Pooja Khanna

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

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#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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"India has among the highest out-of-pocket expenditures in healthcare in Asia, with 48.2% of healthcare expenditure being incurred by patients. 1 High out-of-pocket expenditures have increased poverty, pushing 55 million people below the poverty line every year. 2 While the government continues to take significant steps to bridge the healthcare financing gap, the role of the integrated healthcare financing ecosystem continues to gain significant importance in the country. This prominence of healthcare financing has brought about certain crucial trends to the fore." Pleased to share that my thoughts on the integrated healthcare financing ecosystem have been published in India's leading financial media publication, The Economic Times BFSI. https://lnkd.in/dwdh8CiK

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Amazing stats and absolutely mindboggling presentation of the ECommerce Industry - Now & Future, Arjun Vaidya Fully in sync with your mentioned Key Pointers, also that... - Ecommerce in India to be massive $400 Billion + by 2030 - Customers are comfortable to order a slew of products, categories including sports gear & equipment, choosing from an endless aisle - that Covid19 pandemic has positively accentuated this ecommerce adaption and growth, especially in sports ecommerce - Finding Niches & Wedges which are underpenetrated in the market is important and there is no better time or place to build an ecommerce business in the world - True that !! We at wizbiker.com are building a Industry leading vertical ecommerce platform for Outdoor & Lifestyle Sports making sports gear, equipment & services available for enthusiast and pros to perform better #ecommerce Arun Satija Vittal Ramakrishna #startup #sports #fitness #retail #startup Pranav Marwah

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Nothing much to see here, except some of my friends at ekincare with some aspirational designations which we (or rather, I :P) wanted to see for us, which we (or more like, I xD) assigned to everyone for a cute fake WhatsApp company that we (again, more like, I 😂) established. :P Reflecting on my time out here, I’ve realized something: the real magic of any stint isn’t just about the work (though, yes, that *is* important). It’s also about the people. The incredible experiences, the mind-blowing perspectives, and sometimes, the random wisdom bombs dropped over coffee/smoke breaks or a casual chat. These are the moments that truly stick. Some lessons were intentional, others were happy accidents—like stumbling onto stories of people who’ve had beautiful experiences at places like AbinBev, BookMyShow, Coke, Oyo, PharmEasy, UCB, Plum and Pidilite. Every conversation was a reminder of how much there is to learn, to dream of, and to plan for. It's the kind of exposure that makes you go, “Wait, that’s possible?!” And suddenly, your own goals start expanding in ways you never imagined. Pro tip: Don’t underestimate the power of networking. (No, I’m not saying “LinkedIn Connect spam,” but actual, meaningful conversations.) And don’t forget the fun part! The laughs, the inside jokes, and the random 4 PM post lunch ideas that snowball into greatness—that’s where the real gold is. I could write a whole essay about what I’ve learned, but let’s save that for another day. For now, just know that working with this insanely amazing team was one for the books. Thank you, ekincare, and thank you to all the brilliant folks I crossed paths with. You made this chapter unforgettable. Let’s make the most of my final days! :P Here’s to new adventures & bigger challenges, see you around! Rahul Ponodath Syed Ahmad Abhinav Rastogi Priya Talan Jaya Roy Akshay Yemsanwar Priyanshu Kaushik ✨

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Taking the HARD FACT path. MatchDay Health is undoubtedly taking Path #2 based on Sequoia Capital product market fit framework. The status quo around jobs has always been. Job board > apply to jobs >get interview > get offer > accept offer. We have been brainwashed to believe this is the path to landing a job. I have never personally landed a job this way. It work's, but it's not the ideal path. Also, who the heck said that this was the only way? Would you list your home on the market without an agent? Maybe. Would you get the best offer? Would you get the best buyer in the fastest amount of time? Probably not. The job market has been one sided for so long, without proper representation for job seekers. Taking the HARD FACT path means we are changing the status quo. Making professional EXPERT representation in the job market the new smart approach.

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As we reflect on H1 FY25, I am filled with immense gratitude and a deep sense of purpose for how far CureBay has come in transforming rural healthcare. Recording an 8x growth in GMV compared to the same period last year is not just a milestone—it highlights the growing trust in our work and the positive change we’re striving to bring to underserved communities. Here are a few moments that define this journey: - Serving approximately 55,000 patients each quarter, ensuring access to timely, quality care. - Enrolling over 18,000 members per quarter into subscription-based healthcare plans, making preventive care more accessible. - Reaching over 18 million people across Odisha and Chhattisgarh, with plans to serve 100 million rural residents across six states by 2025. - Achieving operational profitability in the Puri Circle of Odisha, demonstrating the impact and sustainability of our model. With over 1.4 million patients profiled, 20% active user conversion, and 14% preventive care adoption, CureBay’s eClinics, supported by trained Swasthya Mitras and powered by our AI ecosystem, are bringing targeted, data-driven care to even the most remote communities. Our work is far from over. With plans to expand into Jharkhand, Bihar, Uttar Pradesh, and Madhya Pradesh, we remain committed to ensuring that no one is left behind in accessing quality healthcare. To everyone who has been a part of this journey—our patients, partners, and the incredible CureBay team—thank you for believing in our vision of a healthier, more inclusive India. Read the piece where CureBay is featured in ETHealthWorld: https://lnkd.in/g47_eXUx Together, we’re proving that rural healthcare isn’t just a challenge; it’s an opportunity to create lasting change. #HealthcareforAll #CureBay

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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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Optimising for survival vs valaution During my previous startup journey My Dream Store we grew from 3cr annualRevenue to 30cr annual Revenue in 24 months and we were on look out for series A of 5Mn usd , Talked to almost every VC in town by that time we have only raise an angel round of 300k usd only. Everything was green we were super ambitious , stayed in market for 3 months could not close . During this time there were few Angel groups who could write 500k to 1mn cheques but we thought it would be too small for our ambitions. We went back to building again - our growth began to drop and became flattish at 2cr monthly revenue , we went back to market to raise 2Mn after 1yr to market to a different set of VCs - very hard to raise on back of degrowth, we were willing to dilute more but yes could not close. Lesson learnt always raise when you are going to peak in the next 3-6 months. As founders we would be focused on growth during that cycle but it’s better to put more money in war chest. Back to story one more year passed on flattish growth, we did some working capital solves , cut expenses we de grew to 1.5cr monthly revenue . Was again out in market this time looking for Angels founder angels or syndicates to raise 500k to 2Mn to build back. I was almost on verge of giving up but then Sujayath Ali wrote a small cheque gave us hope to rethink and started building Nobero. Only a founder can truly understand the grit and struggle. Now Nobero is a rocket ship we are super excited along side strong partner like TMRW House of Brands . From my journey of fundraising failures here are something’s that other founders / people who want to start can pick up 1. Always raise when you are on the raise 2. Do not be finicky about valuation pick best of what you are getting and go back to building 3. Like you see in my essay I moved down from 5Mn to 2Mn to 500k , very foolish . In hindsight had I picked the 500k to 1Mn cheque when we were at 30cr the story would have been totally different . Pick whatever you can at best price you can close fast. The art is to close deal fast and move from position to position strongly on back of good metrics 4. Small cheques get large cheques , you are no longer alone in journey. It’s in interest of all parties to protect org and do what is right for org to grow 5. Fundraising is sales , be very strategic of what you offer -if you are degrowing offer a larger share, create phased offers milestone led - 500k to x size and if I hit X follow on with 2Mn if I do not grow to X be willing to take more hit on equity. Always offer what others cannot 6. Have some founders on your cap table who have been part of these , it’s millions saved #fundraising #startup #lessonsbuildingnobero

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Hi guys 👋, I am researching the level of awareness and habits around regular health checkups in India among different user groups. Please spare some of your precious time filling out this short form (Time to fill: 1 minute max). 🙏 I will publish interesting findings here on LinkedIn once the survey is completed. Form link: https://lnkd.in/gDf_6efN Looking forward to your responses 😊 Thanks a lot!

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🏥 The Global Health Tech Boom: A VC's Playbook for US & India In the US, the consumer health tech market is expected to reach a whopping $400 billion by 2027, while India is experiencing a similar surge, with its consumer health tech market projected to hit a staggering $32 billion by 2025. As a VC actively investing in innovative health tech startups across both continents, here is what gets me excited: 🚥 Seed Funding ($0.5M-$5M): Focus on validation, not chasing unicorns. Early traction is crucial – think $300K-$2M in annual sales depending on your niche. Demonstrate efficient customer acquisition (sub-$30 CAC) and cultivate loyalty (lifetime value exceeding CAC). Most importantly, show product-market fit. A passionate user base willing to pay a premium is a winning formula. 🚥 Valuation: Seed-stage valuations are concept-driven. Expect a range of $3M-$15M, with a typical multiple of 5x-10x revenue. This considers market size, innovation, and team experience. 🚥 Series A ($10M-$20M): Scale-up time! We look for 2x-4x YoY revenue growth and a minimum of $2M in annual sales. This validates your customer acquisition strategy and a repeatable sales engine. Retention remains king! High customer retention signifies a strong brand connection and sustainable growth. 🚥 Valuation: Early traction and a clear path to profitability are essential. Series A valuations can range from $10M-$30M, with a typical multiple of 4x-8x sales. Revenue growth, market potential, brand strength, and team expertise influence this multiple. 🚦 Decoding Valuation in Global Health Tech: ⚡ Market Potential: A large addressable market with room for significant brand capture is key. Think millions of potential customers! ⚡ Profitability Path: Growth is exciting, but we need a data-driven roadmap to profitability, consider factors like insurance reimbursement models, pricing strategies etc. ⚡ Brand Strength: Show us metrics like social media engagement, brand mentions, and positive user sentiment. A strong brand can command a premium valuation. ⚡ Customer Empathy: Consumers are value-conscious and diverse. Deeply understand your target audience and tailor your product accordingly. ⚡ Passion is Key: Demonstrate your passion for transforming healthcare delivery on a global scale. 🚥 Key Areas of Opportunity: These areas hold immense potential: ⚡ Telehealth & Remote Patient Monitoring: Simplifying access to quality healthcare for remote populations. ⚡ Chronic Disease Management: Offering personalized solutions for managing chronic diseases like diabetes and heart disease. ⚡ Mental Health & Wellness: Address growing need for mental health support through accessible and affordable solutions. ⚡ AI-powered Diagnostics & Treatment: AI to improve healthcare accuracy, efficiency, and affordability. ⚡ Preventive Health & Personalized Medicine: Fostering proactive health through personalized preventive care and wellness solutions. 🗣 Love to hear from HealthTech Startups! 🏥

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What happens when a Founder leaves after raising funds or for some reason can't continue? What Happens to Investor Money in that case? This is a genuine concern, and the answer lies in a term you might find in your term sheet - Reverse Vesting. Reverse vesting happens when founders already own their shares from day one but agree that the company can buy back these shares at a nominal price if they leave early. Typically this reverse vesting is of four-year period with a One-year Cliff. So if any founder leaves before one year(cliff), he has to sell all his shares to the company at nominal prices. This is generally a good practice to prevent startups from failing because of cofounder issues or early founder exits. Share your thoughts, and ask doubts about anything related to startups

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I'm super excited to share that.. we're partnering with PharmEasy! This collaboration marks a significant step forward in our mission to redefine #corporatehealthcare. And to be said: This milestone is solely because we understand: ↳ It's only about the user. ↳ Their preferences, feedback, and experience. And that's what continually makes us innovate our app. If you truly care about your employees' well-being, Give your employees the care they deserve, not just generic wellness sessions. Provide tools to employees that genuinely benefit their health. That's our mission at Optimists. - > Personalized -> Customized -> Healthcare tailored to your specific needs From - > HRA -> 1000+ Wellness programs -> Health checkups in 40+ cities -> Personalized nutrition plans -> EAP and doctor on call 70+ specialists -> Online pharmacy -> Face scan -> Family accounts -> Health hub and more... We aim to cover every aspect of wellness ↳ Designing personalized programs for each employee based on their unique health profile. ↳ Supporting individuals at any stage of their wellness journey, ensuring inclusivity. I'm really asking my fellow #employers and #HR teams Give your employees our Optimist platform. Get a demo with us. Introduce employee-personalized wellness in your workplace. Feel free to DM me on this further. Because flexible healthcare isn't just a want; it's a need. PS: What’s your view on tailored healthcare solutions? Let me know ⬇️ - - - - - - ♻️ Share this with your network to help them improve workplace wellbeing And follow me Saraswathi Mopuru for more. #CorporateHealthcare #EmployeeWellbeing #PersonalizedHealthcare #HealthTech #WellnessPrograms #EmployeeBenefits #HRManagement #HealthcareInnovation #DigitalHealth #WorkplaceWellness #EmployeeEngagement #HealthcareTechnology #HealthAndWellness #Optimists #HealthcarePartnership #HRLeaders #EmployeeCare #HealthcareSolutions #PharmEasyPartnership

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In the MedTech startup world, it's not just about creating high-quality medical devices. You also have to tackle challenges like mindset, funding, collaborations, resistance, and regulations. MedTech is a long-term industry, one should not expect quick wins in terms of revenue. Remember, we live in a society where health is not given that much priority until the condition is severe or evident. We need to change how people see MedTech startups in India. Otherwise, we might just become a social venture, and to me there's nothing wrong going this way as well. We start our journey with a ground level pain, and if we are able to cure that pain to save/improve/impact even a single life, our most of the jobs are done. #healthcare #startup #medtech #business

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Ever wondered why mature startups seek late-stage mega-funding? 🤔 There's more to it than money. Explore to learn! 💡 1. Boost Growth 🚀 Funds are used to increase growth and expand horizons, such as by increasing sales and marketing. - Product/service innovation 🛠️ - Uncharted market entry 🌍 - Strategically buying companies 🤝 - Growth in production and infrastructure 🏭 2. Delayed Public Launch 🕒 Another substantial private investment round can delay an IPO or acquisition, allowing quick expansion. 3. Increase Pre-Exit Value 📈 Larger late-stage rounds can boost pre-IPO or sale valuations, increasing exit returns. 4. Provide liquidity to investors 💰 Late rounds let early investors sell shares for liquidity and returns before exiting. Thus, mature firms use late-stage mega-funding to grow 🌳, avoid early exits 🚪, raise valuations, and provide investor liquidity while delaying public difficulties. 👏

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

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We've been part of this journey with Vidur Kataria Sidhanth Madan & Radhika Mittal since the pre-seed round in 2020 (also closer to heart since this was the first deal from Fund II). The investment thesis for us was always very simple - we tried cooking Chinese food at home during Covid, and all that was available was "Ching's Secret Schezwan Fried Rice Masala" & it was surprising that the second most enjoyed cuisine in the country is Chinese & we have just one brand that catered to this audience. Then we ended tasting the Masterchow sauces & we were just floored to see the difference in quality and taste. Having said that, the thesis that we believed in, didn't ring a bell with a lot of folks that we spoke to in the last 4 years. These were the top reasons why VCs hesitated -> 1) Market size is not large enough - Our belief was that the market appeared to be small, because the only brand available thus far was Ching's. Then Ching's got sold to Tata for ~5500cr, then noone questioned the market size any more. 2) Products are too expensive - Their sauces which was the first category they got into - was priced at ~Rs.240. Lot of people thought that this was expensive for India. But that was just the first category, after that in just last 2 years the founders have innovated on the product (Cup Noodles, Ramen, Chilli oil) and made products cheaper (Masterchow Staples, Chowmein, Schezwan). But I'm glad we got some believers along the way in the form of Anicut Capital LLP & Surge. And now, Tanglin Venture Partners. The founders continue to surprise everyone & I believe they'll do so in the future as well! #startup #funding #fmcg https://lnkd.in/g2wdAvmx

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