Surya Teja

📚 Byjus - After raising over $ 5 Billion, once valued at $20 Billion is now valued at a meager $200 Million. Total funding >> Current Valuation. 🏨 Oyo - After raising over $ 3 Billion, once valued at $10 Billion is now valued at a meager $3 Billion. Total funding > Current Valuation. What is common in these 2 companies ? 😔 Atleast 100,000 people in India already knew that about how poor are the product/service, business model, work ethics, and even in many cases legalities of these businesses. 😕 Cheated Customers, Employees, and Other Startup Entreprenuers- all knew that from bottom to top in these businesses, it was all one big mess. I myself know more than 10 people who have had very bad/unethical experience with product/service of these companies. (E.g Several parents being frauded/missold by Byjus, several people not getting their booked Oyo rooms on arrival in hotels ). Online forums & social media are full of such complaints with proofs. 😡 But still, VCs knowing it all decided to put a blindfold and continued to invest series A, B, C...X, Y, Z money. One can say that Series A & B, they were not aware of; but surely after that they were fully aware of the shaky hypothetical legs on which these 2 businesses were standing. 😨 Both of these companies and their investors hoped that somehow they will push it to IPO and offload it to retail investors. But it was not meant to be so. 😢 Such VC investments are also majorly responsible for the current negative sentiment in startup funding landscape and decreased trust in startups. 💡 I had to say this , because till they kept getting funding, the media also keeps hyping these entrepreneurs and businesses as if they are doing India great good. New entrepreneurs should look at the actual value being created, sustainable business fundamentals, and the work ethics of any company/founder, before making them their inspiration. #startup #funding #fraud #media #valuation #ipo

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Gurugram-based edtech startup PW (PhysicsWallah) is gearing up for an IPO after a pre-IPO funding round raised $210 million earlier this year. Outshining its competitors amid a difficult period for the edtech industry, PhysicsWallah has achieved significant revenue growth, unlike rivals such as Unacademy and BYJU'S which faced setbacks. With an offline-first strategy for its new ventures, PhysicsWallah is poised to leverage its upward momentum and attract further edtech investment. https://lnkd.in/gGBcHhJV #PhysicsWallah #IPO #Frenzy #funding #fundraise

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Failure of Byju’s is a testament to why ed-tech will be a trillion-dollar industry. 🎯 Of course, I am not living under a rock. I know: 📍 The networth of Byju’s CEO Raveendran Byju is $0 📍 upGrad had a loss of 1142 Cr on the profit of 1194 Cr 📍 Physicswallah’s revenue dropped from 98 Cr to 8.9 Cr Still, I feel ed-tech is the future. Why? Because if you see the problem is these companies are providing education but not solving it. They are selling dreams and not turning them into realities. Why can I say this? Because I am myself running an ed-tech business. We have built the biggest Instagram University and within 5 months we: ✅ Empowered 5000+ creators with 10Mn+ followers ✅ Are breakeven with almost 0 expense for client acquisition ✅ 4.8 Cr in client revenue and revenue of 1Cr internally And most importantly we are able to create an impact. Not only in terms of scaling our business but helping everyone associated with us make a business and earn via it. The point is that ed-tech is not failing. It’s about how you solve the problem and create an impact. And, this is what we have done at Imperfect University. PS: Ed-tech startups might be failing but Ed-tech businesses are thriving. #edtech #business #startups

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🏫 BYJU’S To Shut Nearly 120 Tuition Centers. Edtech giant BYJU’S is set to close 120 tuition centers as part of its cost-cutting measures, impacting both students and employees. This move comes amid ongoing restructuring efforts within the company to streamline operations and focus on its core business. 🔹 Key Details: - Closure: Nearly 120 BYJU’S tuition centers will be shut down. - Impact: Thousands of students enrolled at these centres and several employees may be affected. 💡 Background: - BYJU'S Overview: BYJU’S is India's leading edtech company, known for its online learning platform and expansive network of offline tuition centres. - Restructuring: The company has been undergoing significant changes in the past year, including layoffs and realignment of its business model. 🚀 Strategic Shift: - Cost-Cutting: The decision to close tuition centers is part of BYJU’S strategy to reduce expenses and optimize resources. - Focus on Core Operations: The company aims to focus more on its digital learning platform and other profitable verticals. 📈 Industry Impact: - Edtech Sector: This move reflects broader challenges within the edtech sector as companies look to balance growth with financial sustainability. - Future Plans: BYJU’S is expected to continue evolving its strategy in response to changing market conditions. #BYJUS #Edtech #BusinessNews #Education #Restructuring #MicroShots #NewsUpdates

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Looking for a 𝟲 𝗠𝗼𝗻𝘁𝗵𝘀 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 𝗜𝗻𝘁𝗲𝗿𝗻 (based out of Bangalore, paid internship) to help us out with Stimuler. Might be a good fit for to-be-grads or recent grads based out in/nearby Bangalore interested in startups. There are a lot of day-to-day responsibilities like assistance on financial, legal, documentation & more which requires really solid attention-to-detail alongside being smart + diligent. You would also be interacting with users on a daily basis. For context on us - Stimuler is the world's best way to improve English Conversational skills. We have millions of users distributed globally (70%+ outside India), an AI first approach and revenue growing 30% MOM. We are backed by leading investors from Silicon Valley, Singapore, Japan and India. Few clarifications -- 1) It's a full-time in-office role based of our office space in Bangalore (Kudlu Gate, near HSR S-7). So if you are a current student, only apply if your college allows for offline internships in final sem. 2) If you have any financial/legal background, that'd be preferred. But not mandatory. 3) If you have been a top performer in any of sports/arts/acads- do highlight that in the application 4) The internship stipend would start at INR30000/month Send a loom video to [email protected] telling why you're a fit for the role & why you wanna work with us. Please send your applications till Sunday -- Will get back to the selected candidates by 18th. Will try to reply to everyone, but it's often not possible due to the volume, so if you don't get a response by 18th- please assume we're not a fit. Thanks #hiring #ai #startup #interns #internship

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Swiggy kicked out the amazing Deepinder Goyal (CEO of Zomato) from "Shark Tank India 4th Season", as they are sponsoring INR 25Cr in this TV show. 🙂 While it seems like a massive win for Swiggy, the long-term impact on Zomato will depend on how they respond and how they are changing their strategic decisions. Goyal's reputation and Zomato's brand strength can help them bounce back for sure, but it does signal that competitors will seize any chance to diminish their rivals' influence in key spaces at anytime. 💵 #startup #business #competition #sharktank #sharktankindia #entrepreneurship #zomato #swiggy #foodtech

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We will hit ₹200,00,00,000.00 revenue! Time taken by Sanfe to reach 1st 70 crore ARR = 5 years 2nd 70 crore ARR = 5 months 3rd 70 crore ARR (targeted)= 5 weeks We are at Bali to celebrate this win! Currently Sanfe stands at ₹140 Crore ARR and we aim to take it to 210crore ARR by the end of May. In December 2023, I catched up with my batchmate from Indian Institute of Technology, Delhi, Archit Agarwal, after 5 years. Suddenly something vibed and we went on a trip to Kazakhstan. On our trip we discovered that both of us are more similar than we had imagined. Both of us had similar amount of experience in facing the consumer. We also comfortably discussed our businesses. At that point, Archit decided to shift gears and I joined Sanfe as strategic advisor. We started hitting milestones after milestones. While “esteemed” consultants didn’t have much to offer, evening conversations with and old friend on a cup of tea did miracles. How our conversations looked like? They either started with “Bhai Jindal, ek baat sun…” or “Archit yaar, ek baat sun…” Then we proposed our growth strategies to eachother. So the thing is, we both were a bit emotional about our own companies, whereas very objective about the other person’s company. It helped in removing blurriness and taking faster decisions. One more reason was that we gave eachother constructive criticism and helped eachother grow and rethink our approach. Our next trip should be at Switzerland when we hit ₹500cr ARR Similar developments have happened at Bharat Skool, but that is a story for another day. Harry Sehrawat Follow Nishant Jindal for more such updates.

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Had an enthralling dialogue with Sumit Premi, Director of Talent Acquisition at Flipkart, about the future of Talent Assessment Platforms, assessments, and employability. 𝐓𝐡𝐞 𝐤𝐞𝐲 𝐫𝐞𝐯𝐞𝐥𝐚𝐭𝐢𝐨𝐧? The current landscape is missing the mark with a lack of customized, role-based, and skill-based assessment platforms. Most of them just offer a platform instead of a solution. The discussion emphasized the urgent need for platforms that go beyond generic evaluations. Assessment Companies need tools that can assess and develop talent based on specific job roles and skills, ensuring candidates are not just fit for the job but excel in their positions. This shift towards tailored assessments is critical for bridging the gap between education and employability, helping organizations find the right talent faster and more efficiently. Meeting Sumit was truly energizing, opening new avenues for transforming how we evaluate and nurture talent! #TalentManagement #FutureOfWork #SkillDevelopment #RoleBasedAssessment #Employability #HRTech #Innovation #CareerGrowth #Leadership #WorkplaceLearning IIT Madras BS in Data Science Programme

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Hi Everyone Here are the key learnings from Week 1 of the Fellowship Product Management Program by Growjunction Topic: Understanding Product Management Roles Product Mindset The product mindset is holistic approach for delivering value for customers i.e prioritizing, continuous evolution, data driven decision and customer dellight Skills required for PM : 1. Technical skills : Basics of coding, Basics of design, Data Analysis  Metrics & KPIs. 2. Business : Market Research, Competitor Analysis,  Product Market Fit, Go to market strategy 3. Industry : PESTEL, SWOT,.  Industry Research. 4. Skills : Critical thinking,  Communication and storytelling,  Initiative taking, Problem Identification. Thanks to the mentor Kunal Parekh #Growjunction #fellowgrowjunction #productmanagement

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The Indian Startup Ecosystem is Bouncing Back! After enduring a challenging funding winter, Indian startups are showcasing resilience and adaptability. Companies like ShareChat and Pocket FM FM have significantly narrowed their losses while achieving impressive revenue growth. This marks a strong revival, not just for these companies but for the Indian startup ecosystem as a whole. Swiggy and Zomato ‘s impressive stock market run, Zepto’s great fund raise has further strengthened and made investors more optimistic in this market. These examples highlight how Indian startups are innovating, optimizing, and thriving despite global economic uncertainties. Somethings that are common in these are : • Focus on profitability and sustainable growth is replacing the “growth at all costs” mindset. • Diversification and operational efficiency are key drivers of recovery. • Consumer-first innovations continue to win trust and loyalty. This rebound reflects not just the grit of entrepreneurs but also the trust of consumers and investors in India’s startup potential. Let’s celebrate this momentum and keep pushing boundaries! 🚀 #Startups #India #Growth #Resilience #Innovation #Entrepreneurship

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• Unacademy: Raised $840M, valued at $3.44B. Now barely standing, with Allen offering $800M for acquisition. • BYJU’S: The once-dominant player is now dusted, buried under mounting debt and controversies. • Vedantu: Raised $326M but struggles with revenues of just $20M—a stark contrast to its funding. • Doubtnut: Secured $50M, but its last filed revenue was a mere $3.2M. • PhysicsWallah (PW): Hailed as the viable player, but even PW has posted losses of ₹1,131 Cr, citing aggressive expansion and Capex. • The Others: Bluelearn, Stoa, and many other promising startups have shut their doors. What Went Wrong? The pandemic-fueled EdTech boom was an anomaly—a short-lived bubble created by lockdowns, a global bull run, and overzealous investors. Pre-COVID, EdTech companies struggled to scale profitably, and those fundamental challenges never went away. Instead, startups prioritized growth-at-all-costs strategies, only to face the harsh post-pandemic reality: • Offline learning bounced back. • Customer acquisition costs skyrocketed. • Retention rates remained poor. • Valuations collapsed as investors pulled back. Public Markets Reflect the Pain Globally, the EdTech collapse is evident. Companies like Coursera and Chegg have seen their stock prices plummet. Investors and the market are now favoring profitability over inflated growth metrics. The Lesson for Founders and Investors The rise and fall of Indian EdTech is a masterclass in why hype and funding are not substitutes for sustainable business models. Growth fueled by cheap capital, overvaluation, and unsound fundamentals is doomed to collapse. The Way Forward EdTech may yet have a future—but only if the focus shifts to creating genuine, sustainable value for learners. For the next generation of startups, the mantra is simple: build slow, build sustainably, and stay rooted in reality. The Indian EdTech journey reminds us that while success can come fast, the fall is even faster if you forget the basics. What do you think the next wave of EdTech needs to get right to succeed in the long run? #EdTech #Startups #Sustainability #Entrepreneurship #Leadership

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A silent revolution is happening in the e-commerce space. The quick commerce majors, BigBasket, Blinkit and others, have started delivering the latest iPhone 16 in a record time of 7 to 15 minutes. This is a major attack on traditional e-commerce players, whose almost half revenues come from handsets. Is this the moment that triggers everything towards Q-Commerce? Time will only tell. #ecommerce #business #strategy

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Mehsana Collector M. Nagarajan praised the Swaastha Accelerator as a "textbook example" for startups. Hosted by Anant National University and India Accelerator , the event showcased 8 startups addressing healthcare challenges like foetal health, anaemia, and AI-powered rehab. India Accelerator invested ₹53 lakh in Janitri, with MoUs signed to scale other startups. Over 30 mentorship sessions have driven innovation, connecting startups with industry leaders. #SwaasthaAccelerator #HealthcareInnovation #StartupEcosystem #IndiaStartups #DemoDay Read more at : https://lnkd.in/dEz-9aC2

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D2C valuations have been all over the place. Not quite if you look deeper. The folks at DSG Consumer Partners peel the onion in their "The Value Creation Playbook" Report. The D2C Surge Newsletter covers this and much more on : - Swiggy's dark store rush - A case for smaller refrigerators courtesy Shiv Shivakumar - A breakdown of Blinkit's sanitary pad category - How's Amazon's Karigar initiative doing Join the newsletter that'll make you go "OK then" for all things D2C and ecomm in India. #swiggy #ecommerce #india

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Zomato's Journey from Discovery to Delivery: Founded in 2008, Zomato began as a restaurant discovery platform. Facing stiff competition, it needed to pivot to maintain growth. Transitioning to a comprehensive food delivery service while competing with established players like Swiggy and Uber Eats was their main challenge. They approached the challenge by, Service Diversification: Expanded into food delivery, table reservations, and introduced Zomato Gold for exclusive dining deals. Strategic Acquisitions: Acquired Uber Eats India and other tech firms to enhance market presence and technology. Technological Innovation: Used AI and machine learning to optimize delivery operations and improve user experience. Hyperlocal Focus: Partnered with local restaurants to cater to regional tastes. Pandemic Response: Implemented contactless delivery and launched Zomato Pro for special offers during COVID-19. As a result, • Revenue grew to over INR 3700 crore in FY2024. • Expanded to over 750 cities in India and international markets. • Increased user base to more than 80 million monthly users.

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