Shantanu Prakash

𝑺𝒘𝒊𝒈𝒈𝒚’𝒔 𝑷𝒂𝒕𝒉 𝒕𝒐 𝑹𝒆𝒈𝒂𝒊𝒏𝒊𝒏𝒈 𝑰𝒕𝒔 𝑹𝒊𝒈𝒉𝒕 𝒕𝒐 𝑾𝒊𝒏: 𝑻𝒂𝒄𝒌𝒍𝒊𝒏𝒈 𝑪𝒉𝒖𝒓𝒏 𝒂𝒏𝒅 𝑩𝒐𝒐𝒔𝒕𝒊𝒏𝒈 𝑪𝒖𝒔𝒕𝒐𝒎𝒆𝒓 𝑹𝒆𝒕𝒆𝒏𝒕𝒊𝒐𝒏 𝑨𝒎𝒊𝒅 𝑹𝒊𝒔𝒊𝒏𝒈 𝑪𝒐𝒎𝒑𝒆𝒕𝒊𝒕𝒊𝒐𝒏 📉📈 1. 𝐑𝐞𝐭𝐞𝐧𝐭𝐢𝐨𝐧 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 💔: Swiggy’s annual retention rate stands at 60%, with Transaction per Customer (TPC) and Spends per Customer (SPC) uplifts of only 9% and 11% respectively for retained customers. While churn is unavoidable, it’s concerning that these metrics are lower than Zomato's. 🤔 2. 𝐈𝐧𝐜𝐫𝐞𝐚𝐬𝐞 𝐖𝐚𝐥𝐥𝐞𝐭 𝐒𝐡𝐚𝐫𝐞 💰: To drive GMV and order growth, Swiggy is focusing on cross-sell initiatives and new user acquisition, aiming to increase wallet share among loyal customers (Zomato currently achieves 3x vs. Swiggy’s 2.8x). Encouragingly, the share of customers using multiple Swiggy services—like Quick Commerce and Food Delivery—has grown from 15% in 2022 to 27% in 2024, showing potential for cross-platform engagement. 🔄 3. 𝐒𝐰𝐢𝐠𝐠𝐲 𝐎𝐧𝐞 𝐋𝐨𝐲𝐚𝐥𝐭𝐲 𝐒𝐡𝐢𝐟𝐭  🔄: While Swiggy is fine-tuning its Swiggy One program (with evolving pricing), it’s essential to shift from quarterly to annual subscriptions to improve engagement. Despite having 33% of MTU (Monthly Transacting Users) under Swiggy One, it still trails Zomato in TPC and AOV (Average Order Value), with Blinkit’s AOV at 650 compared to Instamart’s 500. 💳 4. 𝐀𝐟𝐟𝐥𝐮𝐞𝐧𝐭 𝐑𝐞𝐚𝐜𝐡 𝐯𝐢𝐚 𝐇𝐃𝐅𝐂 𝐏𝐚𝐫𝐭𝐧𝐞𝐫𝐬𝐡𝐢𝐩 💎: Swiggy’s co-branded HDFC card not only taps into an affluent customer base but also benefits HDFC, as co-branded cards see 70% higher activation rates than standard cards. This partnership allows Swiggy to let the ecosystem sustain the program costs rather than bearing it as a variable expense, ultimately enhancing customer stickiness. 🤝

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There you have it, it's not just GT like Kiranas but Modern trade like DMart - Avenue Supermarts Ltd which is feeling the heat from Quick commerce — that's just how fast the channel is penetrating across cities, not just top metros. But the more important aspect is that shifting consumer preferences are becoming a threat to retailers such as DMart –that are very young in some ways but also look like a legacy business given the fast-paced changes in the industry. Neville Noronha, CEO and MD of Avenue Supermarts, said, "We clearly see the impact of online grocery formats, in large metro DMart stores which operate at a very high turnover per square feet of revenue." DMart continues to bet on discounting and lower pricing instead of convenience to drive growth even as established players like Amazon, Walmart- Flipkart and Tata-BigBasket double down on the segment. The company has no plans to enter the quick commerce space any time soon, and is instead focusing on opening more stores to cover catchments and clusters where rapid delivery players are seeing high demand. Q Comm companies have managed to make convenience –a good assortment and immediate delivery—a standout proposition that is trumping value for money. If the relatively well-heeled, tech-savvy urban consumers are okay with paying more but prefer having groceries delivered within minutes at their doorstep, then a fairly large consumer base of DMart in metros is at risk of shifting loyalties. What's puzzling is that DMart's goods are said to be cheaper compared to that sold on QC platforms by and large, although there may be exceptions. Yet tye slowdon in sales. DMart's statement makes it clear that this trend is visible in large stores that are present in metro markets. It can be inferred that in smaller stores and in the smaller markets, it not seeing as big an impact. One way is to ignore the metro phenomenon as its current expansion plans are focused on the non-metro markets in terms of store openings. But the metro markets are too important to be ignored. And how long before small markets are also affected. Wow... despite the naysayers till date — many if whom will appear on this posts comments also, who woukd have thought of Q comm breking barries and so soon. Exceptional category which managed to change xonsumer habits and how?!! #quickcommerce

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🚀 Zepto’s 'Shagun Ka Lifafa' Campaign: A Game Changer This Raksha Bandhan! 🎉 Zepto has truly outdone itself this Raksha Bandhan with their "Shagun Ka Lifafa" campaign, setting new benchmarks and delighting customers across India. This isn’t just another festive campaign—it’s a masterstroke in modern marketing, with a cultural twist that resonates deeply. Here’s why this campaign stands out and how it crushed records with 1 Million OPD on a super Sunday, surpassing their previous milestone of 0.7 Million OPD on their Third Anniversary which they recently celebrated: 🌟 Cultural Connection Meets Modern Excitement: Zepto beautifully marries tradition with innovation. The age-old custom of Shagun Ka Lifafa is reimagined with a modern flair—scratch cards with every delivery that promises big wins like cars, Dubai trips, and more! 🎁. By the way, I received upto 30% off on Real Juices and Rs.500 off on EMT. 🌟 Everyone’s a Winner: Unlike typical promotions, Zepto ensures no one is left empty-handed. Every order gurantees a lifafa, and every lifafa guarantees a prize, which not only boosts customer satisfaction but also builds strong brand loyalty. 🏆 I just placed one order on Zepto today, just to check whats the craze about the Lifafa, and I just went ahead to have this post written. 🌟 Strategic Partnerships: Collaborations with brands like Dabur, Easemytrip, Ariel, and Tide elevate the campaign, offering diverse and desirable prizes that appeal to all demographics. This strategic move adds immense value to each order. 🤝 Haldirams, Snickers, Hershey, McCain and not to forget BSC - Bombay Shaving Company - Gaurav Anand are few of many participating brands. 🌟 Creative Brilliance by Chandan Mendiratta: The campaign carries the hallmark of Chandan Mendiratta’s genius, from the catchy rap ad that perfectly encapsulates sibling love and banter, to the overall conceptualization of the lifafa. It’s all Chandan—every bit of it! 🎨✨ It has Chandan written all over the campaign. 🌟 Record-Breaking Numbers: With an astonishing 1 Million Orders Per Day, Zepto not only surpassed their previous records but also demonstrated their operational excellence. This achievement sets a high bar for what’s possible in festive marketing! 📈💥 As we look ahead to the upcoming festive season, the calendar at Zepto must be buzzing with new ideas. I’m on the edge of my seat to see what they come up with next to break even more records! Kudos to the entire Zepto team, and especially to Chandan Mendiratta, for crafting a campaign that’s not just memorable but monumental. 👏 🌟 Don't forget to check the usual banter between a brother & sister on the front of the lifafa. "you have no friends because.. you're lame" is my favourite one. #Marketing #Branding #RakshaBandhan #Zepto #Innovation #CustomerDelight #RecordBreaking Aadit Palicha Devendra Meel Kaivalya V. Chandan Mendiratta

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Paytm has announced it will sell its entertainment ticketing business to Zomato for an impressive Rs 2,048 crore. This strategic move marks a significant shift in both companies' focus areas. 🎟️🍽️ Key Highlights: 1. Transaction Details: Paytm’s entertainment ticketing business, including platforms TicketNew and Insider, will be acquired by Zomato on a cash-free, debt-free basis. The deal also includes around 280 employees from these subsidiaries. 2. Strategic Shift: With this acquisition, Paytm will concentrate on enhancing its core payments and financial services, reflecting a pivot towards strengthening its primary business. 3. Continued Access: For up to 12 months, the entertainment ticketing services will still be available on the Paytm app during the transition period. This acquisition underscores Zomato’s expansion into new verticals beyond food delivery, while Paytm focuses on solidifying its position in financial services. It’s a testament to the dynamic and evolving nature of the tech and digital landscape in India. #Zomato #Paytm #Acquisition #DigitalTransformation #TechNews #BusinessStrategy #Entertainment #FinancialServices

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Has Cred found its product market fit? 📉 40% reduction in customer acquisition costs by targeting affluent members through organic growth and referrals. 💳 UPI and CRED Pay saw a 254% rise in transaction volumes, driving wider adoption. 🔝 Total Payment Value (TPV) surged 55% to ₹6.87 lakh crore 🚗 CRED Garage registered 4.2 million vehicles for services like FASTag recharges, pollution certificate checks, and insurance renewals. 💰 Contribution margins grew 20x, and positive for 9 consecutive quarters Check out the infographic below for more stats and insights! 📊✨ What do you think about CRED’s growth journey? Let me know in the comments! 👇 Follow Navneet Dass for more such posts CRED Kunal Shah #marketing

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🚨 EXCLUSIVE Aditi Shrivastava breaks down Meesho's numbers for the first half of FY25: 🛍️Annualised recurring revenue: > $1 billion 🛒 Net merchandise value: Rs 14,251 crore ⬆️ 29% (y-o-y) 📌 Revenue: Rs 4,405 crore 24% 📌 Loss: Rs 41 crore The Arc Analysis: https://lnkd.in/g9tGkCS4 We're ON IT.

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Guess which client is ashish bhasin talking about !! ( mention in the comments below) A MNC FMCG client asked for Pitching fees which ashish bhasin refused. It later became a huge dentsu client. To watch many more such anecdotes please watch the entire podcast with Ashish Bhasin on my YT channel: Sell Side Conversations. Dentsu Dentsu Creative dentsu X

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It's interesting to see Deepinder Goyal's comments about this acquisition. He believes building a super brand (Zomato, Blinkit, and now District with Paytm Insider) is more important than building a super app (a Paytm-like aggregator). From a product perspective, this makes a lot of sense. You open a specific app for a specific action and don't get lost in the myriad choices an aggregator offers. The objective of doing one thing—and doing it well—always yields benefits. The larger trend of shifting focus from a simple Customer LTV to Portfolio LTV is prevalent across other domains too. Quite a few global mobile game companies have been trying to do the same. The mantra seems to be: provide different experiences through different interfaces, but tie the association to a larger brand. I wonder who else will follow suit. #zomato #blinkit #paytm

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Q-Commerce overtaking traditional e-commerce? Currently we are seeing a big boom in terms of the different SKUs being sold in Quick commerce apps like Zepto, Blinkit, etc. - Atomberg Technologies 's fans - Sony's PS5 - Samosa, Chai and what not - Digital Gold from Jar! Zepto is in talks to raise $300m for its broader ecommerce play. While Swiggy is preparing to file for an IPO this year, incumbent Flipkart is readying its entry into quick commerce. Zomato has invested $240 million in Blinkit over the last one year. Taking a step back, the lines between quick commerce and traditional e commerce have started to become increasingly blurred with QCom pretty much catering to every needs! Also, multiple reports suggest that QCommerce can potentially become bigger than traditional e commerce in India!  Case in point : According to Goldman Sachs, the valuation of Blinkit is greater than Zomato's core food delivery biz! Non-grocery boom in Q-Commerce: Categories including beauty, toys, health and electronics are witnessing robust sales growth on quick-commerce platforms overall. While the overall base for the new categories is still small, aggressive expansion by these players is starting to ensure a dominant presence for these categories. Plus AOV is higher which also comes with better margins, making it a win-win! Case in point: Zepto - 2x sales MoM in segments such as toys and electronics accessories - Beauty category expanded 3x QoQ - ~15% of Zepto’s $1.2bn annualised gross sales currently comes from non-grocery products (Source: Goldman Sachs) For several D2C quick commerce has become the fastest growth channel as well as the platform with highest customer engagement This is definitely a positive for the consumers and the Q-Commerce players, but is everything on the up and up?   As the demand for space on quick-commerce platforms skyrockets, niche D2C cos in segments like FMCG, beauty and personal care, and health and fitness are agreeing to pay a 30-45% commission on sales, besides shelling out on advertising and discounting on these Q-Com platforms. On top of the commissions, brands are also regularly spending around 20% of their total sales on ads on the platforms, and discounting their products by about 20-25% (totaling 60-70% revenue!). This is in stark contrast to the 10-20% commission that large FMCG cos pay these platforms reflecting the intense competition for visibility. The brand's scale and comparison with competitors are crucial considerations when it comes to new listings. On the positive side, smaller D2C brands have seen 40-60% total revenue coming from Q-Commerce compared to ~10-20% from traditional ecommerce, which is surprising! Essentially, Q-com currently has a BIIIG Bargaining power against new D2C brands and can essentially make or break their businesses! Is this sustainable on the long run? #ecommerce #quickcommerce #india #zepto #businessmodel #d2c #startups #LIPostingChallenge

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16 months back - Jan last year I wrote a blog post in which I mentioned that #goodglam has a dicey model & it's valuation is circumspect. ( I unfortunately also predicted similar stuff for Byjus, Mesa, Cred, Ola, Oyo , Furlenco & that bedding/ sleeptech startup ) 🧠🧠frankly none of it is rocket science, it's obvious thing when you look at their business model and the reality of India. Unfortunately many founders have closed their eyes to reality. Marrying content + commerce seems like a great idea but to execute the idea needs great innovation which we didn't see ...None at all. Good Glamm could have been a global leader if instead of just acquiring companies it focussed on the fundamental problem thus solution - how do you do content + commerce. 🧠 Instead good glam is a potpourri of startups - with hardly any connect or real synergies & expensive acquisitions which may not materialize. People often say one shouldn't critique startups , the problem is without critique ,an open dialogue ..same mistakes keep happening. ✅There's a bulls** idea that ideas or strat doesn't matter , most Indian startups aren't struggling because of some change in customer behaviour or a new competitor ...they are struggling because the customer base and revenue just isn't there. ✅ Something which any good strategist ( no, not the McKinsey kind ) would have told them in the beginning itself and thus businesses could be structuted better. India has a TAM problem , a CAC problem , an LTV problem...all of which are fundamental business model problems. Ps- I guarantee that I can fix this for any Indian business in less than 30 hours. #strategy #startupindia #business

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Q&A Section on Google Business Profiles removed in India Until a while back, any customer could ask a question specific to that business location and get them clarified. As an example, a leading pan India Diagnostic Chain customer of ours used Zceppa to centrally respond to all questions - cost of a CT Scan, home collection etc. They found it super useful and also a very meaningful way to engage with their customers. Alas, due to some policy violation and without any notification, this feature has been abruptly removed in India (not sure about other countries). Are you a business which has been impacted due to this change? Do let us know, would love to listen! 

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The fascinating battle in the Indian OTT market continues to intensify! JioCinema's recent launch of their Rs 29 JioCinema Premium plan is a fascinating development. This is an aggressively disruptive pricing strategy, and will significantly impact the players in the industry. Let's delve into the "how" and "why" behind this disruptive move. The How: - India boasts a significant user base of 800 million internet users (thanks to Jio again), and for the majority of users, affordability is key. The new plan makes content more affordable and accessible, creating a new segment of paying users for the entire industry. - While currently JioCinema does not have an exhaustive library of content, their plan is to heavily invest in creating high-quality regional content, catering to our country's diverse linguistic audience. - A recent survey revealed that 42% of Indian subscribers juggle between at least two OTT subscriptions. This could encourage users to juggle and experiment with multiple platforms, sort of cannibalizing the existing user base of other players. The Why: - The Indian OTT market is experiencing explosive growth, and JioCinema wants to capture a significant share. - Indian audiences are known to be price-sensitive and this strategy reflects a deep understanding of this user preference. - The Indian OTT market has traditionally been dominated by global players. This pricing strategy disrupts the established order, forcing existing domestic players to adapt and protect the Indian turf. However, the global players still hold the advantage of having a vast library of high-quality international content that continues to attract a loyal subscriber base. This intensifies the competition and will be interesting to witness how global players respond to this move of JioCinema. Will it again be a similar case study of how Jio disrupted the telecom industry? Or this time, the global players have a reverse UNO in their deck? If you're also binge-watching this competitive series and waiting to see how it unfolds, order some popcorn - this is gonna be worth it! --- Don't wanna miss any episodes? Subscribe to my newsletter for exclusive insights and analysis --> https://lnkd.in/dytzUAeV -- #ProductManagement #JioCinema #BusinessStrategy #PricingStrategy #Disruption

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Who said 'India mai mehenga nahi bikta'? And no, I’m not saying this—the latest NielsenIQ report is. Turns out, luxury FMCG brands (priced nearly double the category average) are the fastest-growing category, with growth rates almost twice that of non-premium segments. In contrast, many traditional FMCG brands are facing sluggish growth. For example, Hindustan Unilever Ltd (HUL) is expected to post just a modest 3% year-on-year growth for the September quarter Think about it: 50% of all e-commerce sales are now driven by luxury and premium segments. Just read a post by Arindam Paul a few days ago - https://lnkd.in/dN6frejf. These numbers from the NielsenIQ report back up his amazing insights with clear evidence. Premiumization is the next big thing in India. Today, at least some strata of Indian society are prioritizing value over price. #business #growth

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India's getting healthier, the proof is in the data! The muesli category has a monthly market size estimated at INR 4.5 Crores on Blinkit, reflecting robust consumer interest in health-oriented products. Let's dive deeper: 1. Yogabar is killing it with the dumbbell approach - 15% overall market share, leading both in the premium and the value segment 2. Bagrry's and True Elements are punching above their weight with market share of 6% and 4% respectively, higher than their respective branded search share - indicating competitive product market fit 3. Kellogg Company of course leads the category with a 66% market share 4. The muscle of the segment is between INR 50-90 per gram (mid-premium) - 70% of the category lies here 5. Lastly - there's loads of room to build a new brand - 72% of consumer searches are NON-branded :) Detailed report below. 1DigitalStack #FriendsWithData #HealthySnacking #HealthyFood #ConsumerPreference #DataIntelligence #Ecommerce #QuickCommerce

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Disclaimer: I unfortunately have to use this platform to share a personal experience with Delhivery (Delhivery Limited). As there is absolutely NO way or form for me to connect with any personnel to resolve my problem. My family is in Delhi. While my base is in Goa. There were some legal documents that needed signing and had to be sent to me. I decided to use Delhivery's online booking to ensure my folks don't have to go anywhere or put in too much effort to send the documents to me. Also only because I've had difficulty with other courier services before. Package was picked up on the 4th of May 2024. I paid for express shipping, considering how important the documents were and how time sensitive they are. It's 10th May 2024 - I've not received it. I was supposed to receive it around the 6th of May, they pushed it to 8th of May due to a delay. In the meantime, I had an unplanned visit to come to Delhi itself - where, guess what, I needed the documents for submission. I was traveling out on 9th of May and trusted that a two day delay would not be something a company like #Delhivery would abide by and do whatever is necessary for the document to reach me on the 8th. It did not, not even on the morning of 9th. Since the 7th of May, I have been looking for a number I can contact their customer care on - none existed on the world wide web and the 1 random number I found through Google was always busy. A friend suggested I download their app. In the world we live in, and with high CACs all around - as a Marketing and Brand consultant - I realized there must be some aspects of communication that are only available on the app - forcing people like me to download it. Yes, there's an IVR helpline number on the App - which is the MOST useless IVR ever. It gives you all the information that's on the app already and nothing else, and cuts on its own with NO option to talk to an actual agent. Now company might have decided, "Hey, why deal with complaints and spend money on customer care agents - everything is digital, trackable, all good all gucci. No need to worry about anyone who is banging their head over their delivery, because it will reach at some point." Every day the app extends the delivery date by 1 day. 7th of May became 8th, became 9th, became 10th and today it's become 11th. I have raised a complaint - the only way to do so on their platforms - daily. Not a single agent or representative bothered to come back to me. No agent ever called me to ask - "hey, sorry for the delay we are having some trouble reaching your location (maybe?), could you help us out with where you are?" With no response or resolution from anywhere or anyone who may represent Delhivery in any way or form - I am truly disappointed and frankly disgusted with the way some businesses run. At a time when customers need you the most, you offer the least. When we need you the least, you offer us the most. #NoMoreDelhiveryEverForMe

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Mamaearth's revenue growth is impressive, but can it withstand competition from new and celebrity-led brands? Year-on-Year Revenue Growth: - FY18: 4 crores - FY19: 17 crores (+13cr) - FY20: 110 crores (+93cr) - FY21: 460 crores (+350cr) - FY22: 943 crores (+483cr) - FY23: 1,493 crores (+550cr) - FY24: 1,920 crores (+427cr) Mamaearth has had a fantastic start, and here's the truth: Starting up in segments with large Total Addressable Markets (TAM) is challenging, especially in consumer products with heavy competition. Your product won't succeed without strong differentiation. For perspective, the market for grooming and personal care products is close to $32 billion in 2024, and finding a good starting point in such large markets is tough. Mamaearth timed the "No Toxins, No Chemicals" market gap perfectly around 2015-2016. However, over time, differentiations in consumer products get diluted, especially for regular consumables without any intellectual property around the core product. Competition will inevitably arise. The moats in consumer goods are typically "Brand" or "Distribution" led, with low barriers to entry. The grooming space today has hundreds of brands. What was once novel—chemical-free products—are now table stakes. Celebrity-led brands like Mira Kapoor's Akind, Kriti Sanon's Hyphen, Kay by Katrina, and Anomaly by Priyanka Chopra are scaling well too. Ecommerce and Facebook-led marketing were more affordable a few years ago (Customer Acquisition Costs have increased 3-4x in the last 4 years, by my estimate). Launching and scaling a new brand has never been harder, yet due to low entry barriers, new brands continue to enter the space. Mamaearth has successfully launched several parallel brands, but finding new niches will be challenging going forward. Traditional companies like Unilever will likely enter the D2C space, intensifying competition, if they haven't already. Over the next decade, it will be interesting to see how this plays out. For founders considering the personal care space, here are my summarized learnings: - Moats: Build around Branding or Supply Chain control (COGS Optimize, Offline Distribution). - Pricing Strategy: Find niches that allow for delta pricing advantage. This brand-led category is driven by user experience, so value/low pricing isn't ideal. Mass-market brands are hard to build without a massive offline presence or platform led private brands (from Purplle, Nykaa, etc).

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Interesting read on Kirana vs Qcommerce. Key summary points: 1. Short orders/smaller SKUs/loose items/local brands drive lot of grocery orders where Qcommerce is not effective 2. Qcommerce is eating more market share of super markets than Kiranas. So it is more a threat to Dmart than Kiranans 3. Qcommerce is costly and appeals to a certain (middle class+) persona of customer 4. Kiranas will continue to thrive despite Qcommerce (similar threat was cited wrt super markets vs Kiranas a decade back) https://lnkd.in/gEUaPBrP

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👉Dunzo 👉Swiggy 👉grofers 👉bigbasket.com 👉Amazon Pantry What’s #1 thing common in all these companies? ➡️Disloyal customers Storytime - In March 2020, during the COVID-19 lockdown, two 19-year-old entrepreneurs, Aadit Palicha and Kaivalya V., found themselves struggling with slow grocery deliveries in Mumbai. This experience led them to launch KiranaKart, which later evolved into Zepto. Here are the 4 key strategies that Zepto used to disrupt the Indian grocery delivery market: 1. Understanding consumer behavior: Customers who received deliveries within - ↪️20-30 minutes were 40-50% more likely to place repeat orders, compared to 20% for 45-60 minute deliveries. This insight formed the basis of Zepto's 10-minute delivery promise. 2. The dark store model: Zepto operates using a network of "dark stores" - small, strategically located warehouses. This model allows for:   a) Rapid order fulfillment within a 3km radius b) Efficient inventory management based on local buying patterns c) Optimized picking, packing, and bagging (PPB) process, reducing lead time to just 60 seconds 3. Hyper-focus on speed: Unlike competitors who compete primarily on price, Zepto differentiated itself by focusing on delivery speed. This unique value proposition helped them stand out in a crowded market. 4. Strategic customer acquisition: Zepto's approach involves: a) Providing free delivery b) Promising 7-10 minute deliveries c) Offering significant discounts (25-50%) for first-time users This strategy aims to create a memorable first experience, emphasizing speed over discounts for customer retention. In 2023, the company raised $665 million, valuing it at $3.6 billion.  And here are the 4 major business lessons to learn from Zepto: 1. Value-driven loyalty: Customers are loyal to value, not brands. Continuous improvement of the value proposition is crucial for market survival. 2. Identifying untapped opportunities: Zepto succeeded by addressing an unmet need in the market - ultra-fast grocery delivery. 3. Data-driven decision making: Zepto's success is rooted in careful analysis of consumer behavior and market trends. 4. Differentiation in a crowded market: By focusing on speed rather than just price, Zepto created a unique position in a competitive landscape. Have you ever ordered from Zepto? If yes, did you get your delivery in 10 mins? #zepto #casestudy #businesslessons

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Meesho : A Double-Edged Sword for Indian E-commerce ? Meesho, the social commerce giant, has undeniably disrupted India's e-commerce landscape. By tapping into the vast potential of social networks, it has empowered millions of resellers to earn a livelihood. However, the platform's rapid growth has also raised concerns about its business model and its impact on the overall e-commerce ecosystem. #TheMeeshoModel: A Closer Look Meesho's success lies in its ability to leverage social media to drive sales. By offering a vast array of products at competitive prices, it has attracted a massive user base. The reseller model, where individuals can share products on their social media platforms and earn commissions, has proven to be a game-changer. Pros of the Meesho Model: #EmpoweringResellers: Meesho has created a vast network of resellers, providing them with an opportunity to earn income. #Accessibility: It has made products accessible to a wider audience, especially in tier-II and tier-III cities. #LowEntryBarrier: Reselling on Meesho requires minimal investment, making it attractive to many. Cons of the Meesho Model: #ProductQualityConcerns: Critics argue that Meesho often compromises on product quality to offer low prices. #Dependency on Social Media: The platform's success is heavily reliant on social media algorithms, making it vulnerable to changes in platform policies. #Fake and Duplicate Products: The platform has been plagued by issues related to fake and duplicate products. #Customer Service Challenges: Many customers have reported poor customer service experiences. #Impact on Traditional Retail: The aggressive pricing strategy of Meesho poses a threat to traditional retailers. Why You Should Exercise Caution ? While Meesho has undeniably created opportunities, it's essential to approach the platform with caution. The focus on low prices can sometimes lead to products with questionable quality. Additionally, the reseller model can create challenges in terms of product authenticity and customer support. As a digital marketer, it's crucial to evaluate the long-term implications of promoting products on platforms like Meesho. While it might seem attractive to reach a large audience, the potential damage to your brand reputation due to product issues or customer complaints cannot be ignored. It's essential for consumers to be aware of the risks associated with purchasing products from Meesho. Comparing prices, reading reviews, and opting for trusted sellers can help mitigate these risks. Meesho's journey is far from over. The platform has the potential to evolve and address the concerns raised. However, until then, a cautious approach is warranted. You can watch challenges I have faced personally 👉 https://lnkd.in/d2fmrgwd What are your thoughts on Meesho? Have you had any positive or negative experiences with the platform? Share your insights in the comments below. #Meesho #Ecommerce #India #ConsumerAwareness

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