Podcasts about Flipkart

The future of AI employees. We cover training and managing an AI workforce, instant agentic collaboration, new AI economics, the death of SaaS, AI lifting up the developing world and the future of agents. Surojit Chatterjee is CEO of Ema — short for Enterprise Machine Assistant. Ema is on a mission to reimagine how work gets done in large organizations by building “universal AI employees.” These aren’t just standalone chatbots — they’re sophisticated, mesh-like networks of specialized agents that can autonomously execute workflows across departments like HR, customer support, sales, and compliance. What sets Ema apart is its no-code, fully agentic platform — allowing non-technical users to configure, onboard, and manage AI employees using only natural language instructions. With over 150 pre-built agents and a proprietary ensemble model called EmaFusion that orchestrates over 100 large language models, the company is pushing the edge of what’s possible in enterprise AI. Ema last raised a $50M Series A led by Accel and has become a rapid riser in the AI landscape. Surojit has one of the best product resumes in tech. He was most recently Chief Product Officer at Coinbase, helping scale one of the most important companies in the crypto economy. Before that, he led product teams at Google for nearly a decade, overseeing products across Mobile Ads, Shopping, and Search, and earlier served as Chief Product Officer at Flipkart, where he helped build India’s leading e-commerce platform. In addition to building Ema, Surojit is also an active angel investor, backing startups like Udemy and Palantir. He holds a Master’s in Computer Science from SUNY Buffalo, and an MBA from MIT Sloan. Sign up for new podcasts and our newsletter, and email me on danieldarling@focal.vcSee omnystudio.com/listener for privacy information.

To get your dose of daily business news, tune into Mint Top of the Morning on Mint Podcasts available on all audio streaming platforms. https://open.spotify.com/show/7x8Nv1RlOKyMV5IftIJwP1?si=bf5ecbaedd8f4ddc This is Nelson John, and I'll bring you the top business and tech stories, let's get started.  Market Holiday Alert Heads up, traders! Indian stock markets will be closed on April 14 (Ambedkar Jayanti) and April 18 (Good Friday). Plan your trades accordingly.   US-China Trade War Reloaded The tariff tussle is back on. U.S. Commerce Secretary Howard Lutnick announced new sector-specific tariffs on smartphones, semiconductors, and pharma, likely within a month. “We can't rely on China for essentials,” he told ABC News, signaling a push to bring manufacturing home. This comes after Trump temporarily exempted some Chinese electronics from a 145% retaliatory tariff, a move that briefly helped companies like Apple, which had lost $640 billion in market value. With fresh tariffs looming, China is urging a rollback, but the tech and pharma trade war may just be heating up again. Summer Surge: Indians Flock Abroad India's scorching summer is sending travelers packing. Outbound travel is up 15–20% year-on-year, say visa providers. Top destinations: Europe, US, Canada, and Southeast Asia. “Plan early,” urges VFS Global, as visa demand jumps 11% since 2024. Peak season might stretch into October, and agencies are leaning on AI to speed up processing. From leisure to study and work, Indians are going global—and not looking back. Cleartrip's Costly Flight Plan Despite MS Dhoni's pilot pitch, Cleartrip's financials hit turbulence. In FY24, the travel portal spent ₹988 crore to earn just ₹97 crore, racking up losses over ₹800 crore—half of it on discounts. Flipkart's 2021 acquisition hasn't paid off, as rivals like MakeMyTrip and Ixigo fly ahead. With new growth head Manjari Singhal, Cleartrip is eyeing hotels, corporate travel, and cabs. But experts say: “Discounts won't fly forever.” Will Cleartrip course-correct or stay grounded? Green Card Setback for Indians The May 2025 US Visa Bulletin brings bad news—EB-5 visas for Indians retrogressed by six months to May 1, 2019, increasing wait times. Other categories remain stuck: EB-2: Jan 2013 EB-3: Slight move to April 2013 EB-4: Still unavailable Blame it on high demand, annual caps, and per-country limits. Experts advise exploring faster tracks like EB1 or NIW—but for many, the American dream is on pause.  HDFC Bets Big on Small-Town Homes HDFC Capital is investing ₹1,500 crore in 18 residential projects with Eldeco Group across Tier-II and III cities. Targeting markets like Panipat, Ludhiana, Rishikesh, and Kasauli, the platform eyes ₹11,000 crore in revenue from 10 million sq ft of new housing. “We're bullish on towns near metros,” says CEO Vipul Roongta, citing rising infrastructure and housing demand. Backed by its $4.2 billion housing fund, HDFC is betting that India's real estate boom is heading beyond the metros.

In today's Tech3 from Moneycontrol, Commerce Minister Piyush Goyal's critique of Indian startups sparks fiery rebuttals from Zepto's Aadit Palicha, Ashneer Grover, and others. Meanwhile, Microsoft's AI takes over interviews—grilling Gates, Ballmer, and Nadella in a hilarious tech nostalgia moment. Flipkart's Sachin Bansal opens up about post-exit regrets and his new fintech dream. Plus, Trump's tariff hike shakes up India's IT sector. Tune in for all the updates from startup and tech world.

In today's episode of Tech3 by Moneycontrol, we break down the Karnataka High Court's decision to suspend bike taxis, Flipkart's fintech app Super.Money is soon becoming a unicorn, and UPI's massive Rs 260 lakh crore transaction milestone. Plus, we dive into AI startup Composio's funding, and the booming lab-grown diamond market. Tune in for all the top tech and startup news!

Today's episode unpacks the biggest financial stories shaping markets, from India's PMS managers bracing for Trump's tariffs to foreign investors eyeing IPOs. We also spotlight Suven Life Sciences' bold bet on CNS drugs, Flipkart's fintech ambitions, and why Delhiites are clocking the longest work hours. Plus, a special deep dive into Malta's golden visa program—your potential gateway to Europe. Tune in!

This episode concerns a radio conversation on AIR Bengaluru FM 101.3 Kannada Kamanabillu program on different aspects of sports and cricket psychology and what our newly released book, HANDBOOK OF CRICKET, has to convey to the listeners, including its content and benefits.This book is available on Amazon and Flipkart online and also on Amazon.com. The E-Book version is also available for online purchase.

It's Monday, March 16th, 2025. This is Nelson John, let's get started.  BIS Cracks Down on Non-Certified E-Commerce Products India's Bureau of Indian Standards (BIS) has intensified its crackdown on non-certified products sold via Amazon and Flipkart. Recent raids in Lucknow, Gurugram, and Delhi led to the seizure of thousands of uncertified goods, including toys, hand blenders, and gas stoves. Investigators traced the source to Techvision International Pvt Ltd, resulting in further seizures of over 11,000 appliances. Legal action is underway under the BIS Act, 2016, with potential fines and jail time. As non-compliant products flood online marketplaces, BIS urges consumers to verify certifications via its BIS Care app while ramping up surveillance to ensure product safety. Berkshire Hathaway's Buyback Pause Continues Warren Buffett's Berkshire Hathaway has halted stock buybacks since May 2024—the longest pause since Buffett gained expanded repurchase authority in 2018. A recent proxy filing confirmed no buybacks between Feb. 10 and March 5, signaling Buffett doesn't see Berkshire's stock as undervalued. Despite this, the company's stock has surged, with Class A shares reaching $771,250—up 13% in 2024, outperforming the S&P 500. Investors remain optimistic due to Berkshire's $300 billion cash reserves and strong insurance sector performance. With the stock trading at 1.7 times book value and 25 times projected earnings, analysts suggest buybacks may remain scarce unless prices drop. India-New Zealand Resume Free Trade Talks India and New Zealand have reopened negotiations for a Free Trade Agreement (FTA) to deepen economic ties, following talks between Commerce Minister Piyush Goyal and New Zealand's Trade Minister Todd McClay. Talks, originally launched in 2010, stalled in 2015 due to disputes over dairy access and market entry. New Zealand seeks broader agricultural exports, while India is pushing for better IT and services market access. With bilateral trade at just $1.54 billion in FY24, both nations see untapped potential. The renewed talks align with India's broader FTA strategy, following deals with Australia and EFTA, as negotiators now focus on tariff reductions and investment facilitation. BWH Hotels Expands Aggressively in India BWH Hotels, operator of Best Western and SureStay, is expanding in India with 21 newly built hotels over the next two years. Speaking at HOPE 2025, CEO Larry Cuculic emphasized a shift from conversions to fresh builds to maintain quality. BWH currently operates 32 hotels across India, Bangladesh, and Sri Lanka, with plans to expand into secondary markets, driven by infrastructure growth and rising demand for business and wedding travel. The company has signed 54 properties, aiming for 100 hotels in 5-7 years. India's hospitality sector is attracting global chains like Marriott and Wyndham, with BWH focusing on managed full-service offerings tailored to local preferences. India's Sugar Production Drops 16%, Raising Supply Concerns India's sugar output has fallen 16.13% to 23.71 million tonnes in the 2024-25 season, causing concern among policymakers. The National Federation of Cooperative Sugar Factories (NFCSF) highlighted “ambiguity” in production data, warning of potential impacts on domestic supply and exports. The crushing season, nearing its end, has seen lower-than-expected yields, possibly due to erratic weather. This decline may lead the government to reassess export policies and stock management, balancing farmer support with stable sugar prices. The industry awaits potential policy adjustments as the government monitors supply dynamics.

Flipkart's Super.Money has shaken up India's UPI ecosystem, overtaking Cred to become the fifth-largest UPI player, ! Meanwhile, Narayana Murthy isn't buying into the AI hype—calling out silly old programs masquerading as AI. Also, as Starlink eyes India, IN-SPACe chief Pawan Kumar Goenka says its impact on India's space sector will be minimal, but its telecom influence could be another story. Plus, Purple Style Labs raises $40 million to expand its luxury fashion empire. Tune in for all the top startup and tech updates, only on Moneycontrol's Tech3 Podcast!

In this episode, Dr. Rena Malik, MD and guest Dr. Tanaya Narendra, also known as Dr. Cuterus, explore the complex issue of "heart syndrome" and its impact on mental and physical health. They discuss how societal shame and misleading alternative medical practices can lead to misdiagnoses and severe health consequences, especially among young men practicing semen retention. Dr. Narendra shares heartbreaking cases and warns about the stigmatization in sexual health care in India. Become a Member to Receive Exclusive Content: renamalik.supercast.com Schedule an appointment with me: https://www.renamalikmd.com/appointments ▶️Chapters: 00:00 Explaining the Syndrome 01:21 Alternative Medicine Theory 02:48 Impact of Misconceptions 03:09 Concerns of Misdiagnosis 04:58 Lack of Delineation in Medicine 06:02 Tips for Young Men's Sexual Health 10:02 Stigma and Judgment in India Stay connected with Dr. Cuterus on social media for daily insights and updates. Don't miss out—follow her now and check out these links! Instagram: https://www.instagram.com/dr_cuterus/ YouTube: https://www.youtube.com/@dr_cuterus Facebook: https://www.facebook.com/DrCuterus/ Threads: https://www.threads.net/@dr_cuterus Whatsapp: https://whatsapp.com/channel/0029Vait8cZ6LwHpO0ZqTd2g Book Links: ENGLISH Amazon- https://www.wishlink.com/share/jhfyv Flipkart- https://www.wishlink.com/share/ya5g5 Let's Connect!: WEBSITE: http://www.renamalikmd.com YOUTUBE: https://www.youtube.com/@RenaMalikMD INSTAGRAM: http://www.instagram.com/RenaMalikMD TWITTER: http://twitter.com/RenaMalikMD FACEBOOK: https://www.facebook.com/RenaMalikMD/ LINKEDIN: https://www.linkedin.com/in/renadmalik PINTEREST: https://www.pinterest.com/renamalikmd/ TIKTOK: https://www.tiktok.com/RenaMalikMD ------------------------------------------------------ DISCLAIMER: This podcast is purely educational and does not constitute medical advice. The content of this podcast is my personal opinion, and not that of my employer(s). Use of this information is at your own risk. Rena Malik, M.D. will not assume any liability for any direct or indirect losses or damages that may result from the use of information contained in this podcast including but not limited to economic loss, injury, illness or death. Learn more about your ad choices. Visit megaphone.fm/adchoices

Elon Musk's Starlink is making major moves in India, teaming up with Jio after Airtel. But will government approvals come through? Meanwhile, Indian IT firms brace for uncertainty amid US recession fears, and Nielsen bets big on India as a global tech hub. Plus, Flipkart co-founder Binny Bansal is back with a new venture—Opptra. Tune in for the latest on startups and tech, only on Tech3 by Moneycontrol!

On January 20th, the online publication The Head and Tale broke the news that two of India's largest payment aggregators and gateways, Razorpay and Cashfree, were severing ties with India's largest payment orchestrator or router, Juspay.Payment gateways are the simplest. They simply facilitate a payment transaction between a merchant's website and a bank. But because these days, we have so many ways to pay. Cards, UPI, net banking, wallets, etc. Many payment gateways also aggregate these methods and offer customers and merchants a choice.Hence, they're payment aggregators.Now most leading gateways are also aggregators. This includes Razorpay, Cashfree, PayU, Paytm*, etc.The most important layer right now, and the topic of today's discussion, is orchestration or routing.Like a conductor in an orchestra, orchestrators sit above payment gateways and payment aggregators and determine who gets to play.What that means is when a customer is trying to do a transaction on a merchant's site, the orchestrator or router assigns it to a particular payment gateway or aggregator depending on various things like where success rates are high, who's offering competitive rates, etc.That's what happens with large organizations like Flipkart, BigBasket, Swiggy, etc.For instance, you must have seen when you're trying to make a transaction on any of those sites after you enter your card details; you must have seen the Juspay modal, or briefly, website appear when you're trying to enter your OTP, or it's fetching that.That's what Juspay does.It sits above payment aggregators and gateways, and it kind of plays this conductor role, assigning transactions to where they are most likely to succeed or where they are most competitively priced for the merchant that Juspay is operating with.That's the topic of today's discussion because Razorpay and Cashfree decided to stop working with Juspay.Now that's very interesting, and it's essentially the trigger to what we'd like to think of as sort of like a much larger war which is going to break out with one set of payment aggregators on one side and the other side another set of payment aggregators, and of course, Juspay.Joining hosts Rohin Dharmakumar for the discussion are Vimal Kumar, founder of Juspay; Anand Balaji, co-founder of Xflow and former India head for Stripe; and Abhishek Madan, who used to be vice president of Product at Paytm*.Welcome to episode 28 of Two by Two.*Paytm founder Vijay Shekhar Sharma is an investor in The Ken.–Additional reading:Razorpay and Cashfree woke up and chose violenceAdditional listening:Why Stripe could not become the Stripe of India–Help us find interesting women guests by filling out this survey - https://theken.typeform.com/to/KH0EOLGo–This is a free 30-minute version streaming on all podcast streaming platforms. If you'd like to listen to the full episode, you can do so by becoming a Premium subscriber to The Ken or by subscribing to Two by Two on Apple Podcasts via a separate standalone subscription.This episode of Two by Two was produced by Hari Krishna. Rajiv CN, our resident sound engineer, mixed and mastered this episode.If you liked this episode of Two by Two, do share it with like-minded individuals who would be interested in listening to the episode. And if you have more thoughts on the discussion, we'd love to hear your arguments as well. You can write to us at twobytwo@the-ken.com

On January 20th, the online publication The Head and Tale broke the news that two of India's largest payment aggregators and gateways, Razorpay and Cashfree, were severing ties with India's largest payment orchestrator or router, Juspay.Payment gateways are the simplest. They simply facilitate a payment transaction between a merchant's website and a bank. But because these days, we have so many ways to pay. Cards, UPI, net banking, wallets, etc. Many payment gateways also aggregate these methods and offer customers and merchants a choice.Hence, they're payment aggregators.Now most leading gateways are also aggregators. This includes Razorpay, Cashfree, PayU, Paytm*, etc.The most important layer right now, and the topic of today's discussion, is orchestration or routing.Like a conductor in an orchestra, orchestrators sit above payment gateways and payment aggregators and determine who gets to play.What that means is when a customer is trying to do a transaction on a merchant's site, the orchestrator or router assigns it to a particular payment gateway or aggregator depending on various things like where success rates are high, who's offering competitive rates, etc.That's what happens with large organizations like Flipkart, BigBasket, Swiggy, etc.For instance, you must have seen when you're trying to make a transaction on any of those sites after you enter your card details; you must have seen the Juspay modal, or briefly, website appear when you're trying to enter your OTP, or it's fetching that.That's what Juspay does.It sits above payment aggregators and gateways, and it kind of plays this conductor role, assigning transactions to where they are most likely to succeed or where they are most competitively priced for the merchant that Juspay is operating with.That's the topic of today's discussion because Razorpay and Cashfree decided to stop working with Juspay.Now that's very interesting, and it's essentially the trigger to what we'd like to think of as sort of like a much larger war which is going to break out with one set of payment aggregators on one side and the other side another set of payment aggregators, and of course, Juspay.Joining hosts Rohin Dharmakumar for the discussion are Vimal Kumar, founder of Juspay; Anand Balaji, co-founder of Xflow and former India head for Stripe; and Abhishek Madan, who used to be vice president of Product at Paytm*.Welcome to episode 28 of Two by Two.*Paytm founder Vijay Shekhar Sharma is an investor in The Ken.–Additional reading:Razorpay and Cashfree woke up and chose violenceAdditional listening:Why Stripe could not become the Stripe of India–This is a free ‘10-minute trailer'  streaming on all podcast streaming platforms. If you'd like to listen to the full episode, you can do so by becoming a Premium subscriber to The Ken or by subscribing to Two by Two on Apple Podcasts via a separate standalone subscription.This episode of Two by Two was produced by Hari Krishna. Rajiv CN, our resident sound engineer, mixed and mastered this episode.If you liked this episode of Two by Two, do share it with like-minded individuals who would be interested in listening to the episode. And if you have more thoughts on the discussion, we'd love to hear your arguments as well. You can write to us at twobytwo@the-ken.com

Amazon India has fallen behind in the e-commerce race to Flipkart and now to Meesho as well, in tier-2 and tier-3 markets. It is the last large player to enter the quick-commerce race in India. Everything that made Amazon largely successful in the U.S. has not fully cut it for them in India, even though they understood India is a very different market and the approach they took in the U.S. might not work well for them here early onYet, they have missed out on capitalising on a lot of opportunities because they were slow to react to changing consumer behaviour.And this losing advantage in some of their verticals makes you think, what are the other businesses where Amazon has a right to win. Is it AWS, streaming or something else? Or will they push forward to make up for the lost opportunities by pouring more money and change their fate.What does the future hold for Amazon India? And how will the company, famed for its execution, turn things around in India? Of course, there have been other regulatory pressures as well, which have halted them from realising their full potential in India and forced them to think outside the business model in which they usually function.In this episode of Two by Two, hosts Rohin Dharmakumar and Praveen Gopal Krishnan bring back one of our first guests, Srikanth Rajagopalan, CEO of Perfios Account Aggregation Services and a former ‘Amazonian', to discuss whether Amazon has lost the e-commerce race in India. Professor Vishal Karungulam, who teaches a breadth of subjects at the Indian School of Business, including software product management, digital innovation, and disruptive technologies, is our second guest.And they try to uncover over the hour-and-a-half-long discussion where the next big opportunity lies for Amazon India.Welcome to episode 23 of Two by Two.This is just the first 30 minutes of the conversation. There's a lot more that we got into in the discussion, including Amazon, the enterprise company, and how Prime and streaming might be moats it might want to rely on.If you'd like to listen to the full episode, you can head over to The Ken and become a Premium subscriber to catch up on everything else we discussed. Your Premium subscription will also get you access to our long-form stories, newsletters, visual stories and other podcasts that we produce. Or, if you just want to sample full episodes of Two by Two for now, you can do just that by becoming a Premium subscriber on Apple Podcasts at a really great monthly price.Further reading:Amazon is not yet in quick commerce. But it's already different from the packAmazon got rid of its largest seller only to replace it with other ‘preferred sellers'Amazon's Leadership Principles (recommended by Srikanth)—This episode of Two by Two was produced by Hari Krishna. Rajiv CN did the mixing and mastering for this episode.Write to us at twobytwo@the-ken.com and tell us what you thought of the episode and rate the show on your favourite podcast streaming platform.

In this episode, Dr. Rena Malik is joined by Dr. Tanaya Narendra, also known as Dr. Cuterus, to tackle myths and misconceptions surrounding male sexual health. They explore the cultural and religious factors contributing to the stigma around nocturnal emissions and semen retention. The discussion includes a deep dive into the false beliefs about masturbation, penis size, and the misuse of performance-enhancing drugs like Viagra. Both doctors emphasize the importance of scientifically-backed information and urge listeners to reconsider harmful practices perpetuated by misinformation. Become a Member to Receive Exclusive Content: renamalik.supercast.com Schedule an appointment with me: https://www.renamalikmd.com/appointments ▶️Chapters: 00:00 Nocturnal emissions 01:41 Semen retention 03:57 Male sexual health myths 06:00 Viagra misuse 08:31 Power of placebo 10:01 Masturbation myths Stay connected with Dr. Cuterus on social media for daily insights and updates. Don't miss out—follow her now and check out these links! Instagram: https://www.instagram.com/dr_cuterus/ YouTube: https://www.youtube.com/@dr_cuterus Facebook: https://www.facebook.com/DrCuterus/ Threads: https://www.threads.net/@dr_cuterus Whatsapp: https://whatsapp.com/channel/0029Vait8cZ6LwHpO0ZqTd2g Book Links: ENGLISH Amazon- https://www.wishlink.com/share/jhfyv Flipkart- https://www.wishlink.com/share/ya5g5 Let's Connect!: WEBSITE: http://www.renamalikmd.com YOUTUBE: https://www.youtube.com/@RenaMalikMD INSTAGRAM: http://www.instagram.com/RenaMalikMD TWITTER: http://twitter.com/RenaMalikMD FACEBOOK: https://www.facebook.com/RenaMalikMD/ LINKEDIN: https://www.linkedin.com/in/renadmalik PINTEREST: https://www.pinterest.com/renamalikmd/ TIKTOK: https://www.tiktok.com/RenaMalikMD ------------------------------------------------------ DISCLAIMER: This podcast is purely educational and does not constitute medical advice. The content of this podcast is my personal opinion, and not that of my employer(s). Use of this information is at your own risk. Rena Malik, M.D. will not assume any liability for any direct or indirect losses or damages that may result from the use of information contained in this podcast including but not limited to economic loss, injury, illness or death. Learn more about your ad choices. Visit megaphone.fm/adchoices

Kevin Carter, Founder and Chief Investment Officer of EMQQ Global and the INQQ Fund joined Steve Darling from Proactive to discuss India's rapidly evolving e-commerce sector and stock market trends following his recent visit to the country. Carter emphasized the explosive growth of "quick commerce", a disruptive retail model delivering goods in under 10 minutes, which is expanding at over 100% annually. This trend is reshaping India's retail sector, challenging both traditional mom-and-pop (kirana) stores and established e-commerce giants like Amazon and Flipkart. Beyond urban centers, investment in second- and third-tier cities is surging, with mutual fund participation from these regions rising from just a few percent to nearly 20%. India's stock market has shown strong long-term growth, but recent corrections have impacted small- and mid-cap stocks. Meanwhile, retail trading activity has skyrocketed, with brokerage accounts growing from 20 million to 170 million in just eight years. Carter also touched on U.S.-China-India relations, noting that potential policy shifts under a Donald Trump administration could influence global investment sentiment. With India's digital economy rapidly expanding, Carter sees significant long-term investment opportunities driven by rising consumer wealth, financial inclusion, and a tech-savvy population. #proactiveinvestors #hanetf #EmergingMarkets #Investing #Technology #GrowthOpportunities #India #China #EMQQGlobal #TechInvestment #DigitalTransformation #GlobalEconomy #InvestmentStrategies #MarketInsights #KevinCarter #FinancialNews #EconomicOutlook #FutureInvesting #MarketTrends #EmergingEconomies #InvestorTips #MarketAnalysis #InvestmentPortfolio #DigitalIndia #TechBoom #MarketWatch #EconomicProspects

It's time for us to retire the term “Direct-to-Consumer” or D2C. The phrase is, anyway, a bit long in the tooth, having been used since the days of the dot-com boom.D2C used to mean selling directly to end customers, rather than selling through retailers or other middlemen. In theory, selling directly to consumers would allow a company to offer both lower prices and maintain higher margins (since it didn't have to pay commissions to middlemen), having better products sustained through a faster innovation cycle and the ability to sell products through evolving brand stories instead of merely price.In reality though, few brands are even remotely D2C. For instance, 82% of Boat's sales come via Amazon and Flipkart, with only 2% selling directly to consumers. The dependence on kiranas, distributors and modern retail has merely been replaced with a dependence on Amazon, Flipkart or Quick Commerce companies.Large and “traditional” FMCG companies, which were once acquirers of D2C startups, have sobered up. Their acquisitions haven't really scaled up well, even as they've figured out how to compete with D2Cs. As a result, the acquisition premium for D2C startups has plummeted from the peak during the post-pandemic days. In some cases even a 50% discount from the peak isn't leading to deals.In terms of categories, electronics has scale, but profits have plummeted. In skincare, there is also a downward spiral of competition and price pressure. A good example is Mamaearth, which is now paying the price on the stock markets.In terms of competition, the likes of Meesho, Fire-Boltt, Boult, Noise etc., are pushing prices dramatically lower. What is a differentiating factor? It's hard to say right now. The entire category looks like a turnstile with a 2-3 year cycle.What is the way out? What should modern brands do to build lasting and sustainable brands? How should they cultivate consumer loyalty and connections? What should they even be called?Welcome to episode 22 of Two by Two.In this episode, hosts Rohin Dharmakumar and Praveen Gopal Krishnan are joined by Deepak Shahdadpuri, managing director and founder of DSG Consumer Partners–India and Southeast Asia's first consumer-focused venture capital fund. We also had Ajai Thandi, co-founder of Sleepy Owl Coffee, and Seetharaman G, deputy editor at The Ken and resident expert on all things retail, joining the discussion.The full episode, which we released on 19 December 2024, is exclusively available on The Ken app with a Premium subscription and on Apple Podcasts via a separate standalone subscription.There is also a free Two by Two newsletter. You can sign up for it here.——Additional reading:Boat, Noise unleashed cheap smartwatches on India. Rivals hurt them with dirt-cheap onesMamaearth sold investors on its FMCG dreams. Consumers had other plansBrands once desperate for quick commerce now have a tiger by the tail——This episode of Two by Two was produced by Hari Krishna. Rajiv CN did the mixing and mastering for this episode.Write to us at twobytwo@the-ken.com and tell us what you thought of the episode.

Pinn Lawjindakul, Partner of Lightspeed Southeast Asia and Jeremy Au discussed: 1. Bain Consultant to Grab Head: Pinn recounted her shift from Bain & Company, where she started as an intern in 2011, to joining Grab in 2015 during its rapid expansion. She highlighted the operational and cultural differences between consulting in San Francisco and Southeast Asia, noting the latter's more hierarchical and less mature environment. At Grab, Pinn tackled challenges such as competing with Uber, Easy Taxi, and Rocket Internet, emphasizing the importance of localized operational advantages. 2. Tiger Global to Lightspeed VC Partner: Pinn reflected on her pivotal time at Tiger Global (2016–2019), where she immersed herself in growth-stage investments like Flipkart. The fast-paced environment and exposure to trend-driven, data-backed decision-making helped her realize the impactful nature of venture capital. This experience solidified her passion for working closely with entrepreneurs and shaping transformative businesses. Transitioning to Lightspeed Ventures, she embraced a focus on early-stage startups in Southeast Asia, drawn by the opportunity to guide founders from the outset and help them adopt a regional mindset critical for success 3. Southeast Asia vs. China & India: She highlighted Lightspeed's report, which debunked the longstanding comparisons of the region to China and India. The report argued that Southeast Asia's fragmented markets, diverse consumer profiles, and smaller economic scale require a unique approach, defying the traditional narratives borrowed from larger, more homogenous markets. They also championed Singapore's underestimated potential as a key driver of economic growth, countering the conventional wisdom that focuses almost exclusively on larger markets like Indonesia, e.g. Gojek vs. Grab. Pinn also highlighted the need for a more rational approach to capital allocation, underscoring how sustainable growth requires founders and investors alike to balance ambition with market realities. Jeremy and Pinn also discussed her perspective being a parent has changed her perspective on startups, what they learned as Bain interns and what advice she would give her younger self. == Pinn is a founding member of Lightspeed Southeast Asia, a global early-stage investment fund. Prior to Lightspeed, she was at Insignia Venture Partners and Tiger Global Management, where she focused on consumer and financial technology across SEA, India and China. She worked closely with Flipkart (sold to Walmart), Ola, Policybazaar, Hike, Games 24x7, Razorpay, Uxin (IPO exit). Pinn started her career as a management consultant at Bain & Company and also founded Grab's motorcycle-on-demand in Bangkok, Thailand. Pinn graduated from Wharton Business School at the University of Pennsylvania with a double degree in Psychology and Finance. === Watch, listen or read the full insight at www.bravesea.com/blog/navigating-sea-markets Nonton, dengar atau baca wawasan lengkapnya di www.bravesea.com/blog/navigating-sea-markets 观看、收听或阅读全文，请访问 www.bravesea.com/blog/navigating-sea-markets Xem, nghe hoặc đọc toàn bộ thông tin chi tiết tại www.bravesea.com/blog/navigating-sea-markets Get transcripts, startup resources & community discussions at www.bravesea.com WhatsApp: https://whatsapp.com/channel/0029VakR55X6BIElUEvkN02e TikTok: https://www.tiktok.com/@jeremyau Instagram: https://www.instagram.com/jeremyauz Twitter: https://twitter.com/jeremyau LinkedIn: https://www.linkedin.com/company/bravesea Spotify English: https://open.spotify.com/show/4TnqkaWpTT181lMA8xNu0T Bahasa Indonesia: https://open.spotify.com/show/2Vs8t6qPo0eFb4o6zOmiVZ Chinese: https://open.spotify.com/show/20AGbzHhzFDWyRTbHTVDJR Vietnamese: https://open.spotify.com/show/0yqd3Jj0I19NhN0h8lWrK1

Amazon India has fallen behind in the e-commerce race to Flipkart and now to Meesho as well, in tier-2 and tier-3 markets. It is the last large player to enter the quick-commerce race in India. Everything that made Amazon largely successful in the U.S. has not fully cut it for them in India, even though they understood India is a very different market and the approach they took in the U.S. might not work well for them here early onYet, they have missed out on capitalising on a lot of opportunities because they were slow to react to changing consumer behaviour.And this losing advantage in some of their verticals makes you think, what are the other businesses where Amazon has a right to win. Is it AWS, streaming or something else? Or will they push forward to make up for the lost opportunities by pouring more money and change their fate.What does the future hold for Amazon India? And how will the company, famed for its execution, turn things around in India? Of course, there have been other regulatory pressures as well, which have halted them from realising their full potential in India and forced them to think outside the business model in which they usually function.In this episode of Two by Two, hosts Rohin Dharmakumar and Praveen Gopal Krishnan bring back one of our first guests, Srikanth Rajagopalan, CEO of Perfios Account Aggregation Services and a former ‘Amazonian', to discuss whether Amazon has lost the e-commerce race in India. Professor Vishal Karungulam, who teaches a breadth of subjects at the Indian School of Business, including software product management, digital innovation, and disruptive technologies, is our second guest.And they try to uncover over the hour-and-a-half-long discussion where the next big opportunity lies for Amazon India.Welcome to episode 23 of Two by Two.This is just 10 minutes from the conversation. But there's a lot more that we got into in the discussion, including Amazon, the enterprise company, and how Prime and streaming might be moats it might want to rely on.If you'd like to listen to the full episode, you can head over to The Ken and become a Premium subscriber to catch up on everything else we discussed. Your Premium subscription will also get you access to our long-form stories, newsletters, visual stories and other podcasts that we produce. Or, if you just want to sample full episodes of Two by Two for now, you can do just that by becoming a Premium subscriber on Apple Podcasts at a really great monthly price.Further reading:Amazon is not yet in quick commerce. But it's already different from the packAmazon got rid of its largest seller only to replace it with other ‘preferred sellers'Amazon's Leadership Principles (recommended by Srikanth)—This episode of Two by Two was produced by Hari Krishna. Rajiv CN did the mixing and mastering for this episode.Write to us at twobytwo@the-ken.com and tell us what you thought of the episode and rate the show on your favourite podcast streaming platform.

Punit Soni is the CEO of Suki, a voice-based digital assistant revolutionizing clinician-patient communication. Under his leadership, Suki has raised $165 million, including a recent $70 million in Series D funding. Punit is also a prolific angel investor and previously served as Chief Product Officer at Flipkart, India's largest e-commerce company. His career includes significant roles in tech leadership at Google and Motorola Mobility. Punit holds an MBA from Wharton and a Master's in Electrical Engineering from the University of Wyoming.In this conversation, we discuss:The impact of AI on healthcare and its potential to reshape the industry.Punit's vision for a decentralized and more efficient healthcare system powered by AI.The shift from traditional interfaces to voice-based, ambient AI interactions in healthcare.How Suki is making clinical documentation and administrative tasks more efficient for clinicians.The future of healthcare tech as an invisible assistant, allowing clinicians to focus on patient care.The importance of transparency in AI-driven healthcare technologies.ResourcesSubscribe to the AI & The Future of Work NewsletterConnect with PunitAI fun fact articleOn how AI helps accelerate medical research  

Brought to you by the Founders Unfiltered podcast by A Junior VC - Unscripted conversations with Indian founders about their story and the process of building a company. Hosted by Aviral and Mazin. Join us as we talk to Geetansh Bamania, the Founder of Rentomojo about their story. Geetansh completed his B.Tech from IIT Madras and subsequently gained valuable experience working with renowned companies such as Flipkart, HopeMonkey, Pepperfry, and KPMG. In 2012, he ventured into entrepreneurship by founding Click2Skill.com, a community-driven marketplace for skill exchange. Building on his innovative spirit, he established Rentomojo in 2014.

Welcome to the year-end special edition of Two by Two.We've released 22 episodes of Two by Two since our inaugural edition in July. We've covered an incredible breadth of counterintuitive topics framed as, well, two by twos. Would Flipkart become Phonepe before Phonepe became Flipkart? Did Delhi prick Bengaluru's bubble? Is the golden era of the software engineer over? Why is health insurance broken? How will Ola and Uber avoid ‘death by a thousand cuts'? Why is Zepto behaving like a gold medallist? Can venture capitalists do no wrong? Dmart versus the challengers at the gates. AI and the impending disruption of Indian SaaS. We've had incredible fun exploring these ideas with a bunch of really sharp, experienced and opinionated guests. Finding guests who don't hesitate to speak their minds and state unpopular truths has been one of the hardest things. Far, far tougher than finding interesting topics. We owe all our guests a huge thanks for trusting us. Far too many professionals and leaders prefer to stick to rehearsed and predictable talking points in public these days.We'd started Two by Two with the ambition to operate at the intersection of curiosity and synthesis. Each week, we said we'd spot the hidden connections and unasked questions. We'd identify the cast of players and their motivations. We'd bring in incredible people to discuss these with. We'd try to answer simple yet fundamental questions like, what is going on, why is it happening, who gains and who loses, and where is all of this leading to?By always asking questions. Always connecting the dots. Always being unfiltered and uninhibited.We wanted Two by Two to be ‘your personal investigative brain'. In 2025 we hope to make Two by Two even more interesting and unpredictable. Yes, at its core it will still be a weekly podcast. But I'm excited at the possibility of doing so much more by involving our subscribers, listeners and readers in these endeavours. We want to make Two by Two ‘our collective investigative brain'. And hosts Rohin Dharmakumar and Praveen Gopal Krishnan will continue to do so with a new episode every Thursday.To listen to all episodes of Two by Two, consider subscribing to The Ken's Premium plan, which in addition to the podcast, will also get you access to our long-form stories, Premium newsletters and visual stories.If you just want access to Two by Two, you can do that as well on Apple Podcasts with a paid subscription.Two by Two is also a free weekly newsletter published every Friday. You can sign up for it here. Listen to all Two by Two episodes here:1. Will Flipkart become Phonepe before Phonepe becomes Flipkart? - https://the-ken.com/podcasts/two-by-two/will-flipkart-become-phonepe-before-phonepe-becomes-flipkart/2. Why has all the excitement and disruption gone out of startups? - https://the-ken.com/podcasts/two-by-two/why-has-all-the-excitement-and-disruption-gone-out-of-startups/3. Is Zepto a gold medallist or a bronze medallist? - https://the-ken.com/podcasts/two-by-two/is-zepto-a-gold-medalist-or-a-bronze-medalist/4. Delhi pricked the Bengaluru bubble - https://the-ken.com/podcasts/two-by-two/delhi-pricked-the-bangalore-bubble/5. Swiggy needs to reclaim its past glory - https://the-ken.com/podcasts/two-by-two/swiggy-needs-to-reclaim-its-past-glory/6. Is the golden era of the (software) engineer over? - https://the-ken.com/podcasts/two-by-two/is-the-golden-era-of-the-software-engineer-over/7. Google Pay: Big. Successful. Vulnerable - https://the-ken.com/podcasts/two-by-two/google-pay-big-successful-vulnerable/8. Private coaching is eating away at schooling - https://the-ken.com/podcasts/two-by-two/private-coaching-is-eating-away-at-schooling/9. Why Stripe could not become the Stripe of India? - https://the-ken.com/podcasts/two-by-two/why-couldnt-stripe-become-the-stripe-of-india/10. Health insurance in India is ripe for disruption - https://the-ken.com/podcasts/two-by-two/health-insurance-is-ripe-for-disruption/11. Netflix and its last growth market - https://the-ken.com/podcasts/two-by-two/netflixs-last-growth-market/12. Ather Energy was a pioneer. Can it also be a leader? - https://the-ken.com/podcasts/two-by-two/ather-energy-was-a-pioneer-can-it-also-be-a-leader/13. Do we even need Product Managers? - https://the-ken.com/podcasts/two-by-two/do-we-even-need-product-managers/14. How will Ola and Uber avoid ‘death by a thousand cuts'? - https://the-ken.com/podcasts/two-by-two/how-will-ola-and-uber-avoid-death-by-a-thousand-cuts/15. The relentless rise of the government as a competitor - https://the-ken.com/podcasts/two-by-two/the-relentless-rise-of-the-government-as-a-competitor/16. What does the future hold for Ola Electric? - https://the-ken.com/podcasts/two-by-two/what-does-ola-electrics-future-hold/17. Can venture capitalists do no wrong? - https://the-ken.com/podcasts/two-by-two/can-venture-capitalists-do-no-wrong/18. Dmart versus the challengers at the gate - https://the-ken.com/podcasts/two-by-two/dmart-versus-the-challengers-at-the-gate/19. Marketing is eating itself from the inside - https://the-ken.com/podcasts/two-by-two/marketing-is-eating-i...

This episode was first released on November 21, 2024, for The Ken's Premium subscribers. We've unlocked it for our Basic and Free subscribers for a limited time. Listen to it on your favourite podcast streaming platforms now.Dmart, the retail group in India, is absolutely number one on vision, execution, and consistency. Dmart opened its first supermarket in Mumbai's Powai suburb in 2002. Like Walmart in the US, it adopted a deep discounting strategy, offering its customers low prices every day. Today, it has 381 stores. In spite of offering its customers the deepest discounts, Dmart's net profit numbers beat the best among its global peers.Yet analysts and investors have been becoming increasingly bearish of Dmart's future strategy. They argue that what got it from 2002 to 2024 might not necessarily take it to, say, 2034.One big reason is quick commerce. Armies of underpaid contract delivery workers rushing from dark stores managed by notionally independent owners on behalf of younger companies like Zomato, Swiggy, Zepto, Big Basket, and even Flipkart are challenging the conventional wisdom on retail.Forcing Dmart to pause and blink.What should it do? Stick to what it knows and does best? Or learn new digital and delivery tricks in its middle age? With only an estimated 5% of the $500 billion urban market for food and groceries currently penetrated by organised and modern retail, the way Dmart goes has profound implications for India.To discuss this, hosts Rohin Dharmakumar and Praveen Gopal Krishnan invited Govind Shrikhande, former managing director of Shoppers Stop overseeing all its formats, including Shoppers Stop, Hypercity, Crossword, Homestop, Beauty Formats – MAC, Estee Lauder, Air Port & Duty Free Retail etc. Govind has spent over 40 years in the retail sector, having been part of the launches of Denim and Arrow, the relaunch of Vivaldi and the turnaround of Shoppers Stop. He is currently an Independent Director on the Board of a few Companies and a mentor to a few start-ups.Our other guest is Seetharaman G. Seetha is deputy editor at The Ken and also leads The Ken's coverage of retail. He's written quite a few stories on Dmart over the years as well.Welcome to episode number 18 of Two by Two!------Two by Two episodes referenced in this episode:Is Zepto a gold medallist or a bronze medallist?Swiggy needs to reclaim its past gloryStories and newsletters referenced in this episode:Dmart and the supersizing imperativeZudio wanted Dmart's apparel shoppers. Now Dmart is hurtingDmart changes its mind on store size. AgainDmart is not used to being in a funk for so longWhat if the quick-commerce warehouse was a supermarket?Dmart and investors rekindle their loveDmart's e-commerce bet has gone from counterintuitive to obsolete------This episode of Two by Two was produced by Hari Krishna. Rajiv CN, our resident sound engineer, mixed and mastered this episode.New episodes are released every Thursday. So follow the show wherever you get your podcasts, and tell us what you think of the show.You can write to us at twobytwo@the-ken.com with your thoughts and suggestions.

It's time for us to retire the term “Direct-to-Consumer” or D2C. The phrase is, anyway, a bit long in the tooth, having been used since the days of the dot-com boom.D2C used to mean selling directly to end customers, rather than selling through retailers or other middlemen. In theory, selling directly to consumers would allow a company to offer both lower prices and maintain higher margins (since it didn't have to pay commissions to middlemen), having better products sustained through a faster innovation cycle and the ability to sell products through evolving brand stories instead of merely price.In reality though, few brands are even remotely D2C. For instance, 82% of Boat's sales come via Amazon and Flipkart, with only 2% selling directly to consumers. The dependence on kiranas, distributors and modern retail has merely been replaced with a dependence on Amazon, Flipkart or Quick Commerce companies.Large and “traditional” FMCG companies, which were once acquirers of D2C startups, have sobered up. Their acquisitions haven't really scaled up well, even as they've figured out how to compete with D2Cs. As a result, the acquisition premium for D2C startups has plummeted from the peak during the post-pandemic days. In some cases even a 50% discount from the peak isn't leading to deals.In terms of categories, electronics has scale, but profits have plummeted. In skincare, there is also a downward spiral of competition and price pressure. A good example is Mamaearth, which is now paying the price on the stock markets.In terms of competition, the likes of Meesho, Fire-Boltt, Boult, Noise etc., are pushing prices dramatically lower. What is a differentiating factor? It's hard to say right now. The entire category looks like a turnstile with a 2-3 year cycle.What is the way out? What should modern brands do to build lasting and sustainable brands? How should they cultivate consumer loyalty and connections? What should they even be called?Welcome to episode 22 of Two by Two.In this episode, hosts Rohin Dharmakumar and Praveen Gopal Krishnan are joined by Deepak Shahdadpuri, managing director and founder of DSG Consumer Partners–India and Southeast Asia's first consumer-focused venture capital fund. We also had Ajai Thandi, co-founder of Sleepy Owl Coffee and Seetharaman G, deputy editor at The Ken and resident expert on all things retail joining in for the discussion.This is a short excerpt from a more than hour-long episode.The full episode is exclusively available on The Ken app with a Premium subscription and on Apple Podcasts via a separate standalone subscription.There is also a free Two by Two newsletter. You can sign up for it here.------Additional reading:Boat, Noise unleashed cheap smartwatches on India. Rivals hurt them with dirt-cheap onesMamaearth sold investors on its FMCG dreams. Consumers had other plans------If you've been a regular listener of Two by Two, consider following the show wherever you get your podcasts and leave us a rating too. You can also write to us at twobytwo@the-ken.com.This episode of Two by Two was produced by Hari Krishna. Rajiv CN did the mixing and mastering for this episode.We'll be back next Thursday with a new episode. See you then.

For a while now, some of the biggest players in India's third-party logistics industry have been riding on the success of e-commerce unicorn Meesho. As of 2023, it accounted for over half of the 2.5 billion shipments that were being handled by third-party logistics players. Companies like Delhivery and Ecom Express happily rose to the occasion and partnered with Meesho to handle all its order deliveries. For logistics companies this was a dream come true because most of the other major e-commerce players in India – like Flipkart and Amazon – take care of all their logistics in-house. But earlier this year, Meesho announced the launch of Valmo, its own in-house logistics arm. Naturally, third party logistics partners are nervous. But no one is more shaken up than Ecom Express.Tune in.**This episode was first published on September 2, 2024.P.S The Ken's podcast team is hiring! Here's what we're looking for.Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.Listen to the latest episode of Two by Two here

It has been about four months since Minutes, Flipkart's all new quick-commerce service was launched in Bangalore. But Flipkart isn't doing e-commerce the old fashioned way. It's not taking on the likes of Blinkit or Swiggy Instamart directly by promising speedy grocery deliveries. Instead, its big focus is electronics. It is a space that quick-commerce giants like Blinkit, Swiggy and Zepto – have all dipped their toes in. But Flipkart wants to take things to the next level. Like one Flipkart manager told The Ken, the company is trying to increase the width rather than the depth of the electronics category. The idea is to give more options to customers, but in limited quantities. But while it may not be taking on Blinkit and Swiggy Instamart directly, Flipkart does have another major challenger – Croma, India's second-largest electronics retailer. And courtesy a partnership with Big Basket, Croma is also getting into the quick commerce business. However, building the capability to deliver large electronics, that too in volume, is not an easy task. So how do they plan to do it? Tune.Listen to the latest episode of Two by Two hereDaybreak is now on WhatsApp at +918971108379. Text us and tell us what you thought of the episode!Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.Listen to the latest episode of Two by Two here

Join us in this insightful episode as Anupam sits down with Sanjeev Moghe, President & Head of Cards & Payments at Axis Bank, to explore the dynamic evolution of credit cards. We delve into the transformation of credit card products over the years, the variety of cards available today, and the nuances of credit card rewards and their evolution. Sanjeev shares his expert perspective on the surge of credit card usage during festive sales, the rise of co-branded cards with online partners like Flipkart and Swiggy, and the impact of RBI's regulations on unsecured lending. We also discuss credit card delinquencies in India and offer practical advice on managing credit cards effectively, including the ideal number to hold.  Get in touch with our host Anupam Gupta on social media: Twitter: ( https://twitter.com/b50 ) Instagram: ( https://www.instagram.com/b_50/ ) LinkedIn: (https://www.linkedin.com/in/anupam9gupta/                          You can listen to this show and other awesome shows on the IVM Podcasts website at https://www.ivmpodcasts.com/ You can watch the full video episodes of PaisaVaisapodcast on the YouTube channel.Do follow IVM Podcasts on social media. We are @ivmpodcasts on Facebook, Twitter, & Instagram.   See omnystudio.com/listener for privacy information.

Dmart, the retail group in India, is absolutely number one on vision, execution, and consistency. Dmart opened its first supermarket in Mumbai's Powai suburb in 2002. Like Walmart in the US, it adopted a deep discounting strategy, offering its customers low prices every day. Today, it has 381 stores. In spite of offering its customers the deepest discounts, Dmart's net profit numbers beat the best among its global peers.Yet analysts and investors have been becoming increasingly bearish of Dmart's future strategy. They argue that what got it from 2002 to 2024 might not necessarily take it to, say, 2034.One big reason is quick commerce. Armies of underpaid contract delivery workers rushing from dark stores managed by notionally independent owners on behalf of younger companies like Zomato, Swiggy, Zepto, Big Basket, and even Flipkart are challenging the conventional wisdom on retail.Forcing Dmart to pause and blink.What should it do? Stick to what it knows and does best? Or learn new digital and delivery tricks in its middle age? With only an estimated 5% of the $500 billion urban market for food and groceries currently penetrated by organised and modern retail, the way Dmart goes has profound implications for India.To discuss this, hosts Rohin Dharmakumar and Praveen Gopal Krishnan invited Govind Shrikhande, former managing director of Shoppers Stop overseeing all its formats, including Shoppers Stop, Hypercity, Crossword, Homestop, Beauty Formats - MAC, Estee Lauder, Air Port & Duty Free Retail etc. Govind has spent over 40 years in the retail sector, having been part of the launches of Denim and Arrow, the relaunch of Vivaldi and the turnaround of Shoppers Stop. He is currently an Independent Director on the Board of a few Companies and a mentor to a few start-ups.Our other guest is Seetharaman G. Seetha is deputy editor at The Ken and also leads The Ken's coverage of retail. He's written quite a few stories on Dmart over the years as well.Welcome to episode number 18 of Two by Two!Two by Two episodes referenced in this episode:Is Zepto a gold medallist or a bronze medallist?Swiggy needs to reclaim its past gloryStories and newsletters referenced in this episode:Dmart and the supersizing imperativeZudio wanted Dmart's apparel shoppers. Now Dmart is hurtingDmart changes its mind on store size. AgainDmart is not used to being in a funk for so longWhat if the quick-commerce warehouse was a supermarket?Dmart and investors rekindle their loveDmart's e-commerce bet has gone from counterintuitive to obsoleteThis is a shorter 'highlights only' episode. If you want to listen and get early access to the full episode, consider becoming a Premium subscriber to The Ken, which in addition to Two by Two, will also give you access to our long-form stories, Premiums newsletters and visual stories. Or if you just want to listen to Two by Two for now, for iOS users, we have enabled Premium subscription on Apple Podcasts.You can sign up for The Two by Two newsletter here—it's free!This episode of Two by Two was produced by Hari Krishna. Rajiv CN, our resident sound engineer, mixed and mastered this episode.New episodes are released every Thursday. So follow the show wherever you get your podcasts, and tell us what you think of the show.You can write to us at twobytwo@the-ken.com with your thoughts and suggestions.

On this show, Peter and Jesse are joined by Gaurav Mathur, VP of Design for Indian e-commerce giant Flipkart. He'll share with us his perspective on the big issues facing design leaders in India today, including hiring and training for junior designers, as well as design leaders making the case for the business impact of design, and the opportunities for design-led startups in the Indian market.

If you've ever taken a loan from a non bank or an NBFC, the EMI is usually auto-debited from your account every month. But if you missed a payment, you know what usually goes down. You are inundated with phone calls from your lender and maybe agents even start visiting your home. Not an ideal situation for you or your lender.But now, your lender can just monitor your account and deduct the money as soon as it comes into your account…all thanks to that auto-debit permission you granted. Earlier, only a bank could do this when it lent money to its account holder. But now non-banks can do it, too. A fintech executive told The Ken that this tool will soon become business as usual in every lender's tool box. But things are still not there yet since the banks are not predictably sharing the statement data or their servers are down.And here's where account aggregators come into the picture. These aggregators are a newly-created class of licensed companies by the Reserve Bank of India. They basically help businesses exchange financial information about a user after taking the user's consent. Meanwhile, Navi Finserv, a four-year-old non-bank, was quite particular about how fast it could help its users take out a loan. Navi's co-founder and CEO Sachin Bansal—who previously co-founded the Flipkart —believes “banking should be as easy as going on Swiggy and ordering food”. So to amp up both disbursals and collections, Navi and others like it are counting on account aggregators. But being able to access a borrower's bank statement at any given time is a powerful collection tool.And the problem is how Navi has been using this power.Tune in. Subscribe here to listen to the full episode of Two by TwoListen to the free version of Two by Two here: AppleSpotifyDaybreak is now on WhatsApp at +918971108379. Text us and tell us what you thought of the episode!Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

We've unlocked this episode for our Basic and Free subscribers for a limited time. Listen to it on your favourite streaming platform for a limited time.Ola and Uber are in a “late-stage duopoly”.After spending billions and billions of dollars, they have finally secured pole positions in ride-sharing in India.Both of these companies together control 70% of the market and they have created network effects that make it much harder for anyone to enter and compete with them.However, this particular situation is facing some new challenges and just like how Uber and Ola conquered city after city using a disruptive model and technology, the same thing threatens to happen to them.Ola and Uber are facing structural disruptions from multiple fronts in India.In today's episode, hosts Praveen Gopal Krishnan and Rohin Dharmakumar try to answer how the disruptors are getting disrupted by upstarts who are coming in with both business model innovation and newer fleets which offer a significantly better experience, which was the original promise of Ola and Uber as well.So what is the next stage of disruption in ride-hailing look like in India? Is it EV fleets? Is it democratized tech-enabler platforms like ONDC which enables platforms like Nammayatri? Are we looking at the return of local taxi operators? And most importantly, what should Ola and Uber do to defend their position as new incentive models are introduced for both drivers and passengers?Welcome to episode 14 of Two by Two.Joining the hosts for the discussion are Nilesh Sangoi, CIO of Fincare Small Finance Bank, previously CEO of Meru Cabs; Pradeep Puranam, Head of Revenue and Operations at Yulu, ex-Udaan and -Uber; and returning guest Professor Srinivasan R, who teaches Strategy at IIM Bangalore.Episode referenced:Will Flipkart become Phonepe before Phonepe becomes Flipkart?Stories referenced:Rapido rips up the Uber-Ola playbook for cabsThis episode of Two by Two was researched and produced by Hari Krishna. Rajiv CN, our resident sound engineer, mixed and mastered this episode.New episodes are released every Thursday. So follow the show wherever you get your podcasts, and tell us what you think of the show.Write to us at twobytwo@the-ken.com, and tell us what you thought of the episode.

Zomato planning to raise 8,500 crore rupees again. This comes just three years after its grand IPO where it had raised almost the same amount. The company's stock prices have doubled in the last ten months. Interestingly, this fundraise is going to be through a qualified investment placement or QIP when a listed company raises capital from domestic markets without the need to submit any pre-issue filings to market regulators. Only qualified institutional investors are allowed to participate in this kind of a fundraise. All this just as rival Swiggy is prepping for its IPO. And the quick-commerce trio—Blinkit, Instamart, and Zepto are gearing up to expand beyond the metros and into smaller cities. Plus new, deep-pocketed companies like Reliance Retail and Flipkart are also joining into the race. In a letter to shareholders, founder and CEO Deepinder Goyal wrote that the fundraise is intended to ensure a “level playing field with competitors who continue to raise additional capital” and to “strengthen its balance sheet”. There was no mention of how the funds would be used.At first, this seems like Zomato declaring war in the quick-commerce space. Some analysts believe it could be a move to show the market that it has a balance sheet that is the “strongest of all.But is that all there is to it?Daybreak is now on WhatsApp at +918971108379. Text us and tell us what you thought of the episode!Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

Ola and Uber are in a “late stage duopoly”.After spending billions and billions of dollars, they have finally secured pole positions in ride sharing in India.Both of these companies together control 70% of the market and they have created network effects that make it much harder for anyone to enter and compete with them.However, this particular situation is facing some new challenges and just like how Uber and Ola conquered city after city using a disruptive model and technology, the same thing threatens to happen to them.Ola and Uber are facing structural disruptions from multiple fronts in India.And in today's episode hosts, Praveen Gopal Krishnan and Rohin Dharmakumar try to answer how the disruptors are getting disrupted by upstarts who are coming in with both business model innovation and newer fleets which offer a significantly better experience, which was the original promise of Ola and Uber as well.So what is the next stage of disruption in ride-hailing look like in India? Is it EV fleets? Is it democratized tech-enabler platforms like ONDC which enables platforms like Nammayatri? Are we looking at the return of local taxi operators? And most importantly, what should Ola and Uber do to defend their position as new incentive models are introduced for both drivers and passengers?Welcome to episode 14 of Two by Two.Joining the hosts for the discussion are Nilesh Sangoi, CIO of Fincare Small Finance Bank, previously CEO of Meru Cabs; Pradeep Puranam, Head of Revenue and Operations at Yulu, ex-Udaan and -Uber; and returning guest Professor Srinivasan R, who teaches Strategy at IIM Bangalore.Two by Two is also a newsletter, where every Friday a short storified version of the latest episode is sent out to subscribers for free. You can sign up for the Two by Two Newsletter here.(Listen to the free highlights only episode on Spotify, Amazon Music, YouTube or wherever you get your podcasts)Episodes referenced:Will Flipkart become Phonepe before Phonepe becomes Flipkart?Stories referenced:Rapido rips up the Uber-Ola playbook for cabsThis episode of Two by Two was researched and produced by Hari Krishna. Rajiv CN, our resident sound engineer, mixed and mastered this episode.New episodes are released every Thursday. So follow the show wherever you get your podcasts and tell us what you think of the show.Write to us at twobytwo@the-ken.com, and tell us what you thought of the episode.

We have unlocked the full and unedited subscriber version of episode six which we released on August 29 for Premium subscribers of The Ken on The Ken's app and on Apple Podcasts. Now you can stream the full episode on Spotify, Amazon Music , Apple Podcasts or wherever you get your podcasts for free for a few weeks.Google Pay is India's second largest UPI app with a market share of 38%, with 500+ crore transactions a month. It's one of the world's mightiest companies, and yet, we argue that it's possibly in a vulnerable, strange position. By this, we don't mean that it will disappear overnight, but that all kinds of competitors are coming for it. Already it's market share has declined from 44% to 37%. It's an outpost of an empire that's fighting a global war. And most importantly, the first wave of UPI is over, and the second phase is starting. UPI itself is changing and going through some transitions, and there are questions on whether signs that Google Pay won't be able to keep up.Joining hosts Praveen Gopal Krishnan and Rohin Dharmakumar in the discussion were two guests with incredible experience in the area of UPI and payments – Abhishek Madan, Vice President of Product at Paytm and Vasisht S Ravichandran, COO at Pop, a new UPI app which is inverting the way we're looking at UPI and commerce. Vasisht previously also had a stint at Flipkart where he was Senior Director of Customer Loyalty and Retention before leaving Flipkart to start to Pop.And while the conversation was centered around Google Pay, the discussion also went in the direction of understanding the infrastructure on top of which most of India's most valuable fintechs are built upon – UPI.Two by Two is also a newsletter. You can read the edition of for this episode here by signing up for the Two by Two newsletter, it's free.This episode of Two by Two was produced by Anushka Mukherjee. Hari Krishna is the lead writer and researcher for the episode. Rajiv C N, our resident sound engineer is the audio producer.

India's biggest quick commerce players — Blinkit, Instamart, and Zepto — are on a mission. They are frantically hunting for properties they can convert into dark stores. Dark stores are an integral part of any quick commerce strategy. Especially now, that the lines between quick commerce and e-commerce are very quickly blurring. People aren't just ordering pantry staples anymore. They are also placing orders for high value goods like headphones and full blown air conditioners. So, dark stores have to cater to these evolving needs. And things are even more heated now that Walmart-backed Flipkart and Amazon have entered the quick commerce race.All that hype adds up to a mad dash for real estate, especially in tier-2 cities like Lucknow and Jaipur in north India and Nagpur in central India. And the unlikely winners in all of this are property owners and local brokers. Tune in. Why do women freeze their eggs? Take the survey here.Don't forget to send us your recommendation for this Thursday's Unwind segment. The theme is “your favourite murder mystery.” Send them to us on WhatsApp as a voice note or as a text message. The number is +9189711-08379. Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

Back in 2022, e-commerce giant Flipkart's 35 billion dollar universe was left with a gaping fintech hole after the payments app Phonepe was spun off. There a brief period, after that, when it wasn't clear whether Flipkart would ever try to dip its toes in consumer payments play again. But then again, this is Flipkart. Here is a company that has a finger in every pie – from online travel, fashion, quick commerce, logistics, even medicine delivery. Some may say it was only a matter of time before the company filled that gap and took another big fintech bet. That time came in June, when Flipkart launched Super.money, a credit-first unified payments interface app. Emphasis on credit-first. But the thing is, right now, credit is a hill everyone is queueing up on. So, does Flipkart stand a chance? Tune in. Don't forget to send us your recommendation for this Thursday's Unwind segment. The theme is “your favourite opening line from a book or film.” Send them to us on WhatsApp as a voice note or as a text message. The number is +9189711-08379. Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

A few years ago, Flipkart CEO Kalyan Krishnamurthy had set a target of 40% growth across all categories for Flipkart. But in 2023, it was still stuck at 20%. So the company is now on a mission. It wants to push growth, gain market share, and turn a profit.So in January 2024, Flipkart's top execs along with the CEO came together for a meeting to outline a roadmap for 2024. Krishnamurthy wanted Flipkart to introduce a loyalty programme for top spenders, give out more incentives to ensure customer loyalty, push up transaction numbers and average order sizes, and also focus on brands.In the same meeting he also admitted that the company had faced quite a few hurdles the previous year but he was sure they'd make a comeback and hit profitability before the IPO.But here's the thing, prepping for an IPO often has long term effects on a company's culture. And the cracks are already beginning to appear inside Flipkart.Tune in.**This episode was first published on 6 May, 2024

We have unlocked the full and unedited subscriber version of episode four which we released on August 22 for Premium subscribers of The Ken and on Apple Podcasts. Now you can stream it wherever you listen to your podcasts for free for a few weeks.Software engineering careers used to be a ladder. You studied for 4 years, got a job as a fresher, and could virtually take for granted a steady career filled with learning opportunities, salary hikes, and role promotions.In fact being an engineer was so cool that we mocked MBAs and MBA-types – “suits” – for their desperation to find that elusive technical co-founder. The one who would translate an idea (common) into code and products.Except, that's increasingly not true.An NYT story published earlier this week put it best.“I have a pretty good sense how fast the progress that students should make in a semester should be,” he said. “In 14 years, I've never seen students make the kind of progress that they made this year.”And he knew exactly why that was the case. For the first time, Mr. Ammirati had encouraged his students to use generative artificial intelligence as part of their process — “think of generative A.I as your co-founder,” he recalled telling them.Many AI chatbots are fully capable of writing code now. So your technical co-founder could be an AI?Where does that leave engineers? Are we staring at the end of the golden era for engineers?Welcome to episode six of Two by Two, The Ken's weekly podcast that asks the most interesting and often uncomfortable questions on topics we all want to know more about. And we do that through the lens of a 2×2 matrix!Earlier this week, Praveen Gopal Krishnan, my co-host, and I met with Amod Malviya, co-founder of Udaan and the former CTO at Flipkart, and Kailash Nadh, CTO at Zerodha*.Both Amod and Kailash have been programmers and engineers for over two decades now. They are also both deeply in love with their craft. Naturally, they are passionate about engineering and have strong views on its future.Additional Reading:Computational Thinking by Jeannette M. WingThe Art of Doing Science and Engineering by Richard HammingThis episode of Two by Two was produced by Anushka Mukherjee. Hari Krishna is the lead writer and researcher for this episode. Rajiv C N, our resident sound engineer is the audio producer.Please rate, share and follow us on your favorite streaming platform. It helps more like-minded people like you to find out by Two by Two.*Zerodha's perennial fund Rainmatter Capital is an investor in The Ken.

Last month, a Twitter post a Bengaluru-based IT professional about getting a laptop delivered from Flipkart went viral on social. The reason? Flipkart's quick delivery arm called Minutes that went live in select cities had delivered it to him at a Starbucks cafe in 13 minutes.But Minutes is Flipkart's third attempt at quick delivery. And the real test is actually around the corner when the Big Billion Days sale goes live at the end of this month. During the sale, daily order volumes usually go up by nearly 140%, which makes delivery delays unavoidable. Flipkart's delivery partners who work with its logistics and supply-chain arm, Ekart Logistics, are stretched thin. And now its going to get even more challenging because Flipkart is going use the same delivery personnel for Minutes.Not only is Ekart going to help Flipkart with quick delivery, it is also supposed to be helping it manage its dark stores. Can Flipkart finally strike the right balance between its e commerce and quick commerce business?Tune in.Don't forget to send us your recommendation for this Thursday's Unwind segment. The theme is “comfort food at your fav spot in the city.” Send them to us on WhatsApp as a voice note or as a text message. The number is +9189711-08379. Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

Himanshu Verma, VP of Engineering and Country Leader at Eventbrite - the world's largest and most trusted events marketplace. At Eventbrite, Himanshu oversee's the development team that builds cutting edge cloud, mobile and marketplace technology. Himanshu's career spans more than two decades of engineering and product development leadership at some of India's and the world's largest and best known tech companies, including Oracle, Yahoo!, Flipkart, and most recently, Amazon. In this episode I chat with Himanshu about where he's seeing the most value from implementing AI, his experience working in both big tech and startups, and his upbringing in a small town in Northern India. --------------- The Asian Tech Leaders podcast is proudly supported by Vultr, an advanced cloud platform that is revolutionizing how developers build and deploy applications. Their cloud infrastructure, featuring globally available cloud compute, offers unparalleled performance without the vendor lock-in or outrageous egress charges. See what all the buzz is about when you visit GetVultr.com/ATL and use code ATL250 for $250 in cloud credit.

For a while now, some of the biggest players in India's third-party logistics industry have been riding on the success of e-commerce unicorn Meesho. As of 2023, it accounted for over half of the 2.5 billion shipments that were being handled by third-party logistics players. Companies like Delhivery and Ecom Express happily rose to the occasion and partnered with Meesho to handle all its order deliveries. For logistics companies this was a dream come true because most of the other major e-commerce players in India – like Flipkart and Amazon – take care of all their logistics in-house. Now, Meesho has announced the launch of Valmo, its own in-house logistics arm. Naturally, third party logistics partners are nervous. But no one is more shaken up than Ecom Express.Tune in.P.S The Ken's podcast team is hiring! Here's what we're looking for.Daybreak is now on WhatsApp at +918971108379. Send us a hello with your name and since when you've been listening to us and be a part our community. Also, if you have any recommendations for this Thursday's Unwind segment, send them to us as texts or voice notes.Want to be part of the Daybreak community? Introduce yourself here.Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

Google Pay is India's second largest UPI app with a market share of 38%, with 500+ crore transactions a month. It's one of the world's mightiest companies, and yet, we argue that it's possibly in a vulnerable, strange position. By this, we don't mean that it will disappear overnight, but that all kinds of competitors are coming for it. Already it's market share has declined from 44% to 37%. It's an outpost of an empire that's fighting a global war. And most importantly, the first wave of UPI is over, and the second phase is starting. UPI itself is changing and going through some transitions, and there are questions on whether signs that Google Pay won't be able to keep up.Joining hosts Praveen Gopal Krishnan and Rohin Dharmakumar in the discussion were two guests with incredible experience in the area of UPI and payments – Abhishek Madan, Vice President of Product at Paytm and Vasisht S Ravichandran, COO at Pop, a new UPI app which is inverting the way we're looking at UPI and commerce. Vasisht previously also had a stint at Flipkart where he was Senior Director of Customer Loyalty and Retention before leaving Flipkart to start Pop.And while the conversation was centered around Google Pay, the discussion also went in the direction of understanding the infrastructure on top of which most of India's most valuable fintechs are built upon – UPI.This episode of Two by Two was produced by Anushka Mukherjee. Hari Krishna is the lead writer and researcher for the episode. Rajiv C N, our resident sound engineer is the audio producer.P.S. The Ken podcast team is looking for a talented podcast producer and an audio journalist. If you fit the bill or know someone who does, you can apply here.[You can listen to the full episode on The Ken's app or on Apple Podcasts, with a paid subscription! You can, of course, still listen to a 30-minute free version of this episode on Spotify, Apple Podcasts, Amazon Music or wherever you get your podcasts]We're a new podcast so help spread the word about Two by Two by taking a few moments to leave a review and sharing this episode with your friends. Also, follow the show to keep up with the latest episodes. We release new episodes every Thursday.Subscribe to the Two by Two newsletter for free here. You'll get a storified version of each week's episode and get to participate in The Ken's subscribe-driven initiatives.You can also reach out to us at twobytwo@the-ken.com.

If you've ever taken a loan from a non bank or an NBFC, the EMI is usually auto-debited from your account every month. But if you missed a payment, you know what usually goes down. You are inundated with phone calls from your lender and maybe agents even start visiting your home. Not an ideal situation for you or your lender.But now, your lender can just monitor your account and deduct the money as soon as it comes into your account…all thanks to that auto-debit permission you granted. Earlier, only a bank could do this when it lent money to its account holder. But now non-banks can do it, too. A fintech executive told The Ken that this tool will soon become business as usual in every lender's tool box. But things are still not there yet since the banks are not predictably sharing the statement data or their servers are down.And here's where account aggregators come into the picture. These aggregators are a newly-created class of licensed companies by the Reserve Bank of India. They basically help businesses exchange financial information about a user after taking the user's consent. Meanwhile, Navi Finserv, a four-year-old non-bank, is quite particular about how fast it can help its users take out a loan. Navi's co-founder and CEO Sachin Bansal—who previously co-founded the Flipkart —believes “banking should be as easy as going on Swiggy and ordering food”. So to amp up both disbursals and collections, Navi and others like it are counting on account aggregators. But being able to access a borrower's bank statement at any given time is a powerful collection tool.And the problem is how Navi is using this power.Tune in. If you're interested in working for The Ken's podcast team, apply here

Software engineering careers used to be a ladder. You studied for 4 years, got a job as a fresher, and could virtually take for granted a steady career filled with learning opportunities, salary hikes, and role promotions.  In fact being an engineer was so cool that we mocked MBAs and MBA-types – “suits” – for their desperation to find that elusive technical co-founder. The one who would translate an idea (common) into code and products.Except, that's increasingly not true.An NYT story published earlier this week put it best.“I have a pretty good sense how fast the progress that students should make in a semester should be,” he said. “In 14 years, I've never seen students make the kind of progress that they made this year.”And he knew exactly why that was the case. For the first time, Mr. Ammirati had encouraged his students to use generative artificial intelligence as part of their process — “think of generative A.I as your co-founder,” he recalled telling them.Many AI chatbots are fully capable of writing code now. So your technical co-founder could be an AI?Where does that leave engineers? Are we staring at the end of the golden era for engineers?Welcome to episode six of Two by Two, The Ken's weekly podcast that asks the most interesting and often uncomfortable questions on topics we all want to know more about. And we do that through the lens of a 2×2 matrix!Earlier this week, Praveen Gopal Krishnan, my co-host, and I met with Amod Malviya, co-founder of Udaan and the former CTO at Flipkart, and Kailash Nadh, CTO at Zerodha*.Both Amod and Kailash have been programmers and engineers for over two decades now. They are also both deeply in love with their craft. Naturally, they are passionate about engineering and have strong views on its future.[You can listen to the full episode on The Ken's app or on Apple Podcasts, with a paid subscription]Additional Reading:Computational Thinking by Jeannette M. WingThe Art of Doing Science and Engineering by Richard HammingThis episode of Two by Two was produced by Anushka Mukherjee. Hari Krishna is the lead writer and researcher for this episode. Rajiv C N, our resident sound engineer is the audio producer.Please rate, share and follow us on your favorite streaming platform. It helps more like-minded people like you to find out by Two by Two.*Zerodha's perennial fund Rainmatter Capital is an investor in The Ken.

New Zero100 research reveals that the APAC region is the sleeping giant of supply chain digitization. Now, it's time for the West to wake up. In this episode, the team explores the growing divide between East and West when it comes to digital skills, tools, and processes, and provides guidance for leaders looking to level up their own global teams. Featuring: Zero100 VP, Research Geraint John, and Co-Founder and Chief Research Officer, Kevin O'Marah.The markers of APAC's digital supply chain dominance (1:59)Four reasons the East is leapfrogging the West on digital (4:06)How India became the rising star of the APAC region (7:52)Digital success stories from LG, Toyota, Flipkart, and Huawei (9:30)The secrets behind Temu's low prices (15:27)Strategies for connecting global teams that span the East and West (17:14)Lessons from APAC supply chains to tap into now (20:24)

Receive weekly live shopping industry updates and tips in our newsletter: https://try.estreamly.com/newsletterIn this episode of the Live E-commerce Podcast, host Nicolas Bailliache and guest co-host Matt Hodlofski sit down with Neha Agrahari, Senior Director of Video Commerce at Flipkart. Neha provides fascinating insights into Flipkart's innovative approach to video commerce in India, discussing the company's mobile-first strategy, the launch of initiatives like Vibes and Live Shop Plus, and the unique challenges and opportunities in the Indian e-commerce market.Key topics include:Flipkart's journey from books to a horizontal e-commerce platformThe role of video commerce in customer retentionDifferences between Indian and Western consumer behaviorsThe importance of mobile platforms in India's digital landscapeStrategies for engaging Gen Z and female consumersThe future of AI and personalization in e-commerceChallenges and solutions in managing customer reviewsNeha shares valuable perspectives on how Flipkart is shaping the future of video commerce for India's 1.4 billion potential online shoppers. This episode offers a unique glimpse into one of the world's fastest-growing e-commerce markets and the innovative strategies driving its evolution.About eStreamly: eStreamly enables shoppable livestreams & videos across platforms, including your website, social media, SMS, emails... Video become a direct ecommerce extension with in-video checkout, boasting a 10-15% conversion rate. Fast and reliable, it's your payment, your inventory, your ecommerce.Receive your weekly UGC Video alert - Totally Free => https://hubs.ly/Q02qJN4H0Connect with Neha: https://www.linkedin.com/in/nehaagrahari/?originalSubdomain=in

Nishit had a front-row seat to the growth of the Indian Startup ecosystem. And often times he was in the driver's seat as well.Nishit Garg, a partner at RTP Global, shares his experiences from his early days at Flipkart, discussing the pivotal 0-1 journey and key projects that shaped his career. He provides a behind-the-scenes look at how Tiger Global revolutionized the Indian startup ecosystem and his reasons for joining RTP Global.We also cover the scaling challenges for Indian startups, staying relevant in a rapidly evolving market, the ability to sell and the surprising nature of Indian markets.Timestamps:00:00 - Introduction01:07 - Nishit's Entry in The Startup World07:55 - The 0-1 Journey at Flipkart09:34 - How Tiger Global Changed the Indian Startup World10:07 - Why Nishit Joined RTP Global17:46 - Why India Surprises Everyone?24:06 - The Right to Win For VCs26:41 - Venture Capital is About Power Law35:33 - Challenges & Opportunities For Indian Founders40:09 - Scaling Challenges for Indian Startups47:48 - Growth is The Only Way to Stay Relevant57:31 - Future of Indian Startup Ecosystem___________________________________Hi, I am your host Siddhartha! I have been an entrepreneur from 2012-2017 building two products AddoDoc and Babygogo. After selling my company to SHEROES, I and my partner Nansi decided to start up again. But we felt unequipped in our skillset in 2018 to build a large company. We had known 0-1 journeys from our startups but lacked the experience of building 1-10 journeys. Hence was born The Neon Show (Earlier 100x Entrepreneur) to learn from founders and investors, the mindset to scale yourself and your company. This quest still keeps us excited even after 5 years and doing 200+ episodes. We welcome you to our journey to understand what goes behind building a super successful company. Every episode is done with a very selfish motive, that I and Nansi should come out as a better entrepreneur and professional after absorbing the learnings. __________________________________Visit our Website: https://neon.fund/Follow us on Instagram: https://www.instagram.com/theneonshoww/Follow us on Twitter: https://twitter.com/TheNeonShowwFollow us on LinkedIn: https://www.linkedin.com/company/beneon/__________________________________*Sponsor Shout Out*Looking to build a differentiated tech startup with a 10X better solution? Prime is the high conviction, high support investor you need. With its fourth fund of $120M, Prime actively works with star teams to accelerate building great companies.To know more, visit https://primevp.in/

From over here at The Ken's newsroom, we have a very exciting announcement: our first premium podcast – India's first premium business podcast – is now live!It's called Two by Two – and this podcast will be your personal investigative brain. Each week Two by Two will be where hosts Rohin Dharmakumar and Praveen Gopal Krishnan will be joined by a few interesting and opinionated guests to discuss some of the biggest questions from the world of Indian business.But, why's it called Two by Two?Here it is: each episode of the Two by Two podcast will feature an important story investigated and discussed and visualized as a 2x2. A simple matrix that's the purest form of conflict – that places the players and their motivations on both axes. Along with incredible guests, the hosts will discuss what is going on, why is it happening, who gains and who loses, and where is all of this leading to?Two by Two is a premium podcast – but for now, the first episode is free for all listeners. On this episode, the hosts speak to Professor R Srinivasan and Srikanth Rajagopalan on the brewing rivalry between Flipkart and PhonePe, once parent and child, but now more like cousins. Flipkart, which is now venturing into FinTech with Super.money and Phonepe, which has launched the grocery delivery app Pincode are both stepping into each others turf.What happens next?Listen to the full episode on Spotify, Apple Podcasts, YouTube or wherever you find your podcasts.

Meghla Bhardwaj, the globe's leading expert on sourcing from India, joins us for an illuminating discussion on the current and emerging trends in India's e-commerce landscape. Discover how giants like Amazon and Flipkart are transforming the market and how tier-two cities are becoming key players. Meghla also gives a heartfelt account of her personal journey of moving back to India from Singapore, shedding light on the adjustments and opportunities she encountered along the way. We take a deep dive into the quick commerce revolution in India, where mobile apps deliver groceries to your door in mere minutes. From specialty e-commerce websites focused on categories like apparel and electronics to the impressive success stories of Indian sellers on Amazon.com, this episode covers it all. Learn how individual entrepreneurs and niche manufacturers in sectors like bedsheets and jewelry are thriving, and how Indian factories are evolving to meet the needs of Amazon sellers with improved packaging and labeling capabilities. Beyond India, Meghla shares insights on sourcing opportunities in Turkey, emphasizing the high-quality textiles and unique designs that set Turkish products apart. She also discusses the growing electronics manufacturing industry in India and the increasing competitiveness of Indian sectors like organic cotton babywear and wooden toys. With a focus on the booming handmade sector and the importance of India sourcing trips, this episode is packed with valuable tips and personal stories for anyone interested in the dynamic world of e-commerce and global sourcing. In episode 579 of the Serious Sellers Podcast, Bradley and Meghla discuss: 00:00 - State Of E-Commerce in India 03:34 - Rising Trends in Indian E-Commerce 06:14 - Success in Cross-Border E-Commerce 11:51 - Finding Suppliers in India - Tips 14:32 - Sourcing and Differentiation in E-Commerce 20:38 - Changing Sourcing Trends in India 20:48 - Growth of Electronics Manufacturing in China 25:04 - Utilizing Meghla's India Sourcing Services 31:58 - Exploring Turkey's Unique Products and Opportunities ► Instagram: instagram.com/serioussellerspodcast ► Free Amazon Seller Chrome Extension: https://h10.me/extension ► Sign Up For Helium 10: https://h10.me/signup  (Use SSP10 To Save 10% For Life) ► Learn How To Sell on Amazon: https://h10.me/ft ► Watch The Podcasts On YouTube: youtube.com/@Helium10/videos Transcript   Bradley Sutton: Today we've got the world's foremost expert on sourcing products from India, Meghla, back on the show and she's going to talk about a variety of topics, not just sourcing in India, but also e-commerce in India and even sourcing in other countries like Turkey. How cool is that? Pretty cool, I think. Helium 10's got over 40 tools for e-commerce entrepreneurs. I know how overwhelming it might seem to try and figure out how you're going to learn how to use everything, or maybe even to know which ones you want to get started with, so for a completely free course that's going to guide you through learning everything you need in order to become a Helium 10 expert, visit the Helium 10 Academy that is h10.me forward slash academy. Hello everybody and welcome to another episode of the Serious Sellers Podcast by Helium 10. I'm your host, Bradley Sutton, and this is the show that's completely BS-free, unscripted and unrehearsed organic conversation about serious strategies for serious sellers of any level in the e-commerce world, and we're going back on the opposite side of the world again. For the fourth time, Meghla 's here on the show. Meghla, welcome, welcome.   Meghla: Thank you so much, Bradley. So excited to be here for the first time, yeah, but it's been quite a while. I think the last time I was on was a couple of years ago, wasn't it?   Bradley Sutton: Yes, yeah, so just you know, if anybody wants to get Meghla's full backstory, I got a list here of all the episodes she's been on, so you guys can, you know, pause this one and go back if you guys want to, but she's been on the show since 2019. All right, that was her first time on the show, was episode all the way back in episode 84, then two, 10, then three, 31. And now we're in the 500. So, every couple hundred episodes she joins us here like clockwork, and so it's been a couple of years. I guess the last time was right towards the end of COVID there early 2022. First of all, what are you up to these days? Where do you live? Where are you calling in from today?   Meghla: Well, I'm calling in from India. So, as you know, I was previously based in Singapore and two years ago I moved back to India. To, you know, focus a lot more on the India sourcing business, India sourcing trip. So now I'm permanently based in India and it's been   Bradley Sutton: Whereabouts?   Meghla: in Delhi.   Bradley Sutton: How is it being back home?   Meghla: well, it's amazing, I mean, I really like it. My son had a bit of a problem adjusting.   Bradley Sutton: I was about to say like your son, never lived in India before or when he was little. Maybe or no, his whole life was in other countries.   Meghla: Yeah, his whole life was in other countries China and Singapore and so it was a bit of an adjustment for him as well. He couldn't even speak the language very fluently, but now he's like totally Desi. Desi is like a local person, that's the word that we use. So, yeah, he's, he's adjusted. I'm really glad I moved back because there's so much opportunity, you know, so much happening in terms of the economy, manufacturing, exports, so I think I made the right decision to move back.   Bradley Sutton: Okay, nice, nice. Now let's talk a little bit about, you know, the economy over there and I know, like you know, social commerce is big, and but what about just the traditional? You know that's been one of the larger Amazon marketplaces. How is Amazon doing, you know, versus Flipkart, etc. What's the e-commerce situation in a nutshell that's going on in India the last couple of years?   Meghla: Yeah, the e-commerce situation is very rosy. I mean, e-commerce is booming. There's, you know, increasingly the tier two cities are also getting on the e-commerce bandwagon and there are more sales from, you know, the smaller cities as well. It started with mostly the Metropolitans but now it's sort of you know, the tier two cities are also. A lot of people are shopping online over there.   What's really moving very fast is quick commerce. So that's something that is, you know, like for your groceries, for example, or daily use products. There are these apps and they're totally mobile based, right, there's no website that they have no browsers are only apps and you can basically order your groceries and they're delivered in minutes, like 10 minutes, 15 minutes, seven minutes. You know there's a race to like how fast the groceries can be delivered, so it's very convenient. Like since the time I've moved here, I've probably gone to the grocery store, maybe like twice or so. So, everything is ordered online by these websites or these apps basically.   Meghla: So, I think that's really booming, that whole quick commerce sector. Apart from that, there are a lot of these specialty e commerce websites that are coming up that. So, for example, you know, for apparel, there are specific websites only for women's apparel, for electronics, for toys, for all of these kinds of things. So that's another trend that's happening. But Amazon is still sort of the everything store, so if you can't find anything anywhere else, you'll definitely find it on Amazon. And then Flipkart as well is sort of number two, you know, to Amazon, but it is. I mean, both Amazon and Flipkart are sort of neck to neck and they're still dominating the domestic e-commerce sector over here.   Bradley Sutton: Are there more successful Amazon India sellers? You know, I remember when we first started like or around then, like in 2019, you know I was like, hey, I need some help with finding some, like, really successful sellers. And then you did come up with one, but that was about it. In those days there was, like you know, one main guy who was doing really well but uh, are you seeing more people have a lot of success over there, or is it still pretty kind of like just even like everybody's just doing okay and not many people have really made it big?   Meghla: No, so there are some people that have made it really big and you know, they're doing like seven figures, eight figures in terms of cross border e-commerce, in terms of, you know, like selling on amazon.com mostly amazon.com at Amazon Europe as well. So that is definitely happening. A lot of the larger manufacturers, you know, they have established their own brands and they have, you know, started selling on e-commerce directly. So that's a trend that's happening. But, by and large, most manufacturers prefer not to sell directly on e-commerce platforms, even though Amazon themselves have been encouraging manufacturers to sell directly. But typically, the small, mid-sized manufacturers they want to focus on their core strength, which is manufacturing. They want to do large orders. That's where they really make their money and a lot of manufacturers have tried selling cross water but they have not been successful because, you know, of course shipping rates are high and there are a lot of returns and things like that. So not able to manage it.   Meghla: But the people that are being really successful are entrepreneurs and individual sellers, you know, because they are good at marketing. So, they source products from different manufacturers and they sell those products cross-border. So, there are quite a few niches that are seeing a lot of successful sellers. So, for example, bedsheets. I know one manufacturer that's doing really well in terms of bedsheets being exported. They have their own factory and they're doing that. Then there's also things like marble products and jewelry. So, a lot of sellers, resellers and manufacturers doing jewelry from the city of Jaipur. So, there are niches where people have been successful.   Bradley Sutton: Now, you know, speaking of sourcing in India, you know that was something we've been talking about every time you've been on the show. Now, in the early days, you know, like before 2020, it could have been said that, hey, a lot of the manufacturers I believe we even talked about this a lot of the manufacturers, you know some of them didn't have that much experience, as far as sourcing or supplying. I should say Amazon sellers you know the new ones is that go on with that, like the manufacturing time and the quantities, and interfacing sending stuff directly to Amazon. Like you know, a lot of the Chinese factories are ones who have been doing this for 10, 15 years and they know all the ins and outs and the requirements of Amazon and it's like clockwork. But, you know, in the early days, you know, I remember you had said that, hey, you know, some of the factories might be a little bit green when it comes to that, but now I think you know I hear more and more sellers manufacturing, or even ones who were manufacturing in China, you know, moving their manufacturing to India. You know, due to tariffs or whatever the case is. What's the situation now? Do you find more and more factories are almost like on par with the Chinese ones as far as experience now with dealing directly with Amazon sellers?   Meghla: Yes, definitely. There are increasingly more factories that are familiar with the packaging requirements, the labeling and all of those things. In fact, I was visiting a couple of factories just last week in the city of Moradabad, where there's a lot of metal production that happens there metal and wooden production. So, I was visiting this factory that makes urns and they have a ton of Amazon sellers as their clients, and what they have started doing now like they're adapting to Amazon sellers' requirements. So, for example   Bradley Sutton: urns would be something good for my spooky coffin shelf friend, perhaps. Maybe you should think about adding that.   Meghla: Absolutely yeah, and they're beautiful, gorgeous urns, right. And so, they cater to Amazon sellers. And what they have started doing is because Amazon sellers require inventory very fast, very quickly. So, they have started keeping stock of just blanks, you know, because the basic shape of the urn is the same, it's just it comes in different sizes and it's basically the patterns, the designs and the finish that differentiates one earn from the other. So, they just keep blanks ready in stock and so whenever you know Amazon sellers have sort of an order, they're like okay, quickly send it into production. So, they save a lot of time. And they specifically told me this is for our Amazon sellers because they require, you know, products to be shipped really fast. So that's happening. A lot of small midsize companies, because more Amazon sellers are sourcing from India now, they are definitely getting more familiar. The one thing that I'm seeing is that there aren't too many still like freight forwarders that are familiar. Not everybody is familiar with how to ship to Amazon. So just a couple of days ago I was talking to a freight forwarder and they were like we have no idea how to ship to FBA, but the one that we work with, for example, they understand how to do it very, very well. So, I think for shipping you just have to be a little careful. But increasingly suppliers sort of understand Amazon.   Bradley Sutton: When sellers who are sourcing from China experience increases in shipping costs, kind of like. Now what's going on? Is it pretty much the same across the board for India, or sometimes they're kind of immune to those, or pretty much just hey, anybody who's going that direction over the Pacific Ocean is going to have the same changes.   Meghla: So, it depends. In some situations, India does face increases, just like China. So, for example, during COVID, both India and China, that was sort of a global phenomenon overall. So, even though, I mean, China's cost increased significantly they were up to, I think, like $25,000 per container at one point, but India's cost did not increase that much. I think they were maximum $12,000 or so. So currently India's costs are increasing, but for different reasons, because it's mostly because of the whole situation in the Suez Canal and you know, because of which the ships have to sort of take a longer route to the US. So that's what's mostly affecting, you know, the shipping costs from India currently, whereas in China, I think it's a different situation, where, you know, there is sort of increased demand for certain products as such. So, yeah, it's not always the same trend, but it can be.   Bradley Sutton: Obviously, you know, we'll talk a little bit about it later. You know, I think you know, one of the best ways to find factories is getting help from you and also, you know, maybe even visiting the factories on one of your sourcing trips or taking, you know, source. You know, maybe somebody can go on their own to visit certain factories. But what are you know, outside of that, what are some other ways that people can find the factories? Like, obviously, Indian factories have always been on Alibaba. Is that still a good way also, at least just to see what's out there? Or are there other websites that have emerged, maybe I don't know about, in the last few years?   Meghla: yeah, so Alibaba and global sources, those are the two key global marketplaces. There are some suppliers from India and other countries, so you've got to use the supplier location filter to find factories from India. Plus, you can also just do a google search. A lot of the websites are now ranked on Google because Google is not blocked in India as it is in China. So, you'll find, you know, suppliers have websites, but of course, they don't keep their websites up to date. Sometimes they don't reply to emails that are sent to. You know email addresses on the website. So, you know, that's something you just have to keep in mind. Avoid the website India Mart, because that's going to come up very often, but that website is very domestic focused, and so there are a lot of companies that you know might not have export licenses, for example. So, yeah, I mean, there's also export promotion councils that you can go to, so visit their websites. You can download the list of their members, all of whom are exporters, but again, you have to like call them or email them to actually find out what their capabilities are.   Meghla: In terms of other websites, I mean, I don't think there are any other supplier directories that have come up recently. There are some websites that have started, you know, selling products from India. For example, there's this website called expobazaar.com, which is basically they have stock in the US, which is basically they have stock in the US and so if you want to drop ship, for example, or if you want to buy very small quantities, like five, 10, 15 pieces, you can buy it from that website and then they can ship it directly. So, they have a lot of stock in the US and what they don't have in the US they can ship from India. So that concept is sort of picking up. Drop shipping is picking up for certain categories as well. Yeah, concept is sort of picking up Drop shipping is picking up for certain categories as well, and we have started offering sourcing services now like a sourcing agency. Previously we were just sort of connecting suppliers and buyers, but now we are managing the entire process because we found that a lot of people just stumble a lot. India is not easy to navigate, suppliers are not easy to manage sometimes, so we've started offering sort of end-to-end sourcing solutions  as well.   Bradley Sutton: Okay, all right. Yeah, speaking of that, you know, like a couple of years ago we were working on what was going to be kind of like a version of Project X, and then most of it we kind of just postponed, like we filmed a whole bunch of stuff, but then, you know, with COVID and different things going on, like we kind of paused it. But the one thing that we actually, or the only thing in that project that we saw all the way to the end, was something that we sourced. I remember, you know, I I told you about it. I was like all right, you know, we obviously know in project X how to source products. Uh, you know, from China, let's try to do a product, that would be, that would be good for India, and then it was this macrame, product, and so, um, conversations and stuff. You know, I believe Shivali went directly to you but, walk us through, kind of like what happened? Like she, she maybe, contacted you and told you kind of like the, the, the kind of product it was, and then, first of all, you had to make the decision is this good to source in India or not? And we'll talk a little bit about that. You know what is good and maybe what isn't good to do in India. But then then, how did you go about finding and vetting factories, like, did you have one exactly that went to mind, or did you, maybe you know, shop around a little bit, get some samples? Walk us through the process a little bit.   Meghla: Yeah. So, Shivali basically sent us a link and, I think, a couple of photos, and she had specific requirements. So, then what we did was we looked through our database, because we have a database of vetted suppliers and we do have quite a few suppliers that do macrame, because macrame is one of India's strong points. Like anything that is handmade, handcrafted, you'll find it is you know better in India, because labor is, of course, cheaper over here. So, what we did was we spoke to I don't remember the exact number of suppliers, but maybe like four or five suppliers we sent out the product to, we got quotes from them and then we basically went with the supplier that had the most competitive quote and also that had a good experience in macrame products, because a lot of the macrame products actually are done in homes by women, they're not done in factories and they're outsourced. So, it's very important for the supplier to be able to manage quality for such kind of products.   Meghla: So, you want to make sure that the supplier has control. So, we spoke to quite a few suppliers and with this supplier we've done some other products in the past and we know that he's got good control over the quality of products and he has somebody to go around and check what's happening in each of the households or the communities wherever these products are being manufactured. And I personally have visited his facility over here in Delhi, so I know that he has the you know facilities to process and he has a process of you know like a checking and cleaning and packing and processing the entire product after it comes in as well. So, then we decided to go with this supplier and we got a coat and the coat was very competitive. So, you know, we negotiated a little bit with this supplier and we went to Shivali with the coat and she was pretty happy with it. So, we didn't have to negotiate that further and the only issue that we had was for the hook. So, Shivali, wanted a specific kind of hook,   Bradley Sutton: That was me. I was the one who told her about that.   Meghla: yeah, you're the one causing all the trouble.   Bradley Sutton: Yep, yep, I remember that part of it. Yeah, I'm always thinking about how to differentiate, and the reason why was, you know, like already. But you know, by the time we started working on this, it started getting saturated. I was like, well that's fine, I want to show what happens when you do launch in a saturated niche. But I'm always thinking about how to differentiate. And one thing I learned about, you know, from my experience with the coffin shelves and things and I do a lot of other home decor products and I do a lot of other home decor products was that something that differentiates is how much you know how heavy you can, you know put something that's hanging on a wall and there's two, two factors there it's  not just how heavy, but how easy it is to install.   Bradley Sutton: You know, like me personally, I hate something you know that requires like a drill to use or you have that plastic piece and you put a screw through and through and it leaves like a humungous hole you know, I might have to have a drill in my house, which I know a lot of people don't have. So, and then, plus those just screws that go straight in. You know, those always aren't the strongest, you know, unless you're going directly into a stud or something, and then I think they're called, like, monkey hooks, but that was what we started using a while back for coffin shelves, and it just like you can just put it in with your hand and then, because of gravity and physics and everything, the way it works is like the strongest, and so I was like, no, we have to have this special hook because we'd be the only, we'd be the only macrame holder that has that, and so I think, if I'm not mistaken, we ended up actually sending it from China to India right?   Meghla: Yes, exactly. So, we tried sourcing those over here, but we couldn't find them. We could find all of the other types of hooks, but you know there are certain products that are just not made over here. Oh, there we go, that hook right here, yeah.   Bradley Sutton: So, yeah, here's one of the listings. Like I'm using this, you know skipping to the end, you know to the end, you know we ended up getting this product from India and then I'm using it for a couple of my launching case studies, where I'm just analyzing the different effects and it'll be it'll be like a permanent product on Amazon too, but already we've been using this whole product, and then there's those, those hooks and nice little bag here that they came up with.   Meghla: so, yeah, this is a real product, guys, that we are talking about here yeah, so the hooks came from China and that was a smooth process as well. We didn't have any issues. I mean our supplier over here. It was sent directly to his factory, so he was the importer. There were no duties or anything. It was very smooth process. So, yeah, that worked really well, and then the bag as well. So, the bag was also sourced from the same supplier, because he also does, cotton bags and things like that. So that was also one reason why we chose him, because he could do the bags too.   Bradley Sutton: Now, did Shivali organize the shipping, or did, did? did you also find the shipper for it?   Meghla: yeah, so we organized the shipping too and, because we used our shipper that you know, we're we've been using for a long time and they, they know how to ship out of India and also we used our shipper. Yeah, there was no issues with the shipping as far as I.   Bradley Sutton: Now that product in particular, you know, like I just happen to know, probably from previous conversations we've had, and then sometimes I'll watch your live streams on LinkedIn and stuff so I knew that you know that was a good one to source in India. But what are some other do's and dont's Like? In the past I believe you had said, hey, you know electronics, you know like consumer electronics maybe stick to China, you know they're very good at that, but you know textiles and things like that in India. What about nowadays? What would you say are the top three or top five to do in the top three or so that maybe another country is better?   Meghla: So, electronics, I would say, still China is better, especially if you want to do OEM of things like Bluetooth headsets and if you want small quantities. But that's changing. I think maybe when I'm on the podcast, like in episode nine or so, I'll probably have a different story in the next couple of years, but that's changing too. There are a lot of electronics manufacturers that are being set up over here and, in fact, a lot of the bigger brands like Apple, Xiaomi. They have set up their factories and the supply chain is growing. So, there are a lot of like Bluetooth headsets and those kinds of companies that are setting up that are supplying to the domestic market and gradually these companies are going to export as well. So, the situation is definitely changing very fast. For example, there's this brand called Boat. They make a lot of Bluetooth headsets and you know, headphones, a lot of the small accessories, and now they have started exporting under their own brand and, of course, they will start doing OEM as well and they have, like I don't know, like 10 000 or so employees and across you know, various factories. It's a really big setup that they have and the government has been promoting electronics, but anyway. So, unless you are a big large, many you know brand electronics is still in China.   Meghla: And then I would also say in terms of dont's, a lot of the very low value products. You know something like for example, recently somebody came to us with the you know these curtains, polyester curtains that are blackout curtains and they're selling for I don't know like ten dollars or something or $15 online and we were not getting them in India at a good price. So, something like that that is very mass produced and suppliers and manufacturers in China can sort of get you know scale by producing in high volumes. Those sorts of products are still better in China. A lot of the plastic type of products as well, I would say China is still better, although again, there is more manufacturing of plastic items happening here, bigger factories being set up, but still, by and large, China is better for plastic items as well. In terms of the items that are good, of course, textiles, any kind of fabric, especially cotton and organic cotton. So organic cotton is really a really high quality over here. We're seeing a lot of growth in baby wear, very high quality, organic cotton, kids and baby wear. That's a very fast-growing category. Also, toys so there's a lot of focus on the toy industry in India. Because what happened a couple of years ago, Bradley, that there was a bit of a tension between India and China at the border I'm sure you must have heard of it. It was probably around COVID times and so you know. China did a couple of things to you know, sort of in defense, and then India sort of retaliated and one of the things that India did at that time was impose very high import duties on toys being imported from China.   Bradley Sutton: A toy Cold War.   Meghla: Yes, a toy Cold War exactly, and so because there were these cheap toys that were flooding the market over here and of course, that was, you know, affecting the toy industry. But what that has done is that it's given a boost to the toy manufacturing. You know industry in India. So now, for example, a lot of wooden toys are coming up, and not only in, you know, like the traditional mango acacia wood, but like steam beach wood and pine wood, and very high quality and prices are very competitive. In many cases we've actually been able to beat China prices as well for you know wooden toys. Then there are a lot of factories being set up for you know regular like dolls and action figures and you know guns and sort of those types of things. Well, so that's a fast-growing category and a lot of local brands are also coming up and they are in fact exporting. So, there are a couple of local brands that do STEM toys, like India is really good with engineering and mathematics and all of those things. So, STEM toys is another huge category. There are some brands that in fact, we are helping launch them in the US and other markets, so that's another good category. Then I would also say, of course, all the entire handmade sector. So, there's wooden products, metal, ceramic, glass, all of those home decor items. That is still a very big category, especially for Amazon sellers and most sellers we know are finding a lot of success in those categories. Then there's leather, so a lot of beautiful, different types of leather. There are equestrian products, you know garments, shoes, accessories, bags, all of those things. And then I would also say, to add one more, eco-friendly products. So, if you're looking for anything that's made out of maybe cotton or jute or a lot of R&D is being done in alternative materials. So, for example, cactus material or banana fibers. Those are being converted to fabrics and they are used in bags and other kind of accessories, but of course they're not mass materials yet because there are niche and the prices are much higher than a normal material, but still that's an emerging category.   Bradley Sutton: Okay, interesting. Now, guys if you guys want to you know reach out to Megla to you know, perhaps you know, utilize her sourcing services, just like we did with success, as you saw. You know, one of the easy ways to remember is go to hubhelium10.com and then just type in India and then it'll come up right there, India sourcing network, and you could, you could connect her with her right from this page, right inside of Helium 10. Now I noticed also here on your Helium 10 hub page, it talks about India sourcing trips. So, are you still, have you still been doing, or did you start doing those again after COVID? Like what's the? What's the? You know? Like the cadence, is it once a year, twice a year, once every other year?   Meghla: Yes, we're still doing the trips there twice a year, and we started after restarted the trips after COVID, and the one that we did after COVID we had 70 people on the trip, so that was amazing, and since then we've continued to do. The next trip is coming up in October. So, you know for people who don't know much about the trip, it's basically an eight-day tour to India where we teach you all about sourcing from India. We take you to a trade show that has almost 4,000 export-focused manufacturers, and then we also do some cultural activities and, of course, there's a lot of networking. You get to meet all the different service providers. You can also do factory visits. We can customize the trip so that you are able to find the products that you're specifically looking for, and it's just a very fun experience. And, Bradley, what are you.   Bradley Sutton: What are some of the fun things that you that you do, because I still have been saying for a long time I'm going to go. What do I have in store for me the first time I go on one of these? For the fun side. Obviously, I know the work side, what's going to happen, but what about on the fun side and the food side that's very important to me, as you know.   Meghla: Yes, the food side is amazing because we choose the menus and the restaurants very carefully because India has so much variety in terms of you know, the different food, um sort of flavors and items, like each state of India has a different type of cuisine, so we try to mix and make sure that you get a flavor of all different types of Indian cuisines, we do a Bollywood night. I would say that's the most fun night on the trip. You can basically wear an Indian dress. For men it's the Kurta, which is like a long shirt. Women wear Saris. We buy Saris for everybody. We have a live dance troupe. They're singing and dancing on Bhangra tunes. Bhangra is a very fast-paced band.   Bradley Sutton: I love Bhangra. I have some Zumba routines for some Bhangra songs. Yes, indeed.   Meghla: Yes, amazing. So, we have that, and then we're just, yeah, dancing and singing and drinking and eating, so that's a very, very fun night. And then we also go to Taj Mahal. So, I think that's also very special, because that's one of the seven wonders of the world, and especially if you come with your partner, like your better half, or your spouse, then you can get a picture in front of the Taj Mahal, which is basically a monument that's dedicated to love and romance. So that's also very special.   Bradley Sutton: Okay, all right, interesting So, the next one, is in October, you said.   Meghla: Yes, October 14th to the 21st.   Bradley Sutton: Okay, excellent, excellent. I'll see there's a chance you know I might be going, or I am going, to Maldives, as they do every year, you know, to film one of my every 100 episodes of this podcast, and then this year, I'm actually going to be going from Turkey. I'm speaking at Turkey and I think I want to ask you a couple questions about that it's Segue, but I found one flight that potentially has like a like a set, like a seven-hour layover or something, on my way to the Maldives from Turkey, in India, I think, Mumbai, and so I had never even set foot on soil in India. So, I'm like, all right, maybe that'll be my, my first dip and then next step would be going on the India sourcing trip. So, speaking of Turkey, I believe you said you just spoke at an event there and actually you've expanded some of your sourcing to there. And, like I know, you know Carrie, who works with us here at Helium 10, she was telling me you know she went like on a sourcing trip to Turkey on her own, like last year, for her own Amazon and Walmart brands, and she actually moved some of her manufacturing from I'm not sure if it was in China or Korea, but to Turkey, and has had good success. What, what can you? How did you get you know? Linked with sourcing in Turkey?   Meghla: Yeah, so I was invited to this conference. I mean, we have been thinking about sourcing in Turkey. In fact, I got the domain name turkeysourcingtrip.com last year because we were, you know, sort of exploring that and that's the first thing you do, right, when you have an idea. So, you know, because Turkey is definitely coming up as an important production hub and in fact, somebody told me when I was there that Turkey is the China of Europe. So, if you're based in Europe, if you're sourcing in Europe, then Turkey is like the perfect destination for you. So, I was speaking there at the World Deaf Conference and, you know, I thought that, you know, while I'm going there, I would meet manufacturers and we already had had been having discussions with some sourcing agencies and some sourcing partners over there. So, yeah, I mean, in terms of the products, Turkey makes a very wide variety of products.   Meghla: So, first of all, textiles, like any type of towels, bedsheets, like Turkish cotton is very, very famous and I was, you know, some of the towels that I saw over there at the factories. They were so unique. I've never seen any towels like that. They had beautiful embroidery, some of them had like beads, embellishments, like very, very unique designs. Even the bedsheets were like very different from what you'd find in China or India. Then another thing is that they do a lot of cosmetics. So, there's in terms of cosmetics, it's also like skincare, or maybe shampoos, or you know, soaps, for example, things like that. So, there's a lot of R&D happening at that front as well. There are a lot of brands that I met that were doing vegan and organic. You know, like creams and body. You know body products as well. So that was another category.   Meghla: And then, of course, apparel. So, Turkey does a lot of different types of apparel, whether it's women's apparel, kids or even men's apparel. There are men's suits. They do a lot of linen fabric as well. That's very popular linen and cotton. Then they do things like carpets. In fact, Turkish carpets are very popular. Then there's some handicraft items as well metal and ceramic and those types of things. But I mean exports of those are very minimal. There are also some very good packaging companies that we found so like very high-quality boxes. If you are sourcing some kind of product from there, then you can get the packaging and all done in Turkey as well. Also, the domestic market in Turkey for e-commerce is pretty strong. It's growing pretty fast and in fact Amazon is one of the marketplaces there, but it's not very popular. The popular marketplace is called Trendyol. So that's a local domestic marketplace and you know there is an opportunity for you to also sell in the domestic market on Trendyol if you are sourcing in Turkey.   Meghla: I also saw quite a few like wooden products and very unique designs. I mean that's one thing that sort of differentiated you know Turkey from China or India. The designs are very unique. And then some toys, some very basic kind of toys, like puzzles, some, you know, board games and things like that. So, I mean at first, not a huge variety of products like China or maybe Vietnam, but very niche, very unique, very differentiated. And I mean, if you're in Europe you should definitely, definitely explore Turkey, because it's just in your backyard and you can save on logistics costs and of course, the deliveries can be faster and you can order in smaller quantities as well.   Bradley Sutton: Okay, cool, cool. So, another you know alternative place that not a lot of people yet are sourcing from. That I think sellers should, should look into and I'll be looking forward to when you actually launch that website, because it means you're going to have some events and I love Turkish food too and I so many places I want to visit in in in Turkey, you know Bible history, a lot of Bible history there in a lot of cities and a lot of like Maldives-ish kind of places even that people don't realize on some parts of Turkey. So, I know you'll arrange something good. Just to prove, I wasn't making it up, but I found one of my old videos here of some Bhangra dancing here. Look at the skinny me going and doing some fitness right there. That's me, that's me from like 10 years ago. and even you can see my kids in that in that video leading a fitness class doing some Bhangra dancing there. But, anyways how you know, I already gave you know I told people how they can find you from the Helium 10 hub, but if they want to find you, you elsewhere out there on the interwebs. What are some good ways that they can? They can reach you.   Meghla: Well, I'm on all of the social media platforms, so just search for me on either LinkedIn or Facebook and or Instagram and message me. You can also go to our website, Indiasourcingtrip.com or IndiaSourcing.net, and then Vietnamsourcingtrip.com as well.   Bradley Sutton: Vietnam sourcing too. Yeah, I know that's another hot place. I see a lot of people moving to. Maybe there was just a couple of kind of products, a specialty, but I know a lot of people who are not only moving sourcing there, but even some of their operations moving to Vietnam. I spent about a week last year there and the last couple of years really nice, really nice place to visit. So maybe next time we can talk a little bit more about that. Do you have like a 30 second tip or 60 second tip you can share with the audience? Could be about sourcing, could be about travel, could be about moving to a country your son has never been to. Whatever kind of tip you want to give, go ahead and hit us with it.   Meghla: Yeah, I would say be adventurous in your business. You have to explore different markets. China is not the only place where you can source products. Sometimes we get too comfortable sourcing in China and like, oh, we're sort of scared to go to these other markets. But there's a whole world out there, like whole different world, and people who are more adventurous and who are willing to take that risk will definitely reap rewards, because there are tons of unique products to be discovered in these alternative production hubs.   Bradley Sutton: Alright. Well, Meghla thank you so much for coming on here for the fourth time, we'll look forward next year for the fifth time and hopefully maybe by then we can say that I've been on one of your sourcing trips, like I've been planning for years to do So hopefully that happens within the next year or so. But thanks for joining us and we'll see you back here for sure.   Meghla: Thank you so much, Bradley Bye.

In this episode of The Neon Show, we dive deep into the serious world of casual gaming in India with Dilsher Malhi, the founder of Zupee.We discuss the uniquness of Indian gaming market, why entertainment is a feature and not a bug, India's trillion dollor digital economy dream and how will regulation affect the gaming industry.If you are serious(or casual) about gaming and startups then this episode will offer a range of insights to you.________________________________Timestamps:00:00 - Introduction 01:12 - Gaming Market in India: Who, What & How Much03:39 - Did You Win By Skill Or Chance?06:05 - The Serious World of Casual Gaming09:47  - Is Real Money Gaming Bad for Society?12:33 - Entertainment is a feature, not a bug14:39 - Real Money Gaming & Stock Markets19:33  - Innovation Vs Regulation: What's The Right Balance24:32 - From Infosys mafia to Flipkart mafia25:13 - Why Indian Gaming Market is Unique?29:29 - Why is RMG Successful in India and NOT Everywhere?30:35 - The Tencent Story: Power of Brand & Distribution31:44 - Does India Have a Gaming Ecosystem?32:43 - Gen AI Will Make Everyone Creative34:25 - What Makes Zupee Successful?35:27 - Break Barriers and Build Amazing Things36: 23 - Lessons From an Unstructured Learner39:07 - The Joys of Crazy Inherent Curiosity________________________________Visit our Website: https://neon.fund/Follow us on Instagram: https://www.instagram.com/theneonshoww/Follow us on Twitter: https://twitter.com/TheNeonShowwFollow us on LinkedIn: https://www.linkedin.com/company/beneon/________________________________*Sponsor Shout Out*Looking to build a differentiated tech startup with a 10X better solution? Prime is the high conviction, high support investor you need. With its fourth fund of $120M, Prime actively works with star teams to accelerate building great companies.To know more, visit https://primevp.in/

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