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Six years ago, Flipkart, the poster child of Indian <keyword id="35621" type="UNKNOWN" weightage="100" keywordseo="e-commerce">e-commerce</keyword>, began to scale a new way of shopping in the country. Since then, inspired by a buoyant middle class rapidly adopting the Internet, other e-com sites have started mushrooming. 
 I distinctly remember placing an order on an e-commerce site in those early days and feeling excited and giddy like a schoolgirl when the order came through in one piece. But the icing on the cake was the innovative <keyword id="611547" type="UNKNOWN" weightage="80" keywordseo="Cash-on-Delivery">cash on delivery</keyword> (COD) instead of pre-paying for the article through a credit card – something I used to do in the US. 
 Most of us now realise the opportunity at hand. About 140 million Indians are currently online, which will go up to 350 million over the next 4 years. A rising and aspirational middle class will possess increasingly higher disposable income. Research pegs the current size of the <keyword id="863306" type="UNKNOWN" weightage="100" keywordseo="E-commerce-Industry">e-commerce industry</keyword> at $1.8 billion, going up to $13.5 billion by 2017. So it makes immense business sense to start an e-commerce venture today. 
 Yet, at a systemic level, rare is the venture that has been able to raise Series A <keyword id="6357455" type="EVENT" weightage="100" keywordseo="Funding">funding</keyword>. The coming together of opportunity and <keyword id="107737" type="ORGANIZATION" weightage="100" keywordseo="Entrepreneurship">entrepreneurship</keyword> should have ideally made the perfect combination. Then how did we reach a stage where entrepreneurs are actually hesitating to start <keyword id="1105147" type="UNKNOWN" weightage="100" keywordseo="E-commerce-companies">e-commerce companies</keyword>? 
 Lurking in the shadows of these sites were men who controlled what matters most in developing an industry – <keyword id="6354840" type="PERSON" weightage="100" keywordseo="money">money</keyword>! Investors, seeing early adoption coming along, started funding anyone who ran a <keyword id="1935380" type="UNKNOWN" weightage="100" keywordseo="dotcom-business">dotcom business</keyword>. In fact, a couple of renowned <keyword id="6357097" type="COMPANY" weightage="100" keywordseo="venture-capital">venture capital</keyword> firms had put their associates on a brief to contact and meet every founder running an e-commerce portal in the country! 
 
Founders loved it. They were being courted by investors who, trying to follow largely western and Chinese analogies, wanted to pump in money into these ventures even though (and here comes the surprising part) they had no envisaged plan for profitability. 
 Hence, it became a virtuous cycle – show us customers and early traction, and take away the money. Never in the past had so many young founders (most of them without any experience in growing companies) got access to <keyword id="1013332" type="UNKNOWN" weightage="100" keywordseo="risk-capital">risk capital</keyword> in the country. Everyone was invited to the party and everyone wanted to get in. 
 
But by late 2011, investors started realising for the first time that the people investing with them (yes, they have bosses as well) wanted to see, at the least, a path to profitability. Suddenly metrics such as cash burn rate and contribution margins on an order have started becoming important. It isn’t only about customer acquisition; customer retention impacting the bottom line has also come into the focus now. 
 
Over the past 2 years, as an advisor to start-ups in the Internet sector, I have noticed how raising risk capital has become increasingly difficult. Many founders still banked on the easier ride leveraged by their predecessors, but they had been unable to come up with viable ventures. One entrepreneur, who recently contacted me for advice, kept insisting that he doesn’t need to show early traction to raise capital. When I protested, he duly named many entrepreneurs who had, perhaps, raised capital in an easier environment and how he was better than them. 
 But investors today are wary of anything in e-commerce. In fact, one investor with a leading <keyword id="413887" type="UNKNOWN" weightage="100" keywordseo="VC-firm">VC firm</keyword> confided in me his firm’s efforts to stay away from this sector. As a result, it will be challenging for founders to raise capital until about the end of 2015. 
 But all is not bleak. There is no dispute regarding the opportunity. While North America, Europe and China have e-commerce websites with significant scale, India is seen as the last bastion. With more people coming online every day and consumption patterns changing, the growth potential is, indeed, immense and entrepreneurs can still start <keyword id="1472369" type="UNKNOWN" weightage="100" keywordseo="e-commerce-ventures">e-commerce ventures</keyword> that will attain significant scale in the next decade. 
 
This offers immense opportunity to create viable, inherently profitable ventures, which can deeply differentiate themselves from competition. In fact, the heavy adoption of mobile in India presents the greatest opportunity in this respect. So much so that it may be wise to gravitate towards mobile-first strategies, figuring out how to appeal to consumers whose first screen to discover this digital world will be a low cost smartphone. 
 
These are the ventures that will not only find it easier to raise capital but can also develop viable businesses in the next 36-48 months. Innovation around this space and cross-pollination of the changing reality with traditional e-commerce principles could be the need of the hour. 
 
About the author: Jatin Modi runs FrogIdeas, a digital strategy and marketing firm. Earlier, he was also the head of strategy at Yebhi. Twitter@PoornViram.

Why
E-commerce Is Going Through Dark Days In India

<ul><li>India has reportedly decided to not participate in the e-commerce discussions with the World Trade Organisation (WTO) scheduled to begin in March. </li><li>India is concerned about the proposed custom duties of electronic transmissions. </li><li>India’s own draft e-commerce policy that was released on Saturday could help strengthen the opposition against the WTO’s e-commerce rules.</li></ul>India won’t be participating in the World Trade Organization (WTO) talks on e-commerce next month because of concerns over unfair market access to foreign players. India also just came out with its own draft of the e-commerce policy on Saturday, but its main concern with WTO is the proposed custom duties on electronic transmissions. A commerce department official <a href="https://www.business-standard.com/article/economy-policy/india-refuses-to-join-e-commerce-talks-at-wto-says-rules-to-hurt-country-119022500014_1.html">told</a> Business Standard, “WTO rules come into effect for all 164 members and need to be ratified by each, but for the first time a major decision has been taken without complete consensus among member nations. We will not encourage a multilateral platform to run, based on the interests of a few nations. Our policy will deal with concerns such as cross-border data flow.” Most global e-commerce players haven’t been too subtle about the fact that India is a ‘strategic market’ for them. India claims the new rules put forth by the WTO could provide unfair market access to foreign companies, something they’ve been working hard to deter despite opening the Foreign Direct Investment (FDI) pipelines. Tax on tax The draft e-commerce policy that the Indian government put out on Saturday favours not imposing any customs duties on electronic transmissions — basically any type of digital trade — which is in contradiction to the WTO’s e-commerce policy. 
 
 
 
 
 <div type="ExtQuote" text="“With increasing digitisation, more and more products such as books, music, films, video games, etc. are being traded electronically. By agreeing to the permanent moratorium, countries with tariff schedules, which allow putting duties on these kinds of products, will give up these rights and lose revenues.”" auname="India’s draft e-commerce policy"></div>









 Even developed nations like the US have called for “non-discrimination in treatment of digital products” since it is “at the core of the digital trading system.” Other developed nations likes the Singapore and South Korea are also propagating that custom duties should not be imposed on the transaction of digital products. On the other hand, China is in favour of the deal, according to officials. They told Business Standard that Alibaba, the Chinese multinational conglomerate, has partnered with the WTO and the World Economic Forum (WEF) to create an Electronic World Trade Platform (eWTP). While data is at the heart of India’s new e-commerce, it can help India’s cause at the WTO by strengthening the opposition. See also: <a href="https://www.businessinsider.in/amazon-india-finds-way-around-new-e-commerce-rules-for-cloudtail-and-appario/articleshow/67831376.cms">Amazon may have found a way around India’s new e-commerce rules</a> <a href="https://www.businessinsider.in/e-commerce-wars-amazons-jeff-bezos-vs-mukesh-ambani-in-india/articleshow/67620116.cms">Amazon's newest challenger may be the richest man in Asia</a> <a href="https://www.businessinsider.in/amazon-walmart-owned-flipkart-set-back-by-new-e-commerce-rules-that-help-mukesh-ambanis-reliance-retail/articleshow/67751026.cms">Mukesh Ambani may be the surprise winner from India's new rules hurting Amazon and Walmart</a>

India decides to opt-out of WTO e-commerce talks over digital tax concerns: Report

New Delhi, Banking issues like reluctance to process <keyword id="6358355" type="General" weightage="20" keywordseo="forex" source="Orion">forex</keyword> received through alternate channels and high processing fees are hindering the growth of <keyword id="7848945" type="General" weightage="20" keywordseo="e-commerce-exports" source="Orion">e-commerce exports</keyword> from India, and there is a need to bring mindset change to unlock the sector's potential, a report by think tank GTRI said on Monday. Unlocking India's e-commerce export potential to USD 350 billion by 2030 requires addressing banking issues that hinder growth and increase operational costs, the Global Trade Research Initiative (GTRI) said. "To initiate change, both the RBI and banks must shift their mindset towards treating small-value exports differently from larger ones. This shift is essential to prevent misuse while streamlining processes. Without this fundamental change, any reforms attempted by the RBI and banks will fall short," it said. Small e-commerce businesses often face challenges because banks are not equipped to handle low-value transactions efficiently, it added. The key issues include reluctance to process forex through alternate channels, high processing fees, incorrect purpose code allocation, and limitations in the RBI's EDPMS (Export Data Processing and Monitoring System). The Reserve Bank of India tracks export payments and reconciliation through its Export Data Processing and Monitoring System. "Banks are happy to process forex received through bank transfers but reluctant to process forex received through foreign currency cheques, payment gateways like PayPal, credit cards, <keyword id="151105" type="General" weightage="20" keywordseo="western-union" source="Orion">Western Union</keyword>, cash receipt when a buyer selects item live in the retail shop," it said. Banks delay crediting forex received in a firm's account when payments are received through such channels, and this affects cash flow and hampers business operations, the report noted. Banks charge money multiple times at different stages for the same small-value shipment, it added. Elaborating this, it said that essential charges include charges for submitting shipping bills (Rs 80 to Rs 2,000) at the time of forex realisation (1-to-2.5 per cent of value), intermediary bank charges during forex transfers (USD 10 to USD 55 per transaction), penalties for bills pending at EDPMS (Rs 100 per shipping bill per month). "Most charges are fixed for a transaction irrespective of value. Bank charges can exceed 50-60 per cent of the shipment value. This makes e-commerce exports commercially unviable," it said, adding banks allocate purpose codes for each remittance but frequently issue incorrect codes. For example, purpose code P0103, meant for advance payments, is often assigned even when exports have already occurred and the firm has submitted proof. Incorrect allocation of purpose codes by banks leads to reconciliation problems, EDPMS pendency issues, and issuance of notices and fines on exporters. The RBI issues notices to exporters for EDPMS defaults but does not give them direct access to view their records, as per the report. "Exporters must rely on banks/DGFT for critical data, leading to unnecessary delays and complications," GTRI co-founder <keyword id="504704" type="General" weightage="50" keywordseo="ajay-srivastava" source="Orion">Ajay Srivastava</keyword> said. The report suggested eight action points, such as the creation of a single window platform for e-commerce and small-value shipments, standardise bank charges, defining a time limit for banks to complete all small export-related requests by the RBI, and exempting shipment value up to USD 1,000 per shipment from monitoring till the single window is implemented. It also pitched for an extension of the timeline for EDPMS closure from the current nine months to 24 months and redesign the courier shipping bill to reflect correct payment terms. On the single window, Srivastava called for integrating the RBI, banks, Customs, DGFT, India Post, courier companies and exporters. "This platform should cover all realisation methods other than bank transfers. The exporter should be able to conduct all transactions online. SW will automate the EDPMS reconciliation process," he added. He said that high processing fees and multiple charges at different stages of exporting hurt small businesses the most, and the banks should charge a one-time fee for each shipment instead of further charges at various stages. "The government could subsidise these fees to ease the financial burden on small exporters," the report said, adding there is a need to raise the export realisation variation limit from 25 per cent to 100 per cent.

Banking issues hinder growth of exports through e-commerce: GTRI report

<ul><li>As we enter a brand new year, we want to crystal gaze into what the year holds for us. </li><li>In today’s feature, e-commerce players tell us what lies ahead in 2021. </li></ul>With the second-largest internet user base, India has emerged as one of the most prominent markets globally. Being stuck at home because of the pandemic further triggered the desire to make life and work easier at home, which resulted in a significant increase in <keyword id="10547863" type="UNKNOWN" weightage="20" keywordseo="shopper-spends">shopper spends</keyword>. People who would otherwise go out to buy groceries and medicines at the pharmacy, turned to e-commerce platforms to get essentials delivered at their doorsteps. 2020 accelerated the e-commerce industry by a decade, revolutionising the way brands operate, run, and grow their businesses, as well as how consumers choose to shop and pay. As per Nielsen India’s E-commerce Consumer Panel (E-Analytics Solution), there was a double digit increase in average spend of <keyword id="237977" type="PERSON" weightage="20" keywordseo="online-shoppers">online shoppers</keyword> for electronics and accessories (39%), mobile and accessories (12%), and fashion, including apparel, footwear, and accessories (10%) after the pandemic. Appliances (e.g.TV, WM, refrigerators, etc.) also saw notable shopper spending increase at 9%. This growth trajectory of e-commerce platforms in India testifies how customers are increasingly recognising the importance of comfort shopping within closed doors, and after seeing their businesses take a plunge in the first three months of the lockdown, more and more sellers are also coming online. According to IBEF, ‘The Indian E-commerce industry has been on an upward growth trajectory and is expected to surpass the US to become the second-largest e-commerce market in the world by 2034. Indian e-commerce sector is poised to reach US$99 billion by 2024 from US$30 billion in 2019, expanding at a 27% CAGR, with grocery and fashion/apparel likely to be the key drivers of incremental growth.’ The second half of the year, which is the festive season in India, brought cheer for many brands and further pushed the adoption rate of e-commerce. Players like Amazon, Flipkart, Myntra, and Snapdeal together sold goods worth $3.1 billion in the first 4.5 days of the festival season sale. Consumers are still hesitant to return to in-store shopping completely and audiences from Tier II and Tier III are also preferring to shop online. Snapdeal saw 70% of its orders come in from Tier II and Tier III during Diwali. The pandemic and lockdown period has brought many learnings for all businesses, and e-commerce has undoubtedly been one of the sectors with the biggest takeaways. As we enter a new year, we reached out to e-commerce platforms to understand what role it would play in 2021. Here is what they said: Anchit Nayar, CEO, <keyword id="7726437" type="PERSON" weightage="20" keywordseo="Nykaa-Retail">Nykaa Retail</keyword>: In the initial months of the lockdown, businesses witnessed a clear shift in consumer behaviour- with scores of historically offline shoppers coming online due to convenience and safety. As the country reopens further in 2021 we see the customer seamlessly moving with ease between online and offline channels underscoring the importance of omnichannel retailers catering to customer preference. Another key trend for 2021 will be a focus on bringing more personalization and curation to customers shopping online through greater tech and marketing integration. Lastly - we believe social commerce is going to have a big impact this year. At Nykaa we have integrated our content into our shopping app thereby allowing customers to watch and shop at once. Sandeep Komaravelly, Director of International Growth at Shopify: Shopify’s first annual report* <a href="https://www.shopify.com/future-of-commerce/2021">Future of Commerce 2021</a> report brought together global merchant and consumer data to predict how the commerce landscape will shift in the coming year. It highlighted five key trends that will be prevalent next year. <ol><li>Young consumers will change the business landscape as ecommerce charges ahead.</li><li>Physical retail as we know it will transform, giving local businesses new advantages.</li><li>Consumers want to shop independent. Businesses will adapt to make that easier.</li><li>More consumers will vote with their wallets.</li><li>Modern financial solutions will disrupt business and consumer banking, financing, and lending.</li></ol>Although we have seen the greatest shift online among young consumers, the other key segments including middle aged and older consumers are also seeing significant numbers starting to go online for their shopping needs. We expect such habits to persist in 2021 as Indian consumers increasingly prefer to support independent brands and local businesses. Kashyap Vadapalli, Chief Marketing Officer &amp; Business Head, Pepperfry: In a post-pandemic world, the one guarantee is massive shifts in the outlook of humanity across a wide spectrum of things. As people, as societies and as businesses, there has been a sea change in what one values or considers in their decision making and actions. The illusion of continued uninterrupted safety, growth, progress have all been shattered. In such a scenario fundamental values have become paramount. Organizations and marketing teams that focus on foundational propositions will thrive and in my opinion the trend that we will see in the next few quarters will be about these fundamental matters. People have become more purposeful in their actions and consumption than ever before and marketers who can tap into this theme of purpose will be able to attract consumers to their offerings. While digital and social have enabled interactions over the last 5-10 years, the next stage of this trend is where simple interactions, evolve to become deep connections. Going beyond the transactional exchanges and building relationships is the second key trend that will drive the growth of businesses in future. Samarth Agrawal, CEO, Cofounder, MaxWholesale: The key e-commerce trend for 2021 will be D2C retail, as e-commerce is growing at a fast pace, new-age brands will capitalize this opportunity to grow direct-to-consumer reach to a $15-$20 million revenue run-rate online for their brand. For the medium and large brands, the operative word is going to be “omni-channel retail” as they will try to champion B2C and B2B e-commerce for growth. B2B e-commerce in India today is where B2C e-commerce was in 2015. Amazon Spokesperson: “The unprecedented situation of the pandemic has brought about a rapid adoption and acceptance of e commerce as an essential service. One thing we’ve learned this year is that how important a role Amazon and ecommerce can play with enabling policies – for our customers as much as for small businesses &amp; economy. Throughout the year, we remain focused on enabling small businesses to benefit from widest reach made possible by e-commerce as they adapted to the unprecedented situation. For customers, we continued to put together and safely deliver the best of products from our widest selection by top brands across categories to address their ever evolving needs. As the lines between online &amp; offline continue to blur, 2021 will see businesses seamlessly implementing an omni channel approach and leverage our investment in technology and infrastructure to help empower their growth.” Snapdeal Spokesperson: The lockdown saw shoppers order everything online, from groceries to stationery, from maths tutorials to yoga sessions. Covid-19 related disruption has brought fundamental and long term changes in the way people shop. Millions of new e-commerce users, including in smaller cities &amp; towns, are now comfortable buying online. The growing cohort of online buyers is also leading to deepening of the supply available online. Online has grown beyond just well-known brands to embrace a wide range of regional and seller brands, which offer a compelling value proposition of good quality at great prices. The range of products that users now browse for and buy online has grown significantly this year. It’s not only phones, gadgets, food and fashion that they buy online, but also everyday stuff like a new mop, cooking utensils, bed covers and much more. Till a year ago, customers usually preferred to buy such products offline after a good look and feel. Users are now turning to online channels more proactively to discover choices beyond the physical markets in the neighbourhood. Having experienced the vast selection that is available online, the basket for online users will become more diverse and will reflect their consumption in a more representative way.

E-commerce: Trends to watch out for in 2021

The launch of <keyword id="18635" type="CITY" weightage="100" keywordseo="Amazon">amazon</keyword> go, has brought the conversation back to <keyword id="35621" type="UNKNOWN" weightage="100" keywordseo="e-commerce">e-commerce</keyword>. For the last one month, India has been talking about de-monetisation; which in itself is a fillip to digital buying. But when global technological breakthroughs like amazon go, change the paradigm, and challenges a whole industry- how do local players cope? 
 Theres no denying that Amazon and <keyword id="302749" type="COMPANY" weightage="100" keywordseo="Alibaba">Alibaba</keyword> are global commerce brands. Theres also no denying that they have major advantages, when they enter new markets; especially as they have operated successfully in various geographies have some unique advantages while entering into new local markets. 
 And free markets are good news. Most developing counties are now easing the Foreign Direct <keyword id="6355120" type="ORGANIZATION" weightage="100" keywordseo="investment">Investment</keyword> routes and with the western markets maturing, <keyword id="2801312" type="UNKNOWN" weightage="100" keywordseo="global-e-commerce">global e-commerce</keyword> firms are constantly looking more attractive markets elsewhere. Euromonitor estimates that Global e-commerce sales went up from US$ 994 Billion in 2015 to US$ 1155 Billion in 2016 and is expected to touch US$ 1506 by year 2018. 
 
As more and more e-commerce firms get the global tag, lets look at factors that give global commerce firms an added edge. 
 
1. Proven customer value preposition: Global e-commerce companies know how to capitalize on their distinct customer value preposition well. This also helps in fast and effective positioning of the company as the new customers would know what to expect. If handled suitably this can be a great advantage as the company need not invest more resources in customer education and can benefit immensely from the existing awareness and image even while entering in the new local markets. 
 
2. Time-Tested portal and logistics operations: The success of an e-commerce enterprise depends on how well the company handles and integrate the web portal operations with fulfilment and logistics. Global companies have tried and tested approaches that help them to scale up operations effectively. Their pre-existing Information systems and business process alignment is a major strength. They can replicate their best suited practices in the new local markets while a new local player has to go through this critical cycle of learning which can put the local player in a stark disadvantage. In the context of global e-commerce, perfection in the alignment of IT and business process is indeed the ‘silver bullet’. 
 
3. Knowledge and know-how: Global e-commerce companies also come with a vast knowledge and experience of previously entered markets. This provides valuable customer insights and companies develop their intellectual property which helps them in serving newer markets swiftly as compared to new local players. 
 
4. Minimal Investment in additional e-commerce infrastructure: Technically it is possible for global e-Commerce companies to roll out their new country specific e-commerce portals on the fly. As they have already dedicated e-commerce infrastructure for their existing operations across geographies, it is not difficult to set-up fully functional country specific web portals. Of course this has to be adequately supported by local business operations as is needs the actual ‘boots on the ground’. However, the IT investments needed for an incremental portion of shared infrastructure is minimal. On the same note, IT security, payment and transaction handling capabilities also need not be reinvented for a new market entry. 
 
5. Diverse international talent pool: Global e-commerce companies also generally have diverse talent pool to handle intricacies of new regional and cultural setup while entering into local markets. Regional and cultural sensitization is extremely important to align well with new local markets. 
 
6. Appetite for acquisitions: Sometimes global firms venture into major acquisitions to support their local market entry; and they know what to look for. They have their global operations to fund or support such strategies. Successful local or small firms often are seen as acquisition targets by such global e-commerce companies. 
 
7. Penchant for diversification and evolving new marketspaces: To support local operations the global players often take a mentor approach; they tend to create new marketspaces to facilitate e-commerce between new stakeholder communities like Business-to-Business, Consumer-to-Consumer, reverse auctions etc. E-Bay is a classic example where they have ventured in to new countries aggressive acquisition during the last decade. 
 
However, it is important to note that there are some exceptions, some peculiar geographies (such as China, Russia etc) where some of the above cited advantages may not be obtained fully. Such countries are peculiar because of various reasons, most notably because of their regulatory restrictions or limited ease of doing business. Multinational e-commerce players successful elsewhere may not get an easy foothold in such countries because of either the governmental control over markets or lack of transparency over economic and market policies. 
 
So if an amazon or flipkart or snapped want to enter these countries, from a cultural, social and language perspective,regulatory perspective; such markets are inherently difficult to enter. Amazon’s typical path to success – buying market share – has been repeatedly blocked since it entered China in 2004. Analysts peg Amazon's share of the Chinese online retail market at less than 1.5 percent. The situation became so bad, that Amazon had to open a store on rival Alibaba’s Tmall platform, where it pays fees to the Chinese e-commerce giant! 
 
Largely, in open economies, advantages such as agility and relatively smaller size that local players have, are edged out by the massive scale of global e-commerce companies. In a nutshell, its all about the batting turf. 
 
(About the Author: This article is authored by Prof Dhrupad Mathur, who is Astt. Dean – Executive MBA,SP Jain School of Global Management, Dubai)

How behemoth global e-commerce flex their muscles

Digital Marketing for E-Commerce

<keyword id="874458" type="COMPANY" weightage="80" keywordseo="Xiaomi">Xiaomi</keyword> is developing a complete <keyword id="35621" type="UNKNOWN" weightage="80" keywordseo="e-commerce">e-commerce</keyword> business model for its phones and devices. 
 
The company’s Indian Head Manu Kumar Jain it is actively considering investing in a few technology startups to develop an eco-system. Currently, a huge chunk of its profits comes from partners like Flipkart or Amazon or Snapdeal. 
 
"The investment will go into setting up our own e-commerce business (including setting up) warehouse and logistics. We also enable sales though me.com, which is our own ecommerce platform. We have not done any marketing for that (to promote the site)," Jain told reporters. 
 
He said the company is currently getting a few thousand orders a day, adding, they would also be investing in setting up a research and development centre in Bengaluru, a manufacturing facility and expanding exclusive sales and service network. 
 
Jain said they are in talks with several state governments for setting up plants. 
 
"We are actively talking to few other tech companies. They are startups and none of them are like the new ones who are looking for angel's money. They are established. They have raised one or two rounds of funding and generating revenues," Jain explained. 
 
(Image credit: Indiatimes)

Xiaomi is
looking for Indian startups to launch into e-commerce

<ul><li>CommerceIQ to hire 250 people globally and across India as well next year.</li><li>It intends to significantly scale its India operations, with additional key hires in software and product development, data science and analytics, product operations and support.</li><li>Some of the positions available across India currently.</li></ul>CommerceIQ, which is a US based <keyword id="12456764" type="General" weightage="20" keywordseo="e-commerce-management-platform" source="Orion">e-commerce management platform</keyword>, is looking forward to hiring 250 people globally next year, out of which 125 people will be in India (Bengaluru). The <keyword id="35621" type="General" weightage="20" keywordseo="e-commerce" source="Orion">e-commerce</keyword> management platform is planning to increase its headcount by 50% in India and looks to further accelerate growth in the coming year. It intends to significantly scale its India operations, with additional key hires in software and product development, data science and analytics, product operations and support. “The demand for e-commerce management solutions that are artificial intelligence (AI)-driven is unstoppable given the acceleration that the pandemic has brought on in this space. We are not only growing revenues, however, we are expanding our product capabilities, doubling down on our commitment to customer success”, said Guru Hariharan, co-founder and chief executive officer (CEO) of CommerceIQ, to Business Insider in an interaction. The company supports two offerings: sales and advertising and uses machine learning, analytics and automation to aggregate data across sales, marketing and supply chain operations. Kellogg’s, Mondelez International,Nestle,Whirlpool, Colgate, Johnson &amp; Johnson are some of its popular clients. He further added, “In addition, based on strong customer demand, we began expanding our offering to existing customers who wanted to leverage our technology across their global operations and we will be making some key announcements in this area soon. The fact is the e-commerce market is nearing $5 trillion on a global scale, with growth coming not just in the US, and we want to be there to capture the lion’s share of the opportunity. Asia in particular, will experience a near doubling of growth, and the fact that we have such robust operations in India gives us a strong foundation for growth in the region” These are some of the positions available across India currently — 1. Business analyst Eligibility criteria — 1-2 years of prior experience both performing and structuring advanced analyses with extensive experience with data manipulation using Excel and SQL. Key responsibilities — Analyse and identify deeper patterns in data and weave a story from the data at hand. 2. Customer operations manager Eligibility criteria — Minimum 5-7 years experience in operation management, managing mid and small size projects in pre-sales, client onboarding/kickoff, product operations, support and software implementations. Key responsibilities — Answer questions from Fortune 500 consumer brands and help uncover product opportunities that help brands win. 3. Director of e-commerce strategy and advertising Eligibility criteria — Around 8 years in total of professional work experience with 6 years experience in running enterprise-level media and advertising engagement with customers, in a consulting/agency role and 3 years of people and team management experience Key responsibilities — Lead a team of advertising managers and serve as a subject matter expert on all aspects of e-commerce advertising across channels such as Amazon, Walmart etc. 4. Senior recruiter Eligibility criteria — 5 years of recruiting experience in e-commerce or software-as-a-service (SaaS) companies. Key responsibilities — Partner with hiring teams to develop aggressive, achievable staffing strategies to fill openings through direct sourcing efforts. 5. Engineering manager Eligibility criteria — 6 years of relevant engineering work experience with 5 years software design, coding in Java/equivalent and a good understanding of frontend technologies. Key responsibilities — Manage the performance and career development of a team of engineers, and own significant parts of the company’s applications that require design, architecture, and coding (both frontend and backend). 6.Software development engineer III Eligibility criteria — 5 Years in designing and developing complex and scalable software modules. Key responsibilities — Candidate will be responsible for developing, testing and releasing features within time and with high quality that will drive revenue and margin impact to top brands. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/finance/banks/news/former-sbi-chairman-pratip-chaudhuris-arrest-will-lead-to-policy-paralysis-say-experts/articleshow/87482347.cms">The arrest of former SBI chief Pratip Chaudhuri may prevent bankers from making any risky decisions, say experts</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/policy/news/indian-government-is-reportedly-working-on-a-package-to-push-semiconductor-production-in-india/articleshow/87482038.cms">Indian government is reportedly working on a package to push semiconductor production in India</a>

E-commerce management platform CommerceIQ will be hiring 250 people next year across various domains

<keyword id="189262" type="UNKNOWN" weightage="100" keywordseo="private-equity-funding">Private equity funding</keyword> is on a decline from last year, says a report by global research firm <keyword id="6361649" type="CITY" weightage="100" keywordseo="Goldman-Sachs">Goldman Sachs</keyword>. As per the report, it declined by 25% year-on-year and fell to $1.9 billion in 2016, as compared to $2.5 billion in 2015. Even though the number of deals went up by 52% year-on-year in 2016, it was the average deal size that fell by 51% to come down to $4.3 million. Capital flows, which stood at $4bn in 2015 Q3 at peak, started to recede afterwards. 
 This slowdown has forced <keyword id="770060" type="UNKNOWN" weightage="100" keywordseo="Indian-start-ups">Indian start-ups</keyword> to lower their cash burn rates while focusing on restructuring operations so that they can improve profitability. 
 
However, the companies that have already attained a balance in their operations are not as such affected by this slowdown and are able to smoothly raise their capital. 
 
"The newer ones are finding it more difficult," said the report. "Forced consolidation has led players with stronger balance sheets/scale to acquire the weaker companies in some cases," it added. 
 As per the report dated June 15, 2016, <keyword id="1705292" type="UNKNOWN" weightage="100" keywordseo="Indian-e-commerce">Indian e-commerce</keyword>, on the other hand, has received a healthy capital inflow, climbing to over $8.4 billion in 2015 as compared to $6 billion in 2014. 
 
The international e-commerce market is expected to grow at 20% in the coming three years with China and India being the major influencers. By 2020, the e-commerce space in India would touch $100 billion, driven by an increase in consumers' willingness and increase in access to mobile internet. 
 
<a href="http://cdn3.benzinga.com/files/imagecache/1024x768xUP/images/story/2012/shutterstock_84623416.jpg">Image source</a>

You Searched For "e commerce" and got 9 results

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