Siddhant Masson

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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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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VC is not rocket science but the high volume of information and the constant context switching makes it extremely difficult to manage efficiency & time. For this, I have realized that the right technology stack can be a game changer. Below are the key tools we have been using to streamline operations - sourcing, evaluation, and portfolio management. I would love recommendations on tools that might have helped others improve efficiency. 📰 Sourcing & Evaluation:- ▶ LinkedIn - Linkedin Premium & Sales Navigator are a must have to identify new founders building. ▶ Tracxn (Research Database) - With an increasing number of features, Tracxn has become the quickest go-to research tool. ▶ Taghash (CRM) - An easy to use and comprehensive CRM can save at least 1-2 hours a day. ▶ Otter.ai (Notetaking) – Seamless note taking and summary tool helps keep information organized. ▶ Phantom Buster (Lead Gen & Management) – For mass reach outs and streamlining reach outs based on key words. 📩 Communication & Co-ordination:- ▶ Calendar – I am obsessed with calendar management. While Calendly or another tool can be helpful, I use a simple google calendar to plan and colour code each day carefully. ▶Zoom – Has been instrumental in reducing travel time at least for initial due diligence. ▶ Substack – We use it for our fortnightly newsletter for mass communication and sharing industry insights. ▶ Intuit Mailchimp – More intimate communication and reporting requires carefully curated contact list. We have found mailchimp to be helpful here. 🗃 Reporting:- ▶Dropbox DocSend – Has helped in avoiding multiple email threads with different attachments while still ensuring transparency.

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$3 Million Can Buy You… a 4BHK in Gurgaon or a Penthouse in NYC? Management consultant Gurjot Ahluwalia’s post is sparking debates on X (formerly Twitter): What does $3 million (around ₹25 crore) really get you in real estate? When you realize $3 million (about ₹25 crore) could get you either: ➡️ A spacious 4BHK in Gurgaon with premium amenities (pool, gym, green spaces) OR ➡️ A six-room penthouse in NYC with iconic Manhattan views ...you have to ask: Is Indian real estate in a league of its own, or just a league of its own kind? Gurgaon pricing almost feels like buying beachfront in Manhattan—minus the beach, and, well, minus Manhattan! One user joked, "For that budget, I could own a villa in Dubai or a bungalow in Washington D.C." It’s almost as if India’s real estate market is hinting, “Why pay for logical pricing when you can pay for luxury… and then some?” Thoughts? Would you put $3M into a penthouse in NYC or a luxury flat in Gurgaon? #RealEstate #GurgaonVsNYC #Investment

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{New pod 🎤} "𝐆𝐓𝐌 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠𝐬 𝐟𝐨𝐫 𝐔𝐒-𝐈𝐧𝐝𝐢𝐚 𝐁2𝐁 𝐒𝐚𝐚𝐒 𝐒𝐭𝐚𝐫𝐭𝐮𝐩𝐬" This episode explores GTM strategies and learnings for US-India B2B SaaS startups. We cover everything from finding design partners in the US, scoping MVPs, figuring out what ICP to focus on, navigating the unique challenges of early PMF, GTM hiring in the US, and finally, working towards creating M&A exit options. Joining me for this discussion is Satya Ganni, an experienced SaaS founder and operator who has successfully built and sold five companies and led two acquisitions as a buyer. He is currently serving as CEO of Beamer and Userflow. Beamer is developing a cutting-edge product-led growth toolkit tailored to product leaders at SaaS and digital-first companies. They recently acquired Userflow to augment the business. TIME STAMPS: (01:15) Satya’s journey as a repeat US-India SaaS founder and operator (04:38) [Case Study: 0-to-1] Finding US design partners (11:09) Scoping B2B SaaS MVPs (15:42) [Case Study: $10k-100k ARR] Identifying which ICP to focus on - SMB vs mid-market vs enterprise (22:23) [Case Study: $100k-$1Mn ARR] Navigating the unique challenges of early PMF (27:18) [Case Study: $1-5Mn ARR] Building a US leadership team post-PMF (34:33) [Case Study: $5-20Mn ARR] Working towards creating M&A exit options  (38:46) Learning to become a proactive relationship builder YouTube - https://lnkd.in/guGQeBwA Spotify - https://lnkd.in/gAg7XeF4 Apple Podcasts - https://lnkd.in/gkYEDpED An Operator's Blog - https://lnkd.in/ggGbzSKY

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This post from Vaibhav Domkundwar beautifully shows how surviving long enough can position a startup to take advantage of an eventual tailwind. When we invested in Yulu, no one had a clue that Quick Commerce will become the next commerce phenomenon in the country after payments. Because Yulu intelligently survived, kept improving the product and is capital-efficient enough to be agile to market needs, it’s now befitting from QC tailwinds. Reminds me of what the Rippling founder once said - as a startup, just survive 10 years and the odds are that you will end up succeeding.

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From Startup Vision to National Impact: Lessons from Aravind Sanka, Co-founder of Rapido I recently had the privilege of speaking with Aravind Sanka, co-founder of Rapido, India's leading bike taxi platform. Aravind shared profound insights into their entrepreneurial journey, highlighting key milestones and challenges that shaped Rapido into what it is today. It was impressive to see after all the success Rapido has achieved, Aravind had arrived in Rapido Auto, reinforcing the need for their product to save time and money in transit. Here are a few takeaways from the conversation. Navigating Early Challenges with Strategic Focus Starting in Bangalore, Rapido faced the typical hurdles of a nascent startup: proving market viability and securing initial funding. What set them apart was their strategic focus on perfecting consumer metrics and fostering organic growth. By concentrating efforts in Bangalore for the first few years, they demonstrated significant consumer adoption and operational efficiency, paving the way for future expansions. Overcoming Investor Skepticism through Results Aravind candidly discussed the challenges of fundraising, especially when the concept of bike taxis was still nascent in India. Despite initial rejections, Rapido's commitment to showing tangible results and strategic timing paid off. They secured investments globally from places like Taiwan and Hong Kong before gaining local traction with investments from Nexus Venture Partners and WestBridge Capital. Addressing investor concerns, such as market size and demographic reach, was crucial. Timing also played a role; as other ride-hailing giants faced diversification challenges around 2019, Rapido emerged as a focused alternative in India's market. Adapting and Innovating in Times of Crisis The resilience of Rapido was further tested during the COVID-19 pandemic when their business temporarily plummeted. However, instead of retreating, they pivoted swiftly, launching auto-rickshaw services and leveraging their technology to meet evolving customer needs. This agility not only sustained them through the crisis but also strengthened their reputation as innovators in the mobility sector. Today, Rapido continues to innovate, focusing on enhancing user experience and expanding their footprint in tier 2 and tier 3 cities where their services are transforming local transportation dynamics. Aravind's journey with Rapido underscores the power of resilience, strategic vision, and unwavering commitment to solving real-world challenges. #StartupJourney #Entrepreneurship #MobilityInnovation #ImpactfulLeadership #StartupIndia #Kalaari #Rapido

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#ArkamInMedia India's startup ecosystem is seeing a revival, with venture funding surging 44% YoY to $9.2B (Jan-Oct 2024). Rahul Chandra observes a renewed excitement for bold ideas and a rise in entrepreneurial activity, particularly in areas like manufacturing tech, wealth tech, and even a cautious resurgence in edtech. This momentum is a testament to the resilience of Indian founders and the ecosystem's ability to evolve. Read more in this insightful piece by Fortune India: https://lnkd.in/gZUYQatW Manoj Kumar | Amrutha Raman

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Hello fellow VCs! A connection of mine has created an amazing community for people in the Indian Venture Capital & Private Equity space. Check out his post and comment “YES” if you want to become a part of the community.

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📣 Announcing: Fastrack to Residency through a Warm Intro If you are an exceptional founder (individual or team) that’s just starting up, Nitin Sharma & I are spending 2 full days next week at the Antler India Residency office (in Bangalore) on Aug 1st & 2nd to directly 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 in the next 6 months). This is our endeavour to deliver faster and bigger on this promise!  What we promise - is a decision into the Residency within 24 hours of us meeting you (over one of those 2 days). 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 / Whatsapp us / tweet to us / message us on LI - 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 at least a good line or two about you :)   (3) Send us your best pitch deck once we connect with you (4) All shortlisted individuals and teams (best of the best) will get a direct slot with Antler India on Aug 1/2 to meet us IRL  (5) You will get a decision to get into the Antler India Residency (for a $500k commitment) before Aug 3rd! What about the other cities - Rest assured, we plan to do this in NCR and Mumbai very soon! Looking forward to meeting many of you exceptional builders next week!

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Business Model: On the week Swiggy debuted on Stock Exchanges, another food delivery company was sold for mere pennies... Grubhub which was valued at $7.5Bn in 2020 was sold for $700 Mn... It was beaten in competition by DoorDash and UberEats.. My understanding is that platform business are generally winner take it all markets... There is no (value) runner-up in this business in the long run.. #Startups #Businessmodels #markets #swiggy #doordash #ubereats #grubhub

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The Indian Gen AI prosumer, consumer landscape still remains early – Companies have hit power users but are subscale OR have low % of paying users  • Companies do not have enough cohort level data to indicate product love  • Most cos who have managed to cross few hundred thousand users (MAU) are building their US GTM machine  • They have a rudimentary hallucination check AND a rudimentary RLHF in place We at Chiratae ventures are keen to look at – 1) Vernacular AI assistants - Sarvam, Krutrim are foundational model (Sarvam – OpenHathi) based general intelligence assistants very similar to Anthromorphic or Poe, but contextualized to India. They have raised significant capital, but the space remains open still. 2) Vernacular AI search – We do not have a Perplexity, Liner for the Indian vernacular. This is a potential whitespace. We will look for a solid team, with a solid product roadmap. Product risk mitigation playbooks are being built out by investors as we speak  Some companies like Two.ai are building both assistants as well as AI enabled search platforms. 3) Co-pilots for Professional services with pre-existing spend pools which can be delivered digitally – AI generated influencers, AI based gaming, digital professionals/copilots - legal professionals, counsellors/therapists, accountants Please write in to [email protected] if you feel there is something you would like to discuss. If there are products or companies we should look at, please tag them in the chat below Chiratae Ventures Sudhir Sethi TCM Sundaram Ranjith Menon Venkatesh Peddi Anoop N Mandeep Julka, CFA Kailashnath M S, CFA Tanvi Dubey #GenerativeAI #Consumer #SaaS #Technology

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Meet the man who built India's largest logistics company at 40,000 CR. 1. It was March 2010. The Internet boomed to 210.23 million users in India. Sahil Barua, a consultant at Bain studying the telecom sector for three years, knew the Internet would be massive. He wanted to start a startup. With two of his friends from Bain, he took a big step. 👇 2. He took a six-month sabbatical but could not find the idea for months. And one day, his food order was late by half an hour. That's when Sahil realised that online food companies could get the orders online but lacked the logistics to deliver them. He wanted to solve it. ✅ 3. He partnered with local restaurants and set up an office with six employees and four delivery persons from a 250 sq ft room in Gurgaon. Sahil started clocking 100 orders daily with deliveries in under 30 minutes, but the big wake-up call arrived. 👇 4. Food delivery was getting solved with emerging players like Zomato, but E-commerce was still an open market. Conventional players like DTDC could not make doorstep delivery. Sahil changed the plan. In January 2011, SSN Logistics started, and Delhivery was born. 🚀 5. Sahil delivered free for a month, on the condition to do thirty deliveries monthly and upgrade to 50 in the next month if satisfied. And the idea worked. By 2012, Delhivery delivered over 500 shipments across five customers and scaled to three centres within Delhi NCR. It raised 7 CR from Times Internet. 6. Delhivery skyrocketed to 2 million orders across 90 clients. They kept the pricing as low as Rs 35 for a 500-gram packet. It also opened two 10,000 sq ft fulfilment centres in Delhi and Chennai. Seeing the growth, Nexus Venture Partners pumped 35 CR. 💸 7. Delhivery kept growing and processed 9000 orders daily. 90% of revenues came from shipping, and Delhivery expanded to 180 towns and cities in India. On 8th September 2014, it raised 212 CR led by Multiples Alternate Asset Management and became a 500 CR company. 💰 8. Growing 400% yearly, Delhivery handled 3 million monthly transactions for 1,500 e-commerce companies. It had beaten the competition by focusing on 45,000 non-e-commerce enterprises for order management and warehousing solutions. As it expanded to 1 million sq. ft of warehousing space, it raised 506 CR from Tiger Global and became a 2000 CR company. 📉 9. Delhivery grew on steroids and grossed a revenue of 1073.64 CR, 15,000 pin codes and 30 fulfilment centres across 12 cities by 2018. On 24th March 2019, it raised 2766.82 CR led by Softbank and became the first unicorn of 2019. As Delhivery became a 10,000 CR company, the headline news came. 📰 10. On 11th May 2022, Delhivery went for a 5235 CR IPO and saw an oversubscription of 1.63 times. 🙌 ➡️ Today, Delhivery has shipped 2.1 billion parcels across 30,000 businesses and 99.5% of India's population. It leads with a 21.5% market share. 💪 Sahil Barua's small dream has become a 40,000 CR company today. 🙏 #india #startup #casestudy

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Can technical founders become effective CEOs? Srinath Sridhar knew he needed to step out of his comfort zone when he founded Regie.ai four years ago. Now he and cofounder Matt Millen have raised more than $20 million and landed on G2’s list of fastest-growing software products of 2024. My full conversation with Sri is in the comments.

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Eternal source of confusion in India SaaS. Terms like SMB, mid-market and enterprise are used pretty casually. Putting out a version here and inviting opinions from founders & investors on how they see the breakpoints between segments. US: SMB (upto $250mm in annual revenue), mid-market/commercial ($250mm-$1B), enterprise ($1B+). India: S (upto 10cr), MB (upto 250cr/$30mm in annual revenue), mid-market (250cr-1000cr, upto $150mm), enterprise (1000cr+/$150mm+) (note the breakpoints between segments are much lower in India and not comparable to the US)

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Why This Indian Diaspora Investor Believes in India’s Rise ✨ Sailesh Ramakrishnan is the Managing Partner at Rocketship.vc. A global VC fund notable for data-driven investment approach. Previously, he co-founded LocBox (acquired by Square) and helped build Kosmix (acquired by Walmart). Sailesh co-founded Walmart Labs with Anand Rajaraman & Venky Harinarayan In our conversation, Sailesh shared: → What shaped him the most growing up? → The motivations behind his move to the U.S → His journey into the tech world → Love for NASA → His journey at Kosmix & LocBox → How Rocketship.vc invests → His excitement about India → One edge India has over others & much more! Listen now 👇🏼 Youtube: https://bit.ly/3ASp9It Spotify: https://bit.ly/4fEwU3J 🌟 Here are my top takeaways from the conversation with Shailesh 1. Environment Shapes Us 🌱 Growing up in a family that valued education and curiosity instilled a drive to always seek understanding beyond the immediate. Your surroundings can inspire greatness if they encourage learning and ambition. 2. Passion for AI from Day One 🤖 AI isn't just about technology – it's about understanding human intelligence. The guest’s journey into AI began with a simple question: How do we define intelligence? Starting with a basic rule-based system, this curiosity led to a lifelong career in AI and robotics. 3. Building Innovative Companies in India’s Ecosystem 🇮🇳 Working at NASA, founding startups, and launching Rocketship Ventures showed him that India has world-class talent and untapped potential. Today, India's startup scene is thriving with opportunities across sectors like AI, fintech, space, and even agriculture. 4. A Data-Driven Approach to Investing 📊 Traditional investing requires startups to pitch to VCs. But Rocketship.vc flips the model, using data to identify high-potential startups globally and reaching out to them. Imagine finding the next big company before it finds you! 5. Why India is Poised for a Massive Leap 📈 With an incredibly young population and the second-largest internet user base, India’s digital transformation is in full swing. The guest predicts an “explosion of innovation” in India, with world-class companies emerging across various sectors. 6. Advice to the Indian Diaspora 🌏 For those in the Indian diaspora looking to make an impact: Get involved! Whether through mentorship, investment, or advisory roles, there are endless ways to give back to India's tech and startup ecosystem. What are your thoughts on India’s tech potential? #indiandiasporas

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Man behind India's third-largest food app after Zomato and Swiggy. 1. Anshoo Sharma had everything one could dream of—a computer science degree from IIT Delhi, an MBA from IIM Ahmedabad, and a coveted consulting job at Bain and Company. But he still wanted to do something for startups. And then an opportunity arrived. 👇 2. In 2009, he joined the venture capital firm Lightspeed Venture Partners as their second employee in India. He led and supported nine startups' investments. One of those experiences involved a significant problem in the retail space, and he wanted to solve it. 🙌 3. Due to limited digital tools, local merchants struggled to attract and retain customers. He wanted to build a platform where offline merchants could connect with customers using a rewards-based model. After six years, he left his job to start his own company. In August 2015, Magicpin was born. 🚀 4. The idea was simple ⏩ Customers could upload purchase bills to earn 'Magicpin points,' discounts redeemable at various merchants, making it a win-win situation for both. But the model had too many problems - Tech adoption by retailers, fake bills, and the biggest: Would retailers even pay for such a service? 🤔 5. Anshoo gave retailers access to receipts, which served as concrete proof of the revenue produced by its platform. It also deepened its relationship with retailers and became a social media for users with trending events and local people discovery. And magic happened. 🪄 6. Within just a year, Magicpin grew 7x to scale to a transaction volume of 256 CR with over 30,000 merchants and 1 million users who posted their bills over 5 million times and spent 30 minutes on the app daily. As it expanded to restaurants, salons, and spas, it raised 42 CR from Lightspeed and Vy Capital. 💰 7. Magicpin started working with merchants like McDonald's and Taco Bell. By giving the point of sale to the customer rather than the retailer, it scaled faster than its competitors to 15 million users, 800,000 merchants, and Rs 200 crore monthly transactions. In 2018, it raised 130 CR in Series C funding. 💸 8. Even COVID-19 could not stop them as Magicpin pivoted to a 45-minute nationwide pharmacy delivery in 50 cities. It partnered with 1 million merchants and processed more than 300,000 transactions daily at a revenue of 223 CR, which attracted the giant. On 10th November 2021, Zomato invested 446 CR at a valuation of 2423 CR. 🙌 9. Today, Magicpin is India's largest discovery platform for offline retail, with a processed transaction size worth 8000 CR. With over 150,000 food orders daily through ONDC, it has become India's third-largest food delivery app after Zomato and Swiggy. 💪 ➡️ Anshoo Sharma left his high-paying investor job to build a 2500 CR company for offline merchants in Bharat. He definitely has the Magic - pin. 🔮 #startups #india #casestudy #magicpin

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The New Age vs The Incumbents. D2C startups vs Behemoths. Ever since I've moved back to India, I have consciously picked new age brands across the board, to get a better sense of the D2C ecosystem across the country. Today, I made my first switch back to an incumbent. Details follow: Experiment I - Bombay Shaving Company vs Gillette , Let the Battle Begin! Bombay Shaving Company is fairly well known, through the visible personality of it's founder, Shantanu Deshpande. They began as a highly premium offering, with a Japanese engineered blade, selling a six-part combo pack priced at ₹3,500. Over time, they shifted towards more traditional razor offerings to cater to the broader market. I bought the Sensi Smart3 + Charcoal Shaving foam combo on Blinkit for ~₹320 Used it for my weekly shaves (~once every 4-5 days). The foam was great, I may continue with it. The razor and blades, not so much. The razor itself has a much lighter, lower quality feel and finish as compared to a Gillette Mach 3 (weapon of choice). The shave quality and ease of rinsing were both lower than Gillette as well. Picked up the Gillette + foam for ₹199 on Blinkit (big discount, MRP ₹289). BSC has slightly better packaging, Gillette wins in the razor feel, ease of connecting to blade and actual shave experience. Experiment II - Bare Anatomy vs L'Oréal, 3,2,1 MORTAL KOMBAT!! Bare Anatomy is a brand by Innovist, is built by Rohit Chawla (founder, The Man Company), Sifat Khurana and Vimal Bhola, which looks to be building a collection of brands similar to Supernova. I ordered the Bare Anatomy Anti-Hairfall Shampoo for ₹415 (once again through Blinkit). Premium feel, great packaging, love the scent and the amount of information provided gives me the feel (since I'm not a scientist) that this product has gone through a lot of R&D, and feels safe. Bare Anatomy wins here, just reordered it to use again. I'll keep posting my experiences with various new age brands, the one thing that's clear to me is that I was wrong about a big thing. I used to be extremely dismissive of quick commerce, laughing at the concept and expecting it to die out. I was absolutely and completely wrong. Quick commerce is here to stay, it's a new age form of retail quickly becoming my go-to for most of my purchases (ice, fruits, snacks, personal care, etc). #d2c #startups

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