Mahadevann Iyerr

Team chotavyapar.com had been working with many Small appliances and crockery brand and seen many strong brands going out of the shelf due to heavy discount in online sales .As a distribution strategy , we have to see the interest of the General trade which caters to 70 percent of the business across industry General trade, also known as traditional trade, plays a crucial role in India's economy for several reasons: Widespread Reach: India has a vast and diverse population spread across urban and rural areas. General trade, which includes small retail shops, mom-and-pop stores, and local markets, has a deep penetration Employment Generation: General trade is a significant source of employment in India. Millions of people are engaged in this sector as shop owners, distributors, wholesalers, and workers. Consumer Trust and Relationships: Local shops often have strong relationships with their customers, built on trust and personal connections. This creates customer loyalty and provides a level of service that large retail chains might find difficult to replicate. Economic Contribution: General trade contributes significantly to the national economy. Flexibility and Adaptability: Unlike modern retail chains, general trade stores are often more adaptable to changing market conditions. They can quickly adjust their inventory based on local demand and offer credit facilities' to customers Support for Local Producers: Many general trade shops source products from local manufacturers and producers, supporting small businesses and contributing to the local economy. This creates a symbiotic relationship between small-scale producers Cultural and Social Significance: General trade stores often serve as social hubs within communities, where people gather and interact. They are embedded in the cultural fabric of India, playing a role beyond mere commerce by fostering community ties. Supply Chain Resilience: The general trade network in India is vast and resilient, often better suited to navigating the complexities of India's infrastructure and distribution challenges compared to modern trade channels. Here are specific actions marketers can take to safeguard and strengthen general trade: 1.Tailored Marketing Strategies for General trade 2. Support in Digital Transformation 3.E-commerce Partnership 4. Provide Customized Solutions 5Flexible Distribution Channels 6 Education and Training 7. Collaboration with Wholesalers and Distributors 6. Creating Consumer Awareness Campaigns 7. Innovative Marketing Program 8. Partnering for Visibility and Volumes 10. Advocating for General Trade in Policy Discussions If you are looking to scale up the revenue ,you can contact us For North /East region [email protected] /Ph -8447212219 For West/South region , you can contact Aparajita Dutta ( Director -Sales , marketing and operations ) - [email protected] Ph 9873182270 www.chotavyapar.com

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Thoroughly enjoyed speaking with Anurag Goyal on his show Sip to Success. He's running a great business in packaging and interviews founders from fmcg, retail and d2c industries. In this podcast, we talk about: 1. My decade long journey in #entrepreneurship, how after 2 failed tech startups, I went #offline and I founded New Shop with Charak Almast and Mani Dev Gyawali as we saw a $40 Billion opportunity in standardising modern convenience retail in India. 2. India is an Entrepreneurship obsessed country and 83% Indians choose to become entrepreneurs as against the global average of 53%. but, 90% of them fail. We know How being a failed #entrepreneur feels like, and that's why we are on a mission to empowering and democratising business ownership in India, by having built a breakthrough #franchising model that's already empowered 100s of #franchiseowners of New Shop. 3. How New Shop's #franchise model works and how we plan to empower 10,000 successful business owners by 2030. 4. The future of franchising, estimated to become a $150B industry by 2028. 5. The future of retail industry is pegged at $2Trillion by 2032, and there will be many players in different types of #modernretail, #ecommerce, and #qcommerce solving for different consumers needs - like how it has happened in evolved consumer markets like USA, China. 6. There will be a consolidation in #traditional retailers, driven by new age consumer demands, infrastructural developments and franchise aspirations. 7. Our experience of working with #d2c brands, and how they can improve to better position for offline retail. https://lnkd.in/gXRp83XH

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Understanding consumer behavior is key to devising a channel strategy. Investing hugely just following a fad (of digital) will not help business to grow and will rather put companies under pressure. Understanding the customer and then creating channels marrying your key competencies with consumer behavior might hold the key. Liked the clarity of thought presented by Noel Tata in the attached interview.

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India's quick commerce market is booming and is set to reach USD 40 billion by 2030. This surge is driven by consumer demand for fast deliveries, with 46% of consumers reducing their reliance on traditional Kirana shops. Quick commerce platforms are projected to capture 21% of total Kirana sales by 2024. Quick commerce refers to the delivery of consumer items in 10-30 minutes. Blinkit, Zepto, Swiggy Instamart, and Flipkart Minutes are among the top quick commerce platforms in India. In contrast, Kirana stores, which historically dominated the Indian grocery market are now facing an existential threat. 82 per cent of Kirana consumers have shifted at least one-fourth of their grocery spend to Quick commerce. Quick commerce has witnessed an unprecedented pace of adoption, influencing consumer behaviors across the retail ecosystem. #quickcommerce #indianretail #kirana #Blinkit #Zepto #Swiggy #Instamart

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Excellent insight on the Q - Commerce business in India

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Co-lead a workshop (with Sumathi my business partner and Komal lath of Tute Consult) on branding and communication and why/how its' strategic & important for the portfolio companies of an early stage growth focused PE fund in Mumbai this noon. very interactive session. lots of takeaways. one of the biggest benefits of doing such workshops with founders and CXOs of growth companies is that you get to first hand understand their pain points and priorities. which makes you realize there is a long road ahead laden with great opportunity for those in PR & comms if we take off our hats and look at it from their perspective.

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I was reading a recent interview with the CEO of #Realme Sky Li in which he mentioned a target of a 10% increase in sales in India this year based on the following strategy 1. regular launches of new products across different price segments to cater to diverse consumer needs. a. strategic focus on the mid high-end segment b. high-end innovations to mid-range handsets c. emphasizing design and performance for budget phones 2. a 10% increase in sales in India this year The strategy looks great as it practically covers all the bases. If they handle things well they can do it. Who can forget the entry of the brand? It was the fastest to hit the 100 million mark globally in 36 months. In comparison, #Xiaomi took 41 months, #vivo 44 months, #Oppo 55 months, and #Samsung 73 months. Even a brand like #Apple 48 months. While one can say that the market size when these brands, especially Samsung and Apple entered the market was much smaller and hence they took a longer time one has also got to appreciate that Realme entered a bigger but highly competitive market with the top 6 brands having a 74% share globally. A presence across different price segments is similar to Samsung's strategy, which should also work for them. Just don’t go above the middle of the mid-premium segment or the Rs. 42500 price point. Maybe 1 SKU for positioning. I want to share my thoughts on what could go wrong if they increase the number of SKUs to too many. 1. One of the reasons for Xiaomi’s decline in 2022 was the wide range of products. Be present across but don’t have too many SKUs. 2. There is an apparent weakness regarding their shipment and sales planning. In the last 9 quarters including Q1 2024, their shipment share has varied from 8% to 16%. In the case of Xiaomi when they had a large range in 2022 the year they slipped, their share varied between 16% and 23%. They corrected their strategy by reducing the SKUs and in 2023 the variation came down to just 4% (between 15% and 19%). Xiaomi was able to make a strong comeback. Too many SKUs can only make the existing supply chain issue worse. Last but not the least. * Don’t let someone else run the business for you. * Don’t put all your eggs in one basket. * Leave it to the Indian leadership team to take decisions.

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Panel Discussion - Strategic Evolution: How Retailers are Shaping the Future of Growth and Expansion Moderated by Bijou Kurien, Chairman of the Retailers Association of India, this panel brings together leading experts to discuss the evolving landscape of retail, focusing on strategies driving growth and expansion in the industry. GUNJAN SHAH, MD & CEO, Bata India Limited., discussed how Bata, as a long-established retailer, has adapted to changing consumer expectations. He emphasized the growing aspiration across India and the importance of staying ahead of the curve with faster turnaround times and a vast store network. Bata’s quick-commerce strategy also caters to customers expecting deliveries within minutes, with 600 new franchise stores in the past three years. Lalit Agarwal, Founder & MD, V-Mart Retail Ltd. & Chairman - RAI Delhi Chapter, highlighted the untapped retail opportunities in cities like Varanasi, Agra, and Gorakhpur, where retail options are limited. He stressed the need for transparency in pricing, excellent service, and effective customer engagement. He pointed out that retail offers great potential, especially in India’s large population, and retailers should aim for customer retention through exceptional service. Rajesh Jain, MD & CEO, Lacoste India, emphasized that consumers expect a seamless experience across both online and offline platforms. Lacoste ensures consistent pricing and promotions, targeting markets with government data. He also mentioned the importance of understanding demand by engaging with diverse customers across regions, focusing on value and new collections. Shriti Malhotra, Group CEO, Quest Retail Pvt. Ltd. (House of Beauty), shared how Quest Retail expanded from a single brand to 10 brands, benefiting from the beauty sector’s growth post-COVID. She noted that consumers now rely heavily on online reviews and research before buying. In-store experiences are evolving with technology, such as machines that analyze skin conditions and suggest suitable products. T Koshy, MD & CEO, Open Network For Digital Commerce (ONDC), discussed the critical elements for retail success, including working capital, warehousing, supply chain, and logistics, highlighting their importance for smooth operations and competitiveness in a dynamic retail landscape. #RetailLeadership #Retailinnovation #AdventureAndAchievement #VisionaryLeadership #RISE2024 #RetailSummit #Inspiration #BusinessAndAdventure

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🌟 Lyskraft : Carving a Niche in the Omnichannel Fashion Frontier ? 🌟 In a world where retail giants like Tata and Reliance are continuously expanding their horizons, Lyskraft India Pvt Ltd stands poised to carve its own niche in the omnichannel fashion domain. With a groundbreaking $26 million seed funding round led by Peak XV Partners and support from global investors like Prosus Group, Sofina, and DST Global, Lyskraft is not just entering the market but setting the stage for a retail transformation. 🌐 Understanding the Landscape While major conglomerates like #Tata and #Reliance have made significant inroads into fashion and luxury through platforms like #TataCliq, Tata Cliq Luxury, and #JioLuxe, their approach predominantly revolves around integrating existing brands within a loyalty-driven ecosystem. Reliance's Tira offers a fresh slate, yet its journey is still in its nascent stages. ✨ Lyskraft's Differentiator Lyskraft distinguishes itself by embracing the omnichannel model from the outset, integrating premium online and physical retail experiences that cater specifically to evolving consumer expectations. Our strategy leverages the learnings from global benchmarks set by Ulta Beauty, SEPHORA and Nike, adapting them to suit the unique fabric of Indian retail. 🚀 Strategic Challenges and Vision Navigating the competitive landscape involves overcoming substantial challenges: 🔗 Building Dual Channels: Establishing both online and physical retail platforms simultaneously is ambitious, especially in a market where premium and luxury lines are still blurring and evolving. 📊 Data-Driven Consumer Insights: Starting without historical consumer behavior data demands innovative approaches to engage and understand our target audience swiftly. 🏆 Leadership with Proven Legacy Guided by industry veterans Mohit Gupta and Mukesh Bansal, Lyskraft aims to leverage their deep insights from their stints at Zomato & Myntra Fashion. Their expertise is crucial as we build a platform that not only meets current market needs but also anticipates future trends. 🛣️ The Road Ahead With strategic investments and endorsements from visionary leaders like Deep Kalra of Makemytrip and Deepinder Goyal of Zomato, Lyskraft is envisioned as a trailblazer in the retail space, aiming to redefine how fashion is consumed. We are here not just to participate but to lead the charge in the omnichannel revolution, setting a new standard in the premium segment of the market. Join us on this exciting journey as we stitch a new future in fashion and lifestyle retail, one thread at a time🌍 #Lyskraft #FashionTech #OmnichannelRetail #Innovation #RetailInnovation #DigitalTransformation #LuxuryFashion #SustainableFashion #RetailTech #Ecommerce #BusinessStrategy #FashionIndustry #Entrepreneurship https://lnkd.in/d7u4rxsg

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If the conventional businesses do not transform themselves with changing time and customers preferences, historically we have many such examples where the business Models itself becomes irrelevant and remained as Past Glory in History….. —————————- In the context of above Cited Subject , it is relevant to share what is happening to our neighbourhood KIRANA and GENERAL Stores across Country which Constitutes more than 12 Millions in numbers ? With advent of e-commerce and growth of Platforms like , Blinkit , Instamart , Amazon etc and so on and forth and the Pace of their Growth in India 🇮🇳, times are not far off when Models of Kirana Stores will become least economically Viable and their Very existence will come under threat . Despite early Signals in last one decade , Such a big Sector lacks any planning as how to transform business Model and keep themselves Competitive by developing tools towards Digitisation or forming a small group geographically and Cater the need of large housing Societies where group of Consumers pool together for their requirements of Specific items of Kirana and they Supply it in time using local e-commerce platform on Competitive rates Which is Win- Win for both sides and can revive their lost business Share Quickly and remains Competitive and economically Viable with efficient delivery and Capitalising good will of businesses built over generations ( सदियों से) !! My this input is a Food for thought for all stakeholders who are likely to be adversely impacted by this Sea transformation of business Model in Current Scenario and relevant business Context which will work as life Saving device for millions of KIRANA STORES Constitute a big Chunk of 12 millions and thus Safeguard their livelihood!! If you like this please do not hesitate to put like and Comments which is in larger interest of Our inclusive growth of Nation!!

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In the fast-evolving D2C landscape, the opportunity for niche brands to thrive, grow, and potentially be acquired by corporate giants is more promising than ever! This shift is sparking confidence among VCs and Angel Investors, who see clear, lucrative exit pathways as large conglomerates like 𝐇𝐔𝐋, Tata Consumer Products, and Marico Limited make strategic acquisitions and partnerships in niche categories. 𝐅𝐨𝐫 𝐟𝐨𝐮𝐧𝐝𝐞𝐫𝐬, 𝐭𝐡𝐞 𝐦𝐞𝐬𝐬𝐚𝐠𝐞 𝐢𝐬 𝐜𝐥𝐞𝐚𝐫: FMCG giants aren’t just chasing growth; they’re actively pursuing brands that have carved out loyal audiences. Traditionally focused on high-volume, mass-market products, these corporates are now using acquisitions to enter niche segments. For instance, ITC Limited acquired Yoga Bar (Sprout Life Foods), a leader in health-focused snacks, while Marico Limited extended its wellness portfolio with True Elements, capturing the growing demand for clean-label, organic products. Fashion and beauty D2C brands are following a similar path, drawing interest from large brands looking to tap into fast-evolving consumer preferences for niche, direct-to-consumer experiences. These high-profile acquisitions signal a seismic shift. VCs see D2C brands as high-growth investments with validated product-market fit and differentiated offerings that attract today’s savvy consumers. Brands like Wellbeing Nutrition (acquired by HUL) and The Man Company (acquired by Emami) reassure investors that D2C ventures can scale rapidly and offer valuable exit opportunities for larger players. D2C brands, with their streamlined digital infrastructure, are built to bypass the costly, layered supply chains of legacy FMCGs. This agility allows them to reach consumers faster and more efficiently, in stark contrast to traditional giants like P&G or Unilever, who struggle to innovate at a similar pace. At the same time, e-commerce aggregators, like Mensa Brands acquiring 𝐕𝐢𝐥𝐥𝐚𝐢𝐧 and around 10 other brands, are accelerating growth by investing in and scaling promising digital-first brands, enhancing exit potential and bolstering investor confidence. Similarly, Ananta Capital is also making its mark with strategic acquisitions, including brands like 𝐀𝐧𝐯𝐞𝐲𝐚 𝐋𝐢𝐯𝐢𝐧𝐠, 𝐒𝐩𝐫𝐢𝐧𝐠𝐰𝐞𝐥 𝐌𝐚𝐭𝐭𝐫𝐞𝐬𝐬, to name a few. Now is the moment for D2C founders to dive into the market, create brands that resonate with consumers, and attract interest from both investors and corporate giants.   Are you someone looking to ride the D2C wave? Share your thoughts in the comments! #D2C #StartupEcosystem #VentureCapital #AngelInvesting #BrandAcquisitions #ConsumerBrands #NicheMarkets #MarketExpansion 

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How India helped revival of Levi's - the unknown connection When Chip Bergh joined Levi’s , the iconic brand as CEO in 2011, the company was carrying $2 billion in debt while earning just $300 million a year in before-tax profits. “Our debt ratio was 5 to 1. We were one notch above junk bond status,” Bergh said.   Bergh, who describes himself as “a brand guy,” had a plan. He needed to restructure the company and fix the marketing. He wanted to tap into that old feeling that once made consumers around the world covet Levi’s jeans as a symbol of American cool. Bergh went back to marketing basics, trying to figure out what worked before the brand’s fall from fashion grace. His quest led him to the flat of a young woman in India, a well-travelled “denim head” who owned a dozen pairs of premium jeans. The woman described the penultimate pair as her go-to for meeting her girlfriends for coffee or shopping at the mall. Then she got a little teary describing the last pair, which she had worn throughout college. They no longer fit, but she couldn’t bear to toss them. “She said, ‘You wear other jeans, but you live in Levi’s,’ and I was like, ‘That’s it. That’s the idea,’” Bergh recalled. That became the selling idea behind our advertising, and 10 years later we are still using that line.” read the full article here.. https://lnkd.in/d2MxAzv7 #marketing #Levi's #branding #globalbrand‍‍‍‍‍‍‍‍ #India‍‍

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"Lyskraft India Pvt Ltd : Redefining Fashion Retail" Lyskraft, the premium fashion and lifestyle platform co-founded by Mohit Gupta (ex-Zomato) and Mukesh Bansal (Myntra's founder), has made waves by raising a substantial $26 million in one of the largest seed funding rounds for an Indian startup in recent years. The Vision Lyskraft's vision is to create a unique omnichannel marketplace for premium fashion, focusing on women's fashion and later expanding into other lifestyle categories. Omnichannel Strategy Lyskraft plans to offer a digital-first platform with an option for physical engagement, ensuring they meet the diverse needs of modern consumers. Competitive Landscape Lyskraft enters a highly competitive market, where established players like Nykaa Fashion, Myntra, and Reliance Retail's Ajio dominate the online fashion scene. Offline, the competition includes a range of premium fashion brands with a robust retail presence. Lyskraft's advantage lies in its experienced leadership and innovative approach, targeting the growing demand for premium fashion among Indian consumers. Market Potential India's fashion and apparel sector is booming. Valued at $20 billion in 2022, it's projected to reach an astounding $112 billion by 2030, with a significant portion coming from online sales and constituting over a quarter of the country's $400 billion ecommerce market. This presents a massive opportunity for Lyskraft, especially as they focus on premiumisation—a trend gaining traction as consumers become more quality-conscious and seek unique, high-end products. Lyskraft’s current addressable market is a few billion dollars, estimated it to grow to $12-15 billion in six to seven years. Challenges and Learnings It requires a deep understanding of consumer behavior, robust logistics, and a flexible strategy to adapt to changing market trends. However, Lyskraft's approach could offer key learnings for others in the industry: - Consumer-Centric Approach: Lyskraft's focus on consumer needs, providing flexibility and choice, is crucial for success in today's market. - Innovation in Distribution: The omnichannel strategy allows for wider reach and better engagement with consumers. - Adaptability: In a rapidly changing industry, the ability to pivot and adapt is critical. Lyskraft's emphasis on innovation positions them well to navigate future shifts. What's Next? It recently launched a premium pop up store at Ambience Mall Gurugram and an online platform as a market testing initiative. With fresh capital and a clear strategy, Lyskraft is set to test its business model by onboarding 15 premium brands and gathering consumer feedback. Can their omnichannel strategy disrupt the current market leaders?👗 #Lyskraft #Omnichannel #FashionIndustry #IndianStartups #BusinessStrategy #PremiumFashion

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What are the emerging spaces in Indian Consumer-Commerce? How to look at new Spaces & Success Models in Consumer-Commerce? - Interesting segments in Upstream / Downstream for a consumer brand - Tailwinds - Successful outcomes, Q-Comm, Consumer Behaviour - Who is currently solving for various sub-segments ? _______________________________ Culmination of learnings & Insights in the Consumer Space : 1. Working with multiple Consumer startups 2. Understanding & observing consumer behaviour patterns 3. Studying V 1.0, V 2.0, V 3.0 in consumer-commerce in India Put down my thesis / insights for emerging (early-stage) segments in Consumer Tech in India. Full #thesis: Link in comments #Startups #Consumer #VC

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Title: The Rise of D2C Brands in India: Disrupting Traditional Retail Models Direct-to-Consumer (D2C) brands have been making waves in India's retail landscape, challenging traditional retail models and revolutionizing how consumers engage with products and services. The D2C model allows brands to bypass intermediaries and sell directly to customers through online platforms, social media channels, and experiential retail stores, offering a seamless and personalized shopping experience. One of the key drivers behind the rise of D2C brands in India is the digital transformation sweeping across the country. With the widespread adoption of smartphones, internet penetration, and digital payment systems, consumers are increasingly turning to online platforms for their shopping needs. D2C brands leverage digital marketing strategies, data analytics, and customer engagement tools to reach target audiences, build brand loyalty, and drive sales. Moreover, D2C brands focus on product innovation, quality, and customer-centricity, addressing specific pain points and preferences of Indian consumers. By cutting out middlemen, D2C brands can offer competitive pricing, transparent pricing models, and direct communication channels with customers, fostering trust and authenticity in their brand identity. Furthermore, D2C brands excel in creating immersive and engaging brand experiences through storytelling, content marketing, and interactive digital platforms. They leverage social media influencers, user-generated content, and community-building initiatives to create buzz, generate word-of-mouth marketing, and cultivate brand advocates among consumers. Additionally, the pandemic has accelerated the growth of D2C brands in India, as consumers shifted towards online shopping and digital interactions. D2C brands capitalized on this trend by enhancing their e-commerce capabilities, expanding product offerings, and optimizing customer support services, thus cementing their position as preferred choices for modern consumers. In conclusion, the rise of D2C brands in India signifies a paradigm shift in retail dynamics, emphasizing digital innovation, customer engagement, and disruptive business models. As D2C brands continue to evolve and expand their presence, they are reshaping the retail landscape, driving competition, and offering consumers unparalleled convenience, choice, and value in their shopping experiences. #talentserve #D2C #traditionalretail #directtoconsumer #digital #blog

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I came across an article published by Business Standards on Consumer loan trends. The article discusses significant trends in consumer borrowing in India, particularly highlighting the surge in loans for purchasing smartphones and home appliances, as revealed by the "How India Borrows 2024" study conducted by Home Credit India. Here are the key insights: Surge in Borrowing for Consumer Durables Smartphones and Appliances: Borrowing for smartphones and home appliances skyrocketed to 37% in 2024, a dramatic increase from just 1% in 2020. This indicates a strong consumer desire to upgrade technology and home essentials, reflecting changing spending habits among Indian consumers, especially younger generations like Gen Z and Millennials. Entrepreneurial Growth Business Loans: The study found that borrowing for business expansion and start-ups rose significantly from 5% in 2020 to 21% in 2024. This trend is attributed to pandemic-induced economic shifts and robust government support for micro, small, and medium enterprises (MSMEs) through credit schemes and subsidies. Home Renovation Loans Loans for home improvements increased from 9% in 2022 to 15% in 2024, demonstrating a growing interest among consumers in enhancing their living spaces as part of long-term investment strategies. Decline in Medical Borrowing Interestingly, borrowing for medical emergencies decreased from 7% in 2020 to 3% in 2024. This decline may reflect improved financial planning and better access to healthcare services. Digital Financial Transactions There is a notable shift towards digital banking, with 65% of borrowers preferring app-based banking over traditional methods. This trend is particularly strong among Millennials (69%) and Gen Z (65%), indicating a growing comfort with technology-driven financial solutions. Embedded Finance Adoption The study highlights an increasing interest in embedded finance solutions, with nearly 50% of borrowers believing that these options simplify the borrowing process. EMI cards remain popular among lower-middle-class borrowers due to their reliability. Data Privacy Concerns Awareness of data privacy issues is rising, with 24% of borrowers acknowledging data protection requirements. However, there remains a significant gap in understanding these regulations, as many borrowers express concerns about how their personal data is utilized by lending apps. Need for Financial Literacy The study indicates a pressing need for enhanced financial literacy among consumers, with 15% of borrowers reporting challenges in using digital financial tools. This underscores the importance of educational initiatives to empower users in managing their finances effectively. Overall, the article paints a picture of evolving consumer behavior in India, characterized by increased borrowing for aspirational purchases, a shift towards digital financial

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Ever found yourself scrolling through job boards, noticing more openings for coders and analysts than factory workers?    It seems India's economy is shifting gears, and it's got many of us thinking.   I recently read a fascinating article in The Economic Times that argued India's real strength isn't #manufacturing; it's services. This means #IT, #finance, #healthcare, and #education – industries that need brains, not just brawn.   This got me thinking. While China's manufacturing prowess is well-known, is India quietly carving out its own niche?   Economists Rakesh Mohan and Raghuram Rajan have different perspectives. Mohan believes we need to focus on manufacturing exports to create more jobs, particularly for the masses in states like Uttar Pradesh and Bihar. Rajan, on the other hand, thinks we should play to our strengths in services.   The article makes a compelling case for the latter. India boasts a vast, educated #workforce that's ideal for the service industry. Moreover, services are less susceptible to #automation than manufacturing, meaning they're more likely to create lasting jobs.   Of course, there are challenges. We need to improve our #infrastructure, streamline regulations, and invest in education and healthcare. But if we get it right, the potential is huge. We could attract more companies to set up global competence centers here, creating high-quality jobs and stemming the brain drain. This, in turn, could boost our #GDP and significantly raise per capita income.   We also can't forget the basics. We need better public services, better governance, and a strong judicial system. It's about creating an environment where everyone has the opportunity to succeed. It's a big task, but it's one we can't ignore.   The big question is, can we make this transition smoothly? Can we create enough good jobs for everyone? And can we ensure that the benefits of growth reach every corner of our society?   These are the questions we need to answer if we want India's economic story to be a success.    One thing's for sure: It's an exciting time to be Indian! #economy #growth #success

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Unveiling the Myth of Time Management⌛ : A Blueprint for Aspiring Indian Innovators 👨‍💻 With over one and half decades of steering transformative growth in #retail, #ecommerce, and #omnichannel sectors, and shaping strategies for top-tier companies, I’ve consistently confronted a widespread myth: Time Management. 🕒 As elucidated by the "10X Rule," success is not about managing time—it's about amplifying efforts. 🚀 For young Indians determined to rise from middle-class origins and carve a niche in the corporate or #startup arena, this revelation is crucial. Time should not merely be managed but viewed as a canvas for painting with broad strokes of ambition, action, and relentless determination. 🎨🔥 Embrace the 10X Mindset: Success isn't about incremental gains; it surges and amplifies. Elevate your objectives tenfold and shift from survival to dominance. Take inspiration from Amit Jain of CarDekho Group, who transformed a simple concept in a Jaipur garage into a multi-million-dollar enterprise by prioritizing exponential rather than incremental growth. 💡📈 Failures Are Stepping Stones: Each setback is a crucial lesson. Consider Falguni Nayar, who embarked on founding Nykaa in her 50s, overcoming numerous obstacles to lead one of India’s foremost beauty retailers. 🌟💪 Value Creation Over Time Checking: Reflect on Kunal Shah’s CRED, which redefined credit card payments into rewarding experiences, reshaping India’s fintech landscape. It’s not about the hours you log, but the value you create that defines your success. 🏆🕰️ Collaborate and Conquer: The ascent from middle-class to mogul is never a solo journey. Look at Bhavish Aggarwal of Ola, whose strategic partnerships propelled his company from a local startup to a transportation colossus. 🤝🌍 As you forge your path in the vast arenas of corporations and startups, remember that time management is a myth. Focus instead on managing your goals, your growth, and your grit. Arm yourself with a vision ten times larger than your current dreams and chase it with unwavering tenacity. 🌠🔧 To all the aspiring magnates from India's middle class, it's time to scale your efforts, enlarge your vision, and not just transform your life but also impact those around you. Together, let's redefine the boundaries of success and set benchmarks that resonate with our ethos. 🌏🚀 #Leadership #10XRule #Entrepreneurship #StartupIndia #TimeManagementMyth #CareerGrowth #IndianYouth

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The shock of receiving a brick instead of an iphone makes news, but no one talks about the many many bricks that brands get back as returns. Along with our D2C brand, we also re-sold other brands in our category on marketplaces. It was the same infrastructure that we were leveraging and getting incremental business. The merit of the idea of doing this, is a post for another day. The image that you see attached is of  consumer returns we received in the sports footwear category. We were selling brands like Adidas, Reebok and New Balance (ASP 5k+) but some of the returns that we would get would be either old/ used shoes or fakes (like bought from the roadside). Here’s the thing, to get usage and build trust, marketplaces would offer no questions asked returns and people would take advantage of it. While there was a compensation process in place, the process itself was super complicated (involved taking pictures from 5 different angles and submitting cases to the support team) and the % of sales value that we would get back would be less than product cost, meaning loss on the transaction. Before you start to stereotype on the consumer profile who would do this, let me tell you this. Such instances were happening from high income neighbourhoods in metros as well. I remember a case of receiving used/ broken TT balls from the hostel of a b-school. Let's call it the b-school that charges the highest fees in the country. Bro, if you are reading this, you know who you are, and seriously, for 500 bucks? Running e-comm businesses is hard and P&L thinking needs to have buffer zones to accommodate cost like this. Without them, it takes no time for a +10% EBITA to start looking very very different. #d2cbrands #performancemarketing #amazon #flipkart #ecommerce

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