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<ul><li>The demerger of <keyword id="15323576" type="General" weightage="20" keywordseo="jio-financial-services" source="Orion">Jio Financial Services</keyword> (JFS) in the coming months and listing on the stock exchanges is a ‘key moment’ for the Reliance Industries’ stock. </li><li>The JFS demerger is expected to act as a catalyst that the parent Reliance Industries was missing, which is evident from the sagging stock price. </li><li>JFS’ entry could also prove to be a challenge to existing players in the space like Bajaj Finance, Paytm and PhonePe, and a successful take off could also result in attrition at banks and non-banking financial companies (NBFC).</li></ul>The <keyword id="17044379" type="General" weightage="20" keywordseo="demerger-of-jio" source="Orion">demerger of Jio</keyword> Financial Services (JFS) in the coming months and listing on the stock exchanges is a ‘key moment’ for the Reliance Industries’ stock, according to analysts at Nomura. Strong fundamentals and business outlook aside, shares of Reliance Industries (RIL) have gone nowhere since March last year. After hitting a fresh 52-week low in March this year, RIL shares are still down over 10% in 2023. The JFS demerger could be just what the parent’s shares need – value unlocking. The JFS demerger is expected to act as a catalyst that the parent Reliance Industries has been missing. “The listing and value unlocking from RIL’s financial services business in the coming months will be a key event for the stock,” said Nomura in its latest note, adding that the decline in Reliance’s shares is due to “index-related sell-off”. According to the terms of the demerger announced in October last year, all existing shareholders of Reliance Industries will get one share in JFS for each share held in the parent company. The company has now <a href="https://www.businessinsider.in/business/corporates/news/ril-calls-for-shareholder-creditor-meeting-to-approve-demerger-of-financial-services-arm/articleshow/99116790.cms">called</a> for a meeting of creditors and shareholders on May 2 for the requisite approvals. JFS is expected to list in September this year. “As JFS scales up, it can drive value unlocking given higher multiples for peers in these industries,” Nomura said. Jefferies has pegged the valuation of JFS in the range of ₹90,000 crore to ₹1.5 lakh crore, with each share of JFS valued at ₹179 in the brokerage’s base case scenario. Demerger to help JFS ‘dominate’ the industry Looking beyond the benefits for RIL’s shares, the JFS demerger will also help the financial services business attract investors and challenge existing players in the sector like Bajaj Finance and Paytm. “The demerger would help the financial services business to attract different sets of investors, strategic partners and lenders having specific interests in the financial services business,” Nomura added. Analysts at Jefferies underlined that JFS would be able to leverage the large distribution network, customer base and deep pockets of Reliance to take on existing players like Bajaj Finance, Paytm and PhonePe, among others. It will also allow JFS to emerge as the fifth largest financial services company in terms of net worth. Reliance has already made several moves to give JFS the best possible start – this includes bringing in KV Kamath, the former non-executive chairman of ICICI Bank, as its chairman. Subsequently, Kamath hired a former ICICI Bank talent, Manish Singh, to help him build a team as JFS draws closer to launch. Analysts are already watching for attrition at banks and non-banking financial companies or NBFCs. JFS to focus on consumers and merchants Leveraging Reliance’s wide reach in consumer and retail segments thanks to Reliance Jio and Reliance Retail, JFS is expected to focus on consumers and merchants as it kicks off its innings post the demerger. “JFS' key advantage will be low funding cost/ better access on the back of the group's high credit rating and ownership of 6.1% stake in RIL,” said Jefferies. Reliance’s retail arm reported<a href="https://www.businessinsider.in/business/corporates/news/reliance-retails-q3-net-profit-up-6-2-at-2400-crore-finance-costs-depreciation-weigh/articleshow/97179758.cms"> 201 million footfalls</a> across its network of 17,225 stores in Q3, which is an increase of nearly 26% year-on-year. Its telecom arm, Reliance Jio, has been the market leader for several months now, with a total subscriber base of 426 million as of January 2023. This gives JFS a strong pool of consumers to dip into. The recent acquisition of<a href="https://www.businessinsider.in/business/corporates/news/reliance-retail-to-acquire-wholesaler-metro-cash-carry-for-2850-crore/articleshow/96415905.cms"> Metro Cash &amp; Carry</a> will also give the company access to 3 million merchants, of which 1 million are frequent buyers. Upcoming Reliance AGM could lay down the blueprint of JFS strategy Reliance is expected to lay down the blueprint of its JFS strategy in detail at its upcoming annual general meeting (AGM), likely in August. This is ahead of the expected listing of JFS in September this year. “While significant efforts are needed to scale the financials business, given RIL’s robust execution, capacity to invest, industry-leading retail infrastructure and leading market share across the retail and telecom industry, it appears likely that RIL will dominate the industry,” said the analysts at Nomura, expressing their optimistic outlook. On the whole, analysts are bullish overall on RIL’s prospects and the JFS demerger, which has earned the company a stock price upgrade from analysts at Jefferies – to ₹3,100 from ₹3,060 earlier. Analysts at Nomura have given a target price of ₹2,850. The recent price correction has also prompted the analysts at JP Morgan to say that this is an<a href="https://www.businessinsider.in/stock-market/news/reliance-shares-down-22-from-all-time-high-attractive-entry-opportunity-says-jp-morgan/articleshow/98725589.cms"> “attractive entry opportunity”</a>. SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/reliance-shares-down-22-from-all-time-high-attractive-entry-opportunity-says-jp-morgan/articleshow/98725589.cms">Reliance shares down 22% from all-time high: Attractive entry opportunity, says JP Morgan</a> <a href="https://www.businessinsider.in/finance/banks/news/loan-growth-showing-signs-of-reversal-from-cyclical-highs-but-asset-quality-to-remain-healthy/articleshow/99245377.cms">Loan growth showing signs of reversal from cyclical highs, but asset quality to remain healthy</a> <a href="https://www.businessinsider.in/business/corporates/news/tcs-infosys-hcl-tech-amongst-top-picks-of-analysts-heading-into-the-q4-earnings-season/articleshow/99235686.cms">TCS, Infosys, HCL Tech amongst top picks of analysts heading into the Q4 earnings season</a>

Jio Financial Services demerger and listing a ‘key moment’ for Reliance stock

<ul><li>On the first working day of the year, we bring to you some predications of hope and growth.</li><li><keyword id="6630520" type="General" weightage="20" keywordseo="prashant-panday" source="Orion">Prashant Panday</keyword>, MD &amp; CEO, <keyword id="29490" type="General" weightage="20" keywordseo="mirchi" source="Orion">Mirchi</keyword>, <keyword id="295639" type="General" weightage="20" keywordseo="abraham-thomas" source="Orion">Abraham Thomas</keyword>, CEO, <keyword id="694101" type="General" weightage="20" keywordseo="reliance-broadcast-network-limited" source="Orion">Reliance Broadcast Network Limited</keyword>, <keyword id="3148434" type="General" weightage="20" keywordseo="ashit-kukian" source="Orion">Ashit Kukian</keyword>, CEO, <keyword id="236136" type="General" weightage="20" keywordseo="radio-city" source="Orion">Radio City</keyword> tell us why they are bullish about 2022 and share a few trends they feel will dominate the <keyword id="638144" type="General" weightage="20" keywordseo="radio-industry" source="Orion">radio industry</keyword> in the year ahead. </li></ul>The year 2021 brought with it its own set of challenges and it was no different for the radio. The first half of the year saw massive dips in advertising investments on the medium. However, the festive season led to some recovery, and the industry is hopeful this recovery will continue into the next year too. Different radio players in the country have been focusing on giving both their listeners as well as their advertisers a little extra. Along with coming up with innovative shows through the year, different players also came up with innovative offerings for brands, to take them closer to their target audience. We also saw RJs become more than just being a voice on the speakers. Today a lot of RJs, be it from the metros, or from the smaller cities, have become influencers and have a massive social media following. This is a trend that is expected to get only bigger next year. To understand how the year impacted the radio business and how different radio channels stood up to the challenge, innovated and started on their roads to recovery, we reached out to prominent leaders from the industry. We also spoke to them about what they think 2022 has in store for the industry. Here is what they had to say: Prashant Panday, MD &amp; CEO, Mirchi 2022 is likely to be a big year for radio! It is well known that radio is the best medium for consumer promotions, as well as for driving footfalls into stores. Therefore, when the economy is sluggish, and it is expected to remain so for a few years once the low-base effect of 2020/2021 wears off, then radio will grow smartly. While the economy was badly hit in 2020 and 2021, radio fell because the stores were actually shut. For radio to do well, it is important for stores to be open. Why does radio do well in economic downturns? Because advertisers mount more consumer promotions, and hence increase radio consumption. If this proves to be true, 2022 and 2023 could turn out to strong revival years for radio. Abraham Thomas, CEO, Reliance Broadcast Network Limited In 2022, the radio industry is expected to cross the pre-pandemic numbers as the economy bounces back as the brand count increases. Non-metros ie Tier II and Tier III markets are driving this growth, leading to a quick recovery in the industry. Furthermore, the advancement of digitization in the audio space has opened up many opportunities for audio and digital to work together and we will see this flourishing further. Audiences today are already looking for some great audio content on digital platforms, which will lead to more brands and advertisers associating to leverage the confluence of audio and digital. This will enable the growth in programmatic audio spots as well as branded content in the digital. More and more advertisers from terrestrial radio will add digital audio to their media plan. The coming year will offer listeners a more immersive experience with a deeper level of engagement. Ashit Kukian, CEO, Radio City The Social Media Influencer trend continues to grow exponentially, owing to the rapidly expanding popularity of the digital domain. Influencer marketing is already a Rs 1000 crore market in India and is poised to grow to 2500 crores in the next 3 years. Over the next few years, brands will explore new ways of roping in influencers to capture the trust of the new age consumer, offering a myriad of immersive experiences for their customers. RJ influencers will be more relevant than ever in such an eco-system, and usher in a new wave of innovation, owing to the in-built trust and credibility the radio medium continues to enjoy with countless listeners. With radio influencer-brand collaborations already on the anvil, radio’s increasing influence in creation of content and communication will truly help brands exploit their true potential in the coming years, steering the future of digital collaborations.

Why experts feel 2022 could be a big year for Radio in India

<ul><li>Macrotech Developers, formerly known as Lodha Developers, is ready to go public after over a decade, even as uncertainty looms over the realty sector.</li><li>The biggest risk factor with the company is its high debt.</li><li>It is uncertain how the COVID-19 pandemic will play out and if the company will be able to raise funding in a capital intensive industry that’s witnessing a slowdown.</li></ul>It has taken one of the largest real estate players in India, Macrotech Developers — formerly known as Lodha Developers — over a decade to get to this point, but the company is finally going public. The company’s core business is focused on building residential developments, which is good news since home loan interest rates in the country have been falling for the last five years. As of 2:00 pm on April 7, the Macro Developers' IPO was subscribed to 0.24 times. <table style="border-width: initial; border-style: none; table-layout: fixed; width: 468pt;"></colgroup></colgroup></colgroup></colgroup></colgroup></colgroup></colgroup></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;">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;">IPO 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;">QIB </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;">0.58 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;">NII </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;">RII </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;">0.10 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;">Employee </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;">0.01 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;">Total </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;">0.24 times </td></tr></tbody></table> “Home loan interest rates in India have been the lowest in the past couple of years and this has led to a significant recovery in transactions in all classes of housing — affordable, mid segment and luxury,” said Rohit Poddar, managing director of Poddar Housing and Development — a listed competitor to Macrotech. However, the realty sector is one of the worst hit by the pandemic. And, according to analysts, the industry is facing its worst slowdown in the last five years. This risk is compounded by the fact that Macrotech Developers also has high indebtedness, which will partially be financed by the funds it raises from its ₹2,500 crore initial public offering (IPO). Considering that most of the company's projects are based out of the Mumbai Metro Region (MMR), its debt may be a cause for concern. The capital intensive and high indebtedness should be a hurdle when looking for further financing. “The high leverage ratio limits the scope of the company to absorb any shocks of unforeseen events,” said <keyword id="6357264" type="COMPANY" weightage="20" keywordseo="capital-market">Capital Market</keyword> in its review. Others, like <keyword id="197560" type="COMPANY" weightage="20" keywordseo="Reliance-Securities">Reliance Securities</keyword>, believe that while there are risk factors involved, the IPO seems to be reasonably priced as compared to its competitors, like Godrej Properties and DLF, at a price band of ₹482 to ₹486. It opines that despite the debt and the market outlook, Macrotech Developers has some big projects in the pipeline. “Moreover, its return ratio looks to be superior compared to peers,” said the review. <table style="border-width: initial; border-style: none; table-layout: fixed; width: 468pt;"></colgroup></colgroup></colgroup></colgroup></colgroup></colgroup></colgroup></colgroup></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;">Brokerage </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;">Recommendation </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;">Reliance Securities </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;">Subscribe </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;">Choice Broking </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;">Subscribe </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;">Capital Market </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;">Avoid </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;">SMC Global </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;">Neutral </td></tr></tbody></table> <cmsannotation type="cmsannotation" annotationid="The ₹2,500 crore initial public offering (IPO) has been a long time coming" comment="subhead" text="The ₹2,500 crore initial public offering (IPO) has been a long time coming">The ₹2,500 crore initial public offering (IPO) has been a long time coming</cmsannotation> The company got the green light from the Securities and Exchange Board of India (<keyword id="35210" type="COMPANY" weightage="20" keywordseo="sebi">SEBI</keyword>) in 2009 and again in 2018, but shelved its plans for an IPO citing that the market was not ideal for the launch. Over ten years later, even with the threat of COVID 19 looming over markets and the realty sector surrounded in uncertainty, the Marcotech management believes that its IPO can persevere. This is slated to be the first IPO of the financial year 2021-22. <cmsannotation type="cmsannotation" annotationid="Macrotech Developers’ high debt" comment="subhead" text="Macrotech Developers’ high debt">Macrotech Developers’ high debt</cmsannotation> The money that the realty firm raises from its IPO will partially be used to repay the company’s borrowings. The rest shall be used for land acquisition or land development rights as well as general corporate expenditures. The draft red herring prospectus (DRHP) shows that Macrotech Developers’ aggregate debt stood at ₹18,662.19 crore as of 31 December 2020. “Macrotech Developers’ plan to reduce net debt to ₹12,700 crore in the coming quarters negates concerns over high levering. Further, strong project portfolio and monetisation of huge land banks offer comfort,” said Reliance Securities in its report. The company currently has 91 completed projects under its belt with another 36 in the works. This includes plans to develop a logistics and industrial park of over 800 acres in Mumbai, near Palava. “If the company does not have access to funds required on favourable terms, it may be required to delay or abandon some or all planned projects or reduce the scale of operations,” noted Capital Markets. And the larger issue of how the COVID-19 pandemic is going to play out brings in a lot of uncertainty. SEE ALSO: <a href="https://www.businessinsider.in/policy/news/rbi-has-increased-mobile-wallets-limit-with-2-lakh-and-need-full-kyc-also-for-mobile-wallets/articleshow/81946037.cms">You need to do full KYC for mobile wallets too – but you can store twice the amount of money</a> <a href="https://www.businessinsider.in/finance/news/rbi-forecast-shows-that-narendra-modi-administration-is-facing-its-worst-inflation-period-so-far/articleshow/81946820.cms">RBI forecast shows that Narendra Modi administration is facing its worst inflation period so far</a>

Macrotech Developers’ IPO has low home loan interest rate playing in its favour — but high debt and COVID-19 pandemic cloud its prospects

Are you a die-hard offline shopper scouting every mall and outlet in search of the next best thing? Or an online shopaholic who swears by all things e-com and never sets her foot outside the digital domain? Either way, you miss out on a lot when it comes to product discovery, convenience and curated/customised <keyword id="1431751" type="UNKNOWN" weightage="100" keywordseo="Shopping-experience">shopping experience</keyword>. Even in a <keyword id="1948074" type="UNKNOWN" weightage="100" keywordseo="Physical-store">physical store</keyword>, one doesn’t have access to the full inventory or may hit the out-of-stock button and that would limit the shopping experience. As for <keyword id="467464" type="UNKNOWN" weightage="100" keywordseo="E-shopping">e-shopping</keyword>, you only get to see what’s up on the site and not what you are looking for. 
 If these anomalies have plagued you for long, take a deep breath and move on to <keyword id="1948068" type="UNKNOWN" weightage="100" keywordseo="3otherthings-com">3otherthings.com</keyword>, a social platform that aims to change the way the world discovers and consumes products and lifestyle content. The Mumbai-based firm was set up in March this year but the site became fully operational only in October. 
 The business concept is pretty unique – an online communication platform, which connects <keyword id="6359672" type="UNKNOWN" weightage="100" keywordseo="customers">customers</keyword> and physical retailers, although <keyword id="35621" type="UNKNOWN" weightage="100" keywordseo="e-commerce">e-commerce</keyword> sites can also register here to create network effect and visibility for their products. But don’t mistake this site as a mere tool for <keyword id="1948084" type="UNKNOWN" weightage="100" keywordseo="Inventory-listing">inventory listing</keyword>. The social part makes the business vibrant and happening as <keyword id="31725" type="UNKNOWN" weightage="100" keywordseo="buyers">buyers</keyword> search brand inventories, check <keyword id="1948085" type="UNKNOWN" weightage="100" keywordseo="Product-availability">product availability</keyword> and create wish lists (a list of things they like) to purchase at a later date. They can even ‘reserve’ product/s from a specific retailer and will get notified within hours about the availability. Moreover, the <keyword id="31174" type="PERSON" weightage="100" keywordseo="brands">brands</keyword> registered with the <keyword id="6404679" type="UNKNOWN" weightage="100" keywordseo="start-up">start-up</keyword> get access to customers’ wish lists and consequently, some valuable insights into customer requirements. That’s certainly a lot more than traditional recommendation sites like <keyword id="939877" type="COMPANY" weightage="40" keywordseo="Pinterest">Pinterest</keyword> offers. Here is a snapshot that captures <keyword id="1948069" type="UNKNOWN" weightage="100" keywordseo="3otherthings">3otherthings</keyword>’ vision and viability. 
 
Who runs 3otherthings.com: A team of three with global exposure and in-depth knowledge in product management &amp; retail technology, luxury retail and business strategy. CEO and co-founder <keyword id="865494" type="UNKNOWN" weightage="100" keywordseo="Manoj-Shinde">Manoj Shinde</keyword> is a Science major and holds an MBA in Marketing &amp; Strategic Management from Pune University. He has 14 years of experience and earlier worked with <keyword id="6377547" type="CITY" weightage="60" keywordseo="Adidas">Adidas</keyword>, <keyword id="324561" type="COMPANY" weightage="40" keywordseo="Quiksilver">QuikSilver</keyword> Inc, <keyword id="116541" type="COMPANY" weightage="40" keywordseo="Reebok">Reebok</keyword> (<keyword id="6355055" type="COUNTRY" weightage="60" keywordseo="USA">USA</keyword>) and Reliance Brands (India) on leadership assignments. 
 Chief marketing officer <keyword id="1948065" type="UNKNOWN" weightage="100" keywordseo="Darshana-Gajare">Darshana Gajare</keyword> is a graduate in Design and <keyword id="107737" type="ORGANIZATION" weightage="100" keywordseo="Entrepreneurship">Entrepreneurship</keyword> from London College of Fashion. Prior to co-founding 3otherthings, she was with Burberry London, ASuitThatFits.com, La Geneve North, Chemistry and DIESEL. The third co-founder is <keyword id="1948064" type="UNKNOWN" weightage="100" keywordseo="Abhijit-Nair">Abhijit Nair</keyword> who is also the chief technology officer. He is a computer engineer with more than 5 years of experience and earlier co-founded a company called Pyxis Architects. 
 
What inspired the venture: The idea came along around 3 years ago when Manoj was working on the <keyword id="6369782" type="UNKNOWN" weightage="40" keywordseo="Augmented-reality">augmented reality</keyword> concept at Adidas on bridging the physical and online store experience to solve customer issues such as <keyword id="1077554" type="UNKNOWN" weightage="100" keywordseo="Product-search">product search</keyword>, colour, size and location. “In that mix, I essentially wanted to save time and hassle for all those generic problems that many of us face while shopping,” he recalls. “Those problems paved a way for me to look at various channels to resolve my personal shopping frustrations. And somewhere down the line, the business ideas that solve those problems started taking shape,” he adds. 
 
Why this offbeat name: No wonder it makes you curious. In essence, the name tells you what shopping is all about – product, price and location are the three other things involved in any shopping experience. In the start-up’s context, it also stands for convenience, consumer experience and consumer gratification. Hence, 3otherthings. 
 
What’s the pitch: An <keyword id="1948087" type="UNKNOWN" weightage="100" keywordseo="Omni-channel-social-discovery-platform">omni-channel social discovery platform</keyword> that is bridging online and <keyword id="1948080" type="UNKNOWN" weightage="100" keywordseo="Offline-retail">offline retail</keyword> experience. It allows buyers to search for <keyword id="1031145" type="UNKNOWN" weightage="100" keywordseo="lifestyle-products">lifestyle products</keyword>, either from e-tailers or from brick-and-mortar stores near them, thus generating market demand, in-store experience and <keyword id="203465" type="TECHNOLOGY" weightage="100" keywordseo="business-intelligence">business intelligence</keyword> via a unified interface. 
 
The USP: Unlike other social discovery platforms or recommendation sites, 3otherthings is helping <keyword id="1916416" type="UNKNOWN" weightage="100" keywordseo="offline-retailers">offline retailers</keyword> fight the trend called <keyword id="1468988" type="UNKNOWN" weightage="100" keywordseo="Showrooming">showrooming</keyword> where customers visit brick-and-mortar stores to check out products and then go online to find better deals. 
 “To reverse this trend, we are supporting a wider phenomenon called ‘<keyword id="1948070" type="UNKNOWN" weightage="100" keywordseo="Reverse-showrooming">reverse showrooming</keyword>’ where consumers search or browse products online and then enter the physical shop to make a purchase,” explains Manoj. According to him, the platform is a lifesaver for offline retailers in three ways. First, it offers the same convenience (enjoyed by e-commerce stores) when it comes to searching the physical store products online. Second, it makes their products viral and creates manifold visibility. Finally, it frees up offline retailers’ marketing budget, which was essentially handcuffed by traditional mediums such as magazines and newspaper to create product visibility without any measurement. 
 
How it works: Unlike other services like Wanelo or Polyvore where ‘trending’ and popular products are ranked to help drive e-commerce sales, 3otherthings focuses more on making a customer’s shopping journey easier. Here, one can access the inventory of nearby brick-and-mortar stores, along with curated and emotionally appealing products to choose from. You can either create a social <keyword id="45079" type="UNKNOWN" weightage="100" keywordseo="wish-list">wish list</keyword> containing all your favourite items from any online/offline store in just one click or reserve items from <keyword id="1915265" type="UNKNOWN" weightage="100" keywordseo="local-stores">local stores</keyword> and buy those at your convenience. You can also style your own outfit, seek <keyword id="497764" type="PERSON" weightage="100" keywordseo="Styling">styling</keyword> help and give style tips. 
 
Claim to fame: The platform is defined as an (aggregated) gateway to all <keyword id="1948091" type="UNKNOWN" weightage="100" keywordseo="Lifestyle-shopping">lifestyle shopping</keyword> and was first soft-launched at TechCrunch Disrupt in New York this year. But the founders believe that the real claim to fame lies in changing the way online advertising is done today. People are already distancing themselves from clunky banner ads and it is becoming imperative to offer some kind of experience to customers before they buy an item. So adding <keyword id="1948092" type="UNKNOWN" weightage="100" keywordseo="Contextual-product-discovery">contextual product discovery</keyword> could change the game entirely. “By bringing offline inventory online, the platform has given more power to consumers. However, this omni-channel solution has also given a big tool to retailers to capture consumer insights, offer personalised clienteling experience and measure product campaigns for their offline products,” says Manoj. 
 
Show me the money: The company is currently bootstrapped and its revenue stream is based on the monthly subscription model for retailers where they get ‘Click and Brick’ service, SKU-level consumer insights and comparative analytics. The platform, however, remains free for consumers. 
 Although the site is just a month old, quite a few top retailers have joined the platform. These include Forever New, Pepe, <keyword id="148126" type="ORGANIZATION" weightage="40" keywordseo="Being-Human">Being Human</keyword>, RIOT and some classy boutique décor stores such as Tangent and Mozaic. “Our current focus is on creating user engagement and bringing more brands on board to really become the most valuable platform from a customer’s perspective. This done, money will follow,” adds Manoj. 
 
Biggest challenge: Gaining traction and building a really large <keyword id="445843" type="UNKNOWN" weightage="100" keywordseo="customer-base">customer base</keyword>. <keyword id="623994" type="UNKNOWN" weightage="100" keywordseo="social-commerce">Social commerce</keyword> thrives on <keyword id="1948095" type="UNKNOWN" weightage="100" keywordseo="Product-curation">product curation</keyword> by users – so growing the user base is the key focus area. Reaching out to <keyword id="661941" type="UNKNOWN" weightage="100" keywordseo="non-metro-cities">non-metro cities</keyword> and brining more brands on board are equally important. But the biggest challenge for e-commerce (or even for offline retail) is discovery, says Manoj. “I would spend so much more money if someone would just show me more things I’d love to buy. So we are working upon enhancing discovery and fine-tuning consumer experience.”

This
Social Discovery Platform Bridges Online-Offline Retail Experience, Drives
Reverse Showrooming

New Delhi, May 26 () Billionaire Mukesh Ambani's Reliance Industries has launched an online extension of its grocery business under JioMart brand across 200 cities. The service is being offered in all leading metros (Mumbai, Delhi, Bengaluru and Kolkata), and even in smaller towns like Mysuru, Bhatinda and Dehradun. JioMart is now delivering in more than 200 cities, Damodar Mall, the chief executive officer of Reliance Retail's grocery business said in a tweet. JioMart last month started a pilot project serving users in three neighbourhoods surrounding Mumbai. Credit Suisse said, "The national roll-out provides customers with a useful alternative to existing players (BigBasket, Grofers) as online grocery orders have spiked, given the fewer store visits". D-Mart, it said, mentioned that April revenues are down 45 per cent year-on-year as nearly 50 per cent of the stores are shut or have very restricted hours of operation. Therefore, online orders should help offset some of the lower sales in physical stores. CLSA said as of now, the website will only use Reliance's offline grocery supply chain as its backbone and deliver to homes. "Success at its ongoing beta tests in Navi Mumbai, which also encompasses mom and pop stores and uses WhatsApp as a platform to order, will be later extended to pan-India," it said. Users can order from a full suite of grocery items by visiting the JioMart website. Products include fruits and vegetables, dairy and baked goods, staples, snacks and branded foods, beverages, and personal and home care. Reliance's private labels also featured prominently. "While it does not commit on a delivery timeline when ordering (due to the lockdown), it aims to deliver orders within a two-day timeframe," CLSA said. Eventually, like other online retailers, it is possible that Reliance integrates its entire retail offerings, including fashion, lifestyle and consumer electronics, onto one super e-commerce platform and mobile app. "This, along with a pan-India extension of partnerships with mom &amp; pop stores after a successful beta test and ramp-up of this new commerce venture is crucial in Reliance's grand plan of converting Jio's 400 million-plus subscribers into customers for its eCommerce and other offerings," CLSA said. Recent partnerships with Facebook-owned WhatsApp for JioMart will only help in increasing monetisation opportunities by increasing the convenience and reach of consumers. The grocery platform was previously piloting deliveries only in select areas of Mumbai. "JioMart has seen a 4x rise in online orders from a low base. With its pan India presence JioMart now directly competes with Amazon and Flipkart in eCommerce," Bernstein said in a separate report. Grocery is 70 per cent of the Indian retail market, 90 per cent-plus unorganised, driven by Kirana stores/small retailers. "Organised penetration is less than 10 per cent while online penetration for grocery is less than 1 per cent," it said. Facebook has made a bigger push into e-commerce with the launch of Shops. "The idea is to bring millions of small businesses online. This will allow free online storefronts for small businesses and retailers and expand Facebook presence across Instagram, WhatsApp and Messenger," Bernstein said. "Facebook shops will be complimentary to WhatsApp business use to sign and onboard Kirana stores for JioMart (grocery app of Reliance Retail)." Credit Suisse said JioMart currently fulfills the order by own entity and kiranas likely to be on-boarded subsequently. "The platform lists all the major grocery categories like fruits and vegetables, staples, dairy and bakery, snacks, beverages, personal care, home care and baby care. "In terms of pricing, Reliance has extended the Smart promise of 'minimum 5 per cent off on MRP' to all products on JioMart. The discount is higher on its private label brands, and is competitive to branded products," it said. Reliance Retail had been piloting the initiative in Navi Mumbai, Thane and Kalyan among select population group. It was serving these customers through both Kirana stores and their own warehouses. It also set up Smart Points, which were acting as delivery points in neighbourhood. However, orders post the national launch are being serviced by Reliance Smart and Fresh stores, Sahakari Bhandar stores (owned by Reliance retail), and is not yet fully leveraging kirana network (as on-boarding of Kirana stores is still ongoing), Credit Suisse said. "Just prior to the national launch, Reliance Retail tapped the WhatsApp customer base in the three pilot regions to source orders. In our view, it was just a test phase of integration. The orders were available only for pick-up from nearby Kirana store, whose details were sent to the customer via WhatsApp. However, the national launch, so far, does not have integration with WhatsApp," it said. The brokerage said it placed an order on JioMart but the delivered order value was 55 per cent of the booked order value, due to inventory limitation in the nearby Sahakari Bhandar store. ANZ BAL

Reliance launches JioMart across 200 cities; analysts say co eyeing spike in online grocery orders

<ul><li><keyword id="3345167" type="PERSON" weightage="20" keywordseo="Fynd">Fynd</keyword> launched <keyword id="8224059" type="UNKNOWN" weightage="20" keywordseo="uniket">Uniket</keyword>, a direct-to-retail solution.</li><li>It established itself in 350 cities and over 6500 stores.</li><li>Fynd will also help <keyword id="52575" type="PERSON" weightage="20" keywordseo="Shopkeepers">shopkeepers</keyword> launch their own e-commerce website and app with a selling capacity of over 50,000 styles and 50 brands. </li></ul><keyword id="10926" type="CITY" weightage="20" keywordseo="Reliance">Reliance</keyword> Industries backed startup Fynd launched Uniket, a direct-to-retail solution, which will help shopkeepers in Tier 2 and 3 cities go online and expand their businesses. With Uniket, Fynd will also help shopkeepers launch their own e-commerce website and app with a selling capacity of over 50,000 styles and 50 brands. “Brick and mortar stores still significantly dominate sales globally. By partnering with Uniket, shopkeepers can further grow their business and drive a wave of modernization by embracing technology,” said Harsh Shah, Co-founder at Fynd. Uniket aims to also work as a buying platform that will help shopkeepers with sourcing. According to Shah, the Uniket store app offers up to 45% margin on bulk orders and 15% commission on customer orders. The product is already being used by 6,500 stores across 350 cities. In another six months, it wants to expand it reach multifold to 60,000 retailers. “Through Fynd Store, we are already able to help organized <keyword id="6354851" type="UNKNOWN" weightage="20" keywordseo="retail">retail</keyword> stores in metro cities get extra visibility and drive sales. With Uniket, our aim is to tap the unorganized retail market, support shopkeepers and offer seamless shopping experience to customers across the country,” said Shah. Fynd was founded Farooq Adam, Harsh Shah, and Sreeraman MG in 2012 and was also backed by Google. In August 2019, Reliance bought an 87.6% stake in Fynd for ₹295 crores.

Reliance backed Fynd launches retail solution for shopkeepers to sell online with their own website and app

<keyword id="19896956" type="General" weightage="100" keywordseo="Swiggy" source="keywords" meta.keywordsubtype="org" meta.entityname="Swiggy" meta.hostid="261" meta.entityid="Swiggy">Swiggy</keyword>’s stock market debut has been awaited for a long time and recent reports suggest that the Bengaluru-based company is expected to raise more than USD 1 billion through its IPO. Reports also suggest that the company might soon file its draft red herring prospectus (DRHP) with the <keyword id="19901204" type="General" weightage="20" keywordseo="Securities-and-Exchange-Board-of-India" source="keywords" meta.keywordsubtype="org" meta.entityname="Securities and Exchange Board of India" meta.hostid="261" meta.entityid="Securities and Exchange Board of India">Securities and Exchange Board of India</keyword> (Sebi), potentially launching its IPO as early as this week. Meanwhile, Swiggy has been busy implementing several notable changes across its operations, probably to gear up for its IPO. From changing leadership to expanding Instamart’s reach, let us take a look some changes implemented by Swiggy in the last few months. <h2>Leadership overhaul </h2> One of the most significant shifts has been at <keyword id="19939135" type="General" weightage="20" keywordseo="Swiggy-Instamart" source="keywords">Swiggy Instamart</keyword>, the company's quick commerce arm. Swiggy appointed <keyword id="22954620" type="General" weightage="20" keywordseo="Amitesh-Jha" source="keywords">Amitesh Jha</keyword>, a seasoned executive from Flipkart, as the new CEO of Instamart last month. This move marks the third leadership change for Instamart in just 18 months. As part of this transition, Phani Kishan, the outgoing head of Instamart, was announced to take on a broader role within Swiggy, overseeing the Central Growth unit and working closely with co-founder Sriharsha Majety on new initiatives. <h2>Expanding Instamart’s reach </h2> Swiggy Instamart has also been on an expansion spree, recently launching in 11 new cities across India, including Rajkot, Thrissur, and Kanpur. This expansion marks a strategic push into Tier 2 and 3 cities, broadening its customer base beyond metropolitan areas. The platform, which offers delivery of daily essentials in just 10 minutes, also said in a press release that it has seen encouraging results in these new locations. In Mangalore, for example, a new store achieved 1,000 orders in a single day faster than many larger cities. This localised approach, featuring partnerships with regional vendors, has enhanced Instamart’s appeal and efficiency in serving diverse customer needs. "Users across India already recognise the convenience Swiggy provides," Amitesh Jha said in a press release and added, "The enthusiastic demand from smaller towns and cities has been incredibly encouraging. Our expansion into these new locations marks a significant milestone, allowing even more people to experience the ease of having thousands of products—from everyday essentials to electronics and toys—delivered in just 10 minutes from both national and local brands." <h2>Changes in management </h2> Swiggy has also made notable changes in its management team recently. Himavant Srikrishna Kurnala, previously with Reliance Retail’s JioMart, was appointed as the head of product for Instamart earlier this year. His appointment is part of a broader strategy to strengthen the team ahead of the IPO. Other key hires include Mayank Rajvaidya, who has been named vice president of fruits and vegetables, and Manu Sasidharan, who joined as associate vice president of the FMCG category. These additions come in the wake of several high-profile departures from the company, signalling a recalibration of Swiggy’s leadership structure. <h2>Policy changes for restaurant partners </h2> Swiggy’s founder recently revealed that the decade-old startup partners with over 3 lakh restaurants today. And thus, when a policy change decision was announced that impacted restaurant partners directly, it made headlines. In a move to standardise its service fees, Swiggy extended its gross value service fee policy to restaurants in non-metro areas. This change, effective from August 14, involves charging a service fee on the gross value of orders, including GST and packaging fees. This adjustment was expected to lead to an increased commission for restaurant partners in smaller towns and cities. The policy shift aligns with the fees already applicable to restaurants in larger urban areas and reflects Swiggy’s efforts to streamline its revenue model. <h2>Converting into a public limited company </h2> To facilitate its upcoming IPO, Swiggy also transitioned from a private limited company to a public limited company. Earlier this year, Swiggy updated its name to <keyword id="23191546" type="General" weightage="20" keywordseo="swiggy-limited" source="keywords">Swiggy Limited</keyword>, removing the term 'Private' to better align with its public offering aspirations. This strategic move was intended to prepare the company for public investment and enhance its market presence. As Swiggy readies itself for its IPO, these changes underscore the company's commitment to growth, innovation, and adaptability. The upcoming listing marks a significant milestone in Swiggy’s journey, reflecting its ongoing evolution and strategic realignment in the competitive food delivery landscape.

Swiggy is preparing for its IPO soon: A look at some recent changes in the company

<ul><li>Global brands like M&amp;S and <keyword id="3014364" type="General" weightage="20" keywordseo="pepe-jeans-india" source="Orion">Pepe Jeans India</keyword> are focussing as much on tier 2, 3 cities as they are metros.</li><li>Small town Rajahs are just as well-informed and brand conscious as their metro counterparts, they say.</li><li>QSR players like Pizza Hut too see half of their growth from smaller cities, and are altering their offerings to deliver to the palettes. </li></ul>India’s charming smaller cities bring certain images to mind — like a samosa-wala sitting around the corner; and dusty market areas with barely-lit shops or most people commuting on two-wheelers. Think again. Bharat has gone high-end, and now most cities be it Baroda, Budaun, Indore, Nagpur or Udaipur — are where mall developers are crowding to. In with the trend are not just Indian brands but foreign brands want to go where they see ‘growth’. When it comes to store opening both fashion, cars or even fast food chains, they all want to grow across metros and smaller cities — on an almost equal footing. For luxury car brands, small is the new big. Companies like BMW, <keyword id="25952" type="General" weightage="20" keywordseo="mercedes-benz" source="Orion">Mercedes-Benz</keyword>, <keyword id="75789" type="General" weightage="20" keywordseo="lamborghini" source="Orion">Lamborghini</keyword>, and others are eyeing smaller towns and cities like Ludhiana, Kanpur, Surat, etc. to drive up their volume growth in India. By selling an average number of 40,000 units annually, luxury carmakers make up less than 2% of the entire passenger vehicle market in the country-as compared to 13% penetration in China and 10 per cent in the US. They are now hoping to drive up sales by penetrating deeper into the Tier-II and Tier-III markets in the country. According to top luxury players in India, non-metro cities could drive significant sales volumes owing to an emergence of young entrepreneurs from these places. Small towns are ‘Fashion forward’ <div type="image" title="pepe jeans" msid="105071304" hostid="261" caption="&amp;lt;p&amp;gt;Manish Kapoor, MD and CEO of Pepe Jeans India &amp;lt;/p&amp;gt;"></div> British retail major <keyword id="1295402" type="General" weightage="20" keywordseo="marks-spencers" source="Orion">Marks &amp; Spencers</keyword> which, recently opened its 100th store in India, is betting big on ‘thriving and vibrant Bharat. M&amp;S has opened a store each in Ranchi, and Kochi has just gotten its second store like Baroda. It’s also present in Surat, Coimbatore, Bhubaneswar and Guwahati. "Even though growth in Tier 1 cities has not yet exhausted, Tier 2 cities are growing much faster. At present, 40 out of our 100 stores are in Tier 2 cities. Provided the right locations come up in these cities, we will look at more stores in these cities," Ritesh Mishra, MD of Marks and Spencer Reliance India told Business Insider India. Yet another UK based fashion retailer Pepe Jeans India also said that it plans to open around 30 new stores every year. Of that, a majority would be in smaller cities. “We have not covered many Tier 2 cities, and they also provide higher avenues to growth,” said Manish Kapoor, CEO &amp; MD of Pepe Jeans India told Business Insider India. Thanks to exposure to the internet, the small town consumers are just as fashion forward as their metro consumers. “Their exposure to brands, fashions and international styles is on par with the metro consumers,” said Kapoor. Online presence also helps these brands service many more pin codes across the country. Mishra agrees, and adds that there is not much of a difference between the consumers in Tier 1 and Tier 2 cities except that the basket value in the smaller cities may be a tad lower. They also intend to reach more pin codes via e-commerce, taking their style and substance to all of India that wants it. For a long time, smaller cities have been smaller markets for large brands. But what’s changed in the last few years, the number of middle income households are changing. Their incomes are growing on-par too. According to consumer insights company Kantar, all-India urban average monthly household income has been growing at 8.4% for the last five years. In Tier 2 and tier 3 cities, it has been growing a compounded annual growth rate (CAGR) of 7.8%. More money to spend The discretionary wallet share of a smaller city consumer is also higher, argues Kapoor. “For example, take a person who earns ₹1 lakh per month in Bombay, he or she would spend ₹40,000-45,000 on rent and then some more on commuting and other essentials. Then take a person who earns ₹50,000 pm in Lucknow — all the aforesaid expenses will be under ₹25,000,” he explains. Moreover, the new generation of consumers – be it millennials or GenZs – are focussed on experiences, consumption and self-care. That’s bringing about a marked change in the traditional mindset of people — all manna for brands. “Earlier people would feel guilty of spending, now the new generation thinks — Why not? What else do we earn for?” sums up Kapoor, profiling the consumers they’re going after in smaller towns, who wouldn’t flinch before spending ₹5,000 on a pair of jeans. Value in growth <div type="image" title="pizza hut" msid="105094177" hostid="261" caption="&amp;lt;p&amp;gt;Merrill Pereyra, Managing Director, Pizza Hut India Subcontinent&amp;lt;/p&amp;gt;"></div> US major Pizza Hut India too is thinking on the same lines as its apparel counterparts. In the last two years, they went from around 400 restaurants to over 800 stores. And, half the stores as a part of its expansion strategy are in smaller cities. It expects 50% of its growth to come from newer markets i.e cities that intend to foray into through their franchises, Merrill Pereyra, MD of Pizza Hut India subcontinent told Business Insider India in an interview. Unlike their apparel counterparts, they are a tad more careful about their approach. Quick service restaurants (QSR) are more of a habit where even consumers with chunky wallets seek value. “We have to be strategic with the value we provide. We have offers like one plus one meals, My Box which is a meal for one. But we are also appealing to local tastes. One of our innovations is Dhabe Da <keyword id="4821660" type="General" weightage="50" keywordseo="keema-pizza" source="Orion">Keema Pizza</keyword>, the way a small town consumer would think is, we are used to it, let’s see how it tastes on a pizza whereas a big city consumer would see it as a fusion menu,” Pereyra explained. Be it fashion or food, the new-age small city customer is seeking the ‘premium’ route — that’s caught the eye of large international players who want to make their mark. SEE ALSO <a href="https://www.businessinsider.in/business/news/wine-vs-tea-indias-consumption-trends-show-a-sharp-divergence/articleshow/104810168.cms">Wine vs Tea: India’s consumption trends show a sharp divergence</a> <a href="https://www.businessinsider.in/entertainment/news/pvr-woos-netflix-n-chill-crowd-back-to-big-screens-with-its-passport/articleshow/104919450.cms">PVR woos Netflix n Chill crowd back to big screens with its Passport</a>

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