Nishant Jindal’s Post

Brainbees Solutions, the parent company of FirstCry.com (BrainBees Solutions Ltd.), has made significant strides in reducing its losses in Q2 of FY25, reflecting strong operational improvements and revenue growth. Financial Highlights Net loss reduced by 47% YoY to ₹62.85 crore in Q2 FY25, down from ₹119.4 crore in Q2 FY24. Sequentially, this is also an improvement from the ₹75.68 crore loss reported in Q1 FY25. Operating revenue rose by 26.4% YoY to ₹1,904.91 crore in Q2 FY25, compared to ₹1,506.88 crore in Q2 FY24. Quarter-on-quarter (QoQ), revenue increased by 15%, up from ₹1,652.07 crore in the previous quarter. The Gross Merchandise Value (GMV) surged 21% YoY to ₹2,528.6 crore. Domestic and International Performance Domestic business showed 19% YoY revenue growth, driven by a 38% YoY rise in adjusted EBITDA. International operations performed even better, with a 25% YoY revenue increase and a 390 basis points improvement in EBITDA margins. Notably, the average order value for international markets is nearly four times higher than domestic transactions, indicating stronger profitability in global operations. Strategic Focus Supam Maheshwari, co-founder and CEO, highlighted the company’s ongoing efforts to optimize costs and boost profitability: “We aim to grow both the topline and bottomline by optimizing spending and improving contribution margins after marketing.” The company’s strategy includes leveraging both online and offline channels to scale sustainably while maintaining efficient spending. #GlobalBees Subsidiary Performance GlobalBees, a subsidiary focused on scaling digital-first brands, reported robust growth, with a 55% YoY increase in revenue. CFO Gautam Sharma attributed part of this success to strategic seasonal sales, with a projected CAGR of over 13% in this segment. Operational Setbacks and Recoveries Despite these financial gains, Brainbees encountered some challenges: A GST investigation at its Pune headquarters in early November identified discrepancies in returns for FY19 to FY23, leading to a fine of ₹1.74 crore. There were also concerns about GST related to #IPO expenses. Operational disruptions included fires at its warehouses in West Bengal and Maharashtra, which impacted supply chains but were effectively managed. Manjula | Shikha | Nitin | Anuj | Shekhar | Arpit | Sanket | SAUMIL | Deepti | Devesh | Anirudh | #firstcryipo #firstcryparentcompany #brainbees #startupnews #firstcrystore #kidstore #kidsfashion #babyshop #firstcrynews #startupro

Dear Buyamia Team, As we forge ahead in our mission to build enduring value, I want to share some thoughts on our path forward. Nothing is context-independent, and understanding the core amount of value Buyamia is creating is crucial to our success. We must recognize that business is not a fair fight. Our goal is clear: to win and win at all costs. This means creating real customer value that translates into long-term competitive advantage. We're not just aiming for success; we're striving to build a self-perpetuating monopoly where the choice for customers should always be us. To achieve this, we need a healthy relationship between demand and supply, driven by an obsession with our customers. We must always seek excess demand, leveraging data to guide our decisions. Let's be clear: our ultimate goal is to make money. However, the path to profitability lies in building trust and convenience. When customers trust us, they will return conveniently, allowing us to cure discontent. We will use customer input to locate the antidote to their problems. Our approach is to build solutions that alleviate the root cause, not just the symptoms. By doing so, we fix problems for everyone, not just individual cases. Bold bets require experiments, so we should always be experimenting. We need to develop for intervention, moving step by step ferociously without taking shortcuts. Our aim is to be both nimble and robust, doing things boldly at high speed towards the future, and being intentional about it. As your CEO, I commit to supporting you by managing the work, not you. The results will speak for themselves. We will set forth clear company intentionalities and seek to cure inefficiencies at all costs. Remember, we're building for the long term. Let's continue to push boundaries, take calculated risks, and create a future where Buyamia stands as the undisputed leader in our industry. Together, we will shape the future of commerce. Cheers guys. 🥂

What does it take to double your net income and quadruple your profit in just one year? For Groww, the answer is smart financial management and a relentless focus on growth. In #FY24, Groww Invest Tech posted a jaw-dropping Rs 297.8 crore profit—a 4X leap from the previous year! Their net income? A staggering Rs 2,900 crore, more than double what they made last year. With 25% of NSE India’s market share and zero debt, this discount brokerage giant is leading the charge in India's booming retail investment market. 🌟""We're all about making finance simple and accessible, and that’s what’s driving our growth,” says Lalit Keshre, Groww’s co-founder. As more retail investors jump in, DEMAT accounts are skyrocketing, hitting 154 million in India. And while competitors like Zerodha are pulling in billions, Groww’s focus on affordability and customer-centric solutions is pushing them to the top. Is the future looking bright? You bet. With a solid financial backbone and minimal debt, Groww is ready to take on the challenges ahead—including regulations that are expected to shake up the industry.

Since its founding in 2016, Groww has expanded significantly in the online discount broking market during its 8-year journey, leading to the company becoming the first player in India to surpass 1 crore users on its platform earlier this year. Are they becoming the undisputed choice for Indian retail investors? What do you think, tell us in the comments below. For premium market intelligence and insights, explore VCCEdge (link in the comments section 👇) #Groww #CompanyDeepdive #VCCEdge Harsh Jain Ishan Bansal Neeraj Singh

One of our members - Harsh Shah, was expected to take over his family’s pharmaceutical business, a legacy three generations deep. But his heart was elsewhere. While studying at IIT Bombay, Harsh realized that his passion lay in technology and entrepreneurship, not pharmaceuticals. After working briefly in consulting, he decided to take a bold leap. Along with his friends Farooq Adam and Sreeraman Mohan Girija, Harsh co-founded Fynd (Shopsense Retail Technologies Ltd.), an idea that would reshape the future of retail. But it wasn’t smooth sailing. 1️⃣ Their first venture in 2012, Shopsense, aimed to use interactive touchscreens in stores, allowing customers to try clothes virtually. ❌ It was innovative, but expensive and impractical for most retailers. Facing mounting challenges, the trio made a crucial decision to pivot from B2B to B2C. 2️⃣ In 2015, Fynd was born. ✅ The vision was clear: connect online shoppers to offline stores by providing real-time inventory data. It was a unique model at the time, helping retailers boost visibility while allowing customers to shop more efficiently. But progress was slow. Orders were few, and convincing retailers to adopt their technology was an uphill battle. 🤞 Then, a twist of fate changed everything. One rainy day in Mumbai, Harsh and Farooq walked into a Diesel store to escape the downpour. 🌧️ What started as a chance encounter turned into an impromptu pitch to Diesel’s marketing manager. That single meeting led to Fynd’s first big break, implementing their technology in Diesel’s flagship store in Mumbai. From there, Fynd’s growth gained momentum. 📈 The team partnered with over 600 brands and expanded to 10,000+ outlets. But growth came with its own set of challenges. Harsh recalls moments when their bank account was nearly empty, and they struggled to collect payments from clients. Yet through it all, Harsh remained committed to the long game, embracing an infinite mindset—focusing on building something that could last for a lot of years coming up. In 2018, Fynd caught the attention of Google, leading to a strategic investment that propelled them even further. 🔁 But the biggest milestone came in 2019 when Reliance Industries Limited acquired a majority stake in the company, marking a full-circle moment—Reliance’s Diesel stores had been the first to give Fynd a chance years earlier. Through resilience, strategic partnerships, and a bit of luck, Fynd has transformed the way we shop, blending online and offline experiences like never before. Harsh’s journey is a testament to the power of persistence and adaptability. As a proud member of the Offline community, Harsh’s journey inspires us all, proving that with the right mindset, even the toughest challenges can be stepping stones to success. Here’s to many more milestones for Harsh and his team! 🚀

From starting in 2010 to becoming the best stock broker in India in 2024 Zerodha brought about a revolution in the stock market industry and disrupted the traditional brokerage model. 2010: Two brothers, Nithin Kamath and Nikhil Kamath, founded Zerodha , a company that disrupted the traditional brokerage model by introducing the concept of discount brokerage, significantly reducing trading costs for retail investors. 2013: One of Zerodha's key milestones was the launch of its proprietary trading platforms. They introduced "Pi," an advanced desktop trading application equipped with sophisticated charting tools and analytical features. 2015: The founders decided to make the delivery of equity investments free of charge, from a fee of ₹20 per order to ZERO fee. This resulted in the first wave of Zerodha’s growth. 2020: In just 5 years, the customer base went from 30,000 accounts (2015) to 14 lakh accounts (2020). In 2020, two things happened: First, the Covid-19 lockdown fueled the interest of Indians towards stock investing and trading. This surge in interest led to massive growth as many new customers opened Demat accounts through Zerodha.  As a result, their user base surpassed one crore, with over 62 lakh active customers placing millions of orders per day. Second, after 10 years of operations, Zerodha became a profitable unicorn startup. One of the few profitable unicorns! 2023: Zerodha clocked overall revenue of around Rs 6,875 crore in fiscal year 2023 and a profit after tax of Rs 2,900 crore. I am conducting a free stock market webinar, you can register using link in the comments. Do you use Zerodha? If yes, what is your experience with it? #zerodha #stock #stockmarketIndia

Pricol Limited Is up by ~1500% in the last 5 years. What do this Quarter's numbers say?? Q2 FY25 Highlights for Pricol Limited. Revenue stood at ₹650 cr., marking solid income from core activities. EBITDA amounted to ₹87.1 cr., highlighting a 13.4% operating margin. PAT is equivalent to ₹45cr., with a PAT margin of 6.93%, showcasing efficient revenue-to-profit conversion. See how Pricol Limited, a leader in automotive components, leverages its innovation-focused approach and significant manufacturing investments to drive growth. Covered by Laher Gupta for FinRaze. Follow Us for more such reports. #FinRaze #Pricol #results #stock #growth #investments #smallcap #microcap

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Meet Mr. Krunal Shah from #QTPL, who has led an incredible 12-year journey in the Repair and Re-Commerce industry. I’ve had the privilege of being connected with the QTPL group since 2019 through their startup #Mobex. As I now enter the 5th year of our strong association, it’s been an exciting and rewarding experience working with him & QTPL as a Technology and Digital Growth Consultant. Gladly stepping into this, I’ve witnessed firsthand how QTPL and its brands have transformed the Re-Commerce space. The journey with Mobex has been particularly inspiring. Starting with just five sales a day, we scaled the business to over 101 daily sales within a year's time, eventually achieving the status of No.1 seller on Amazon India. Our success is a testament to the strength of strategic planning, operational excellence, and the power of digital growth strategies. One of the key highlights during this period has been QTPL’s recent #fundraising success. The company raised $1 million (₹8.3 crore) in a pre-Series A round, which, combined with earlier investments, brings the total funding to $4.11 million. This capital will enable QTPL to expand into new categories in the Re-Commerce market, scale operations, and grow their geographical presence. As the company continues to evolve, it’s clear that they are not just scaling for growth but doing so with sustainability in mind. #Sustainability lies at the heart of QTPL’s mission. By refurbishing and renewing electronics, QTPL is directly contributing to reducing e-waste and promoting a circular economy. This business model not only conserves valuable resources but also minimizes carbon emissions by extending the lifecycle of devices and reducing the need for new production. The positive environmental impact of QTPL’s work is significant, particularly in a country like India, where 1.71 million metric tons of e-waste are generated annually. As part of our long-term strategy, we’ve also expanded into the home appliances market with a strategic tie-up with Tata Group (Croma Project). This move opens up new opportunities for growth, both in terms of market share and environmental impact, as we continue to focus on extending the lifespan of electronics and appliances through refurbishment. As a Tech, Growth and Digital Consultant has been a remarkable learning experience, allowing me to collaborate on forward-thinking initiatives that drive both business and environmental outcomes. Through QTPL’s commitment to sustainability, I’ve gained a deep appreciation for the importance of the circular economy-keeping products in use for as long as possible through refurbishment and repair, reducing waste, and conserving resources. I look forward to driving further innovation and growth. This journey with Krunal Shah and his dynamic team of 900+ experts has been really inspiring, and I’m excited for what the future holds for QTPL as we continue to lead in the #ReCommerce space while making a positive impact on the planet.

Extra features and extra options are good way to upsale. Sometimes they are key to growth and profits. So, the more the merrier? Well, no. You can try different ones but in time, not all at once. Keep the ones that perform best. There is clutter in presenting and selling too many options. Usually more options provide diminishing returns. One extra option can be sold to 30% of the clients. An equally good extra option won't sell to another 30% of the clients. If, say, 45-50% of the clients buy one of the two that is an impressive result. Few will buy both extra options. If an extra option sells to 45-50% of the clients, consider introducing it in the basic package and raise the basic price.