Venkat Iyer

👋 Thought to share more broadly here, as cautionary advice, on what we learned by piloting SocialCirkel in Mumbai for the last couple of months and why we decided to wind it down. 🛑 Gaurav and I started SocialCirkel motivated by the challenges we encountered personally when our jobs and personal circumstances led us to different cities. Every time we moved, we had to go through the painstaking and rather daunting prospect of having to rebuild our social circle, a close group of friends we love to hang out and spend time with. Our starting conviction was that finding friends as adults can be extremely frustrating, more so, if you are introverted (as we both are). With SocialCirkel we curated small groups of 5-6 people based on shared interests, profile, personality and life circumstances so the odds of you finding people you can bond with, is remarkably high. Our experiences were designed to be completely offline, so you get to meet people in-person, hang out, chat, get to know one another, do fun things together, and build a real connection. And then reality hit us, more on what we learned and why we decided to wind it down here: https://lnkd.in/dQt6-wdP

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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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Today, we are excited to share our biggest investment as Antler, in India so far. At Antler, incl. our Elevate continuty fund (Fady Abdel-Nour, CFA), we're thrilled to co-lead a $11M pre Ser A in Namma Yatri, alongside Blume Ventures Karthik B. Reddy and Google In this business, a few times in your career, you come across a truly disruptive business model that challenges the way things have been done, and extremely obsessed founders creating a culture that is so unique, you have never seen it before. When that happens, despite all the things not clear, it’s a joy to jump on board that potential rocketship. That’s what we have seen in the way Namma Yatri is being built by Magizhan Selvan and Shan M S with (a) a disruptive business model in urban mobility, rethinking how to make the life of a driver better and (b) Digital Public Infrastructure (DPI) at its heart. 46 million trips have already been completed, with >7 million registered users. For us, this is also a continuation of our commitment to investing in a future on DPI / Beckn / ONDC, started in 2022. h/t Susmit Patodia. Rajiv Srivatsa Magnus Grimeland Martell Hardenberg Teddy Himler Keerat Singh Sethi Vimal Kumar Sheetal Lalwani T Koshy sujith nair Pramod Varma

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Lenskart.com recently received a new round of funding from Temasek and Fidelity Investments. If I were to analyze the reasons behind this success from the lens (pun intended) of retail operations, it's no surprise why this brand is scaling so well.  . Here are the top 5 reasons why Lenskart is an exemplary D2C brand mastering retail 👇👇👇 . . . #retailinnovation #Lenskart #retailstoredesign #storeofthefuture #retailtrends #experientialretail #retailcollaboration #D2Cretail #Lenskart #Funding #RetailSuccess #D2C #CustomerExperience #TechInnovation #ProductFocus #ValueShopping #RetailStorytelling #IntuitiveDemos

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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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Most dating apps use Location as a proxy for compatibility – facilitating matches based on convenience rather than substance. At flutrr we’re dedicated to fostering meaningful, long-term relationships. That’s why we offer our users unrestricted access across India—free of paywalls—so users can explore connections beyond their own city/town. Additionally, our proprietary real-time language localization feature enables effortless, cross-language conversations. Type in Malayalam, and our platform will seamlessly translate it for the receiver to their mother tongue, thus dissolving language barriers for authentic communication. We believe relationships should be built on shared values and genuine understanding. And we’re removing the boundaries that stand in the way of finding that. #datingapp #india #tech #startups

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Raised $26,000,000 with just an idea Lyskraft India Pvt Ltd - the latest kid in the block! So, Mukesh Bansal is back with another startup this time with Mohit Gupta, the former CEO of Zomato's food delivery arm. In July of last year, there were reports about Bansal and Gupta raising funds for a new venture. As per TechCrunch, both of them pitched a range of ideas to potential backers like a female-focused counterpart to Manyavar and "Infosys 2.0" a presumed upgrade to a multinational IT services and consulting firm. Now finally... The news is out and we know what they are building, Lyskraft: initially a women's only marketplace for premium brands mostly focusing on Gen-Z shoppers. Recently we have seen giant e-commerce platforms launching dedicated portals to attract GenZ shoppers, like SPOYL launched by Flipkart within its app, FWD by Myntra, also we are seeing the growth of new-age startups working in this space like Virgio(Mukesh Bansal is an investor in it), Newme(recently raised $4,500,000), Absolute Brands, Snitch, Styched and many more As per Inc42's Report, India's fashion and apparel sector is projected to reach a mouth-watering $112 Billion by 2030, which will be over a quarter of the country's $400 Billion e-commerce market!! Let's be honest, anyone will want a piece of this market. As we are already aware of how crowded this space is, let's see how Lyskraft differentiates itself from others. Mohit Gupts and Mukesh Bansal, in this crowded space building a community around your product, building digital IPs, and creating experiences through videos are the ways to elevate your brand to the next level. I the founder of Elevate would love to connect and assist Lyskraft in building a community, digital IPs and help create experiences through videos, if that sounds like something that interests you would love to connect and discuss!! sources of information : TechCrunch article 2021 - https://bit.ly/49UwkLI Inc42 article - https://bit.ly/3w0SDlb #mukeshbansal #myntra #fashion #startups #venturecapital #fundingwinter #norevenue #cultfit #community #communitymarketing #socialmediamarketing #india

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LinkedIn has been buzzing about Zomato lately: Concerns over service levels, Frustration with fluctuating pricing, And recently, criticism of a 50-lakh package for #productteammembers on a "simple food delivery app." Before we jump to conclusions, consider watching Zwitago, now on Prime Video. This film offers a raw glimpse into the realities of delivery work, telling the story of Ravi, a #deliverypartner who navigates tight schedules and everyday struggles in the gig economy. Through his journey, we see how vital this work is for individuals and the ecosystem. In a country facing job scarcity, delivery roles aren’t always chosen freely—they’re necessary. Platforms like Zomato provide consistent work, enabling many to earn a livelihood, however modest, that ensures food, shelter, and dignity. Let us keep the bigger picture in mind. Until we create millions of diverse jobs aligned with the education and skills of the unemployed, these platforms bridge a crucial gap. They aren’t the ultimate solution but are undeniably impactful. Meanwhile, let us show empathy for these hardworking delivery partners. Each delivery brings them a step closer to stability and serves as a reminder to appreciate their efforts.

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Three weeks ago, my colleagues & I at danamojo.org set out on a journey to raise some money as part of our 𝗔𝗻𝗻𝘂𝗮𝗹 𝗙𝘂𝗻𝗱𝗿𝗮𝗶𝘀𝗶𝗻𝗴 𝗗𝗿𝗶𝘃𝗲 - 𝗱𝗮𝗻𝗮𝗦𝘁𝗮𝗿𝘀 𝟮𝟬𝟮𝟰. 🚀💫 The three teams initially set a target of Rs. 2 lacs each (up from Rs. 1 lac last year) emboldened by the success we had last year when we raised Rs. 5.35 lacs. 📈💪 I am delighted to let you know that our danaStars 2024 campaign has 𝗰𝗿𝗼𝘀𝘀𝗲𝗱 𝗼𝘂𝗿 𝗿𝗲𝘃𝗶𝘀𝗲𝗱 𝘁𝗮𝗿𝗴𝗲𝘁 𝗼𝗳 𝟴𝗟 𝗮𝗻𝗱 𝗿𝗮𝗶𝘀𝗲𝗱 𝗥𝘀. 𝟴.𝟭 𝗹𝗮𝗰𝘀. 🎉💥 Along with our 𝗠𝗮𝘁𝗰𝗵𝗶𝗻𝗴 𝗙𝘂𝗻𝗱𝗶𝗻𝗴 𝗼𝗳 𝗥𝘀. 𝟮 𝗹𝗮𝗰𝘀, we have 𝗿𝗮𝗶𝘀𝗲𝗱 𝗮 𝘁𝗼𝘁𝗮𝗹 𝗼𝗳 𝗥𝘀. 𝟭𝟬.𝟭 𝗹𝗮𝗰𝘀 in this campaign. 🙌✨ Over the last day, since we closed the campaign, we received many requests from our family, friends, and network if they could still support this initiative. So, while we are done with our fundraising campaign, we are keeping the 𝗰𝗮𝗺𝗽𝗮𝗶𝗴𝗻 𝗽𝗮𝗴𝗲𝘀 𝗼𝗽𝗲𝗻 𝗳𝗼𝗿 𝗼𝗻𝗲 𝗺𝗼𝗿𝗲 𝘄𝗲𝗲𝗸 𝘁𝗶𝗹𝗹 𝗢𝗰𝘁 𝟭𝟱𝘁𝗵 in case anyone yet wants to make their contribution and support our cause. 🗓️💖 Feel free to 𝘀𝗵𝗮𝗿𝗲 𝗶𝘁 𝘄𝗶𝘁𝗵 𝘆𝗼𝘂𝗿 𝗻𝗲𝘁𝘄𝗼𝗿𝗸𝘀 as well if they would like to be a part of it. 🌍🤝 Come be a part of our initiative 👉 https://lnkd.in/dhz7n3Zr 🙏 𝗧𝗵𝗮𝗻𝗸𝘀 𝘁𝗼 𝗮𝗹𝗹 𝘄𝗵𝗼 𝘀𝘂𝗽𝗽𝗼𝗿𝘁𝗲𝗱 𝗼𝘂𝗿 𝗶𝗻𝗶𝘁𝗶𝗮𝘁𝗶𝘃𝗲! 🙏 #FundraisingSuccess #GivingBack #PhilanthropyInAction #EmpowerNGOs #danaStars2024 #SupportGoodCauses #DonateNow #MakeADifference #CommunityImpact #NGOInitiatives #MatchingFunds #TogetherWeCan #danamojo #DriveForChange #ImpactfulGiving #CharityInitiative

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In a fascinating article, Pradip K. Saha from Morning Context explains why quick commerce (Zepto, Blinkit, Swiggy, Instamart, and soon Tata) is successful in India, whereas it has proven to be a challenge in developed markets. He notes that quick commerce has been a “game changer” for the leading FMCG players, like HUL, Dabur, ITC and Nestle. Saha also notes that Indian quick commerce works because the players have attained scale. This is underpinned and facilitated by a network of dark stores. Saha explains that “A typical dark store serves a 1-3 km radius. Blinkit, which dominates 40% of India’s quick-commerce market, added 152 such dark stores along with seven warehouses in the September quarter, taking the number of dark stores to 791. Zepto, with a market share of just under 30%, has around 400 stores, while Swiggy’s Instamart operates over 600 such stores. Together, the three companies account for nearly 90% of India’s quick-commerce segment. All three are raising funds to expand into newer cities and launch more dark stores.” Beyond scale, the business model allows for margins. “By eliminating distributors and wholesalers, these platforms can offer prices 10-15% below the maximum retail price (MRP) while maintaining 15% gross margins, according to a report by Goldman Sachs Equity Research. Some specialty direct-to-consumer brands offer commissions as high as 30-45% for listing on quick-commerce apps.” The quick-commerce players are also able to offer a broader range of products and SKUs. The quick-commerce players are also aggressively advertising. Finally, the quick-commerce companies “also benefit from the fact that a significant chunk of their offerings include perishables,” which capture higher margins. #india #quickcommerce #success #scale #margin #darkstores #distribution #reach #skus #fmcg #perishables #blinkit #zepto #instamart #zomato #swiggy Why quick commerce is working only in India From tea leaves to iPhones, the country’s quick-commerce platforms are reshaping urban retail while proving sceptics wrong about their viability.

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𝐒𝐭𝐨𝐩 𝐦𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠 𝐲𝐨𝐮𝐫 𝐩𝐫𝐨𝐝𝐮𝐜𝐭, 𝐚𝐧𝐝 𝐬𝐭𝐚𝐫𝐭 𝐦𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠 𝐲𝐨𝐮𝐫 𝐨𝐟𝐟𝐞𝐫 𝐢𝐧𝐬𝐭𝐞𝐚𝐝 𝐭𝐨 𝐢𝐦𝐩𝐫𝐨𝐯𝐞 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐢𝐨𝐧𝐬. Having seen the conventional funnel in large scale operations for products in BYJU'S, and an inverted funnel that starts with free offerings focused on the customer's problems for Design Crescendo gigs, there are a few things that I've picked up about product and service marketing in general. When you're dealing with direct-response and bottom-of-the-funnel marketing, it makes more sense to promote your offer than your product. This is where you drive people into demos, consultations, audits, etc. Often, smaller units start here, and then expand to the middle and top as time and budget allow. The reason why at some point the expansion to other parts of the funnel is essential is because marketing only your offer isn't easily scalable. There are only so many prospects "in-market" at any given time, and at some point, you have to invest in generating demand rather than just capturing it with offer marketing. Here's a bit on the same - #productmarketing #funnel #marketing #conversion

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2021: Only grocery delivery app in India with 10 minutes delivery 2024: Competitor chasing the '10 minute' brand segment Zepto is the only player sticking to its original promise - and is clearly acing it Scaling up a grocery delivery business is particularly challenging in India. And adding up a unique attribute, as huge as this –  has clearly been game changing for Zepto. Success didn’t come easy to Zepto too, There was a time when all the Q-commerce players faced backlash & people questioned the safety of drivers. Some brands stopped claiming the delivery time altogether, from “groceries in 15-30 minutes”, they went to “groceries in minutes” But Zepto didn’t, it went on to install a myriad of dark stores across locations, and is already serving superfast deliveries in 10 cities. Top 3 factors that helped Zepto drive exceptional growth over a very short span of time: - Captivating Customer Experience: The platform served a deeply engaging user experience and the service promise was being consistently fulfilled – a powerful combo. - Outstanding Retention: All thanks to near-perfect buying journey, Zepto achieved a retention rate which was considered only to be a fantasy for the industry earlier. - Not slowing down: More dark stores and continuous geographical expansion at the same time helped the startup acquire customers in huge numbers. Zepto cracked the key to scale in the quick commerce space by constantly growing at the same pace, and not compromising customer satisfaction at the same time – simple yet not easy. A perfect example of go big, go fast – it is surely a fascinating study for the space creators. No matter the circumstances, the brand didn’t let go of its biggest differentiator, eliminating all the question marks experts had put to its launch. What do you think is going to be the future of grocery delivery space in India? #casestudy #growth #startup

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NPS is on the chopping block, but is it all that bad ❓ Diya Sikka, Director, NPSx at Bain & Company (who founded the NPS score) breaks down when NPS works and when it doesn’t. Many companies have fallen into the trap of believing that NPS = business health. When in reality, that means nothing if it’s not tied to revenue. Where NPS shows it’s value is in connection to key value metrics - retention, growth, acquisition. We can’t look at it in a black box, but we can use it as an indicator. What do you think? Are you for or against NPS? Battle it out in the comments below. 🎧 📻 Tune into the latest episode of Experts of Experience to get the full episode #NPS #CustomerExperience *** ♻️ Repost if you found this post insightful 🤝 Follow me, Lauren Wood for more tips on CX, leadership, and human connection in the age of AI

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Zepto raises $665 million at a $3.6 billion valuation. Here's why this raise is exciting for the Qcommerce space and startup ecosystem: Zepto's repeated fundraising success is impressive. > Pioneered the 10-minute commerce game. > Reached $1 billion GMV in under 2 years. > Founders are among the youngest in the startup world. > Built an exceptional team quickly. > Raised significant funds despite strong competition from Swiggy, Blinkit, BBNow, and others. > India is leading in aggressive Qcommerce growth. Reflecting on my TinyOwl days in the early FoodTech space, competition was fierce, and investors were cautious. However, things are different now: > Markets have scaled, unlocking multi-billion dollar opportunities. > IPOs are now viable, even for third or fourth ranked players with strong financials. Investors may feel relieved, but the Qcommerce space will remain highly competitive for the next few years. Consumers, meanwhile, are spoiled for choice. Interesting times ahead.

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Once PMF is established for a product , next step in revenue growth is category expansion and often founders struggle with their second product . One conversation I had with a founder, the founder confessed that the opportunity arose and they kept on creating products that made sense from supply pov and now their brand is lost because the products are from diverse categories and the consumer doesn't understand what they stand for. When it comes to innovation there is a 70:20:10 rule , 70% of portfolio should be core where consumers imagery of the brand matches the brand's identity , generate opportunities to cross-sell and up-sell to the same consumer 20% should be in the adjacent categories which help get newer customers to the brand and 10% can be moonshots which don't derail the brand , while they appear like a sore thumb in the portfolio they generate revenue. If your portfolio however is full of the moonshots the consumer disassociates with the brand . Often founders make the mistake of believing they own the brand , a founder owns the organization , the brand is co-owned by customers - one must listen to them. #Innovation #CategoryExpansion #Moonshots

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Read this piece (https://shorturl.at/bEju3) about The Sleep Company recording ~65% of its revenue from offline stores. While we think of the prominent new age brands of the last decade as online-only, most have a significant omni-channel presence today. Lenskart.com has 1,200+ stores, BlueStone has 200+, GIVA has 130+ and so on. There has been significant investment in tracking the online behaviour of customers on D2C websites and marketplaces. But even with this proliferation of omni-channel strategies, very little has been done in the offline world. The biggest reason for this is the unorganised nature of voice interactions between store reps and customer. But with advancements in speech recognition and analysis of extracted transcripts through LLMs, it is easier to derive insights. The most straightforward use-case could be the quality monitoring of in-store interactions. Store reps are paid 1.5-2x of call centre agents but while there are established processes and technologies for quality control of the latter, there is no oversight over the former. If you are running or managing retail operations and thing there is a use case for in-store voice analytics, would love to hear from you in DMs or comments. #omnichannel #voiceai #ecommerce

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Waimea New York is gearing up for major offline expansion in India! Just two months after launching online, the denim menswear brand is making waves. 📈 Key highlights: - Partnered with Andhra Pradesh-based MBO Tipsy Topsy, which operates over eight stores. - In talks with other retailers including Hyderabad-based Ant Eye. - Entered the Indian market in April 2024, now available on Myntra, Ajio, Amazon, and Nykaa Fashion. - India chosen for its booming fashion market and youthful demographic favoring bold fashion choices. - Price range for jeans in India: Rs 2,000 to Rs 8,000. 🗣️ "The decision to expand in India stems from its rapidly growing fashion market, particularly in the streetwear and denim segments. India offers a youthful demographic with a penchant for bold fashion choices, aligning perfectly with our target audience," said Mahesh Khemlani, CEO of Waimea New York. >> Future plans include establishing a strong foothold in India, expanding retail presence across key cities, and exploring potential manufacturing partnerships in the country. Waimea is all set to bring its edgy denim styles to the Indian streets! https://lnkd.in/gvWyigKw #retailexpansion #waimeanewyork #denimfashion #indianmarket #fashiongrowth #fashionretail #internationalbrands

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🌟 What a year it's been at Kirana Club! 🌟 Last financial year was not just another tick on the calendar for us at Kirana Club. We grew in numbers! reaching about 20 lakh retailers on our platform. We also saw incredible engagement and Kirana Club has become a go-to place for retailers to connect, share insights, and learn from one another. We also got to work with major names in #FMCG industry very early on in our journey! The feedback has been overwhelmingly positive, and it seems nearly every brand we've talked to—whether we've partnered with them directly or just had discussions—recognizes the value we're adding. For FMCG brands, the advantage of working with us is clear - They can reach and communicate with lacs of kiranas directly, without the usual delays and dilution caused by intermediaries like wholesalers and distributors. We're not just facilitating communication; we’re also helping brands with tactical and strategic initiatives like: ** Collecting quick market insights from the channel for brands ** Indexing buy and sell prices at the wholesaler and distributor levels ** Driving mass engagement and enhancing in-store visibility for retailers ** Tailoring communications to retailers based on their location, category & brand affinity, interests and behavior in the community Thanks to all our existing partners for the eventful year! Looking ahead, we're energized to build upon this momentum and make the next year more impactful! #GeneralTrade #Distribution #Wholesale #Insights #retail #kiranas #consumerinsights #offline #GTM #CIIFMCGSummit #Aahar2024 #AaharEvent #Gulfood2024 Anshul Gupta Aishwarya Jain Akash Bhargava💡Gaurav Tolani Aditi Tibarewal Charvi Verma Anshul Shivhare Shubhankar Mohan Aditya Kumar Hritik Sahoo Sanket Wable

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