Sudarshan P.

🚀 Zepto’s 'Shagun Ka Lifafa' Campaign: A Game Changer This Raksha Bandhan! 🎉 Zepto has truly outdone itself this Raksha Bandhan with their "Shagun Ka Lifafa" campaign, setting new benchmarks and delighting customers across India. This isn’t just another festive campaign—it’s a masterstroke in modern marketing, with a cultural twist that resonates deeply. Here’s why this campaign stands out and how it crushed records with 1 Million OPD on a super Sunday, surpassing their previous milestone of 0.7 Million OPD on their Third Anniversary which they recently celebrated: 🌟 Cultural Connection Meets Modern Excitement: Zepto beautifully marries tradition with innovation. The age-old custom of Shagun Ka Lifafa is reimagined with a modern flair—scratch cards with every delivery that promises big wins like cars, Dubai trips, and more! 🎁. By the way, I received upto 30% off on Real Juices and Rs.500 off on EMT. 🌟 Everyone’s a Winner: Unlike typical promotions, Zepto ensures no one is left empty-handed. Every order gurantees a lifafa, and every lifafa guarantees a prize, which not only boosts customer satisfaction but also builds strong brand loyalty. 🏆 I just placed one order on Zepto today, just to check whats the craze about the Lifafa, and I just went ahead to have this post written. 🌟 Strategic Partnerships: Collaborations with brands like Dabur, Easemytrip, Ariel, and Tide elevate the campaign, offering diverse and desirable prizes that appeal to all demographics. This strategic move adds immense value to each order. 🤝 Haldirams, Snickers, Hershey, McCain and not to forget BSC - Bombay Shaving Company - Gaurav Anand are few of many participating brands. 🌟 Creative Brilliance by Chandan Mendiratta: The campaign carries the hallmark of Chandan Mendiratta’s genius, from the catchy rap ad that perfectly encapsulates sibling love and banter, to the overall conceptualization of the lifafa. It’s all Chandan—every bit of it! 🎨✨ It has Chandan written all over the campaign. 🌟 Record-Breaking Numbers: With an astonishing 1 Million Orders Per Day, Zepto not only surpassed their previous records but also demonstrated their operational excellence. This achievement sets a high bar for what’s possible in festive marketing! 📈💥 As we look ahead to the upcoming festive season, the calendar at Zepto must be buzzing with new ideas. I’m on the edge of my seat to see what they come up with next to break even more records! Kudos to the entire Zepto team, and especially to Chandan Mendiratta, for crafting a campaign that’s not just memorable but monumental. 👏 🌟 Don't forget to check the usual banter between a brother & sister on the front of the lifafa. "you have no friends because.. you're lame" is my favourite one. #Marketing #Branding #RakshaBandhan #Zepto #Innovation #CustomerDelight #RecordBreaking Aadit Palicha Devendra Meel Kaivalya V. Chandan Mendiratta

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🚨 BREAKING: MakeMyTrip Acquires Happay From CRED - While MMT will take Happay's brand and expense management biz, payment biz will remain with CRED - In late 2021, CRED acquired Happay for ~$180 Mn #CRED #Happay #Inc42 #MediaCoverage #MakeMyTrip

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It will be interesting to see how one of the nation's most trusted CSPs revives itself. In the retail space, differentiation will be challenging, so BSNL should focus on catching up with Airtel and Jio. However, in the B2B space, BSNL can leverage its legacy of trust with new-age business models for telcos. - Adopt new ownership models to optimize its balance sheet - Provide infrastructure, cloud, and software-defined services to SMEs - Pursue vertical and horizontal integration for targeted initiatives https://lnkd.in/gjAcVH2g #BSNL #CSP #B2B #SMEServices #CloudServices #BusinessModels

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Uber One: An experiment for dynamic priced mass-premium service for the value conscious Indian users There's a lot of debate around 'value conscious' Indian customers, and to serve them better, Uber just launched a new subscription program called 'Uber One', a mass-premium service that is more nuanced than a direct premium service competitors like Shoffr. Quick overview of Uber one: It is offering up to 10% Uber one credits, prioirty support, zomato gold for 3 months, and top rated drivers! To understand 'mass-premium', let's understand the user segment: - Frequent urban commuters who use Uber 3-4 times per week - Value-conscious professionals seeking predictable ride expenses - Cross-platform users who utilize both rides and food delivery services But the most interesting thing is the subscription price: Uber introduced a dynamic city-based pricing that indicates market testing. What it means is there's a different price for difference city. For Kolkata, the subscription fee is around 99 rupees/month where as in delhi it is priced around 49 rupees/month Now Let's dig deep into this positioning to understand the intent behind 'Uber one' - Creating a middle-market loyalty program rather than competing with ultra-premium services - Focusing on increasing usage frequency and cross-platform adoption - Building an ecosystem play rather than a pure premium service offering - Targeting value-maximizing regular users rather than luxury-seeking customers But why now? Let's understand how is Uber doing as a business? and we may get a clue! - Record-Breaking Growth - Uber achieved its first GAAP operating profit exceeding $1 billion - 20% year-over-year increase in gross bookings - 82% year-over-year growth in Adjusted EBITDA to $1.4 billion This seems the perfect timing, right? And on top of that: - 25 million Uber One members globally - Global Uber One members spend 3x more than non-members - 70% year-over-year growth in subscription base And even on top of that, the competition is on fire: - Rising competition from Google-backed Namma Yatri, which recently Secured $11 million in funding - Emergence of specialized players like Rapido, which recently achieved unicorn status with $120 million funding But as any other experiment, it has a room for improvement. Personally I would recommend: - Pricing Strategy: Implement consistent pricing across cities to reduce confusion. Create tier-based subscription levels based on usage patterns. Offer flexible subscription periods beyond current monthly/annual options - Product Enhancement: . Introduce city-specific benefits for different city-wise user segment rather than one-size-fits-all approach

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𝗔𝗮𝗱𝗶𝗿𝗮𝗷 𝗣𝗮𝘁𝗻𝗶, 𝗚𝗠𝗔𝗧 𝟳𝟲𝟱 | "Even the strongest instincts can be wrong." When Aadiraj started his GMAT journey, he thought his natural instinct toward logical reasoning would be his biggest asset. But even with that, he learned the hard way that no one’s perfect. Fast forward to now: A phenomenal, ground-breaking & rare 𝟳𝟲𝟱 𝗚𝗠𝗔𝗧 𝘀𝗰𝗼𝗿𝗲, 𝗤𝘂𝗮𝗻𝘁 𝟭𝟬𝟬𝘁𝗵 𝗽𝗲𝗿𝗰𝗲𝗻𝘁𝗶𝗹𝗲, and 𝗩𝗲𝗿𝗯𝗮𝗹 𝟵𝟲𝘁𝗵 𝗽𝗲𝗿𝗰𝗲𝗻𝘁𝗶𝗹𝗲. His journey is a testament to persistence, strategy, and learning from mistakes. Here are five key takeaways from Aadiraj’s experience: ✅𝗖𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆 𝗕𝗲𝗮𝘁𝘀 𝗜𝗻𝘁𝗲𝗻𝘀𝗶𝘁𝘆 He made it a point to study every day, even when work was demanding. One hour a day can often do more than cramming for six hours in one sitting. ✅𝗗𝗼𝗻’𝘁 𝗧𝗿𝘂𝘀𝘁 𝗬𝗼𝘂𝗿 𝗜𝗻𝘀𝘁𝗶𝗻𝗰𝘁𝘀 𝗕𝗹𝗶𝗻𝗱𝗹𝘆 Aadiraj had a natural inclination toward CR but struggled with boldface questions. He realized that overconfidence can lead to mistakes if not checked. ✅𝗠𝗮𝘀𝘁𝗲𝗿 𝘁𝗵𝗲 𝗕𝗮𝘀𝗶𝗰𝘀 𝗙𝗶𝗿𝘀𝘁 Focusing on the fundamentals, whether in Quant or RC, allowed him to tackle even the most advanced topics with confidence. ✅𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲 𝗮𝘁 𝗘𝘅𝗮𝗺 𝗧𝗶𝗺𝗲 He scheduled his mocks at the same time as his actual test slot. This minor tweak ensured that he was mentally and physically in the right zone. ✅𝗘𝗿𝗿𝗼𝗿 𝗟𝗼𝗴𝘀 𝗮𝗿𝗲 𝗞𝗲𝘆 Maintaining an error log was the game-changer. It helped him pinpoint weak areas and refine his strategy for each section. A flawless 765 doesn’t happen overnight. It’s built on a strong foundation of strategy, discipline, and smart execution. Learn all about Aadiraj's journey here:  👉 https://lnkd.in/gstJ7nGi 𝑹𝒆𝒂𝒅𝒚 𝒕𝒐 𝒔𝒕𝒂𝒓𝒕 𝒚𝒐𝒖𝒓 𝑴𝑩𝑨 𝒋𝒐𝒖𝒓𝒏𝒆𝒚? 📞 Call Keshav at +91-97395-61394 today!

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"How to Earn Lakhs with Credit Cards - The Smart Way" (Yes, the kind of clickbait title every fin-influencer uses!) Let’s be honest - credit cards don’t have the best reputation. With hidden charges and interest rates that can go up to 45%, it’s no surprise they’re seen as debt traps. But if we know how to use them smartly, they can actually help you save money and even earn a bit! 💳✨ I’ve been experimenting with ways to make credit cards work for me instead of the other way around: Step 1️⃣: Know Your Annual Expenses From rent, bills, and EMI to essentials like groceries, fuel, subscriptions, lifestyle: eating out, shopping, travel, and big purchases like a new phone, a PS5, or that handbag. Step 2️⃣: Categorise Your Spending Rent & Bills: non-negotiable monthly payments. Essentials: groceries, fuel, and other everyday stuff. Lifestyle: Fun things like shopping, dining, and holidays. One-Time Splurges: Gadgets, big-ticket purchases, etc. Step 3️⃣: Set a Goal Why are you doing this? Maybe you’re saving for a honeymoon, a luxury staycation, or want to get maximum cashback. Step 4️⃣: Pick the Right Credit Cards The right card can give you big savings depending on your spending habits. Here are some examples: 1️⃣ Rent Payments: Paying rent via platforms like RedGiraffe and PayZapp can fetch you up to 5% cashback. For ₹30K monthly rent, that’s ₹18K saved in a year! 2️⃣ Groceries or Food Delivery: Spend ₹10K/month on Amazon or Swiggy using co-branded cards to get up to 5% cashback—another₹6K saved annually. Cards that I think are useful: (not an exhaustive list) ➔ Tata Neu RuPay: Great for UPI cashback. ➔ Amex Platinum Travel Card: The 4 lakh card can help to get approx 50K (12.5%) points in a year. Useful for booking hotels and flights. ➔ Amazon ICICI or Axis Flipkart: Solid choices for shopping and groceries. ➔ HDFC Millennia: Good for cashback across online portals. ➔ SBI Octane: One of the best for fuel payments ➔ HDFC Infinity or Axis Atlas for spending more than 10–15 Lakhs in a year But here are a few challenges: 1️⃣ Staying Disciplined: Credit cards make spending too easy. 2️⃣ Tracking Multiple Cards: It can get confusing, but apps like CRED help (to some extent). 3️⃣ Spending More Than Needed to Hit Milestones Many would say this is too much effort to calculate and research, but if we can work day and night to earn, we can also spend a few to save. What’s your credit card hack? Share it in the comments—I’d love to learn more tips!

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Zepto’s Bold Experiment: Simple UI & Focus on Bulk Buying 🚀 Recently, I noticed two major updates in Zepto’s app that reflect a big shift in their strategy. 1️⃣ A Simpler, Streamlined UI Zepto now offers two store options: Zepto Store: No minimum order, catering to instant needs like beauty products and electronics. Super Saver Store: ₹799 minimum order, focused on bulk groceries like rice and vegetables, claiming the lowest prices in the area. The Super Saver Store’s UI is strikingly simple—prices are displayed above product images, with MRPs canceled out, similar to DMart. It’s an offline-inspired design aimed at making the shopping experience intuitive for homemakers exploring online grocery platforms. 2️⃣ The Shift Toward Higher AOV (Average Order Value) By setting a ₹799 minimum in the Super Saver Store, Zepto is nudging customers to buy in bulk—encouraging a behavior more common in countries like the US. This focus on larger basket sizes is a clear attempt to improve profitability. What Could Go Wrong? This strategy might alienate a key segment of users. In India, many customers prefer small, frequent purchases rather than bulk buying. The ₹799 minimum could push them toward competitors who still offer low-friction, small-order convenience. Why It’s Still a Smart Move Profitability Focus: Larger basket sizes reduce delivery costs and improve margins. Cleaner Segmentation: Splitting the app into two stores clarifies the value for both instant buyers and bulk shoppers. Simplified UI: The straightforward design is refreshing, making it easier for users to navigate and decide. Zepto’s bold experiment signals a shift in q-commerce. It’s no longer just about instant delivery; it’s about balancing speed with value. But they’ll need to tread carefully to avoid losing customers who don’t fit this model. do tell me what you think of these changes? 🚀 #ProductStrategy #QCommerce #Zepto #UXDesign #EcommerceInnovation

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2021: Only grocery delivery app in India with 10 minutes delivery 2024: Competitor chasing the '10 minute' brand segment Zepto is the only player sticking to its original promise - and is clearly acing it Scaling up a grocery delivery business is particularly challenging in India. And adding up a unique attribute, as huge as this –  has clearly been game changing for Zepto. Success didn’t come easy to Zepto too, There was a time when all the Q-commerce players faced backlash & people questioned the safety of drivers. Some brands stopped claiming the delivery time altogether, from “groceries in 15-30 minutes”, they went to “groceries in minutes” But Zepto didn’t, it went on to install a myriad of dark stores across locations, and is already serving superfast deliveries in 10 cities. Top 3 factors that helped Zepto drive exceptional growth over a very short span of time: - Captivating Customer Experience: The platform served a deeply engaging user experience and the service promise was being consistently fulfilled – a powerful combo. - Outstanding Retention: All thanks to near-perfect buying journey, Zepto achieved a retention rate which was considered only to be a fantasy for the industry earlier. - Not slowing down: More dark stores and continuous geographical expansion at the same time helped the startup acquire customers in huge numbers. Zepto cracked the key to scale in the quick commerce space by constantly growing at the same pace, and not compromising customer satisfaction at the same time – simple yet not easy. A perfect example of go big, go fast – it is surely a fascinating study for the space creators. No matter the circumstances, the brand didn’t let go of its biggest differentiator, eliminating all the question marks experts had put to its launch. What do you think is going to be the future of grocery delivery space in India? #casestudy #growth #startup

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Is Quick Commerce the End of Kirana Shops in India? 🤞 The Indian FMCG market stands tall at >$200 billion, while the combined GMV of top quick-commerce apps like Blinkit, Zepto, and Swiggy Instamart is ~$4 billion - a mere fraction. Quick commerce has established its base and is thriving in India’s top ~50 cities, which is undoubtedly a huge market in itself. However, its journey into smaller towns seems far from straightforward. During a recent visit to some small cities around Delhi, I observed practical challenges that quick-commerce giants could face in these geographies: 1. Small sachets: The Unsung Heroes🧴 In smaller towns, FMCG sales heavily rely on smaller sachets. Be it a ₹5 namkeen packet or a ₹10 soap bar, people here tend to buy everything in smaller quantities. These low-ticket items dominate sales, but poor unit economics keep them off the shelves of quick-commerce platforms. 2. Minimum Order Dilemma 🚚 Consumers in Tier-3+ cities often have a very low average ticket size per purchase. Expecting them to hit a ₹200 minimum order to avoid delivery fees feels impractical, and imposing a delivery charge for a lower cart value is even more so. 3. High Prices of Unbranded Items💲 Unbranded items like fruits and vegetables - staples of every Indian household are significantly pricier on quick-commerce platforms. In a price-sensitive market where convenience holds minimal value, this makes local kirana shops an unbeatable option. 4. Deep-Rooted Habits and Relationships 🤝 Shopping for groceries isn’t just a task - it’s a social routine in smaller cities. Breaking these long-standing relationships between consumers and local kirana shops will require much more than just convenience. The Bottom Line - Quick commerce is undoubtedly here to stay and flourish in the top 60-70 cities in India. However, the local kirana shops - the backbone of India’s FMCG ecosystem will continue to thrive. With a market as vast as India’s, there’s room for everyone to coexist. Thoughts?

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The Indian streaming landscape is heating up, and Amazon's recent acquisition of MX Player is a strategic move not to be missed. The timing is fascinating considering the market's transformation: Jio acquired Disney+ Hotstar, Netflix reignited its Indian presence, and Times Group underwent restructuring. These factors could have influenced Amazon's renewed interest in MX Player. But what does Amazon know that others don't? This acquisition goes deeper than just content. Amazon seems to be cracking the code on commerce advertising, the holy grail of digital marketing. Normally, there are two types of digital ads: performance and brand. Performance ads lack user quality, while brand ads struggle with measurable action. Commerce advertising bridges this gap, allowing users to buy directly within the app, and Amazon profits from conversions. Instagram's success with commerce advertising proves the power of starting as a content app that attracts brands to create content alongside users. Native, non-disruptive ads that convert within the app are key. Amazon, a commerce giant, is taking a different approach by integrating content through MX Player. While the approach differs, success hinges on engaging content, something MX Player brings to the table. MX Player's vast user base becomes a powerful launchpad for commerce advertising, further strengthening Amazon's content library for a more compelling user experience. The big question: Does Amazon really know something about buying that the rest of us don't? Only time will tell, but Amazon probably knows something about how to make commerce advertising work for them, and MX Player is going to make that a little bit stronger. What are your thoughts on the future of commerce advertising in India? Content first or Commerce first? Let me know in the comments! #Amazon #AmazonMiniTV #MXPlayer #CommerceAdvertising #OTT #ECommerce #ContentMarketing #PerformanceAdvertising #BrandAwareness #DigitalMarketing #India

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Mamaearth's revenue growth is impressive, but can it withstand competition from new and celebrity-led brands? Year-on-Year Revenue Growth: - FY18: 4 crores - FY19: 17 crores (+13cr) - FY20: 110 crores (+93cr) - FY21: 460 crores (+350cr) - FY22: 943 crores (+483cr) - FY23: 1,493 crores (+550cr) - FY24: 1,920 crores (+427cr) Mamaearth has had a fantastic start, and here's the truth: Starting up in segments with large Total Addressable Markets (TAM) is challenging, especially in consumer products with heavy competition. Your product won't succeed without strong differentiation. For perspective, the market for grooming and personal care products is close to $32 billion in 2024, and finding a good starting point in such large markets is tough. Mamaearth timed the "No Toxins, No Chemicals" market gap perfectly around 2015-2016. However, over time, differentiations in consumer products get diluted, especially for regular consumables without any intellectual property around the core product. Competition will inevitably arise. The moats in consumer goods are typically "Brand" or "Distribution" led, with low barriers to entry. The grooming space today has hundreds of brands. What was once novel—chemical-free products—are now table stakes. Celebrity-led brands like Mira Kapoor's Akind, Kriti Sanon's Hyphen, Kay by Katrina, and Anomaly by Priyanka Chopra are scaling well too. Ecommerce and Facebook-led marketing were more affordable a few years ago (Customer Acquisition Costs have increased 3-4x in the last 4 years, by my estimate). Launching and scaling a new brand has never been harder, yet due to low entry barriers, new brands continue to enter the space. Mamaearth has successfully launched several parallel brands, but finding new niches will be challenging going forward. Traditional companies like Unilever will likely enter the D2C space, intensifying competition, if they haven't already. Over the next decade, it will be interesting to see how this plays out. For founders considering the personal care space, here are my summarized learnings: - Moats: Build around Branding or Supply Chain control (COGS Optimize, Offline Distribution). - Pricing Strategy: Find niches that allow for delta pricing advantage. This brand-led category is driven by user experience, so value/low pricing isn't ideal. Mass-market brands are hard to build without a massive offline presence or platform led private brands (from Purplle, Nykaa, etc).

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Wisdom of every consumer researcher shared. How critical is it to understand the research, how and where it helps you build the brand by understanding and geting closer to consumer. #consumer #insights #research

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𝐏𝐨𝐰𝐞𝐫𝐞𝐝 𝐛𝐲 𝐒𝐮𝐩𝐞𝐫𝐜𝐨𝐧𝐭𝐞𝐧𝐭 2014 Uber, Bangalore: “₹100 to go anywhere, chilled AC, friendly drivers, and free mints. Felt like royalty!” 2024 Uber, Bangalore: “₹600 for a 3 km ride, driver asks if I know the way, AC is optional, and traffic makes me question my life choices.” From game-changer to pocket-changer, the decline has been spectacular. And yet, we all keep booking because… alternatives? What alternatives? What’s your most “Bangalore Uber” story? Let’s share some pain. Try Supercontent Today - https://lnkd.in/g6wGfHMr

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