What a software buyer in Kanpur usually looks like
Kanpur’s business base is old, industrial and family-run. Leather, textiles, chemicals, fertiliser and a large wholesale trading layer sitting underneath all of it. These are not companies with a CTO. The person who commissions software is usually a second-generation owner who has watched the business outgrow the spreadsheets their father ran it on.
That produces a very particular brief. Nobody arrives asking for a mobile app. They arrive because reconciliation takes four days, because nobody can say what stock is actually in the godown, or because a Tally export has to be manually reshaped every month before it means anything. The requirement is buried inside an operational complaint, and getting it out takes a site visit rather than a call.
The other constant is the parallel spreadsheet. Almost every operation here keeps one alongside whatever software it bought, holding the thing the software could not express. That file is usually the most important document in the discovery process, because it describes the business as it actually runs rather than as a vendor assumed it would.
Budgets are real but conservative, and they are spent against a demonstrated problem rather than a projected benefit. Nobody here is buying software because a competitor has it. That makes the sales conversation refreshingly short and the delivery expectation correspondingly firm: the thing has to work on the floor, in the first month, with the staff who are already there.