Dipika Kapadia

Sharing an interesting story from around the time when e-commerce started becoming a thing in India. Snapdeal at that time was a couponing business (similar to Groupon). We were selling restaurant, spas, travel coupons and even date with a celebrity as lightning deals on the platform. The sourcing team then started bringing in products like bean bags, perfumes and watches to be sold on the platform. From a technical perspective, we kept the data model as same and fit these products to be sold as deals on the platform. Everything was selling like hot cakes. One fine day, the sourcing team came up with a men's shirt to be sold. But there was one problem. "The shirt came with multiple size options." What started with a small data modelling problem fitting multiple sizes into a deal became a multiple day discussion of whether we need a rewrite the platform into a full fledged e-commerce. Seeing the traction on product deals, the answer was a definitive yes. Once we got the nod, began a marathon of sleepless nights and relentless brainstorming sessions, as a tight-knit team of 6-7 engineers poured their hearts and souls into making our vision a reality. Despite the inevitable challenges and hurdles along the way, we persevered, and against all odds, we succeeded. Now, thirteen years later, as I look back on my career journey, I can't help but smile at the memory of those exhilarating days. Building that e-commerce platform from the ground up remains not just a highlight, but a testament to the power of teamwork, innovation, and unwavering determination. Karun Singla Rahul Narang Shubhanshu Srivastava Praveen Garg Anand Kishor Dubey Kuldeep Singh Karan Sachdeva Snapdeal | AceVector Group

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CLSA published a detailed research report on India quick commerce. Recommended reading. Who will be the first to create a $50-100Bn company in India internet? #Zepto #Zomato #IndiaInternet

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🛍️ Unlocking Retail Success: Addressing Challenges in Store Performance For an underserved retail market in India, success hinges on various factors, including local preferences, consumer behavior, and the caliber of store management. While there are too many variables to be on top of, I discovered, an alarming 40% of stores not meeting their targets, in recent conversations. A common pain point among retail clients: a lack of visibility for area heads into product level sales / sales return trends by stores. This deficiency not only impacts store sales but also affects the frontline staff's performance and robs them of their incentives. As an after effect, a significant bandwidth goes into managing staff and their disappointment reducing the ability to increase the span of control (ability to manage more suboirdinates) To tackle this issue effectively, I believe retail organizations should work towards; 1 - Empowering area heads (managing multiple stores in the area) with comprehensive insights into sales trends, empowering them to make informed choices like tweaking incentive plan thresholds, adjust product weightages etc so that store level personnel can cater to local preferences 2 - Additionally, add the ability to simulate overall outflow based on historical sales data that can provide invaluable foresight for sales operations personnel This can help eliminate dissatisfaction on store front level and enable area heads to increase their span of control by adding more stores under their ambit. There are a bunch of solutions out there to help you with this; some standalone while some more comprehensive that come with end to end integrations making the process seamless. How are you addressing similar situations in your retail operations? #Retail #SalesPerformance #IncentiveSolutions #RetailOperations #BusinessInsights

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A few days ago, Union minister Piyush Goyal shared his concerns about eCommerce on traditional stores (https://lnkd.in/gJTvVjVG) In my previous avatar, 8 years ago, I had shared and raised enough concerns including writing to the Confederation of Indian Industry, about the need to empower local mom and pop stores and digitisation at the store level, rather than a top-down approach or use aggregators. Please see my article https://lnkd.in/g53cpHWs. The problem still remains the same. In my opinion, we can still take a lot of corrective measures and not just allow regulations to hamper disruptions. 1. The local supermarkets and mom and pop stores can benefit immensely by enabling hyperlocal delivery. 2. The delivery businesses should be integrated with the stores. 3. The consumers should buy products from a producer and not a delivery company. This will avoid the delivery agent influencing or dictating what the consumers consume. While there are many businesses in place which address 1 & 2, it is the 3rd one that is very important. Let us hope that the businesses, authorities and consumers all wake up together at the same time. Too much to ask?? #onlinegrocery #hyperlocalgrocery #hyperlocaldelivery Dr. Sujatha R Upadhyaya

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People often come up to me and say they love our web design work. With the same enthusiasm, they introduce 3 Sided Coin as a web design company with kick ass work. And it amuses us all at the studio. We have more product design work out there than the number of websites we have designed. When that tag got to an uncomfortable itch, we pulled all our product design work on a new page on the website - including work for Flipkart, Urban Company, Zolve, and one of US’s biggest e-commerce platforms that we cannot publicly name. Reach out via DM if you have product ideas that need mad strategy and design help. Recent portfolio link in the first comment. #productdesign #uxui #strategy

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A lot has changed in 𝐙𝐨𝐦𝐚𝐭𝐨 after its IPO. The food delivery app for the first time became profitable in FY 2023-2024 and is moving gradually towards the feat of 50 billion $ market cap. However, even after the brilliant marketing strategy, it still faces fierce competition from one of the biggest logistical company in India - 𝐒𝐰𝐢𝐠𝐠𝐲. Let's deeply dive into how these companies are shaping up "𝐓𝐇𝐄 𝐆𝐑𝐄𝐀𝐓 𝐈𝐍𝐃𝐈𝐀𝐍 𝐅𝐎𝐎𝐃 𝐖𝐀𝐑". 1. 𝐌𝐚𝐫𝐤𝐞𝐭 𝐒𝐡𝐚𝐫𝐞 Swiggy is more concentrated in tier-1 and tier-2 cities in India, especially Bengaluru, while Zomato is playing a long game by betting on tier-2 and tier-3 cities to welcome the new wave of customers who are basically late adopters. 2. 𝐒𝐰𝐢𝐠𝐠𝐲 𝐒𝐮𝐩𝐞𝐫 𝐀𝐏𝐏 𝐯𝐬 𝐙𝐨𝐦𝐚𝐭𝐨'𝐬 𝐁𝐥𝐢𝐧𝐤𝐢𝐭 Zomato's multi-app strategy has enabled it to focus on its specific niche - food delivery while creating an altogether different vertical on Blinkit to build its own loyal customer base distinct from Zomato. On the other hand, Swiggy has approached the super APP path which helps it in increasing the AOV(Average Order Value) but also overwhelms the user with too many choices. 3. 𝐐𝐮𝐢𝐜𝐤 𝐂𝐨𝐦𝐦𝐞𝐫𝐜𝐞 Quick Commerce is the future. The more scale you have the more profitable it becomes to operate the logistics chain. Blinkit with 640+ dark stores all over India leads the Q-Commerce War with a 45% market share, with tough competition from Swiggy as well as Zepto who stands at 25% and 20%. 4. 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧𝐬 Interstate deliveries, Hyperpure for restaurant owners, and giving a platform to Street vendors are some of the great innovations by Zomato to stay ahead in the food delivery race. However, Swiggy is no less behind, its Drone Delivery can change the course of 10 min Instant Delivery, and Pocket Hero which is still in trial aims to make food delivery more economical for budget-conscious consumers. This data contains approximate figures and has been extracted using Scrapingdog Web Scraping API. Thanks for reading!

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