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<ul><li><keyword id="3275685" type="PERSON" weightage="20" keywordseo="dunzo">Dunzo</keyword> has grown 40X as a business and 8X in terms of number of people on its platform in the past 18 months.</li><li>While its present in eight cities currently, it aims to enter 20 cities in the long run because they believe that’s where 70% of the business comes from.</li><li>With half a million monthly transacting users and two million monthly transactions, <keyword id="5016554" type="PERSON" weightage="20" keywordseo="kabeer-biswas">Kabeer Biswas</keyword>, CEO, is certain they will touch 15-17 million monthly transactions by the end of next year.</li><li>Recently Dunzo raised $45 million in a fresh round from <keyword id="1058387" type="COMPANY" weightage="20" keywordseo="Lightbox">Lightbox</keyword>, <keyword id="6355629" type="DEFINITION" weightage="20" keywordseo="google">Google</keyword>, <keyword id="8178411" type="UNKNOWN" weightage="20" keywordseo="3L-Capital">3L Capital</keyword>, and <keyword id="8233231" type="UNKNOWN" weightage="20" keywordseo="stic-investment-stic-ventures">STIC Investment &amp; STIC Ventures</keyword>.</li></ul> It was in 2015, while working at another startup in Gurgaon that the idea for Dunzo first came to CEO Kabeer Biswas. The thought was simple – in a day and age when one can hail a cab by tapping a few times on your phone screen, why can’t the same be done for everything else? The thought primarily came to him because he was working for 15-16 hours everyday and did not want to waste his weekends on running errands. He ran the idea by a few friends in Bangalore, to get a validation on his idea, to get a sense of whether it was viable to run a <keyword id="3179264" type="PERSON" weightage="20" keywordseo="hyper-local-delivery">hyper-local delivery</keyword> organization, and whether there was any demand for it. He set up Dunzo on a Whatsapp group and asked three of his friends to simply text him the chores they needed to get done. While there wasn’t much to do intially, within four months, it blew up on Whatsapp, Biswas had close to 10,000 users, without spending any money on advertising about the platform. It all happened through word-of-mouth. This was also the time when Biswas was the only person managing everything. It was in 2016 that Karthik Reddy of Blume Ventures was in Bangalore and he heard about Dunzo from the wives of his friends. Curious to know more about the venture, he got in touch with Biswas and that’s how Dunzo raised its first capital. The most part of 2016 was spent in building a team and putting up the product on the store. By 2017, Biswas was clear about the business model, Dunzo would largely do three things for its consumers, the business would be about collecting requests from consumers, the platform would help them place those requests seamlessly, would manage payments and then figure out who the correct person on ground is to manage the request. It was 2018 when Dunzo came under the spotlight, thanks to a $12.5 million funding from Google, its first direct investment in India. Since then, in the words of Biswas, ‘Things have been insane.’ He shares that while 2018 was all about building scale, 2019 has been all about managing that scale. What’s worked in favour of Dunzo so far While coming up with a business plan for Dunzo, Biswas says they were studying global players and seeing if they could find any parallel to what they wanted to achieve with their platform. The one platform that came closest to their offering was Indonesian unicorn Gojek, which is known to be a platform that delivers 'everything'. So what is it that Dunzo is trying to achieve? Biswas says, “We have been told globally that the number of times people use Dunzo in Indian cities is higher than what they have seen anywhere else in the world. The top 10% of our users use us 20 times a month. People are using us to largely deal with the local world around them. Someone told us, think of Dunzo as a browser on the top of the real world. It makes the real world a lot more convenient, exactly how the browser allows you to easily surf the internet. I believe by 2025, local search will no longer exist. It will most likely look like Dunzo, where you won’t want to search but tell the app about a shop and item and expect the app to get the work done for you. And the platform will take care of the payment and the logistics at the same time.” That the business model is working is clear from the fact that Dunzo has grown 40X as a business and 8X in terms of number of people on its platform in the past 18 months. Creating the 2.0 versions of on-demand services platforms Swiggy recently expanded its offering and launched Swiggy Go, an instant pick up and drop service to send packages anywhere across the city, a direct competition for Dunzo. While currently its offering the service only in Bengaluru, its plans are to expand to 300 cities by 2020. However, Biswas is unfazed and hardly looks at Swiggy’s offering as a threat. “Today there are two types of businesses, the 1.0 and the 2.0 businesses. Swiggy looks very much like the 1.0 businesses which went behind scale and built out a massive platform but the utilization ratios don’t work out. Globally, everybody who is a part of a 1.0 business has had to pivot to 2.0. For me, this is, if anything, a pivot at Swiggy, where just delivering food wasn’t good enough to make money. This is not only about Swiggy, but about every 1.0 business out there. They have to figure out the 2.0 version of them. Our utilization numbers are atleast 50-60% higher than any of the other 1.0 businesses.” Dunzo is also clear that they want to enter limited markets, and want to cover those markets extensively. “We believe that 20 cities account for almost 70% business in the country today. Our idea is to enter the top 20 cities in India and enter them deeply. We want to make sure that we are the largest local commerce player in these 20 cities. So we are very happy that Swiggy launched. Now that they have launched, we are still growing, and growing even faster. The only thing I can say is thank you, its helps us raise funds,” add Biswas with a laugh. Dunzo might even think of crossing international borders, in the next two years, shares Biswas. Plans for the next few quarters Currently Dunzo has half a million monthly transacting users and two million monthly transactions. By the end of next year, they expect to have 15-17 million monthly transactions on their platform. To achieve that, the platform will focus on improving their user experience. Biswas explains, “We genuinely believe that if you focus on building a better consumer experience, it leads to a better and sustainable business model. We are not in this business to gain market share but to make sure that we’re able to return our investor’s capital at some point. Every company that raises money has to give the money back and it has to be a sustainable business. So our focus will be to constantly invest on improving our consumer experience.” Currently, an average order takes 28 minutes to get delivered and within the next six months, Biswas expects to bump this number up to 25 minutes. Till today, Dunzo hasn’t spent too much on marketing the platform and it plans to keep it the same way in the foreseeable future. “For every 100 users that join Dunzo, 35-40 % of them are organic in nature. Around 35% come on board through incentivized referral channels, 15% come from BTL and 10% through digital,” explains Biswas. So no plans of using TV? His answer is a firm ‘No’. “I have this concept of ‘funny money’. When you have funny money, you should market big. However, if you are an internet business, why aren’t people talking to each other about you? They are all connected on the internet, so why do you need TV, really? TV is good for when your organic growth is slowing down and we are far away from it. It’s a trillion transactions that ‘we are chasing, and we are at 2 million currently. We have a long way to go,” he adds.

Dunzo is aiming at achieving 17 million monthly transactions by the end of next year, with minimal marketing

He has re-launched into <keyword id="2213500" type="UNKNOWN" weightage="60" keywordseo="Hyper-local">hyper-local</keyword>, an area-specific category that has spelt the death for many an Indian entrepreneur. He claims to be making profits from day one, and will stop the day he doesn’t. While people know him primarily as the co-founder of an auto-hailing business, he’s planning something else on the sidelines. 
 
Business Insider sat down with <a href="http://www.businessinsider.in/searchresult.cms?query=Jugnoo&amp;sortorder=effectivedate">Jugnoo</a> founder-CEO <a href="http://www.businessinsider.in/searchresult.cms?query=Samar+Singla&amp;sortorder=effectivedate">Samar Singla</a> to decode his business model. 
 
At a time when everybody’s abandoning ship, you’ve re-launched into hyper-local. Why? 
Everybody thinks <a href="http://www.businessinsider.in/searchresult.cms?query=hyper-local&amp;sortorder=effectivedate">hyper-local</a> is dead because a few startups failed. The reason they failed is that they were doing the business wrong. We know the right way, and we’re going ahead with it. 
 
What is the right way? 
Most startups had a utopic idea that anything and everything would come to your doorstep. The pain-point wasn’t really there. It’s there for fresh produce. The only way to get farm fresh produce is to visit the local vegetable vendor, who’ll overcharge and give you bad quality. 
 
It’s also not cheap to deliver stock. When you have somebody on your payroll making only 5-6 deliveries, you have too much of dead cost. This can be done by us as we have a lot of density. 
 
Is <keyword id="2885078" type="UNKNOWN" weightage="80" keywordseo="Jugnoo">Jugnoo</keyword> break even? 
<a href="http://www.businessinsider.in/searchresult.cms?query=Jugnoo&amp;sortorder=effectivedate">Jugnoo</a> has Autos, Dodo and Fatafat. Dodo and Fatafat are positive. That’s our condition. We won’t do it if we aren’t positive. 
 
<a href="http://www.businessinsider.in/searchresult.cms?query=Jugnoo&amp;sortorder=effectivedate">Jugnoo</a> isn’t positive because of burn by <keyword id="6354720" type="PERSON" weightage="80" keywordseo="Ola">Ola</keyword> and <keyword id="1042120" type="PERSON" weightage="60" keywordseo="Uber">Uber</keyword>. They burn so much money in taxis, it has to trickle down in some capacity to us. You have to keep autos cheaper than taxis, so we have to burn (cash) as well. You can’t avoid that. They’ll have to stop the bloodbath for us to stop. 
 
However, we’re not burning in the magnitudes of Ola and Uber, so we’re better off. 
 
Do you see the bloodbath ending anytime soon? 
The way things are going they (Ola and Uber) are not going to end this anytime soon. Cartelization has to happen. However, India won’t have one company ruling the entire market. The question is who gets a bigger share. 
 
Where do you see the majority of your revenue coming from? 
5 years down the line I think it’s going to be Fatafat. However, in the next 2 years <a href="http://www.businessinsider.in/searchresult.cms?query=Jugnoo&amp;sortorder=effectivedate">Jugnoo</a> <keyword id="32870" type="COMPANY" weightage="60" keywordseo="Auto">auto</keyword> is going to be the biggest. It’s a matter of time and scale. Fatafat scales slower, but the ticket size is bigger and the frequency quicker. Autos scale faster, but it’s a low ticket size, highly competitive business. 
 
It’s like the McDonald's Rs. 25 Burger. I lose money on every burger I sell, but the traffic I get can be monetized. 
 
Do you have a deadline for the cash burn? 
My Rs. 25 burger will not stop. The strategy is to ensure my other businesses make enough money. My business will be overall positive in 3 years even if Ola-Uber keep burning. 
 
My aim is to ensure the other two channels make enough money, and let Ola-Uber burn. I don’t care. As a company I need to make money. 
 
What’s the plan with the auto business? 
It’ll get me cheap customers and the logistics network for my other businesses. 
 
If I have 100,000 autos at my command, I’ll be able to do the cheapest delivery in the entire county. That’s the aim. 
 
Are you looking for funding? 
We are, always. However, we have a bigger runway than <a href="http://www.businessinsider.in/searchresult.cms?query=Ola&amp;sortorder=effectivedate">Ola</a>. We can live for the next 18 months, so we’re not desperate. We want to wait for the next 2 months, and raise some money on our own terms. Maybe around $30-50 million.

Jugnoo Founder-CEO Samar Singla: Will
burn cash as long as Ola and Uber don’t stop

New Delhi, Apr 27 () E-commerce firm Paytm Mall will partner around 10,000 grocery and small shops in over 100 cities over the next few weeks to increase local deliveries, the company said on Monday. The e-commerce firm claims to have over 1 lakh merchants already on board. Paytm Mall said, "It will partner with over 10,000 kirana stores, small shops, and businesses for hyperlocal deliveries. The company has been investing in scaling up its hyperlocal operations over the past few weeks and is now offering delivery of grocery essentials in more than 100 cities across the country and plans to scale it to more cities within the next few weeks." E-commerce firms have been flooded with orders during the lockdown leading to delay in deliveries of product. Most of the e-commerce firms are operating in limited cities. According to Paytm Mall, there has been a massive uptick in the sales of grocery essentials from tier-II and tier-III towns. Cities including Indore, Ahmedabad, NCR, Bengaluru, Lucknow, Pune, Chennai, Ludhiana, and Bathinda have all seen a rise in orders. "Our objective is to connect neighbourhood offline stores to interested customers far and wide through our e-commerce platform. During this time of crisis, we want to ensure that our merchant partners do not lose out on business. Our tie-ups with small businesses would ensure that service our customers faster and hyper-locally," Srinivas Mothey, senior vice-president, Paytm Mall, said. The company said leading logistics players, including GATI, Ecom Express, Delhivery, Bluedart and FedEx, are working with Paytm Mall. The company said that as more fulfilment and delivery executives of logistics partners join back to work, more orders would be eligible for same-day delivery. PRS HRS

Paytm Mall to partner 10,000 more shops for hyperlocal deliveries

<div class="image-container" style="width:620px"><div class="image"></div><a href="http://www.google.com/shopping/express/about/">Google</a></div>
Today, <keyword id="6355629" type="CITY" weightage="60" keywordseo="Google">Google</keyword> confirmed that it is going into the same-day delivery business--at least for a 6-month test in the San Francisco Bay Area.
The new service is called <keyword id="1618423" type="UNKNOWN" weightage="60" keywordseo="Google-Shopping-Express">Google Shopping Express</keyword>.
Judging by a picture that Google included on<a href="http://www.google.com/shopping/express/about/"> the page announcing the service</a> (see above), Google Shopping Express will feature well-dressed, neatly coiffed people driving around in Google delivery vans delivering stuff.
<div class="image-container float_right" style="width:380px"><div class="image"></div><a href="http://www.google.com/shopping/express/about/">Google</a></div>Google has included nine retailer logos on its Shopping Express site, including Target, Walgreens, Office Depot, and Toys R Us. These are presumably some of the retailers that those who order home delivery can buy stuff from.
Google is also recruiting "testers" to get free delivery for the entire 6-month pilot.
So if you live in the Bay area, and you want free delivery from these and other stores, go sign up. Google has also included a form asking what other stores you would like to get stuff delivered from--so it looks as though the company will be adding other retailers soon. And Google is also recruiting other retailers.
So, what gives?
Why is Google going into this business?
Well, presumably, Google is going into this business for a couple of reasons:
<ul>
<li>First, offensive. The "last mile" is expected to be the next big opportunity in eCommerce. Amazon and eBay are going into this business. Whichever company can get the largest and most efficient scale in each market will likely be able to build a big business. This company will also have direct relationships with local consumers, thus getting between the consumers and the local retailers. </li>
</ul>
<ul>
<li>Second, defensive: Amazon and eBay are going into this business. Amazon and eBay are both big Google customers (AdWords), and a business like this will allow Amazon and eBay to forge much tighter relationships with their own customers. The tighter relationships they have with their own customers--and the more direct relationships they build with local retailers--the less they'll need Google's search traffic. So Google probably wants to insert itself between Amazon and eBay and their customers. </li>
</ul>
So, in short, it's a big opportunity--and it's an opportunity that, if ceded to someone else, could eventually reduce Google's value in the local commerce supply chain.
<div class="image-container" style="width:620px"><div class="image"></div><a href="http://www.google.com/shopping/express/about/">Google</a></div>
But...
Local ecommerce delivery is yet another huge, complex business that is about as different a business from Google's core business as any business could be.
And how many huge complex businesses can one company really be in and expect to be good at?
Right now, Google is already in the following operating businesses:
<ul>
<li>Search</li>
<li>Mobile operating systems</li>
<li>Desktop operating systems</li>
<li>Office productivity apps</li>
<li>Email</li>
<li>Maps</li>
<li>Voice communication</li>
<li>Social networking</li>
<li>Groupons</li>
<li>Self-driving cars</li>
<li>Hyper-fast fiber-based Internet, phone, and TV delivery</li>
<li>Cell-phone manufacturing</li>
<li>Tablet manufacturing</li>
<li>Computerized glasses</li>
<li>Etc.</li>
</ul>
And now Google wants to go into the local delivery business?
Isn't Google in the midst of killing off products people love (Google Reader) because it wants to focus?
Yes, Google is an amazingly talented company.
Yes, Google is a company with almost unfathomable financial resources.
Yes, Google is a company with vast, diverse ambitions.
But local delivery?
Local delivery, needless to say, is a brutally competitive, capital intensive, low-margin business. And Google doesn't know the first thing about it. 
<div class="image-container float_right" style="width:380px"><div class="image"></div><a href="http://www.google.com/shopping/express/about/">Google</a></div>So, yes, there are strategic reasons why Google might want to go into this business--both offensive and defensive.
And, yes, it is theoretically possible to envision a future in which everything will be searched for and ordered on Google mobile phones and computerized glasses and delivered by self-driving Google trucks. 
But there are limits as to how much any one company can do.
And Google is already doing a heck of a lot.
Google deserves a huge amount of credit for continuing to use some of its cash mountain to experiment with new businesses. But this is yet another new business in which Google will be facing off against other vast, talented companies with massive financial resources and more relatted expertise.
So if anyone wants to explain to me how Google is going to be able to do local delivery better than everyone else while also doing all these other things better than everyone else, I'm all ears. But in the meantime, I'll be scratching my head...

Google's Decision To Go Into The Local Delivery Business Is Just Bizarre

<keyword id="2885078" type="UNKNOWN" weightage="20" keywordseo="Jugnoo">Jugnoo</keyword> is India’s most popular <keyword id="32870" type="COMPANY" weightage="20" keywordseo="Auto">auto</keyword> rickshaw aggregator <a href="http://www.businessinsider.in/Ed-tech-startup-focuses-on-reaching-you-on-mobile-desktop-and-television/articleshow/54324859.cms">startup</a> covering 40 cities and around 40,000 rides a day, according to the company. 
 Business Insider caught up with Isha Singla, Co-founder, Jugnoo to understand the company’s vision on utilizing their auto rickshaw drivers for <keyword id="6355447" type="UNKNOWN" weightage="20" keywordseo="delivery">delivery</keyword> of fruits and vegetables, fresh meals and even products! 
 
Isha had this to say-‘Jugnoo wants to be a hyper-local business. Whether it is delivery of people, products, food or groceries, we wish to utilize our platform to the maximum.’ And it would seem so. With the company launching two delivery services namely ‘<keyword id="218256" type="PERSON" weightage="20" keywordseo="Dodo">Dodo</keyword>’ and ‘<keyword id="3365623" type="UNKNOWN" weightage="20" keywordseo="Fatafat">Fatafat</keyword>’ in Chandigarh, the company is rapidly using its vast auto rickshaw network to the fullest. 
 
So what is ‘Dodo’? Dodo is not the extinct bird here, but the B2B delivery service, which lets local vendors use Jugnoo for delivery for a nominal per-delivery cost. This kind of service helps Mom &amp; pop shops and small vendors who cannot afford to keep a separate delivery vertical. 
 
<a href="http://www.businessinsider.in/Delivery-technology-from-drones-to-bots-what-will-deliver-your-e-commerce-packages-in-the-future/articleshow/54044952.cms">ALSO READ: From drones to bots- What will deliver your future?</a> 
 
Known brands like Ferns &amp; petals are also using this service to deliver fresh flowers in select cities. 
 
‘Fatafat is the fruits &amp; vegetables vertical where the company directly sources from the farmer or the wholesale market to keep costs minimal and quality checked’ explains Isha. ‘We have divided this vertical into two categories –Organic &amp; Normal to suit the needs of the metropolitan consumer.’ 
 
In Fatafat, they have also included meal deliveries from small businesses. Isha said that the company wants to focus on the average Indians- ‘An average Indian takes an auto every day instead of a cab. He would want to get an affordable service for food delivery where a ‘thali’ costs him Rs. 50 while giving him different options.’ The ‘ready to eat’ daily-changing menu includes premium sandwiches, meal combos, and exclusive desserts, 
among others without any minimum order price which is great for the working bachelors. 
 
In the future, Isha wants <a href="http://www.businessinsider.in/Jugnoo-Founder-CEO-Samar-Singla-Willburn-cash-as-long-as-Ola-and-Uber-dont-stop/articleshow/52499393.cms">Jugnoo</a> to deliver anything and everything for you. If you’ve forgotten something important someplace, you can ask Jugnoo to pick it up for you, in the future. 
 
Thriving on its well-established network of auto-rickshaws and engaging the workforce in the logistics of the new business, the orders will be delivered by Jugnoo drivers, during their free time. 
 
So what incentive does the auto-driver get? Isha explains, ‘They earn extra income due to more rides/ access to demand. The company takes 10% commission from them for each ride.’ 
So now don’t be surprised to find your auto-driver coming over to deliver you your next order!

Is your next delivery boy also an autowallah? It's because of Jugnoo.

<keyword id="6354743" type="COMPANY" weightage="20" keywordseo="Amazon-India">Amazon India</keyword> is planning to invest in online food delivery startup <keyword id="6358977" type="UNKNOWN" weightage="20" keywordseo="Swiggy">Swiggy</keyword>, which also got attention from Chinese players like Ele.me that is backed by Alibaba. 
 
However, Amazon India and Swiggy are in initial discussions only and talks may fall apart too. 
 Bengaluru-based Swiggy, which competes with <keyword id="830092" type="COMPANY" weightage="20" keywordseo="Zomato">Zomato</keyword> and <keyword id="1666592" type="UNKNOWN" weightage="20" keywordseo="Foodpanda">Foodpanda</keyword>, is getting lot of attention from strategic investors as it is fulfilling close to 40,000 orders per day. 
 
As per Morgan Stanley, online penetration in food delivery services was only 2 per cent in India while it was 20-30 per cent in China, the UK and Canada. 
 
"Everyone is talking since they are doing really well but it is not certain that a deal will be closed," sources told ET. 
 
Swiggy was founded by BITS-Pilani alumnus Sriharsha Majety, the CEO, and Rahul Jaimini and Nandan Reddy. 
 
ET reported Swiggy's executives have held three meetings with Amazon's India head Amit Agarwal. 
 
Swiggy has raised about $72 million so far and has investors including, Accel Partners, Norwest Venture Partners and Bessemer Venture Partners. 
 
"There are synergies in hyperlocal cross-utilisation. Amazon will get a big food business and a hyper-local fleet on whose backbone they can grow aggressively in grocery as well," an investor in the hyper-local market told ET. 
 
"For Swiggy, getting a high order density will lead to better utilisation of the hyper-local fleet leading to a sustainable business. After food, the next logical expansion would be grocery and Amazon Now does grocery, so maybe that's the synergy."

After Chinese investors, online food delivery startup Swiggy gets attention from Amazon India

The struggle to exploit possibilities in the eCommerce market is getting trickier for leading eCommerce firms. After <keyword id="18635" type="CITY" weightage="20" keywordseo="Amazon">Amazon</keyword>, now <keyword id="6354742" type="COMPANY" weightage="20" keywordseo="Flipkart">Flipkart</keyword> too is gearing up to get into hyperlocal/express local delivery system. 
 
The battle to reach out to the consumers faster is the focal drive for the hyper local delivery system. A report published in Economic Times said, Flipkart is firming up plans for its logistics unit, eKart, to take on competition from on-demand startups that promise to deliver products within an hour, typically by tying up with local stores. 
 The express local delivery system has recently been espoused by <keyword id="6354743" type="COMPANY" weightage="20" keywordseo="Amazon-India">Amazon India</keyword> and BigBasket. 
 Flipkart Co-founder and chief operating officer <keyword id="6364080" type="PERSON" weightage="20" keywordseo="Binny-Bansal">Binny Bansal</keyword> in an interview with ET has said, “We are doing a ton of stuff (with hyperlocal).” Denying making any comments on company’s further plans he said, “We are serious about it. Hyperlocal needs to be done in the right way." 
 With on-demand startups such as Grofers and <keyword id="2809732" type="UNKNOWN" weightage="20" keywordseo="PepperTap">PepperTap</keyword> raising huge sums from investors, hyperlocal delivery has emerged as an operational category this year. These firms typically source and deliver products from partner stores closest to a buyer, posing a significant challenge to large online retailers like Amazon and Flipkart that aren't as agile. 
 
Flipkart, while it builds its supply chain capabilities, is also working with on-demand logistics startups Delhivery and Roadrunnr for hyperlocal deliveries, officials directly aware of the matter said, requesting anonymity. 
 
It seems like the officials have planned to stay mum as Flipkart, Delhivery and Roadrunner did now responded to the queries and denied to make any comments in the matter. 
 
Bansal said Flipkart will invest $80-100 million (Rs 510-640 crore) this year to strengthen its supply chain capabilities. "Supply chain is completely broken in ecommerce. The growth in the market is so much that we cannot absorb all the growth in eKart," he informed. 
 
The COO also said that eKart aims to hire at least 350 experts in product and technology to take its total strength in these areas to 500, without giving a specific timeframe. "We are building a solid team of experts - technology, supply chain design experts, and product experts in a huge way," he said.

Express Delivery is going to be Flipkart’s next big move

Attend any business seminar with a specific focus on retail <keyword id="35621" type="UNKNOWN" weightage="100" keywordseo="e-commerce">e-commerce</keyword> and you can listen to hour-long discussions on strategies to improve <keyword id="1766716" type="UNKNOWN" weightage="100" keywordseo="customer-engagement">customer engagement</keyword>. Meet an online buyer offline and she will tell you in less than five minutes what went wrong with the last shopping. In a digital age ruled by hyper consumers who are looking for best pricing and doing pre-purchase due diligence on the Internet, disgruntled buyers will impact any e-commerce brand – big or small. So let’s go through some real-life case studies to understand what your buyers want. 
 
Do you follow up reminder e-mail? 
Routine announcements of product arrivals and discounts won’t get those shoppers back who have been away for some time. So a Delhi-based flash sales site decided to call former buyers who were no longer shopping there. It takes some guts to ask your customers why they have left you, but mature businesses often take negative feedback as the positive measure to deliver better. 
 
Bottom line: Pay attention if repeat customers suddenly stop returning. You might be getting thousands of likes on Facebook and phenomenal hits. But retaining old customers is as crucial as acquiring new ones, in the face of high customer acquisition cost. Also, how many e-com firms use key metrics like CLV to calculate customer worth? High churn and low loyalty are market realities, but a meaningful connection with your customers may save the day. 
 
Orders messed up? 
One fashionista turned livid when a pair of plus-size trousers she had ordered turned out to be the exact fit for a size zero. But the Delhi-based e-tailer insisted it was the right product as it arrived with the XL tag. Sites often fail to deliver what they display. Worse still, they fail to clarify things. We have come across measurement charts that specify the UK and the US sizes but none regarding the Indian size. It took us some extensive Googling to find out that the standard shoe sizes in India are equal to the UK measurements. 
 
Bottom line: Make it meaningful for buyers. Most e-shoppers look for ‘actual size and colour,’ and require some handholding. A virtual trial room, focus on Indian measurements and video demo of products are bound to help. Also, give them tools like calculators and currency converters to help them out. 
 
Too much of positive feedback? 
Shopping for a toaster is no big deal and a buyer was delighted to find a near-perfect one. Best of all, most user reviews seemed to be gushing about the product. She bought it promptly but disasters started taking place as soon as it was turned on. Getting a replacement took so much time that the shopper finally got one from the local store and vowed never to buy that brand. 
 
Bottom Line: Credibility matters. We found out that the particular brand was giving trouble for some time. Yet, most positive reviews were quite recent and one couldn’t help doubting their authenticity. Stop pushing brands at any cost and be loyal to your customers. That’s how you build a loyal customer base that makes up more than 50% of the sales. 
 
Damned if they pay, damned if they don’t – is that your strategy? Be it <keyword id="333876" type="ORGANIZATION" weightage="80" keywordseo="COD">COD</keyword> (<keyword id="611547" type="UNKNOWN" weightage="80" keywordseo="Cash-on-Delivery">cash on delivery</keyword>) or e-payment, your customers could be doomed. Loads of sites don’t dispatch the goods even after confirming COD orders. E-payment can be worse at times as the money goes out immediately, but the delivery gets stretched. Also, those who have paid online are often asked to show government IDs for authentication, failing which they lose their purchase. 
 
Bottom line: First-time buyers often purchase some trivial items to check out product quality and customer engagement. So make sure of a ‘positive’ first impression. Also, the person in charge of the last-mile delivery is the first face-to-face contact with your customer and should know how to tackle tricky situations tactfully. Train your logistics guys in soft skills, if necessary, and focus on zero-complaint, timely delivery for best results.

Four Quick-fix Solutions To Get Your Lost Online Customers Back

<div class="KonaFilter image-container display-table float_right click-to-enlarge"><div><div class="image"><a title_source="Reuters/Gus Ruelas / Amazon" title_caption="" class="zoomin" href="https://static-ssl.businessinsider.com/image/53d93db86da81184650cebda-960/amazon-drone-smaller.jpg"></a>Reuters/Gus Ruelas / Amazon</div></div></div>Amazon CEO Jeff Bezos is known for his laser-sharp focus on a few things: Speedy delivery, the lowest prices, and a <a href="http://www.businessinsider.com/why-amazon-will-lose-so-much-money-in-q3-2014-7" target="_blank">willingness to forgo profits</a> in the short-term to ensure them both.
This combo has proved brutal for competitors. 
"We won't invest in a company unless they can tell us why they won't get steamrolled by Amazon," Andreessen Horowitz investor Jeff Jordan <a href="http://www.fastcompany.com/3014817/amazon-jeff-bezos" target="_blank">told Fast Company</a>. 
Look at what just happened this week. Flipkart, an e-commerce site based out of India <a href="http://www.businessinsider.com/former-amazon-executives-flipkart-2014-7">announced that it raised $1 billion in funding</a>. The next day Jeff Bezos announced plans to invest $2 billion to expand Amazon in India.
So, when Bezos announced plans to invest in drones that could plop packages on customer doorsteps in 30 minutes or less late last year, it seemed like he was once again trying to intimidate the competition.
However, there's more to Amazon's drone plans than just intimidation. 
What many people missed last year has become increasingly obvious this year. Amazon needs drones because same-day delivery is quickly becoming a competitive advantage for Amazon's rivals. If Amazon really plans to achieve the Holy Grail of same-day delivery, it might have no choice but to try something crazy-innovative like drones. 
We decided to ask around about drones to see why they might actually be one of the best ways for Amazon to truly tackle the last-mile problem to the degree that it wants to.
The hyper-fast delivery space is already crowded. Google recently <a href="http://www.businessinsider.com/google-same-day-delivery-in-new-york-and-los-angeles-2014-5" target="_blank">launched Shopping Express</a> for same-day deliveries in New York and Los Angeles. eBay Now started making local deliveries nearly two years ago. Walmart To Go <a href="http://delivery.walmart.com/usd-estore/help/helppageslinkscontainer.jsp?divid=aboutWalmart&amp;prepage=/usd-estore/delivery/deliveryslotgridframe.jsp%3Faccessible%3Dtrue%26previousPath%3Dhttp%253A%252F%252Fwrsvdin04b023%253A8081%252Fusd-estore%252Fhome%252Fhomecontainer.jsp%253F_DARGS%253D%252Fusd-estore%252Fhome%252Fredirectsignpage.jsp.otherwiseredirectfrm%26optionalid%3D#aboutWalmart" target="_blank">will deliver your groceries</a> right to your door. Smaller startups - like Instacart, Postmates and WunWun - give customers the option of getting anything, instantly.
Amazon currently offers more than 500,000 different items for same-day delivery <a href="http://www.amazon.com/gp/help/customer/display.html?nodeId=201117750" target="_blank">in 12 metropolitan areas</a>. <a href="https://fresh.amazon.com/welcome;jsessionid=98B644D1ACE19FF3B2D0645C5906F420" target="_blank">Amazon Fresh</a>, its grocery delivery program, only serves California and Seattle. Ideally, it would be able to offer rush delivery for almost everything, to almost anywhere.
The logistics required to make a same-day delivery model sustainable are complicated (just ask <a href="http://www.sfgate.com/news/article/Webvan-Kozmo-RIP-Money-Lessons-We-ve-Learned-2901391.php" target="_blank">Kozmo or Webvan</a>, two flame-outs from the dot-com boom). Bezos tested Amazon Fresh in Seattle <a href="http://www.cbsnews.com/news/amazons-jeff-bezos-looks-to-the-future/" target="_blank">for five years </a>before daring to expand the program to L.A. 
Amazon has already been taking the delivery process more into its own hands by <a href="http://online.wsj.com/news/articles/SB10001424052702304788404579521522792859890" target="_blank">investing in its own delivery fleet</a>, <a href="http://www.businessinsider.com/why-amazon-will-lose-so-much-money-in-q3-2014-7" target="_blank">more spread out fulfillment warehouses</a>, <a href="http://www.businessinsider.com/why-amazon-will-lose-so-much-money-in-q3-2014-7" target="_blank">and 16 new "sortation centers"</a> to make shipping more efficient. But while Fed-Ex or UPS may be too slow for Amazon's tastes, deploying its own big trucks to every specific address for every customer order on almost no notice would be unfathomably expensive. That's why Amazon needs its drones.
<div class="KonaFilter image-container display-table"><div><div class="image">Amazon</div></div></div> 
"They are leveraging logistics," Adrian Gonzalez, president of supply chain and logistics company, <a href="http://adelantescm.com/" target="_blank">Adelante</a>, told Business Insider. "Drones are another piece of the puzzle. It's not going to be the right solution for every scenario, but for certain scenarios. The whole idea here really is the ability not to lose a sale because you can't get something to the customer when they want it."
Right now, Amazon <a href="http://www.amazon.com/gp/help/customer/display.html/ref=hp_left_v4_sib?ie=UTF8&amp;nodeId=200105970" target="_blank">charges $8.99 per delivery, plus $0.99 for each item shipped</a> (or $3.99 with a gift card) for its same-day delivery service. But even with this premium, it's still expensive. 
When Bezos first introduced the drone delivery concept, the subtext was that it would only make sense if it could save the company money. In 2013, <a href="http://phx.corporate-ir.net/phoenix.zhtml?c=97664&amp;p=irol-reportsannual" target="_blank">shipping cost Amazon $6.63</a> billion. Over the last three years combined, the net cost of shipping has been about $8.8 billion. That's a lot of money. 
Would drones give Amazon a cheaper delivery alternative? It's difficult to say right now because drone technology is still new and there is no precedent for a retail company with deep pockets like Amazon investing in drones for delivery. 
However, RobotEconomic's Colin Lewis <a href="http://robotenomics.com/2014/06/17/the-economics-of-amazons-delivery-drones/">did some back-of-the-napkin math</a> to figure out whether drones could save Amazon some cash. His conclusion: Yes. He believes that Amazon's average shipping cost is $2-$8. With drones, if Amazon prices it right, the cost could be as low as $2 per shipment. 
(Not to mention the reduced carbon emissions from delivering via drone instead of truck. "It's very green," Bezos said during the announcement. "It's better than driving trucks around.")
To make the complicated, costly logistics of same-day delivery worth it, Amazon needs to know that its huge investment will actually lead to increased sales. 
Drones definitely play a role here. Right off the bat, the novel nature of getting a package delivered in 30 minutes or less by a futuristic-looking drone would likely reel in some curious consumers. They might buy a product offered by Prime Air just for the experience.
"This is another arrow in Amazon's bow to set themselves apart from the rest of the retail industry," Gonzalez says. 
But it goes deeper than thrill-seeking. In a 2013 study, Amazon proved that speedier shipping leads to more purchases. <a href="http://www.fierceretail.com/retailit/story/the-amazon-same-day-delivery-mystery-great-conversions-few-actual-users" target="_blank">In a test with Prime customers</a>, the company found that even just displaying an icon promising same-day availability increased the likelihood of purchase by between 20 and 25%. (Interestingly, though, most ended up actually choosing next-day delivery instead of same-day.)
If that trend carries, Amazon could see an even greater increase in purchases if it can an offer Prime Air shipping on a bunch of products.
Of course, there are a bunch of ways that Amazon could deploy its drones. In Bezos' original demo video, he showed one zooming off from an Amazon warehouse. Gonzalez theorizes, however, that Amazon could also reach more diverse areas farther away from its fulfillment centers by packing 30 to 50 loaded drones on a truck, driving them to a central location, and then deploying from there. 
Right now, Amazon is testing the 8th and 9th generation versions of its drones in its research and development lab in Seattle. Unfortunately for the company, commercial drone use is currently illegal. Federal Aviation Administration rules dictate that only hobbyists can fly small unmanned aircraft systems (sUAS) outdoors, while all commercial experimentation needs to take place inside. <a href="http://www.regulations.gov/#!documentDetail;D=FAA-2014-0474-0001" target="_blank">On July 9, Amazon filed an exemption request</a> with the FAA asking for permission to test its drones outside.
The administration has to come up with a plan for "safe integration" of commercial drones by September 30, 2015, though it plans to release proposed rules for small drones under 55 pounds later this year. Once it comes up with that set of rules, they'll be submitted for public comment, and then reviewed again before they're finally enacted. Even then, Amazon and others might have to keep waiting. "Safe integration will be incremental," <a href="http://www.faa.gov/news/updates/?newsId=76240" target="_blank">the FAA writes</a>. 
To its credit, the FAA isn't trying to be the bad guy.
"You have to appreciate the magnitude of what it is we are trying to do," FAA media spokesperson Les Dorr, told Business Insider. "We're writing rules that will apply to the most complex, busy airspace in the world. We're trying to meet our overriding goal of avoiding safety hazards but at the same time we don't want to put an undue regulatory burden on an emerging industry."
For its part, Amazon argues that it should be allowed to start testing outside so that it can be completely ready to implement its drones once the FAA makes commercial flight legal. 
"Amazon always try to be one step ahead of the competition with everything they do," Gonzalez says. "This is them pushing the envelope, for providing another way to deliver packages in a very short time period."Disclosure: Jeff Bezos is an investor in Business Insider through his
personal investment company Bezos Expeditions.

Why Amazon Needs Drones To Make Same-Day Delivery A Reality 

<ul class="summary-list"><li>Domino's is using Google Maps tech to launch Pinpoint Delivery.</li><li>Consumers can get pizzas delivered by dropping a pin of their location. No address is necessary.</li></ul>Domino's is turning to Google to revive its delivery business.The pizza chain, which bills itself as a tech chain that happens to sell pizza, is leveraging Google Maps technology to deliver pizzas to locations without addresses, such as parks, beaches, and baseball fields. The chain is calling the new ordering option "Pinpoint Delivery." Customers identify their location by dropping a pin in the Domino's app."No address? No problem," Christopher Thomas-Moore, Domino's senior vice president and chief digital officer, said in a statement. So, yes, you can get a pizza delivered while strolling through Central Park or sunbathing on the beach. But the delivery drop-off spot must be within a store's delivery zone, the company said.The Domino's app takes the latitude and longitude coordinates of the customer's location and finds the best pickup spot for delivery based on where a driver can pull over their vehicle, the company said. Customers have four minutes to meet their driver and retrieve their order.<a href="https://www.businessinsider.com/meet-33-tech-power-players-changing-how-restaurants-operate-2021-11#carl-orsbourn-and-meredith-sandland-authors-of-delivering-the-digital-restaurant-8">Restaurant tech expert Carl Orsbourn</a> said this kind of hyper-local delivery "makes a lot sense" for chains looking to offer consumers seamless digital ordering experiences. "A digital restaurant is about being where your customers are and that often means not in your restaurant. And sometimes it means not in your home," said Orsbourn, co-author of the book "Delivering the Digital Restaurant." <div type="image" title="Domino's Pinpoint Delivery app" height="843" width="1125" msid="101109178" hostid="261" sizebytes="39570"></div><h2>Domino's innovates on delivery amid slowdown </h2>Pinpoint is not to be confused with <a href="https://www.dominos.com/en/about-pizza/delivery-hotspots/" target="_blank" rel="noopener">Domino's Hotspots</a>, introduced in April 2018.That tech delivers pizzas to outdoor spots like a stadium but it still requires an address. There's no extra cost for Pinpoint Delivery, which comes as<a href="https://www.nrn.com/news/domino-s-leans-carryout-more-and-more-delivery-struggles-continue" target="_blank" rel="noopener"> inflationary pressure</a>s have hurt Domino's delivery business.Sandeep Reddy, the chain's chief financial officer, said at the Oppenheimer Consumer Growth &amp; E-Commerce Conference last week that 2022 "was very challenging" for consumers. As a result, the chain's delivery business slid 2.1% in its latest quarter. "Where we've actually lost a lot of traction on the delivery business is the frequency of transactions," Reddy said, according to a transcript by AlphaSense/Sentieo. "The delivery customer tends to be very interested in convenience, not as much value-oriented."Domino's, which doesn't use third-party aggregators like DoorDash, isn't alone when it comes to its delivery woes. Restaurant delivery orders, overall, have slowed down after surging during the pandemic. In May, delivery orders fell 8% compared to a year ago, according to market research firm <a href="https://www.circana.com/?gclid=Cj0KCQjw7aqkBhDPARIsAKGa0oJZF30hGy1ST05-0sf4xB3xhkfAtNCFxOpARoLrBojRv2IKD9Q3LlgaAtdiEALw_wcB" target="_blank" rel="noopener">Circana</a>, formerly The NPD Group. Another chain innovating on delivery is Wendy's. Last month<a href="https://www.businessinsider.com/wendys-plans-use-robots-in-underground-tunnels-pick-up-orders-2023-5" target="_blank" rel="noopener"> the burger chain announced plans to introduce a hybrid delivery/pickup system by using underground tunnels</a>. The fast-food chain is partnering with the startup Pipedream, which uses robot-powered underground tunnels to deliver food to customers' cars.Are you a fast food insider with insight to share? Got a tip? Contact this reporter via email at <a href="mailto:nluna@insider.com" target="_blank" rel="noopener">nluna@insider.com</a>.

Domino's can find you wherever you are with new Google pin drop tech

<ul><li>Pharmacy retail chain <keyword id="590699" type="General" weightage="20" keywordseo="medplus-health-services" source="Orion">MedPlus Health Services</keyword> is looking to raise ₹1,639 crore through IPO.</li><li>The company offers both offline and online sales of pharmaceutical products through website and mobile application.</li><li>Azim Premji’s PI Opportunities Fund is among the promoters of the company selling its shares through the IPO.</li></ul>Another IPO that is open for subscription this week is Hyderabad-based pharmacy retail chain MedPlus Health Services. The ₹1,398 crore initial public offering (IPO) will close on December 15. The IPO consists of a fresh issue of ₹600 crore worth of shares and an offer for sale of shares worth ₹798.29 crore by selling shareholders. 18 shareholders will be selling shares in the IPO including PI Opportunities fund, which is an affiliate of PremjiInvest. PremjiInvest is the family office of billionaire Azim Premji, founder chairman of Wipro. The company is India's second-largest pharmacy retailer in terms of the number of stores and revenue. It sells a wide range of pharmaceutical products and fast-moving consumer goods (FMGC), such as medicines, vitamins, medical devices, home, and personal care products, etc The grey market premium of the company’s shares were demanding a premium of ₹300 per share. Moreover, analysts are also bullish on the company as it sees several growth opportunities in the pharmacy retailing space. <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#bdd6ee;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Brokerage firms </td><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#bdd6ee;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Recommendation </td></tr><tr><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#ffffff;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">ICICIdirect </td><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#ffffff;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Subscribe </td></tr><tr><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#ffffff;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Angel One </td><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#ffffff;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Subscribe </td></tr><tr><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#ffffff;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">KRChoksey </td><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#ffffff;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Subscribe </td></tr><tr><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#ffffff;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Swastika </td><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#ffffff;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Subscribe </td></tr><tr><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#ffffff;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Religare </td><td style="border-left:solid #000000 0.98958pt;border-right:solid #000000 0.98958pt;border-bottom:solid #000000 0.98958pt;border-top:solid #000000 0.98958pt;vertical-align:bottom;background-color:#ffffff;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Positive </td></tr></tbody></table> Analysts at ICICIdirect say that MedPlus with its clustered store presence is well suited to leverage on an omni-channel platform (online and offline) with a hyper local delivery model. “We assign SUBSCRIBE rating given its unique model and decent valuation,” said the brokerage firm. <div type="image" title="medplus rev" height="900" width="1200" msid="88265088" hostid="261"></div> A report by Religare Broking said that MedPlus is well-positioned to benefit from a fast-growing Indian e-commerce pharmacy retail market. “Going forward, the company intends to grow its Omni-channel platform with a hyper-local delivery model. Also, they plan to strengthen the market reach by entering new geographies. On the financial front, the company’s performance seems decent. From a long term growth perspective, we have a positive view on MedPlus,” said analysts at the broking firm. MedPlus is among the top two players in terms of physical store addition and average revenue per store. <table style="border-width: initial; border-style: none; table-layout: fixed; width: 468pt;"></colgroup><tbody><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Players </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Net store additions in FY21 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Average revenue per store in FY21 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Apollo Pharmacy </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">4,118 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹1.42 crore </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">MedPlus </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">2,081 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹1.59 crore </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Wellness Forever </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">223 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹4.68 crore </td></tr></tbody></table> SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/metro-brands-ipo-gmp-and-why-analysts-say-subscribe-for-long-term/articleshow/88252982.cms">The grey market is losing interest in Metro Brands’ IPO, but the analysts are still gung ho ⁠— here’s what the data have to say</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/checkout-important-details-and-dates-related-to-supriya-lifescience-ipo/articleshow/88257604.cms">Supriya Lifescience IPO to open on December 16: Check out important details related to the IPO</a>

MedPlus Health Services is a good play on growing e-commerce pharmacy space, say analysts; GMP at ₹300

<ul><li>Pharmacy retail chain <keyword id="590699" type="General" weightage="20" keywordseo="medplus-health-services" source="Orion">MedPlus Health Services</keyword> has been subscribed 1.46 times on the first day of the IPO bidding process.</li><li>The company is looking to raise ₹1,639 crore through the IPO with a price band of ₹780 to ₹796 per share.</li><li>Shares of the company are demanding a premium of ₹250 in the grey market, which has come down from ₹300 earlier.</li></ul>Today, December 15, is the second day to subscribe to Hyderabad-based pharmacy retail chain MedPlus Health Services’ initial public offering (IPO), which has already been fully subscribed on the first day itself. The IPO of the pharmacy retail firm has been subscribed 146% so far. The company is looking to raise ₹1,398 crore through the IPO out of which a fresh issue of ₹600 crore worth of shares and an offer for sale of shares worth ₹798.29 crore by selling shareholders. <table style="border-width: initial; border-style: none; table-layout: fixed; width: 468pt;" class="redcator-table-advance"></colgroup><tbody><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Investor category </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Subscription </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Qualified institutional buyers </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">0.09 times </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Non-institutional investors </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">0.50 times </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Retail </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">2.64 times </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Overall </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">1.46 times </td></tr></tbody><tbody></tbody></table> Shares of the company are demanding a premium of ₹250 in the grey market, which has come down from ₹300 earlier. If you’re looking to invest in the IPO, read what <a href="https://www.businessinsider.in/stock-market/news/medplus-health-services-is-a-good-play-on-growing-e-commerce-pharmacy-space-say-analysts/articleshow/88265079.cms">analysts </a>are talking about the company. Analysts are bullish on the company as it sees several growth opportunities in the pharmacy retailing space. Analysts at ICICIdirect say that MedPlus with its clustered store presence is well suited to leverage on an omni-channel platform (online and offline) with a hyper local delivery model. “We assign SUBSCRIBE rating given its unique model and decent valuation,” said the brokerage firm. The company is India's second-largest pharmacy retailer in terms of the number of stores and revenue. It sells a wide range of products, including pharmaceutical and wellness products -- medicines, vitamins, medical devices and test kits, and fast-moving consumer goods -- home and personal care products, toiletries, baby care products, soaps and detergents, and sanitisers. <div type="image" title="medplus rev" height="900" width="1200" msid="88284530" hostid="261"></div> SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/checkout-important-details-and-dates-related-to-supriya-lifescience-ipo/articleshow/88257604.cms">Supriya Lifescience IPO to open on December 16: Check out important details related to the IPO</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/shares-of-anand-rathi-wealth-list-at-602-while-the-shares-were-allotted-at-550-per-share/articleshow/88269416.cms">Anand Rathi Wealth makes a modest listing at 9% premium on exchanges</a>

Second day to subscribe to Medplus Health Services’ IPO; GMP at ₹250 per share

New Delhi, Jul 6 () Kirana stores are emerging as the hub that helps maintain regular supply of essentials as cities struggle to get back to their normal rhythm and many such neighbourhood stores are considering greater technology adoption, according to a report. The report is based on a survey by consultancy firm EY that gathered insights through 27 qualitative interviews across 12 cities in India, 5 metros and 7 non-metros with participants who represent small and big kirana across a diverse socio-economic background. Stating that there is a renewed trust in hyper-local communities, EY's latest report 'Sentiments of India – Pulse of the country, Kiranas' said 40 per cent of respondents (kirana store owners) want to partner with online delivery and supply platforms as they feel it can help them grow and tide over in these testing times. Commenting on the findings, EY India Partner - Customer Experience and Design Thinking, Shashank Shwet said, "amidst the COVID-19 pandemic, the kirana stores have emerged as local unsung heroes servicing the community at large. The kirana store owners have taken a lot of effort to keep up with the changing demands of the crisis and managing their day-to-day supplies." Moreover, he said, "the way that these kirana store owners have adopted to innovation and digital technologies, such as digital payments, changing operating models and reduced friction towards technology, to cope up with the pandemic is highly commendable." According to the survey, 20 per cent of the kirana store owners across metros and non-metros have started leveraging online platforms to get a steady supply of goods and assistance in deliveries. "Kiranas have proven themselves to be both agile and resilient, being able to bear the brunt of an unforgiving pandemic. Lacking other means, they have created a simplified online journey using chat apps as a medium of taking orders, providing contactless delivery and then receiving payments through digital platforms," the EY survey said. The pandemic has also led to a renewed trust in the local kirana store with a surge in new consumers visiting the local stores both in metros and non-metros with 79 per cent of respondents in non-metros and 50 per cent in metros state that there are new consumers coming to their store post the lockdown period, according the the survey. "These are consumers who would earlier shop online or from supermarkets, are now preferring to buy from local kirana stores to avoid long queues and there is a semblance of trust and traceability," EY said. RKL DRR DRR

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