The much talked about and hyped merger between the two home grown ecommerce rivals Flipkart and Snapdeal has been officially canceled. The Gurgaon based startup wants to pursue an ‘independent path’ and therefore will terminate all other strategic discussions, including the merger talks with Flipkart.
Termed as one of the biggest consolidation in the Indian ecommerce ecosystem, this merger has been the most talked about acquisition for the past five months with countless board meetings and multiple twists. A Snapdeal spokesperson in a statement said Snapdeal has been exploring various strategic options over the past several months and has finally decided to pursue an independent path. The spokesperson also added, Snapdeal has a new and compelling direction Snapdeal 2.0 and have made significant progress towards the ability to execute this by achieving a gross profit this month.
Both the majority shareholders of Flipkart and Snapdeal, Tiger Global and SoftBank had been pushing for this merger. SoftBank, which presently owns more than 47% of Snapdeal, would also invest in the merged entity and buy out one third of Tiger Global’s Flipkart shares. According to various reports, SoftBank might still invest in Flipkart and not continue its association with Snapdeal.
A spokesperson for Softbank said they will remain invested in the vibrant Indian ecommerce space and look forward to the results of the Snapdeal 2.0 strategy. They also added both Masayoshi Son’s and SoftBank’s investment philosophy has always been supporting entrepreneurs and their vision and aspirations. Therefore they respect Snapdeal’s decision to pursue an independent strategy.
Cofounders of Snapdeal Kunal Bahl and Rohit Bansal have been hesitant to merge with Flipkart since the very beginning, fighting SoftBank tooth and nail to prevent the deal. They have also been in talks with senior executives of various firms looking for alternative routes. Reports also mentioned the founders were also in talks with business to business major Infibeam, for a possible merger.
Flipkart’s revised termsheet also held various holdbacks and clauses as protection from all the decisions taken by the Snapdeal board that might have an effect on the company after the merger for a period of two years. The new clauses laid the blame of any wrongdoing on the Snapdeal shareholders and held back a part of the money for the first couple of years. Ratan Tata, Foxconn, Temasek and BlackRock had given their in principal approval for the merger. The approval of 26 other shareholders was required for the deal to go through.
Snapdeal found a little breathing space after the sale of its online digital payments platform FreeCharge to Axis Bank in a Rs. 385 crores all cash deal. The all cash sale provided Snapdeal with the ammunition necessary to remain independent for a couple of more years and retain their control over the online market space. Post the sale of FreeCharge Kunal Bahl, in an email to all employees, termed the acquisition a great outcome calling the second chance an opportunity of a lifetime they must seize. Snapdeal has also been looking to sell their logistic arm Vulcan Express.
Farming has been an integral part of India’s history and culture for ages. It’s been the foundation of the Indian economy, supporting millions of people with food and jobs. Crops and agriculture hold immense importance in Indian society, not just in terms of money, but also in terms of culture, community, and spirituality.
Farming is a way of life for many people in India, but it can be a difficult and unpredictable business and farmers face a number of challenges, from erratic weather patterns to low market prices for their crops. Kheyti is a social enterprise founded in 2015 by Saumya, Kaushik Kappagantula, and Sathya Raghu. The organisation provides sustainable solutions to small farmers in India, helping them overcome challenges and improve their lives.
Kheyti’s flagship product is the “Greenhouse-in-a-Box,” a low-cost modular greenhouse that allows farmers to grow high-value crops year-round, even in unfavourable weather conditions. operates on a subscription-based model, where farmers can purchase a “Greenhouse-in-a-Box” kit or sign up for crop advisory services on a monthly or annual basis. Kheyti.com also earns revenue by connecting farmers with markets and buyers, taking a small commission on sales. They work to keep the costs low by partnering with local manufacturers to produce their products and leveraging tech to provide personalised crop advisory services at scale.
They also provide crop advisory services to farmers, offering personalised advice on crop selection, planting, and management. In total, The company has helped over 6,000 small farmers increase their incomes by an average of 300%. You call them small farmers, Kheyti calls them Smart farmers!
While there are other companies in India that offer similar solutions to small farmers, Kheyti stands out for its focus on sustainability, innovation, and community involvement. It works closely with farmers to develop tailored solutions that meet their needs while focusing on sustainable farming practices. Through its efforts, Kheyti has improved soil health, reduced water usage, and increased yields of various crops.
Looking ahead, Kheyti plans to expand its reach to more farmers in India and beyond and aims to continue developing new products and services that can help small farmers overcome the challenges they face. With its commitment to sustainability and innovation, The visionaries at Kheyti claim it has the potential to transform the agricultural sector and contribute to a more equitable future for all.
Imagine the joy and hope Kheyti brings to struggling farmers in India. With Kheyti’s help, over 6,000 small farmers have transformed their lives, becoming Smart farmers who handle challenges and succeed. With sustainable solutions, Kheyti is not only revolutionising agriculture but also spreading hope for a brighter future.
Clubhouse is a new type of social networking platform which is an audio only platform. This means every conversation takes place through audio where users speak to let their thoughts known. Users can create and host rooms where speakers will talk about a particular topic. Originating in the Silicon Valley, Clubhouse attracted some major names onto its platform like Elon Musk, Evan Williams, Reddit co founder Alexis Ohanian, former Y Combinator President Sam Altman, AngelList co founder Naval Ravikant, Ashton Kuthcer, Oprah Winfrey, Drake, Kevin Hart and many others are some of the influential personalities who are on Clubhouse. There is however a catch as Clubhouse is currently limited to iOS.
Leher is an Indian made alternative to Clubhouse and is a similar audio sharing and listening startup. Leher also has video support unlike Clubhouse and is also available for both Android and iOS. However, Leher does not have the biggest names in the world on its platform but it does have significant micro influencers and is growing at a rapid pace. Within 180 days of its beta version launch, the company claimed to have its users spend about 44 minutes every day and 250,000 minutes per month for live video sessions.
We at Startup Stories are curious to see which among Leher or Clubhouse would our readers choose to take part in a virtual discussion. Please let us know your answer in the poll below.
If you are a regular user of social media platforms and also a fan of consuming content on the digital medium, then there is a very high likelihood that you have seen ads on pages you are reading or watching something. There would be times when you have been targeted by an ad which feels like it was wrongly targeted at you. Imagine if you are a vegetarian by choice and while browsing online, if you are targeted by a food delivery app which shows ads about chicken dishes. The ad would only serve to spoil the mood of the online user instead of serving its actual purpose which is to push the user to buy a chicken dish.
These wrongly targeted ads might be the side effects of performance marketing or a weak brand marketing. Performance marketing means advertising programs where advertisers pay only when a specific action occurs. These actions can include a generated lead, a sale, a click, and more. Inshort, performance marketing is used to create highly targeted ads for a very specific target audience at a low cost. Performance marketing usually means high volume for a very specific cost.
Brand marketers on the other hand believe in narrowly defining target audiences but end up spending a lot of money on ad placements. Gautam Mehra, CEO, Dentsu Programmatic India & CDO, Dentsu International Asia Pacific said, “You’ve defined a persona, you know the emotions you want to elicit, but then you buy a YouTube masthead and CricInfo sponsorships because IPL is up. If brand advertisers look at audience-based buys more deeply than just placements, you will see more relevant ads (sic.)”
Performance marketing is more of a sales function rather than a marketing function and is about meeting the cost of acquisition. This is a reason why budgets are usually high for performance marketing. Mehra goes on to add, “the fact is that an engineer can out-beat FMCGs on performance marketing. Advertisers who have cracked this are spending 10x and are on an ‘always on’ mode (unlike time-bound brand campaigns.)”
There is always the case of supply and demand, with the supply usually exceeding the demand on digital platforms. Ultimately, it boils down to the choice between no ad versus low relevance ad and it is quite easy to guess that having a low relevance ad is better.
Arvind R. P., Director – Marketing and Communications at McDonald’s India (West and South,) said “McDonalds’ for instance, has seen its share of spends on digital grow from 20% levels a couple of years back to over 40% at present. Outcomes of this journey have been encouraging, proven by our media-mix-modelling and other key metrics. We have seen best results from an optimal mix of Television plus digital (sic.)” Moreover, Arvind also believes performance marketing only approach could turn out to be more suited to short term, versus a more consistent full funnel effort. The latter ensures adequate emphasis on building consideration, as well as growing transactions. Arvind feels digital is a complex medium which needs investment in the right talent who could use the right tools. Brands which underestimate the need for the investment are often disappointed from the return on investment from the digital medium.
With the constantly changing consumer dynamics marketers are now shifting to unscripted marketing which frankly needs more insights into the consumer mindset. The lack of marketers to do the proper research is why digital medium is plagued with irrelevant ads.
