Jasjeet Singh

With a large chunk of India's per capita boost coming in from Tier 2 and Tier 3 non-urban clusters, the need to unblock affordability is more acute now than ever. Fit in the fact that the per capita income would still continue to stay below 5L per annum well upto 2030 and #emi as a lucrative growth lever becomes even more clear. The average online shopper would continue to be price and affordability sensitive. This is also reflected at how Amazon continues to leverage #emi as a dominant feature on it's PDP and checkout pages both. Sometimes the price callout itself being the EMI offered! This is where we at Snapmint step in. ✔️ Approval rates that enable true affordability ✔️ Credit penetration at thin credit zones ✔️ Increase AOV and overall GMV ✔️ Superlative EMI checkout experience ✔️ Reassuring post purchase support for your shoppers Click to know more: www.snapmint.com Abhineet Sawa Ram Prasad #d2c #ecommerce #upi #gmv #aov

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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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Business Messaging using Whatsapp has truly evolved over the last 3 years to enable consumers to talk to businesses like they do with friends and family. From rich personalized experiences using Flows, Carousel Catalogs, Payments to innovation with Voice Calling for Businesses and now Meta AI, Whatsapp has truly emerged as a very powerful business tool. Customers are seeing high RoI when used in the right manner across the entire spectrum of the sales cycle from discovery to engagement, commerce, native purchases in-app to sophisticated customer service journeys. Read on for more insights. Sandhya Devanathan Ravi Garg Prache Agarwaal Aditi Mathur Rohant Shyam Rammohan Rishabh Khandelwal Rachit Jain Swati Mishra Rutuja Kagwade Ekta Agarwal Riddhika S. Prachi Dhamale Sai Gadkari Gaurav Agrawal Anshika Malviya Kirti Zadbuke Chand Ajmera Shreeya Roy Ambika Balasubramaniam Chetan Chadha Shalki C. Amit Shanawad Pooja Khanduja Ranjeet Malhotra Paras Arora Piyush Vaidya Animesh Baidya Biswas

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Quick Commerce in India is one of the world’s most expensive experiments in PMF to re-route consumer’s wallet share. At least $3B will be spent in the next 12-18 months in trying to gain market share across all categories. How will this play out in India beyond serving daily needs? Some scattered thoughts: - Let alone in fashion, Myntra has 90,000 SKUs across 1500 brands in beauty. In long tail categories, assortment and price comparison wins the customer. QC may gracefully retreat, but make traditional e-commerce deliver faster in the process - Or alternatively, QC can set up much larger city warehouses (cost?), build assortment in certain categories, and begin delivery within a few hours (fewer large format warehouses, more order batching) - So, daily needs and urgent needs will remain in 10 min delivery; every other category will converge across platforms to same day delivery. Amazon is already delivering long tail products in 6 hours - In a fight between unit economics and growth, unit economics always wins within a reasonable time. As ability to raise for a category/sector reaches a maxima, growth either brings superior economics quickly - or - if it’s the opposite - the experiment is wound down very fast. In this case, $3B of unspent funding means this particular experiment has plenty of time - 12-18 months ahead of it - *As for the majority of D2C brands in fashion/beauty/toys/home decor, who in any scenario will get lost in the QC maze of consumer's choosing top search results, just as they did on Amazon+++, their best move remains Meta acquisition + offline* - there will be a few D2C brands that will get to 40-50CR overnight - in the next 12 months - on QC alone, within daily/urgent needs or just by offering really great price points - already seeing this with new consumer electronics brands (e.g. bluetooth headphones) - About $7-8B or more was deployed during COVID into Europe's quick commerce startups and after spending through that and 50M+ app downloads later, two of a dozen players are left - focused on daily needs. Having said that, none of these players were existing e-commerce platforms - and had no transacting user base/distribution to leverage unlike most players in India (with the exception of one). Insane CaCs, pretty low basket sizes - CaC will likely not be justified in smaller towns which don't require at least a few dozen dark stores

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Discover insights from ACI's Ankur Saxena on fintech growth in #India and the significance of an #omnichannel payment service strategy in this Forbes India article. #fintech https://aciw.co/3WX7WWS

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Sandeep Indurkar, CBO of BharatPe's payment vertical, shares insights on the evolution of UPI, its impact on India's digital payments landscape, and BharatPe's role in driving innovation. Read more #ETEdgeInsights #BharatPe #Innovation #Fintech #DigitalPayments #UPI Poonam Mondal

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#Boult built a ₹700 Cr revenue brand with zero external funding 🫡 Founded by Varun and Tarun Gupta in 2017, Boult is a shining example of #MakeinIndia. Competing head-on with giants like #Boat and #Noise, Boult has carved out its place by focusing on innovation and a unique customer experience! While Boat dominates the market and Noise rules the wearable tech space, Boult is giving them both a run for their money with products that blend affordability and cutting-edge tech. From wireless headphones to gaming earphones, Boult's "Combat Mode" feature became a hit among gamers. Boult’s secret lies in understanding #marketing databases, strategies, and the renowned 4 P's of #PhilipKotler. They focused on listening to customers, offering the right technology at the right price, and growing through #sustainability and #customercentric service. Now ranked among #India’s top audio brands, they sell a product every 5 seconds! #Boult #Bootstrapped #D2C #IndianStartups #Entrepreneurship #ConsumerFirst #StartupJourney #Sustainability #Wearables #CustomerFirst #thinkschool

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We recently launched a brand new season of Propel – a global business accelerator for startups in India. First started in 2021, this program sits at the intersection of three key areas – startups, exports and technology adoption – all important for India as a nation. The program has already helped 70+ brands from different parts of India make their debut in global markets with many of them witnessing strong and consistent business growth. In this season 4, I expect even more entrepreneurial energy. At our end, we continue to focus on making exports easier for entrepreneurs and small businesses across India as we move closer to our goal of enabling $20B in cumulative exports from India by 2025. Read More: https://lnkd.in/gVYvXGwU #AmazonIndia #Exports #GlobalSelling #Propel #Startups #SmallBusiness #Entrepreneurs Vivek Somareddy | Bhupen Wakankar | Chand T. Mazumdar | Srinidhi Kalvapudi | Aditia Bhalla | Amazon Global Selling

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#Take2 Why the Market May Be Overestimating Quick Commerce's Future Despite Damodaran's Optimism As a genuine admirer of #AswathDamodaran and his insightful #valuation frameworks, it's fascinating to see how his evaluations cut to the core of a business's #financial #health. However, with #quickcommerce, it’s possible that the broader market has overestimated the long-term potential of these businesses. Quick commerce is undeniably enticing in terms of #growth and #marketshare grabs, but as Damodaran himself has noted, the sector faces headwinds like narrow #margins and dependency on high-frequency, low-value transactions. Quick commerce relies heavily on the temporary advantage of local #logistics and #labor #arbitrage, but as cities become more congested and labor markets tighten, these operational “advantages” could quickly erode. Furthermore, the political landscape may not always be welcoming, especially given the impact on local #kirana stores, which are integral to India’s #retail fabric. While Damodaran’s framework rightly emphasizes lifecycle positioning, it may not fully capture the #political and #inflationary risks that quick commerce facilitates and faces as it scales. This could mean that valuations, even if optimistic now, might not reflect the long-term stability or profitability the street expects. One critical factor that quick commerce models often overlook is India's regional #diversity —it's anything but a #homogenous market. Local preferences, purchasing behaviors, and infrastructure vary widely from city to city. Quick commerce platforms will need to adapt to these variations, constantly refining and expanding their product categories to cater to local demands. This could mean shifting beyond the basic groceries and essentials model and embracing more regional product mixes, which further adds to complexity and costs. The sector's reliance on ultra-fast delivery and inventory optimization only intensifies these challenges, as what works in a metro city like Delhi or Mumbai may fail in smaller towns where consumer habits and logistical networks differ significantly. This makes scaling in India particularly #complex, and could limit the profitability of the "one-size-fits-all" model that quick commerce often tries to implement. All things considered, I’m confident that these companies have the talent needed to evolve. Just look at how Zomato transformed from its early days to what it is now. The real question is: what will they evolve into, and will that future model justify the premium they currently command? For now, I’ll take advantage of my exclusive offer on Coke Zero from quick commerce and enjoy it while it lasts.

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I've said this before, and truly believe that Short videos are undergoing a 'Whatsapp Moment' in India! High probability if this post gets long, most of you will scroll down or switch to your preferred short video platform 😀 For marketers - Users have already moved on - has your brand building strategy adapted? Add a layer of regional languages and influencers, and the proof will be in the often quoted pudding. #ShortFormBigImpact https://lnkd.in/gk_w_Avp

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While India leads the Global Payments Market, #UPI stands out as the key torchbearer driving this advancement. In 2020, the country's regulators and government showed immense support by eliminating all charges on UPI, paving the way for its growth. However, sustaining this progress in the long run may pose a challenge for UPI facilitators if it lacks commercial viability. The ongoing debate weighs the scales between promoting financial inclusion and introducing fees to ensure sustainability. Curious to know more about this development? Check out the recent interview by the CEO of Amazon Pay India: #India #DigitalPayments #FinancialInclusion #UPI #AmazonPay #PaymentsMarket #Regulations

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🚨 🚨 Paytm Q1 Results: Consumer payments take the hit, merchant biz resilient The company has reported a 137% increase in net loss to Rs 840 crore Operating revenues fell by 36% to Rs 1,501 crore in April-June 2024 on a year-on-year basis. The adjusted EBITDA loss, which excludes ESOP costs, was Rs 545 crore compared to a Rs 84 crore profit in the same period last year https://lnkd.in/gTq7n22r

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UPI has undeniably transformed the digital payments landscape in India - with over 14 billion monthly transactions and 350 million users, UPI’s impact is staggering. What’s more impressive is its potential to revolutionise cross-border payments through interoperability and strategic partnerships. UPI’s approach to A2A transactions sets a benchmark for innovation. By simplifying P2P and P2M payments and offering a seamless, secure experience, UPI has driven digital adoption across India and set itself up to influence global markets. How can other countries replicate UPI’s success in creating a ‘less cash’ society? The collaboration between NIPL and foreign central banks to build sovereign, interoperable payment systems is a step in the right direction. But what will it take for these systems to achieve the same level of success? I’d love to hear your thoughts on how UPI’s model could be adapted and implemented globally. #DigitalPayments #Fintech #UPI #Innovation

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UPI coming full circle with “UPI Circle “ delegated payment mechanism for the family and Household expenses it’s time each Indian has UPI account to meet their daily needs .. huge opportunity for fintechs to build products on this ! UPI will hit 500 users with 2-3 times of that as circle ⭕️ users , ONDC, UPI circle would make India proving that they can build Amazon with best payment method covering lowest economic and small expenses needs for Indians ! UPI best tool for financial inclusion creating financial translations behaviour digital footprints for possible credit inclusion at next level ! Way to go UPI - India 🇮🇳

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Congrats to Zingly.ai, Gaurav Passi and the entire team on their launch. We are proud to be investors from Day 1. This is once in a decade style opportunity. It's 2024, and You and I, as customers, still continue to struggle with 1-800 numbers, ineffective AI Chatbots and spelling our names, account numbers and other info over and over again ... It's time to change all that. Zingly lets a business's customers drive the experience they want as they want it (quick answer from AI or a real conversation with human agents or a hybrid), how they want it (text, audio, video), and from any device without having to repeat info over and over again - all from a single personalized Zingly Room. Sounds obvious! But the best ideas are the simple obvious ones! #FutureOfCX #AIRevolution #CustomerExperience #Startups #Entrepreneurship #VentureCapital https://lnkd.in/gV9mk7je

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Over the last two weeks, two price increases have been implemented that throw the spotlight on market distortions and the important role that regulators play, and indeed the consequences of their weakness or inability to act. First, Reliance Jio hiked up prices by 20% for their data packs. The other player in India's telecom duopoly, Airtel, followed soon after with their own announcement. (Voda is FAR behind and on life support). Some have justified this by saying that businesses need to be "sustainable" and that the price rise was inevitable. This position assumes that the carriers are currently bleeding. Except, they're not. For Airtel, Quarterly Net Profit at Rs. 1,823.90 crore in March 2024 was up 34.68% from Rs. 1,354.20 crore in March 2023. Their ROCE has gone up every year for the last 5 years and is currently at 8.5% approximately. Then, over the weekend, we got to hear that Zomato and Swiggy, another industry duopoly, had raised their prices by 20% ("platform fees"). In fact, over the last 12 months, they have raised their prices by 300% !! The platform fees was introduced as a charge for consumers in 2023 at Rs. 2 per order, and now it is Rs. 6. Not surprisingly, the share prices of both Zomato and Airtel have zoomed, and I am sure there is a similar impact on the valuations of Jio and Swiggy, both of whom have listing intentions in the near future. As a Zomato shareholder, I am delighted. But who's looking out for the consumer? Neither the telecom regulator nor the Competition Commission, nor any other government entity, raised any objection to the radical price rises. I believe that regulators need to protect consumer interests first, and there is certainly nothing happening from a macro economy or inflation perspective that justifies these kinds of price rises. The matter is specious because of the duopoly nature of both industries, one due to the legendary ability of the promotors to influence policy and the other a consequence of the cheap VC capital era that allowed them to raise enormous amounts of money and take out competition over the years. With only two players, its easy to cartelise even without colluding. Its easy to shadow the others' price rises. Its easy to lop on hidden fees on to consumers. Consumers do not have the choice of switching suppliers. Make no mistake, all four companies are very well run. Their leaders are super smart and super competent. And , they are measured on how much money the company makes. Regulators, on the other hand, need to focus on how money the consumer pays, and if the quantum of price rises are justified. Given the percentage increases we are seeing, there seems to be a crying need for more effective and stronger regulators for these (and other?) sectors. PS: I am not suggesting that regulated companies cannot raise prices. Of course they should be able to do so from time to time. I am challenging the quantum of the price rises. Your thoughts?

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"Engaging discussion with Mr Sanjeev Chopra, former Director of LBSNAA, on #Indianmasterminds. His book 'We, the People of the States of Bharat' offers pragmatic insights into restructuring India's internal boundaries. Intrigued by the upcoming biography on Lal Bahadur Shastri, a visionary leader pivotal in India's resurgence. The interview unveiled lesser-known facets of Shastriji's life, underscoring his foundational role in shaping India's destiny. Eagerly awaiting the formal release! A must-watch for those interested in Indian history and leadership. Kudos to Mr. Chopra for enriching our understanding of our nation's past and present. #IndianHistory #Leadership #Inspiration"

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💡Unlocking Tomorrow's Giants: A Guide to Potential Multi-Bagger Stock I'm excited to share some insights on YATHARTH HOSPITAL AND TRAUMA CARE 🏥🚑 Incorporated in 2008, Yatharth Hospital and Trauma Care Services Limited is a multi-care hospital at Noida, Greater Noida, and Noida Extension, Uttar Pradesh. ⚕️💉 Services offered • General Medical Services: Outpatient consultations, inpatient care, emergency services, diagnostic tests, preventive healthcare. • Specialized Services: Cardiology, neurology, oncology, orthopaedics, gastroenterology, paediatrics, gynaecology, urology, ophthalmology, ENT. • Advanced Treatments and Procedures: Minimally invasive surgery, robotic surgery, dialysis, organ transplantation, physiotherapy and rehabilitation. 📌📊 Check out these exciting stats of the company 1. The company has a whopping total bed capacity of 1405, ensuring that they can cater to a large number of patients. 2. The average revenue per operating bed (ARPOB) stands at an impressive Rs. 29,309. 3. With 398 ICU beds, they are well-prepared to provide critical care when it's needed the most. 4. The in-patient revenue hits a staggering 452 Crs, reflecting commitment to quality healthcare services. 5. Additionally, the outpatient revenue is a substantial 68 Crs, demonstrating wide reach in the community. Not only that, they have recently partnered with a top-tier auditing firm under a Non-Disclosure Agreement (NDA). Their expert team is actively collaborating to streamline the financial operations and has already commenced a comprehensive management audit. Moreover, the recent IPO in 2023 raised around 600 Crs, with 40% allocated to debt repayments, 22% for CAPEX, 27% for general corporate and issue expansion, and the remaining funds earmarked for inorganic expansion. 🎯 INTENT The company plans to target around 3000 operational beds till 2028 through Greenfields and Brownfields expansion. Achieve a breakeven within 18 months from operationalization of Faridabad hospital acquisition. By implementation of stricter credit policy and improving collection efforts, Yatharth group aims to reduce the debtors day below 100 and improve cash flows every quarter. Focus on mergers and acquisitions for significant synergies and growth; discussions ongoing for potential acquisitions in North India for driven long term growth 🚨PARAMETERS – ➣ Yatharth hospital and trauma care has a robust Market cap of ₹ 4,820 Cr. ➣ The Company has reduced significant debt; they have reduced long term borrowing and short-term borrowing. ➣ The Company has delivered good profit growth of 95.8% CAGR over the last 5 years. The company has a good return on equity (ROE) of 21.7%. ➣ The Company has a good return of capital employed ROCE of 23.9 %. #YatharthHospital #HealthcareExcellence #InnovativeSolutions #pharmasector #HealthcareIndustry

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