Nikhil Dhingra

Nothing brings more joy than seeing a vision come to life—empowering businesses to truly have it all. At nurture.retail, our journey is about more than just numbers like 100,000+ retailers and 9,000+ SKUs. It’s about rewriting what’s possible, just like this creative twist on Shashi Kapoor’s iconic line: "Mere paas gaadi hai, bungalow hai, paisa hai… aur maa bhi!" We’re building a platform where our partners don’t have to choose between scaling their business and fulfilling their dreams. Together, we’re redefining success—growing connections, fostering progress, and celebrating every milestone along the way. What does having it all mean to you? Let’s grow and shape this journey together. #Innovation #Empowerment #RetailTech #GrowthJourney #productleadership #ecommerce #agtech

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Attended an insightful session at NASSCOM Future Forge 2024 on Conscious Design Choices by Conscious Patterns Team. Check out this blog highlighting 12 distinct deceptive patterns in UX based on ASCI and Department of Consumer Affairs guidelines. Hope this blog helps a lot of Product, Design & Engineering Team to take conscious calls to differentiate between "Ethical vs Deceptive Design Patterns in UX" [Link to the blog] (https://lnkd.in/gZJGTVqu) #UXDesign #ProductEngineering #NASSCOMFutureForge2024

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I recently did something I haven’t had to do before- drafted up a Mat Leave plan! Few good learnings from this process- 🕗 Start earlier than you expect I started drafting up my plan ~6 weeks ago, socializing it with different stakeholders, and adding sections after having conversations with people where I realized additional inputs would be helpful. I was also pretty aggressive about actively opening up the doc and talking it through *live* with folks to ensure they were active shapers of the content vs. just passively sending a doc around and folks only reading it for the first time after I was already gone and they needed something (guaranteed to lead to freakouts). 🤔 There aren’t a ton of models for how to do it “right” In fact, I really only found one template that resonated for me/ my role (thanks Tamara Hinckley & Lenny's Newsletter! https://lnkd.in/g4gyb5uD) Given this, you can shape whatever doc you want but starting *super* bare bones and building it iteratively as I talked to folks and actually figured out what questions they had worked well for me. 👥 Prioritize people first The part of my plan I spent the most time on by far was ensuring my team would be taken care of while I’m out. This included interim management responsibilities as well as writing detailed performance review notes. I also pre-delivered performance feedback to my team for the (majority of the) Half to ensure they heard the feedback from me first-hand and there weren't any surprises. 🤰 It’s important that leaders model taking leave I was lucky to see strong examples of this early in my career. In my mid-20's, one of my role models Laura Jones joined Uber pregnant and took a full leave only a couple months into her tenure. She was joining as the first Product Marketer at the company, establishing an entirely new function, and took leave only a few months into the new gig. Talk about GUTSY. She went on to build a 50+ large PMM Org at Uber, have a ton of impact on the company and brand, and is now CMO at Instacart, so I’d say things turned out okay. 😄 But what watching Laura taught me is that there's never a “good” time to have a baby and take leave, and no matter how important or senior you are you’re never going to get your child’s first few months of life back. Take the leave, and show your team they can take it too. I’m super grateful to Statsig for being a startup that recognizes that life happens- even when you’re building a company!- and offering a generous leave for both mothers and fathers at all levels. Excited for what this next chapter will bring and how it will change me as a doer and a leader… see you in a few months ✌️

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Recently, Zomato CEO Deepinder Goyal stepped “out of the boardroom” and into the shoes of a delivery partner in #Gurugram, aiming to understand the challenges they face on a daily basis. Accompanied by his wife, Goyal wore the Zomato red uniform and delivered orders ↗️His #Experience: At Ambience Mall, Goyal was denied access through the main entrance and elevators, a common issue faced by delivery workers. He had to use a side entrance and stairs, highlighting how malls and other establishments can make life unnecessarily difficult for delivery personnel. ↗️ #Learnings: His experience showed how vital it is to provide better infrastructure and dignity to gig workers. Goyal called for more humane treatment, such as better access points and waiting areas for delivery workers. ↗️Immediate #Action: Responding quickly, Ambience Mall created a designated pickup area with a comfortable waiting spot for delivery partners. They also introduced “walkers,” individuals who help deliver food from restaurants to the pickup point, easing the burden on delivery personnel. ↗️Audience #reactions: 👍🏻 #Supporters: Many applauded Goyal’s initiative, praising him for shedding light on the often-overlooked challenges delivery workers face. People voiced support for better treatment of gig economy workers, emphasizing their crucial role in the fast-paced food delivery ecosystem. 👎🏻 #Criticism: Some, however, felt that a one-day experiment wasn’t enough to understand the complexities of gig work. They argued that while the gesture was symbolic, systemic changes are needed to make a lasting impact on working conditions. Some even said he was “too late” in figuring out this very basic problem faced by Delivery partners. ↗️Wider #impact: Goyal’s effort sparked a broader conversation on social media about improving the working conditions for delivery partners, with suggestions like dedicated parking spots, faster order processing, and better treatment across establishments. All in all,this experiment not only highlights the day-to-day struggles of delivery partners but also how even small, thoughtful changes can make a big difference. It’s a reminder to businesses and consumers alike to be more considerate of the “on the ground” workforce. Here’s hoping more business leaders think of stepping in the shoes of operating workforce to understand their problems better and work towards solving it. At the end, if the workforce is able to perform their job efficiently, the #productivity naturally increases. #Leadership #GigEconomy #DeliveryPartners #Zomato #DeepinderGoyal #EmpathyInAction #BusinessResponsibility

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✨Announcement📢🥳 I am exhilarated to be a part of Product Space's Product Teardown Competition Season 10 with the collaboration with Susheela Mani Manoharan, in which we have to boost the AOV of Zepto, a leading "10 minute grocery" delivery platform. In this challenge, we have to develop detailed product strategies to: 1. Boost the AOV of Zepto from ₹460 to ₹600. 2. Enhance product discovery and engagement on the app to encourage more frequent and larger orders. 3. Improve purchase experience We came out with detailed user experience, pain points and their wireframe solution to achieve the desired outcome. A big thanks to Product Space for organizing this great competition and providing an opportunity where we can show our learning skills and where we can learn from own mistakes. It was really amazing experience with this exciting challenge. Product Space 🚀 #product #productspace #ProductSpace #zepto #ProductTeardownS10 #productmanagement #PM #AOV # #productteardown #challenge

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𝗢𝗹𝗮 𝗲𝗻𝘁𝗲𝗿𝘀 𝗾𝘂𝗶𝗰𝗸 𝗰𝗼𝗺𝗺𝗲𝗿𝗰𝗲 𝗺𝗮𝗿𝗸𝗲𝘁 - 𝗡𝗼𝘃𝗲𝗹𝘁𝘆 𝘃𝘀 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 In Simon Sinek's book 𝘚𝘵𝘢𝘳𝘵 𝘸𝘪𝘵𝘩 𝘞𝘩𝘺, the distinction between novelty and innovation is highlighted to emphasize the importance of understanding the underlying purpose behind business decisions and developments. 𝗡𝗼𝘃𝗲𝗹𝘁𝘆 -> Small changes that grabs temporary attention 𝗧𝗲𝗺𝗽𝗼𝗿𝗮𝗿𝘆 𝗔𝗽𝗽𝗲𝗮𝗹 -> Introduced to attract attention or differentiate a product temporarily - ex : Camera in a phone 𝗖𝗼𝗻𝘀𝘂𝗺𝗲𝗿 𝗔𝘁𝘁𝗿𝗮𝗰𝘁𝗶𝗼𝗻 -> drive sales and consumer interest in the short term - ex : Pokemon Go - Augmented Reality Game 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 -> Changes that alter the courses of Industries & Social Practices - ex : Touch Screen by Apple 𝗟𝗼𝗻𝗴 𝗹𝗮𝘀𝘁𝗶𝗻𝗴 𝗶𝗺𝗽𝗮𝗰𝘁 -> Apple iPhone changed how service providers and OEM interacted , the power shifted to OEM’s 𝗞𝗲𝘆 𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀 𝗼𝗳 𝗢𝗹𝗮’𝘀 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 • Ola is entering a 5 Billion Quick Commerce Market , competing with Swiggy Instamart , Blinkit , Zepto , Flipkart Minute • The Differentiator is cutting processing time via Automation {Replace Human Labour with Robots} in Darkstores 𝗕𝘂𝘁 𝗪𝗵𝘆 𝗻𝗼𝘄 ? • Quick Commerce is growing and growing fast. • Blinkit is doing better than zomato , Zepto got a 1 Bn investment - Implied Investors confidence 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴𝘀 Reducing processing time via introducing Robots at darkstore looks like a Novelty than an innovation for now. Would love to see what else is in store. https://lnkd.in/gNwT-GzG #business #ecommerce

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🍳🚀 What Cooking Can Teach Us About Innovation 🚀🍳 Ever noticed how top chefs and product managers share similar tricks up their sleeves? Just like making a delicious dish, innovation needs a mix of careful planning, creativity, and a focus on making customers happy. Take Chef Vikas Khanna, who’s known for his attention to detail and sourcing the best ingredients, just like how product managers pick the best features for users. Every small change matters, whether it’s in a recipe or an app update, to make things great. Then there’s Chef Sanjeev Kapoor, who’s always surprising us with new flavors and ideas, much like how tech companies bring out new gadgets that change the game. Making a meal that people remember is a lot like creating products that users love. So, whether you’re in the kitchen or at work, remember—being precise, thinking creatively, and keeping customers in mind are key to cooking up something awesome in both food and innovation. 🌟 #innovation #productmanagement #creativity #customerexperience #leadership #techtrends #businessstrategy #startup #foodforthought #inspiration

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🚨 EXCLUSIVE Aditi Shrivastava breaks down Meesho's numbers for the first half of FY25: 🛍️Annualised recurring revenue: > $1 billion 🛒 Net merchandise value: Rs 14,251 crore ⬆️ 29% (y-o-y) 📌 Revenue: Rs 4,405 crore 24% 📌 Loss: Rs 41 crore The Arc Analysis: https://lnkd.in/g9tGkCS4 We're ON IT.

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For traditional Ecommerce marketplaces, users might have multiple apps but the usage beyond their primary app is almost negligible. Users are very very sticky with say an Amazon for horizontals, a Swiggy for food and a MakeMyTrip for travel despite maybe still having a Flipkart, a Zomato or an EaseMyTrip on their device (or a different combination). However for QCommerce, largely, there is a hierarchy of apps (which might vary across users). Users tend to have multiple apps and all of them get shot up frequently. The other category where I find parallels is Mobility. While users have favourites here too, the competition hasn't completely lost you. Primary reason is the 'Reliability Factor'. All the previous categories have scaled up on Reliability definitions of the users while QCom and Mobility will continue to struggle here. In Mobility while this is mainly hinged on availability, in QCom it is a function of availability, price and QUALITY. If I were a QCom decision maker, I would put my money on 'fresh category' led frequency and try and get the best score on cracking perishables. Easier said than done but worth it IMO. I hope my favourite Big basket cracks this play and claws back the lost share :) #RandomWeekendMusings

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How Blinkit Became Profitable? Optimized Operations: Reduced delivery time to 12.5 minutes and streamlined inventory with data analytics​​. Strategic Expansion: Focused on high-demand cities like Delhi NCR and Mumbai, opening 75 new stores in Q4 FY24 Revenue Growth: Gross Order Value (GOV) surged 97%, driven by frequent buyers and expanded product categories (e.g., eyewear, electronics)​​. Cost Efficiency: Leveraged Zomato's ecosystem to share infrastructure, reducing overhead costs​​. Diversified Offerings: Introduced non-grocery items to boost average order value​​. Tech Investments: Used advanced tools for route optimization and customer personalization to cut costs​​. By combining operational efficiency, strategic market focus, and product diversification, Blinkit transitioned to operational profitability while aligning with Zomato’s broader goals. #Zomato #Blinkit #Profitability #QuickCommerce

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QC in India is like COD. One has to offer but deep down it is a cost that sellers hate to bear. Earlier margins used to go away in high RTO and soon margins will go away as QCs will charge high commission. E-commerce in India has high volumes but to make a large profitable business is very hard. #D2C #ecommerce

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💡 Designing B2B Products is no easy ! In B2B, there are multiple user personas, each solving different problems. Plus, the buyer and user are often not the same. 💡 Are you also curious about how design makes a product stand out? In my latest podcast with Dhwani Shah,Product Designer at Happay we discussed about various topics like 🎨 What is Product Design and UI/UX Design? 🔄 The difference between UI, UX, Product, and Visual Designers 🛠️ Skills needed to become a UI/UX Designer 🧰 Tools used by UI/UX Designers and the Product Designer toolkit 🗺️ A step-by-step roadmap to becoming a Product Designer 📚 Free resources to learn design 📁 Building a Product Designer portfolio 📊 UI/UX Designer case studies 🎤 Interview rounds for UI/UX Design roles 💼 Designing B2B products Watch the full podcast here: https://lnkd.in/g8weg4D6 #userexperience #uiux #ux #fintech #design

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As an e-commerce platform, you occasionally list inventories with exceptionally high demand compared to others. Such inventories have the potential to choke site-wide bandwidth and might result in downtime if not handled well. In India, this is similar to a large crowd waiting outside a physical ticketing counter for Tatkal Railway Ticket booking at 10 AM. To solve such chaos, you stand in a queue (let's not discuss if people follow the queue 😛), wait for your turn, and try to book the ticket. If everything is fair, you join the queue at the end. When it comes to e-commerce, always being ready for such disruptive traffic can be very costly. However, you can always plan to scale up beforehand for such exceptional events, given you might be aware of high-demand inventory listings. However, it's harder than it sounds; it's not just scaling 4-5X of your regular peak traffic. This is when you experience traffic that can go as high as 40-50X of your regular peaks. Then how do you overcome such chaos in the digital world? One possible answer is a Digital Queue (like a physical one). Some popular off-the-shelf third-party solutions help you offload such traffic in a fair digital queue. When traffic surpasses a predefined max limit, the customer is redirected to a queue that shows the count of customers ahead of them. The queue is fair in the sense that it acts FIFO (First In, First Out). How about solving this problem yourself? I'm happy to connect with some of you folks to discuss your version of the solution to the above problem. If interested, please reach out over DM with your solution, and I will schedule a call to discuss further in detail. If the discussion goes well, we would be excited to explore the possibility of you joining our tech team at Zomato to work on such real problems daily 😀 #zomato #hiring #challenge #scalability

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One really helpful tool when working with new folks is a 'Manual to Oneself'. As a leader, everyone has some very specific characteristics and ways of working. I have worked with different managers, some would make a phone call only if things are really urgent, others whenever they thought of anything interesting and hence wanted to jam. Level of urgency and response required by each for the same action was very different. Some would want to be kept in the loop for every decision as an FYI, some would want to know things only incase its getting out of hand or is life or death. Similarly, many team members have various methods towards work. Some like to be given feedback right at the moment. Some prefer a summary at a particular cadence. Some want to be told specifics with examples, some prefer abstracts. A manual, which outlines your aspiration, your quirks, your preferences ensures your teams understand the why to your how and promotes healthier collaborations! #product #culture #people #collaboration

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📚 Just finished reading "Discovering India through Groww" over weekend and I couldn't wait to share some insights! 💡 This book is a testament to the incredible journey of retail investing in India, captured beautifully by Groww team. Through their AIKI (Ab India Karega Invest) program, they've embarked on a mission to educate and empower individuals across tier-1, 2, and 3 cities, delving deep into the psyche of investors through user interviews. One of the most striking revelations was the shift in mindset towards long-term investing and the widespread understanding of concepts like compounding wealth. It's inspiring to see individuals in their 50s, actively engaging in personal finance and investing, breaking cultural barriers along the way. The book also highlights the resilience of people post-COVID, with many turning to investing as an alternate source of income. This optimism for the future of retail investing in India is palpable throughout the narrative, reflecting a growing awareness and participation in the stock markets. Kudos to Groww team for shedding light on these transformative stories and for their commitment to financial education. Here's to a future where every Indian can confidently navigate the world of finance and achieve their financial goals! 💼 ✨ #Groww #FinancialEducation #InvestingInIndia #AIKIProgram #PersonalFinance PS: Please order your copy if this intrigues you: https://lnkd.in/g2ZVUJk7

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CLSA published a detailed research report on India quick commerce. Recommended reading. Who will be the first to create a $50-100Bn company in India internet? #Zepto #Zomato #IndiaInternet

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Zepto has seen a rapid rise in its gross merchandise volume(GMV) over three years and currently has a GMV run-rate of $1.2 billion, that is doubling every year as per Google. Time to analyse, from a product managers lens, some of the features they have incorporated in their product to achieve these numbers. In this analagy, I have used only one screen (homepage) and analysed the features and product design and flow on/from same screen. #productmanagement #product

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🚀 Product Innovation That Speaks Your Language! 🌐 Recently, while exploring the Google Pay app, I was pleasantly surprised by their option to choose Hinglish as a language. For those unfamiliar, Hinglish isn't an official or recognized language—it’s a mix of Hindi and English, commonly spoken in North India. This is a brilliant example of user-centric product strategy. By introducing Hinglish, Google Pay acknowledges a reality that most of us experience daily: language is dynamic, and effective communication often happens in a hybrid form that resonates deeply with users. Here’s why this move impressed me: 1️⃣ Localization Beyond Norms: Instead of sticking to traditional Hindi or English, Google Pay tapped into the cultural fabric of its users. Hinglish isn’t a language you learn; it’s how you speak naturally—blurring the boundaries between two worlds. 2️⃣ Empathy for the User: Offering Hinglish reflects a profound understanding of the Indian market, where many users are comfortable switching between Hindi and English in a single sentence. It’s like they’re saying, “We get you!” 3️⃣ Broadening Accessibility: For users who may not feel fully confident navigating apps in English but find pure Hindi too formal, Hinglish offers a seamless middle ground—ensuring inclusivity without compromise. 4️⃣ Market Differentiation: By embracing Hinglish, Google Pay sets itself apart from competitors. It’s no longer just an app; it’s a product that mirrors the personality and preferences of its audience. This strategic move isn't just about adding a feature—it’s about fostering deeper connections with users by meeting them where they are. And this is exactly the kind of thinking that makes a product stick! What can we, as product managers and leaders, learn from this? 👉 Know your audience at a granular level. 👉 Challenge conventional definitions of language, culture, and identity. 👉 Create experiences that feel personal, even in a diverse market. Kudos to the Google Pay team for showing how thoughtful localization can be a game-changer! 💡 Have you encountered any other examples of such innovative localization strategies? Would love to hear your thoughts. 😊 #ProductStrategy #Localization #Innovation #Hinglish #UXDesign #CustomerCentricity #GooglePay #ProductManagement #ProductManager #designthinking #ProductDesign #Vernacular

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