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<keyword id="219793" type="PERSON" weightage="20" keywordseo="Kunal-Bahl">Kunal Bahl</keyword> and <keyword id="396598" type="PERSON" weightage="20" keywordseo="Rohit-Bansal">Rohit Bansal</keyword> who started their journey as high school friends succeeded in creating one of the leading online marketplaces popularly known as <keyword id="541988" type="COMPANY" weightage="20" keywordseo="SnapDeal">Snapdeal</keyword>. Rising above the rival companies and proving their winning talent in the ecommerce arena was never an ordinary feat for them. Here are some interesting facts about the founders of Snapdeal that you might not have known. A decisive move in their success path In one of the bravest moves they attempted in their life, they desisted accepting a merger deal with Flipkart and turned their focus on a large base of 400 million value-conscious shoppers in India. This tough decision decided their success later. They related well to the Indian market Kunal Bahl and Rohit Bansal realized that the ecommerce companies inspired by the western and US model had little relevance to the Indian buyers since a large segment of online shoppers in India always looked for products that suited their moderate earnings. This awareness helped them fine tune their business model and relate well to the Indian market scenario. They motivated their employees excellently Kunal and Rohit believed in creating a clear picture of the company’s goal among all the employees. To this end, they constantly motivated their workforce in several ways time and again. Kunal said, “In our company, if you wake up any of our team members at 3 A.M. at night from their sleep and ask them ‘what are the goals of Snapdeal?’ They wouldn’t even hesitate to answer you with our top three quantitative goals. This understanding cascades down from Rohit and me to everyone else in the company.” They own over 16% stake in the company Kunal Bansal and Rohit Bansal together own over 16% stake in the firm. Their journey in the online market place was strenuous in raising nearly $2 billion in funds for their capital. In fact the documents show that the share of Bansal who is the chief operating officer is lower than 2.44%. They control their company lesser than their peers While PayTm founder Vijay Sharma controls 20% of the payments and Flipkart co-founders Sachin Bansal and Binny Bansal own about 15% of their company together, Snapdeal co-founders app-ear to control their company less than their peers. They started Snapdeal as a daily deal website They started Snapdeal in 2010 only as a daily deal website focusing on deals and coupons for restaurants, travel, shopping, fitness and beauty products. Eventually it turned into an online store in September 2011. They created a town in their company’s name Their Indian base is strategically located in a village near Muzaffarnagar district of Uttar Pradesh. The village Shiv Namager was changed into Snapdeal. The founders of Snapdeal provided a long list of amenities for the village to improve the quality of their lives. They reached out to a broad customer base Snapdeal has over 20 million registered users and over 200 million products brought in by more than 5 lakh sellers. Snapdeal delivers its products in more than 5000 towns and cities in the country. Read Also about other Personalities - <a href="https://www.businessinsider.in/interesting-facts-about-ola-founder-bhavish-aggarwal/articleshow/71186840.cms">Ola Founder Bhavish Aggarwal</a> <a href="https://www.businessinsider.in/10-interesting-facts-about-ratan-tata-that-you-should-know/articleshow/69914798.cms">Facts about Ratan Tata</a> <a href="https://www.businessinsider.in/unknown-facts-about-flipkart-founder-sachin-bansal/articleshow/70494717.cms">Flipkart founder Sachin Bansal</a>

Unknown facts of snapdeal founders Kunal Bahl & Rohit Bansal

Finance Minister <keyword id="129243" type="PERSON" weightage="20" keywordseo="Nirmala-Sitharaman">Nirmala Sitharaman</keyword> called startups the ‘strength of India’ as she pushed “job seekers” to turn “job creators”. In a big move, employees at startups who have stock options will be exempt from tax if they leave the company or sell their shares in the first five years. She proposed the tax relief given to startups. Earlier, a startup with turnover up to ₹25 crores was allowed 100% tax deduction on profits for seven years. The budget also proposed to expand it on two counts that can include older startups and those which are larger too. Here are some top reactions: Neelesh Talathi, CFO, Pepperfry 
 
 <div type="image" title="Neelesh Talathi, CFO Pepperfry" msid="73843354" hostid="261" caption="&amp;lt;p&amp;gt;Neelesh Talathi, CFO Pepperfry&amp;lt;br&amp;gt;&amp;lt;/p&amp;gt;"></div>





 “The Finance Minister has been empathetic about no tax harassment, resolving litigations. Resolving credit issues, app-based working capital solutions and more strategic aspects like National Logistic Policy are all initiatives that address core issues of our MSME sector.” “While these efforts will help boost the economy, it is imperative to arrest slippage in the Fiscal Deficit. To augur investment in our economy an aggressive disinvestment agenda, reforms including that of the government machinery etc. would have been welcome." <keyword id="258109" type="PERSON" weightage="20" keywordseo="Mayank-Kumar">Mayank Kumar</keyword>, Co-founder and MD of upGrad 
	
 
 <div type="image" title="Mayank Kumar" msid="73843449" hostid="261" caption="&amp;lt;p&amp;gt;&amp;lt;strong&amp;gt;Mayank Kumar, Co-founder and MD of upGrad&amp;lt;/strong&amp;gt;&amp;lt;br&amp;gt;&amp;lt;/p&amp;gt;"></div>





 We at upGrad believe that upskilling is the critical route to steer India towards becoming a $5 trillion economy. But I would have been happier if the Government had taken steps to encourage investment in reskilling among professionals by allowing them a tax-break privilege under Section 80C from the Income Tax Act, 1961, like that of Mutual Funds or Life Insurance." Kunal Bahl, CEO &amp; Co-founder, <keyword id="541988" type="COMPANY" weightage="20" keywordseo="SnapDeal">Snapdeal</keyword> 
	
 
 <div type="image" title="kunal snapdeal" msid="73843509" hostid="261" caption="&amp;lt;p&amp;gt;Kunal Bahl, CEO &amp;amp;amp; Co-founder, Snapdeal&amp;lt;/p&amp;gt;"></div>





 “We are thankful for accepting the start-up sector's request for ESOP taxation reforms. Also, the higher time &amp; turnover limits for carry forward of losses for start-ups will enable them to optimize growth decisions in formative years." Overall, <keyword id="7836802" type="UNKNOWN" weightage="20" keywordseo="Budget-2020">Budget 2020</keyword> is a thoughtful weaving together of specific proposals to tackle varied issues. Measures to improve access to finance for MSMEs and reduced taxation for the middle-income segment are welcome steps. Boosting physical infrastructure, expanding digital connectivity and growing use of technology in government functioning are important building blocks for the long-term growth of the Indian economy." Vivek Goyal, Co-Founder, PlayShifu 
	
 
 <div type="image" title="play" msid="73843683" hostid="261" caption="&amp;lt;p&amp;gt;Vivek Goyal, PlayShifu&amp;lt;/p&amp;gt;"></div>





 "One of the core reasons behind a successful startup is the ability to hire from a very talented pool and to keep them motivated during the long and hard journey of scaling. This is the reason why startups from hubs like Silicon Valley grow up to become world-renowned and add value to society at large. The tax deferment on ESOPs will prove to be one of the significant factors and levers in motivating growth-enabling employees, a great step in helping startups in India to scale by hiring and retaining them! Reforms like these give more power to the Indian startup hub to make a mark on a global scale and contribute towards India's $5 Trillion vision by 2025." Raghav Gupta, Managing Director, India and APAC, Coursera 
	
 
 <div type="image" title="coursera" msid="73843748" hostid="261" caption="&amp;lt;p&amp;gt;Raghav Gupta, Managing Director, India and APAC, Coursera&amp;lt;/p&amp;gt;"></div>





 “It is a progressive budget that acknowledges the role technology can play in addressing challenges and improving access to quality higher education and employment opportunities for India's youth. Government's announcements related to the development of emerging technologies like AI, ML, Data Analytics ecosystem in the country and skilling opportunities for the youth, clearly reflect the focus on preparing the youth for jobs of tomorrow." <keyword id="36872" type="PERSON" weightage="20" keywordseo="Vamsi-Krishna">Vamsi Krishna</keyword>, CEO &amp; Co-founder, Vedantu 
	
 
 <div type="image" title="Vamsi Krishna, CEO and Co-founder of Vedantu" msid="73843907" hostid="261" caption="&amp;lt;p&amp;gt;Vamsi Krishna, CEO &amp;amp;amp; Co-founder, Vedantu&amp;lt;/p&amp;gt;"></div>





 “The vision of making education accessible to the farthest corner of the country will greatly benefit students. The allocation of budget to hone the skill sets of teachers and educators will positively impact quality learning and thereby provide a boost to the education sector. Additionally the allocation of budget to BharatNet will also have a deep impact on skilling rural India as it has the potential to open up online learning to students and professionals from remote villages. With better bandwidth internet, a qualified teacher located in a metro city can impart LIVE online classes to students in small town India, where there’s a dearth of quality education. Technology will soon disrupt the entire concept of the classroom and make it an extremely personalized, one to one teaching-learning experience tailored for each mind.” Ola Mobility Institute “The clean-air fund of Rs 4,400 crores to be provided in the form of incentives to be notified by MoEFCC should consider measures to link the incentives to the electrification of vehicles and associated infrastructure such as battery-swapping and charging." Padmaja Ruparel, Founding Partner, IAN Fund “The budget 2020 represents a big win for the country’s startup ecosystem. The Government has paid heed to our concerns and rolled out reforms like a 5 year tax holiday for ESOP. This positive sentiment is evident in the Government’s drive to roll out “no tax harassment” policies along with the establishment of the investment clearance cell for assisting entrepreneurs in India." See also: <a href="https://www.businessinsider.in/budget/news/startup-esops-to-be-non-taxable-for-five-years/articleshow/73824551.cms">Good news for startup employees - your ESOPs won’t be taxed for five years</a> <a href="https://www.businessinsider.in/budget/news/ikea-furniture-and-jimmy-choo-shoes-will-get-costlier-after-budget-2020/articleshow/73841697.cms?src=hp_latest">IKEA furniture and Jimmy Choo shoes will get costlier after budget 2020</a> <a href="https://www.businessinsider.in/budget/news/new-education-schemes-reforms-policies-in-budget-2020/articleshow/73836166.cms?src=hp_latest">Budget 2020: Indian education sector will now get students and funds from foreign lands</a>

This is how top startup founders reacted to budget 2020

<ul><li><keyword id="35621" type="General" weightage="20" keywordseo="e-commerce" source="Orion">E-commerce</keyword> platform <keyword id="541988" type="General" weightage="20" keywordseo="snapdeal" source="Orion">Snapdeal</keyword> made its debut on the government-led <keyword id="3415669" type="General" weightage="80" keywordseo="open-network" source="Orion">Open Network</keyword> for Digital Commerce (<keyword id="5862596" type="General" weightage="100" keywordseo="ondc" source="Orion">ONDC</keyword>) on July 19. </li><li>An initiative by the Department for Promotion of Industry and Internal Trade (DPIIT), <keyword id="14523575" type="General" weightage="20" keywordseo="ondc-aims" source="Orion">ONDC aims</keyword> to support micro, small and medium enterprises (MSMEs) and small traders and help them get on to online platforms. </li><li>ONDC is a UPI of e-commerce that seeks to democratize virtual commerce, shifting it from a platform-centric model to an open-network.</li></ul>With the launch of Unified Payments Interface (UPI), the Indian government brought all virtual banking and payments under one roof. The government is now pulling off a similar feat in yet another walled garden, the e-commerce category, with the launch of Open Network for Digital Commerce (ONDC). ONDC aims to democratize virtual commerce by bringing all platforms under one open network. It would create a new, equal-level playing field for the e-commerce landscape, which is currently dominated by international players Amazon and Flipkart. Open Network goes beyond the current platform-centric model where the buyer and seller must be part of the same platform/ application to enable transactions between them. By moving away from platform-centric models to an open network, ONDC intends to stop digital monopolies. Currently, Amazon and Flipkart have end-to-end control over the entire e-commerce ecosystem which includes seller onboarding, customer acquisition, order fulfillment, payment, returns and complaint redressal. Imagine a platform that not only shows products from Amazon, Flipkart and Meesho under one umbrella, but also from all your local kirana stores. That’s exactly what the open network intends to do. You would be able to compare the prices of Amazon finds and product specifications of Flipkart finds through one application. Courtesy: ONDC, Ministry of Commerce It will unbundle the supply chain, shifting the power from the likes of Amazon and Flipkart to consumers, merchants, and providers of support services. With an open network, smaller players will also have access to Amazon or Flipkart controlled data. ONDC, therefore, aims to support MSMEs and small traders and help them get on online platforms. Snapdeal is the first e-commerce platform to get on the open network. E-comm platforms Dunzo and Ekart have also partnered with ONDC. How does ONDC work? Not only will the open network enable smoother transactions and online buying experience for consumers, it would also digitize the entire value chain and improve efficiencies in logistics for sellers. Small merchants will be able to skip separate lists of mandates and commissions for every platform they join. With ONDC, retailers will have access to processes and technologies that are deployed by e-commerce giants such as Amazon and Flipkart. It would also mean better discoverability for all retailers and enhance transparency in pricing. Silos will be broken down and an open list with delivery partners, aggregators, customers, restaurants, and logistic providers will be put together. According to the government, “ONDC will ensure confidentiality and privacy of data in the network. ONDC shall not mandate sharing of any transaction-level data by participants with ONDC. Will work with its participants to publish anonymized aggregate metrics on network performance without compromising on confidentiality and privacy.” When was ONDC announced? An initiative by the Department for Promotion of Industry and Internal Trade (DPIIT), ONDC would enable both sellers and buyers to be digitally visible and transact through an open network, regardless of what platform or application they use. The initiative was announced by a nine-member advisory council that included Infosys co-founder and chairman Nandan Nilekani, National Health Authority CEO R S Sharma, QCI Chairman Adil Zainulbhai, National Payments Corporation of India CEO Dilip Asbe and others. As per DPIIT, ONDC “...aims at promoting open networks developed on open-sourced methodology, using open specifications and open network protocols, independent on any specific platform. ONDC is expected to digitize the entire value chain, standardize operations, promote inclusion of suppliers, derive efficiency in logistics, and enhance value for consumers.” The open network is not just for retail transactions, it is also for food, delivery, travel, hotel booking, and more, which would potentially challenge the dominance of all large e-commerce players. As more small traders and retailers accept the online world, ONDC plans to increase e-commerce <a href="https://www.medianama.com/wp-content/uploads/2022/03/ONDCStrategyPaper.pdf">penetration </a>to 25% of all consumer purchases in the next two years, up from about 8% presently. Within the next five years, it expects to sign up 900 million buyers and 1.2 million sellers on the shared network, with a gross merchandise value of $48 billion. SEE ALSO : <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/india/news/a-19th-century-shivaji-ii-painting-18th-century-tamil-bible-traced-to-us/articleshow/93044032.cms">A 19th-century Shivaji II painting, 18th century Tamil Bible traced to US</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/sports/news/india-vs-west-indies-heres-the-entire-schedule-for-the-upcoming-odi-t20i-series/slidelist/93024475.cms">India vs West Indies: Here’s the entire schedule</a>

Snapdeal is now available on ONDC, here’s all you need to know about the network

<ul><li>Riteish and <keyword id="929015" type="PERSON" weightage="20" keywordseo="Genelia-Deshmukh">Genelia Deshmukh</keyword> star in <keyword id="541988" type="COMPANY" weightage="20" keywordseo="SnapDeal">Snapdeal</keyword>’s new campaign.</li><li>Great quality does not cost extra, says Snapdeal with “Brand Waali Quality, Bazaar Waali Deal.”</li></ul>Snapdeal today announced the launch of a new brand campaign “Brand Waali Quality, Bazaar Waali Deal.” The campaign highlights Snapdeal’s positioning as a shopping destination that disrupts the notion that only expensive products offer good quality. Taking a direct approach, the campaign disrupts the notion that only expensive products/brands offer good quality. In a straightforward manner, it aims to communicate Snapdeal’s unique value proposition - good quality at low prices The campaign “Brand Waali Quality, Bazaar Waali Deal,” features Bollywood actors <keyword id="1420" type="PERSON" weightage="20" keywordseo="Riteish-Deshmukh">Riteish Deshmukh</keyword> and Genelia Deshmukh Using humour, the campaign takes a lighthearted dig at a mindset that feels that anything can be good only if it is branded. Through a series of videos, the campaign challenges the conventional “brand-oriented” thinking and draws the attention of the audience to the depth of high-quality choice that is available online and showcases that great quality is also available at affordable prices. The campaign is targeted towards smart, value-conscious buyers, who are not necessarily taken in by the “brand quotient”, but are focussed on getting good quality, high utility items including fashion, accessories, homeware and much more. <div type="Youtube" id="mkqeUk6ylkc" title="Snapdeal | Brand Waali Quality Bazaar Waali Deal | NEW VIDEO 1 | Riteish | Genelia | Online Shopping" thumbUrl="https://i.ytimg.com/vi/mkqeUk6ylkc/mqdefault.jpg"></div> Speaking on the release of the campaign, Snapdeal’s CEO &amp; Co-founder, <keyword id="219793" type="COMPANY" weightage="20" keywordseo="Kunal-Bahl">Kunal Bahl</keyword> said, “Value is an integral part of India's purchase journey - online or offline. It is shaped by decades of experience &amp; acumen of Indian families in looking beyond the sales talk to find the best value for their rupee. In today’s connected world, it is also in the collective wisdom from one’s network that helps sort real value from the hype. This campaign is a nod to the savvy online buyers, who understand that great quality does not need to cost more.” The campaign is designed based on consumer insights gathered through extensive research. While users are familiar with value-priced options, they also seek a consistently predictable experience on quality, assortment, price and service. Snapdeal has built out a complete solution, where the entire assortment on the platform is aligned with the value e-commerce tenets of good quality at low prices. With its distinctive positioning, as seen in the campaign, Snapdeal is visibly reaffirming its leadership in the value e-commerce space. While value retail has traditionally thrived in India’s bazaars and in more recent times through modern format value retailers, an online equivalent of the same was missing. Snapdeal is India’s only e-commerce platform that is solely focused on the value segment. Unlike other platforms, which have bits of value selection dispersed across the entire assortment, 100% of Snapdeal is about value. The market for value retail in India is estimated at USD 210 Bn, which is 3 times of branded retail. Depending on the category, while 15-40% of the branded market is already online, only 2-3% of the unbranded, value merchandise is online. This vast value e-commerce opportunity is also enabled by the growth of e-commerce beyond India’s top ~ 40Mn households to the next ~ 170 Mn households, accounting for nearly 60% of India. Conceptualized and developed in partnership with All things small and EO2, Snapdeal’s “Brand Waali Quality, Bazaar Waali Deal'' will reach out to consumers pan-India. The campaign will also highlight the ease of buying on Snapdeal and the simplicity of payments and returns. The campaign includes 10 videos ranging and will run across a variety of media. The campaign has gone live today and will run over the summer months.

Snapdeal onboards Riteish and Genelia Deshmukh for its latest campaign

<ul><li><keyword id="541988" type="COMPANY" weightage="20" keywordseo="SnapDeal">Snapdeal</keyword> and four Indian shopping complexes were listed in the latest 2020 Review of Notorious Markets for Counterfeiting and Piracy. </li><li>Snapdeal’s defense is that the Indian law recognises the difference between marketplace and seller, but the <keyword id="2221396" type="PERSON" weightage="20" keywordseo="USTR-report">USTR report</keyword> blurs this distinction to further a flawed point of view. </li><li>The Indian e-commerce firm was listed in the 2019 USTR report as well.</li></ul>Indian e-commerce giant Snapdeal was in for a rude shock on Friday morning as the US Trade Representative (USTR) published a<a href="https://www.businessinsider.in/business/ecommerce/news/snapdeal-four-indian-shopping-complexes-rank-in-us-notorious-markets-list-for-counterfeiting-and-copyright-piracy/articleshow/80278346.cms"> report </a>that put the online retail firm and four Indian shopping complexes in the latest 2020 Review of Notorious Markets for Counterfeiting and Piracy. However, Snapdeal has rebuffed the report and said that this “reflects a poor understanding of the governing law in various jurisdictions, including India.” Snapdeal’s defense is that the Indian law recognises the difference between marketplace and seller, but the USTR report blurs this distinction to further a flawed point of view. “In doing so, it ignores clear and well-established regulatory and legal frameworks under which marketplaces operate,” said a company spokesperson. The USTR said Snapdeal remains a concern for right holders who report that the volume of counterfeit products on this platform has increased over the past year. "According to a November 2018 survey, 37 per cent of purchasers reported that they had received a counterfeit product from Snapdeal. In July 2019, Snapdeal's founders were accused of criminal conduct in India for selling counterfeit products there. Right holders have also sued Snapdeal for selling counterfeit goods," it said. In 2019, Snapdeal had been dragged to court as sellers on its platform was found to be selling counterfeit <a href="https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/snapdeal-founders-summoned-in-fake-hul-products-case/articleshow/72878585.cms">HUL (Hindustan Unilever) products.</a> However, Snapdeal said that there had been no criminal accusations against the founders. “The process of collating inputs by USTR continues to be outdated, opaque and based on unverified inputs. We firmly disagree with the “findings” of the report, specifically in its observations relating to Snapdeal,” said the spokesperson. This isn’t the first time that Snapdeal had to issue such a statement. In 2020, when it had featured in the list, the Kunal Bahl-led e-commerce company had strongly refuted the findings of the report and had said the process of collating the data was neither objective nor inclusive. “The comments made with regard to Snapdeal are factually incorrect and repeat the falsehoods contained in the 2019 report, which Snapdeal had strongly rebutted. The lack of diligence is evident in including reference to related sites that have ceased to operate four years ago,” said the spokesperson.

‘Opaque and unverified’ — Snapdeal lashes out at USTR that put the Indian e-tail major in the Notorious Markets list for having counterfeit sellers

<keyword id="6354742" type="COMPANY" weightage="20" keywordseo="Flipkart">Flipkart</keyword>, the poster child of the Indian startup ecosystem, was devalued for the seventh time in January 2017, by <keyword id="4205639" type="UNKNOWN" weightage="20" keywordseo="fidelity-partners">Fidelity Partners</keyword>. At a $5.56 billion valuation, Flipkart’s shares were valued at $52.13 in November 2016, down by 36.1 percent from $81.55 per share as of August 2016. The domino effect hit the cab aggregator <keyword id="6354720" type="PERSON" weightage="20" keywordseo="Ola">Ola</keyword> next with the US-based investment firm <keyword id="4205636" type="UNKNOWN" weightage="20" keywordseo="vanguard-world-fund">Vanguard World Fund</keyword> marking down Ola by over 40 percent. 
 According to their regulatory filing with the <keyword id="108474" type="ORGANIZATION" weightage="20" keywordseo="US-Securities-and-Exchange-Commission">US Securities and Exchange Commission</keyword>, the current valuation for Ola is now $3 billion, with its shares dropping from $311.27 per share in the previous quarter to $182.70 apiece. During their peak, Ola had raised $500 million at a valuation of $5 billion. 
 That’s not all. According to reports, e-commerce giant <keyword id="541988" type="COMPANY" weightage="20" keywordseo="SnapDeal">Snapdeal</keyword> is reportedly looking at raising funds at a lower valuation of $4 billion. At their last fundraising round, they raised $200 million at a valuation of $6.5 billion. 
 
Valuations are normally decided according to a company’s market share, its gross margins, and its rate of growth, among other factors, but is anyone talking about the elephant in the room? Does a number decide a company’s worth or does the mettle lie someplace else? 
 
What’s The Big Deal about Valuations? 
 
While Valuations and devaluations are part of the game, they are a mix of market environment, risk appetite, a fund manager’s biases, hot new trends, fear of missing out, the multiples comparable are commanding, and of course, expected cash flows and margins. 
In 2015, we lauded the entry of Flipkart, Ola and Snapdeal in the Unicorn club. The first quarter of 2015 saw over $1.7 billion funding in start-ups and all we hear now are downturns with reality hitting the magic creatures to the ground and forcing them to compete in a horse race for fund-raising. 
 
<a href="http://www.businessinsider.in/heres-how-uber-is-letting-you-earn-from-its-platform-uberdost/articleshow/57083396.cms">ALSO READ: Here's how Uber is letting you earn from its platform 'UberDost'</a> 
 
While there were muffled concerns of profitability and unit economics, the dynamics took a harder turn when in the middle of 2016 the world economic dynamics shifted. 
 
Suddenly, the pouring funding started slowing down, news of firing rounds, internal tiffs, and investor involvement began to cloud the startup skyline. 
 
Now the lauded valuations started to seem bloated and overhyped, and the cost-cutting started and it doesn’t seem to end. 
 
 
 
 
The secret is in the Business Model 
 <keyword id="824043" type="COMPANY" weightage="20" keywordseo="Business-Insider">Business Insider</keyword>, while digging deeper into factors ailing the startup ecosystem in India, realized that business models had to be one of the core ingredients to a startup’s success or failure. So, we got in touch with key players, notable investors and successful companies that had a say in the functions of the industry. 
 
What clearly emerged was that there were mainly three business models that most start-ups and unicorns, followed in India- 
 
1) Cut prices to gain industry share and chase profit later 
2) Set up person-to-person exchanges 
3) On-Demand Model 
 
Now we break down the models to see why Indian start-ups think they’d work and why they haven’t succeeded yet. 
 
Investors’ Point of View 
 <keyword id="262067" type="PERSON" weightage="20" keywordseo="Mahesh-Murthy">Mahesh Murthy</keyword>, Co-Partner, Seedfund, one of India’s most vocal investors told us what’s wrong with the Indian startup ecosystem,”The problem is that we are idolizing businesses that are not ‘New’. There is nothing elusive or different about the companies we look up to, they are just copycats.’’ 
 Seedfund, which is an early stage VC firm has invested in companies like Redbus.in, Chumbak, Carwale, and Voonik. “Real businesses need little or no marketing. The cost of acquiring a customer shouldn’t be higher than your investment in your product which is what is happening right now’’<keyword id="20148" type="PERSON" weightage="20" keywordseo="murthy">Murthy</keyword> comments on the viability of the business models of India’s best-known <keyword id="6362513" type="ORGANIZATION" weightage="20" keywordseo="Startups">startups</keyword>. 
 “Innovation for the sake of innovation is useless. Most consumers prefer the companies that are competitors to Flipkart, Snapdeal, and Ola and that speaks volumes. We are just looking for great service coupled with great value for money and <keyword id="18635" type="CITY" weightage="100" keywordseo="Amazon">Amazon</keyword> and Uber give us that while the other companies don’t hit the mark while getting celebrity endorsements with full-page ads.’’ 
 “Rule Number 1 of business: Never lose money. Rule Number 2: Don’t forget Rule Number 1,” said <keyword id="71133" type="PERSON" weightage="20" keywordseo="Warren-Buffet">Warren Buffet</keyword>, probably the most popular investor in the world. 
 <keyword id="542474" type="PERSON" weightage="20" keywordseo="Reid-Hoffman">Reid Hoffman</keyword> from <keyword id="28120" type="CITY" weightage="20" keywordseo="Linkedin">LinkedIn</keyword> and now a VC says that as a VC, you should be able to put your money into a startup and walk away from your investment and at the most, you are best placed to understand a sector if you have built a business in it or at the very least, worked in it. For Indian start-ups, we see the opposite happening with Flipkart who recently appointed <keyword id="6379357" type="UNKNOWN" weightage="20" keywordseo="Kalyan-Krishnamurthy">Kalyan Krishnamurthy</keyword> as CEO, who is an ex-employee at Flipkart’s key investor, Tiger Global. 
 
What is a business model? 
 
A business model explains which consumer pain a startup chooses to relieve, why your solution works better than competing ones and how big a wedge a company can drive between what customers are willing to pay and the costs. 
 
Breaking down the Business Models 
 
There are broadly the following business models at play when it comes to start-ups that hold the public eye in India: 
 
1. Cut prices to gain an industry share and chase profit later: Target a huge market and sell a product at the lowest price with fast delivery and great service. As the company grows, expand the product line, negotiate volume discounts with suppliers, invest in technology, customer response time and cut waste from the operations. Then deliver the lower costs to customers in the form of lower prices. 
 
This was Amazon’s model which is still one of the fastest growing companies in India and the world. Although it was founded back in 1994, Amazon didn’t actually make a profit until 2001. Amazon has some profitable projects, but the money made from them is typically used as investments to fund other Amazon businesses and ventures. The company invests its profits in new lines of businesses and uses them to expand. In short, Amazon seems to value growth over profits. 
 
 
 
​ <keyword id="8589" type="PERSON" weightage="20" keywordseo="padmaja">Padmaja</keyword> <keyword id="980938" type="PERSON" weightage="20" keywordseo="Ruparel">Ruparel</keyword>, President, Indian Angel Network doesn’t believe in this model simply because she thinks that Indian consumers are flighty, “There is a constant need to lure the consumer to stick with you which is tricky when you’re not the only player in the market. Your focus here is on how quickly you can grow the market and not on your business strategy.’’ Ruparel believes in investing in a much more stable business model, “We are old-fashioned for sure as our focus is on businesses building a top-line and a bottom-line. We ascertain a business by unit economics and even though the cycle might be slightly longer, B2B start-ups create a sustainable business.” 
 
“The consumer is surely attuned to buying online which was their aim, but only some players will remain in this market. Consolidation is inevitable as loss-making businesses can’t stay afloat for long, but only time will tell who will remain the top dogs here,’’says Padmaja when asked about the future for consumer-centric start-ups. 
 
India’s perspective: “E-commerce companies like Snapdeal and Flipkart are following a similar model to that of Amazon in India. The difference is that Amazon can afford to lose money in India as it is profitable in other markets. The former players are just playing in India where they’re losing money trying to compete with Amazon,” comments Mahesh Murthy. 
 
2. Set up person-to-person exchanges: A house owner in a town has a huge house that has idle rooms that aren’t occupied. The young professionals living in the city need accommodation in different towns to work flexibly but they don’t want to own a house or live in expensive hotels. It seems to be working for <keyword id="719382" type="COMPANY" weightage="20" keywordseo="Airbnb">Airbnb</keyword> which doesn’t own any inventory and millions of people have taken advantage of these services, and Airbnb now has a market value estimated at $30 billion—roughly the same size as the <keyword id="183920" type="CITY" weightage="20" keywordseo="Marriott-International">Marriott International</keyword> hotel chain. 
 
Vikram Gupta, CEO, IvyCap Ventures, “India is not a mature market where you can write off $100 million checks to companies that are spearheaded by college graduates or in some cases, dropouts. The entire ecosystem is disturbed as new companies were getting funding at overhyped valuations. The market has started to finally stabilize and we see investors going back to the revenue as a yardstick for company’s growth instead of the GMV. The businesses are coming back to realistic valuations and while they might have money left in the bank, they are looking to reduce their cash burn rate.” 
 
 
 
India’s perspective: Companies like <keyword id="2808667" type="UNKNOWN" weightage="20" keywordseo="OYO">OYO</keyword> are trying to work with small hotels and guesthouses and have even leased their own properties but the burn-rate is consistent. With simplifying its business model and focusing on one aspect; people sharing their homes with people and minimal revamping, Airbnb has revolutionized how the world sees hotel accommodation forever. 
 
3. On-Demand Model: Smartphones have driven transformational shifts in how we consume goods and services, and many consumers have become acclimated to purchasing at the press of a button. The on-demand model allows a startup to leverage new technology while utilizing existing infrastructures. Another benefit lies in the use of freelance labor with its obvious advantages in cost cutting. 
 
Uber is a great example of the sharing economy where they connect the supply to the demand of taxis without investing in their own fleet. 
 
India’s perspective: <keyword id="6362049" type="UNKNOWN" weightage="20" keywordseo="Ola-Cabs">Ola Cabs</keyword> is Uber’s biggest competitor in India and while both companies burn a lot of money trying to lure customers to get into a taxi, Uber is currently the world’s most valuable startup at $69 billion. 
 
<a href="http://www.businessinsider.in/online-cab-players-in-2016-completed-nearly-half-a-billion-rides-with-250-y-o-y-growth-in-india/articleshow/57273938.cms">ALSO READ: Online cab players in 2016 completed nearly half a billion rides with 250% y-o-y growth in India</a> 
 
Winner Speak 
 V. Krishnan, Co-founder, and Director of <keyword id="1675768" type="UNKNOWN" weightage="20" keywordseo="Justdial-Ltd">JustDial Ltd</keyword> who likes to call his company an ‘18-year old startup’ says that for a successful business you don’t need an extraordinary idea, “The problem with start-ups today is that they don’t focus on profitability. To create a profitable business, you need extraordinary execution, not an idea. Giving money to people to use your services doesn’t make sense. The Indian customers are not loyal to brands, but to offers. Our goal was to create a world-class business and a world-class company.’’ 
 
For the first ten years of JustDial’s existence, the company didn’t raise any funding. The company ran on a shoe-string budget and used its own money to survive. In 2006, when internet penetration and broadband gained traction in India, the company was ready with its fully functional website to complement its telecom services. From 2-3% internet users to now 85% internet users, the company has grown to 200 Cr web searches annually, without any cashback or incentives. The company is probably one of the rarely profitable internet companies in the country today. 
 
<a href="http://www.businessinsider.in/65-of-start-ups-feel-indian-startup-eco-system-may-be-in-a-tech-bubble-report/articleshow/57205211.cms">ALSO READ: 65% of start-ups feel Indian startup eco-system may be in a tech bubble: Report</a> 
 
“The core business of start-ups isn’t ready but there is marketing happening. India is going to be giving you a lot of opportunities. Everyone wants to create a company, raise a great valuation and sell it off to do something bigger; the attitude is wrong," he signs off. 
​ 
Business Insider got in touch with Flipkart, Ola, Snapdeal, and Uber for this story but the companies chose to not comment on the same. 
 
​ 
 
Business Insider’s Take 
 
While popular Indian start-ups struggle to survive without additional funding coming in, we see some internet companies like JustDial and BookMyShow staying afloat, without investor-intervention. 
 
When it comes to businesses and business models, investors and successful companies agree that the tried and tested works; build a business with a strong product that you can alter as technology develops. The business of losing money can only take you so far if you don’t put it to good use. 
 
There’s a difference between investment into a product and burning money, and the start-ups better realize that before they get acquired or relinquished by the players who created the game that they’re set to lose. 
 
The market is big enough for companies that create value for customers not just for start-ups that create customers; the difference is everything. 
 
(Graphics: All figures in INR crores for the financial year 2015- 2016. Source: <a href="http://www.livemint.com/Companies/vtqiTC9VgJgnUfOAH2QdiL/Flipkart-still-Indias-top-startup.html">Mint Research</a>) 
 
**For Oyo, the result is from Apr-Dec 2015. 
*BookMyShow is the only company mentioned that has profits.

BI Investigation: Business models akin to Amazon and
Uber’s aren’t working for Indian startups

Amid looming uncertainties, <keyword id="541988" type="COMPANY" weightage="100" keywordseo="SnapDeal">Snapdeal</keyword> co-founders <keyword id="219793" type="PERSON" weightage="20" keywordseo="Kunal-Bahl">Kunal Bahl</keyword> and <keyword id="396598" type="PERSON" weightage="20" keywordseo="Rohit-Bansal">Rohit Bansal</keyword> sent out an e-mail to employees saying the current phase is an "inflection point" for the company. They also asked the teams to take tough decisions in its pursuit of profitability. 
 
Reportedly, the communication, from Bahl and Bansal, comes at a time when Snapdeal is downsizing and shutting its non-core businesses so as to conserve cash and extend its runway as fresh funding has been hard to come by. 
 
Recently, the company announced the closure of its consumer-to-consumer marketplace Shopo last week and now the e-tailer has now disbanded its SD Instant team. 
 Launched across Delhi, Mumbai and <keyword id="6354321" type="CITY" weightage="20" keywordseo="Bengaluru">Bengaluru</keyword> to deliver FMCG and daily essential goods, the service is now only operational in Gurgaon. 
 Snapdeal's cost-cutting drive has coincided with a string of senior level exits. The latest being <keyword id="1833544" type="PERSON" weightage="20" keywordseo="Amit-Maheshwari">Amit Maheshwari</keyword>, fashion head of Snapdeal, who had been elevated as the CEO of Exclusively, the e-tailer's premium and luxury fashion goods platform, which was shuttered last year. 
 
Maheshwari has left the company after a four-year stint, sources aware of the development told TOI. He joins other old-timers who have recently quit including Tony Navin, Sandeep Komaravelly and Abhishek Kumar

This is what Snapdeal founders told their staff amid downsizing

In the past one year, India’s ecommerce giant <keyword id="541988" type="COMPANY" weightage="100" keywordseo="SnapDeal">Snapdeal</keyword> has <a href="http://www.businessinsider.in/Sellers-on-Amazon-Flipkart-Snapdeal-cry-foul-over-rising-return-of-products-marketplaces-have-different-numbers/articleshow/51438343.cms">doubled the number of sellers</a> on its platform, and now boasts of more than three lakh associated sellers. It is now looking forward to meet its target of five lakh sellers by the year end. 
 
After it got a three-year investment of $200-million (Rs 1,320 crore) to strengthen the supply-chain capabilities, it has been very prompt in adding to its seller base. 
 
<a href="http://www.businessinsider.in/You-can-now-use-the-Snapdeal-app-to-book-tickets-and-order-food-online/articleshow/51340726.cms">Also read: You can now use the Snapdeal app to book tickets and order food online</a> 
 
There is a <a href="http://www.businessinsider.in/Flipkart-vs-Snapdeal-E-commerce-giants-tremble-under-investors-pressure/articleshow/51581261.cms">race </a>going on amongst the country’s biggest online companies, which see them using outreach programmes, technology innovation for sellers and working capital assistance. 
 
"The cost of seller acquisition has come down by almost 50 per cent since last year. The new sellers onboarded are largely in the unstructured category of general merchandise or home and fashion," Vishal Chadha, senior VP of market development, told ET. 
 
As a benefit, the company expects as many as 10,000 sellers on its platform to post sales exceeding Rs 1 crore each. 
 
<a href="http://d152j5tfobgaot.cloudfront.net/wp-content/uploads/2014/07/yourstory_SnapdealSellerZone_InsideArticle.jpg">Image source</a>

Snapdeal doubles the number of sellers in one year

<keyword id="541988" type="LOCATION" weightage="20" keywordseo="SnapDeal">Snapdeal</keyword>, one of India's largest e-commerce platforms, along with four Indian shopping complexes, two of them in New Delhi alone, have figured in the latest 2020 Review of <keyword id="589881" type="PERSON" weightage="20" keywordseo="notorious-markets">Notorious Markets</keyword> for Counterfeiting and Piracy issued by the Office of the <keyword id="178344" type="ORGANIZATION" weightage="20" keywordseo="US-Trade-Representative">US Trade Representative</keyword>. The four Indian markets that have found mention in the list are Heera Panna in Mumbai, Kidderpore in Kolkata and <keyword id="6397252" type="PERSON" weightage="20" keywordseo="palika-bazaar">Palika Bazaar</keyword> and Tank Road in Delhi. Aizawl's Millennium Center was mentioned in the last list of notorious markets, but now it has been replaced by Palika Bazaar. "Holding intellectual property rights violators accountable and ensuring that American innovators and creators have a full and fair opportunity to use and profit from their work is critical for both physical and online markets," US Trade Representative Robert Lighthizer said. In addition to addressing the role of e-commerce in facilitating the sale of pirated and counterfeit goods, the 2020 Review of Notorious Markets identifies 39 online markets and 34 physical markets that are reported to be engaged in or have facilitated substantial trademark counterfeiting and copyright piracy. The report includes for the first time a section addressing the role of internet platforms in facilitating the importation of counterfeit and pirated goods into the United States. "Today, the greatest risk of importation of counterfeit and pirated goods, harming both US content creators and US consumers, is posed not by foreign flea markets and dark web sites but by inadequate policies and inadequate action by e-commerce companies that market and sell foreign products to American consumers," Lighthizer said. "Combatting piracy and counterfeits will require sustained effort by both the federal government and by companies that profit from the sale of such goods," the official said. Although the majority of counterfeit goods seized by American law enforcement agencies originate in China and Hong Kong ֫- 92 per cent by value - the problem is global, with additional major points of origin, including India, Singapore, Thailand, Turkey, and the United Arab Emirates, the report said. The USTR said Snapdeal remains a concern for right holders who report that the volume of counterfeit products on this platform has increased over the past year. "According to a November 2018 survey, 37 per cent of purchasers reported that they had received a counterfeit product from Snapdeal. In July 2019, Snapdeal's founders were accused of criminal conduct in India for selling counterfeit products there. Right holders have also sued Snapdeal for selling counterfeit goods," it said. The USTR said Heera Panna, a major indoor market located at the heart of Mumbai, reportedly offers high quality counterfeit watches, footwear, apparel, accessories, and cosmetics. Right holders warn that counterfeit cosmetics sold at this market have health and safety risks. Locally known as "Fancy Market", Kidderpore in Kolkata reportedly sells counterfeit consumer electronics, apparel, cosmetics, and pirated software and media, often at wholesale quantities, the report said. Palika Bazaar, the underground market in Delhi is reportedly well-known for the trade of counterfeit products. Many shoppers are reportedly students and other young people who want trendy products at cheap prices. The market is also a popular destination for tourists, the USTR said. According to the report, Tank Road continues to sell counterfeit products, including apparel and footwear. Wholesale counterfeit goods are also reportedly supplied from this market to other Indian markets, including Gaffar Market and Ajmal Khan Road. Right holders report that conducting enforcement actions at this location is expensive and challenging, and sellers often appear to have advanced knowledge of raids, limiting their effectiveness, it said. LKJ IJT

Snapdeal, four Indian shopping complexes rank in US Notorious Markets List for counterfeiting and copyright piracy

<a href="http://www.businessinsider.in/searchresult.cms?query=Alibaba&amp;sortorder=effectivedate">Alibaba</a>’s Founder-CEO <a href="http://www.businessinsider.in/searchresult.cms?query=Jack+Ma&amp;sortorder=effectivedate">Jack Ma</a> is a known face in the Indian startup scene. He’s invested in <a href="http://www.businessinsider.in/searchresult.cms?query=Snapdeal&amp;sortorder=effectivedate">Snapdeal</a> and a couple of other <keyword id="6362513" type="ORGANIZATION" weightage="20" keywordseo="Startups">startups</keyword>, and has melted the best of the West and East to create the world’s largest ecommerce company <a href="http://www.businessinsider.in/searchresult.cms?query=Alibaba&amp;sortorder=effectivedate">Alibaba</a>, which is soon to land on India. 
 
Valued at a mind-boggling $240 billion, <a href="http://www.businessinsider.in/searchresult.cms?query=Jack+Ma&amp;sortorder=effectivedate">Jack Ma</a> has built what might be the most diversified global technology ever, both in terms of management culture and product offerings. It has three primary platforms – <a href="http://www.businessinsider.in/searchresult.cms?query=Alibaba&amp;sortorder=effectivedate">Alibaba</a> (B2B), Tmall (B2C) and <a href="http://www.businessinsider.in/searchresult.cms?query=Taobao&amp;sortorder=effectivedate">Taobao</a> (C2C). This has also made him the richest man in China with a personal valuation of over $18 billion. 
 
Here are the main elements of Crazy Ma’s management style that made him the man he is: 
 
Take it easy 
 
<a href="https://static-ssl.businessinsider.com/image/542d71fbeab8ea725ec5ed81-960-720/the-company-also-hosts-annual-talent-shows-and-ma-is-a-natural-entertainer-at-a-company-anniversary-event-he-dressed-up-as-a-punk-rocker-for-a-performance-in-front-of-20000-alibaba-employees.jpg">Image Source</a> 
A lot of who Ma’s company culture is built around who he is, and that’s about being charming, holding fun events and singing karaoke. His outspoken and fun-loving side has seeped into his management style. He believes you don't have to be grumpy if you're in charge. 
 
This doesn’t mean he doesn’t take business seriously. Ma has worked really hard from the beginning, and has air of inclusion and comradery around himself. 
 
He’s created an image around himself where his employees treat him as their leader, and also a father figure. This has ended up creating a solid and tight-knit hardworking workforce that’s always at Ma’s command. This was no accident, it was by design. 
 
You don’t have to be ‘shrewd’ 
 
<a href="http://static2.businessinsider.com/image/54c23b75ecad04871b3f9714-1190-625/alibaba-ceo-jack-ma-isnt-worried-about-chinas-slowdown.jpg">Image Source</a> 
There’s a naive innocence with which Ma approaches life’s problems, and that ensured he never backed down. 
 
Mind, he started off as a teacher, earning $15 a month, and was supplementing his income peddling on the streets. He wasn’t disheartened when <a href="http://www.businessinsider.in/searchresult.cms?query=KFC&amp;sortorder=effectivedate">KFC</a>, a hotel and the police turned him down for jobs, and kept going. At 50 yeard old, he's not in it for the money, but with a mission to change how business is done is China and the world. 
 
He sees the world through the hopeful eyes of a child, believing in the essence of technology and its power to touch lives. This has led him to overcome the impossible, and keep his focus where it needs to be. 
 
Did we tell you his favorite movie is <a href="http://www.businessinsider.in/searchresult.cms?query=Forrest+Gump&amp;sortorder=effectivedate">Forrest Gump</a>? Makes sense. 
 
Innovating is not always about inventing 
 
<a href="http://static4.businessinsider.com/image/54623d76eab8ea9721bca64b/chinas-richest-man-jack-ma-im-not-happy-being-so-rich.jpg">Image Source</a> Believe it or not, Ma has it clear in his head that innovation isn’t always about invention. When eBay was being touted as the largest and most successful C2C e-commerce site in the world, Ma launched <keyword id="163403" type="COMPANY" weightage="100" keywordseo="Taobao">Taobao</keyword> and completely changed the rules of the game. 
 
What Ma did was adapt the concept specifically for China. He knows his country inside-out, and knows that consumer mind-set is as important as anything else. He’s included a real-time chat function on Taobao. That way buyers and sellers can chat in real time, and every transaction is personal. 
 
If you think it straight, <a href="http://www.businessinsider.in/searchresult.cms?query=Steve+Jobs&amp;sortorder=effectivedate">Steve Jobs</a> didn’t invent the digital music player, nor did <a href="http://www.businessinsider.in/searchresult.cms?query=Bill+Gates&amp;sortorder=effectivedate">Bill Gates</a> invent computer OS. All these people built the best they could on top of what was already there. The rest is history. 
 
<a href="https://cdn01.vulcanpost.com/wp-uploads/2015/11/jack-ma-this-is-alibabas-most-dangerous-moment.jpg">Image Source</a>

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