Amit Ranjan

What is Cost of Consent under DPDPA? While our engagement with business for DPDPA, one thing clear – when customers are empowered with granular consent and they will be selective while giving consents and that will directly impact topline revenue. As law becomes reality, one question that every business leader should ask is: “What is the true cost (and value) of customer consent?” Consent is no longer a checkbox; it’s a measurable business variable that impacts revenue, trust, and long-term data strategy. Organization has to identify total customer and must have some preliminary data/assumptions on how many and what consents will customer provide. Along with this define revenue inputs like baseline revenue per user and incremental gain from consent (personalization, analytics, cross selling, upselling, partnerships etc). Thereafter, mapping of cost inputs like license fees, maintenance fees and per user operational costs help analyze situation in measurable way. At this stage other specific information might not be available therefore some assumptions around volume of grievance, data rights and associated implementation must be in place. To simplify, calculate total benefits (revenue uplift + TSP monetization) and discover Total Cost of Ownership (TCO) and this will help you derive your Net value of consent: Net Value = Total Benefit − Total Cost If the net value is positive → compliance becomes an enabler, not a burden. If negative → revisit your consent UX, technology model (License/BOT/Build), or data monetization strategy. By quantifying the Cost of Consent, business can plan for their compliance in alignment with business and forecast compliance ROI. Many of companies are exploring license, BOT or self-building models and therefore above will helps them align technology investment with long-term value creation. Done right, privacy compliance can turn in to strategic differentiator. Consent is not just a legal requirement, it’s a data asset with measurable business value and if your business is impacted and concerned about DPDPA, we have built proprietary models, tools and technology to minimize disruption. At Concur - Consent Manager, we help businesses simplify DPDPA compliance through consent-centric frameworks, automation, and strategic advisory, turning privacy into a growth opportunity. Email problems at [email protected] Happy to talk! #DPDP #Consent #CostCentre #Concur #Compliance #DataPrivacy

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Myntra enters Singapore - its first international market. Walmart-owned Myntra will begin direct operations in Singapore through a dedicated platform, offering its private labels along with a curated selection of Indian fashion brands. Key signals from this move: Focused market entry: Singapore offers high digital adoption, affluent shoppers, and a sizable Indian diaspora - a low-friction, high-yield testing ground. Private label first: Myntra leads with owned brands - protecting margins and controlling brand equity abroad. Platform-led distribution: Instead of aggregating with global marketplaces, Myntra is creating its own destination - a long-term play for loyalty and data ownership. Here's How I See it #POVbyVishal, Myntra’s Singapore launch isn’t just a commercial test - it’s an ops and logistics sandbox. By controlling a single, manageable international geography, Myntra can experiment with: Cross-border fulfillment models, Order bundling and consolidation for fashion, & Returns and reverse logistics. More importantly, Singapore gives Myntra visibility into how its India-optimized supply chain can adapt to a high-cost, urban logistics environment. The outcome of this learning loop isn’t just for Singapore - it’s foundational for entering Southeast Asia, and the Middle East etc. #MyntraExpansion #GlobalCommerce #RetailStrategy #eCommerceLeadership #PlatformThinking #CrossBorderRetail #IndianStartups #DigitalRetail #VishalOnCommerce #GTMPlaybook Yashvardhan Naudiyal Zishan Farooqi Garima Singhal Naman Kansal Vaidehi Mishra Karina Singhal Barun Kumar Jha Rahul Kumar Manpreet Kaur BHOOMIKA HINDUJA

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Top Paying Tech Giants in 2025: Who’s Leading the Salary Race? Curious about which companies are offering the highest salaries in 2025? Juniper Networks tops the chart with an average salary of ₹29.2 lakh, followed closely by Meta (₹27.7 lakh) and Adobe (₹22.4 lakh). Other big names like Google, Oracle, Accenture, Microsoft, Intel, and Cisco offer competitive packages around ₹20 lakh, making them favorites among high-end tech talent. Meanwhile, Amazon, Flipkart, and Uber offer solid mid-range packages between ₹9–10 lakh, with Infosys and TCS trailing slightly behind. The data (sourced from Upgrad) reveals how global and Indian tech companies stack up in rewarding top talent. Whether you’re a fresher planning your next move or a seasoned professional aiming higher, these insights can help shape your career strategy. #SalaryKings2025 #TopPayingCompanies #TechSalaries #CareerGoals #RajaPillai #SalaryTrendsIndia #marketing #branding

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An interesting trend that we have seen accross D2C merchants at Razorpay is the willingness to offer Cash on Delivery(COD) #payment option. In fact COD is still the king in India: - 50% of all e-commerce orders in Tier 1 cities are COD - 70% in Tier 2 cities - 90% in Tier 3 cities A major roadblock is the problem of Return to Origin(RTOs). What is RTO? A lot of times, at the time of delivery of COD orders the #customers refuse to accept the orders and pay. These orders have to returned to the source address. Why would customers not pay for COD orders? These mostly happen when customers place impulsive order(imagine seeing a nice dress on Instagram and placing orders at that time and later realising it was not needed) or putting in incorrect address or unavailable during order delivery or even fraudsters placing COD orders to hinder the #business . This leads to losses like the shipping costs, #opportunity cost of inventory being blocked. The problem is so big that a lot of our merchants would not offer COD or put COD charges to deter customers from placing COD orders. During our conversations we found they would direct the customers to order from Amazon, Flipkart or quick commerce apps like Zepto, Blinkit if they wanted to place COD orders as inventory there is managed by marketplaces. We tried building a solution that solves the problem both for merchants and customers with Partial COD. Using Partial COD, merchants could ask for a small token amount(generally covering the shipping cost) and customers could pay the rest during delivery. This creates a win-win situation for the entire ecosystem. For merchants, it helps them recover their shipping costs. For customers, it is a way to get the benefit of paying through COD. On top of this we have also added a layer of data science and #technology. Over the last few years due to the sheer number of orders that Razorpay processes, we have been able to make a strong #machinelearning model that can accurately predict which order will get RTOed based using the order parameters. So merchants could choose to monetise even the high risk orders(which would have been blocked for COD) by offering Partial COD to just higher risk customers and normal COD to others. We have been scaling this #product since last few months making sure that the feature doesn't hinder the accounting(as this is different from traditional COD) and is compatible with all shipping providers(across merchant there are 30+ shipping providers). The results have been amazing! Accross merchants we have seen ~25% increase in GMV along with a signifcant reduction in RTO. Even a lot of our merchants who had never offered COD before have started to offer COD resulting a significantly higher GMV. #kneeledge

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🚀 Blinkit vs. Zepto: The Billion-Dollar Quick Commerce War! The 10-minute delivery battle is no longer just about speed—it’s about market dominance, profitability, and the next billion-dollar IPO. Blinkit’s Explosive Growth ✅ $1.6B Valuation – Blinkit has crossed $1B+ in GMV, making it the largest quick commerce player in India. ✅ 100% YoY Growth – Revenue has doubled in the last 12 months, fueled by hyperlocal expansion and aggressive pricing. ✅ Dark Stores Scaling Fast – Blinkit now operates over 400 dark stores across 25+ cities in India. ✅ New Revenue Model – Blinkit is now charging brands up to ₹50L per month for premium shelf space, unlocking high-margin ad revenue. ✅ Blinkit’s AOV (Average Order Value) is ₹550+, significantly higher than Zepto’s ₹400. ⚡ Zepto’s Bold Moves ✅ $5.5B Sales Target by 2026 – Zepto is growing at an insane pace, aiming for 5X scale-up in 2 years. ✅ IPO Alert! – Zepto is preparing for a blockbuster IPO, targeting a $800M - $1B raise to fuel expansion. ✅ Full Marketplace Model – Unlike Blinkit & Swiggy Instamart (which hold inventory), Zepto is now a 100% marketplace, like Amazon & Flipkart. ✅ Dark Store Advantage – Zepto boasts 290+ dark stores with 90% orders delivered in under 13 minutes! ✅ Profitability Push – Despite heavy cash burn, Zepto is targeting positive unit economics by late 2025. Quick Commerce is BOOMING! Indian Quick Commerce Market = $45B by 2030 (Redseer). Daily Orders – Blinkit & Zepto collectively process 1.5M+ orders per day! 90% of users now order 3+ times a week from quick commerce apps. High-Margin Play – Ad revenue from brands contributes 25%+ to Blinkit’s topline. 🏆 Who’s Winning the Race? Blinkit’s Zomato backing vs. Zepto’s pure marketplace model—who has the edge? This isn’t just a battle—it’s a war for India’s next unicorn IPO. Who’s your bet on? #Blinkit #Zepto #QuickCommerce #Ecommerce #StartupWars

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What started as a grocery rush has now expanded into a hyper-fast ecosystem—delivering fashion, gadgets, beauty, and even healthcare in just 10 to 30 minutes! With a 280% sales surge and $1B+ revenue in FY24, the space is crowded and competitive. 💥 𝐓𝐡𝐞 𝐂𝐮𝐫𝐫𝐞𝐧𝐭 𝐋𝐞𝐚𝐝𝐞𝐫𝐬 Blinkit , Zepto , and Swiggy Instamart are setting the pace, while Flipkart Minutes, Amazon Tez, Nykaa, and Myntra are trying to catch up. 🚀 𝐓𝐡𝐞 𝐍𝐞𝐰 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐫𝐬 Startups like Slikk, Plazza, Blitz, WAAYU, Blip, Zing, and Swish are entering niche segments, focusing on specific customer needs rather than speed alone. 𝐇𝐨𝐰 𝐂𝐚𝐧 𝐒𝐭𝐚𝐫𝐭𝐮𝐩𝐬 𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭𝐢𝐚𝐭𝐞? 1️⃣ Beyond Speed—Own a Category 🏆 Not every brand needs to deliver everything. Specializing—like WAAYU for restaurant meals or Nykaa for beauty essentials—helps in long-term brand recall. 2️⃣ Subscription & Loyalty Models 🔁 Customer retention is key! Zepto Pass & Instamart Super Saver keep users hooked. Startups must shift from discounts to exclusive value. 3️⃣ Hyperlocal Warehousing & Dark Stores 🏬 Inventory optimization and strategic placement of micro-fulfillment centers will separate winners from those burning cash. 4️⃣ Profitability Over GMV 📊 VC funding won’t last forever. Smart unit economics and a focus on repeat purchases will define survival. 💡 Quick commerce is no longer about being the fastest—it’s about being the smartest. Who do you think will own the fast lane? 🚀👇 #QuickCommerce #EcommerceTrends #StartupGrowth

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Xiaomi once ruled India’s smartphone market - now, it’s fighting to stay relevant. What went wrong?" 1. Grand Entry: Disrupting the Market In 2014, a little-known Chinese smartphone brand entered India with a simple promise - premium specs at half the price. Xiaomi, or as fans fondly call it, "Mi," launched the Mi 3 exclusively on Flipkart. The result? A website crash, record sellouts, and instant virality. Xiaomi wasn't just selling phones; it was selling the dream of affordable innovation. The brand's flash sale model created a sense of urgency, making customers believe they were missing out if they didn’t grab a Mi device. By 2016, Xiaomi had already built a cult following in India. 2. Manu Kumar Jain: The Man Who Made It Happen Behind this meteoric rise was Manu Kumar Jain, a former Jabong co-founder turned Xiaomi India’s Managing Director in 2014. He understood Indian consumers better than most - offering feature-packed devices without bloated pricing. Under his leadership - Xiaomi launched the Redmi series, disrupting the budget smartphone segment. By 2017, Xiaomi became India’s No.1 smartphone brand, dethroning Samsung a feat no one thought possible. For 5 straight years, Xiaomi led the market. But with leadership comes competition. As Xiaomi thrived, rivals like Realme, Vivo, and Samsung fought back. NEXT? Xiaomi expanded beyond smartphones - Mi TVs, fitness bands, and home products boomed. The Make in India push helped Xiaomi gain trust by assembling devices locally. BUT, Customer starting facing Brand fatigue - every new Redmi phone started looking the same. Rise of Vivo & Realme - these brands captured Xiaomi’s audience with better camera and design features. By 2022, cracks in Xiaomi’s dominance were visible. Then came the shockwave - Manu Kumar Jain resigned in January 2023. The man who built Xiaomi India walked away, leaving behind a company at a crossroads. His exit marked the end of Xiaomi’s golden era in India. The Downfall? The Numbers Say It All. After Jain’s departure, Xiaomi saw its market share decline - From 20.6% in 2023 to 18.7% in early 2025. What’s Next for Xiaomi in India? The once unstoppable Xiaomi is now facing an identity crisis. ✅ The Positives: - Xiaomi still holds India’s second-largest smartphone market share. - The Redmi Note series remains a best-selling lineup. - Xiaomi is shifting focus to premium devices like the Xiaomi 14 series. ❌ The Challenges: - Brand differentiation is weak - every Redmi looks like the previous one. - Trust issues - legal battles are affecting Xiaomi’s brand image. - New competition - OnePlus Nord, iQOO, Nothing and Infinix are aggressively targeting Xiaomi’s customer base. Xiaomi isn't dying, but it's no longer the king. If the brand wants to reclaim its throne, it needs to reinvent itself. The question is, does it still have the magic? Image - Internet #MI #xiaomi #casestudy #manujain #mobile #brand

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Why Paytm failed and PhonePe succeeded (PM perspective). 5. Paytm tried to do everything like - travel, mall, payments, etc., but Phonepe have a single focus on payment-related features only and over time, they have improved their products well. 4. Changed focus every 6 months - from wallet to UPI to super app to fintech. PhonePe stuck to one vision: "Make digital payments simple. 3. Phonepe has done many strategic tie-ups with multiple companies, like Flipkart, etc. 2.  Paytm focused on metro users with complex features. PhonePe targeted Bharat with regional languages and a simple UX. 1. Understood that Indians wanted simple, fast payments - not a super app. Built exactly what users needed, nothing more.

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Difference between our smallest client ACV and largest one is 250x. That is the capability growth in past few years at Refrens For pay-as-you-go pricing this is normal but for feature based pricing, this is surprising for me also. The challenge is in growing the team's mindset to sell a 250x product. From few thousand rupees micro saas to few lakhs for mid market systems. Sales people need to go from talking about samosa chutney to cheesecake.

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Myntra is launching its first international D2C expansion in Singapore, primarily targeting the Indian diaspora of around 650,000. The strategy is to leverage #MyntraGlobal to tap into new customer segments and build stronger international brand affinity. This move will help them gain insights into consumer preferences and brand traction—both of which are crucial for understanding product-market fit when expanding into new markets. #ProductMarketFit #InternationalExpansion #D2C #Myntra #Ecommerce

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From burn to break-even — Meesho’s turnaround story is redefining India’s ecommerce playbook In just two years, the Bengaluru-based unicorn grew its revenue 64% to ₹9,389 Cr while cutting losses down to just ₹108 Cr (excluding one-time costs). With 87% of its 213 Mn users coming from beyond India’s top cities, Meesho has become the voice of Bharat in digital retail. Now, as it readies for a ₹6,000 Cr IPO, Meesho isn’t just chasing growth — it’s proving that profitability and scale can go hand in hand. 📈 #Meesho #IPO #StartupIndia #Ecommerce #Inc42 #StartupEarnings #D2C #IndianStartups #financials #revenue #SEBI #stockmarket

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SCOOP: Biswas is in talks to join BigBasket and is expected to lead the company’s quick commerce vertical. As per sources, BigBasket has extended an offer letter to Biswas. Story by Harsh Upadhyayvia Entrackr https://lnkd.in/gMDRMemU

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