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<ul><li><keyword id="674162" type="COMPANY" weightage="20" keywordseo="Amanpreet-Bajaj">Amanpreet Bajaj</keyword> who has played a key role in the growth of <keyword id="719382" type="COMPANY" weightage="20" keywordseo="Airbnb">Airbnb</keyword> in India as <keyword id="172824" type="POSITION" weightage="20" keywordseo="country-manager">Country Manager</keyword> has been appointed as Airbnb's General Manager for India, Southeast Asia, Hong Kong and Taiwan.</li><li>A business leader and web entrepreneur with a proven track record of building and scaling teams, Amanpreet brings with him years of rich experience in the digital space. </li><li>Before joining Airbnb, he co-founded <keyword id="611916" type="COMPANY" weightage="20" keywordseo="LetsBuy-com">Letsbuy.com</keyword> in 2010, which was acquired by Flipkart.com in 2012.</li></ul> Airbnb has appointed Amanpreet Bajaj as General Manager for India, Southeast Asia, Hong Kong and Taiwan. Amanpreet brings a wealth of experience from playing a key role in the growth of Airbnb in India as Country Manager since 2015. In his expanded role overseeing Southeast Asia, Hong Kong and Taiwan along with India, Amanpreet will be responsible for driving Airbnb’s strategy and long-term growth in some of Airbnb’s fastest-growing destinations in Asia-Pacific, which have grown on average almost 40% YoY as of 2019. A business leader and web entrepreneur with a proven track record of building and scaling teams, Amanpreet brings with him years of rich experience in the digital space. Before joining Airbnb, he co-founded Letsbuy.com in 2010, which was acquired by Flipkart.com in 2012. “After a truly enriching five years at Airbnb, I am thrilled to take on an expanded challenge to ensure the long-term growth of Southeast Asia, Hong Kong and Taiwan — some of the world’s most popular travel destinations,” said Amanpreet Bajaj, General Manager (India, Southeast Asia, Hong Kong and Taiwan), Airbnb. “I am looking forward to applying my learnings and experience to further engage and grow our communities of hosts and guests across this region, working hand in hand towards tourism’s much-needed recovery.” Amanpreet assumes this new role as Mike Orgill, the former General Manager for Southeast Asia, Hong Kong and Taiwan, returns to his former role as Airbnb’s Regional Policy Director for Asia-Pacific. He will start his new role immediately and continue to report to Kum Hong Siew, Airbnb’s Regional Director for Asia-Pacific and Chief Operating Officer of Airbnb China. “We are delighted to have Amanpreet take on an expanded role to lead Southeast Asia, Hong Kong and Taiwan in addition to managing operations for India,” said Kum Hong Siew, Airbnb’s Regional Director for Asia-Pacific and Chief Operating Officer of Airbnb China. “Amanpreet has been instrumental in driving the growth of India as a key geography for Airbnb, and we are looking forward to partnering with him in this new chapter of his career, helping this region reach new heights.”

Airbnb appoints Amanpreet Bajaj as General Manager for India, Southeast Asia, Hong Kong and Taiwan

Harry met Sally is a universal phenomenon. But in India, Harry met Sally on the road and fell in love or Harry’s family met Sally’s family and fell in love. Fast forward to 2015, Harry’s love is online now—on Truly Madly- a dating app that helps meet like minded individuals to find their ‘perfect love’. 
 “Truly Madly is a dating app meant to cater people in the age group of 18 to 26 years old. We realized that this is the group that we can cater to as most of them did not want to settle down so fast but definitely wanted to meet interesting people. So, we decided to create a dating space for this group rather than disrupting the matrimony space,” says <keyword id="316899" type="PERSON" weightage="20" keywordseo="Sachin-Bhatia">Sachin Bhatia</keyword>, co-founder of <keyword id="2517530" type="UNKNOWN" weightage="20" keywordseo="Truly-Madly">Truly Madly</keyword> at his office in Delhi. 
 Disrupting the matrimony space? The <keyword id="54613" type="COMPANY" weightage="20" keywordseo="makemytrip">Makemytrip</keyword> co-founder and CMO explains that last year, the founders of the company- Sachin Bhatia, <keyword id="674163" type="COMPANY" weightage="20" keywordseo="Hitesh-Dhingra">Hitesh Dhingra</keyword>, co-founder of electronics ecommerce firm <keyword id="620521" type="PERSON" weightage="20" keywordseo="Letsbuy">LetsBuy</keyword>.com, and Rahul Kumar, who formerly worked with travel portals such as Expedia, Makemytrip got together and started looking at online Indian businesses that have not evolved up in the last one decade in India. 
 
“So, we looked at real estate and then we saw matrimony. On going deeper, we realized that this segment did not really do anything different and decided to disrupt this segment. I mean the players are still matching in a regressive way-based on caste, creed and religion. So we thought of doing something interesting and disrupting this category,” he adds. 
 
Bhatia points out an interesting fact here. According to their research, 30% of the men registered on these match-making websites are married and are only looking for fun. “On researching more, we got the feedback that girls were wary of being on such apps as none of the profiles were verified, which may be accessed by stalkers and corny men. And hence, we came up with our verification feature on the app,” notes Bhatia. 
 
So how does Truly Madly work? It’s simple. You will have fill in your details and then answer some fun quizzes which allow the app to understand your preferences. The second process would be the verification, which can be done by linking all your social media profiles including Facebook and Linkedin along with documents such as the passport in order to assess whether profile created is genuine or not. The app will then match you with profiles and a chat access is given only when there is a mutual like. 
 
“Truly Madly is built on two pillars- compatibility and verification. We can’t promise love and perfect matches but at least we can help you sift through bunch of profiles based on common interests and likes. This works well with the women,” avers Bhatia. 
 
Talking about the competition, Bhatia feels that the biggest competition in the segment is the US based dating app Tinder. However, he also believes that the concept which governs Tinder is not for the Indian market. “Tinder is more of a casual dating, which works well in the US but not in India,” he asserts. 
 
Seeing the potential of the dating space in the country, the company has raised Rs 35 crore recently. And it will be used for primarily two things—expanding the team with the best talents on board and creating quality content for the app. 
 
“We have half a million users now with 35% girls. One major area of concern is that people won’t go on Facebook and announce that they are on Truly Madly. But they may share original content that the app offers. So, we are really focusing on creating original content,” Bhatia explains. 
 
The company also aims to create dating as a category as it is still considered to be a taboo. Bhatia tell us that even today people prefer to say ‘going out for coffee or a movie’ rather than calling it a date. 
 
So, who are the core target audience for this dating app? Bhatia quickly tells us that the company is only targeting women. “Once women are on board, men will follow,” he chuckles. 
 
Interestingly, the app has seen a higher number of women from small towns registering themselves than those in the big cities. “In terms of downloads, metros lead but 30% of our users who are from non-metro cities are more engaged,” points out Bhatia. 
 
The company will soon make its business model subscription-based and will charge a meager amount. While it may hurt a few pockets, until then, enjoy dating online. 
 
Image credit: Indiatimes.com

Cupid goes online! Find love Truly Madly style

Ever since its inception, eCommerce giant <keyword id="6354742" type="COMPANY" weightage="80" keywordseo="Flipkart">Flipkart</keyword> has ‘grown from strength to strength’ in India and managed to raise Rs 10,500 crore ($1.7 billion) in the last fiscal year. 
 And now with investment firms <keyword id="309606" type="ORGANIZATION" weightage="80" keywordseo="Helion-Venture-Partners">Helion Venture Partners</keyword> and <keyword id="145352" type="CITY" weightage="80" keywordseo="IDG-Ventures-India">IDG Ventures India</keyword> selling stakes in Flipkart, the value of India's largest online retailer stands at $12.5 billion (Rs 77,000 crore), as reported by The Economic Times. 
 Helion, which got a stake in the Bengaluru-based company by virtue of its investment in online electronics retailer <keyword id="620521" type="PERSON" weightage="80" keywordseo="Letsbuy">LetsBuy</keyword> that was acquired by Flipkart in 2012, has sold its entire stake of 0.2%, estimated to be worth Rs 156 crore. IDG Ventures, which entered Flipkart through fashion portal <keyword id="319719" type="COMPANY" weightage="60" keywordseo="Myntra">Myntra</keyword> that was bought last year, has shed a portion of its holding of 1% by selling stake worth nearly Rs 940 crore last month. IDG still holds about 0.9% stake in Flipkart. 
 As reported by The Economic Times, the Sachin and Binny Bansal founded company’s valuation leapfrogged from Rs 16,120 crore ($2.6 billion) in May 2014 to about Rs 68,000 crore ($11 billion) by December when it raised $700 million led by <keyword id="6497288" type="UNKNOWN" weightage="80" keywordseo="Steadview-Capital">Steadview Capital</keyword>. 
 Industry experts are of the view that the stake sales are happening at a time when <keyword id="6357455" type="EVENT" weightage="60" keywordseo="Funding">funding</keyword> cycles are expected to taper off in India's redhot eCommerce sector. The top three firms mopped up nearly Rs 31,000 crore ($5 billion) of funding in 2014. 
 
Helion has declined to comment on the developments while IDG Ventures and Flipkart did not respond to email queries by the financial daily. 
 
(Image: India Times)

Flipkart is now worth $12.5bn!

While analysts tout the Flipkart-Myntra deal as a watershed moment in the online retailing sector, called e-tailing in popular jargon, intricacies of the deal portray it as an act of moving to a higher ground in order to avoid drowning in a flood – an Amazonian flood. 
 
Behind the scene, owners remain the same More than 80% ownership of both <keyword id="6354742" type="COMPANY" weightage="100" keywordseo="Flipkart">Flipkart</keyword> and <keyword id="319719" type="COMPANY" weightage="100" keywordseo="Myntra">Myntra</keyword> is no more in the hands of their respective co-founders, but with venture capital (VC) and private equity (PE) firms. The VC firm, <keyword id="733500" type="ORGANIZATION" weightage="80" keywordseo="Accel">Accel</keyword> Partners, and New York-based hedge fund, Tiger Global, are the two largest investors in both Flipkart and Myntra. In fact, Flipkart’s two earlier takeover victims – Chakpak and LetsBuy – were funded by Accel Partners as well. LetsBuy was also funded by Tiger Global. Similarly, Myntra acquired fashion brand Sher Singh, funded by Accel Partners. 
 
In all earlier acquisitions by both Flipkart and Myntra, the acquired firms were either shut down or amalgamated with the bigger brand. Is there a conspiracy angle here? Not at all. 
 
India’s retail sector economics and infrastructure play a key role here. India’s current $2.3 billion online retail market is not even 1% of China’s, which clocked $294 billion in online retailing sales last year. India currently has 25-30 million online buyers, which is no match to nearly 300 million buyers in China. So what is ailing India’s online retailing? 
 
Challenges for online retailers in India 
First of all, states like Uttar Pradesh, West Bengal, Madhya Pradesh, Himachal Pradesh and Jharkhand have little online retail penetration, owing to poor infrastructure facilities such as logistics and storage. Intertwined with the poor infrastructure is the Pin code problem. In localities marked by narrow and unpaved roads in densely populated areas, delivery firms often don’t find the right addresses and at times, even potential customers are not sure of the code. 
 
Secondly, the current model of online shopping in India is based on huge discounts and multiple offers. This is because PE and VC investors heavily subsidise the purchases. Thus, bottom lines continue to bleed, so that top lines can grow. Flipkart had suffered a loss of Rs 281 crore ($47 million) on revenues of Rs 1,180 crore while Myntra’s loss stood at Rs134 crore ($22 million) on sales of Rs 212 crore. Flipkart, on an average, has been losing Rs 70 crore per month over the past one year. 
 
Since smaller e-tailers do not possess requisite funds to expand their physical operations in smaller towns and cities, mergers and acquisitions are the only way to create larger entities which can go for big-time capital expenditure. 
 The third challenge is that the underlying policy platform continues to be slippery for the overall retail industry. The <keyword id="44749" type="ORGANIZATION" weightage="60" keywordseo="Foreign-Direct-Investment">foreign direct investment</keyword> (FDI) in multi-brand retail has been a contentious issue in India and has not been allowed on grounds of taking away the business from smaller stores. Therefore, even in online space, FDI is allowed only in B2B (business to business) segment which includes ‘marketplace business,’ where an online retailer can provide its own platform to sell products of other brands and companies. And this is where Amazon comes into the picture. 
 
Whose model will win? 
Amazon had an offer to take over Flipkart two years ago but withdrew it later. Within a couple of years, Amazon has launched a mobile retailing app and now covers 20,000 Pin codes, which is more than any online retailer does in India. As per analysts, these major steps are aimed at a long-term model where Amazon can maintain its own inventory of products belonging to different sellers without actually relying on last-minute delivery by sellers through logistics companies. 
 
Talking about inventory, SnapDeal, the third major player in the online retail space in India, wants to stay away from it. SnapDeal has a zero-inventory model as it completely relies on third-party sellers to deliver the products to its supply chain network. It has its online logistics platform Safeship which lets third-party sellers select the best courier service from a list of about 20. 
 
Flipkart, which maintains its own inventory and supply chain network, is also relying on procuring directly from sellers on the basis of demand. In the long term, however, it is the optimum permutation and combination of both, a marketplace and an inventory-based model, which could be working for each player, depending on its product mix and future policy environment. 
 
Consumer is the real winner 
But the real winner in this battle is the Indian consumer. Indian e-tail market is touted to clock 100 million buyers, with sales nearing $40 billion by 2018. The Flipkart-Myntra combined entity already holds 50% of the Indian market share and is likely to capture 70% in the next two years. With the same set of investors putting decision-making on a single table, technology and logistics infrastructure will be shared and there will be more scope for technology innovation. 
 
The new BJP government may allow FDI in multi-brand retail and it is likely to roll out economic reforms in numerous other sectors that may witness a considerable rise in middle-class income. Thus, more choices, continuing discounts and increasing penetration of high-speed Internet all indicate that the consumer will remain the king in online retailing.

What
The Flipkart-Myntra Deal Means For E-tailing In India

Is <keyword id="2364818" type="UNKNOWN" weightage="100" keywordseo="E-commerce-3-0">e-commerce 3.0</keyword> only about business tweaks? Almost all experts will tell you that the new format of <keyword id="35621" type="UNKNOWN" weightage="100" keywordseo="e-commerce">e-commerce</keyword> is on its way, but nobody is quite sure what it is like. Some pinpoint it as online shopping, largely influenced by social media parameters, while others are betting big on the mobile impact. No doubt these are crucial indicators, but they only provide you a partial glimpse into the business-to-consumer (B2C) part of it. However, we need to take a more incisive look at the fast-evolving strategic context of e-commerce, which is throwing up some surprising trends that may affect the industry in the long run. Let us take a look at the recent happenings in the Indian e-commerce space to identify the most prominent trends and what they signify. 
	 
	 
	 
	1. Calibrated aggression for survival: That’s exactly what the much-anticipated cash-and-stock deal between <keyword id="6354742" type="COMPANY" weightage="100" keywordseo="Flipkart">Flipkart</keyword> and <keyword id="319719" type="COMPANY" weightage="100" keywordseo="Myntra">Myntra</keyword> has taught us. Competition has been ironed out by strategic <keyword id="42411" type="UNKNOWN" weightage="100" keywordseo="Merger">merger</keyword> in order to survive against global giants like <keyword id="18635" type="CITY" weightage="100" keywordseo="Amazon">Amazon</keyword>. Flipkart is not new to the game but co-founders Sachin and <keyword id="6364080" type="PERSON" weightage="100" keywordseo="Binny-Bansal">Binny Bansal</keyword> have not gone the LetsBuy way this time, for pretty predictable reasons (for your recap, Letsbuy.com was the electronics e-tailer that was acquired by Flipkart in February 2012 and shut down in May that year). 
	 Before the acquisition, the Myntra brand was way ahead of Flipkart as the <keyword id="2364834" type="UNKNOWN" weightage="100" keywordseo="Biggest-India-fashion-e-tailer">biggest India fashion e-tailer</keyword>. While Flipkart required size to survive against the likes of Amazon, the bigger margins enjoyed by fashion e-tailing was an added icing to the cake (after all, fashion is expected to be the largest category in e-commerce over the next five years). So this time around, it was a calibrated aggression on Flipkart’s part and the merger, along with the much-talked-about <keyword id="2364826" type="UNKNOWN" weightage="100" keywordseo="Management-autonomy">management autonomy</keyword> enjoyed by <keyword id="705865" type="PERSON" weightage="100" keywordseo="Mukesh-Bansal">Mukesh Bansal</keyword>’s Myntra, will continue to work for two specific reasons. 
	 One is local competition, not only from <keyword id="6388367" type="COMPANY" weightage="100" keywordseo="Jabong">Jabong</keyword>, which is promoted by Berlin-based <keyword id="1965711" type="COMPANY" weightage="80" keywordseo="Rocket-Internet-GmbH">Rocket Internet GmbH</keyword> (a venture arm of the deep-pocketed Samwer brothers), but also from <keyword id="541988" type="COMPANY" weightage="100" keywordseo="SnapDeal">Snapdeal</keyword>.com, quite a veteran in the marketplace model. It is too early to assume that Jabong has missed the bus in stamping its dominance in the <keyword id="902070" type="UNKNOWN" weightage="100" keywordseo="e-com">e-com</keyword> space and the same applies to Snapdeal, which has recently raised $100 million and could be opting for an IPO in the next 18-24 months. Moreover, if India eases its <keyword id="44528" type="ORGANIZATION" weightage="100" keywordseo="FDI">FDI</keyword> policy further and allows <keyword id="2364830" type="UNKNOWN" weightage="100" keywordseo="Foreign-e-commerce-companies">foreign e-commerce companies</keyword> to sell their products directly to Indian consumers (as of now, only marketplaces are allowed to do this), <keyword id="2364831" type="UNKNOWN" weightage="100" keywordseo="Home-grown-e-commerce-firms">home-grown e-commerce firms</keyword> will require maximum <keyword id="573045" type="UNKNOWN" weightage="100" keywordseo="Customer-loyalty">customer loyalty</keyword> to stay in business and the likes of Myntra will play a key role in ensuring enhanced <keyword id="485911" type="PERSON" weightage="100" keywordseo="brand-loyalty">brand loyalty</keyword>.
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	The way ahead: Similar mergers may happen soon and we may see some monopolistic polarisation in the e-commerce space. If branding and management autonomy can be retained in the same way it had been done in the <keyword id="2196490" type="UNKNOWN" weightage="100" keywordseo="Flipkart-Myntra-deal">Flipkart-Myntra deal</keyword>, a Snapdeal-Jabong deal may very well be a possibility. On the other hand, Amazon may come up with a similar offer for Snapdeal (we don’t rule out <keyword id="161767" type="COMPANY" weightage="100" keywordseo="eBay-India">eBay India</keyword> either) and once again, we may witness the emergence of an e-commerce mega power in India. Also, in most of these deals, unequals could be gunning for merger-of-equals status, thus complicating the merger and acquisition operations. Ultimately, the <keyword id="2364839" type="UNKNOWN" weightage="100" keywordseo="Entry-barrier">entry barrier</keyword> will be too high for small or niche e-commerce sites and staying profitable will become a tough proposition. 
	 
	 
	 
	2. SME focus for marketplace growth: A couple of days ago, Flipkart announced tie-ups with two SME (small and medium enterprise) promotion bodies and signed MoUs with the Federation of Indian Micro and <keyword id="6375845" type="UNKNOWN" weightage="100" keywordseo="Small-and-medium-enterprises">Small and Medium Enterprises</keyword> (<keyword id="174192" type="ORGANIZATION" weightage="100" keywordseo="FISME">FISME</keyword>) and the National Centre for Design and Product Development (<keyword id="2348217" type="UNKNOWN" weightage="100" keywordseo="NCDPD">NCDPD</keyword>). With this move, the Bangalore firm expects to create a powerful affiliation with 50,000 SMEs and artisans by helping them with data analytics, marketing and customer acquisition. The company is also holding talks with several <keyword id="533862" type="UNKNOWN" weightage="100" keywordseo="Manufacturing-clusters">manufacturing clusters</keyword> in Punjab, Uttar Pradesh and Gujarat in a bid to attract more sellers on board and thus ensure strong growth for its marketplace model. 
	 
	As of now, Flipkart has about 3,000 sellers on board, mostly SMEs, and offers 15 million products across 70-plus categories. The company aims to grow the seller base to 12,000 by the end of the current fiscal, according to Economic Times. Myntra, too, has about 100 sellers on board and plans to increase this number to 1,000 by fiscal-end. However, this is too paltry a number, compared to the largest Chinese <keyword id="2049184" type="UNKNOWN" weightage="100" keywordseo="E-commerce-marketplace">e-commerce marketplace</keyword> <keyword id="302749" type="COMPANY" weightage="100" keywordseo="Alibaba">Alibaba</keyword>.com that has about 20 lakh SMEs on board, but has less than 20,000 in India. 
	 As for other key players in India, here are some mindboggling numbers according to media reports. Snapdeal currently features about 500 categories, 100,000 sellers and more than 5 million products (excluding books and movies); eBay has 1.1 million product listings at any given point <keyword id="54921" type="ENTERTAINMENT" weightage="60" keywordseo="spread">spread</keyword> across 2,000 categories and 45,000 sellers on board while Amazon has 15 million products from 5,000 sellers across 24 categories. Amazon has already opened two Fufillment Centers in India, enabling home-grown SMEs to get a scalable and robust national platform. Sellers opting for FBA (<keyword id="2023087" type="UNKNOWN" weightage="100" keywordseo="Fulfillment-by-Amazon">Fulfillment By Amazon</keyword>) send their products to these ‘fulfillment centers’ and once an order is placed, Amazon packs and ships the order.
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	The way ahead: Right now, no one can possibly predict whether the death of the inventory-led e-commerce model is imminent. But one thing is pretty certain – e-commerce businesses need as many products and categories as possible to enhance customer engagement. However, that won’t be possible without growing their marketplaces and bringing on board a huge number of sellers. Hence, the <keyword id="2364811" type="UNKNOWN" weightage="100" keywordseo="SME-focus">SME focus</keyword> and <keyword id="6630005" type="UNKNOWN" weightage="100" keywordseo="private-labels">private labels</keyword> are going to dominate e-commerce 3.0. 
	 
	 
	 
	3. VAS for better customer loyalty: In spite of a Mumbai firm delivering pizza on an experimental basis, civil/commercial drones à la <keyword id="2364850" type="UNKNOWN" weightage="100" keywordseo="Amazon-Prime-Air-drones">Amazon Prime Air drones</keyword> are still not a reality in India (neither they are commercially ready in the US). However, Amazon, eBay, Flipkart and Snapdeal are trying their best to ensure ‘fastest possible’ delivery in the country. While <keyword id="6354743" type="COMPANY" weightage="100" keywordseo="Amazon-India">Amazon India</keyword> offers same-day and guaranteed one-day delivery, eBay is testing a 9-hour delivery model in Mumbai. 
	 Only recently, Flipkart has launched its annual subscription service called <keyword id="2230132" type="UNKNOWN" weightage="100" keywordseo="Flipkart-First">Flipkart First</keyword>, offering a number of benefits including <keyword id="1591575" type="UNKNOWN" weightage="100" keywordseo="free-shipping">free shipping</keyword> for any purchase, free in-a-day guaranteed delivery, <keyword id="2364858" type="UNKNOWN" weightage="100" keywordseo="Discounted-same-day-delivery">discounted same-day delivery</keyword>, 24×7 <keyword id="2364859" type="UNKNOWN" weightage="100" keywordseo="Priority-customer-service">priority customer service</keyword> and more. This is similar to the lucrative logistics part of Amazon’s Prime subscription (currently not available in India), but Amazon offers a bigger service bouquet for its Prime subscribers, including access to songs, movies, TV shows and books. Flipkart, or any other Indian e-tailer for that matter, is yet to launch such extensive customer engagement programme, but the bait has been thrown by Flipkart and to some extent, by Snapdeal, which also offers free same-day delivery in certain regions and hopes to expand this service next year. 
	 
	The way ahead: Some experts feel that e-com businesses will soon curtail services like <keyword id="1972252" type="UNKNOWN" weightage="100" keywordseo="Express-delivery">express delivery</keyword> and free shipping in order to generate more cash. High transportation costs and other logistics issues have been cited as the main culprits. But keeping in mind that <keyword id="758541" type="ORGANIZATION" weightage="100" keywordseo="Amazon-Prime">Amazon Prime</keyword> works more as a <keyword id="1426078" type="UNKNOWN" weightage="100" keywordseo="loyalty-programme">loyalty programme</keyword> and less as a revenue-churner, fixing fickle customer loyalty may lie in developing these services. Now that Flipkart is going to market <keyword id="2364868" type="UNKNOWN" weightage="100" keywordseo="Affordable-tablets">affordable tablets</keyword> under its <keyword id="2338688" type="UNKNOWN" weightage="100" keywordseo="DigiFlip">DigiFlip</keyword> label, the Indian e-commerce giant can very well experiment with some Prime-like services and craft user experience based on ‘All things Flipkart’ just as Amazon does with its affordable <keyword id="785825" type="UNKNOWN" weightage="100" keywordseo="Kindle-Fire">Kindle Fire</keyword>. If that happens and other companies follow suit, e-commerce 3.0 in India will evolve into an inclusive and exciting user experience. For now, let us wait and watch. 
	 
	Images: Thinkstock/Getty Images

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