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The <keyword id="20018890" type="General" weightage="20" keywordseo="digital-infrastructure" source="keywords">digital infrastructure</keyword> has made the <keyword id="20572901" type="General" weightage="20" keywordseo="loan-sanctioning" source="keywords">loan sanctioning</keyword> system adopt an online mode, but the <keyword id="21614839" type="General" weightage="20" keywordseo="loan-recovery" source="keywords">loan recovery</keyword> still requires a 'feet on the street' approach, says <keyword id="20506781" type="General" weightage="20" keywordseo="swaminathan-j" source="keywords">Swaminathan J</keyword>, Deputy Governor of Reserve Bank of India (RBI). Speaking at a media event in Mumbai, the deputy Governor of RBI noted that with the digital infrastructure at place, many <keyword id="22721545" type="General" weightage="20" keywordseo="fintech-players" source="keywords">fintech players</keyword> are giving loans to customers with poor credit profiles, and up on default, use aggressive recovery tactics. "While loan sanctioning and disbursement have become increasingly digital, effective collection and recovery still require a 'feet on the street' and empathetic approach. Many fintech platforms operate on a business model that involves extending <keyword id="22791879" type="General" weightage="20" keywordseo="small-value-loans" source="keywords">small-value loans</keyword> to customers who often have a poor credit profiles" said the deputy governor. He emphasized that the business model of many fintech platforms involves offering small-value loans to customers who often have poor credit profiles. This has led to the adoption of aggressive recovery strategies, which on many occasions also crosses ethical boundaries. He also highlighted one particularly concerning practice that involves the invasion of customers' privacy, where recovery agents access the personal data and contacts of borrowers and use that as a threat practice. Swaminathan cautioned that such tactics not only infringe on individuals right to privacy, but also risk damaging the reputation of regulated lenders associated with these fintech platforms. He also highlighted RBI's regulations on outsourcing, that even though regulated financial entities delegate certain activities to third parties, they remain ultimately accountable for the actions of their outsourced agents. The deputy governor also noted that the digitisation allows banks and NBFCs to leverage data for greater insights into their customers' requirements and behaviour, which can be used for developing bespoke products apart from facilitating better risk management and compliance. He stated that the role of RBI as a regulator is to establish guardrails or a balanced framework that encourages innovation while ensuring that risks are managed prudently. The deputy governor also indicated the primary goal of RBI is to ensure the stability and integrity of the financial system and not to hinder business operations.

Loan sanctioning has gone digital, but recovery still needs a 'feet on the street' approach, says RBI Deputy Governor

The Reserve Bank on Thursday proposed to create a <keyword id="22711172" type="General" weightage="20" keywordseo="public-repository" source="keywords">public repository</keyword> of <keyword id="21305551" type="General" weightage="100" keywordseo="digital-lending-apps" source="keywords">digital lending apps</keyword> in a bid to address the problems arising from mushrooming <keyword id="22711171" type="General" weightage="20" keywordseo="unauthorised-players" source="keywords">unauthorised players</keyword> in the segment. In another significant move, the central bank proposed to introduce a facility of "<keyword id="22710839" type="General" weightage="20" keywordseo="Delegated-Payments" source="keywords">Delegated Payments</keyword>" in UPI to enable an individual to allow another individual to make <keyword id="19957378" type="General" weightage="20" keywordseo="UPI-transactions" source="keywords">UPI transactions</keyword>. In a <keyword id="13144094" type="General" weightage="20" keywordseo="post-monetary-policy-review" source="Orion">post-monetary policy review</keyword> address, <keyword id="19899808" type="General" weightage="20" keywordseo="RBI" source="keywords">RBI</keyword> <keyword id="20595794" type="General" weightage="20" keywordseo="Governor-Shaktikanta-Das" source="keywords">Governor Shaktikanta Das</keyword> said the central bank has taken several measures for the orderly development of the <keyword id="12577431" type="General" weightage="20" keywordseo="digital-lending-ecosystem" source="Orion">digital lending ecosystem</keyword> in India. In a bid to address the problems arising from unauthorised digital lending apps (DLAs), he said the RBI proposes to create a public repository of DLAs deployed by its regulated entities. "The regulated entities (REs) will report and update information about their DLAs in this repository. This measure will help the consumers to identify the unauthorised lending apps," Das said. On introduction of 'Delegated Payments' through UPI, the Governor said the facility would enable an individual (primary user) to allow another individual (secondary user) to make UPI transactions up to a limit from the primary user's bank account without the need for the secondary user to have a separate bank account linked to UPI. This, he added, will further deepen the reach and usage of digital payments. The central bank also announced an increase in the transaction limit for tax payments through UPI to Rs 5 lakh. Currently, the transaction limit for UPI is Rs 1 lakh, except for certain categories of payments which have higher transaction limits. "It has now been decided to enhance the limit for tax payments through UPI from Rs 1 lakh to Rs 5 lakh per transaction. This will further ease tax payments by consumers through UPI," Das said. The Governor also announced measures to speed up cheque payment which will benefit both the payer and the payee. At present, cheque clearing through Cheque Truncation System (CTS), operates in a batch-processing mode and has a clearing cycle of up to two working days. "It is proposed to reduce the clearing cycle by introducing continuous clearing with 'on-realisation-settlement' in CTS," Das said. This means that cheques will be cleared within a few hours on the day of presentation.

RBI to set up public repository of digital lending apps to check unauthorised players

<ul><li><keyword id="19903330" type="General" weightage="100" keywordseo="Nykaa" source="keywords" meta.keywordsubtype="org" meta.entityname="Nykaa" meta.hostid="261" meta.entityid="Nykaa">Nykaa</keyword> has sued its former Chief Business Officer</li><li><keyword id="19903330" type="General" weightage="100" keywordseo="Nykaa" source="keywords" meta.keywordsubtype="org" meta.entityname="Nykaa" meta.hostid="261" meta.entityid="Nykaa">Nykaa</keyword> accuses him of breach of contract</li><li><keyword id="20209792" type="General" weightage="20" keywordseo="Gopal-Asthana" source="keywords">Gopal Asthana</keyword> currently heads <keyword id="20050933" type="General" weightage="20" keywordseo="Tata-Cliq" source="keywords" meta.keywordsubtype="org" meta.entityname="Tata Cliq" meta.hostid="261" meta.entityid="Tata Cliq">Tata Cliq</keyword></li></ul> In a legal battle between two major players in the fashion and beauty industry, Nykaa has taken action against its former Chief Business Officer, <keyword id="20209792" type="General" weightage="20" keywordseo="Gopal-Asthana" source="keywords">Gopal Asthana</keyword>, who is now leading <keyword id="20050933" type="General" weightage="20" keywordseo="Tata-Cliq" source="keywords" meta.keywordsubtype="org" meta.entityname="Tata Cliq" meta.hostid="261" meta.entityid="Tata Cliq">Tata Cliq</keyword>. The company has accused Asthana of "breaching confidentiality, misappropriation of proprietary data and seeking to harm its business," an Economic Times report says. Additionally, Nykaa says that Asthana approached the company's employees (who were earlier reporting to him) to join Tata Cliq, a direct competitor. Nykaa, led by <keyword id="20875531" type="General" weightage="20" keywordseo="falguni-nayar" source="keywords">Falguni Nayar</keyword>, filed a petition in the Bombay High Court, claiming that Asthana used his previous position at Nykaa to persuade staff members he once supervised to move over to Tata Cliq. Some of these employees, the company stated, had already made the switch in the past year. Nykaa believes this has harmed its business and seeks to protect its proprietary data. Asthana had been a key executive at Nykaa for four years before moving to Tata Cliq in June 2023. Despite a non-compete agreement, Nykaa allowed him to join Tata Cliq after a three-month break, known as garden leave. However, the company now claims he misused confidential business information to benefit his new employer. <div type="Article" hostid="261" msid="113021204" title="70-hour work week to sleeping in offices: Golden words on hustle culture from NR Narayana Murthy, Elon Musk, and other billionaires" mstype="2" mssubtype="0"></div> In response, Nykaa is demanding a refund of Rs 19 crore in employee stock options that Asthana received during his time at the company. Additionally, the company is seeking Rs 5 crore in damages, citing loss of goodwill and business impact. The court has temporarily barred Asthana from recruiting Nykaa employees for Tata Cliq, though <keyword id="20037043" type="General" weightage="20" keywordseo="Tata-Digital" source="keywords" meta.keywordsubtype="org" meta.entityname="Tata Digital" meta.hostid="261" meta.entityid="Tata Digital">Tata Digital</keyword> itself has not been named in the case. Asthana, now the CEO of Tata Cliq, has denied the allegations, saying they are “incorrect” and will be addressed during arbitration. While he acknowledged the dispute, he stressed that it is strictly between him and his former employer, with Tata Cliq not being directly involved in the legal proceedings. He was quoted by ET, “However, since the matter is sub-judice, I can’t comment on the same. The matter is between my former employer and me, and my current employer is not a party in the matter and therefore best left out in the discussion." Both Nykaa and Tata Cliq are fierce competitors in the beauty and fashion space, going head-to-head with other major players like Reliance’s Ajio, Flipkart’s Myntra, and Amazon Fashion. Nykaa is counting on significant growth in its fashion business, expecting a 20% year-on-year revenue increase, making this legal conflict a high-stakes issue for the company. SEE ALSO: <a href="https://www.businessinsider.in/careers/news/iit-bombay-2024-placements-lowest-salary-drops-to-rs-4-lpa-22-students-get-rs-1-crore-package/articleshow/113015190.cms" data-type="tilCustomLink" target="_blank">IIT Bombay 2024 placements: Lowest salary drops to Rs 4 LPA, 22 students get Rs 1 crore package</a> <a href="https://www.businessinsider.in/tech/news/ai-generated-content-on-the-internet-today-is-more-than-human-generated-study/articleshow/113079845.cms" data-type="tilCustomLink" target="_blank">The internet has more AI-generated content today than human-created and this could mean trouble</a>

Nykaa sues Tata Cliq CEO Gopal Asthana for contract breach, says he approached employees to join rival company

With <keyword id="19899402" type="General" weightage="20" keywordseo="digital" source="keywords">digital</keyword> adoption fast gaining currency, <keyword id="19895063" type="General" weightage="20" keywordseo="India" source="keywords">India</keyword> is likely to see <keyword id="19992513" type="General" weightage="20" keywordseo="retail" source="keywords">retail</keyword> <keyword id="19989657" type="General" weightage="20" keywordseo="digital-payments" source="keywords">digital payments</keyword> double to USD 7 trillion by 2030 from current levels, a study by Kearney and <keyword id="19942875" type="General" weightage="20" keywordseo="Amazon-Pay" source="keywords" meta.keywordsubtype="org" meta.entityname="Amazon Pay" meta.hostid="153" meta.entityid="Amazon Pay">Amazon Pay</keyword> said. In the report 'How Urban India Pays', Kearney-Amazon Pay said strong adoption of digital payments in <keyword id="21056201" type="General" weightage="20" keywordseo="online-purchases" source="keywords">online purchases</keyword> has potentially led to a permanent shift in consumer behaviours, fuelling offline adoption as well. While 90 per cent of the respondents of the survey preferred digital payments when making online purchases, affluent consumers lead the way with the highest Degree of Digital Payment Usage (DDPU), tending to use various modes of digital payment for 80 per cent of their transactions. "<keyword id="19955338" type="General" weightage="20" keywordseo="millennials" source="keywords">Millennials</keyword> and Gen X are leading in the adoption of all types of digital payment instruments," it said. "Men and women both use digital payments in about 72 per cent of their transactions, indicating gender parity." The research was based on an online survey of over 6,000 consumers along with more than 1,000 merchants through offline and online methods across 120 cities with representation from various regions, income groups, city categories, age brackets and genders. India has seen a surge in <keyword id="19990771" type="General" weightage="20" keywordseo="e-commerce" source="keywords">e-commerce</keyword>, with the market valued at USD 75 billion to USD 80 billion in 2022 and expected to grow at a 21 per cent CAGR until 2030. "In line with India's digital journey, retail digital payments have grown dramatically over the past five years - from USD 300 billion in FY18 to USD 3.6 trillion in FY24. By FY30, they are likely to double to USD 7 trillion," the report said. The Unified Payments Interface (<keyword id="19900911" type="General" weightage="100" keywordseo="UPI" source="keywords">UPI</keyword>) has been a key driver of this growth, demonstrating a CAGR of 138 per cent in its volumes during FY18-24. Other instruments such as cards and digital wallets are also gaining in popularity, contributing 10 per cent of digital transaction value today. "With such dynamic developments, it is no wonder that India is a global frontrunner in the digital payment landscape, accounting for a stellar 46 per cent of the global digital transaction volumes in 2022," it said. Digital payments have penetrated small towns, with respondents in these areas highlighting that 65 per cent of their transactions are digital, while respondents in larger cities cited this ratio to be 75 per cent. "There is a strong correlation between a city's average DDPU and its retail potential, as measured by the Kearney India Retail Index, with the top six metros displaying both high DDPU and high retail potential," the report said. DDPU surpasses retail potential in some cities such as Lucknow, Patna, Bhopal, Jaipur, Bhubaneswar, Indore, Ahmedabad and Pune, which have a high DDPU nearly matching that of larger metropolitan cities despite having a lower retail potential than the top six metros. The report said co-branded credit cards are gaining momentum. "Emerging methods such as buy now, pay later (BNPL), wearable payments and voice assistant-based payments are also starting to make inroads." Digital modes of payment constitute around 69 per cent of the total transaction volumes for the Indian merchants that were surveyed. Even street vendors such as paan shops, fruit and flower sellers, food stalls, and kirana stores are joining the digital payment brigade. "Challenges for merchant adoption mirror consumer concerns, emphasizing issues of financial fraud, limited connectivity and trust," it said. The report said the next wave of growth in digital payments will be fueled by increasing penetration in segments with lower DDPU, such as consumers in lower-income groups and smaller towns, along with enhancing the value of spending via digital modes of payment in the higher DDPU segments by addressing their concerns. "All key stakeholders across the digital payments' ecosystem, including payment providers, the government, and value-added services players, will need to play a part in expanding digital payment adoption," it said. The focus areas should be empowering communities with financial education by launching target programmes to boost awareness of digital payments and new methods such as UPI Lite and UPI Lite X, especially for aspiring consumer segments, women in small towns, and street commerce merchants, to encourage higher adoption. Also, there is a need to create user-friendly consumer journeys by streamlining documentation and know-your-customer (<keyword id="19910870" type="General" weightage="20" keywordseo="kyc" source="keywords">KYC</keyword>) processes, optimising user interfaces, and establishing responsive customer complaint resolution mechanisms, it said adding also there is a need to enhance digital infrastructure by addressing systems and network issues and exploring innovations such as UPI Lite X for areas with limited internet. Also, the risk of fraud has to be minimised and access to credit-based payment methods expanded by using alternate data for underwriting risk, developing innovative credit products and promoting credit education for financial health. "These areas can help India overcome challenges in the digital payment ecosystem by fostering a more inclusive, secure, and user-friendly environment, thereby enhancing the adoption of digital payments among consumers and merchants in India," it added.

India to see retail digital payments to double to USD 7 tn by 2030: Report

<ul class="summary-list"><li>Google faces a landmark antitrust trial over its alleged digital ad market monopoly.</li><li>The DOJ and 17 states allege Google used acquisitions and ad auction tactics illegally.</li></ul>Google executives and lawyers are headed to the Eastern District of Virginia Courthouse on Monday to face a landmark antitrust trial that could result in the breakup of its business.That outcome would be a boon for Google's adtech rivals but wouldn't necessarily provide an instant panacea for the publishers and advertisers that have come to depend on its services.The case, brought by the US Department of Justice and 17 state attorneys general, alleges that Google used acquisitions and anticompetitive ad auction tactics to build an illegal monopoly of the digital ad market.The trial is focused on the open web display ad market and the tools that power the ad auctions that happen in the milliseconds it takes for a webpage to load.Google owns an ad server that publishers use to manage their ad inventory, buying tools that advertisers use to purchase ads, and an ad exchange that connects the two. It owns the most popular of all three technologies, which the DOJ alleges helped the company impede rivals, inflate advertising costs, and reduce revenue for publishers.The trial is set to last multiple weeks, and Google will likely appeal if the judge doesn't rule in its favor. That means it could be months before the real ramifications of the case are known.Still, the case is being closely watched by all members of the online ad ecosystem, which is expected to reach some <a target="_blank" class="" href="https://chart-na1.emarketer.com/265167/digital-ad-spending-worldwide-2022-2027-billions-change-of-total-ad-spending#_gl=1*i6ho3e*_gcl_au*MjM0MjQ1ODQ0LjE3MjI5NDExNzUuMTI1NDc4NTAuMTcyMjk0MTE3Ni4xNzIyOTQxMTc4">$691 billion in spending this year</a>. The DOJ and the states are seeking a breakup of Google's adtech business. Such a move would not only transform the online advertising landscape. It would be the "biggest forced corporate shake-up since Microsoft unbundled the Internet Explorer browser in 2000," Macquarie media tech analyst Tim Nollen wrote in a recent research note.Business Insider interviewed analysts, legal experts, and adtech insiders to explore how the industry would shape up if Google is declawed. Google on Sunday published a <a target="_blank" class="" href="https://blog.google/outreach-initiatives/public-policy/google-ad-tech-sept-2024/">blog post</a> that said it intends to show in court how advertisers and publishers choose to use its adtech because it "simple, affordable, and effective."<h2 id="d9ba6873-391d-40b5-ab40-742d45033c22">A Google breakup would be a major boost for rival adtech firms like The Trade Desk and Magnite</h2>It's hard to find an adtech company that isn't gunning for Google to lose this case.The DOJ wants the judge to rule that Google needs to separate its publisher adtech — the DoubleClick for Publishers ad server and its Google AdExchange — from its advertiser adtech, namely its Google Ads and Display &amp; Video 360 ad-buying platforms.<div type="image" title="Google's ad tech stack" height="666" width="1276" msid="113191335" hostid="261" sizebytes="24658"></div>The argument goes that by owning the entire adtech stack, Google has access to a huge pool of ad inventory that it can tie to demand on its ad-buying platforms. That setup means most publishers select Google as their ad server, the complaint argues.Plus, Google has troves of user data from its logged-in users on platforms like Chrome and Gmail. Combined, that gives Google wide visibility across the entire auction process, the ability to refine its bids accordingly, and a way to self-preference its own ad inventory tech, the complaint says.Many industry experts think that untethering Google's supply and demand side would level the playing field for competing tech companies with big advertising businesses, such as Meta and Amazon, as well as pureplay adtech firms. That, in turn, could boost innovation in the space, reducing costs for advertisers and increasing revenue for publishers, some experts say."[Demand-side platforms] like The Trade Desk, [supply-side platforms] like Magnite and PubMatic, specialist ad tech services like Criteo, and companies supporting alternative IDs and data collaboration like LiveRamp, all should see a better competitive landscape without the heavy hands of Google scooping up so much of the business itself, and for its own purposes (YouTube)," Macquarie's Nollen wrote in a recent research note.Separately, a divestiture could encourage more transparency and traceability of data flows within the online ad ecosystem, Elettra Bietti, assistant professor of law and computer science at Northeastern University, told Business Insider."Transparency, in turn, could lead to better regulation of surveillance and behavioral advertising, which is currently a significant concern for privacy advocates," she added.<h2 id="22fbad15-d850-486a-8c45-0310325ac6af">A DOJ win isn't necessarily good news for all publishers and advertisers</h2>Google and its lawyers are expected to argue in court that a breakup of its adtech stack would harm publishers and advertisers and make it more difficult for the company to invest in important research in areas like artificial intelligence.The barrier to entry to start advertising on Google Ads is incredibly low, which is part of the reason why it has attracted so many small business advertisers.Mark Jamison, director and professor of the Public Utility Research Center and director of the Digital Markets Initiative at the University of Florida, has <a target="_blank" class="" href="https://www.aei.org/technology-and-innovation/small-businesses-should-be-wary-of-a-breakup-of-google/">said</a> a breakup of Google and the resulting free-for-all from lower quality adtech players could result in higher ad prices and lower quality ads."Absent evidence that Google is artificially restricting the quantity or quantity of ads, and that consumers would accept more ads, a breakup of Google's business will harm small businesses by removing their preferred advertising channel," he told Business Insider.One publisher tech executive, who asked for anonymity to preserve business relationships, said while many in the publishing community are unhappy with some of Google's historical actions, a breakup might not be the best outcome.This executive said that if Google sold off its sell-side business, its DV360 ad-buying platform might not have any incentive to continue spending on the open web and instead just direct even more ad dollars to Google's own platforms. Separately, they said that while a separation of Google's ad server and its ad exchange would be good for competition in the adtech market, it might drive ad server costs up for publishers.Google's ad server is "a loss leader, they make all their money in AdX," the exec said, referring to Google's ad exchange that connects buyers and sellers.<h2 id="302448a4-afd4-4a39-b44d-78c9314e5f31">Global regulators have Google in their sights, too</h2>Any unraveling of Google's ad empire would be complex.A separate adtech company would still likely be worth billions, meaning any potential suitor with enough capital to acquire it would encounter its own competition issues. It's more likely that it would be spun off into a separate company. But then there's also the technical challenge of untangling assets that, by design, have become so intertwined.Either way, experts generally think Google will probably come away from this trial with a bloody nose as regulators are increasingly taking a dim view of its advertising practices. The company recently lost a separate search ads antitrust trial.Over the pond, the European Union said last year it might look to <a target="_blank" class="" href="https://www.wsj.com/articles/eu-says-it-may-seek-breakup-of-googles-ad-tech-business-b988fd78">break up</a> Google's adtech business. And just last Friday, the UK's competition watchdog <a target="_blank" class="" href="https://www.gov.uk/government/news/cma-objects-to-googles-ad-tech-practices-in-bid-to-help-uk-advertisers-and-publishers">said</a> its investigation into Google's adtech practices had provisionally found Google had abused its dominant positions in operating its publisher ad server and ad buying tools. In a statement, Google said it disagreed with the CMA's findings, which it said were based on "flawed interpretations of the ad tech sector.""It's a bad month to be a monopolist," <a target="_blank" class="" href="https://www.linkedin.com/posts/ariellesgarcia_usvgoogle-activity-7237762680244113408-tR5g?utm_source=share&amp;utm_medium=member_desktop">wrote</a> Arielle Garcia, director of intelligence at adtech watchdog Check My Ads.

Inside the landmark Google adtech antitrust trial that could transform the $700 billion global digital ad market

<ul><li>Redseer report on Digital Disruptor ranked 75 digital disruptors that currently generate $15 billion in sales online. </li><li>It also classified them into elephants, tigers, rabbits and turtles based on their category dominance and online focus. </li><li>Tigers and rabbits will have to enhance their focus on offline sales, while elephants and turtles will have to approach e-commerce aggressively, the report notes. </li></ul>The world is going digital and all companies – small, big, old and new are adapting to it. Come 2026, a quarter of all sales in the retail world (except grocery) will be online, predicts a Redseer report on Digital Disruptors. The report picked 75 companies in the crowded online space as digital disruptors, who cumulatively currently generate $15 billion in sales online, and ranked them based on the dominance in their category, and online focus. Surprisingly, traditional companies Hindustan Unilever and Aditya Birla Fashion &amp; Retail were ranked as top digital disruptors in grocery &amp; personal care, and fashion &amp; home categories, respectively. In the third category of electronics &amp; appliances, however, digital-first brand boAt was given the numero uno rank. The animal spirits In the jungle that is e-commerce, these 75 companies were also categorised as elephants, tigers, rabbits and turtles. No prizes for guessing who elephants are – typically legacy players who used to dominate their category offline, and have managed to build an online presence. “The sheer scale of elephants and brand pull has enabled them to get significant sales online, but e-commerce still contributes a relatively small share of their revenues,” the report said. Adidas, Zara, Nestle and Marico are some of the other brands listed under elephants. The next are the tigers – early movers in the e-commerce space that have scaled up rapidly. Licious, WakeFit, Mamaearth and Xiaomi are some of the brands in this part of the quadrant that is dominated by digital-first brands. But, Asus and BBK, which are not born digital also made it to this list. “Tigers have built online dominance in their categories. They drive a significant share of sales from e-commerce but have also built a strong offline footprint,” the report said. Rabbits: Yet to win the race The third category is rabbits, which are exclusively digital-first brands that have leveraged e-commerce to scale up but do not have a substantial market share. Most of the brands in this category, like Nothing, Beardo, Sugar Cosmetics, MyGlamm, Minimalist, Country Delight and more – are from the fashion and personal care space. Thanks to high growth in e-commerce sales, these players will benefit but will face challenges from elephants, who have established their presence both online and offline. The last set of companies in the quadrant are the slow-moving turtles – legacy brands that have done well in e-commerce but have a lower market share online relative to others. Fossil, Aachi Masala, Prestige and LG Electronics are some of the brands listed as turtles. The reverse migrants Digital-first brands account for 25% of all the sales in the e-commerce pie. However, now even digital-first brands are going offline, challenging traditional players in the turf erasing the battle lines. On an average, digital-first brands derive over 75% of their sales online while traditional brands do over 30% of their sales online. “Players in the top quadrants — tigers and rabbits — will have to enhance their focus on offline sales, while the bottom quadrant — elephants and turtles – will have to approach e-commerce aggressively,” says Mohit Rana, partner at Redseer. E-commerce is expected to drive retail growth and is projected to grow at a compounded annual rate of 27% to reach $163 billion by 2026. That’s almost three times the growth in the overall retail market, as per Redseer. “Clearly, traditional companies that are over indexed on offline sales have a short window to enhance their share in e-commerce.They need to focus on building their digital capabilities and adopting an omnichannel approach to succeed in the market,” said Redseer. Large-scale traditional players, even with a low percentage of e-commerce sales, have substantial absolute online sales, the report notes. SEE ALSO <a href="https://www.businessinsider.in/business/news/as-stores-remain-at-heart-of-business-retail-leasing-to-hit-a-4-year-high-in-2023-cbre/articleshow/99085535.cms">As stores remain at ‘heart of business’, retail leasing to hit a 4-year high in 2023: CBRE</a> <a href="https://www.businessinsider.in/advertising/brands/news/campa-has-to-go-beyond-invitation-price-to-build-the-brand-distribution-network/articleshow/99025480.cms">Campa has to go beyond invitation price to build the brand &amp; distribution network</a>

Meet the tigers, elephants, rabbits and turtles of the e-commerce jungle

The e-commerce market in India is projected to increase significantly to over USD 300 billion by 2030 as the country's <keyword id="20107419" type="General" weightage="20" keywordseo="digital-economy" source="keywords">digital economy</keyword> is set to reach a whopping USD 1 billion by the same year. According to <keyword id="19918506" type="General" weightage="20" keywordseo="Invest-India" source="keywords" meta.keywordsubtype="org" meta.entityname="Invest India" meta.hostid="261" meta.entityid="Invest India">Invest India</keyword>, India's online shopper base will be the 2nd largest globally by 2030, with nearly 500-600 Mn shoppers. Even now, India has the 2nd largest Internet user-base globally with 881 million users. India is moving towards becoming a dominant force in global e-commerce by 2030, driven by a growing digital economy and an expanding internet user base. The data from the investment promotion and facilitation agency Invest India from shows India taking the lead in <keyword id="19957108" type="General" weightage="20" keywordseo="online-shopping" source="keywords">online shopping</keyword>, the e-commerce sector in India is valued at USD 70 billion at present. This makes up for just around 7 percent of the total retail market in the country. However, several factors are likely to contribute a bright future outlook for the sector. <cmsannotation type="cmsannotation" annotationid="Growing internet penetration and digital economy" comment="subhead" text="Growing internet penetration and digital economy">Growing <keyword id="20707509" type="General" weightage="20" keywordseo="internet-penetration" source="keywords">internet penetration</keyword> and digital economy</cmsannotation> Internet penetration across has seen substantial growth, with over 60% of the Indian population (918 million) using the internet by September 2023. Further, an estimated 87 percent of Indian households are projected to have internet access as early as 2025. The time spent accessing the internet via mobile devices has also increased by 21 percent compared to 2019. The affordability of data prices in India is a key factor, with one gigabyte of data priced at around USD 0.17 (Rs 13.5), encouraging a large portion of the population to go online. <keyword id="21457667" type="General" weightage="20" keywordseo="mobile-data-traffic" source="keywords">Mobile data traffic</keyword> has tripled from 2018 to 2023, demonstrating the growing dependence on <keyword id="19979951" type="General" weightage="20" keywordseo="digital-platforms" source="keywords">digital platforms</keyword> for diverse requirements. It is projected that by 2026, 1.18 billion people across the country will have access to smartphones, over 80% of India's population. The increasing number of smartphone users along with higher average data consumption per user, boosts the digital economy. The Unified Payments Interface (UPI) has become a major player in digital payments, handling transactions worth USD 1.5 trillion in 2022. There has been a significant increase in the availability of local language and mobile-first content, with about 73 percent of India's internet users utilizing Indian languages. As a result, there is an estimated regional language user base of 540 million, creating a market worth USD 53 billion. Digital infrastructure like UPI, eKYC, and Aadhaar has cut down the consumer onboarding time by 80 percent, enhancing the digital experience. The Open Network for Digital Commerce (ONDC) is another notable initiative by the Government of India, launched in 2022. It aims to provide equal opportunities to MSMEs to thrive in digital commerce and democratize e-commerce. <cmsannotation type="cmsannotation" annotationid="A transition along with growth" comment="subhead" text="A transition along with growth">A transition along with growth</cmsannotation> In FY 2022-23, Government e-marketplace (GeM) registered its highest ever Gross Merchandise Value of $2011 Bn, shows data from Invest India. The projected growth in online shoppers in India is substantial, with a compound annual growth rate (CAGR) of 22 percent to 88 million in rural India and 15 percent to 263 million in urban India from 2019 to 2026. There is a notable transition towards rural-focused value e-commerce, with more than 60 percent of demand anticipated to come from tier 2-4 towns and rural India by 2026. Government programs such as the National Logistics Policy are designed to streamline deliveries to remote areas, improving the efficiency and cost-effectiveness of logistics. The quick commerce market in India's hyperlocal mobility sector is also projected to grow exponentially to achieve a market size of USD 5.5 billion by 2025. Leading companies like Swiggy and Zomato are at the forefront of the market, while startups like Zepto are also gaining substantial market share. <keyword id="20873923" type="General" weightage="20" keywordseo="social-commerce" source="keywords">Social commerce</keyword>, a new trend that uses social networks and digital media to connect buyers and sellers, is also projected to achieve a market size of USD 70 billion by 2030, with small video applications gaining significant popularity. Significant mergers and acquisitions have been observed in the e-commerce sector, with companies such as Zomato and PhonePe making strategic decisions to enhance their positions. Government schemes like Jan Dhan Yojana, BharatNet Project, and the implementation of Goods &amp; Service Tax (GST) have been instrumental in shaping India's digital economy. (With inputs from ANI)

India's e-commerce market set to skyrocket as the country's digital economy surges to USD 1 Trillion by 2030

<ul class="summary-list"><li>Stocks tied to digital assets have seen sharp rallies year-to-date.</li><li>Coinbase, MicroStrategy, Riot Platforms, and Marathon Digital shares are up more than 250% in 2023.</li></ul>Artificial intelligence names like <a href="https://markets.businessinsider.com/stocks/nvda-stock">Nvidia</a> and <a href="https://markets.businessinsider.com/stocks/msft-stock">Microsoft</a> have commanded Wall Street's attention in 2023, but there's another corner of the market that's enjoying impressive gains as well this year. A handful of stocks tied to cryptocurrency and digital assets have notched triple-digit returns, all while bitcoin has surged and the market has gone through a shakeup in the wake of legal troubles among some of the biggest players. Shares of <a href="https://markets.businessinsider.com/stocks/coin-stock">Coinbase</a> have climbed more than 280% this year. In November alone — a month that saw FTX founder Sam Bankman-Fried convicted of fraud charges and Binance founder Changpeng Zhao pleading guilty to criminal chargers — the crypto exchange rallied 62%. Michael Saylor's <a href="https://markets.businessinsider.com/stocks/mstr-stock">MicroStrategy</a>, which holds <a href="https://markets.businessinsider.com/news/currencies/microstrategy-michael-saylor-bitcoin-bullishness-cryptocurrency-etf-digital-asset-tokens-2023-11?_gl=1*onxzsx*_ga*MjA5NTAyMzYyOS4xNjYyNDcwMDc5*_ga_E21CV80ZCZ*MTcwMTQzOTIxNi4xNDM2LjEuMTcwMTQ0Mzk5NS42MC4wLjA.">a trove of bitcoin worth $6.5 billion,</a> has seen its stock jump 260% in 2023. Meanwhile, crypto miners <a href="https://markets.businessinsider.com/stocks/riot-stock">Riot Platforms</a> and <a href="https://markets.businessinsider.com/stocks/mara-stock">Marathon Digital</a> have rallied about 295% and 260%, respectively. Crypto investor <a href="https://pomp.substack.com/p/crypto-equities-are-outperforming" target="_blank" rel="noopener">Anthony Pompliano</a> and Bitwise's <a href="https://twitter.com/alyssachoo_/status/1729592952891052143?s=20" target="_blank" rel="noopener">Alyssa Choo</a> highlighted the sharp rise in crypto stocks this week. In a note on Thursday, Pompliano said he's had financial exposure to Coinbase for years on the view that the company would emerge as the top US-based regulated exchange. "[Coinbase] had great brand awareness, the team continued to innovate on the product in an impressive way, and the institutional offerings were starting to serve as the default for large capital allocators as they came into the market," he wrote. "Each of these components of the thesis still remains true today."In the background of the sector's strong run, <a href="https://markets.businessinsider.com/news/currencies/bitcoin-price-today-cryptocurrency-fed-rate-cuts-policy-outlook-markets-2023-11?_gl=1*zxmx8a*_ga*MjA5NTAyMzYyOS4xNjYyNDcwMDc5*_ga_E21CV80ZCZ*MTcwMTQzOTIxNi4xNDM2LjEuMTcwMTQ0MTA2OS42MC4wLjA.">bitcoin, the world's largest cryptocurrency by market cap, touched an 18-month high</a> to end November, climbing above $38,160 to bring its year-to-date returns near 130%.<a href="https://markets.businessinsider.com/currencies/eth-usd">Ether</a>, too, has notched a solid 73% gain in the same stretch.Both tokens have been fueled by bullish market signals and optimism around regulators' potential approval of <a href="https://markets.businessinsider.com/news/currencies/bitcoin-crypto-blackrock-larry-fink-wall-street-love-hate-relationship-2023-7?utm_medium=ingest&amp;utm_source=markets">crypto spot ETFs.</a>Industry experts point to the bitcoin halving event as another bullish tailwind. Scheduled for April 2024, the halving event will see the amount of bitcoin reward to miners reduced by half. Pompliano, for his part, said he does not recommend "selling anything in crypto pre-halving."Halvings in 2012, 2016, and 2020, were all followed by new all-time highs for bitcoin in the following 12 months. "Taking a conservative view, if bitcoin stays around $30K until the halving, even a 12-month post-halving increase of 250% — which, again, is conservative relative to previous halvings — would price bitcoin at $105K," Joe Kelly, the chief executive of crypto financial services company Unchained, said in a <a href="https://markets.businessinsider.com/news/currencies/bitcoin-price-outlook-crypto-halving-blockchain-finance-markets-eth-btc-2023-8?_gl=1*h5syyt*_ga*MjA5NTAyMzYyOS4xNjYyNDcwMDc5*_ga_E21CV80ZCZ*MTcwMTQzOTIxNi4xNDM2LjEuMTcwMTQ0MTA5Mi4zNy4wLjA.">recent note</a>.

Crypto stocks have notched blistering triple-digit rallies this year

<ul class="summary-list"><li>Central banks will begin to diverge in their use of technology in 2024, the Atlantic Council said.</li><li>The US risks falling behind the EU, India, and China in the digital currency race.</li></ul>The US dollar has long been the <a href="https://www.businessinsider.com/us-dollar-war-global-fight-america-economy-dominance-reserve-currency-2023-7">dominant currency of the world</a>, but that doesn't guarantee the same will hold true as money turns increasingly digital. To Atlantic Council researchers Josh Lipsky and Ananya Kumar, the Federal Reserve is already falling behind in the technology race.Unlike the US, other world powers including China, India, Germany, Italy, and France have moved beyond the theoretical stage for central bank digital currencies (CBDC)."A lot of central banks are investing heavily in innovation, some of the largest central banks in the world, but the US position has been much more cautious on this," Lipsky told Business Insider in an interview. "But there is a risk here of falling behind, that would mean there's less US input in standard setting."Lipsky, who is the senior director of the Atlantic Council's GeoEconomics Center, said central banks around the globe are working to "future-proof" their currencies as blockchain technology, artificial intelligence, and quantum computing become more relevant — all of which, for better or worse, are poised to impact how people use money on a daily basis.India, for one, has scaled up its digital rupee project to more than one million transactions per day processed by commercial banks, and China has been <a href="https://markets.businessinsider.com/news/currencies/dollar-vs-yuan-race-china-us-central-bank-digital-currency-2022-4">running pilot tests with the eYuan</a> for several years. The European Central Bank, meanwhile, has various benchmarks for 2024 to test the digital euro with multiple member nations. The Atlantic Council further illustrated the point by noting the People's Bank of China deploys more than 300 people to its digital currency project, while the Fed commits fewer than 20.In Lipsky's view, it's a miscalculation on the part of US policymakers to forgo paving the way in these advancements."The Fed is not bringing technological solutions to the table," he said. "The miscalculation is thinking the dollar is the world's reserve currency, so there's not a need to innovate. I see that as a defensive posture, rather than a proactive one."To be sure, the US has deployed its long-awaited <a href="https://www.wsj.com/articles/pro-take-fednow-price-tag-is-more-than-half-a-billion-dollars-f103733e" target="_blank" rel="noopener">FedNow</a> program, an interbank settlement system. But even that took years longer than similar projects overseas, and has debuted to limited fanfare. Experts warn it could take years more to become widely adopted. <h3>A fractured future of money</h3>New alternative financial systems are springing up across the world, including in China, that allow efficient cross-border transactions, though the US hasn't emerged as a key player in the space, let alone a leader. These projects take time to build and implement, Lipsky said, but once activated, the innovation and progress could be extremely quick.If the US doesn't emerge as an innovator, the Fed and US dollar could see its standing on the world stage diminish via trade, reserves, and sanctions strength, according to the Atlantic Council."The end-result of less Fed engagement here will be a fractured payment landscape," Lipsky said. "Different models will proliferate from different countries, and that will create more friction. You could have a system that is less efficient and less secure. There won't be a unification of the payment system globally, and that's a US disadvantage."

The Fed's lack of innovation with the dollar means China, India, and others will dominate the digital currency race

<ul><li><keyword id="18680128" type="General" weightage="20" keywordseo="qsr-players" source="Orion">QSR players</keyword> that run <keyword id="18680129" type="General" weightage="20" keywordseo="international-restaurant-brands" source="Orion">international restaurant brands</keyword> like <keyword id="58553" type="General" weightage="20" keywordseo="pizza-hut" source="Orion">Pizza Hut</keyword>, <keyword id="6376241" type="General" weightage="20" keywordseo="KFC" source="Orion">KFC</keyword>, Domino’s saw a sharp rise in sales growth in FY22 and FY23.</li><li>Analysts call it the delivery delta where app-driven deliveries of fast food rose after partial opening of lockdowns.</li><li>But that has dipped in the last 2-3 quarters due to a lot of various factors including rising competition, inflation which has dipped consumer sentiment. </li></ul>Fast food helped Indians get over the pandemic blues — as pizzas, burgers and fried chicken helped them survive Zoom calls and kept kids away from trouble. The pandemic was a boom time for quick service restaurants (QSRs) that ran brand chains like Domino’s, Pizza Hut, McDonald’s, Burger King and more. After partial re-opening, the same store sales growth (SSSG) of most of their operators in India was in the range of 35-60% in FY22 – which extended to FY23 as well due to aggressive store openings as well as massive pick up in delivery orders. “Before the pandemic, the delivery orders were less than 15% (of total sales) for most QSRs with the exception of pizzas, which went up to 25-30% during the pandemic — that’s where delta growth came from,” Karan Taurani, research analyst at Elara Capital. <div type="image" title="annual growth data" msid="103448431" hostid="261" caption="&amp;lt;p&amp;gt;Source: Business Insider India &amp;lt;/p&amp;gt;"></div> The ‘new-normal habits’ never stuck — and in the last two quarters most operators like Devyani and Sapphire (KFC and Pizza Hut), Jubilant (Domino’s) saw their SSSG slip into the negative zone with the exception of Westlife (McDonalds) which continues to grow, albeit in lower single digits. The sales slipped further between 1-6% for all the players in Q1, with fried chicken and burgers doing slightly better than pizzas. The slowdown in pizza sales started two quarters ahead — in Q3 itself. “The demand trend in the pizza category has remained challenging as seen in the past few quarters – a combination of high base, relatively higher average order value in the pizza category versus other QSR segments,” says a report by J M Financial. <div type="image" title="qsr" msid="103451765" hostid="261" caption="&amp;lt;p&amp;gt;Source: Business Insider India &amp;lt;/p&amp;gt;"></div> The inflation of competition Apart from a general slowdown, there are structural issues too at play - similar to what <a href="https://www.businessinsider.in/business/corporates/news/small-regional-players-are-increasing-competition-says-hul-ceo/articleshow/102009466.cms">FMCG companies are facing</a>. A report by J M Financial says that both regional and national players are expanding aggressively – denting into their business. “A lot of unorganised competitors who had shut down during the pandemic are now back in business and that’s increasing competition,” says Taurani. With muted sales, only some of the players have been able to take only marginal price hikes in spite of heavy inflation of most of its ingredients in the last few quarters — like cheese and vegetables — leading them to go in for cost controls and better operational management to maintain margins. QSR players, however, believe that this dent in the sentiment is an effect of inflation and most of them expect a reversal in sentiment as well as raw material prices. “High inflation across industries and categories has led to a short-term impact on consumer sentiment and demand in the last few quarters,” said Ravi Jaipuria, the non-executive chairman of Devyani International in the first quarter earnings concall. The company expects demand to pick up from the third quarter onwards. The golden era that wasn’t Sanjay Purohit, group CEO of Sapphire Foods also echoed the same sentiments saying that as inflation stabilises, demand will start to come back. It’s with this confidence, few are moving to change their aggressive store addition plans. Jubilant, Sapphire and Devyani added anywhere between 35-47 new stores during the quarter while Westlife added four new stores. Taurani opines that the number of store additions have slowed down in Q1, and Q2 demand will provide a better picture on the view ahead. “I wouldn't say that the demand situation is very rosy. But in India, the curve is never linear. There will be good quarters, bad quarters, but overall, we are all committed to India's growth and we are all committed to our strategy,” said Saurabh Kalra, managing director of Westlife Foodworld. The QSR sector is a textbook case of the fading effects of the post-pandemic boom on the economy. Most of these companies have chosen to spread their wings in lieu of the fast growth they saw in the last two fiscal years – and it’s yet to be seen if the fast food craze will stand the test of time in an era of higher rentals. (This is the first article in the ‘Boom to Bust’ series which will discuss post-pandemic trends.)

The Quick and the Dead: How fast food players lost their pandemic boom effect

<ul class="summary-list"><li>Marcus Collins shared the major lessons he learned helping Beyoncé bring her fan base online.</li><li>Collins said Beyoncé's platforms didn't perform as well as expected in the beginning.</li></ul>This as-told-to essay is based on a conversation with <a target="_blank" href="http://www.marctothec.com/">Marcus Collins</a>, an author and professor at the Ross School of Business at the University of Michigan. It has been edited for length and clarity. For a year I worked with Beyoncé, overseeing her digital ads and social media. I started working with her in 2009, as her director of digital strategy and new media. During that time I shifted my focus toward helping Beyoncé bring her fan base online. This is when I learned my biggest marketing lessons from her.She's the most gracious and kind person I've ever met. At the same time, she knew what she wanted from her team. She <a target="_blank" href="https://www.businessinsider.com/how-beyonce-wearing-hat-designed-affected-etsy-business-2023-3">has high standards</a> for those around her because she has high standards for herself.Here are three big takeaways from working with Beyoncé that have helped shape my career.<h2>1. Don't build community, facilitate it</h2>Part of my job in overseeing Beyoncé's digital strategy was maintaining her Facebook page and Twitter account. The team would put together our recommendations, and we'd present these ideas to her father, Mathew Knowles, who was overseeing Music World Entertainment, which produced her earlier work.If he liked our ideas, we'd share them with Beyoncé. She'd hear us out, say what she liked or didn't like, and give recommendations. Even when she disagreed, she was always gracious. It was during these in-person meetings that it seemed she <a target="_blank" href="https://www.vanityfair.com/style/2016/09/beyonce-social-media-instagram-studies#:~:text=Beyonc%C3%A9%20doesn't%20seem%20too,occasions%2C%20or%20to%20disseminate%20information.">wasn't really excited by social media</a> or inclined to post on Facebook or Twitter.This was back in 2009 or 2010. The internet felt like the Wild Wild West. There were no rules. Beyoncé had just finished the Brazilian leg of her "I Am Sasha Fierce" tour, and it seemed like social media wasn't for her.In fact, for years she had a Twitter handle <a target="_blank" href="https://www.businessinsider.com/why-doesnt-beyonc-use-twitter-2016-2">she never tweeted</a> on. And yet she had lots of followers waiting for her. So when we became active on these platforms for her, we expected them to light up with activity. But they didn't in proportion to her stardom, which was a quagmire for us. We kept asking ourselves: "What is going on here? Why aren't any of her platforms taking off?"Then the team noticed there was already a group that found each other online, and they were far more active than anything we were trying to do. And those folks <a target="_blank" href="https://www.businessinsider.com/beyonce-16-carriages-act-ii-beginning-pandemic-2024-2">were the Beyhive</a>.We stopped working on building Beyoncé an online community and instead started engaging with the online community that already existed. We found people who saw the world similarly to Beyoncé, and then we engaged with them based on their shared values and beliefs.People who come together under the moniker of the Beyhive don't just love Beyoncé's music; they subscribe to her point of view. To me, that was one of the biggest lessons of my marketing experiences working with her: You <a target="_blank" href="https://www.businessinsider.com/how-small-businesses-use-online-communities-connect-customers-2023-11">don't build community, you facilitate it</a>.<h2>2. Dial in and focus on the creative vision</h2>I think Beyoncé's greatest skill as a businesswoman was her ability to be involved in everything we did. It's wild to think that someone as talented and profound to the cultural zeitgeist would be so nice. You'd expect a diva attitude, but she's so far from that. She's extremely gracious, but she isn't a pushover.As my interactions with her became more frequent, we started making plans to revisit her website, and she wanted to be very much a part of it. She wasn't the passive player.She's dialed in. She was very <a target="_blank" href="https://www.businessinsider.com/invest-time-vision-statement-business-owner-entrepreneur2019-10">aware of her creative vision</a>, and I never had one bad interaction with her. I learned that you have to have a point of view about how you see the world. You have to know what you like and be courageous enough to follow it even if it's not the direction most people are going and folks may not seem to get it right away.<h2>3. Engage authentically</h2>It seems somewhat obvious now, but people who went online to engage with each other <a target="_blank" href="https://www.businessinsider.com/interesting-things-you-didnt-know-about-beyonce-fun-facts">about Beyoncé</a> didn't want to be treated like consumers. It felt like when we first engaged with them, they told us: "Don't talk to me as though I were someone with money in their pocket. Talk to me as if I were a human being and engage with me based on your understanding of who I am and how I see the world."Beyoncé's fans use her music to see the world through a cultural lens. The fans liked her authenticity and responded to it. But bloggers at the time took great license in throwing shade and jabs her way. It was at this point that her community started to take shape. The Beyhive became a battering ram for all those bloggers.<h2>Once we were able to shift from focusing on fans to focusing on the community, we connected with the audience in a more meaningful way</h2>When we saw <a target="_blank" href="https://www.businessinsider.com/side-hustle-how-to-know-your-target-audience-2021-5">the targeted audience</a> for who they were, they felt validated. And we learned they were then more inclined to be engaged. The secret was treating this community as a community, not consumers. And then what happens is those people you've engaged with in an authentic way tell other people. Then that community becomes the marketer for you.After working with Beyoncé, I wanted to go into advertising because I felt like the ad industry was using contemporary technologies better than the music industry was. But I learned a lot from my time <a target="_blank" href="https://www.businessinsider.com/beyonce-country-album-black-artists-reactions-shaboozey-tanner-adell-2024-3">working with Beyoncé</a>. My book, "<a target="_blank" href="https://affiliate.insider.com?amazonTrackingID=biauto-63802-20&amp;h=4a57861c6ed5491937287e9757efef82fa8b133c8d27691c6183f07d98cc7a05&amp;postID=65fb1c56894bac29c4298301&amp;postSlug=beyonce-digital-strategist-beyhive-lessons-2024-3&amp;site=bi&amp;u=https%3A%2F%2Fwww.amazon.com%2FCulture-Power-Behind-What-Want%2Fdp%2F1541700961%2Fref%3Dsr_1_1%3Fadgrpid%3D1334808849541268%26dib%3DeyJ2IjoiMSJ9.2aK6MSGNaLU0Cmn_yZV27VGBQg1SHfjxZ39XgMemSFOxa5a5RRpGfuVoV1HHLkX81wKdaFfEjaw6AY13DKL_prBJoRKsv887Yh4ppuMW5P-h0CSAoY0dm5K387lss4ypMQhaJsF-R_1SBUT1sxC-VP2F_NSnN1pbrvrjriKncWU-lpl1YyqGcKMBCyONmYpoP-zmFv710zJWCJogSGVmBTHyRxUAFuVAsKPgpMpfyVE.SItPBraGO-NytCkQDQJ3SRcdkqij7Kt-c7Q4U-V1h_w%26dib_tag%3Dse%26hvadid%3D83425842875512%26hvbmt%3Dbe%26hvdev%3Dc%26hvlocphy%3D92074%26hvnetw%3Do%26hvqmt%3De%26hvtargid%3Dkwd-83426617875342%253Aloc-190%26hydadcr%3D20583_13322609%26keywords%3Dfor%2Bthe%2Bculture%2Bbook%26qid%3D1709582956%26sr%3D8-1">For the Culture</a>," is predicated on these experiences. Chapter one is all about finding who your tribe is, which is what marketers do.

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