Anurag Choudhary

Q-Commerce overtaking traditional e-commerce? Currently we are seeing a big boom in terms of the different SKUs being sold in Quick commerce apps like Zepto, Blinkit, etc. - Atomberg Technologies 's fans - Sony's PS5 - Samosa, Chai and what not - Digital Gold from Jar! Zepto is in talks to raise $300m for its broader ecommerce play. While Swiggy is preparing to file for an IPO this year, incumbent Flipkart is readying its entry into quick commerce. Zomato has invested $240 million in Blinkit over the last one year. Taking a step back, the lines between quick commerce and traditional e commerce have started to become increasingly blurred with QCom pretty much catering to every needs! Also, multiple reports suggest that QCommerce can potentially become bigger than traditional e commerce in India!  Case in point : According to Goldman Sachs, the valuation of Blinkit is greater than Zomato's core food delivery biz! Non-grocery boom in Q-Commerce: Categories including beauty, toys, health and electronics are witnessing robust sales growth on quick-commerce platforms overall. While the overall base for the new categories is still small, aggressive expansion by these players is starting to ensure a dominant presence for these categories. Plus AOV is higher which also comes with better margins, making it a win-win! Case in point: Zepto - 2x sales MoM in segments such as toys and electronics accessories - Beauty category expanded 3x QoQ - ~15% of Zepto’s $1.2bn annualised gross sales currently comes from non-grocery products (Source: Goldman Sachs) For several D2C quick commerce has become the fastest growth channel as well as the platform with highest customer engagement This is definitely a positive for the consumers and the Q-Commerce players, but is everything on the up and up?   As the demand for space on quick-commerce platforms skyrockets, niche D2C cos in segments like FMCG, beauty and personal care, and health and fitness are agreeing to pay a 30-45% commission on sales, besides shelling out on advertising and discounting on these Q-Com platforms. On top of the commissions, brands are also regularly spending around 20% of their total sales on ads on the platforms, and discounting their products by about 20-25% (totaling 60-70% revenue!). This is in stark contrast to the 10-20% commission that large FMCG cos pay these platforms reflecting the intense competition for visibility. The brand's scale and comparison with competitors are crucial considerations when it comes to new listings. On the positive side, smaller D2C brands have seen 40-60% total revenue coming from Q-Commerce compared to ~10-20% from traditional ecommerce, which is surprising! Essentially, Q-com currently has a BIIIG Bargaining power against new D2C brands and can essentially make or break their businesses! Is this sustainable on the long run? #ecommerce #quickcommerce #india #zepto #businessmodel #d2c #startups #LIPostingChallenge

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Sujith Nair, Beckn's WhatsApp-averse, badminton-loving chief mover and shaker, gave us a peek into the world's first # e-commerce protocol. Imagine if Colgate wanted to sell a lot of toothpaste, would it open separate exclusive stores on every street? NO! Instead, it ensures its products are available in all stores where people come to shop, and not just toothpaste. Similarly, Beckn is a way for an online business to make its products and services available on other stores (popular daily-use consumer apps) instead of setting up its own store (its own consumer app) and waiting for customers to come in droves! The Beckn Protocol underpins Open Network For Digital Commerce (ONDC) and is a universal translator for e-commerce platforms. We would normally call it the Rosetta Stone for digital services, but now we have BHASHINI 😉 . It allows disparate systems to "speak" to each other seamlessly. The Beckn Protocol has become a verb in the tech world. "Just Beckn it!" has become a common phrase among developers when discussing open-source solutions for digital commerce. In fact, we like it so much that we are using Beckn use cases as our episode artwork (instead of our normal groovy cover art) to spread the word in our own little way. Some may even argue that the yellow and black in the artwork denote open mobility networks (read taxis) 😀. The even more nerdy might catch the movie reference in the title 🎬. So, is it an app? Is it an aggregator? Is it a platform? No. It is a Super Capability - #decentralised and #open. Listen, learn and use. sujith nair | Pramod Varma | Sanjay Purohit | Shankar Maruwada | Shireesh Joshi | T Koshy | Namma Yatri | FIDE | Antler | Bingepods (Ideabrew Studios) | OpenExO | Thinkers360 | IBM Alumni | Microsoft Alumni Network | The RSA (The royal society for arts, manufactures and commerce) | World Economic Forum | Digital India Corporation | nasscom | Abhishek Singh | Nilesh | Sheetal https://lnkd.in/dydrjnbU

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What I've learned from past 5 years is that, when it comes to Consumer Tech/Media or Content businesses, India cannot be compared to China. I remember when I was building in Ed-Tech, there was this constant comparison with China, which I think people have stopped doing now, & rightly/thankfully so. We have been building a Mixed-reality (AR/VR) Live-Streaming platform for Emerging markets (wherever mobile-first gaming is prevalent), i.e. for SEA, MENA, Lat-Am (bit of US) regions to help gamers/streamers create creative &/or anonymous livestreams. &, While I'm talking to more people across SEA & MENA regions, I'm starting to realise that there are certain factions in India which behave similar to say Indonesia & certain factions which behave similar to say Egypt. But, the interesting fact is that Indonesia, which has a population of 1/6th of India, has an overall live streaming intent of 3x of India (in absolute numbers). Another, important point to note is that half of the overall intent towards live-streaming in Indonesia is geared towards wanting to livestream on TikTok Live, which is banned in India. &, Yes! for those who didn’t know, TikTok launched its Live Studio towards end of last year & we are now starting to see almost 250k monthly average searches for "How to go live on TikTok?" in Indonesia only. We believe that this is just the beginning & mobile games/mid-core/casual game streaming is going to be huge, perhaps larger than Twitch at some point! How will the rest of story play out? Whether India will become a standalone live-streaming market or the approach needs to be global first? I think the market will have to execute & observe!

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I am learning offline sales on the go and here's something I've picked up from a fellow apparels founder at a recent exhibition: 1. Be completely present when greeting someone. One of the most underrated qualities is someone who can smile irrespective of how they are feeling. He greeted every one who crossed his stall with a big smile and said "Any dresses for you, ma'am?" 2. For his existing customers, his opening would always be about that piece of clothing that the customer purchased from them. He would break the ice with this and nostalgia always works in favour of the brand if the product is good 3. The customer is king as a philosophy needs to be revisited. Instead, it should be that each customer should end up feeling like a king which means altering your pitch based on what they want to hear. 4. Lastly, when selling - double down on convincing even if you feel it's too much. As far as you can maintain a balance of caring what is it they need vs what is it that you recommend they have - convincing is purely selling with confidence Another thing that he did was when someone was dressed in a very prim proper way, he would tell them they bought something from them a few years ago. It moves that customer's interest from a passive to an active one even though the customer doesn't really recall the item of purchase

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Kaun Banega CTO?! Shocking insights via The Mint - Highly valued Indian startups are opting out of hiring new executives at exuberant packages to lead tech innovation. This comes when a persisting funding downturn has pushed them to put a lid on hiring and venturing into new growth verticals to control cash burn. - Several new-age companies, including Zomato and Healthify, that have relied on tech to drive disruption are now opting out of hiring replacements for the once-prized C-suite role. - Companies retaining their high-cost CTOs are pushing them to take on additional roles such as “IT management, product oversight, or broader organisational responsibilities", it said. Why? “Over the last year or so, there’s been a lot of focus on profitability and making the business viable. We are now emphasising the right mix of talent and cost, and honestly, titles don’t matter," Mota Moti: It seems the “overpaid, over-hyped, over-marketed, overvalued” CTO is coming back to becoming just another #dhandhekibaat row item :)) If you have views, please share?! My view: if you are a promoter that doesn't know Tech, then this is not an option. Article link in comments!

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Can you mind your OWN Business, Please? Here comes the Political BS that Politicians are famous for: "Bringing down airfares on new minister Ram Mohan Naidu's radar" Huh?? Why?? Who?? What?? And this is after this guidance: Last month, the Delhi High Court refused to give guidance to cap airfares, saying that aviation is a capital-intensive sector. "Regulated free play given to the airlines to implement dynamic pricing of the fares for each flight appears to conform with the norms followed worldwide," the court said in its ruling." Aviation is a deregulated sector, and airlines fix fares based on supply, demand, and seasonality. My learnings: NEVER get into a business that gets manipulated by the government. WHY? Think of working like a dog (or donkey) and then having some babu who makes planes wait (to board) decide what should your pricing be? The alignment is alarming. Politicians want to please voters. Business owners want to please investors. It's like asking a Cat to marry a Mouse and then hoping to "adjust". Don't be the mouse. (You can never be the Cat). Bonus: this is what a NIGHTMARE "reads" like if you are an Airline CEO: MINISTER: "Whatever benefits the government provides has to reach the poorest of the poor. My intention would be to bring down the (ticket) prices because that is a challenge for the common man. Our intention is to take air travel to the common man; unless you make it affordable, it will not happen," he said." "Since Covid, there has been significant fluctuation in airfare prices. As a passenger myself, I have observed these hikes. We are developing a 100-day plan to address immediate challenges, and from there, we will transition to a long-term vision for the next 100 years of Independence," the Minister said." ?? What does running a Dhandha have to do with 100 years of Independence?? - Even IF you win by protection, you will suffer severely in the LONG TERM. Examples are the car makers Fiat and Ambassador. After 20 years of 'government protection,' when Maruti and others came, they got wiped out. Protection is like Cocaine. Once consumed, it is forever cursed. Your points? #dhandhekibaat ET link of article in comment

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What if I told you Minimalist achieved 1500% growth in 4 years—while staying profitable the entire time 🤯 Here's the timeline of Minimalist's meteoric rise: FY21: ₹22 crore in revenue (its inception year - what a launch year) FY22: ₹108.1 crore, 5x growth FY23: ₹184 crore, 8x growth from FY21 and almost 2x of FY 22 FY24: ₹350 crore, 2x growth from FY23 ₹22 crore to ₹350 crore ~ humongous 1500% growth 😵 Minimalist, with no big-celebrity endorsements, has been profitable since day one—an impressive feat at this growth rate. Meanwhile, celebrity-led brands like Deepika Padukone's 82°E are still finding their footing ( reported a ₹25.1 crore loss in the first nine months of FY24 ) Moral : Product is king, everything else is just noise. Gone are the days of buying just because a celebrity endorsed. Now, results matter #growth #business

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Copy + Paste = Ruin I always tank up the Starbucks at T2 Mumbai Today, I decided to share the biggest put-off The music! They keep blaring Blues Vocals of the '60s and '70s in their Indian Stores! WHY? In-house music GENERATES SALES! Go to an H&M and listen to the music! It’s magical, and it will uplift you and make you want to buy things! All my best music discoveries happen in restaurants. Shazam is my partner in such places. They play OPERA to P*** OFF robbers outside Luxury stores in Europe! So why does Starbucks play such alien, growly, moody and sad music? (It’s the Blues, and the Blues takes time and pace (and age) to appreciate ) In-store music must be matched to - Time - Demographic and Psychographic - Intention and motivation Starbucks needs to change. It's no wonder it’s also in the pits in the US. On a side note, if you want to experience “in-house music torture,” listen to Indigo's boarding music. It’s nonstop repetition of a short beat that goes on and on for 25+ minutes. I told the air hostess, and she said, “Sir, I get nightmares of this music.” It seems they haven’t changed it for 20 years! Learning: Every detail counts. What you smell (the heavenly scent of an Abercrombie store :)) Hear and see is paramount when you BUY! Your thoughts? #dhandhekibaat

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I built a 4 step framework to understand the VC business. Access → Picking → Entry → Exit. It works for all types of VC’s irrespective of their size, industry focus & geography. Let us dig deep. 1. Access – Is the next Sachin Bansal coming to pitch to you? If not, it is NOT worth being in this business. Unlike the stock market, where anyone can open an account and start buying, in venture capital, you risk falling into the trap of adverse selection. This can significantly impact your IRR. To avoid this, it is essential to make sure the top 1% founders are pitching to you and you are seeing 80% of the deals in the market. 2. Picking – You receive 400 applications every month. Congratulations Most VC’s proudly flaunt this in their pitch decks – but are you actually seeing all 400 or just the ones referred to you. What if the next Sachin Bansal filled your application form but you never saw it? So seeing everything is a must but it is only the first step. The real challenge lies in picking the right market and founders that align with your investment thesis. 3. Entry – You Choose the Asset, But the Asset Also Chooses You. You might excel at sourcing the best opportunities and making the right picks, but if the founder doesn’t choose to take your money, all that effort is in vain. Without a strong brand, even if you nail steps 1 and 2, you’re still at risk of missing out on the top deals, which can ultimately lower your IRR. 4. Exit – The Final and Most Crucial Step After making 20, 30, or even 50 bets, the ultimate question is: What’s the exit math to ensure a strong return for your investors? How much ownership do you need, and what are the realistic odds of achieving the returns necessary to justify those investments? This is where most VC’s go wrong. Ultimately, you are only as good as your last deal. You have to track and make sure you are getting better at each of these – every quarter just like a start up would. If you’re an LP evaluating a fund, the important questions to ask are – 1) Are you seeing the best deals in the market? What are you doing to make sure you continue to see them. 2) How do you pick companies? Show us an investment memo? 3) Have you lost any deals, and if so, why? Found this useful? Let's continue the discussion in the comments. #vc #venturecapital #investing

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Given the changing paradigms in technology and media, we know that the next 10 years will look nothing like the last 10 years. Thanks to The Economic Times for capturing our interactive media thesis for the years ahead. As we crystal ball gaze into the future, there has been no better time to invest in India. In the last few years, we have seen the market mature across key vectors - propensity to pay, quality of talent, capital inflows, and exits. This represents meaningful upside for founders and investors in this space over the coming decade. With the incredible shifts in tech, media and gaming, there are some exciting times ahead! 🚀 https://lnkd.in/gTfYa3Kw

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Announcing: Antler Fastrack to Residency - MUMBAI Edition (for founders in Mumbai / Pune / Ahmedabad / Surat) 2 weeks back we announced the first version of Fastrack to Residency through a warm intro to stay true to our promise on delivering faster to the most exceptional founders in Bangalore! We had an overwhelming response of 250+ warm referrals from other VCs, operators, serial founders and were introduced to a vibrant bunch of founders building across bath fittings, offline senior care clubs to CBDCs powered international payments. Of this, we met with 22 founders (and have 30+ we are speaking to virtually given limitation of slots) and offered the residency to 5 teams and individuals within 48 hours! Seeing such a promising response from the ecosystem, we are now coming to Mumbai and hope to see an even bigger outcome! If you are an exceptional founder (individual or team) that’s just starting up, Nitin Sharma & I will spend a full day in Bombay on the 27th of August to talk to you! The only twist - you need to reach us through someone who knows you - and knows us too! Why are we doing this - we announced last month that we are investing $500k in 20 companies (amounting to $10Mn). This is our endeavor to deliver faster and bigger on this promise! What we promise - is a decision into the Residency within 24 hours of us meeting you. Here’s how it will work - (1) Find someone in our networks (cue: some of them would have shared this post on their LinkedIn / Twitter) or would have engaged with us in the past. (2) Show us you are super resourceful :) Ask them to email us / tweet to us / message us on LI / Whatsapp us - any of the Antler team members that they know (there’s 18 of us!) - to give a warm intro to you. Convince them to write a good line or two :)  (3) All shortlisted individuals and teams will get a direct slot with Antler India on Aug 27th meet us IRL in Mumbai. (If you are not shortlisted post the above process, you will hear from us by Aug 24th) (4) You will get a decision to get into the Antler India Residency by Aug 28th Please note that the last date for being referred to this is 21st of August. Do refer great folks our way! Next on the list - NCR in September!

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💲💲 If you are a D2C Consumer Brand Startup you should know this VC that invests in pre-revenue stage Startups! 💰 VC Background: Meet Sauce VC a Cat II VC that launched their first fund in 2019 with a modest corpus of INR 60 Cr and since then launched 3 more funds and made 33 investments. Their recent INR 365 cr Fund launched in Aug'24 plans to invest in 20-25 consumer brands. They pick 6-7 selective investments annually out of 3000+ deck they get. However, their Fund I has a success rate of 50% (not a bad idea to invest in the fund if you are a UHNI). Infact their Fund IV was oversubscribed 3 times. 💰Notable Investments: Mokobora, Hocco Ice cream, Supertails, Innovist, The Whole Truth etc 💰Stage at which they invest: They invest even at pre-revenue stage to early traction stages. Ideally this VC invests at pre-seed to Series A. 💰What do they look for: Taking call at pre-revenue stage is really tough, especially in Consumer Brand segment. Hence, they look for founders who have deep experience in the segment either by the family background or by the founder's professional background. However, if the founder is not well-versed with the D2C game, they are cool with it. But the founder should know the segment, scope for new brands and plan to differentiate the brand. 💰Ideal cheque size: $ 1 Mn. But can go up to $ 5 Mn. 💰Investment Style: Sauce VC prefers working along with the founders to ensure the success of the Startup. They lead the rounds at pre-seed and Series A stages. Once the Startup is into Series B, they take a back seat and only participate in the following rounds. 💡 Hope this helps. Share it with some great founder of a consumer brand who is at early stages and needs to know this. If you want a warm-introduction, DM me or let me know in the comments. Bhavesh K Jatania Raunaq JaisinghaniAshish SharmaMohit Kanjwani

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OYO Hits Pause on IPO Again, Eyes Private Funding Amidst 75% Valuation Drop OYO Hotels & Homes has withdrawn its IPO application for the second time, opting instead for private funding. This decision comes as the company's valuation has plummeted by nearly 75% from its peak, now seeking funds at a valuation between $2.3 billion and $3 billion. Despite significant backing from SoftBank, OYO's ongoing financial challenges and a chilly market for tech IPOs have prompted this strategic pivot. CEO Ritesh Agarwal is personally involved in securing up to $90 million in new investments, aiming to stabilize the company's finances and operations. #OYO #StartupNews #IPOWithdrawal #PrivateFunding #Valuation

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Quick commerce in India is the biggest consumption story in the world right now. Billions of 💰 are being invested by US and other VCs to change the way how millions of Indians shop 🇮🇳 . It is SUPER INTERESTING to see how this market is evolving literally under our eyes daily. The Morning Context has an excellent piece on it today. It got me thinking of 5 things. But first, the article makes the point that QC works in India because of high population densities, an unorganised and inefficient legacy supply chain and low rider cost 🏍 to average order value. Their article is posted in the comments section. Here's what came to my mind: 1. Viruses can permanently change consumer behaviour: Would the acceleration in QC adoption have happened if rapid digitisation hadn't been driven by the pandemic. High population densities, legacy supply chains and cheap labour existed pre-covid as well. 2. Did your family astrologer predict the QC future we are building: Predicting the future is always hard. More square footage was being built for malls under the hypothesis that India will transition from unorganised retail to a formal retail format. While for some formats this will continue, think white goods, for soft categories it looks like brick and mortar might be the most expensive and risky way to start. Wonder if in a country so into astrology any astrologers predicted the rise of QC because.... 3. Consultants and analysts were clueless: Entrepreneurs build the future, and consultants at best are slow followers. Go back and look at their reports from 10 years ago, no one was talking about the rise of QC. Everyone was on and on about how underpenetrated organised retail is and writing bullish stories on listed brick and mortar retail companies. 4. Will the marriage of fast fashion and quick commerce be all song and dance: What's in store here? Shorter supply chains like Shein, cheaper products like Primark, and quicker inventory turns via QC or risk of higher returns and inventory bloat. Time will tell. 5. FMCG companies should hire tutors to study disruption theory, but not from Byju's: Many of the MNC's don't have a playbook they can get from their global parent companies - QC is a uniquely Indian phenomenon. If their Indian listed businesses trade at 50-70x PE multiples, their future is pricing in so much growth and stability. "All of the future is in the price" as one of India's leading equity investors responded to my chat message. What will crack first, FMCG multiples or QC momentum? Last week I wrote about Zomato and Zepto, two leading QC companies in India and their world class execution even if they copied this model from abroad. The link to that post is also in the comments.

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Startup Mafiagiri Move over, Kaleen Bhaiya - the Startup Mafia is here. I was pained to read how upset employees who hadn't been paid for months stole a Startup Founder's Passport. (Saarthi AI) The CEO's statement was even more shocking: "Vishwa Nath Jha did admit that the company had not deposited TDS on behalf of employees for the last two fiscal years" !! (HT article) If you pay salaries and deduct TDS, how can that TDS be kept with YOU? When employees file IT returns, what will they provide? The CEO's grinning picture? This is MAYHEM! The founder says, "The startup is still not generating surplus cash to clear long-standing dues. We have been transparent in our communications with the concerned ex-team members." Learnings: - If you EMPLOY people, no matter what level of genius you are, YOU HAVE TO HONOR their salaries and pay Government taxes FIRST! There is no business in the world that demands payment of everything else other than salaries and taxes! Rents, electricity, and even toilet paper can be bought after paying people and salaries. - As an employee, I always tell people to quit the month after they don't get paid. It's worth sacrificing one month's salary vs suffering like this! I know many folks who keep on hanging on and hoping to get paid one day. They rarely do. If a founder can't pay salaries, he has no real business. How can such basics go missing? What am I not able to understand? Can you educate me? #Dhandhekibaat Thanks asha chaudhry for the tip-off :)

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From having no money to start a business to beating its competitors like Amul and building a Rs 2000 crore brand—this is the story of Milky Mist's founder, SATHISHKUMAR T 📌 The Beginning: A Struggling Family Business The story of Milky Mist began in 1992 when Satish joined his father's small milk-selling business. Satish quickly identified three critical issues: 1️⃣ Low Margins: The business barely made 30 paise to 1 rupee per litre of milk sold, translating to a margin of just 3-5%. 2️⃣ Perishable Product: With milk's shelf life limited to just two days, the business had to move inventory rapidly to avoid losses. 3️⃣ Logistical Challenges: The inability to expand the business due to limited logistics left the family stuck in a stagnant market. 📌The Strategy: Value Addition Satish realized that to survive in the brutal dairy industry, he needed to move away from commoditized milk and focus on value-added products. This strategic shift led to the production of paneer, curd, and ghee, where the margins were significantly higher. By turning milk into these products, Satish was able to: 1️⃣ Increase Margins: The margins jumped from 3-5% for milk to 20% for curd and paneer and even 35% for ghee. 2️⃣ Reduce Competition: By entering the paneer market, Satish faced fewer competitors, as many dairies, including cooperatives, were not focusing on these value-added products in South India. 3️⃣ Extend Shelf Life: The value-added products had a longer shelf life, allowing more time for distribution and sales, thereby reducing waste. 📌Overcoming Major Challenges Satish overcomes 3 major challenges: 1️⃣ Location Advantage: Satish set up operations in Erode, a region with abundant water and agricultural resources, which facilitated better cattle feed and, consequently, a more reliable milk supply. 2️⃣ Farmer Support Initiatives: Milky Mist built strong relationships with farmers by solving their most pressing issues. They provided loans, 24/7 veterinary care, subsidized cattle feed, and regular education on the latest dairy farming technologies. These initiatives won the loyalty of farmers, ensuring a consistent supply of high-quality milk. 3️⃣ In-house Logistics: To solve the logistical challenges, Milky Mist invested in its cold storage supply chain. They distributed 20,000 chillers to retailers and equipped their trucks with chilling technology, ensuring that their products maintained quality from factory to store. 📌 The Result: A Legendary Brand Milky Mist’s success story is a testament to the power of strategic thinking, value addition, and strong partnerships. Satish Kumar transformed a struggling family business into a Rs 2000 crore dairy empire, all while competing against industry giants. Satish Kumar's journey with Milky Mist is an inspiring example of how determination, innovation, and strategic partnerships can overcome even the toughest challenges in business.

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How Jio Studio Became a Box Office Giant in Record Time: The Real Numbers Behind the Magic In a competitive industry, Jio Studio has shattered expectations, delivering box office hits in a remarkably short time. 1. Smart Budgeting, Big Returns Jyoti Deshpande, of Jio Studios, believes, “At the right budget, every movie is a success.” Stree 2 with a budget of ₹60 crore grossed ₹862.17 crore globally. 2. The Maddock Films Formula By collaborating with Maddock Films, Jio studios has consistently delivered box office hits. Films like Munjya (₹123.08 crore), Zara Hatke Zara Bachke (₹115.89 crore) and Teri Baaton Mein Aisa Uljha Jiya (₹141 crore) exemplify this. 3. Impressive Profit Margins With a total production cost of ₹300 crore across various films, Jio Studio earned ₹1,234 crore at the box office, resulting in over ₹900 crore in profits. For every ₹1 spent, Jio Studio generates ₹4-5. 4. Digital Edge By leveraging both box office revenue and digital streaming income, Jio Studios ensures dual profit channels. 5. Rapid Success in a Short Time In just a few years, Jio Studios has achieved what industry giants like Yash Raj Films took decades to accomplish, proving their agility and vision in the marketplace. 6. Global Impact Jio Studio's Laa Pata Ladies is not only a box office success but has also been selected as India’s official entry for the Oscars, showcasing Jio Studio's rising international influence. Takeaway Jio Studio’s combination of sharp budgeting, rapid production, and dual-income streams is a game-changer for Indian cinema, offering lessons for future industry success. But they are breaking their formula with a high profile upcoming movie... The film "Baby John," starring Varun Dhawan, is finally set to release on December 25, 2024, after significant delays. These postponements were attributed to the extensive visual effects and action sequences that required more time to perfect. will it repeat the success, share your thoughts? #jiocinema #maddockfilms #babyjhon

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Buying gold / silver coins on the auspicious occasion of Akshaya Trithiya come under low frequency - low complexity purchase category. It is a seasonal product bought generally during specific occasions. Zepto Blinkit Swiggy lapped up this opportunity and started selling this with the benefit of quick delivery. No wonder the sales picked up quite well. I wonder how much would it have impacted the sales of larger eComm players. Sales trends from swiggy is already out. I am sure the trend will be similar for Zepto - Aadit Palicha and Blinkit - Albinder Dhindsa I detailed out this approach and more in my notes - https://lnkd.in/gBmvVKy2

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