Akshat Kumar

Let’s connect if you have traffic for Swiggy..

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Who exactly is losing market share in the hotly contest grocery commerce? I thought it must be the now-not-so modern retail, but I'm not so sure. Zepto raised $665 Mn at a valuation of $3.6 Bn, and is in talks to raise $250 Mn more. And their cofounder and CEO Aadit Palicha recently commented that they can beat DMart - Avenue Supermarts Ltd on GMV in the next 12-18 months. Swiggy Instamart also is growing, and Blinkit is likely to be more valuable than their owner Zomato itself - so they are all doing well, even if Dunzo isn't. Sure, no idea what JioMart Digital is doing, but deep pockets. Same with Tata Digital and their weird assortment forced to converge on Neu. bigbasket.com is trying to unlearn and relearn, and it just might. And Flipkart Grocery and Amazon Fresh are also upping their game - launching faster deliveries, discounts, improved fill rates, and selection. So I wonder if it is the modern-trade players? The likes of More Retail Private Limited, Spencer's Retail, STAR BAZAR, and SPAR Retail that are suffering? The nearest Spencer's to me is definitely a sore sight, now reduced to a shell of it's former glory - I think they aren't even replenishing inventory now. And we all know what happened to Big Bazaar - Future Retail. But Dmart itself isn't doing half bad - with pareto presence in just 23 cities, and no presence in UP (except NCR), Bihar, and West Bengal, they have considerable headroom, still. And they haven't yet quite solved for ecommerce, so while The Ken says that they are lost, they may find their way, eventually? I also don't think that the real consumption is growing, if at all, it may even shrink with the K-growth. Thus, some one _is_ losing share. And if it is not modern trade, then is it the regional chains? The single kiranas? The corner-store? The hand-cart? I'm not entirely sure because this data is hard to organize, and get. Would you know? Image created by AI in Microsoft Bing Copilot.

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Have we underestimated Tier 2 & 3 Indian consumers? I absolutely think so, and despite knowing & stating this for long in my conversations with various people, it is now being validated by data. Happened to come across this video of Shradha Sharma, YourStory Media talking to Rohit Kapoor, CEO Swiggy where he has an eye-opening take upon being questioned on the q-commerce phenomenon being limited to a few urban pockets as many detractors assume. If there is supply - there is enough demand, all across. We sit in cushy living rooms in a Delhi, Bangalore, Mumbai etc with fancy smartphones, debate on social media about trends etc., 'assuming' we are far superior, have more buying power, are more aware and know it all compared to people in other parts of the country — same as westerners sitting in New York or London having a micro and disparaging view of the whole of India. Valid! Case in point: The recent frenzy for Coldplay tickets. What it shows is India's strengthening consumption story even as disposable incomes rise, the size of the middle class increasing and a trend of premium consumption sweeping across sectors. And, premiumisation has not remained confined to big cities but is sweeping across small-town India. The number of Indian households with an annual income of more than Rs 30 lakh will increase by 11.3 crores by FY 2031, as per a recent report by U GRO Capital. The report also highlights that the number of middle-class households having income between Rs 5 lakh to Rs 10 lakh annually will also increase by 28.3 crore by 2031. And this is obviously not coming from the top metro cities, only. Further, as per figures from PRICE ICE 3600 surveys based on primary data, the middle class is the fastest-growing major segment of the Indian population in both percentage and absolute terms, rising at 6.3% per year between 1995 and 2021. It now represents 31% of the population and is expected to be 38% by 2031 and 60% in 2047. More than one billion Indians will make up the middle class when India turns 100. Staggering 🤯 By the end of this decade, the structure of the country’s demographics will change from an inverted pyramid, signifying a small rich class and a very large low-income class, to a rudimentary diamond, where a significant part of the low-income class moves up to become part of middle class. What does it all point to? Consumption demographics have changed and the 'aspirational' factor is super strong across the country. If you and I sitting in urban pockets can have something in 10-15 minutes from new age brands, why can't others? This is what most analysts get wrong on Excel sheets comparing it to a homogenous US or China. No, India is different and will continue to surprise, across categories. Build for Bharat and not just state it on pitch decks. This includes mass solutions using deep tech - a large country has large problems to be solved. #indiagrowthstory

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Zomato Vs Swiggy: House of Brands Vs Branded House 🔥 Zomato, an Indian food delivery platform, has announced a third brand. “District”, going after the unorganised live events and ticketing market. Zomato acquired Paytm Insider to scale up its ‘going out’ business. So, Food delivery, Quick Commerce, and the new going out business will have three independent brands – Zomato, Blinkit, and District. Swiggy (the other big player), is going the super app way, in contrast to the super brands route of its main competitor. Food delivery, Quick commerce (Instamart), and dining out (DIneout) are all nestled in one app. Swiggy. Brand Architecture: House of Brands vs. Branded House House of Brands: This is the approach Zomato is taking. In this strategy, a company maintains multiple distinct brands that operate independently under a parent company. Pros: 🔹 Allows targeting different market segments with tailored brands 🔹 Reduces risk if one brand fails or faces issues 🔹 Enables acquisition and integration of new brands easily 🔹 Provides flexibility in marketing and positioning for each brand Cons: 🔸 Higher marketing costs to maintain multiple brands 🔸 Potential for internal competition between brands 🔸 More complex management structure 🔸 May dilute overall brand equity of the parent company Branded House: This is Swiggy's approach. In this strategy, a company uses a single master brand across all its products or services, often creating a "super app" experience. Pros: 🔹 Stronger overall brand recognition and loyalty 🔹 Lower marketing costs due to unified branding 🔹 Easier cross-selling between services 🔹 Simplified user experience with a single app or platform Cons: 🔸 Higher risk if the brand faces reputational issues 🔸 Less flexibility in targeting specific market segments 🔸 Potential for brand dilution if expanding into unrelated areas 🔸 May limit growth opportunities in markets where the brand is not well-received Both strategies have their merits and challenges. Zomato's approach offers greater flexibility and targeted marketing opportunities but may incur higher costs and management complexity. Swiggy's strategy promotes stronger overall brand recognition and simplified user experience but may face challenges in expanding into new markets or segments. As the Indian food delivery and quick commerce markets continue to evolve, the success of these contrasting strategies will depend on factors such as market reception, operational efficiency, and the ability to adapt to changing consumer preferences. The outcome of this #brand #architecture battle between Zomato and Swiggy will likely shape the future of the industry. #marketing #strategy

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We're thrilled to share that eka.care is partnering with Google to bring Ayushman Bharat Health Account (ABHA) - Health ID cards to Google Wallet starting in 2025.  🗂️ ⚡ Earlier this year, Eka Care hit a major milestone, helping over 10 million Indians create Health IDs through their platform. This integration will expand access to more than 600 million ABHA ID holders, allowing them to conveniently store and access their digital health cards via smartphones. The partnership also supports the government’s vision for ‘Ayushman Bharat’ — India's digital healthcare initiative — enabling users to securely share their medical records with healthcare providers, enhancing access to quality care and streamlining health services across the country. As India undergoes a healthcare transformation driven by a digitally savvy and health-conscious generation, Eka Care is leading the charge in building a connected and tech-enabled healthcare system. 🚀 Vikalp Sahni Deepak Tuli

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Why has Zomato acquired Paytm’s movie ticketing business, Paytm Insider? At an estimated ₹300-350 crore in annual revenue, the move ticketing business would add just ~2.5% to Zomato’s top-line, to acquire which it’s expected to trump-up ₹2,048 crore. So, why would Zomato be interested in what appears to be a minuscule acquisition? The answer may lie in Zomato’s future growth trajectory. Its core food business is experiencing a slowdown, as showcased in the latest quarterly results wherein gross order value suffered a decline, which although may have been marginal, is in the opposite direction of the growth trajectory which stock market investors would want to see. While to some the fall may appear to be just a blip, to others it appears that the food delivery industry’s growth phase is coming to an end as penetration of serviceable cities nears maxing out. As a result, industry onlookers’ focus has in recent times switched towards Blinkit, Zomato’s quick-commerce arm, with many analysts/brokerage houses forecasting Blinkit to outgrow Zomato’ core food delivery business. With Zomato’s core food business generating profits and Blinkit delivering growth, their one-two punch combo should surely satiate investors’ demand for growth, right? Yes, but only for today. While Blinkit is powering Zomato’s growth at present there remains an uncertainty as to whether it will be able to continue to do so in future, because it remains to be seen whether quick-commerce will find significant traction in tier-2 and -3 cities as they max out their penetration in metro cities. As a result, Zomato is in need of a fourth engine, beyond its online food ordering, Hyperpure by Zomato, and Blinkit businesses, to carry forward its growth trajectory into the future. That fourth engine could be Zomato’s “Going-out” vertical, comprising of dining and live events. When you open Zomato’s mobile app, you by default end up on its “Delivery” tab, which is natural as you’d expect that to be the primary reason as to why a user would open the app to begin with. Next to it is the “Dining” tab for when we want to eat out and use Zomato to book a discounted table or avail a payment offer while transacting our bill. However, how often do you go one tab further and open the “Live” tab that’s the farthest to the left? In my case, I honestly can’t recall. Unsurprisingly, the revenue generated through that “Live” tab accounts for not even 10% of Zomato’s revenue. So, how could that emerge as its silver bullet? Growing its share of the events & ticketing pie could enable Zomato to increase its share of captive users’ wallets by cornering another segment of their lifestyle expenses. Zomato already has millions of users who can be further monetised via charging a convenience fee for ticketing, serving ads, etc. Enter, Paytm. Read the full story: https://lnkd.in/g5e-UCYU

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Statistics show that Indian consumers have particular preferences for push notifications: -24% of Indians want subscription renewal reminders via push notifications -19.2% of Indians rely on push notifications to get shipping updates -15% of Indians prefer to get stock market updates on push notifications Push notifications have evolved significantly from being just a feature to a powerful engagement tool. But with user fatigue on the rise, it is time to refine the strategies in 2024. 2024 brings us new trends and practices that can amplify engagement strategies. Swipe left to find the Top 10 trends and best practices you can implement in push notifications in 2024. #pushnotifications #marketing #digitalmarketing

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🚀 Zepto’s 'Shagun Ka Lifafa' Campaign: A Game Changer This Raksha Bandhan! 🎉 Zepto has truly outdone itself this Raksha Bandhan with their "Shagun Ka Lifafa" campaign, setting new benchmarks and delighting customers across India. This isn’t just another festive campaign—it’s a masterstroke in modern marketing, with a cultural twist that resonates deeply. Here’s why this campaign stands out and how it crushed records with 1 Million OPD on a super Sunday, surpassing their previous milestone of 0.7 Million OPD on their Third Anniversary which they recently celebrated: 🌟 Cultural Connection Meets Modern Excitement: Zepto beautifully marries tradition with innovation. The age-old custom of Shagun Ka Lifafa is reimagined with a modern flair—scratch cards with every delivery that promises big wins like cars, Dubai trips, and more! 🎁. By the way, I received upto 30% off on Real Juices and Rs.500 off on EMT. 🌟 Everyone’s a Winner: Unlike typical promotions, Zepto ensures no one is left empty-handed. Every order gurantees a lifafa, and every lifafa guarantees a prize, which not only boosts customer satisfaction but also builds strong brand loyalty. 🏆 I just placed one order on Zepto today, just to check whats the craze about the Lifafa, and I just went ahead to have this post written. 🌟 Strategic Partnerships: Collaborations with brands like Dabur, Easemytrip, Ariel, and Tide elevate the campaign, offering diverse and desirable prizes that appeal to all demographics. This strategic move adds immense value to each order. 🤝 Haldirams, Snickers, Hershey, McCain and not to forget BSC - Bombay Shaving Company - Gaurav Anand are few of many participating brands. 🌟 Creative Brilliance by Chandan Mendiratta: The campaign carries the hallmark of Chandan Mendiratta’s genius, from the catchy rap ad that perfectly encapsulates sibling love and banter, to the overall conceptualization of the lifafa. It’s all Chandan—every bit of it! 🎨✨ It has Chandan written all over the campaign. 🌟 Record-Breaking Numbers: With an astonishing 1 Million Orders Per Day, Zepto not only surpassed their previous records but also demonstrated their operational excellence. This achievement sets a high bar for what’s possible in festive marketing! 📈💥 As we look ahead to the upcoming festive season, the calendar at Zepto must be buzzing with new ideas. I’m on the edge of my seat to see what they come up with next to break even more records! Kudos to the entire Zepto team, and especially to Chandan Mendiratta, for crafting a campaign that’s not just memorable but monumental. 👏 🌟 Don't forget to check the usual banter between a brother & sister on the front of the lifafa. "you have no friends because.. you're lame" is my favourite one. #Marketing #Branding #RakshaBandhan #Zepto #Innovation #CustomerDelight #RecordBreaking Aadit Palicha Devendra Meel Kaivalya V. Chandan Mendiratta

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🚨Zepto's cash burn zooms to Rs 250 crore a month on rising capex, closes Rs 2,500 crore funding round Zepto founder Aadit Palicha confirmed the HNI round in a statement to Moneycontrol "Investors are confident with the mature store profitability proven and the forward indicators of EBITDA for new stores, which is why we have successfully raised the largest ever 100 percent domestic financing for a private startup in Indian history. We are raising this Indian capital as a first step to quickly becoming a fully Indian-owned company within the coming fiscal," The Zepto effect Digital marketing spends ⏫ Talent costs ⏫ Cost of Google keywords ⏫ While Zepto burnt Rs 250 crore (around $30 million) in September, the monthly cash burn went as high as Rs 300 crore (about $35 million) in October, two of the persons cited above said while adding that it is likely to stay in the Rs 300 crore range for November as well. But sources close to Zepto say this number is closer to 250 crore. with Tushar Goenka https://lnkd.in/gmkNyaMs

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After diving into Zomato's annual report and Swiggy's DRHP, it’s clear that these companies have distinct operational styles. Let’s break down what sets them apart based on FY24 data 1. Swiggy spends more on employees & marketing but it's not resulting in a proportional increase in GOV Zomato has built a more capital efficient business. It spends 772 crs less on employees & marketing than Swiggy but gets ~12,500 crs more in GOV 2. Swiggy's take rate on food delivery is on par with Zomato but in quick commerce, its way less Both Zomato & Swiggy seems to have maxed out the restaurant commissions. But Instamart is leaving a lot of money on the table with a low take rate than Blinkit (~5% difference) 3. Swiggy spends more to deliver an order compared to Zomato Although Swiggy spends 564 crs less than Zomato on delivery costs, it's low GOV means that it is spending more to deliver an order. Plus its low take rate in quick commerce means that most of the money it gets is spent in delivery 4. Swiggy's tech costs are better in control than Zomato's Swiggy wins here as its tech costs are just ~2% of its overall costs whereas Zomato is almost double of this. But Zomato has higher monthly transacting users (18.4 mn users vs 12.7 mn) & higher restauarnt partners (2.7 lac vs 1.96 lac) which justifies the higher server & cloud infra costs Bottomline: While costs can be improved over time, Swiggy's ability to get more revenue (market share, QC take rate) & increase its TAM are the things to watch out for With Swiggy's focus on user experience & new revenue initiatives, they should catch up in the future. Plus this is a multi-decade game where balance shifts every few years Now coming to the IPO listing, 1. Swiggy's valuation at a ~50% discount seems cheap 2. Swiggy's path to profit, huge debt, 60% OFS are the concerns 3. Less market share, transacting users could be either a problem or an opportunity. Swiggy has more scope to increase these metrics PS - I admire both Zomato & Swiggy for building a new market from scratch. I am optimistic about the future of both Zomato & Swiggy. This is not stock advice or recommendation

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Quick commerce is booming and every industry is eager to get involved. From delivery that took a few days to same day delivery, and now 10 min delivery, the industry has grown at an unprecedented pace.. Currently, the top three players Blinkit, Swiggy instamart, and Zepto are dominating this market. More and more companies are trying to carve out their own territory like flipkart, Bigbasket and as per the latest report Amazon India also gearing up to enter into this space. For new players, the primary focus will be on logistics and building a sustainable model for growth. Also, companies that can balance speed and cost-efficiency are likely to emerge stronger in the long run It remains to be seen who will survive and who will falter, but we are certainly in interesting times.

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Am I the only one constantly seeing posts about Zomato and Swiggy on my feed, or are there others out there also stuck with these? Is there's no other content or business insights left to write about anymore? 😂 #Zomato #Swiggy #ecommerce #quickcommerce

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2021: Only grocery delivery app in India with 10 minutes delivery 2024: Competitor chasing the '10 minute' brand segment Zepto is the only player sticking to its original promise - and is clearly acing it Scaling up a grocery delivery business is particularly challenging in India. And adding up a unique attribute, as huge as this –  has clearly been game changing for Zepto. Success didn’t come easy to Zepto too, There was a time when all the Q-commerce players faced backlash & people questioned the safety of drivers. Some brands stopped claiming the delivery time altogether, from “groceries in 15-30 minutes”, they went to “groceries in minutes” But Zepto didn’t, it went on to install a myriad of dark stores across locations, and is already serving superfast deliveries in 10 cities. Top 3 factors that helped Zepto drive exceptional growth over a very short span of time: - Captivating Customer Experience: The platform served a deeply engaging user experience and the service promise was being consistently fulfilled – a powerful combo. - Outstanding Retention: All thanks to near-perfect buying journey, Zepto achieved a retention rate which was considered only to be a fantasy for the industry earlier. - Not slowing down: More dark stores and continuous geographical expansion at the same time helped the startup acquire customers in huge numbers. Zepto cracked the key to scale in the quick commerce space by constantly growing at the same pace, and not compromising customer satisfaction at the same time – simple yet not easy. A perfect example of go big, go fast – it is surely a fascinating study for the space creators. No matter the circumstances, the brand didn’t let go of its biggest differentiator, eliminating all the question marks experts had put to its launch. What do you think is going to be the future of grocery delivery space in India? #casestudy #growth #startup

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A few weeks ago, I compared grocery prices of Quick Commerce platforms and concluded that price differences are insignificant. With Zepto Super Saver in the equation, we can 𝗻𝗼 𝗹𝗼𝗻𝗴𝗲𝗿 𝗶𝗴𝗻𝗼𝗿𝗲 𝗽𝗿𝗶𝗰𝗲 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲. Zepto Super Saver is 𝟭𝟬-𝟭𝟱% 𝗰𝗵𝗲𝗮𝗽𝗲𝗿 than rest of #QuickCommerce players, even Zepto itself. Key Takeaways: 1. BigBasket continues to be most expensive 10 min delivery 2. One product (Ariel Matic - Instamart) is enough to mess up price competitiveness 3. I need to get a life. #ecommerce

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[MMT Appreciation Post] - MakeMyTrip’s Acquisition of Happay from Cred – My Take Cred saw travel as a natural extension of its business (overlapping customer segments) and acquired Happay to expand its offerings. Worth noting, Happay’s largest shareholder at the time was Sequoia (32%), which also backs Cred. Sequoia’s first investment in Happay dates back to 2015, so the 2021 acquisition likely had multiple layers at play. Happay didnt succeed in vertically integrating expense and travel management (TMC). Instead, they became a go-to expense solution partner for many TMCs. Here’s where things got interesting: Travel and expense management is all about 1) inventory 2) operational intensity 3) low margins. Points 2 and 3 didn’t align with Cred’s DNA—personal lending operates at a juicy 30%+ gross margin, while travel management hovers around 6–8%. and they strength was more prod + brand and not hardcore ops (aka swiggy/zomato). Meanwhile, MakeMyTrip was quietly strengthening its enterprise game. They acquired Quest2Travel during the pandemic (talk about timing!) and also re-wrapped their B2C product as MyBiz for solopreneurs, CAs, SMEs. The missing link for enterprise customers? Expense management. Happay acquisition—brilliantly filling that gap. Those who know me know how much respect I have for MMT as a brand. Integrating acquisitions isn’t easy, yet they’ve successfully managed Goibibo, RedBus, Quest2Travel, Savaari, and now Happay. It’s also no secret that MMT has been lucky—no one in India has truly challenged them (Yatra or Cleartrip could’ve really given them a run for their money, or oyo could have nailed alternate acco). But guess, luck is hard work translated to glory :) the quality of MMT's execution is immense and no wonder they will nail this too. Personally, as an outsider, I’ve always had incredible support from MMT folks whenever I’ve had industry questions. They’re not just big—they’re big-hearted too. Watching them build a travel behemoth is inspiring to say the least! If you’re thinking long-term investments, I’d buy their stock in a heartbeat (and no, Pickyourtrail isn’t raising right now, in case you’re wondering ;P) PS: completely personal take, no affiliations to employer or investors. congrats Bhavin Modi 🇮🇳 more power to you and the team! Pickyourtrail

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Hiring Alert. 👋 We are hiring a Content Lead at Blume Ventures! Read on! So you want to be a Content Lead at Blume Ventures! do it. if you're passionate about startups, if you love creating content, if you want to be at the forefront of the Indian VC scene, do it. if content flows through your veins, if storytelling is your lifeblood, if you see narratives where others see noise, do it. if you've spent 4-6 years wrestling with words about business, tech, startups, if you can make complex ideas dance on a page, do it. if you spend a better part of your day on LinkedIn and Twitter, if you know what moves startups and founders, if you understand the pulse of the social world, do it. if you have the desire not just to create but to share, to get the stories of Blume and the founders out there, on the website, Twitter, LinkedIn, and every other founder hangout spot, do it. if you can juggle articles, podcasts, books, and keep all the balls in the air while balancing yourself on a table perched on a 50 feet pole, do it. if you're ready to be part of a small and opinionated team, if you can manage our social media presence like a boss, if you can distribute our content and measure its impact, do it. if you're not afraid of creating something new, of tight deadlines, of pouring your heart into every piece you create, do it. But wait. Before you leap, before you dive in, consider this: don't do it. if you crave clear-cut career paths, if you're uncomfortable with learning through apprenticeship, If you prefer the certainty of knowing what to do over the excitement of creating something new, don't do it. if you can't empathize with founders, if you're not prepared for high ownership, if you shy away from high expectations, don't do it. But. If all of this excites you, if you see opportunity where others see chaos, if you want to grow both personally and professionally, do it now. Check out this link for a detailed job description and how to apply: https://lnkd.in/gtqdTNmQ At Blume Ventures, we're building something special. We're shaping the future of content in the VC world. We're telling the stories that matter. Join us to create something extraordinary together! PS: Used some help from ClaudeAI to transform the JD into the rhyme and rhythm of 'So You Want To Be A Writer' by Charles Bukowski. Hopefully this tells you more about how we think about content at Blume :) Karthik B. Reddy Sajith Pai Arpit Agarwal Sanjay Nath Ashish Fafadia Ria Shroff Desai Sarita Raichura Ranhita Bordoloi Shreevar Chhotaria Vignesh J Dhruv Trehan Alok Mehta Deepika Jain

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D2C valuations have been all over the place. Not quite if you look deeper. The folks at DSG Consumer Partners peel the onion in their "The Value Creation Playbook" Report. The D2C Surge Newsletter covers this and much more on : - Swiggy's dark store rush - A case for smaller refrigerators courtesy Shiv Shivakumar - A breakdown of Blinkit's sanitary pad category - How's Amazon's Karigar initiative doing Join the newsletter that'll make you go "OK then" for all things D2C and ecomm in India. #swiggy #ecommerce #india

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Who else is ordering dinner from Zomato tonight? We sure are. Zomato had a stellar Q4FY24! Here at Needl.ai, we're excited to delve into the details: 1. Adjusted Revenue: Zomato's revenue soared to INR 3,873 crore, up 61% year-on-year. 2. Adjusted EBITDA: Their EBITDA reached INR 194 crore, marking an impressive INR 369 crore improvement from last year! Curious about how Zomato or other market leaders are performing? Don’t miss out on actionable insights that could drive your decisions. Contact us to learn more : https://lnkd.in/g9msR_-N #Zomato #Growth #FinancialHealth #Innovation #Sustainability #Needlai #MarketInsights #FinancialAnalysis #AIAnalytics #QuarterlyReports #StockMarket #AIsummarization #FY24Q4

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