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<ul><li><keyword id="6357316" type="UNKNOWN" weightage="20" keywordseo="Udaan">udaan</keyword> has raised $585 million from investors like Tencent, Altimeter, Footpath Ventures, Hillhouse, GGV Capital and Citi Ventures. </li><li> udaan’s valuation soars to $2.8 billion with a total <keyword id="6357455" type="UNKNOWN" weightage="20" keywordseo="Funding">funding</keyword> of $870 million.</li><li>The <keyword id="2526464" type="PERSON" weightage="20" keywordseo="B2B-e-commerce">B2B e-commerce</keyword> startup is one of the fastest Indian <keyword id="6362513" type="UNKNOWN" weightage="20" keywordseo="startups">startups</keyword> to reach unicorn status (have a valuation of $1 billion).</li></ul>Indian B2B e-commerce platform udaan has raised a whopping $585 million from Tencent, Altimeter, Footpath Ventures, Hillhouse, GGV Capital and Citi Ventures. The startup’s existing investors Lightspeed Venture Partners and DST Global too participated in the series D round. With the latest funding, udaan’s valuation soars to $2.8 billion with a total funding of $870 million. In September 2018, udaan became one of the fastest Indian startups to reach unicorn status with a valuation of $1 billion. According to <a href="https://techcrunch.com/2019/10/02/udaan-series-d/">reports</a>, this is the biggest single funding round raised by a B2B platform in India. Udaan works as a marketplace for products across lifestyle, electronics, home and kitchen, staples, fruits and vegetables, FMCG, toys and general merchandise. Its clients are manufacturers and business owners like shopkeepers. It has a network of 3 million retailers in 900 cities, who are connected to 20,000 sellers across the country. With the latest funding, udaan will invest in further building its platform. “We are building udaan as a trusted partner for small businesses across the country, to empower these entrepreneurs with technology, financial inclusivity, and supply chain capabilities to compete and win in an increasingly tech and digital world,” said a statement by its co-founders Amod-Malviya, Vaibhav Gupta and Sujeet Kumar.

Udaan raises a whopping $585 million to hit a valuation of $2.8 billion

Business-to-business (B2B) e-commerce platform <keyword id="6357316" type="General" weightage="100" keywordseo="udaan" source="Orion">Udaan</keyword> has raised $120 million in convertible notes and debt, as it plans an initial public offering (IPO) in the next 12-18 months amid the <keyword id="6357455" type="General" weightage="20" keywordseo="funding" source="Orion">funding</keyword> winter. Udaan's chief financial officer <keyword id="2753906" type="General" weightage="50" keywordseo="aditya-pande" source="Orion">Aditya Pande</keyword> wrote in an email seen by IANS that with this round, the total funds raised by Udaan through convertible notes and debt in the last four quarters have crossed $350 million, making it one of the largest structured instrument fundraises in the country. "Despite the funding-related challenges being experienced by the larger start-up ecosystem, this fundraise reflects the confidence of investors in our business model and their endorsement of the journey to unit economics, driven by great progress in the evolution of our business model and cost efficiency, that we initiated last year," said Pande. He added that these steps have not only helped us achieve positive unit economics last quarter, but also improved efficiency in the system, with huge cost benefits, "which is key to building a sustainable business, and being public market-ready in 12-18 months". The Bengaluru-headquartered startup improved its unit economics by "1,000bps with equally strong improvements in both gross margins and operating cost," said Pande. "The journey of right business design and unit economics has translated into over 60 per cent reduction in the burn. Continued focus on customer-first thinking and initiatives on strengthening our value proposition for them have resulted in monthly buyer repeat rates increasing by more than 500 bps in the last 2 quarters," he added. Earlier this year, Udaan raised $250 million, $200 million in a convertible note and $50 million in debt. In the calendar year 2021, Udaan raised $500 million, taking its total raise to $1.4 billion to date. To cater to the growing demand, Udaan plans to scale its warehouse capacity to 50 million square feet across the country in the next seven-eight years. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/corporates/news/jiomart-on-whatsapp-is-a-big-opportunity-for-paid-messaging-market-zuckerberg/articleshow/95114891.cms">JioMart on WhatsApp is a big opportunity for paid messaging market: Zuckerberg</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/kkr-to-acquire-digital-services-transformation-company-ness-digital-engineering/articleshow/95119920.cms">KKR to acquire digital services transformation company Ness Digital Engineering</a>

Udaan raises $120 mn in funding winter, plans IPO in 12-18 months

<ul><li><keyword id="11600676" type="UNKNOWN" weightage="20" keywordseo="Micromax-In-2B">Micromax In 2b</keyword> is the company’s latest budget smartphone under its In series.</li><li>It also entered the TWS category with the AirFunk 1 Pro and AirFunk 1.</li><li>The AirFunk 1 has a voice changer mode to switch between male and female voices.</li></ul>Micromax today launched the in 2b smartphone, successor to the In 1b from last year. The In 2b comes in two variants with up to 6GB RAM and 256GB storage, a 5,000mAh battery and near-stock Android OS. The company also made its entry into the TWS segment with two new affordable earbuds — AirFunk 1 Pro and AirFunk 1. Micromax In 2b starts at ₹7,999 for the base model with 4GB of RAM and 64GB of internal storage. It also comes with 6GB RAM and 64GB storage, and this variant is priced at ₹8,999. The smartphone will go on sale for the first time on July 30 at 12 noon via Flipkart and the official Micromax website. It comes in three colour options — blue, black and green. <cmsannotation type="cmsannotation" annotationid="Micromax In 2b specifications" comment="subhead" text="Micromax In 2b specifications">Micromax In 2b specifications</cmsannotation> The In 2b features a 6.52-inch HD+ display with a notch on top. It is powered by the Unisoc T610 processor paired with up to 6GB of RAM and 64GB of onboard storage. Micromax In 2b also has a microSD card slot for expandable storage up to 256GB. In the camera department, Micromax In 2b sports a 13-megapixel primary sensor and a 2-megapixel depth sensor. It houses a 5-megapixel front camera for selfies. The smartphone also packs a 5,000mAh battery with support for 10W charging via a USB Type-C port. Its connectivity options include dual VoWi-Fi, dual Wi-Fi band, and Bluetooth 5.0. The smartphone also has a fingerprint unlock and Anrodoid’s built-in Face ID support. <cmsannotation type="cmsannotation" annotationid="Micromax AirFunk 1 Pro and AirFunk 1" comment="subhead" text="Micromax AirFunk 1 Pro and AirFunk 1">Micromax AirFunk 1 Pro and AirFunk 1</cmsannotation> The AirFunk 1 Pro TWS is priced at ₹2,499, and it features a stem design. It is powered by the Qualcomm 3040 chipset and comes with Bluetooth 5.2, and ENC technology with quad microphones. The AirFunk 1 Pro TWS also packs 13mm drivers and quad microphones. The wireless earbuds are claimed to offer a total playtime of 7 hours and 32 hours with the charging case. The TWS has a USB Type-C port and IP44 for water resistance. It comes in blue, white, black, red and yellow colour options. The TWS also supports touch controls for playback functions and launching a voice assistant. The AirFunk 1 TWS is the more affordable model in the series with a price tag of ₹1,299. Its highlight is this voice changer mode wherein you can switch between male and female voices. The TWS offers a 3D surround sound experience. It is equipped with 9mm drivers, Bluetooth 5.0 and a USB Type-C port. Like the AirFunk 1 Pro, this one too is IP44-rated. It is said to last for 5 hours on a single charge, and 15 hours with the charging case. This one too has multiple colour options of black, blue, yellow, white and purple. SEE ALSO: <h2 style="margin-bottom: 8px; font-variant-numeric: inherit; font-variant-east-asian: inherit; font-weight: inherit; font-stretch: inherit; font-size: 18px; line-height: 1.5; font-family: LabGrotesque-Black, Helvetica, Arial, sans-serif; vertical-align: baseline; color: rgb(17, 17, 17); background-color: rgb(255, 255, 255);"><a class="list-title-link" href="https://www.businessinsider.in/tech/mobile/news/micromax-in-1-budget-smartphone-with-5000mah-launched-starting-at-9999/articleshow/81590527.cms">Micromax IN 1 budget smartphone with 5,000mAh battery launched starting at ₹9,999</a></h2>

Micromax launched entry-level In 2b smartphone alongside new AirFunk 1 Pro and AirFunk 1 TWS earbuds

Business-to-Business is fast becoming the next ‘must-invest’ sector in India and 2015 has been the year. With Venture Capitalists pouring in millions of money into <keyword id="6399166" type="UNKNOWN" weightage="100" keywordseo="B2B">B2B</keyword> ecommerce start-ups this space saw exceptional growth in just one year. It also saw some spectacular decisions being taken with the plan to set up the country’s first B2B international ecommerce platform for manufacturers and exporters to sell any product that is made or valued in India, to overseas vendors. “2015 is the year when B2B became a sector on its own,” said Swati Gupta, founder of <keyword id="2741940" type="UNKNOWN" weightage="100" keywordseo="industrybuying-com">industrybuying.com</keyword> that is growing at 25% month-on-month since December 2014. Another portal in the space <keyword id="2735270" type="UNKNOWN" weightage="100" keywordseo="Tolexo">Tolexo</keyword>.com, India’s first and largest online bazaar for Industrial products, has hit a major milestone with over 1, 00,000 businesses buying from its online platform and records more than 40% growth in the customer base month-on-month, within 10 months of its launch. Further, the brand is expected to serve 1 million businesses by 2020. “The adoption rate has been phenomenal,” said <keyword id="2402415" type="PERSON" weightage="100" keywordseo="Brijesh-Agrawal">Brijesh Agrawal</keyword>, founder of Tolexo. He was leading IndiaMart for 19 years. These portals have also attracted huge <keyword id="6357455" type="EVENT" weightage="100" keywordseo="Funding">funding</keyword>. Industrybuying raised USD 9 million in Series B funding in September 2015. The latest to join the bandwagon is rivigo, which offers on-demand B2B logistics services to companies in the e-commerce, FMCG, auto, pharma and the cold chain industries and has secured a funding of USD 30 million. 

	The numbers have proved well why this sector is going to be the ‘next big thing’ in the start-ups revolution. But what changed in 2015 that made it so huge an industry?
 

	Drivers
 

	“What existed earlier was the classified platform where typically businesses would find out with whom they want to do businesses with. But with these portals, businesses can sell and buy instantly, without having to negotiate as the price and availability of the product are there on the site. Hence the overall buying decision becomes a lot easier and quicker for them to make. These portals not only allow you to find the right product and the right supplier, it also ensures the product is picked up from the supplier and delivered to the doorstep,” said Brijesh.
 

	He further said another added advantage was that the products can be delivered in small cities too.
 

	Tolexo has managed to penetrate into the deepest parts of the nation, with customers from remote locations on its list, from among more than 900 cities, with over 65% of this traction coming from Tier 2, 3 &amp; 4 cities. 
 

	Challenges
 The sector mainly faces four main challenges, <keyword id="6383566" type="PERSON" weightage="100" keywordseo="Taxation">taxation</keyword> systems in different states, supply chain network, adaptability to the new online platform and awareness. 

	1. Taxation
 

	Different states have different taxation for different products. Dealing with that is a bit of a problem as the supplier can come from any city for that matter.
 

	2. Adaptability
 

	“B2B has never been exposed to ecommerce before, both from the seller side and the buyer side. So, the nuances that come along a typical B2B ecommerce business are something that we are experiencing for the first time,” said Brijesh.
 

	3. Supply chain network
 

	The third challenge is with the logistics infrastructure itself. The major traction that comes from Tier 2,3 and 4 cities. The existing supply chain network is not predictable in these areas.
 

	“So delivering within a specified timeframe is big challenge,” said Swati.
 

	4. Awareness
 

	Also, lack of awareness is something that cause lack of trust between the supplier and the customer.
 

	Some predictions for 2016
 A clear supply chain network would be built for <keyword id="3179231" type="UNKNOWN" weightage="100" keywordseo="B2B-ecommerce-portals">B2B ecommerce portals</keyword>, predicts Brijesh while adding that they are planning to build a credit based payment mechanism for business to buy online in 2016. 

	Swati predicts her platform will witness a growth of 3x in the next six months.

	 
	 
	(Image credits: Indiatimes)

A clear supply chain network will be built for B2B ecommerce portals in 2016: Brijesh Agrawal, founder of Tolexo predicts

Ninety-seven percent of U.S. marketers say they use social media to market their businesses.
But the social networks they prioritize vary for business-to-business (B2B) marketers, compared to business-to-consumer (B2C) marketers, according to a survey from <a href="http://www.socialmediaexaminer.com/social-media-marketing-industry-report-2014/">Social Media Examiner</a>, compiled by <a href="https://intelligence.businessinsider.com/b2c-and-b2b-marketers-see-different-social-networks-as-most-important-2014-5?utm_source=House&amp;utm_medium=Edit&amp;utm_term=S-B2B-Chart-05-23-14&amp;utm_content=link&amp;utm_campaign=BIIMobile" onclick="this.href = this.href + '-' + window.location.search.substr(1).replace(/\&amp;|\=/g, '-');">BI Intelligence</a>.
<ul>
<li>Facebook trumps other social networks for B2C marketing. Sixty-eight percent of B2C marketers say Facebook is the most important social network. Twitter took 10% of the vote among B2C marketers.</li>
<li>LinkedIn is considered the most important social network for B2B marketing. One-third of marketers who sell to other businesses say the professional networking site is the top social network. Facebook was a close second, taking 31% of the vote, and then Twitter with 16%.</li>
</ul>
BI Intelligence is a subscription research service from Business Insider. We cover the mobile, social, e-commerce, video, and payments industries. <a href="https://intelligence.businessinsider.com/b2c-and-b2b-marketers-see-different-social-networks-as-most-important-2014-5?utm_source=House&amp;utm_medium=Edit&amp;utm_term=S-B2B-Chart-05-23-14&amp;utm_content=link&amp;utm_campaign=BIIMobile" onclick="this.href = this.href + '-' + window.location.search.substr(1).replace(/\&amp;|\=/g, '-');">For full access too all our charts, data, and analysis - including downloadable Excel files - sign up for a free trial.</a>
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CHARTS: The Most Important Social Networks To B2C And B2B Marketers

<ul class="summary-list"><li>The <keyword id="6404246" type="ORGANIZATION" weightage="60" keywordseo="us-air-force">US Air Force</keyword> now fields some of the most advanced bombers that have ever flown and is working on the next one to join its fleet.</li><li>Those aircraft, a cornerstone of the US's ability to dominate battlefields, are the result of decades of innovation. Below you can learn more about the bombers that proceeded them.</li></ul>Before the <a href="https://www.businessinsider.com/nazi-v2-rocket-couldnt-stop-allies-but-influence-future-missiles-2020-8" target="_top">first ballistic missiles</a> arrived in 1944, there was only one way a military could deliver large amounts of ordnance to enemy territory: bombers.Bombers have played an essential part of warfare since their introduction. Their ability to flatten cities and cripple critical infrastructure and their role in the nuclear triad have cemented them as a must-have for any modern military.The US military knows this well. For over 80 years, it has fielded some of <a href="https://www.businessinsider.com/b1b-b2-b52-b21-all-the-us-air-force-bombers-2019-9" target="_blank" rel="noopener">the best bombers</a> the world has ever seen.<h2>The Flying Fortress</h2><div type="image" title="B-17 Flying Fortress Memphis Belle" height="1875" width="2500" msid="78050030" hostid="261"></div>The Boeing <a href="https://www.boeing.com/history/products/b-17-flying-fortress.page" target="_top">B-17</a> was built in response to a 1934 request by the US Army Air Corps (USAAC) for strategic bombers. The Corps wanted a plane capable of flying at 10,000 feet, at speeds of up 200 mph, with a range of 2,000 miles.Within a year, Boeing flew its four-engine prototype, the <keyword id="2474122" type="PERSON" weightage="60" keywordseo="b-17">B-17</keyword>. A reporter from the Seattle Times, noting the 13 machine guns in turrets on the upper fuselage, belly, tail, and nose, described it as a "flying fortress." Boeing loved the term and immediately trademarked it.With a crew of 10, the bomber usually carried 4,000 pounds of bombs and had a service ceiling over 25,000 feet, with a maximum speed of 287 mph and a range over 2,000 miles.B-17s made their combat debut with the British Royal Air Force in 1941 but soon saw action with US forces in Europe and the Pacific. Despite its appearance, the B-17 was not capable of fighting off enemy fighters alone and <a href="http://www.eyewitnesstohistory.com/b17.htm" target="_top">suffered</a> casualty rates as high as 20%.This was especially the case for the Army Air Corps, which was responsible for <a href="https://www.businessinsider.com/wwii-veteran-john-luckadoo-describes-terror-of-bombing-nazi-germany-2019-11" target="_blank" rel="noopener">daylight bombing raids over Europe</a>. In one raid on Schweinfurt in Germany, the <a href="https://www.businessinsider.com/black-thursday-for-wwii-us-army-air-force-over-schweinfurt-germany-2018-10" target="_blank" rel="noopener">US lost over 60 of 291 bombers</a> and had 650 crew members killed or captured.But B-17s were the workhorse of the US bomber fleet in Europe. More than 12,700 were built, and they served on all fronts in WWII, wreaking havoc on German and Japanese targets.<h2>The Liberator</h2><div type="image" title="B-24 Liberator bomber aircraft World War II" height="1200" width="1600" msid="78050031" hostid="261"></div>The <a href="https://www.lockheedmartin.com/en-us/news/features/history/b-24.html" target="_top">B-24</a> originated from a 1938 request from the USAAC to Consolidated Aircraft to build licensed copies of the B-17. The company instead <a href="https://www.businessinsider.com/anniversary-of-b-24-liberator-bomber-first-flight-during-world-war-ii-2017-12" target="_blank" rel="noopener">decided to submit its own design</a>.What it built was a winner. With a crew of 11, the <keyword id="2474123" type="PERSON" weightage="60" keywordseo="b-24">B-24</keyword> could carry 8,000 pounds of bombs, fly up to 28,000 feet, reach speeds up to 300 mph, and had a range of 3,000 miles.Like the B-17, the B-24 first saw action with the British and was widely praised, earning the name "Liberator."Liberators served in all theaters of WWII and in all branches of the US military. While the B-17 was preferred by the Americans in Europe, it was almost entirely replaced in the Pacific by the Liberator, which had a much greater range.The B-24 had a number of variants for different missions, including a transport version capable of carrying a 10,000-pound payload up to 1,000 miles, or 6,000 pounds over 3,300 miles, helping close the Atlantic Gap.In all, 18,482 Liberators were built, making it the most-produced bomber in history.<h2>The Superfortress</h2><div type="image" title="B-29 Superfortress" height="1873" width="2497" msid="78050033" hostid="261"></div>The Boeing <a href="https://www.boeing.com/history/products/b-29-superfortress.page" target="_top">B-29</a> was the peak of WWII bomber technology. Crewed by 11 airmen, it had pressurized cabins, four remote-controlled turrets, and four 2,200-horsepower engines.It could fly as fast as 365 mph, as far as 5,000 miles, and as high as 31,800 feet. Its maximum payload was 20,000 pounds. It was named the "Superfortress," an allusion to the B-17.<keyword id="9917652" type="UNKNOWN" weightage="60" keywordseo="b-29">B-29</keyword>s were used almost exclusively against Japan. Flying from bases in India and China and on Pacific Islands, B-29 bombing runs destroyed entire cities. One <a href="https://www.history.com/this-day-in-history/firebombing-of-tokyo" target="_top">mission</a> saw as many as 300 B-29s drop almost 250,000 incendiary bombs on Tokyo.The Soviet Union, unable to build its own efficient long-range bomber, <a href="https://www.warhistoryonline.com/world-war-ii/reverse-engineering-b29-soviet-tu4.html" target="_top">reversed-engineered</a> B-29s that made emergency landings in Soviet territory, building over 800 of them.Two modified B-29s were used to drop the atomic bombs on Hiroshima and Nagasaki, auguring bombers' important role in nuclear warfare. B-29s continued to be used during the Korean War and were retired only with the arrival of the jet age.<h2>The Stratofortress</h2><div type="image" title="A US B-52H Stratofortress bomber during a strategic bomber mission on May 7, 2020." height="4443" width="5923" msid="78050035" hostid="261"></div>With nuclear weapons and jet engines now in play, bomber design shifted focus to intercontinental ranges and heavier payloads. The <a href="https://www.airspacemag.com/history-of-flight/b-36-bomber-at-the-crossroads-134062323/" target="_top">Convair B-36 Peacemaker</a> was the first step, but its propeller-driven engines and lack of aerial refueling capability meant its life was short.The result was the <a href="https://www.boeing.com/defense/b-52-bomber/" target="_top">B-52 Stratofortress</a>. Adopted in 1955, it has a range of over 8,000 miles, a ceiling around 43,000 feet, and a top speed of 650 mph. The <keyword id="146704" type="PERSON" weightage="60" keywordseo="B-52">B-52</keyword> can deliver a massive 70,000 pounds of ordnance. It was a key part of the nuclear triad that was developed around the time the bomber arrived.The B-52 had a central role in the Vietnam War. Its carpet-bombing missions during <a href="https://www.airforcemag.com/article/1197linebacker/" target="_top">Operation Linebacker II</a> dropped over 15,000 tons of bombs on North Vietnam in just 11 days. The B-52 was also the last bomber in which tail gunners <a href="https://www.airforcemag.com/article/0112gunners/" target="_top">scored</a> a confirmed kill against enemy aircraft.The B-52 has received numerous upgrades, allowing it to drop precision munitions as well as missiles. It has conducted bombing operations in Afghanistan, Iraq, and Syria, and is still in active service.The <a href="https://www.boeing.com/defense/b-1b-bomber/" target="_top">B-1 Lancer</a> was introduced in 1986 to replace the B-52. Capable of flying over 7,000 miles at 30,000 feet, it has a payload of over 70,000 pounds and a speed of 900 mph. It too has seen extensive service with the Air Force and is a critical part of its bomber fleet.But the B-52 has proven so adaptable — and the <keyword id="620788" type="PERSON" weightage="60" keywordseo="B-1">B-1</keyword> has been so strained by the war on terror — that the Stratofortress may <a href="https://www.realcleardefense.com/articles/2018/02/13/venerable_b-52_may_outlive_b-1b_and_b-2_stealth_bomber_113054.html" target="_top">outlive</a> its replacement.<h2>The Spirit</h2><div type="image" title="B-2 Spirit" height="1252" width="2000" msid="78050036" hostid="261"></div>No bomber that has flown has been as advanced as the <a href="https://www.northropgrumman.com/what-we-do/air/b-2-technical-details/" target="_top">B-2</a> Spirit, the world's first stealth bomber.With a crew of two, the B-2 has a range of 6,900 miles, a ceiling of 50,000 feet, and a top speed over 600 mph. It can deliver over 40,000 pounds of ordnance and is known for <a href="https://www.businessinsider.com/how-b-2-stealth-bomber-pilots-pull-off-grueling-33-hour-missions-2019-5" target="_blank" rel="noopener">flying bombing missions as long as 33 hours</a>.The Spirit is designed to fly into enemy territory undetected, drop conventional or nuclear weapons, and return unscathed, and it has done so in Kosovo, Iraq, Afghanistan, and Libya.B-2s <a href="https://www.military.com/equipment/b-2-spirit" target="_top">destroyed</a> 33% of all Serbian targets in the first eight weeks of Operation Allied Force and dropped 1.5 million pounds of munitions during Operation Iraqi Freedom. They have also <a href="https://www.popularmechanics.com/military/aviation/news/a28854/two-recent-b-2-bomber-exercises-a-warning-to-north-korea/" target="_top">flown</a> from Missouri to Korea and back as a show of strength against North Korea.With 21 built, the B-2 is expected to be in service until the early 2030s, when <a href="https://www.businessinsider.com/air-force-assessing-ellsworth-dyess-bases-for-b-21-raider-2020-3" target="_blank" rel="noopener">it will be replaced</a> by its successor, the new and also stealthy <a href="https://www.businessinsider.com/air-force-releases-more-images-of-future-stealth-b21-bomber-2020-2" target="_blank" rel="noopener">B-21 Raider</a>.

Here are the bombers the US has used to dominate skies all over the world for over 80 years

The app economy has inspired an ‘on-demand’ self-service culture among all kinds of consumers. The <keyword id="5948524" type="General" weightage="20" keywordseo="B2B-sector" source="Orion">B2B sector</keyword> is no exception and brands are responding to the changing customer demands through Direct-to-consumer models. The way brands connect and engage with their customers has changed significantly in the last two years. The digital-first era is transforming conventional buying patterns and behaviours. Customers across segments – whether it’s B2B or B2C – are expecting digital-first, personal and connected experiences as they consume products and services. As a part of this shift, digital commerce or e-commerce has been sweeping the B2B segment lately. According to a McKinsey report, nearly two-thirds of B2B companies across industry sectors now offer e-commerce capabilities. That is an extraordinary number for an industry which has preferred in-person sales so far. This was an inevitable change. But, something more interesting is happening to the B2B space – the emergence of the <keyword id="4055555" type="General" weightage="20" keywordseo="D2C" source="Orion">D2C</keyword> or direct-to-consumer model. What was once considered an exclusive domain for B2C brands is now helping B2B companies explore new possibilities. Key drivers The global pandemic was vital for the growth of the direct-to-customer approach in the B2B segment. It propelled a rapid shift to the digital way of working and compelled companies to launch apps &amp; services at lightning speed. This marked a stark change in what was perceived by buyers as “good enough”. B2B buyers are therefore taking on the habits of B2C buyers, which has shaken some legacy business models and thought processes. A study conducted by TrustRadius in 2021 found that millennials comprise 60% of today’s B2B technology buyers. This generational shift has already moved the needle for B2B e-commerce with a 200% growth in D2C purchases between 2019 and 2020 (source: Salesforce). Adobe CEO Shantanu Narayen emphasized, saying “making the digital economy personal” is a matter of greatest importance to businesses. Adoption of D2C models is helping businesses get this ‘experience’ part right, experts argue. Adoption of digital sales channels have helped brands enhance customer relationships, reach out to more customers and improve the overall competitive advantage. For the successful implementation of D2C models, brands must focus on three key areas Become data-driven: B2B brands understand the power of data in creating compelling D2C models. Throughout the digital buying cycle, data must be leveraged to create a compelling experience for corporate buyers. But brands are grappling with the challenge of fragmented data sets, legacy technologies and siloed approaches in this journey. Moreover, gaining customer insights become a challenge as B2B companies have historically preferred indirect sales channels which distanced them for end-users. The D2C space is highly competitive and brands must focus on data and customer insights for decision-making. B2C brands can learn a thing or two from their B2C counterparts on how to be data-driven. Predictive analytics, AI/ML and customer insights solutions can help brands understand customer behaviour, brand perception and create a 360 degree view of the buyers. Take it personal: Personalized experience has become a universal ask. Successful brands have excelled in gathering customer insights and transforming them into personalized interactions and service offerings. Buyers want real-time responses and digital experiences while brands must also focus on providing this at scale. Metaverse has already shown that the lines between physical and virtual words are blurring. The app economy has inspired an ‘on-demand’ self-service culture and B2B brands must prepare to cater to the growing customer demand through D2C models. Website personalization, short buying cycles, proactivity and the ability to provide a connected experience are a few things that brands must prioritize. Leverage Tech: From AI-powered live search to product recommendation engine to digital signatures, technology is the backbone of building a D2C strategy. Digital experience platforms are growing in popularity among brands that strive to provide a cohesive CX (customer experience). Experts recommend taking a ‘composable’ and software-driven approach while building an ecommerce platform and the underlying tech stack to be able to evolve as you move along. Increasingly, brands are embracing a tech-first, digital-native model of being. D2C strategies will help them pivot to the future more quickly. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="http://www.businessinsider.in/stock-market/news/lic-stocks-if-you-want-to-predict-this-stock-prices-look-how-the-stock-market-moves/articleshow/92040939.cms">If you want to predict LIC stock prices, look how the stock market moves</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="http://www.businessinsider.in/business/auto/news/tata-motors-bags-indias-biggest-ev-fleet-order-from-cab-company-blusmart/articleshow/92035478.cms">Tata Motors bags India’s biggest EV fleet order from cab company BluSmart</a>

The tech-driven shift to D2C in the B2B sector

<ul><li>The pandemic has led to squeezing of marketing budgets, and CMOs have to deliver more bang under their (limited) bucks.</li><li>However, <keyword id="3313977" type="PERSON" weightage="20" keywordseo="B2B-marketing">B2B marketing</keyword> seems to have fared much better vis-à-vis, <keyword id="3395310" type="PERSON" weightage="20" keywordseo="B2C-marketing">B2C marketing</keyword>, observes <keyword id="3860513" type="PERSON" weightage="20" keywordseo="Shyam-Rao">Shyam Rao</keyword>, AVP - Senior Practice Engagement Manager, <keyword id="6079860" type="UNKNOWN" weightage="20" keywordseo="Infosys-BPM">Infosys BPM</keyword>. He explores the factors that have helped B2B marketing during the pandemic and writes about some significant B2B Marketing trends.</li></ul>Marketing spends typically tend to focus on building brands and less on generating revenues. With the pandemic and the <keyword id="1622347" type="LOCATION" weightage="20" keywordseo="New-Normal">New Normal</keyword> squeezing marketing budgets, spends have come under duress, with CMOs now having to deliver more bang for their (limited) bucks. However, B2B marketing seems to have fared much better vis-à-vis its richer and famous cousin, B2C marketing. The reasons are quite clear – B2B marketing is more focused on 1:1 or 1: few spends that are aligned to generate revenues and conversions rather than relying primarily on impressions and reach. While there has been an overall slowing down in the growth rate of marketing spends to about 10% in 2020, as compared with the highs of 24% in 2018, <keyword id="50691" type="COMPANY" weightage="20" keywordseo="Digital">digital</keyword> spending in B2B marketing is still at a healthy $9.03 billion. So where are B2B brands investing their marketing spends? A study by B2B media house Aggregage reveals an interesting picture of spending trends in B2B marketing. It states that 88% of B2B brands today have shifted the majority of their marketing spends onto digital media. With almost 70% of live, in-person events being cancelled, conferences and summits have also adopted online channels, such as webinars and virtually simulated auditoriums. Google validated the point in its own report, stating that over 45% of B2B brands invested in digital for the first time in 2020, the year of the pandemic. The statistics make it amply clear that the dollar spends are being ploughed into online marketing channels at a much faster pace now, than pre-pandemic. This throws up an interesting question. Which digital marketing channels are drawing the majority of marketing dollars? A LinkedIn-Edelman study lists 4 main channels that B2B brands are investing in: <ul><li>Content marketing and syndication (59%)</li><li>Thought leadership and domain-based research sponsorship on digital media (55%)</li><li>Virtual events (52%)</li><li>Executive communications and 1:1 connect (44%)</li></ul>The reasons for this shift are quite self-evident. With the pandemic reducing marketing budgets and opportunities to interact in-person for a prolonged period, leaning back on digital capabilities was the logical way forward. Events are not just going online but are becoming increasingly innovative to make up for the lack of personal connect that an in-person event could facilitate seamlessly. The 5 key imperatives for B2B brands to make the most of the New Normal: Double down on digital spending– Allocate budgets across multiple channels, while considering the needs of New Normal. Prioritise digital channels that your customers are more likely to engage with,vis-à-visa blanket investment across all digital channels. Focus on revenue generation or Return on Marketing Investment (RoMI) – Unlike B2C, B2B brands need to have clear targets for conversions and revenues generated directly from B2B marketing spends on particular accounts or channels of branding. EnsuringKPIs based on revenue/sales targets will drive optimum budget allocation,rather than basing the evaluation on impressions or reach in pay-per-click programs. Online events with expanded features – Digital events are now increasingly sophisticated, with dedicated event management platforms providing a host of features to emulate a live, in-person event. These features can be leveraged to build customisedevents virtually, enabling better client engagement. Social media–While social media has traditionally been the domain of B2C, specialized channels, such as <keyword id="28120" type="COMPANY" weightage="20" keywordseo="Linkedin">LinkedIn</keyword>, are now increasingly gaining prominence in account-based marketing (ABM). Investing in improving social media presence through content-based marketing and social listening can drive up positive social sentiment for a brand by notches. Account-Based Marketing (ABM)– They say, the key to a good ABM campaign is to prioritize accounts. This point cannot be emphasised enough, but it is equally crucial to prioritize right. A good starting point would be to prioritize based on revenue potential, or conversions in an account. An ABM prioritization based on account yield will, in turn, help in meeting RoMI targets. Another important, but easily overlooked issue to address in ABM is data protection. Ensure that data sources are well protected and GDPR compliant. At a time when privacy has become increasingly paramount, delivering on data protection will be key to drive client confidence, and thus the success of campaigns. B2B marketing is in the throes of a new frontier. How a brand adapts its marketing strategy to these tectonic shifts will determine its buoyancy. But undoubtedly, marketing has evolved during the COVID-19 crisis to support revenue generation of organizations across industries, from the worst hit by the pandemic, like manufacturing and infrastructure services, to the ones that stand to gain, such as software, services, and e-commerce. While there is an opportunity to increase revenues for these sectors with intelligent spending on B2B marketing, it will be wise to develop a focused strategy to optimize the Return on Marketing Investment.

B2B Marketing: Translating spends to revenues on a click

Social Insider is a daily newsletter from <a href="https://intelligence.businessinsider.com/welcome?utm_source=House&amp;utm_medium=Edit&amp;utm_term=MI&amp;utm_content=link&amp;utm_campaign=BIIMobile">BI Intelligence</a> delivered first thing every morning exclusively to <a href="https://intelligence.businessinsider.com/welcome?utm_source=House&amp;utm_medium=Edit&amp;utm_term=MI&amp;utm_content=link&amp;utm_campaign=BIIMobile">BI Intelligence</a> subscribers. <a href="https://intelligence.businessinsider.com/welcome?utm_source=House&amp;utm_medium=Edit&amp;utm_term=MI&amp;utm_content=link&amp;utm_campaign=BIIMobile">Sign up for a free trial of BI Intelligence today</a>. 

FACEBOOK GOES AFTER LINKEDIN: In a recent <a href="https://developers.facebook.com/roadmap/">announcement</a> outlining changes to its Ads API program, Facebook said it would be improving its ad targeting methods. Much of the press following the announcement focused on how Facebook was making it easier for advertisers to target users based on behaviors and interests. However, one aspect that was largely overlooked is that beginning in March advertisers will be able to target Facebook users based on their employer and job title. 
The change indicates that Facebook wants to attract more B2B marketers and recruiting professionals, an audience that LinkedIn has been extremely successful with. LinkedIn's recruiting tools (called Talent Solutions) generated nearly $225 million in the third quarter, or 57% of the company's revenue. 
Consumer brands can take advantage of targeting by profession as well. "If consumers used to work at Goldman Sachs, for instance, they're much more likely to have a high discretionary income," Matt Britton, CEO of digital agency MRY, told Digiday. Thus, luxury brands will be able to target high-earners of particular interest. (<a href="http://digiday.com/platforms/facebook-is-going-after-linkedin/">Digiday</a>)
GOOGLE ACQUIRES A.I. STARTUP: Google has acquired artificial intelligence startup DeepMind for $400 million. The company specializes in developing learning algorithms for games, e-commerce, and simulations. One person described DeepMind as "the last large independent company with a strong focus on artificial intelligence," according to Re/code. DeepMind and Google competed in hiring A.I. experts, leading us to believe that the deal is largely a talent acquisition. (<a href="http://recode.net/2014/01/26/exclusive-google-to-buy-artificial-intelligence-startup-deepmind-for-400m/">Re/code</a>)
WELCOME, INSIDERS: The Social Insights newsletter is now Social Insider, a reflection of our increasing emphasis on the day's most important topics in social media, as well as news exclusives of interest to industry insiders. We look forward to the newsletter becoming an even more important part of your morning routine.
VK FOUNDER SELLS STAKE: The founder of Russia's largest social network, VKontakt (VK), has sold his 12% stake in the company to Russian mobile operator Megafon. VK functions similarly to an earlier version of Facebook. The company is valued around $3 to 4 billion. (<a href="http://techcrunch.com/2014/01/24/end-of-an-era-as-vkontakte-founder-durov-sells-his-stake-to-russian-mobile-giant/">TechCrunch</a>)
BRANDS TAKE TO TWITTER DURING GRAMMY AWARDS: Major brands used the Grammy Awards to actively conduct real-time marketing on Twitter. Many brands made references to the award winners and attempted to tie it back to their own products and services. However, it was Arby's which produced the smash hit of the night. The food chain's social media producer(s) realized that musical artist Pharrell was donning a hat that looked similar to the one in the iconic Arby's logo and highlighted the situation. (<a href="http://digiday.com/brands/brand-tweets-grammys/">Digiday</a>) 
EVOLUTION OF TWITTER: Trending topics on Twitter are no longer an accurate gauge of what news stories are most informative to the general public at any given time. Rather, Twitter is evolving into a community where everyone is trying to get noticed by adding their own opinion to whatever discussion is taking place - whether important or not. Take for example, Justin Bieber's recent arrest, which captivated so many Twitter users, that it overshadowed a number of other, arguably more important news events.
New York Times writer Jenna Wortham argues that Twitter is no longer capable of handling the complexity of different conversation threads, as there are simply too many discussions taking place at once. "Twitter once felt more like an electric news wire … Twitter shines as a new medium, when we are all sharing and devouring each new tidbit offered up by sources on the ground, news anchors, rogue eye-witnesses, wry commentators. But the exhilaration of those times may have conditioned us to treat even the smallest incident as one worth dissecting, regurgitating and examining to death. (<a href="http://bits.blogs.nytimes.com/2014/01/25/valley-of-the-blahs-how-justin-biebers-downfall-exposed-twitters-achilles-heel/?_php=true&amp;_type=blogs&amp;_r=0">NYT</a>)
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<a href="https://intelligence.businessinsider.com/the-best-social-networks-for-retailers-varies-by-category-2014-1">The Best Social Networks For Retailers Vary By Category</a>
<a href="https://intelligence.businessinsider.com/drones-navigating-toward-commercial-applications-2014-1">DRONES: Quickly Navigating Toward Commercial Application, Starting With E-Commerce And Retail</a>
<a href="https://intelligence.businessinsider.com/global-card-transactions-will-near-300-billion-by-2018-2014-1">Global Card Transactions Will Near 300 Billion By 2018</a>
<a href="https://intelligence.businessinsider.com/asia-pulls-further-ahead-of-north-america-and-europe-for-app-revenue-2014-1">Asia Generates More App Revenue Than Any Other Region In the World</a>
<a href="https://intelligence.businessinsider.com/line-now-has-330-million-registered-users-but-it-is-facing-stiff-competition-from-whatsapp-and-wechat-2014-1">LINE Now Has 330 Million Registered Users, But It Faces Stiff Competition From WhatsApp And WeChat</a>

Facebook Is Going After B2B Marketing Spending

<ul><li><keyword id="381854" type="General" weightage="20" keywordseo="indiamart" source="Orion">IndiaMart</keyword>’s share price is now above the ₹8,000-mark, compared to ₹1,800 in March 2020.</li><li>The B2B e-commerce company now sits on a market cap of ₹27,483.8 crore ($3.7 billion).</li><li>IndiaMart competes with Tencent-backed Udaan and publicly listed company Just Dial, which was recently acquired by Reliance Industries.</li></ul>If you invested ₹25,000 in <keyword id="5802502" type="General" weightage="20" keywordseo="indiamart-intermesh" source="Orion">IndiaMart InterMesh</keyword> Limited last year in March, your shares would now be worth over ₹1,21,000. It wasn’t a long time ago that IndiaMart’s shares were valued at ₹1,846 (March 27, 2020), right after India stepped into the pandemic-induced lockdown. Along with these restrictions came massive supply chain disruption that left Indian industry — from manufacturing to healthcare — in a void. IndiaMart has been gaining from it since then. A business model that allows buyers and sellers to interact and cash in on their product needs — without physical contact — has allowed IndiaMart to garner the interest of more customers and get confidence of retail investors amidst the pandemic. IndiaMart currently competes with Tencent-backed <a href="https://www.businessinsider.in/business/startups/news/indian-b2b-e-commerce-startup-udaan-raises-280-million-valuation-jumps-to-over-3-billion/articleshow/80132753.cms">Udaan</a> (valued at $3 billion) and publicly listed company Just Dial (market cap of $845 million), which was recently <a href="https://www.businessinsider.in/stock-market/news/mukesh-ambanis-reliance-retail-to-buy-majority-stake-in-justdial-vss-mani-to-continue-as-md-and-ceo/articleshow/84477000.cms">acquired </a>by Reliance Industries. IndiaMart’s share prices were above ₹8,900 as of September 8, 2021. The company’s share prices have increased 24% in the last month, from ₹7,236 on August 9. It now sits on a market capitalisation of ₹27,483.8 crore ($3.7 billion). <div type="image" title="Indiamart share price has gone up nearly five times in last 18 months and the record profit is only a part of what’s driving it" msid="86058098" hostid="261"></div> Jyoti Roy, equities strategist at Angel Broking, told Business Insider India that COVID-19 has shifted B2B commerce trends, from offline to online, and IndiaMart is strategically positioned to cater to such trends. Structural changes have happened in terms of supply and demand, and how these needs are met, he added. As COVID-19 has forced micro, small and medium enterprises (MSME) into the digital arena, all companies that enable such transformation have benefited from it. In general, any newage business — like Affle India or Route Mobile — that lays more stress on digital or digitisation have benefited in the last one year, Roy added. Deven R Choksey, managing director of KR Choksey Investment Managers, noted, “everyone wants to make investments in these kinds of businesses when they are not losing money. In a business-to-customer (B2C) model ecommerce platform loses money.” <div type="image" title="Indiamart share price has gone up nearly five times in last 18 months and the record profit is only a part of what’s driving it" msid="86058074" hostid="261"></div> Founded in 1996, by Dinesh Agarwal and Brijesh Agrawal, IndiaMart currently enables business and discovery for MSMEs. It helps these small businesses with buyer and seller negotiations as well as quotation and invoicing of products. The company has been planning to expand further into the commerce side of the business, with payments, logistics/tracking and transactional financing. <table style="border-width: initial; border-style: none; table-layout: fixed; width: 468pt;" class="redcator-table-advance"></colgroup><tbody><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Key points to note about IndiaMart’s performance in April to June quarter of FY22 </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;">IndiaMart reported a revenue of ₹210 crore, with a new profit of ₹91 crore. </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">The company had 66 lakh suppliers on its platform. Its traffic grew to 248 million (24.8 crore). </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">It witnessed organic growth and did not incur any advertising spends. </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;">The company had 146,000 paid suppliers. </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;">Average revenue per user (ARPU) increased to ₹49,700. </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;">It reported a revenue of ₹750 crore in FY2021. </td></tr></tbody><tbody></tbody><tbody></tbody><tbody></tbody><tbody></tbody></table>Source: IndiaMart’s financial report, Motilal Oswal “Apart from collections and revenue growth, IndiaMART has shown higher resilience on the margin front. While we concur that margins at current levels are unsustainable, it would see positive benefits from cost optimisation and operating leverage in the long term,” Motilal Oswal said in a <a href="https://www.motilaloswal.com/site/rreports/637628892983928419.pdf">report </a>published in July 2021. More small businesses are going digital, placing orders and finding new customers online. The company has over 70% market share in the underlying industry, the report noted. What’s better, the buyers and sellers on IndiaMart are less sensitive to pricing by the platform, according to Motilal Oswal, allowing the company to steadily increase its average revenue per user. ALSO WATCH: IndiaMart’s founder Dinesh Agarwal explaining the recent trends in e-commerce <div type="Video" msid="86061546" hostid="261" title="IndiaMart’s founder Dinesh Agarwal explaining the recent trends in e-commerce" dataSource="BUSINESSINSIDER" thumbUrl="https://denmark.timesinternet.in/cmslite/api/app/images.jpg?msid=86061546"></div> Motilal Oswal, in the report published before Reliance’s acquisition of Justdial, added, “IndiaMART would continue to work on gaining buyer and supplier traction to emerge as the market leader in this space.” Meanwhile, Roy of Angel Broking said that B2B e-commerce is still at an nascent stage but there is a lot of growth potential for each company over the next three-five years. Therefore, it’s too early to comment on competition at the moment. He also noted that the new age digital businesses have the potential to be valued much higher than the traditional information technology (IT) business that enjoys supremacy today. SEE ALSO <a href="https://www.businessinsider.in/business/startups/news/zomato-policybazaar-investor-info-edge-invested-in-nearly-2-startups-every-month-in-2021/articleshow/86028438.cms">Zomato, PolicyBazaar investor Info Edge invested in nearly 2 startups every month in 2021</a> <a href="https://www.businessinsider.in/business/startups/news/byjus-bags-another-150-million-to-fund-its-acquisition-spree/articleshow/86027937.cms">Byju’s bags another $150 million to fund its acquisition spree</a> <a href="https://www.businessinsider.in/business/startups/news/zoho-corp-invests-5-million-in-medical-devices-startup-voxelgrids/articleshow/86000656.cms">Zoho Corp invests $5 million in medical devices startup Voxelgrids</a>

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