Dakshita Agarwal

The Zudio story and the insane numbers! 🤯🚀 The Tata-owned brand from the house of Trent is growing at an insane pace, almost doubling its YoY revenue and significant increase in its key metrics. ✨ Revenue at Rs 6,744 Cr increasing by 90% YoY and beating its own co-brand Westside which is at Rs 5,115 Crs. 🏆 Number of stores going to 545 in FY24 from 325 in FY23. 📈 Revenue per sq ft doubled to Rs 18,537 in FY24 from Rs 9,261 in FY22 and estimated to reach Rs 20,000 by FY26. (Rs 18,800 in FY23). 📊 EBITDA per Sq Ft doubling to Rs 1,900 in FY24 from Rs 940. 💰 But what is the reason for this insane growth? Let’s have a close look into the reasoning! 🧐 1] No discounting policy! ❌🏷️ More often than not, when we are purchasing something from a brand or online, we often delay the purchase and wait for the end of season sale or discount months. ⏳ Zudio has a no discount policy, hence pushing the customer to buy then and there rather than wait for discounts. 💳 2] The pricing play and differentiation 💸 Zudio plays in the tricky yet attractive segment of offering fast fashion starting at Rs 99 and going up to around Rs 999. 👗 While other players like V-Mart, Style Bazaar, V2 Retail, City Kart, etc. are also in this price segment, they face immense competition because they target the same audience as Zudio but with low differentiation and a wider range of products. 🤔 Zudio hits the nail at the right gap i.e. low price, wide segment with differentiation! 🎯 3] Where does this differentiation come from? Zudio’s ability to respond to changing trends. 👚 Zudio operates on quarterly planning rather than seasons, resulting in a high number of hits per cycle. 🗓️ Their tech ensures that new styles are hitting stores every week, which leads to refreshing the inventory of the whole store in a span of around a couple of months. 🛒 4] The store sizes! 🏬 The store sizes of Zudio are anywhere around 7,000 sq ft to 10,000 sq ft, allowing it to have more number of stores within a catchment and operate in more cities. 🏪 The vision behind this is that a buyer won’t travel far enough for fast fashion, hence having several stores within a radius of 4-5 km helps the brand. 🚶‍♀️ 5] Not operating online 🚫 While Zudio not having any online presence does hit the revenues, it also saves a lot of cost when it comes to the logistics part of it. 🚚 The cost of not only delivering but returns, refunds, tech, customer support, etc. is a task in itself which might contribute a good chunk to revenue and better inventory management. 📦 But with a price range of Rs 99-999, the cost might make it a bad deal. 🛍️ What do you think about the insane growth story of Zudio? How much have you spent on their stores?💰 Comment down! Source: Financial Express Follow Jay for more insightful content! #zudio #fashion #trent LinkedIn LinkedIn News India LinkedIn Guide to Creating LinkedIn Guide to Networking

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We will hit ₹200,00,00,000.00 revenue! Time taken by Sanfe to reach 1st 70 crore ARR = 5 years 2nd 70 crore ARR = 5 months 3rd 70 crore ARR (targeted)= 5 weeks We are at Bali to celebrate this win! Currently Sanfe stands at ₹140 Crore ARR and we aim to take it to 210crore ARR by the end of May. In December 2023, I catched up with my batchmate from Indian Institute of Technology, Delhi, Archit Agarwal, after 5 years. Suddenly something vibed and we went on a trip to Kazakhstan. On our trip we discovered that both of us are more similar than we had imagined. Both of us had similar amount of experience in facing the consumer. We also comfortably discussed our businesses. At that point, Archit decided to shift gears and I joined Sanfe as strategic advisor. We started hitting milestones after milestones. While “esteemed” consultants didn’t have much to offer, evening conversations with and old friend on a cup of tea did miracles. How our conversations looked like? They either started with “Bhai Jindal, ek baat sun…” or “Archit yaar, ek baat sun…” Then we proposed our growth strategies to eachother. So the thing is, we both were a bit emotional about our own companies, whereas very objective about the other person’s company. It helped in removing blurriness and taking faster decisions. One more reason was that we gave eachother constructive criticism and helped eachother grow and rethink our approach. Our next trip should be at Switzerland when we hit ₹500cr ARR Similar developments have happened at Bharat Skool, but that is a story for another day. Harry Sehrawat Follow Nishant Jindal for more such updates.

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#LBO #MODELLING- (PART-2): SENSITIVITY ANALYSIS Tata Consumer Products and Organic India Pvt. Ltd. 📊 Delving deeper into the hypothetical Leveraged Buyout (LBO) analysis of Tata Consumer Products (TCP) acquiring Organic India Pvt Ltd! In part 2 of my study, I've conducted a comprehensive Sensitivity Analysis to assess the impact of varying key assumptions on investment outcomes. 🔍 Explore how changing input values such as Year-over-Year (YoY) EBITDA Margins, Exit EBITDA Multiples, Revenue Growth, and Enterprise Value can influence the projected Internal Rate of Return (IRR) and investment viability. 📈 Gain insights into the robustness of the LBO model under different scenarios, addressing uncertainties and potential market fluctuations. 💼 This analysis helps in evaluating risk factors and optimizing strategic decisions within the context of leveraged acquisitions and investment planning. 🔍 Please note, this report is for educational and learning purposes only, aiming to enhance understanding of financial modeling and scenario analysis. Let's connect to discuss the findings and implications of this sensitivity analysis in the realm of strategic acquisitions and investment strategies! #LBO #FinancialAnalysis #SensitivityAnalysis #InvestmentStrategy #RiskManagement #Finance #CFA #Finance #FinancialModelling #InvestmentBanking #FinancialLiteracy #Analysis

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Targeting Round 2 but not done with GMAT yet? We are having a special "Target Round 2" live GMAT batch taken by Arun Jagannathan starting tomorrow! Here's the link if this interests you :https://lnkd.in/gbR4J_4h #gmat #mba #livesession Arun Jagannathan

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Zepto: Redefining Grocery #Delivery 🚀 1. Entry into the Market #Zepto burst into the market in 2021, driven by two young entrepreneurs aiming to solve one major issue: instant grocery delivery. They saw an opportunity to make groceries available in 10 minutes or less. 🛒⏱️ 2. Winning Strategies Zepto’s success is built on a hyperlocal delivery model and dark stores—small, strategically placed warehouses that allow them to deliver at lightning speed. They focus on speed, convenience, and a seamless app experience. 🔥 3. Market Capture By targeting urban centers with high demand for fast services, Zepto captured the market with their 10-minute delivery promise. Their app made ordering groceries easier and faster than ever. 🚀 4. Vision Zepto2’s vision is to become the most trusted instant delivery platform, offering not just groceries but also a variety of daily essentials—quickly and efficiently. 🌍 5. Profit Margins Their use of dark stores and optimized delivery routes keeps costs low and margins sustainable, while volume helps drive profitability. 💸 6. The #Future Zepto plans to expand aggressively, with a focus on scaling operations across India and entering new product categories. Their goal is to lead the instant delivery revolution. 🌱 7. Lessons for Startups Speed matters—deliver fast, and you win. Localize and optimize for better operations. Create simple, efficient solutions that customers love. 💡 #Zepto #InstantDelivery #HyperlocalBusiness #MarketDisruption #StartupSuccess #Entrepreneurship #GroceryDelivery #ProfitGrowth #BusinessStrategy #Innovation #DarkStores #FutureOfBusiness

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Now that it is confirmed, IIM Calcutta is the conducting body for CAT 2024. The last time it conducted the CAT was in 2018, the pattern of the paper used to be different, it used to be a 3 hour exam. Based on the analysis of the past 10 years we have curated an article to give you an idea of what you can expect from the IIMC. In the above infographic, the 2024 expectations are based on InsideIIMs analysis of past year papers, take it as only the yardstick. Read the trends & what to expect in detail here- https://cutt.ly/IexdeXlF #CAT2024 #iimc

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Streetz Hyperlocal Pvt Ltd had a brief but a very eventful journey. Loads of people supported us which we are really proud of. Thank you ! 🙏🏻 💡I'll like to share our KEY LEARNINGS here for fellow entrepreneurs who're just starting out💡 In 8 months of launch Streetz had 20K+ downloads, 15K Signups and 8000+ users had transacted on the platform with an AOV of Rs 700+. Streetz boasted an impressive repeat rate of 22% where 10% of the users had ordered more than 3 times. In just 8 months Streetz crossed Rs 70L in GMV of business done on the platform. Streetz grew by 100X in just 13 weeks of launch acquiring customers at below Rs 250 CAC. 🚀🚀 BUT, 1. Healthy Cash flow is the most crucial aspect of an early stage startup. Being frugal is always good. 🤑 2. With discounts you can drive customer orders but you can only ensure loyalty by being consistent in your promises to customers. 🌞 3. India is a very price sensitive market and the price is more important then convenience for a large part of India, a general Indian customer mostly makes purchases rationally, evaluating many options. 🎈 4. Switching costs for customers are very low in today's Hyper competitive market. 🙌🏻 5. Product assortment on a marketplace is P0. The last thing you'll want is a customer dropping because of unavailability of a particular product. 🔑 6. Yes, customers are tolerant if tech/App is average as long as you meet the promises you make as a brand.💟 7. Historic data doesn't always show the right picture for future projections as there are too many variables at play at any given time and unless all external+internal variables are accounted for. 🎦 8. The startup world moves very fast and the agility of founder and team to changing circumstances is a very important asset. 🌊 9. There's nothing wrong in building slowly and steadily as long as your loyal user base is growing consistently and cash is depleting at a lower rate compared to increasing revenues. ❤️ 10. As a founder and team accept the fact that there are going to be many mistakes. Just don't repeat the same mistake twice.❌ 11. Your team is a reflection of you and as a founder it's very important to lead by example and be a coach rather than use the dictator approach in leadership.⛷️ 12. The most important thing which can make you and break you is your attitude. Daily dose of positive thinking really helps.💯 13. When you're a startup due to constraints and uncertainty there would be many dark days. The light of Hope should always shine. 🌄 14. You really need to build a self sustainable, profitable and achievable business plan. Think long-term.✌🏻 15. Know when to fold. You will get different signals from different stakeholders eventually all would colide at same frequency towards the end.🤐 I loved the past 1 year of Streetz journey and I wish All the very best to all the hustlers out there. Signing Off 💜, Monish Shah Founder & CEO Streetz Hyperlocal Pvt Ltd #startup #vc #tech

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A lot has been made of the 2 lac Kirana shops shutting down due to Qcom. It's true that it's a significant impact but to put it in context there are more than 1Cr+ plus retail outlets in India. Every year about 10 lac churn out naturally. The last few years starting from the NBFC liquidity crisis to demonatisation and then COVID has been hard on retail. QCom is of course going to make an impact on kirana shops, more than to Modern trade a Ecom because Q com like Kirana shops caters to replenishment or emergency purchase, while Ecom and Modern Trade are more planned purchases. However, that impact will first be seen in Metros and would need many other factors to fall into place before impacting Tier 2-3 towns. In India beyond metros the retailers also provide credit to their customers and for that credit to move online etc will take some doing. Then there are factors like basket size, assortment etc to figure out. So, it's a little too early to make this noise with that 2 lac number.

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When we decided to launch our first offline/physical leap.club in Bandra, Bombay, we were unsure of the number of members we should start with. We were worried about the demand as a club is a physical space that potential members will want to visit + the price point was significantly higher than our virtual membership. And we did not even have a picture of the space. To optimise for $$, we did not have the luxury of time and had to start ops + onboarding members. This was also a good way to test the demand for the space. So we took our biggest leap of faith - locked the location and launched a website to gauge interest. To our surprise, 1000+ women signed up on the waitlist in 7 days. We already have close to 3000 virtual members in and around bandra and they naturally became early adopters. We then went one step ahead and started inviting handpicked members (who we thought will benefit the most from the space) to pay and secure their membership. This was obv the biggest litmus test. We kept a target of onboarding 100 members for month 1. To be honest, at that time this seemed like a wild target. We are now ready to close memberships as we are about to hit the 100 mark. That too ~2 months before the launch. We still do not have any pictures but are grateful for the opportunity and insanely excited for what the space can become. And all the opportunities that it might open for our members. We are not in the business of offline clubs. Women join us because leap.club enables new opportunities, professional connections, new friendships. And now we are building offline clubs to better serve all the above.

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Have you ever wondered how the IPL makes money? How is RCB's valuation continuously increasing multifold despite not winning a single trophy? Is winning even that important when the winning team only receives ₹20 Crore? IPL's Billion-Dollar Boom: How the League Turned ₹20 Crore into a Valuation Powerhouse In 2009, just a year after its launch, IPL franchises were valued at an average of $67 million. By 2023, this average has surged to an astonishing $1.04 billion per team. But how does the IPL generate such immense revenue and achieve skyrocketing valuations? Here are the primary revenue streams, with estimated contributions: Broadcasting Rights: The largest revenue source, accounting for 60%-65% of total revenue. For the 2023-2027 cycle, TV and digital rights deals alone are worth ₹48,390 crore (US$6.2 billion), contributing approximately ₹9,678 crore (US$1.25 billion) annually. Sponsorships: Contributing 20%-25% of total revenue. Central sponsorship deals, including partnerships with brands like Tata and Dream11, contribute around ₹1,000 crore (US$130 million) annually. Teams also secure individual sponsorships, further boosting revenue. Ticket Sales: This accounts for about 10%-12% of revenue, especially during the playoffs and final matches. With stadiums packed to capacity, ticket sales generate approximately ₹400-₹500 crore (US$50-65 million) per season. Merchandising: Although a smaller segment, merchandise sales like team-branded apparel and accessories bring in ₹50-₹100 crore (US$6.5-13 million) annually, with growing potential. Prize Money: Winning teams and top performers share a prize pool worth ₹46.5 crore (US$5.8 million) annually, which is divided among the top franchises. Brand Value: The ever-increasing brand appeal of franchises contributes to valuation growth. Strong brands attract major investors and corporate partnerships, playing a pivotal role in driving franchise value. Licensing & Royalties: Licensing team names, logos, and content for media and games contributes an estimated ₹100-₹200 crore (US$13-26 million) annually. Franchise Fees: Each franchise pays fees to the league, which contributes to the central IPL revenue pool. Franchisees typically pay ₹500 crore (US$65 million) over a 10-year period, or approximately ₹50 crore (US$6.5 million) annually per team. In comparison, the IPL’s impressive growth rate of 24% over 13 years far outpaces the NFL (10%) and NBA (16%). The Mumbai Indians, valued at $1.3 billion, now surpass 27 NHL teams and every MLS team. #BusinessGrowth #SportsBusiness #ValuationInsights

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Have you heard of PhonePe’s recent foray into the stock broking arena with its product “share.market”? We know the industry to be dominated by players like Zerodha, Groww, Upstox and Angel One. However, the thing that caught my attention was this name “Share.market”. Such a generic name to be built up as a Brand! The word “share market” is most commonly used to denote Equities market in every Indian household. This name appears to be so convenient and popular for anyone in this industry to pick up on. So is this really a genius or a blunder? Let us try to understand. For instance, if we consider two sites, one named fooddelivery. com and another with a name like Zomato, which will perform better? Pros of a generic name: -connects easily and quickly with the customers -business can be identified at once -SEO friendly because the name itself contains keywords relating to the business Cons of a generic name: -difficult to create a distinguished brand -legal problems in getting the name trademarked -SEO may work negatively as your brand name may get lost in generic keywords. It’s true that real brands are built on the value they serve to customers, yet the right Brand name will help a company go miles! #branding #business #marketing #ca

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$ 1.3 billion raised in 2024 alone. $5 billion valuation. Where a society puts its money says a lot. And this is not a zero sum game. 10 minute deliveries will find precedence over investment in air quality or any other environmental issues. If quality of life improves by getting groceries delivered fast then it also improves by well governed cities, with excellent public transport and walkability and parks and air quality. The same high net worth individuals and entities will not notice efforts on improving any of the latter. What does it make some of us feel who put in so much effort daily on these important issues? #airquality #zepto #HNIs #wealthy #india https://lnkd.in/dV_-dEKZ

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AstroTalk is redefining the spiritual-tech landscape with incredible growth in FY24. The Noida-based platform reported a 2.3x increase in revenue, reaching ₹651 crore, while profits surged nearly 12x to ₹99.99 crore. This exponential rise showcases AstroTalk’s ability to scale rapidly while maintaining strong profitability. What’s Driving This #Transformation? Expanding Market Reach: AstroTalk’s revenue in India doubled to ₹529 crore, while international revenue jumped 4.2x to ₹121 crore. The demand for digital astrology services has gone global, breaking cultural barriers and tapping into a new wave of spirituality seekers. #AI-Powered User Experience: The integration of AI has been pivotal in delivering personalized, accurate astrology consultations. By analyzing user behavior, AI helps tailor predictions, improving satisfaction and increasing user retention. This shift to data-driven insights is fueling industry growth, making astrology more accessible and reliable than ever. Mobile App Convenience: AstroTalk’s mobile app is a game-changer, providing users with a seamless and intuitive experience. The app’s features, like instant chat consultations and 24/7 availability, have transformed how people access spiritual guidance. It’s not just about convenience—it’s about creating a platform that meets the evolving expectations of today’s digital users. Strategic Investments and Scalability: AstroTalk’s significant spending on advertising (₹162 crore, up 116%) and professional services (₹319 crore, 60% of total costs) shows a strategic push for brand visibility and operational efficiency. With a Return on Capital Employed (ROCE) of 40.16% and an EBITDA margin of 19.42%, the platform scales efficiently, spending just ₹0.82 to earn ₹1 of revenue. Shifting Consumer Trends: The increasing demand for instant, personalized guidance reflects a broader shift in consumer behavior. Today’s users seek quick answers and digital-first solutions, and AstroTalk is perfectly positioned to meet these needs. This trend is adding more fuel to the spiritual-tech industry, driving innovation and attracting new players. Changing the Landscape of Spiritual-Tech AstroTalk isn’t just riding the wave—it’s shaping it. By combining traditional astrology with advanced AI and mobile-first strategies, it’s setting a new standard for the industry. This blend of tech and tradition is creating a sustainable model for growth, proving that spiritual services can thrive in the digital age. Investors are taking note, and with the broader spiritual-tech space already attracting over $60 million in funding, it’s clear that this is just the beginning. AstroTalk’s journey is a testament to the power of innovation in transforming industries. It’s time to watch this space closely—because the future of spirituality is digital. #AstrologyTech #SpiritualTech #AIInnovation #MobileApps #GrowthStory #AstroTalk #IndustryTrends #ScalingUp

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Zepto's recent $340 million fundraising at a $5.5 billion valuation is an ambitious bet on India's urban consumers , But is it worth the hype or are we looking at another BYJU's situation? The key question: What are VCs betting on? Post-COVID, consumer behavior in Tier-1 and Tier-2 cities has shifted, especially among the top 1-2% of urban consumers. The appeal of 10-minute delivery is strong, but it comes at a cost. E-commerce grew because of three key reasons: cheaper goods, wider selection, and fast delivery. Quick commerce hits two of these, offering a broad enough selection for daily needs. DMart also covered these areas but lacked speed. The convenience of fast delivery is addictive, much like what Zomato, Uber Eats, and Swiggy did for food. Here's how I see Zepto compared to DMart: Zepto is now at a $1.5 billion annualized sales rate, with 400 dark stores. After raising $665M at a $3.6B valuation, it followed up with $340M at $5B, valuing it at 3.3x its annual sales. For comparison, DMart in 2017 raised ₹1,870 Cr at a ~$2.7B valuation, equating to 1.6x annual sales. Today, DMart is valued at $38B with 5% profit margins and $6B in sales. Zepto is on track to reach similar valuations, but DMart has built trust with customers, something Zepto still needs to establish. So, why are VCs betting so heavily on Zepto? Quick commerce outpaces traditional retail: The growth rate and better personalization give Zepto an edge. Higher-margin products: These offer better profitability than traditional brick-and-mortar stores. The next 3-5 years will be crucial for e-commerce growth. However, we, as consumers, should consider: What if BYJU had gone public 2 years ago? Investors might have suffered major losses when its financial issues came to light. Could Zepto face similar challenges with its upcoming IPO, especially since it's not profitable yet? Here are the key questions : Growth plans: Will Zepto expand into other areas like Zomato with BlinkIt and live concerts? Sustainability: Can e-commerce hold up in a price-sensitive market like India, where consumers switch apps for better deals? Zepto may need to increase delivery charges or introduce hidden fees. Delivery speed: Traffic conditions could push delivery times from 10 minutes to 20-30 minutes, reducing the model's appeal. Retail competition: With India’s retail market set to hit $1 trillion by 2027, will Zepto survive competition from both organized and unorganized players? These are my thoughts—curious to hear your views!

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🚀 Zepto’s 10-Minute Grocery Revolution: A Case Study in Marketing Brilliance! 🚀 How did a startup like Zepto capture attention in the crowded grocery delivery space? 📲 With a promise of 10-minute deliveries, they built trust, drove urgency, and redefined urban convenience. From social proof to hyperlocal ads, here's how Zepto reshaped the way we think about grocery shopping! Swipe through for the full story on how they cracked the code of modern marketing. 📈 Sources: Economic Times, TechCrunch, YourStory, Sequoia Capital reports #MarketingStrategy #Zepto #CaseStudy #GroceryDelivery #HyperlocalMarketing #InfluencerMarketing #StartupSuccess #Branding #DigitalMarketing #BusinessInsights

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