planning to visit Taiwan and China to explore new technologies. Recently, I’ve also added lighting services like LED walls, stage lighting, and truss systems.
IPL. Kabbadi...: on the query of the clientele, Maruthi More tells, We’ve been working in IPL and international cricket matches for about 12–13 years, handling electricals and generators. We also support sports like kabaddi and work with JSW, marathons, event companies like BookMyShow, Sunburn, and DNA Networks—one of India’s biggest event management companies. Our annual turnover is around ₹15–20 crore.
Profit margins are low: Briefing about the profit margins, Maruthi More sounds sceptical, However, market fluctuations are a challenge. Profit margins are low. Even after 10–12 years, service charges haven’t increased much, while diesel costs have gone up by about 50%, along with labour and other expenses. We’re sustaining mainly because of higher volume compared to the earlier years, and the market is quite unstable.
Hindusthan Samachar / Manohar Yadavatti
