Jyotbir Lamba

Why you should hire a standup comedian for your startup? Think about it, it totally makes sense, fundamentals of a standup comic who makes jokes are same as a product manager who deeply understands user insight into building a product. A standup comedian would pick the most common pains of our lives, empathize with them and think of a creative way to present it to the audience. Making jokes is kind of like making new products for people to use. First, you have to understand what problems they have or what would make their lives easier or more fun. Then you have to come up with creative ideas to solve those problems, just like comedians come up with creative jokes. Comedians are also really good at trying out their jokes with audiences. If a joke doesn't work, they'll change it until people start laughing. That's like how product managers try out new products with customers. If the customers don't like it, the company makes changes(iterations) until they get it right.

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Zomato's District: A Risky Bet on the Super App Model Zomato's foray into the "going out" economy with District mirrors Paytm's super app strategy. While Paytm's 350M+ user base is substantial, its path to profitability remains elusive. Zomato, with 100M+ users, enters a highly competitive market dominated by players like BookMyShow. Replicating Paytm's model is challenging. Integrating diverse services, achieving effective cross-selling, and ensuring positive unit economics are critical hurdles. Zomato's strong brand in food delivery provides a foundation, but the execution risks in this new venture are significant. The company must balance growth with profitability to avoid diluting its core business. #Zomato #District #Paytm #SuperApp #Fintech #ConsumerTech #MarketAnalysis

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Dhan is now one of the Top 10 stockbrokers in India ✨ --- When I joined Dhan back in April 2021, we were pre-product, pre-revenue. As we rolled out early access to select users in the same year, we were ranked #0 in a swarm of over ~300 stockbrokers in India. A top question that was asked to us: "How is another broker going to add value in a user's life?" However, we firmly believed that when we entered this market, the last "innovation" in the industry was on "pricing" (discount broking), not on "product". The 3 key tenets we held (and continue to do so) are: Product, Technology and Customer Service. Since then, these have helped us to catapult each year since our launch. Rank as on Sep 2021: #300 Rank as on Sep 2022: #40 Rank as on Sep 2023: #15 Rank as on Aug 2024: #10 As we reach the Top 10 stockbrokers in India, I'm grateful to have experienced this 0-1 journey, thanks to the love and support from our users. Nevertheless, if you notice the attached chart, you'll realize we're still a tiny player, trying to make a positive impact with more Super Traders and Long Term Investors. If you're one of them, I'd love to hear more about your experience. As we gear up for the 1-10 journey, I'm excited for the next set of challenges and learning. Onwards and upwards! 🚀

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How much easy/difficult it is to Launch and Grow a Startup ?? 1. Finding Genuine Gaps & 2. Adding Meaningful Value At every stage when you find yourself in dilemma Just Repeat Above 2 .... (That's what we call Pivoting)

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When I transtioned into a product manager years back, I began to hear a lot of big acronyms in business/product conversations. A lot were initially strange but are now second nature. They are not only relevant to PMs but founders, executives, marketing/growth and finance professionals. Here are some of the most common: MRR/ARR - Monthly Recurring Revenue and Annual Recurring Revenue CAC - Customer Acquisition Cost GTM - Go to Market KPI - Key Performance Indicator LTV - Life Time Value MVP - Minimum Viable Product USP - Unique Selling Point/Proposition B2B/B2C/B2G - Business to Business/Consumer/Government CLV - Customer Lifetime Value CPA - Cost per Acquisition CTA - Call to Action EBITA - Earnings Before Interest, Taxes, Depreciation and Amortization MMP - Minimum Marketable Product DAU/WAU/MAU - Daily/Weekly/Monthly Active Users ROI - Return on Investment Have I missed any? Please add in the comments Just learning any for the first time? Let me know. You are welcome😊 And please share for others to benefit too.

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2nd day on ProductHunt and StockPe is already on No.2! When I first had the idea to build a gamified investment learning platform, I was shaking..with excitement. People talk about business growth on LinkedIn a lot but they forget to mention: it’s scary. During the early days: > My eyes were glued to the dashboard > I kept checking each signup in real-time > Seeing that count growth got us hooked It was only last year when we decided to re-align our product and take it live on a global market. Let me tell you how it all went down: 1️⃣ Product & strategy: We recognized the need for a more mature regulatory environment for gamified investment products. While India is making strides with the involvement of Meta, and SEBI, there isn’t a single Indian-origin player in the global market. 2️⃣ Building the global StockPe team: To navigate these global complexities, we brought on board our Chief Product Officer (CPO)! His experience leading the product team at a successful Indian gaming platform, made him a perfect fit for our global strategy. 3️⃣ Testing the waters & early success: In Jan 2024, we launched a minimum viable product (MVP).  This allowed us to quickly gauge user response in a regulated environment. The results were promising, as we saw > 20% monthly growth in users > increased engagement by 82% (some users spending 20Hr+) > and more positive responses Users weren't just signing up, they were actively using and loving StockPe! 4️⃣ Scaling up for final step: After 3-months of hard work, we're ready to scale up our US operations. We're incredibly grateful for the journey so far, and we can't wait to show you what lies ahead. Now I can say this for sure: The future of investment education is gamified. Are you in? #finance #gamification #milestone

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Whenever I hear any one say the product we are building is for internal use not for profit , I smile internally! That means you know it in core the product is not yet achieved PMF. No-one is doing any CSR or charity work to build products without having intention to generate profits /bring revenue over long time! period! Let’s be practical? 😊 #product #profits #business

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What Startups Can Learn from Netflix & Amazon Working with industry giants has taught me three crucial lessons: 1. Innovate Relentlessly: Netflix evolved from DVDs to streaming. Never get too comfortable. 2. Customer First: Amazon's obsession with customer satisfaction shows how unwavering commitment builds trust and loyalty. 3. Drive Productivity: High performance and efficiency are non-negotiable. Startups, take note and adapt these practices. What lessons have you learned from tech leaders? Share your thoughts!

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🚀 🚀 🚀 Zepto Bags $665 Million in Funding, Doubling Valuation to $3.6 Billion: Quick Commerce Battle Intensifies 🚀 🚀 🚀 Zepto has recently secured a whopping $665 million in a new funding round, more than doubling its valuation to $3.6 billion post-money. This significant influx of capital sets the stage for an intensifying battle in the quick commerce sector, with Zepto poised to go head-to-head with formidable rivals such as Zomato -owned Blinkit , the public-markets-bound Swiggy Instamart, and Tata Digital – owned bigbasket.com , all of which are aggressively scaling their operations. In a recent CNBC-TV18 Interview Aadit Palicha, Co-Founder & CEO of Zepto, delved into their growth blueprint and future plans. ✒️ Key Takeaways from the interview: 1️⃣ Strategic Investments: The new funding will be strategically deployed to enhance Zepto’s technological capabilities, expand its geographic footprint, and streamline its delivery infrastructure to offer even faster and more reliable services to customers. 2️⃣ Competitive Edge: Palicha emphasized Zepto’s focus on innovation and customer satisfaction as the core pillars driving their rapid growth. By leveraging advanced analytics and a robust supply chain network, Zepto aims to stay ahead of the competition in the highly competitive quick commerce market. 3️⃣ Future Outlook: Looking ahead, Zepto is committed to continually improving its service offerings, expanding into new markets, and maintaining its growth trajectory. The company’s strategic roadmap includes further investment in cutting-edge technology and partnerships to enhance operational efficiency and customer experience. #QuickCommerceWars #FundingFrenzy #BillionDollarValuation #BattleOfTheGiants #IntenseCompetition #ScalingUpFast #MarketDisruption #TechInvestments #EvolvingEcosystem

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In 2022 Zomato's stock fell by 64% from its peak Today it is on track to becoming a $100 billion company This is the breakdown of Deepinder Goyal's genius strategy: - You see the food delivery space in India is slowing down—FY24's monthly transacting user base grew only 8%, compared to 16% last year. - As a result, Deepinder & his team were forced to look at businesses, that were on the verge of breaking out. - This led to some really interesting investments in: Hyperpure by Zomato, Blinkit & Events - And while these businesses may require initial capital investments, these are important bets which will drive future revenues & profits. Just look at the last 2 years: - Because of the growth of Blinkit & Hyperpure they already contribute 24% & 40% of overall revenue respectively - Zomato's revenue has grown by 74% and profits have grown 177% in the last 1 year alone, making Zomato a $30 billion company already! If you want to learn more about this & more, do check out our complete breakdown: https://lnkd.in/gK8iRwTm

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Finding product-market-fit is a winding journey. What is PMF? How much does the depth of PMF matter? When you build a product that starts to sell, it's tempting to call that a win and become focused on winning your new fiefdom, only improving your product marginally via customer feedback. The problem with this approach is that software is 10x easier to build today than it was even a few years ago. And to win over a 10+ year horizon, you need to bet in ways that are orthogonal to the competition. There's a famous quote that Henry Ford (maybe) said: “If I had asked people what they wanted, they would have said faster horses.” Customers know their problems, but builders define the solutions. At Unify, we're big believers in compound companies and the idea that the next generation of software companies will need to build over a wider surface area. Parker Conrad at Rippling has heavily evangelized this thesis. When we decided to build our sequencing product last fall, we had to win over some skeptics that believed we were building too wide too quickly. Our initial product was a prospecting engine, and within a few months of rolling that out to customers we were already working on our 2nd product? No way that can work. Usage of our native sequencing product has grown +31% week-over-week since March. It's feeling obvious that our early compound bet was the right move for Unify 🚀🚀🚀

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Has Swiggy applied Fitts’s & Hick’s Law in their recent Search & Bottom navigation bar design? Check out the Swiggy Search behaviour in the video 👇 Key Observations: 1. Search Navigation Update: Users need to select the product ( Food, Instamart or Dineout ) and then type the item they wish to search. ✚ This change suggests that Swiggy is focusing on improving the searchability of items and restaurants, making it easier for users to find what they are looking for quickly. 🛑 However, it does add friction in the search behaviour because the user has to always select a product and then continue their search. 2. Bottom Navigation Update: Users can enter into their respective categories and go back to the home section through back button available on the bottom navigation. ✚ Swiggy seems to have streamlined the bottom navigation, probably to simplify access to frequently used features such as home, search, offers, cart, and account. Now users can go to home with ✚ A more prominent bottom navigation bar reduces the cognitive load on users, ensuring that essential functions are just a tap away. Why Swiggy made these changes ? 1. Fitts’s Law: Swiggy seems to be applying Fitts's Law by placing the most important actions (search, cart, etc.) within easy reach on the bottom navigation bar, which is ergonomically easier for users on mobile devices. This reduces the time and effort needed to access core features. 2. Hick’s Law : The updated navigation design reduces clutter and organizes options into a minimalistic interface. According to Hick’s Law, the fewer choices a user is presented with, the faster they can make a decision. This update seems to support that principle by offering only the most critical features upfront. What are your thoughts on this approach? Will Swiggy’s UI improve user experience ? #ProductDesign #UXDesign #UIUX #UserExperience #Search #ProductManagement

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Leading a product team in a startup is all about speed and agility, right? Well… not always. Leading a product team in a growing startup is both thrilling and demanding. It’s a constant balancing act between scaling quickly, managing resources, and keeping the team motivated and aligned with the company’s vision. Here are a few insights I’ve picked up along the way: 1️⃣ 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐳𝐞 𝐖𝐡𝐚𝐭 𝐌𝐚𝐭𝐭𝐞𝐫𝐬: Say “no” to keep the focus on high-impact features. 2️⃣ 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫-𝐂𝐞𝐧𝐭𝐫𝐢𝐜 𝐆𝐫𝐨𝐰𝐭𝐡: Let real user needs shape our roadmap. 3️⃣ 𝐒𝐜𝐚𝐥𝐞 𝐖𝐢𝐬𝐞𝐥𝐲: Scale what works, rather than constantly adding. 4️⃣ 𝐀𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭 𝐎𝐯𝐞𝐫 𝐇𝐮𝐬𝐭𝐥𝐞: Keep the team aligned with the bigger vision. That’s what BarRaiser is all about—helping teams make smarter hiring decisions with an Interview Intelligence Platform that’s built for real needs. P.S: If you’re curious to see how BarRaiser works, feel free to check out a demo. It could be a game-changer for your hiring process.

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Oh, dear. I guess I chose the wrong path to pursue my career as a PM. I should have used my two-wheeler not my cognitive-Analytical-problem solving-creative-Technical Brain. #Productmanagement #Zomato #Swiggy #PM #Product #UX #UI #Productstrategy

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BUILDING AND MANAGING TEAM. In the aspect of building a product whether brown field and white field that's rebranding old existing product or bringing new product in to the market, the success of such product is linked to the performance of the team. For managing a team easily members should have 1. Familiarity; each team members should know and understand themselves. 2. Communication; regular communication can expose the difficulty each members of the team are facing. 3. Meet ups and connection; team members should always meetup virtually or on-site. But base on Turckman ladder model of team building, four stages are outlined which are, 1. Forming: here team members comes together to form a team. 2. Storming: team members basically recognise their various responsibilities in the team. 3. Norming: in this stage members of the team carry out their responsibilities. 4. Performing: here is where we really see actual productivity from the team. #TeamBuilding #TeamManagement #LeadershipDevelopment #Teamwork #Collaboration #EffectiveTeams #TeamCulture #WorkplaceDynamics #TeamSuccess #EmployeeEngagement #RemoteTeam #TeamPerformance #CommunicationSkills #DiversityAndInclusion #MotivatingTeams #TrustInTeams #Coaching #TeamGoals #ConflictResolution #AgileTeams

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🚀 Key Takeaways from the Elevation Kickstarter on B2C Monetization🚀 I recently attended the "Elevation Kickstarter: New Era of Consumer Monetization" by Elevation Capital, and it was an incredibly insightful experience! The event highlighted how the monetization playbook for consumer apps in India is being completely rewritten. Founders and experts shared their first-hand experiences of building capital-efficient businesses by monetizing early, a strategy that is becoming a game-changer in India’s digital economy. Key Highlights: 🔑The New Playbook for Consumer Apps: 1️⃣Moving away from "chase users first, monetize later" to early monetization models. 2️⃣With direct monetization growing faster than digital ads and now a $3B market, Indian users are proving they are willing to pay for value. 🔥Lessons from ShareChat’s Journey: 1️⃣Ankush Sachdeva (Founder, ShareChat) shared insights into how ShareChat is leveraging microtransactions like virtual gifts to scale sustainably and effectively. 2️⃣The fireside chat emphasized the importance of tailoring monetization strategies to user preferences. 💡Panel Discussion: ‘Choose Your Model: Monetization Strategies That Work’: Prashant Sachan (AppsForBharat) discussed monetizing virtual religious services, bridging tradition with technology. Rohit Choudhary (Seekho) highlighted the power of subscriptions for education, skill-building, and regional content. Sanidhya Narain (Dashtoon) showcased how AI-driven storytelling and micropayments can open global markets. 📊Monetization Models in Action: 1️⃣Micropayment: Accessible, low-cost transactions that drive user engagement and revenue. 2️⃣Subscriptions: Predictable revenue streams that build long-term loyalty. 3️⃣Performance-Based Advertising: A trust-driven model gaining traction in the Indian ecosystem. 🚀Future Trends: 1️⃣AI Integration: Revolutionizing content creation, personalization, and cost-efficiency, making scaling more achievable. 2️⃣Digital Payments: Pivotal for fragmented markets like India, enabling smooth monetization at scale. This event was a deep dive into how early monetization and capital efficiency are transforming the Indian consumer app ecosystem. A huge shoutout to Elevation Capital and the stellar panelists for sharing their journeys and lessons. 💡 What’s your take on these trends? Which monetization model resonates most with you? Let’s discuss in the comments! 🚀 #Monetization #ConsumerApps #IndiaStartups #AI #DigitalEconomy #ElevationKickstarter #CapitalEfficiency

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Who would invest in founders who have wasted $50M? Koo, an Indian microblogging platform, recently shut shop after raising $50M in capital. Everyone has their views on why Koo failed. IMO, the biggest reason behind its failure was a lack of PMF (Product Market Fit). Koo spent much money on marketing and didn’t build a product people wanted. It kept harping on nationalism, a Twitter for Indians, made in #India. This approach failed. However, this doesn’t mean Koo’s founders aren’t smart or intelligent. I wrote in an earlier post that we shouldn’t be surprised if Koo’s founders raise fresh capital for a new startup. To many of us, this might seem grossly unfair. Millions of smart, hardworking founders are struggling to raise capital while investors are backing failed founders who have wasted millions of dollars. How is that fair? It confirms the widely held belief that the #venturecapital industry is broken and corrupt where a few people with the right connections get all the capital while others don’t see a dime. It shows that the VC industry is a closed group, a cabal where who you know matters more than anything. While these are just complaints, most people who criticise VCs don’t understand how startup investing works. VCs welcome failures. They embrace them because they know failures are inevitable. When VCs invest in 20 #startups, they know 15 will fail. The goal is to invest in startups that can give them a 100x return. Failures are part of the game. They are unavoidable. The aim is to back founders who can build such 100x return companies. Hence, failures are not looked down upon in the VC industry. It’s similar to the American culture where society appreciates the people who take risks, and it easily accepts personal bankruptcies that result from this risk-taking approach. There’s no taboo in failing in the USA and the VC industry. I’m sure Koo’s founders have learnt from their mistakes. It’s an expensive mistake and not everyone is so lucky to have this luxury to spend $50M on their education. ;) However, most VCs will back Koo’s #founders because these founders know how to raise capital and they know how to not build and scale tech companies. Their past failures have improved their chances of future success. In the VC industry, Failure is Good.

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Swiggy’s $1.3 Billion IPO Swiggy Ltd., India's prominent food delivery and quick-commerce platform, marked one of the strongest IPO debuts this year. Shares surged 17% above the offer price, closing with a valuation of over $12 billion despite a broader market selloff. The $1.3 billion IPO is the second-largest in India this year, following Hyundai Motor India's $3.3 billion listing. Initially met with subdued demand, Swiggy's IPO saw robust institutional interest that drove its successful close. This listing positions Swiggy alongside competitors like Zomato and privately-held Zepto in the rapidly growing quick-commerce space, forecasted to reach $78 billion in combined gross orders within the next decade, according to CLSA. Swiggy's debut counters the trend of underwhelming performances for large Indian IPOs. While the broader market remains cautious—evidenced by Hyundai's post-IPO dip—Swiggy's strong showing highlights investor confidence in India's burgeoning digital economy. Despite fierce competition, regulatory scrutiny, and profitability challenges, Swiggy’s growth story is compelling. With a 37% market share in March 2023 and significant backing from investors like SoftBank and Prosus, the company has gained a solid foothold in a high-demand market. This IPO also highlights global interest in India’s capital markets, as established investors double their stakes, banking on the country's dynamic quick-commerce landscape.

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