247VC announces its India Fund I with a corpus of INR 200 Crores and a greenshoe option of INR 50 Crores, thereby targeting a total of INR 250 Crores ($30 million). The fund is registered with SEBI as a Category II AIF and will invest in high-potential founders across sectors, as the first institutional cheque with follow-on capital in future rounds. 247VC plans to invest in 30 daring startups in the next 3 years.
Founded by Yagnesh Sanghrajka and Shashank Randev, both Operator VCs, experienced and well-recognised early-stage investors with an impressive track record and a collective 50+ years of operating, investing, and fund-raising experience.
While being sector agnostic, 247VC aims to focus on 4 major themes in this fund – Consumption, Deep Tech, Enterprise Tech and Industry 5.0. There are a host of sub-themes, thoroughly researched and curated to back the best-in-class entrepreneurs.
On the launch, Yagnesh Sanghrajka, Founder and Managing Partner, 247VC, mentioned:
“India is entering its most exciting startup decade. With this fund, we’re doubling down on our mission to back ambitious founders at the seed stage – those who are obsessed with solving hard problems and building for scale. With experience across 200+ early-stage investments, we know how tough the 0 to 1 journey is. Together with the ecosystem partners and co-investors, we’re committed to helping build companies that will shape a Viksit Bharat by 2047.”
247VC founders have backed some of India’s most daring startups like Knight Fintech, EMO Energy, abCoffee, Zeron, Vodex, Stupa Sports Analytics, Spare8, 50Fin, Wrap2Earn, Breathe ESG, Roopya, Arthum, Bugbase, Hummsa Bio, ThinkMetal, Luzo, Coolberg and others. Their early conviction in bold ideas, often before the market fully recognised them, has led to exceptional outcomes.
Leveraging deep founder empathy, operational expertise, and high-velocity decision-making, the team hasdriven multiple successful exits too, with returns soaring upwards of 70X multiples, reinforcing theirreputation as value creators in India’s early-stage venture landscape.
Shashank Randev, Founder and General Partner, 247VC, added:
“We’ve spent the last decade backing founders, building with them, and learning from every cycle of scale. This fund is not just a next step, it’s a focused leap toward the kind of audacious innovation Bharat needs. Our edge is hands-on experience, deep networks, and a relentless belief in our founders solving meaningful problems. We want to enable the next category-defining companies, especially where markets are still forming or yet to be discovered.”
247VC has some marquee early backers like Sachin Tagra, Managing Partner at JSW Ventures, Vivek Mathur, ex-Partner at Elevation Capital and Shailendra Majmundar, Gen AI and Machine Learning (ML) expert, John Hopkins University, to name a few.
About 247VC
247VC is India’s go-to “Seed” fund backing legendary founders as the first institutional cheque with follow-on capital in future rounds.
247VC is a team of domain expert Operator VCs, bringing battle-tested experience and unwavering focus to every venture. Intellectual capital is greater than everything. They partner with bold insurgents, the ones rewiring Bharat’s destiny with audacity and execution.
Mumbai (Maharashtra) [India], May 20: What started as a mission to bring structure and scale to India’s booming influencer ecosystem has evolved into one of the country’s most formidable creator management companies. CREATE, co-founded by Avi Chanodia and Piyush Agrawal, is powering the next wave of digital fame, helping creators go from content to commerce, reels to revenue, and virality to value.
Scaling Influence into Impactful Careers
At its core, CREATE addresses a growing challenge in the content world: creators with massive reach but limited support to scale sustainably. With trends evolving overnight and platforms constantly shifting, today’s digital stars need more than just management—they need business blueprints.
“We don’t just sign creators—we build careers,” says Avi Chanodia, Co-Founder of CREATE. “From brand partnerships and IP development to strategy, finance, and long-term monetization, we work behind the scenes so creators can shine on screen.”
CREATE’s roster includes over 60 of India’s most dynamic digital personalities—such as Passenger Paramvir, Monkey Magic, Satya Swagat, and many more—spanning storytelling, travel, art, lifestyle, and fashion. Whether it’s expanding a YouTube presence, launching personal brands, or securing international deals, CREATE functions like a startup studio for creators.
The company has executed standout campaigns with brands like Google, CRED, Coca-Cola, and Blinkit, delivering collaborations that go far beyond surface-level metrics.
Rather than chasing fleeting virality, CREATE focuses on cultivating creators with a distinct voice, authentic storytelling, and the ability to build lasting communities. The team looks beyond follower counts to support individuals with originality, consistency, and a strong sense of purpose.
A Journey from Management to Co-Creation
When Avi and Piyush started CREATE, the goal was clear: streamline creator operations and unlock new income channels. But what followed was a deeper involvement—one where CREATE wasn’t just managing influencers, but actively co-creating with them.
As the team built processes around deal negotiation, calendar management, and content pipelines, they also began incubating original IP, launching and driving collaborations that extended beyond social media. The result? A hybrid model that marries the agility of talent agencies with the vision of brand accelerators.
Take Monkey Magic, for example. He turned his journey along the Ganga into Melodies of India, a self-published photo book that’s nearly sold out. It’s this shift from just creating content to owning and monetizing it meaningfully that embodies the kind of creative entrepreneurship CREATE aims to fuel.
“We’ve always believed creators are businesses,” says Piyush Agrawal, Co-Founder. “They have audiences, brand equity, and storytelling power. All they need is the right engine—and that’s what CREATE delivers.”
What’s Next: Platforms, Products, and Creator-Led Brands
As CREATE enters its next chapter, the roadmap includes exploring regional markets, investing in original content formats, and launching creator-first brands. Strategic collaborations with production houses and consumer brands are also on the cards, along with international forays to take Indian creators global.
The focus is on continuing the momentum, bringing in culturally relevant creators, experimenting with new storytelling formats, and expanding into categories that reflect where the audience is headed. They’re also strengthening their internal ecosystem to offer deeper creative and strategic support, both to talent and to the brands they work with.
“We’re building for a world where every creator can also be a founder,” says Piyush. “From India to the world, we’re laying the foundation for sustainable creator entrepreneurship.”
The Future is Creator-Led, and CREATE-Backed
With the creator economy set to become a $500B global industry by 2030, India is poised to play a major role. But it won’t be just about views and followers—it will be about depth, trust, and long-term brand value.
That’s where CREATE is placing its bets. With a vision rooted in partnership, and a team fluent in both culture and commerce, the company is building the infrastructure for tomorrow’s content pioneers.
“Creators are the new media empires,” Avi says. “We’re just helping them build smarter, scale faster, and dream bigger.”
In the evergreen digital economy, people are looking for smarter ways to save, and savvy entrepreneurs are turning that behaviour into profit. Selling coupons online has quietly become one of the most accessible and lucrative ways to earn passive income. Whether you want to launch a side hustle or scale a full-fledged online business, coupon selling offers low overhead, high demand, and scalable growth potential.
In this comprehensive guide, we will take you behind the scenes of how coupon businesses work, how to get started, where to source your deals, the best platforms to list your coupons, and expert tips to maximize your reach and revenue. Whether you’re a beginner or an aspiring digital marketer, this roadmap will show you exactly how to turn clicks into cash in the booming world of online coupon selling.
The Ultimate Guide to Selling Coupons Online and Making Money
In today’s increasingly digital marketplace, selling coupons online has become a smart and accessible way to generate income. Whether you’re someone looking to resell unused discount vouchers or a business owner aiming to create and distribute custom coupon codes, this model offers a low-risk, high-reward opportunity to tap into a global audience eager for savings.
What makes this business so appealing is its simplicity. You don’t need a physical storefront, expensive infrastructure, or even a large starting budget. All you need is access to valuable discounts, whether from well-known brands, local businesses, or your own product offerings, and a platform to connect with consumers who are actively searching for deals.
Selling coupons online refers to the process of distributing promotional offers, such as discount codes, digital vouchers, or exclusive deals, through internet platforms in exchange for money. This can be done in two primary ways:
Direct Monetization: You sell coupons individually or in bundles directly to consumers. For example, you may create digital coupon books or membership-based access to ongoing deals and charge a flat or subscription fee.
Indirect Monetization: Instead of selling the coupons themselves, you earn money through affiliate marketing, lead generation, ad placements, or website traffic monetization. In this model, you are paid for referrals, clicks, or conversions generated through your coupon listings.
Why Selling Coupons Online is Profitable?
Selling coupons online isn’t just about flipping codes; it is a strategic way to earn money by solving a real consumer need: saving money. Here’s why it works so well:
Massive Reach: With billions of people shopping online and actively looking for discounts, digital coupons have a vast, built-in audience.
Minimal Costs: You don’t need inventory, storage, or shipping. Digital delivery means near-zero operational overhead.
High Demand: From budget-conscious students to savvy shoppers and professionals, almost everyone loves a good deal. This widespread demand for discounts guarantees a constant stream of potential buyers actively seeking coupons online.
Scalability: Start small with a few offers and expand as you learn what sells. Over time, you can grow into an affiliate partner, coupon site owner, or even a niche discount brand.
Step-by-Step Guide to Selling Coupons Online And Making Real Money
Whether you are planning to monetize affiliate deals or build a full-fledged coupon platform, here’s your complete, actionable guide to making money from selling coupons online.
Understand the Types of Coupons You Can Sell
Before you jump in, you need to understand what kind of coupons you’re going to sell. Each type serves a different audience and monetization method:
Store Coupons: Discounts are provided directly by retailers, like 20% off at a clothing store or buy-one-get-one deals at supermarkets. These are excellent for resale or affiliate promotions.
Digital Promo Codes: Online-only codes that provide instant savings on e-commerce platforms like Amazon, Flipkart, or Nykaa. These are highly in-demand and easy to distribute.
Affiliate Coupons: You don’t sell these directly. Instead, you promote coupon codes using affiliate links and earn commissions every time a customer makes a purchase using your code.
Example: Join programs like Amazon Associates or Cuelinks to get thousands of merchant coupon codes ready to promote.
Subscription Discounts: Coupons that offer savings on recurring services such as Netflix and Adobe, or learning platforms like Skillshare. Great for targeting niche audiences like students, freelancers, or parents.
Digital Coupon Books & Packs: Bundle multiple deals into one digital product (PDF or app-based) and sell it as a “savings bundle” for a one-time fee or annual subscription.
White-Label Deals: You partner with a third-party platform (like RevLifter, CouponChief, or white-label SaaS tools) and rebrand their deals under your domain.
Tip: Pick 1–2 types to start with. As your audience grows, diversify your offerings.
Once you have traffic and sales rolling in, focus on scaling smartly.
Partner with small businesses or local brands to create exclusive offers not available elsewhere. These carry a higher perceived value.
Offer Exclusive Deals
Coupons for food delivery, fashion, electronics, and digital tools tend to perform best.
Use Google Trends or platforms like Exploding Topics to find what’s hot.
Sell High-Demand Coupons
Use strong CTAs like “Save INR 500 Now!” or “Limited 24-Hour Deal!”
Ensure fast checkout, mobile responsiveness, and trust-building badges (e.g., SSL, reviews).
Optimize for Conversions
Never list fake or expired coupons.
Provide clear refund policies (if applicable) and respond promptly to inquiries.
List of the Best Coupon-Selling Platforms
CouponDuniya – List of the Best Coupon-Selling Platforms
Brand
Type
Monetization Model
CouponDunia
Affiliate Coupon Website
Commission from partners
Groupon
Marketplace for Local Deals
Selling paid coupons + sometimes revenue share
Nearbuy
City-Based Experience Deals
Commission + listing fees
RetailMeNot
Global Discount Aggregator
Affiliate marketing
Conclusion
You can create extra income by selling coupons online, whether you are an affiliate marketer or you sell coupons. Choosing the right platform and using solid marketing strategies can help you build a successful online business. The right strategy and execution can lead to a thriving business while saving people money.
So, selling coupons online is more than a side hustle, it is a scalable online business. With the right tools, platforms, and audience, you can turn everyday discounts into consistent revenue.
You can make money by reselling discount codes, earning affiliate commissions from purchases made via your coupons, or selling bundled coupon packs directly to consumers.
Is it legal to sell coupons online?
Generally yes, it is legal to sell legitimately obtained coupons online. However, some coupons may have restrictions against resale printed on them. Always check the fine print.
Are there any fees involved in selling coupons online?
Yes, most online marketplaces charge seller fees or commissions on completed sales. Factor these into your pricing.
E-commerce giant Amazon has been ordered by a Mumbai consumer dispute redressal tribunal to reimburse a disgruntled customer INR 40,000, including legal fees, for failing to deliver a Rakhi valued at INR 100.
A bench of the District Consumer Disputes Redressal Commission for the Mumbai suburban area issued an order on February 11 directing the deposit of the money within 60 days of the order’s issuance.
According to the order, in August 2019, the customer placed an online order for a Rakhi. Nevertheless, Amazon subsequently cancelled the transaction after the delivery date and returned the INR 100 that was paid at the time of purchase.
What Exactly the Complaint States?
According to the complaint, a now-defunct courier business was tasked with delivering the merchandise. Additionally, according to the plea, Amazon dispatched the disputed Rakhi on July 25, 2019, over a week before the order was placed.
After discovering similar grievances from other parties, the complainant issued a legal notice to the e-commerce giant requesting INR 4.5 lakh in compensation for alleged unfair trading practices and service deficiencies.
Following its hearing of the complaint, the commission ordered the e-commerce giant to pay the compensation sum after finding it guilty of “deficiency in service and adopting unfair trade practice”.
Amazon’s Response and Tribunal Observation
Amazon argued in front of the consumer court that it was only a third-party, impartial facilitator that let sellers list on the platform. Additionally, the e-commerce site asserted that it has no control over the sale transaction and cannot be held accountable for the listing.
The tribunal responded by pointing out that there was no documentation proving that Amazon had sent INR 100 to “Dhanashree Rakhi,” the Rakhi seller, implying that the money was in the e-commerce platform’s account. By doing this, the tribunal confirmed that the complainant and Amazon were the parties to the transaction, and it further said that the e-commerce platform was in charge of the delivery.
According to the order, Amazon has an obligation to the complainant and to her money. Every time a customer clicks on the online marketplace’s website, money is made. As a result, before accepting the order, the other party (Amazon) has an obligation to confirm the seller’s location and status.
The Consumer Court noted that as Amazon was in possession of the aforementioned Rakhi, it was accountable for ensuring its prompt delivery; failing to do so constituted a service failure and an unfair business activity.
In addition to claiming that the non-delivery of the Rakhi to her brother’s son caused her “emotional hurt and harassment”, the complainant failed to provide any convincing evidence in support of the INR 4.5 lakh compensation request, the consumer grievance redressal tribunal noted.
However, the commission mandated that Amazon pay INR 10,000 in legal fees and INR 30,000 in compensation.
The Enforcement Directorate (ED) has reportedly expanded its probe into the matter, putting cofounder Nishant Pitti of the online travel aggregator EaseMyTrip under suspicion, a month after the company formally denied any affiliation with the Mahadev app or any other betting platform.
Pitti is suspected of working with a group of operators who reportedly utilised the money made from the illicit betting business to manipulate the stock prices of 25 listed companies in which the promoters of those companies were involved, according to a media report.
In addition, during its raids last month, the ED allegedly retrieved INR 7 lakh from Pitti’s home, which is regarded as possible proceeds of crime (PoC). It is noteworthy that as part of the money laundering probe into the INR 20,000 Cr Mahadev betting case, the ED conducted raids at other Pitti-related venues last month.
Despite acknowledging in public that ED searched more than 50 places, including the Easemytrip location, the travel tech platform claimed to have “no direct or indirect association with the Mahadev Betting App or any other betting platform.”
But according to a recent media source, the ED made four accusations against Pitti in its submission to the adjudicating authority (AA).
ED’s Allegations on Pitti
Pitti was allegedly aware of the activities of the betting website Sky Exchange, which was connected to the Mahadev app, according to the investigating agency. Additionally, it claimed that Pitti’s company paid two shell corporations associated with the software.
The recovery of INR 7 lakh from Pitti’s home and his alleged interaction with an operator who conspired with promoters of listed firms to manipulate stocks are the two additional accusations. With eight earning members at home and more than INR 1,000 Cr in IT returns, Pitti has reportedly refuted the accusations once more and told a media outlet that the company’s declared cash in hand is more than INR 70 Lakh.
“The INR 7 lakh that was recovered is a small portion of our declared cash and is tiny in comparison to our income,” Pitti stated. In the meantime, digital information found on Prashant Bagri’s laptop establishes Pitti as a Sky Exchange agent, per the ED’s application. Bagri works with one of the main defendants in the lawsuit.
According to reports, ED further points out that Nischay Trading Private Ltd. and Silvertoss Shoppers Pvt. Ltd., which have been identified as entry-providing organisations, received payments from Easy Trip Planners Ltd. in 2021. The ED claims that Easy Trip Planners Ltd. and Pitti handled the proceeds of crime connected to Sky Exchange based on this evidence.
What wasMahadev App Scam?
The lavish wedding of Sourabh Chandrakar, one of the marketers of the Mahadev Online Betting app, in Dubai, which cost more than INR 200 Cr, brought attention to the Mahadev betting app scam in 2023. With 10 million users at its height, the app, which was operated by Chandrakar and Ravi Uppal, let users place real-time bets on sports like tennis, cricket, and football.
Later, a number of celebrities were engaged in the case, including Hina Khan, Huma Qureshi, Shraddha Kapoor, and Ranbir Kapoor. The Mahadev app online betting fraud was exposed by the ED during a crackdown that began months later.
Following investigations, the ED discovered that INR 1,100 Cr of the estimated INR 20,000 Cr in total profits of the crime had been transferred into the stock market using fictitious bank firms and dummy accounts.
The ED had previously claimed that Bhupesh Baghel, the former chief minister of Chhattisgarh, had accepted kickbacks from the Mahadev app’s developers totalling more than INR 500 Cr.
Myntra, an online clothes retailer, has launched Myntra Global, its first direct-to-consumer venture outside of India, to enter the global market. In an attempt to reach the 650,000-person Indian diaspora abroad, the Walmart-owned company is expanding into Singapore.
It would provide its clients across the nation with a smooth and hassle-free purchasing experience in addition to hand-picked, trendy Indian fashion styles. Over the next few years, Myntra Global, which is part of the company’s larger expansion strategy, will allow it to reach new client segments and strengthen its global brand affinity.
With a solid 18-year history of serving fashion-forward consumers, Myntra has already seen a significant increase in organic traffic, with 30,000 users from Singapore using its current platform.
Myntra Trying Mimic its India’s Success Story in Singapore
Prior to contemplating wider expansion, the corporation seeks to comprehend consumer preferences, selection dynamics, and brand traction. Reaching 12–15% of Singapore’s Indian customer base is one of the initial objectives.
Myntra’s chief executive officer, Nandita Sinha, stated that the company is utilising its portfolio of Indian fashion and home décor brands to capitalise on opportunities related to festivals, weddings, and other events.
The company’s current priorities include learning, achieving the ideal product-market fit, and then growing. According to Myntra, the foundation for offering a flawless online shopping experience on Myntra Global would be its robust technological capabilities in creating a platform of scale.
Myntra Global will use third-party cross-border logistics services to deliver orders in four to seven days on average, and it will be accessible on desktops and mobile web.
Myntra’s Business Strategies for Singapore Market
About 35,000 pieces from 100 companies in a variety of categories, including clothing, accessories, footwear, and home goods, are being brought to Singapore by Myntra.
To start, a variety of labels have been made available, including Aurelia, Global Desi, AND, Libas, Rustorange, Mochi, W, The Label Life, Chumbak, Anouk, Bombay Dyeing, Rare Rabbit, and Nasher Miles. According to Myntra, this action will support the expansion of Indian fashion businesses and enable them to expand outside of India, in keeping with the government’s goal of introducing made-in-India goods to the world market.
With Myntra’s proficiency in providing large-scale customer service and the outstanding products from some of the most cherished brands, Sinha added, it is certain that Myntra Global would satisfy Indians residing overseas and maintain their ties to their heritage in a fashionable manner.
In order to smoothly serve Singapore, the company will also keep developing and expanding the platform, she added, which will help our brand partners grow.
In order to reach the Middle Eastern market, Myntra teamed up with the e-commerce sites Noon and Namshi of the UAE-based conglomerate Emaar Group in 2020. With an emphasis on leisure and casual clothing, it introduced Myntra Fashion Brands, which offers carefully chosen collections of its private brands on both platforms.
Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations.
An online e-commerce marketplace is a sort of e-commerce website where different external parties supply products or services. The most common sort of omnichannel e-commerce is online, which may help optimize the manufacturing process.
In online markets, consumer purchases are handled by the marketplace operator and then supplied and executed by partnering shops or wholesalers in the online marketplace. These websites let customers register and sell anything from a single item to a large number of goods for a “post-selling” charge. Because marketplaces consolidate items from a variety of vendors, the availability and selection are frequently greater than in vendor-specific online retail storefronts.
Quikr is an example of an online marketplace. Pranay Chulet and Jiby Thomas launched it in 2008 as a commercial advertising firm based in Bangalore, India. Quikr includes listings for household products, jobs, mobile phones, real estate, automobiles, and educational services in over 1000 Indian cities. Quikr is a free advertising and online marketplace in India that allows individuals to sell, buy, rent, and find anything and everything across the country.
Quikr is a free classified ad company and online marketplace in India that allows users to sell, buy, rent, and find anything. People in the community can use their website to find a flat, sell their old music systems, automobiles, mobiles, laptops, or furniture, get an audience for a local event, advertise their small business, find a tuition class, join a salsa class, get a break as a model or actor, buy anything they want or have to offer, and make new friends while doing so.
The company’s goal is to keep incorporating turn-taking and noteworthy features into your Quikr experience, whether it’s QuikrNXT, which allows you to buy and sell without jeopardizing your privacy, or the missed call service, which allows Quikr to reach out to people who aren’t currently online but will be.
Quikr – Industry
In the year 2021, India’s internet penetration rate will surpass 830 million, accounting for more than 40% of the total population. Despite having the world’s second-largest customer base, behind only China, e-commerce penetration is low in comparison to markets such as the United States and France, but it is growing, with around 6 million new participants each month. The general perception in the sector is that growth is nearing an important milestone.
After a rough year due to the pandemic’s breakout, Indian industries have seen a v-shaped comeback in 2021. As a result, the Indian advertising sector saw a comeback in ad spending, resulting in a market value of INR 70,715 crore, up 18.6% from 2020. According to the latest study, the industry is predicted to reach INR 93,119 crore by the end of 2023, rising at a rate of 14.75 percent. Furthermore, the digital advertising sector grew by 35.3 percent from INR 15,782 crore in 2020 to INR 21,353 crore in 2021, owing to the faster corporate and consumer transition to digital.
Quikr was founded by Pranay Chulet and Jiby Thomas in 2008.
Pranay Chulet
Pranay Chulet – Founder of Quikr
Since January 2008, Pranay Chulet has served as the founder and CEO of Quikr. Pranay was born and raised in India but relocated to New York after finishing his studies to work for Mitchell Madison Group, a strategy consulting business that advised clients in the media and banking industries. Pranay founded a company two years after arriving in the US, which he eventually merged with Walker Digital. Pranay received a Gold Medal from IIM Calcutta in 1996 during his post-graduation, and he did a BTech from IIT Delhi before that.
Jiby Thomas
He is a skilled expert with more than two decades of experience in marketing communications and online marketing. Jiby was a member of the founding teams of Baazee and Baazee Motors, as well as Kijiji India and Quikr. He is assisting in the development, expansion, and scaling of these firms. He enjoys advising motivated and skilled entrepreneurs on topics such as team building, processes, products, and strategy. He also went to IIM Calcutta for his postgraduate studies.
Quikr – Startup Story
Pranay’s most notable achievement in the world of digital media was the creation of Craigslist Media Company in California, which quickly became a huge success in the U.S. That’s when the concept of Quikr struck his mind. But Pranay did not wake up one day and decide to develop India’s leading classified site, “Craigslist.”
People in India want to experience goods and examine them before buying them, and he envisioned a platform that would connect buyers and sellers and allow them to complete their deals offline. This physical component distinguishes his proposal from e-commerce sites like Amazon or Flipkart, but it also puts it in the classifieds category. As a result, in July 2008, Pranay established Quikr.com as Kijiji.in.
Quikr – Name, Logo, and Tagline
Quikr Logo
Quikr was formerly a division of eBay. Kijiji, their brand name, is a “Swahili” term that means “community. They discovered that the trademark was hard to pronounce after it had been launched. As a result, Pranay Chulet and the other co-founder, Jiby Thomas, decided to form a new subsidiary and call it Quikr.
Similarly to his brand name, he provided a “quicker” manner for consumers to deal with than other market platforms.
Quikr’s tag line, “Aasan hai badalna,” matches today’s modern Indian spirit and quickly connects with young, aspirational Indians looking to improve their lives.
The mission statement of Quikr says, “Quikr aims to empower every person in the country to independently connect with buyers and sellers online.”
Quikr’s basic values are as follows:
Flexibility
Speed
Innovation
Transparency
Frugality
Quikr – Business Model, and Revenue Model
Quikr’s high point was that company has a clear revenue model in order. Advertising, premium listings, and lead generation would be the three revenue streams for the organization.
Apart from many other things, one of the unusual techniques was that each city had its own Quikr. Punjab, for example, may have ploughs mounted to Royal Enfield motorcycles. Jeeps were quite popular in Udaipur; thus, they had open jeeps for sale, while Kolkata may have women entrepreneurs selling homemade panipuri, among other things.
Essentially, the target demographic was properly segmented through the site, and Pranay, as a marketing professional, was well aware that brand promotion is the most important aspect of advertising. He spent the majority of their money on advertising. As a result, he developed a really creative approach to P2P (person to person) sales.
Quikr – Funding, and Investors
Quikr has so far secured money in several stages. Trifecta Capital Advisors provided the most recent capital on April 19, 2019, in the amount of INR 200 million from a debt financing round. Prior to that, InnoVen Capital provided finance on December 7, 2018.
Date
Round
Amount
Lead Investors
Apr 19, 2019
Debt Financing
$2.4 million
Trifecta Capital Advisors
Dec 7, 2018
Debt Financing
$7.65 million
InnoVen Capital
Aug 18, 2016
Debt Financing
$20 million
Brand Capital
Jul 23, 2015
Secondary Market
$60 million
Kinnevik AB
Apr 7, 2015
Series H
$150 million
Kinnevik AB, Tiger Global Management
Sep 17, 2014
Series G
$60 million
Tiger Global Management
Mar 11, 2014
Series F
$90 million
Kinnevik AB
May 22, 2012
Series E
$32 million
Warburg Pincus
May 9, 2011
Series D
$8 million
NGP Capital
Mar 31, 2010
Series C
$6 million
Norwest Venture Partners
Quikr – Acquisitions
Acquiree Name
About Acquiree
Date
Amount
GoZefo
Startup working on a white space in the eCommerce industry.
Mar 11, 2019
$28.5M
India Property Online
IndiaProperty.com provides in-depth information on buying, selling and renting out properties in India.
Dec 17, 2018
–
HDFC Developers
HDFC Developers owns the HDFC RED platform for online real estate classifieds.
Dec 22, 2017
–
HDFC Realty
HDFC Realty is an end-to-end real estate advisory company.
Dec 22, 2017
–
Babajob
Babajob.com is job website and mobile portal dedicated to connecting informal sector workers.
May 26, 2017
–
Zimmber
Zimmber -Trusted Home Service Provider.
May 5, 2017
$10M
Grabhouse
A listing and transactional website for finding rental accommodations.
Nov 21, 2016
–
Stayglad
Access Beauty Services Anywhere Anytime
Sep 13, 2016
–
Stepni.com
A platform that facilitates vehicle owners to get serviced by garages, mechanics & service providers around them
Sep 7, 2016
–
ZapLuk
Beauty. Wellness.Fitness. On-Demand
Aug 24, 2016
–
Quikr – Brand Ambassadors
Ranveer Singh and Suriya had been appointed as brand ambassadors for this online cross-category classifieds website. This strategy was in keeping with Quikr’s then new “Aasaan hai badalna” marketing viewpoint. Singh was featured in Quikr’s then-forthcoming commercial campaign. Suriya was shown in advertisements for the country’s southern market.
Quikr – Financials
Quikr Financials
FY24
FY23
Operating Revenue
INR 45 crore
INR 51 crore
Total Expenses
INR 54 crore
INR 61 crore
Profit/Loss
INR +2 crore
INR -8 crore
Quikr Financials
EBITDA
Quikr Financials
FY24
FY23
EBITDA Margin
5.36%
-3.77%
Expense/INR of ops revenue
INR 1.20
INR 1.20
ROCE
-3.91%
-3.91%
Quikr – Competitors
Snapdeal, Glassdoor, Circa, Flipkart, LinkedIn Job Search, ZipRecruiter, Indeed Hiring Platform, Hired, NoBroker, and Maihaoche are among Quikr’s main rivals.
Quikr – Challenges Faced
Fierce Competition
Quikr began as a basic and original concept. A location where people may trade stuff with one another, but as you can see, the notion of categorizing also crossed paths with a lot of players, coming from different directions. As a result, it was in direct or indirect competition with a number of enterprises, but Pranay was unconcerned about this.
He understands that a market with a lot of competitors is not the same as a market with a lot of noise. Anyone may create a website, but not everybody can start a classified advertising firm. Quikr, he claimed, was simple and clean, and it was more powerful than the others since it showed more listings and raw experiences to its customers. Similarly to his brand name, he provided a faster or “quicker” approach for consumers to deal with than other marketplaces.
Mounting Losses
Quikr’s losses decreased by 90% to INR 55.48 crore in FY21 from INR 563.2 crore in FY20 due to cost management. Controlling losses also had an impact on the company’s financial outflows, which fell to INR 80 crore in FY21 from INR 142.2 crore in FY20. Quikr has invested INR 2.04 per unit to generate a rupee in operational revenue.
FAQs
What does Quikr do?
Quikr is a free classified ad company and online marketplace in India that allows users to sell, buy, rent, and find anything.
Who founded Quikr?
Quikr was founded by Pranay Chulet and Jiby Thomas in 2008.
How does Quikr make money?
Advertising, premium listings, and lead generation are the three revenue streams for the organization.
Which companies do Quikr compete with?
Snapdeal, Glassdoor, Circa, Flipkart, LinkedIn Job Search, ZipRecruiter, Indeed Hiring Platform, Hired, NoBroker, and Maihaoche are among Quikr’s main rivals.
By expanding its collaboration with the Indian government-backed nonprofit organisations, Uber is joining India’s expanding B2B logistics market.
Without giving a precise timeframe, the ride-hailing giant said on 19 May that it will soon introduce its B2B logistics solution through the Open Network for Digital Commerce (ONDC).
This platform will assist companies on the network in accessing on-demand logistics through Uber’s 1.4 million driver network. The service is intended to be extended to e-commerce, supermarkets, pharmacies, and even healthcare logistics, although it will initially allow food deliveries for companies using the open network.
Locking Horns With Shadowfax, Shiprocket etc.
Uber’s latest move will allow it to compete with companies like Shiprocket (funded by Temasek and PayPal), Shadowfax (supported by TPG, Qualcomm Ventures, and Eight Roads), Porter (a recent Indian unicorn), and LoadShare (backed by Tiger Global) as a logistics service provider on ONDC.
According to media reports, it would be a white-label service that functions similarly to Uber Direct, which was introduced in the US in 2020. However, it will only be available to companies who are part of the ONDC network, TechCrunch was informed.
Following its launch of Courier XL in Delhi NCR and Mumbai earlier this month, which enables users to deliver large items weighing up to 1,653 pounds from the company’s rider app by selecting three- and four-wheeler goods carriers, Uber is now expanding into business-to-business logistics in India. For a while now, the business has also provided its standard courier package delivery service on two-wheelers.
Uber’s focus on logistics in general makes sense because, according to Motilal Oswal, the Indian logistics market is predicted to expand 49% from 9 trillion Indian rupees ($105 billion) in the fiscal year 2023 to 13.4 trillion Indian rupees ($157 billion) in the fiscal year 2028.
Following a 41.1% year-over-year growth in operational revenue to $439 million in India last year, the move will help Uber make another business case in that country. According to previous year’s figures, ride receipts increased by 21.45% year over year to $94.27 million in total operating revenue.
However, local competitors are becoming more and more formidable in the Indian ride-hailing business, including up-and-coming firms like Namma Yatri (financed by Google, Blume Ventures, and Antler) and Rapido (supported by WestBridge Capital and Nexus Ventures).
It is anticipated that the San Francisco-based corporation will be able to keep India as a significant market by diversifying into other areas like logistics.
The petitions filed by Vodafone Idea (Vi), Bharti Airtel, and Tata Teleservices asking for a waiver of their long-standing adjusted gross revenue (AGR) obligations were denied by the Supreme Court on 20 May.
As part of their AGR obligations, the telcos sought relief from the payment of interest, penalties, and interest on penalty components. A bench of Justices J B Pardiwala and R Mahadevan referred to the plea as “misconceived” and stated that the court will not block the Centre’s decision to provide relief to these corporations. “We will not stand in your way if the government wishes to assist you,” Pardiwala stated.
Bad News for Vodafone Idea
According to experts, the recent decision may have serious repercussions for Vodafone Idea (Vi), which is already having difficulties. The telco has stated that without assistance, it will not be able to continue operating into FY26. Analysts speculated that it might even be on the verge of going bankrupt.
Department of Telecommunications (DoT) officials noted that it was doubtful that the government would acquire any additional share in Vi, citing the court’s ruling on government assistance. The Bench stated that the petitions “really shocked” it. “Very uneasy. An international corporation is not expected to do that. We’ll ignore it,” the Bench noted.
Vi, who is expected to be most affected, informed the court via senior advocate Mukul Rohatgi that the Centre is unable to save the company because of earlier rulings from the Supreme Court. “You know, all we are saying is that the government is now 50% owner of my company,” Rohatgi said to the Bench.
However, they replied that because of the decision, we are powerless to assist. Their response is based on the Supreme Court’s ruling rather than saying, “We won’t look at your representation.”
Government not Keen on Expanding its Stake in Vi
Solicitor General Tushar Mehta, who represented the Centre, stated, “What we have said is that, in view of the judgement of the Lordships, we cannot examine (the relief sought).” According to DoT officials, the government is not interested in increasing its holding beyond what it now has because doing so would essentially make the carrier a public sector organisation.
According to another DoT official, Vi has already asked the DoT for relief in a number of ways, including asking it to recalculate the AGR. “But the matter has been resolved by previous rulings,” he stated.
In a letter dated April 29, DoT most recently denied the telco’s request, claiming that the 2020 Supreme Court ruling precluded further concessions on AGR obligations. Earlier this month, Vi exchanged INR 36,950 crore in unpaid spectrum auction debt into government equity shares.
Consequently, the Centre’s ownership stake in the telco rose from 22.6% to 48.9%. In order to retain governance and management powers, Vi modified the shareholders’ agreement earlier in May to lower the qualification criteria for promoter groups, including the UK-based Vodafone and the Aditya Birla Group.
To further strengthen its food delivery business, listed foodtech firm Swiggy has established a corporate rewards programme, just days after unveiling a new initiative to attract students. The CEO of Swiggy’s food marketplace segment, Rohit Kapoor, stated in a LinkedIn post that the new programme will provide corporate personnel with a number of advantages, such as lower Swiggy One membership costs and order discounts.
Kapoor went on to say that Swiggy’s new Corporate Rewards programme truly excites him. A wealth of advantages can be accessed with just a basic email verification. Customers can receive at least INR 125 off simply by using their work email, or they can have a Swiggy One subscription that offers unlimited free deliveries for a full quarter.
Corporate personnel will receive “a minimum of INR 125 off on food orders”, “flat INR 1,000 on top of pre-book offers”, and Swiggy One membership at “INR 30” (with “free” delivery for 3+1 months).
Swiggy Farming New Business Strategies for Increasing Proceeds
Kapoor offered the new product to both new hires and “senior managers planning team lunches” in his social media post. Days prior, Swiggy said that it was testing a student rewards programme on 2,000 colleges in more than 200 Indian cities.
By July 2025, it stated that it intended to extend the programme to over 4,500 universities nationwide. The company’s larger plan to boost membership, make its meal delivery network more appealing, and raise income includes the additional products.
The rain fee waiver for Swiggy and Zomato’s membership programmes was just discontinued. Earlier this month, the Sriharsha Majety-led company granted exclusive licenses to Bengaluru-based Kouzina Food Tech for its digital-first food brands, which include The Bowl Company (TBC), Homely, Soul Rasa, and Istah, as part of its attempts to streamline operations and reduce losses.
This came after Swiggy removed these brands from its list because of operational issues. The slowing in the larger food delivery ecosystem is the cause of the new launches and modifications. This has affected Swiggy as well as Zomato.
Swiggy’s Revenue Taking a Hit Owing to Aggressive Expansion
The fierce rivalry in the rapid commerce space has made Swiggy’s issues worse. The company’s bottom line has suffered as a result of its aggressive expansion of the Swiggy Instamart dark store network.
In the fourth quarter of FY25, the fast commerce vertical’s adjusted EBITDA loss increased 45.3% on a quarterly basis to INR 840 Cr. Swiggy’s INR 425 Cr deployment and the addition of 316 new dark stores in Q4 alone—more than the prior eight quarters combined—were the main drivers of this.
Consequently, Swiggy’s overall net loss in Q4 FY25 soared 95% year over year to INR 1,081.18 Cr. The result has been a decline in Swiggy’s stock price. Last week, the company’s shares fell to an all-time low of INR 297 during intraday trade. On the BSE, the stock has lost about 40% of its value so far this year.
Apoorva Bajj
