Alphabet, the parent company of Google, said on March 18 that it will make its largest-ever acquisition of the rapidly expanding startup Wiz for approximately $32 billion. The company is focussing on cybersecurity to strengthen its position against Amazon.com and Microsoft in the cloud computing competition. Wiz will join Google’s cloud division as a result of the historic agreement, bolstering the company’s efforts to provide cybersecurity solutions that help businesses eliminate important risks. Given its high price and disproportionately large breakup fee, Alphabet is confident that the acquisition will be approved by the White House, despite the Trump administration’s involvement in significant transactions and its pledge to closely monitor Big Tech. Alphabet’s stock fell about 3%. Prior to T18 March, the stock had dropped 13% this year due to concerns about its high AI expenditures in comparison to the emergence of China’s less expensive DeepSeek and a retreat by the IT behemoths that had dominated the market for the previous two years. Alphabet had to accept a higher price to finalise the deal than the $23 billion offer for Wiz last year, which the Israeli business had turned down.
Trump Made it Possible
The media source claims that despite Wiz’s denial last year, Google Cloud CEO Thomas Kurian persisted in his approach, and the two parties have been in touch. According to the story, which cited some inside sources, the negotiations accelerated in the two months following Donald Trump’s return to the White House. Trump has stated that he will maintain the intense monitoring of Big Tech that he started during his first term, but Wall Street anticipates a change in antitrust laws under the president, whose choice of Andrew Ferguson to head the Federal Trade Commission may reduce regulations of large M&A. Among its clients are Morgan Stanley (MS.N), BMW (BMWG.DE), LVMH (LVMH.PA), and Google Cloud. Wiz collaborates with cloud providers like Amazon Web Services, Microsoft’s Azure, and Google Cloud. Other significant cloud services will still offer Wiz’s products. In 2026, Alphabet anticipates the purchase to close, pending regulatory approval.
Given Google’s poor track record with its capital allocation plan, particularly with regard to M&A, investors will probably be closely monitoring the deal, according to Dave Wagner, portfolio manager at Aptus Capital Advisors. Google’s cloud division has outperformed the company’s search business in recent years, generating over $40 billion in sales in 2024. Gil Luria, an analyst at D.A. Davidson, stated that the increased price is predicated on Wiz seeing exponential growth for another year. Wiz has consented to one of the largest termination fees in M&A history, at over $3.2 billion.
Companies are Getting Attracted Towrds Cybersecurity Industry
Interest in the cybersecurity business has surged after last year’s global CrowdStrike, outage roiled operations across industries, driving corporations to spend more on defending their web domains. The most recent agreement is yet another indication that Israel’s cybersecurity sector is far more powerful than its peers. Silicon Valley giants have purchased a number of Israeli-based or Israeli-founded security firms, such as Own, which Salesforce purchased in 2024, and Siemplify, which Alphabet purchased in 2022. The founders of Wiz sold Adallom, a cloud security company, to Microsoft back in 2015.
By early 2025, Amazon plans to let off 14,000 administrative staff members as part of a comprehensive restructuring strategy meant to boost productivity and cut expenses. It is anticipated that Amazon will save between $2.1 billion and $3.6 billion a year as a result of the decision, which represents a 13% drop in the company’s global management personnel. Following recent layoffs in Amazon’s sustainability and communications departments, this most recent round of layoffs represents a larger change in the company’s corporate structure. The choice is in keeping with CEO Andy Jassy’s continuous attempts to reduce organisational complexity and streamline processes. In an effort to improve operational efficiency and speed up decision-making, Amazon intends to raise the proportion of individual contributors to managers by at least 15% by the first quarter of 2025. Jassy has been outspoken about cutting back on bureaucratic layers that impede operations, according to sources Business Insider reported. This supports his goal of having Amazon operate more like a quick-thinking company.
Amazon Restructuring its Work Operations
In order to facilitate this new change, Amazon has implemented a new “bureaucracy tipline” that enables staff members to report organisational inefficiencies. In order to save expenses, managers have also been instructed to limit senior hiring, increase the number of direct reports, and reevaluate pay structures. These actions are a part of a larger effort to retain Amazon’s intense focus on profitability while establishing a leaner corporate structure. During the pandemic, Amazon’s employment increased quickly, from 798,000 workers in 2019 to over 1.6 million by the end of 2021. However, the business started adjusting its staffing levels when customer demand levelled out. In an attempt to reduce costs, Amazon has already let go of 27,000 workers during the last two years, most of whom were in corporate positions. It employed almost 1.5 million people worldwide by the end of 2024, including 350,000 corporate staff and more than a million frontline workers in delivery and warehousing operations. However, the most recent layoffs represent a dramatic change in strategy, focusing on managers rather than entry- or mid-level workers.
Reason for Layoffs
The reorganisation coincides with mounting financial strains, such as heightened investor monitoring and a cutthroat e-commerce environment that necessitates greater efficiency. According to analysts, Amazon’s growing dependence on automation and artificial intelligence has also lessened the need for traditional administrative oversight, increasing the replaceable nature of middle-management positions. Additionally, there have been rumours that Amazon is promoting voluntary attrition as part of its personnel reduction strategy in response to its new return-to-office mandate. Amazon has already started implementing the layoffs in stages. The North American Stores segment laid off 200 employees in January 2025, and the communications and sustainability departments also saw layoffs. According to a Morgan Stanley report from late 2024, Amazon’s reorganisation would eventually result in the elimination of about 14,000 managerial positions, which would change the company’s leadership dynamics and result in considerable cost savings.
Adidas, the second-largest sportswear manufacturer in the world, is a German Multinational corporation founded by Adoft Dassler. Adidas is mainly a sportswear manufacturer with the categories of clothing, shoes, and other accessories.
Looking at the beginning of Adidas was started in a house owned by Adolf’s mother in 1924. Later, Adolf’s elder brother, Rudolf, also joined him, and they named it “Gebrüder Dassler Schuhfabrik,” which simply means Dassler Brothers Shoe Factory.
A few years later, because of some major conflict between the brothers, the company split, and Adolf created Adidas, while his brother created the biggest rival of Adidas- Puma. Sounds interesting, right?
Adidas is widely known as the largest sportswear manufacturer in Europe, but on a global basis, it is beaten by Nike. Headquartered in Herzogenaurach, Germany, Adidas has its chairman, Thomas Rabe, and its current CEO, Bjørn Gulden. The brand manufactures the product category of footwear, sportswear, Apparel, equipment, and toiletries.
We all have heard a lot of things about Adidas, but the marketing strategies of the brand are known by very few. Adidas is brilliant when it comes to marketing, and no doubt, the company has established one of the strongest positions in the global market. Moving forward, let’s get started with Adidas’ marketing strategies.
Adidas’s marketing strategy is what makes it the best of all. Adidas is known to have the strongest establishment in the global sportswear manufacturing market, other than its American rival, Nike.
We have briefly discussed all the aspects of Adidas’ marketing strategy, which are mentioned below. Adidas has built up great competition for the companies in the market, leaving them with the only choice to stand out of the race. Adidas’ target markets are athletes and the 20 to 30 age group while also fostering connections with the 13 to 18 age range, acknowledging them as the future generation of prominent athletes. This dual approach ensures a comprehensive engagement with current and upcoming sports enthusiasts. Adidas USP is its comfortable and lightweight sportswear, as well as its innovative technology and design.
4Ps of Marketing of Adidas
Product
Adidas, renowned for its athletic footwear, is the second-largest sports shoe brand globally. Notable shoe models include the Adidas Superstar, acclaimed for its basketball performance and casual appeal. The Adidas Stan Smith is a minimalist and functional choice for tennis players. The Adidas Samba, originally for soccer, became a stylish option. The Adidas Ultra Boost series is lauded as an ideal running shoe for exceptional comfort and energy return. Beyond footwear, Adidas offers a comprehensive range of sportswear accessories and has even ventured into perfumes and sports equipment.
Price
Adidas employs competitive pricing for regular products, considering rivals like Nike and skimming pricing for cutting-edge items. Targeting high-end consumers, Adidas justifies premium prices with superior quality, reinforcing a perception of exclusivity. However, this pricing strategy makes Adidas products less accessible to the general public, leading to the prevalence of cheap imitations in some markets. While this elitist image enhances the brand’s appeal to its target clientele, it also turns Adidas into a status symbol rather than just a preference for quality.
Place
Adidas implements a comprehensive place strategy with 198 stores in the U.S., excluding New Mexico, and over 1990 concept stores globally. California leads with 34 outlets. The brand leverages online platforms like Amazon, Flipkart, Myntra, and its official website, offering personalized merchandise options for global accessibility.
Promotion
Adidas achieved its household name through strategic and extensive marketing efforts. The brand invests heavily in traditional billboards, TV, magazines, and social media advertising. Notably, Adidas collaborates with influential celebrities such as Kanye West, Beyonce, Lionel Messi, and Stella McCartney for endorsements, inking million-dollar contracts. Additionally, Adidas has built a notable reputation by sponsoring football teams like Germany, Mexico, Spain, and Argentina.
Before we get started with Adidas’s key marketing strategies, let us brief you about its brand portfolio, which includes Reebok, Rockport, Adidas, and Taylor. The main reason for such distribution is to target different segments of the audience more efficiently. Adidas advertising strategy focuses on creating unique brand experiences through events, pop-up stores, and interactive campaigns that engage customers directly.
Adidas follows a very straightforward and encompassing approach towards the implementation of SEO. The head of global SEO and social media manager of Adidas, Mattia Santin, said in an interview that the Adidas SEO team focuses more on flexibility, especially when it comes to analytical, alongside various white-hat SEO principles.
The team mainly focuses on data and targeting personas that help guarantee the expected results and ensure that the changes are profitable.
Social Media Strategy
Adidas Marketing Strategy – Social Media (Instagram)
When it comes to social media, Adidas and groups are pretty active, especially on Facebook and YouTube channels. On these platforms, the brand posts promotional videos of its latest products and services.
Apart from this, the brand has various active accounts on Twitter as well, such as Adidas Football, Adidas Original, and Adidas US. Through these, the brand connects with its fans and followers more efficiently. Adidas works on building strong energy in the audience towards Sports and athletes.
Email Marketing
Adidas uses the technology of ECS for the email marketing program, which started in October 2020. They segment their audience, send dynamic product recommendations, and use stunning visuals and inspiring stories to capture attention. Exclusive offers, automated emails, and mobile-optimized design keep customers engaged, while social media integration and performance measurement ensure continuous improvement.
By focusing on these key elements, Adidas has built a robust email marketing program that drives engagement, sales, and brand loyalty, solidifying its status as a sportswear giant.
Adidas Strategy of Limited Supply
Adidas Marketing Strategy – Strategy of Limited Supply
One of Adidas’ most incredible marketing strategies is a limited supply. Basically, the brand limits the availability of its most famous shoes, like Stan Smith and Superstar, in order to increase the demand among the audience. This benefits the brand with great numbers and prices.
We all know that when there is a limited supply, its price automatically goes up, and Adidas masters this economic rule. This also helps Adidas’ competitive advantage in merchandise margins, which has grown significantly.
Meme Marketing
Adidas is not behind in meme marketing as well. In fact, the brand has developed its very own riff on the famous “Thug Life” meme. This has become a social-driven campaign for Adidas.
Adidas leaves nothing when it comes to charming football fans, and with its incredible campaigns and meme ideas, the brand always proves its superiority.
Adidas has been known to create one of the most viral memes of the moment for showing off the Ace PureControl football boots, which are absolutely laceless.
Sponsoring Sports Events and Athletes
Adidas Marketing Strategy – Sponsoring Sports Events and Athletes
Adidas has successfully partnered with renowned sports organizations and athletes globally. Aligning with prestigious entities like the NBA, MLS, FIFA, and the Olympic Games, Adidas secures long-term contracts and exclusive product lines, enhancing brand visibility and broadening its appeal. Noteworthy collaborations include being the official kit supplier for elite soccer teams like Manchester United, Real Madrid, and Bayern Munich. Adidas also sponsors individual athletes, including Lionel Messi, James Harden, and Naomi Osaka, leveraging these alliances to extend its reach by tapping into the vast fan bases associated with these athletes and organizations.
Adidas places a strong emphasis on influencer marketing, making substantial investments in collaborations with notable figures. The brand strategically partners with celebrities like Kanye West, Pharrell Williams, and Beyonce, creating exclusive product lines that resonate with their extensive fan base. Adidas collaborates with renowned personalities such as Kendall Jenner, David Beckham, and Karlie Kloss for impactful campaigns targeting their followers. The brand extends its reach further by collaborating with popular Instagram influencers, including @sneakerprophet_ and @yankeekicks, to showcase and generate excitement around the latest Adidas products. This robust influencer strategy is pivotal in promoting Adidas and enhancing its brand visibility.
Sustainability and Social Responsibility
As more people want eco-friendly and fair products, Adidas has made sustainability a key focus. The brand works to cut pollution and use ethical practices in making its products.
Adidas uses green materials, saves water, and reduces waste. Its partnership with Parley for the Oceans turns ocean plastic into high-quality products.
By sharing these efforts, Adidas attracts eco-conscious customers and shows that it cares about the planet and people.
Experiential Marketing
Adidas uses more than just regular ads—it focuses on creating real experiences for customers. The brand sets up events, pop-up stores, and interactive displays to connect with people directly.
One example is the “Boost Your Run” campaign, where runners tested Adidas shoes on a special track. By letting people try the products and meet brand ambassadors, Adidas builds a stronger bond with its audience, making them more likely to choose its products.
Customer Loyalty and Engagement
Adidas places a significant focus on fostering customer engagement and loyalty by utilizing social media as a platform for connection. The brand actively participates in customer relationship-building through its loyalty program, named “Creators Club,” which rewards customers for both their purchases and interaction with the brand. This program provides exclusive benefits such as early access to new products, special discounts, and personalized content. Furthermore, Adidas maintains customer engagement through social media-driven contests, encouraging customers to share content featuring Adidas products for a chance to win prizes.
Adidas’ marketing strategies aim to establish meaningful connections with customers, enhance brand awareness and loyalty, and ultimately drive sales. Through strategic approaches like partnerships, influencer collaborations, innovative product design, digital marketing, and interactive customer engagement, Adidas has successfully solidified its position as a leading brand in the sportswear industry.
Strategically Targeting Cities
Adidas strategically centers its marketing efforts on six key cities—Los Angeles, London, Paris, New York, Tokyo, and Shanghai. By honing in on these urban hubs, Adidas gains valuable insights into diverse trends, enabling the brand to meet the specific needs of consumers in different locations effectively. For instance, in Europe, the emphasis lies on marketing football-related products, whereas in the United States, the focus extends to affiliations with baseball and basketball. Notably, North America commands the largest share, constituting 40 percent of the sporting goods industry, reinforcing Adidas’ significant presence and impact in this market.
Key Takeaway from Adidas Marketing Strategy
With its incredible marketing strategies, the company results in great numbers and sales. The most distinctive strategy that Adidas opts for is user & user-user-benefits-based positioning, forming Adidas’ unique selling point. Through this, it builds a strong and distinct image of its products among consumers’ minds.
Adidas’s unique selling point is developing lightweight and comfortable sports apparel that other competitors cannot manufacture. Based on this, Adidas customers put deep trust and value in its products and services. Hence, the brand is expanding on a wider scale.
STP (Segmentation, Targeting, and Positioning) of Adidas
STP stands for Segmentation, Targeting, and Positioning. We have briefly described these right below:
Segmentation
Segmentation is basically the process of dividing the mass market of the company into various groups of similar categories. This helps in knowing the customers more effectively and to obtain a competitive advantage in the market.
Adidas uses various levels of segmentation marketing tactics that help the brand distribute the large market into small customer groups and focus separately.
Targeting
Targeting is the next step of Segmentation, where the brand distinguishes the market segment that it wants to focus on and builds its strategy according to that.
Adidas mainly selects the segment based on size & growth, structural attractiveness, and objectives and resources to drive its marketing strategy, activities, and sales.
Positioning
The last step in the process is Positioning, where the company designs the marketing program to reach the target market. In this case, Adidas portrays itself as a creator of sports brands.
Major Marketing Campaigns of Adidas
Impossible is Nothing – 2004
Adidas Marketing Campaigns – Impossible is Nothing
Adidas develops some very distinct and amazing campaigns for all sports lovers. The “Impossible Is Nothing” campaign, introduced by Adidas in 2004, stands out as one of the brand’s most iconic and influential global marketing initiatives. This campaign sought to inspire people by featuring authentic narratives of athletes and celebrities who triumphed over challenges, attaining greatness in their domains. The core message emphasized that achieving the seemingly impossible is within reach with determination, persistence, and a positive mindset.
The slogan “Impossible Is Nothing” became inseparable from Adidas, persisting in subsequent campaigns and embodying the brand’s enduring confidence in individuals’ capacity to surmount challenges. Long after its initial introduction, the campaign serves as a compelling testament to the effectiveness of impactful storytelling and authentic messaging in resonating with and inspiring consumers on a profound level.
Adidas is All In – 2011
Adidas Marketing Campaigns – Adidas is All In
Adidas introduced the global “Adidas is All In” campaign in 2011, intending to underscore its dedication to sports, performance, and the ethos of wholeheartedly committing to success. While the campaign may not be active, the core concept of going all-in and its associated messaging remains deeply ingrained in Adidas’ brand ethos. This enduring commitment mirrors the company’s ongoing support for athletes, championing excellence and motivating individuals to exceed their boundaries, consistently urging them to give their utmost in their pursuits.
Adidas started the “Boost Your Run” campaign to tell people about its special cushioning in running shoes called Boost. Boost makes runners feel more comfortable and gives them extra energy. Now, Boost is a big part of Adidas running shoes and is used in many other sports. The campaign was like the beginning of talking about Boost, and since then, Adidas has kept making it better and telling people more about it in new campaigns and when they release new products.
Here to Create – 2016
Adidas Marketing Campaigns – Here To Create
In 2016, Adidas started the “Here to Create” campaign all around the world. They wanted to encourage and inspire people, especially women, to be creative and express themselves through sports and art. The campaign showed that everyone, no matter who they are, can be creative and talented. Adidas set a good example by including and celebrating people from different backgrounds. This campaign was part of Adidas’ ongoing work to support and lift up women in sports and creative activities.
Run For The Oceans – 2018
Adidas Marketing Campaigns – Run For The Oceans
The “Run for the Oceans” campaign was a partnership between Adidas and Parley for the Oceans, a group focused on highlighting the issues of marine pollution and plastic waste in our oceans. The campaign’s goal was to fight against plastic pollution and encourage sustainability. It did this by involving people worldwide in a running event and using recycled plastic materials in Adidas products.
She Breaks Barriers – 2018
Adidas Marketing Campaigns – She Breaks Barriers
In 2018, Adidas introduced the “She Breaks Barriers” campaign, concentrating on empowering and backing female athletes while challenging stereotypes in sports. The campaign sought to inspire women to conquer challenges and reach their goals in both sports and life. Through “She Breaks Barriers,” Adidas aimed not only to advocate for gender equality but also to establish a supportive and inclusive atmosphere for women in the realm of sports.
Superstar – 2023
Adidas Originals launched a new worldwide brand idea called “We Gave the World an Original. You Gave Us a Thousand Back” to honor the Trefoil symbol that’s been part of its marketing and products for over 50 years. The campaign, making some changes to Trefoil’s look, focuses on promoting three iconic shoe models—Superstar, Gazelle, and Samba. Through three short films, it tells the story of how these shoes have become culturally important over time.
Covid-19 Marketing Strategy
Adidas Marketing Strategy – Adidas and Kanye West Collaboration
At the very beginning of Covid-19, brands like Adidas and Nike reduced the hiring of people across landscapes. Adidas reduced it by around 40% by March 2020. But soon after one month, in May, Adidas started hiring again as the brand received great data and analytics numbers.
Adidas enhanced its direct-to-consumer abilities by repositioning 700 jobs around different segments of E-commerce. This showed how Adidas raced to drive more sales through very successful digital shopping.
Apart from this, Adidas collaborated with many prominent artists, such as Kanye West and Beyonce, to launch its newest models.
Adidas opted for a very distinct yet profitable strategy to deal with the COVID-19 situation.
Conclusion
Adidas’ competitive strategy is employed with great efficiency to build its company into the best sports brand in the world, regardless of how competitive the environment gets around it. Adidas’ competitive strategy focuses on innovation, brand differentiation, and strong marketing. It invests in advanced technologies like Boost and Primeknit, emphasizes sustainability, and collaborates with athletes, influencers, and designers. By targeting Gen Z and millennials through digital marketing and experiential campaigns, Adidas stays ahead in the competitive sportswear market. The brand is using various strategies and tactics such as vigorous manufacturing, digital platforms, technology, innovation, collaboration, and many others. Through these, Adidas is moving towards greater heights.
FAQs
What is the Adidas branding strategy?
Adidas focuses on three main strategy pillars: speed, urbanization, and creative innovation.
What makes Adidas unique?
Adidas’ USP is that it blends cutting-edge tech and design for unique sports apparel and footwear.
What makes Adidas different from its competitors?
Adidas stands out with its focus on innovation, sustainability, and athlete-centric design.
What is Adidas pricing strategy?
Adidas employs a high-low pricing strategy. They generally keep prices higher than their competitors, but the company uses promotional discounts to offer lower prices and attract consumers.
Who are Adidas’ main customers?
Adidas targets customers of upper-middle-class/high-end customers.
What is Adidas USP?
The USP of Adidas is its comfortable and lightweight sportswear, as well as its innovative technology and design.
What is Adidas brand differentiation?
Adidas brand differentiation comes from its focus on innovation, sustainability, and cultural relevance. The company stands out with cutting-edge technology in footwear and apparel, eco-friendly initiatives like recycled materials, and strong collaborations with athletes, influencers, and designers. This unique approach helps Adidas maintain a strong identity in the competitive sportswear market.
What is Adidas marketing strategy?
Adidas’ marketing strategy focuses on innovation, sustainability, and digital engagement. The brand targets Gen Z and millennials through influencer collaborations, experiential marketing, and social media campaigns. It also emphasizes sustainability with eco-friendly products like Parley for the Oceans. By blending performance, lifestyle appeal, and cultural relevance, Adidas strengthens its global brand presence.
Who are Adidas competitors?
Adidas competitors include Nike, Puma, Fila, Asics, New Balance, Under Armour, Reebok, and more.
A media report claims that when Lip-Bu Tan, Intel’s new CEO, takes charge this week, he is ready to make “tough decisions” like layoffs and a major overhaul of the company’s artificial intelligence policy. In an effort to revitalise the faltering tech giant, which recorded a $19 billion deficit in 2024—its first annual loss since 1986—the 65-year-old former CEO of Cadence wants to address what he sees as a “bloated middle management layer” while modernising manufacturing operations and AI programs. According to individuals briefed on the meeting, Tan told staff members that tough decisions would need to be made during a recent town hall meeting. According to semiconductor specialist Dylan Patel, Pat Gelsinger, the former CEO, was “too nice” and hesitant to fire middle management when necessary.
The New Business Strategies of Intel
One of Tan’s main goals is to revamp Intel Foundry, which currently manufactures chips for outside customers like Nvidia. The company wants to aggressively pursue new clients while restarting manufacture of AI server chips and expanding into software, robotics, and AI foundation models. Tan left the board of Intel last August due to disagreements with the company’s leadership, but he later returned as CEO after ten years of mistakes that saw Intel lose out on opportunities in AI processors and smartphones, letting Arm Holdings and Nvidia take the lead in these markets. His plan seems to be an improvement on Gelsinger’s original plan, which aimed to turn Intel into a contract chip maker competing with Taiwan Semiconductor Manufacturing Co., rather than a radical departure from it.
Future of Intel’s Business
Strong sales of Intel’s upcoming Panther Lake chips, which will have AI capabilities and make use of the company’s new “18A” manufacturing technique, are crucial to the company’s financial recovery this year. Industry watchers believe Intel’s contract manufacturing unit might succeed if Tan wins at least two significant customers. According to reports, Nvidia, Broadcom, and Advanced Micro Devices are expressing interest in Intel’s enhanced production techniques, which could indicate that Tan’s recovery efforts are getting off to a good start.
More Focus on AI Chip Manufacturing
Tan principally wants to focus on increasing Intel’s chip-making division. Previously, the tech company only produced its own chips, but now it also produces them for Nvidia and other businesses. Tan wants to strengthen this aspect of the company and attract more clients. He also aims to increase Intel’s AI initiatives. In the development of AI chips, the company has lagged behind rivals such as Nvidia. Tan aspires to revive Intel’s AI initiatives and diversify into fields such as robotics, software, and intelligent AI systems.
A sport as old as human history, perhaps, but has a recorded history since the late 16th century. Cricket originated in South East England, and by the 18th century, it was an established sport in the country. The 19th and 20th centuries saw the sport develop globally, with international matches being played. Cricket is the world’s second most popular spectator sport after football.
The 20th-century growth of international cricket began when the Imperial Cricket Conference was founded in 1909 with England, Australia, and South Africa as its founding members. In 1989, the ICC renamed itself the International Cricket Council. Over the years, many more countries joined, with Afghanistan and Ireland becoming the latest members in 2018, bringing the total number of full members to 12.
Over the years, the game has changed and evolved from the Test Matches of the earliest days to One Day Matches, Twenty20 Matches, etc. Cricket has assumed various formats which have continued to be a major competitive sport in most of the former British Empire countries, especially the Indian Subcontinent.
The formation of the Twenty20 leagues in India—the unofficial Indian Cricket League and the official Indian Premiere League—has raised much speculation about the sport’s future. The game, however, continues to enjoy enormous popularity with in-person matches and television audiences.
As the game gained popularity over the years, it attracted more and more investments from the government and then from the private corporate sector. This also ensured that the players got better remuneration as time progressed. Today, cricket players earn big money from not only the structure of international cricket but even privately run cricket leagues.
Earning Avenues for Cricket Players
Indian cricket players earn a fixed annual salary from the Board of Control for Cricket in India(BCCI) depending on seniority, play competency, and other parameters as decided by the board’s grading system. This salary goes a long way in ensuring that the players make this game their primary concern. Apart from this, they also get paid per match, depending on the type of match. There are various other avenues of income for cricket players.
Avenues During an Active Cricket Career
Advertising
Indian Cricketers’ Brand Endorsements – Earning Avenues for Cricketers
As popular as the sport is in the Indian subcontinent, the high-ranked Indian players are in demand in the advertising world. They are offered advertising campaigns by some of the top-rated brands and earn big money for them. These brand endorsements could be television ads, magazine ads, billboard campaigns, etc.
Some famous names in the cricket world are associated with some of the biggest names in the business world as brand ambassadors. Virat Kohli endorses Sun Pharma’s Volini Gel, Hero MotoCorp, Google Duo, Vivo, Myntra, Bluestar, and many more. Jaspreet Bumrah is the brand ambassador for boAt, Unix, Dream 11, Seagram’s Royal Stag, OnePlus Wearables, and others. Rohit Sharma endorses Adidas, La Liga, Financepeer, Dr. Trust, and more.
Sponsorships
In cricket, sponsorship is a marketing tool. Players get paid huge amounts of money to be seen using a particular brand, in effect, endorsing it. Cricket Players especially get highly paid for bat sponsorships, T-shirt sponsorships, athletic shoe sponsorships, helmets, knee & elbow pad sponsorships, etc. Every brand that these players are seen using receives a sales boost due to those sponsorships. And the players, in return, receive huge payouts for it.
Playing for Private Enterprises
How IPL pay to Cricketers?
Private Cricket Leagues like IPL and other brands pay large amounts of money to cricket players to play for them. IPL, for example, holds auctions for cricket players to be bought out by various teams registered with them. The better the player, the larger the payout.
Performance-Based Bonuses
Cricket players also earn money through performance-based bonuses, which reward them for outstanding match performances. These bonuses are given for achievements like Man of the Match awards, Man of the Series awards, and more. Such incentives encourage players to excel, as better performance leads to higher earnings beyond their contract salary.
Social Media and Digital Content
Cricket players, with millions of followers on Instagram, Twitter, and YouTube, have a powerful online presence. They earn through brand partnerships, sponsored posts, live streams, and collaborations. Brands pay well for exposure to their vast fan base, making social media a significant income source. This digital influence boosts their earnings while keeping them connected with fans.
Indian Cricket Players Turned Coaches – Kapil Dev, Ravi Shastri, Rahul Dravid (left to right)
Once a cricket player retires from active playing, there is a multitude of things that he/she can do to open doors for a regular income. One of those things is relying on years of training and playing and using that skill to train upcoming talent. They may join a cricket academy to coach an entire team or take on personal coaching assignments. In any case, these engagements are high-paying and assure a regular source of income. Well-known retired cricket players like Robin Singh, Manoj Prabhakar, Venkatapathy Raju, and S. Sriram have taken assignments to coach international teams. Other prominent Indian national Cricket team coaches include Kapil Dev, Ravi Shastri, Rahul Dravid, and more.
Commentators
A financially lucrative and attractive assignment to take is that of a cricket commentator. Ex-players get signed on by popular sports channels as commentators during matches. Some famous names in the commentary are Ravi Shastri, Sunil Gavaskar, Mohinder Amarnath, and Mohammad Azharuddin.
Many ex-cricket players own successful business ventures that have become their primary source of income post-retirement. The salaries and payouts that players receive are usually invested in various ventures or to start a new business themselves. Known as a serial entrepreneur, Kapil Dev is the most famous name in Indian Cricket. Post-retirement this dynamic man owns several businesses across the country including a restaurant called ‘Captain’s Eleven” in Chandigarh and Patna and a hotel in Chandigarh named ‘Kaptain’s Retreat Hotel’.
Other famous names include Sachin Tendulkar, who has a diversified investment portfolio as well as owns eateries; Virat Kohli, who, among other investments, jointly owns the gymnasium chain ‘Chisel’, MS Dhoni, who co-owns Mahi Racing Squad India, a Super Sports World Championship team; and Yuvraj Singh, who supports the sports-themed online business Sports365.in, which sells sporting and fitness equipment.
The bottom line is that retiring from playing active sports is, in fact, an opportunity to grow in other aspects that these well-known cricket players have explored to their fullest extent. There are many career options that players can explore which may or may not be related to their chosen careers. The idea is to grow – personally, professionally, and financially.
FAQs
Who gives salaries to cricketers?
Indian cricket players earn a fixed annual salary from the Board of Control for Cricket in India(BCCI). Apart from this, they also get paid per match, depending on the type of match.
How do cricketers make money?
The Indian Cricket players make money in the following ways:
Advertising
Sponsorships
Playing for Private Enterprises (IPL)
How do cricketers earn money after retirement?
The earning avenues for cricketers after retirement include:
Cricket Coaching
Commentators
Entrepreneurship and Investing
How do cricketers get paid?
Cricketers earn through contracts (central/team), match fees, endorsements, performance bonuses, franchise leagues (IPL, BBL), and social media deals. Top players also earn from brand sponsorships, prize money, and business ventures.
Do cricketers get pension?
Yes, many retired cricketers receive a pension from their cricket boards, like BCCI, ECB, and PCB, based on their playing tenure and contributions.
How much money do cricketers earn?
Cricketers’ earnings vary widely. Top international players earn INR 10-50 crore+ yearly from contracts, match fees, IPL, and endorsements. Domestic players earn INR 20 lakh to a few crores. Retired players may get pensions and media deals.
In the earlier days, the hospitality industry operated on a localized scale, limiting itself to specific areas. People often discovered accommodations only upon reaching their destination or relied on agents for lodging during travel. The unbranded nature of this industry introduced uncertainties, which were subsequently addressed and reshaped during the internet and technological boom.
This transformative period saw the emergence of various players, such as Airbnb and FabHotels, with OYO standing out among them. OYO’s rapid success and widespread popularity played a pivotal role in branding and restructuring the entire industry in our country. Notably, OYO has evolved to become the third-largest hotel chain globally (as of June 2019).
In this article, we will delve into OYO success story, startup story, its history, its founder, business model, funding, competitors, and more.
OYO, also referred to as OYO Hotels or OYO Rooms, is an international hospitality platform that offers reasonably priced lodging options all over the world. The business offers consumers the option to choose rooms and living areas that best fit their needs at an affordable price by listing both franchised and leased hotels on its marketplace.
OYO’s successful marketing tactics and flexible expansion plans are responsible for its noteworthy growth. Founded in 2012, OYO, with its headquarters in Gurgaon, Haryana, was established by Ritesh Agarwal when he was just 19 years old. The business has considerably grown since its founding, operating in several cities across several nations.
Apart from standard hotel accommodations, OYO provides an extensive array of services, assisting users in locating residences, holidays, long-term and short-term rentals, and meeting different business or corporate travel requirements. OYO is positioned as a flexible participant in the international hospitality market.
OYO – Industry
As to a report analysis by Statista, the hotel industry is anticipated to witness significant expansion, with a revenue of US $9.13 billion by 2024. The results point to a strong expansion trajectory and a predicted annual growth rate (CAGR 2024–2028) of 5.41%.
The market volume is predicted to rise further if current trends continue, with an anticipated value of US $11.27 billion by 2028. Based on thorough research carried out by Statista, these estimates highlight a good picture for the hotel business, demonstrating ongoing expansion and changing consumer patterns.
OYO – Founders and Team
Ritesh Agarwal is the co-founder and Group CEO of OYO.
Ritesh Agarwal
Ritesh Agarwal, Co-Founder and Group CEO of OYO
Ritesh Agarwal is the co-founder and Group CEO of the online hospitality chain OYO. He was born in Odisha. His interest in business started early in his teens. Ritesh dropped out of college and was accepted into the Thiel Fellowship program in 2013. His time at Thiel Fellowship and the year before laid the foundation for OYO. He has joined the Shark Tank India Season 3 panel as the youngest shark.
OYO – Startup Story
OYO Rooms story began with Ritesh Agarwal’s vision to provide affordable and standardized hotel rooms for budget travelers, which quickly expanded into a global hospitality brand, now operating in over 80 countries. While residing in California in 2013, Ritesh Agarwal started OYO with the original goal of running an Indian hotel through Oravel Stays. Targeting low-cost tourists online, the hotel in Gurgaon later rebranded as OYO saw a sharp increase in occupancy rates in just its first month, going from 19% to 90%. After coming back to India, Agarwal saw the opportunity to elevate budget accommodations throughout the world.
OYO’s concept arose from Agarwal’s desire to please both owners and guests. It is focused on smart updates, optimized services, and dynamic pricing. OYO’s strategy, which was centered on the preferences of its guests and little elements like soft white light, enhanced reviews, and guaranteed profitability, signifying its transformation from a single property to a worldwide hospitality network.
OYO – Mission and Vision
Mission: The OYO mission on the company website is mentioned as “OYO is a global platform that empowers entrepreneurs and small businesses with hotels and homes by providing full-stack technology that increases earnings and eases operations. Bringing affordable and trusted accommodation that guests can book instantly.”
Vision: OYO vision is to empower entrepreneurs and small businesses with homes and hotels to increase earnings and simplify their operations.
OYO – Name and Logo
OYO Logo
The name OYO stands for ‘On Your Own’ rooms. Earlier, the company was named ‘Oravel’ but later changed to OYO.
OYO – Business Model
OYO’s unique business model represents the first hotel chain to be integrated with OTA-like distribution capabilities. In contrast to conventional approaches, OYO tackles practical issues in the actual world, with brand development coming naturally rather than as the main goal.
It functions as a redesigned hybrid, skillfully fusing technology and hospitality to maximize client satisfaction, efficient use of available space, and general corporate success.
The dedication to customer pleasure that is at the heart of OYO’s ideals is demonstrated by the company’s initial acceptance requirements and its upfront investment in modernizing each hotel before it joins the OYO network.
OYO’s core advantage is its ability to consistently prioritize the needs of its customers. The company has shaped its business model to optimize the customer experience, effectively utilizing technology and hospitality to improve space utilization and overall business performance.
OYO – Revenue Model
OYO employs a diverse revenue model to sustain its business, featuring several key streams:
Commissions:
OYO has a commission-based business model, taking a cut of about 22% from its hotel partners for each reservation made via its website. Depending on variables like property kind, location, and other considerations, the proportion might change.
Franchise Charge:
OYO has a franchise model whereby it charges its partners fees for the use of its technology, brand, and operational assistance. One-time or ongoing payments are included in this income stream, which makes up a sizable portion of OYO’s earnings.
Room rate margins:
By selling rooms to visitors at a higher price than it originally negotiated with partner properties, OYO makes money by keeping the difference between the selling and reduced rates.
Membership in OYO Wizard:
Wizard Blue, Wizard Silver, and Wizard Gold, OYO’s premium memberships, are a profitable revenue stream.
Promotions, Collaborations, and Sponsorships:
Through sponsorships, brand promotions, and advertisements on its website and app, OYO makes money off of its platform. To increase overall revenue, businesses pay OYO fees for the display of their advertisements.
Income from Supplementary Services:
By charging more for upscale offline services and facilities, OYO diversifies its revenue sources. Breakfast, transportation, laundry, and other extras bring in money and give consumers something extra, all while strengthening OYO’s bottom line.
OYO – Challenges Faced
OYO faced various difficulties in the past that are typical of many startups. The business struggled with massive layoffs, conflict with hotel partners, and lawsuits related to disagreements in contracts. Although the aggressive pricing strategy was successful in drawing in customers, it also caused worries about profitability and sparked legal attention, especially because of claims of predatory pricing.
Due to complaints of dormant or nonexistent listings, the legitimacy of OYO’s platform was also called into question. The COVID-19 pandemic dealt a further blow to these difficulties, forcing OYO to traverse a challenging environment and deal with governance concerns to ensure a stable future. These obstacles are similar to those that startups in the cutthroat hotel sector frequently encounter.
OYO went through 21 funding rounds as of 2024 out of which it has raised $3.5 billion. Their latest funding was raised on Aug 11, 2024, from a Series G round of $175 million by Incred Wealth.
Below are some of the recent funding rounds of OYO:
OYO’s shareholding pattern as of January 2025, sourced from Tracxn:
OYO Shareholders
Percentage
Ritesh Agarwal
6.2%
Red Spring Innovation Partner
1.4%
SoftBank
40.5%
Patience Capital Group
3.4%
Sequoia Capital
2.8%
Lightspeed Venture Partners
2.9%
Grab
1.6%
Didi
1.6%
Greenoaks
0.6%
DIG Investment
0.2%
Hindustan Media Ventures
< 0.1%
ASK Group
< 0.1%
InCred Capital
< 0.1%
Analah Ventures
< 0.1%
Arthya
< 0.1%
Ra Hospitality
19.4%
Airbnb
1.2%
Five Stars Capital
0.9%
Global Ivy Ventures
0.8%
China Lodging Holding
0.7%
J&A Capital Partners
0.5%
Stability Investment
< 0.1%
Microsoft
< 0.1%
Group SNS
< 0.1%
Do Moonstone Advisors
< 0.1%
Angel
< 0.1%
Other People
< 0.1%
ESOP Pool
11.5%
Other Investors
1.4%
Total
98.0%
OYO Shareholding
OYO – Investments
OYO has invested in OYO LIFE, signaling a strategic move to diversify its portfolio beyond conventional hospitality services as of October 30, 2018.
OYO – Acquisitions
OYO has acquired 10 companies around the world so far. The latest acquisition was announced on September 20, 2024, that Oravel Stays Ltd, the parent company of OYO, had acquired G6 Hospitality LLC, the parent company of the Motel 6 and Studio 6 brands for $525 million.
The following are the 10 companies that have been brought under the management of OYO:
Date
Company
Amount
September 20, 2024
G6 Hospitality
$525 million
August 10, 2022
Bornholmske Feriehuse
–
May 9, 2022
Direct Booker
–
September 2, 2019
Danamica
$10 million
May 1, 2019
Leisure Group
$415 million
March 26, 2019
Qianyu Islands
–
March 15, 2019
Innov8 Coworking
$30 million
August 13, 2018
Weddingz
–
July 10, 2018
AblePlus Solutions Pvt Ltd.
–
March 18, 2018
Novascotia Boutique Homes
–
OYO – Growth
OYO’s journey began modestly, evolving from a small platform supporting local customers and businesses into the world’s third-largest multinational hotel chain as of June 2019. Starting in 2012, OYO debuted with sponsorship support and unveiled its website in its first year of operation. The firm reached 100 cities with 10,000 rooms by 2015, and in 2016, it went outside of India and then later went on to expand into the UK, China, the US, Indonesia, Europe, and other regions
OYO launched several services throughout its expansion phase, including OYO Townhouse, OYO Workspaces, OYO Wizard, and OYO Life. Even with sporadic controversies like the one with the relationship mode’ feature the business became well-known. OYO’s strategic expansion and ongoing introduction of new features helped to cement the company’s reputation throughout the world.
Some of the growth highlights of OYO are:
OYO Corporate Business Solution has 4,000+ exclusive hotels, as mentioned on their website as of January 2024.
OYO Corporate Business Solution has a presence in 230+ cities and towns as of January 2024, spanning across 4 countries.
OYO has over 174,000 hotels and homes around the nation as of January 2024.
It is present in over 35 countries as of January 2024.
OYO reached the milestone of 100 million downloads in 2021.
The estimated company valuation is $2.7 billion as of August 2024.
OYO – Financials
OYO’s financial performance over the last few years shows a steady increase in revenue, despite fluctuations in its profits and expenses. The company has been making strides in improving its operational efficiency, but still faces significant challenges, with losses in some years.
Particulars
FY24
FY23
FY22
FY21
FY20
Revenue
INR 5,541.6 Crore
INR 5,601.7 Crore
INR 4,905.2 Crore
INR 4,157.4 Crore
INR 14,113.2 Crore
Expenses
INR 5,725.8 Crore
INR 6,799.7 Crore
INR 6,985.3 Crore
INR 6,936.1 Crore
INR 25,375.1 Crore
Profit/Loss
INR 229.6 Crore
INR -1,303.6 Crore
INR -2,130.9 Crore
INR -3,823.5 Crore
INR -13,038.7 Crore
OYO Financials
OYO Revenue:
Particulars
FY24
FY23
Revenue from Operations
INR 5,388.8 crore
INR 5,463.9 crore
Other Income
INR 152.8 crore
INR 137.8 crore
Total Revenue
INR 5,541.6 crore
INR 5,601.7 crore
Revenue from Operations decreased slightly from INR 5,463.9 crore in FY23 to INR 5,388.8 crore in FY24.
Other Income also decreased from INR 137.8 crore in FY23 to INR 152.8 crore in FY24, but the overall revenue remained relatively stable.
OYO Expenses:
Particulars
FY24
FY23
Operating Expenses
INR 2,885.4 crore
–
Employee Benefit Expense
INR 744.4 crore
INR 1,548.8 crore
Finance Costs
INR 843.8 crore
INR 681.6 crore
Amortization & Depreciation
INR 200.3 crore
INR 280.3 crore
Other Expenses
INR 1,051.8 crore
INR 4,289 crore
Employee Benefit Expenses decreased significantly from INR 1,548.8 crore in FY23 to INR 744.4 crore in FY24, showing a major reduction in employee-related costs.
Other Expenses also decreased from INR 4,289 crore in FY23 to INR 1,051.8 crore in FY24, reflecting better control over non-operational costs.
OYO Profit/Loss:
Particulars
FY24
FY23
Gross Profit
INR 235.8 crore
INR -1,303.4 crore
Operating Profit
INR -174.1 crore
INR -1,198 crore
Net Profit/Loss
INR 229.6 crore
INR -1,303.6 crore
Gross Profit shifted from a loss of INR 1,303.4 crore in FY23 to a profit of INR 235.8 crore in FY24.
Operating Profit also showed improvement, with a loss of INR 1,198 crore in FY23 reducing to a smaller loss of INR 174.1 crore in FY24.
Net Profit/Loss improved significantly, moving from a loss of INR 1,303.6 crore in FY23 to a profit of INR 229.6 crore in FY24.
OYO made a profit of INR 158 crore in the second quarter of FY25, ending in September, as shared by the founder Ritesh Agarwal in a town hall meeting, according to sources. OYO’s parent company, Oravel Stays Ltd, had a loss of INR 50 crore during the same period last year in FY24. In the first quarter of FY25, OYO’s profit after tax was INR 132 crore, bringing its total profit for the first half of FY25 to INR 290 crore ($35 million). This is a big turnaround from the INR 91 crore net loss in the same period last year. OYO’s revenue in Q2 FY25 also grew to INR 1,578 crore, up from INR 1,413 crore in Q1.
EBITDA
OYO FY23-FY24
FY23
FY24
EBITDA Margin
-4.23%
15.52%
Expense/₹ of Op Revenue
₹1.24
₹1.06
ROCE
-8.60%
13.40%
OYO – Programs and Feature launch
Super OYO program
The Super OYO program was introduced by OYO in December 2022. Through this initiative, customers were able to identify hotels that provided the most reliable and superior customer service.
OYO Accelerator Program
In March 2023, OYO announced the launch of the Accelerator Program, with plans to add more than 200 properties in key Indian cities to its portfolio as part of the accelerator project.
OYO Spotless Stay Program
In July 2023, OYO introduced the Spotless Stay Program, as part of their planned initiatives. The program was designed to implement new cleaning and hygiene requirements, simultaneously enhancing hotel and room decor.
Stay Now, Pay Later Feature
OYO has introduced the Stay Now, Pay Later Feature in June 2023. This feature follows the rise in popularity of buy now, pay later (BNPL) plans for buying consumer electronics from retail stores and e-commerce websites.
OYO New Brand Palette
In cities including Jaipur, Hyderabad, Digha, Mumbai, Chennai, Manesar, and Bengaluru, OYO said it has opened 10 Palette resorts as a pilot program. By Q2 FY24, it plans to increase that number to 40 as per various news reports said in July 2023.
OYO – Partnerships
Some of the prominent partnerships of OYO are:
Lemon Tree
In March 2023, OYO had established a partnership with Lemon Tree. The collaboration aimed to enhance the occupancy of Lemon Tree Hotels’ banquets and event spaces in over 40 locations nationwide, including Delhi NCR, Jaipur, Kolkata, Lucknow, Bhubaneswar, Mumbai, and Pune, among others.
SoftBank
In September 2023, the parent company of OYO, Oravel, formed a partnership with SoftBank. Through this collaboration, they introduced the premium hotel chain Sunday in India, establishing a relationship with SoftBank Japan.
OYO – Layoff
In December 2022, OYO made 600 layoffs as part of a significant reorganization, which had an impact on the corporate and technology divisions.
OYO – Advertisements and Social Media Campaigns
OYO Campaign
OYO launched a multi-film brand campaign that featured renowned actors such as Gul Panag, Kalki Koechlin, Chitrangada Singh, and Kunal Kapoor. The campaign aimed to highlight the everyday experiences of tourists by utilizing television, social media, and over-the-top platforms.
In response to the changing tastes of travelers during the pandemic, OYO placed a strong emphasis on customization and flexibility in its brand campaign. The first movie emphasized the advantages of OYO’s “Nearby” feature, which allows customers to easily book lodging with a tap on the smartphone and takes advantage of OYO’s widespread presence in over 35 countries globally.
OYO – Awards
OYO has won various awards. Some of the prominent ones are:
In the hospitality sector, the Ministry of Skill Development and Entrepreneurship presented the 2017 National Entrepreneurship Award to OYO.
OYO won the 2019 ASEAN-India Excellence & Achievement Award.
OYO won the 2018 ET Startup Awards, the biggest startup competition in India.
OYO – Competitors
The following are some of the top competitors of OYO:
Airbnb
Airbnb is one of the popular and well-known competitors of the company. It was established in 2007 and is considered to be a predecessor and a luminary for OYO. Airbnb serves to be a trusted brand globally due to its affordable prices and availability of excellent accommodations.
Treebo Hotels
Treebo is a growing hotel chain in India that has established its operation in over 113 cities in the country. This company operates in the category of the premium budget segment. Treebo Hotels is based in Bangalore, Karnataka, India.
FabHotels
FabHotels was founded in 2014 by two alumni of “The Wharton School of the University of Pennsylvania.” It rents out 3-star rated hotels at a budgeted price under its brand. FabHotels operates in more than 66 cities, with over 900 hotels in India as of November 2022.
SUNDAY Hotels, a premium brand of OYO, aims to launch 25 new hotels in key travel destinations across India by March 2025. The expansion will include immediate openings in Gurgaon, Manesar, and Corbett, following recent launches in Jaipur, Vadodara, and Chandigarh. Launched in May 2023, SUNDAY Hotels is a joint venture between SoftBank Group and Oravel Stays.
OYO had originally planned to go public in 2022, but due to worries about the worldwide market slump and how it may affect the firm’s valuation, the company decided to strategically delay its IPO to an unspecified future date. This delay was caused by the worry of a reduced worth.
According to a news report from January 2024, the Indian hotel booking company, supported by SoftBank Group Corp., is allegedly in talks with Khazanah to lead a $400 million fundraising to pursue expansion and debt reduction. It’s crucial to remember that this information has not yet been verified.
Furthermore, according to a different news report from January 16, 2024, OYO intends to expand its portfolio by 400 new hotels with an emphasis on religious tourism.
FAQs
What is OYO?
OYO, also referred to as OYO Hotels or OYO Rooms, is an international hospitality platform that offers reasonably priced lodging options all over the world. The business offers consumers the option to choose rooms and living areas that best fit their needs at an affordable price by listing both franchised and leased hotels on its marketplace.
Oyo started in which year?
OYO was established in 2012.
Who is the founder of OYO?
Ritesh Agarwal is the founder of OYO.
What is the valuation of OYO?
The valuation of OYO is $2.7 billion as of August 2024.
What is OYO famous for?
OYO is famous for budgeted hotel bookings and affordable stays.
Who are the top competitors of OYO?
Some of the top competitors of OYO are:
Airbnb
Treebo Hotels
FabHotels
How did OYO start?
Ritesh Agarwal launched Oravel Stays in 2012 as a website for listing and booking budget accommodations. The company was later rebranded as OYO in 2013.
What is the success story of OYO startup?
OYO’s success story is a tale of rapid growth in the hospitality industry. Founded by Ritesh Agarwal in 2013, it started as a budget hotel chain and quickly scaled up by offering standardized, affordable rooms across India. OYO’s innovative business model, focusing on technology, has allowed it to expand internationally. Despite facing losses in early years, the company has secured major investments and is now one of the largest hotel chains globally, known for its widespread presence and a large number of partner hotels.
Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations.
The payment was an area marred with currencies, chaos, and uncertainties. This ushered in the ATM facilities and the ATM-cum debit cards for banking customers. However, even after ATMs came into being in India, the effective usage of cards in physical shops and for other merchants was still fraught with numerous concerns. To mitigate these, Pine Labs was established.
Founded in 1998 as a simple card-based payment and loyalty program, Pine Labs now stands as an Indian merchant platform company to extend financing and last-mile retail transaction technology for the merchants and its customers.
However, it was in 2009 that Pine Labs’ real payments journey began when it ventured into the mainstream payments space and decided to provide solutions to the merchants by connecting to banks and other financial services with the all-new Pine Labs PoS machines. The company was acutely aware that merchants were seeking solutions to enhance their engagement with customers during the payment process. So, it began partnering with banks and payment aggregators and ensured its PoS machines could process all forms of digital payments.
Pine Labs currently provides merchant platform support and makes software for point-of-sale (PoS) machines. The company currently boasts of having more than 70,000 retailers in India including biggies like Mark’s and Spencer’s Retail, Pantaloons, Westside, and more. It is also a unicorn, which joined the coveted club of Indian unicorns in January 2020 by raising an undisclosed amount from the American multinational company, Mastercard, thus becoming the first Indian unicorn startup in 2020 to emerge as a unicorn.
StartupTalky covers the full journey that Pine Labs witnessed including all the information about the company, its Founders and Team, Name, Tagline and Logo, Mission and Vision, Business and Revenue Model, History, Challenges, Startup Story, Competitors, Funding and Investors, and more.
Pine Labs is an Indian merchant platform company that provides financing and last-mile retail transaction technology founded in 1998.
Every day merchants use Pine Labs PoS machines to increase revenue whilst reducing costs, complexity, and risks. This gives Pine Labs a unique opportunity to participate in its growth journey. It focuses on the merchants’ needs, revenue generation strategies, last-mile retail transaction technologies, data analysis, and experiences for their shoppers and customers. The company offers a full-stack merchant platform that is a unique blend of technology and financial solutions.
Pine Labs’ solutions, which are used by merchants from diverse sectors, are now used by over 100,000 merchants in India, and several other Asian countries. In India alone, the company’s cloud-based platform powers over 350,000 PoS in over 3,700 towns.
Pine Labs – Name, Tagline, Logo and its Meaning
Pine Labs is driven by the tagline “We make your business future-positive.“
The logo has a bright green double arrow symbol pointed Northeast and denotes growth, prosperity, and optimism.
Pine Labs Company Logo
Pine Labs – Startup Story
In the beginning, the company’s focus was clearly on large-scale, smart, card-based payment and loyalty solutions for the retail petroleum industry. It was in 2009 that the real payments journey of the company began when it ventured into the mainstream payments space to provide solutions with its PoS machines to merchants, connecting them to banks and other financial services. The company partnered with banks and payment aggregators and ensured that its machines could process all forms of digital payments.
By 2012, Pine Labs had redefined its payment technology offerings and grown into a company that pioneered the smart, cloud-based unified point-of-sale platform, designed to reduce costs and drive revenues for retailers. Its alliances with top banks and brands gave the company the ability to offer multiple services to the merchant through its platform.
Thus, it evolved into a merchant platform that encompasses solutions around payments, risk assessment, multi-channel analytics, merchant lending and insurance, brand offers, cashback, integrated billing, and more. It currently boasts a network of over 21 financial services institutions and 100 brands.
The year 2017 saw Pine Labs lay its first global footprint when it entered Malaysia with an exclusive partnership with CIMB Bank. And today, Pine Labs is well into building the world’s most robust merchant platform that brings together technology and financial solutions to meet every need of the modern merchant.
The founders of Pine Labs are Lokvir Kapoor, Rajul Garg, and Tarun Upadhyay.
Lokvir Kapoor
Lokvir Kapoor is recognized as the Executive Chairman and Co-founder of Pine Labs. Kapoor is an IIT Kanpur alumnus from where he obtained a BTech in Mechanical Engineering. He eventually went on to complete an MBA from IIM Bangalore. Lokvir previously worked with Schlumberger in the areas of financial management and business development in India and abroad before he co-founded Pine Labs in 1998.
Lokvir Kapoor, Founder of Pine Labs
Rajul Garg
Currently known as the Co-Founder and Managing Partner of Leo Capital Holdings, Rajul Garg has been the Co-founder of Pine Labs and also served as the CEO of the company for over 5 years post which he remained as a Board member for more than 4 years. Leaving the company Rajul co-founded GlobalLogic where he served as the Co-founder and COO and SVP. Garg then became a Consultant and Angel Investor for a considerable amount of time. Sunstone Eduversity was another company that Rajul co-founded. He was also the CEO of the company. Rajul Garg has a Btech in Computer Science from IIT Delhi.
Rajul Garg, Founder of Pine Labs
Tarun Upadhyay
Tarun Upadhyay was a Co-founder and CTO at Pine Labs. Upadhyay has an integrated MSc. in Mathematics and Computer Applications from IIT Delhi. Tarun has a streak of co-founding companies including GlobalLogic, hCentive, and Gallop.ai in most of which he served as the co-founder and CTO except for Gallop.ai, where Tarun was appointed as the CEO.
Tarun Upadhyay, Founder of Pine Labs
Amrish Rau is currently the CEO of Pine Labs. He assumed his office with the Noida-based fintech unicorn in March 2020. He has previous experience of being the CEO of First Data and Payu India.
Amrish Rau, CEO Pine Labs
Pine Labs has a company size of 1001-5000 employees.
Pine Labs – Mission and Vision
Pine Labs’ mission statement says, “Maniacal focuses on creating a product and services platform that widens access and accelerates commerce for merchants in each local market we operate in.“
“We believe that every business can grow exponentially with technology and capital” goes the vision statement of Pine Labs.
Pine Labs – Products and Services
The company provides mobile point of sale (PoS) machines that allow merchants to accept credit and debit card payments. Some offerings of Pine Labs include Instant EMI, Instant Discounts, Cashback Programs, PaybyPoints, Loyalty Solutions, e-wallet, Targeted Promotions, Dynamic Currency Conversion, and Gift Solutions.
Pine Labs announced the launch of the merchant commerce platform Plural on October 14, 2021, with which the company forayed into the payment gateway business. This sets Pine Labs as a direct competitor against companies like Razorpay, PayU-Billdesk, CCAvenue, and Paytm. Plural Gateway, Plural Checkout, and Plural Console are the 3 products that the company launched to serve its merchant base of over 5 lakhs. These products can be defined as:
Plural Gateway – Plural Gateway will help the merchants avail of a single payment dashboard for different kinds of payments, including Unified Payments Interface (UPI), and credit and debit cards.
Plural Checkout – Plural Checkout serves as a Mobile SDK (Software Development Kit), which aims to boost the performance of the payment gateways for Android and iOS users.
Plural Console – Designed as a Payment Orchestration Platform (POP), Plural Console will offer a single tech framework to trigger transactions via multiple payment gateways, as mentioned by the company in a press statement.
Pine Labs Plural is currently processing $380 mn in monthly transactions, as of August 6, 2022. This would grow by 10-15X in the next 2 years.
Pine Labs – Business and Revenue Model
After two decades of working closely with merchants, Pine Labs now helps merchants sell more, grow more, and build more with greater efficiency. It serves the merchants’ omnichannel needs. By leveraging technology and domain expertise, it caters to merchants of all sizes helping them to thrive in the changing global marketplace.
The Pine Labs business model is altered as per its merchants’ needs. The payments unicorn introduced advanced, cloud-based point-of-sale (PoS) machines that enhanced its engagement with customers during the payment process. Pine Labs has restructured the payment technology space whilst contributing hand in hand to the world’s digital economy as well. It is also credited as one of the oldest fintech companies in India.
Pine Labs depend heavily on the sale of their products, like the POS payments devices. Furthermore, it also gains commissions from the sale of its services. The company through the income it gets from the interest on fixed deposits and current investments.
Pine Labs – Revenue and Growth
Pine Labs has a network of over 150K merchants across 3700+ cities in India and Malaysia.
Transactions on Pine Labs machines can be initiated by cards, QR codes, or phone number billing. The company also offers working capital loans, loyalty services via PinePerks, etc. Pine Labs has always led the PoS business and has provided card-swiping terminals to merchants. To expand its set of offerings, Pine Labs is currently developing Buy Now Pay Later (BNPL), invoice management, gifting, and eCommerce solutions.
Some of its partners include Apple, Google Pay, Samsung, Sony, etc. The company has raised $310.8 Million from investors such as Sequoia India, PayPal, Temasek, Actis Capital, Altimeter Capital, Madison India Capital, and Sofina.
Here are some of the growth statistics of the company at a glance:
It is one of the oldest fintech companies in India.
It boasts of having around 140,000 merchants in India and other Asian countries.
Pine Labs platform powers over 350,000 PoS terminals in India across 3,700 cities and towns in India and Malaysia.
It has more than 70,000 retailers across India.
Pine Labs has partnerships with more than 15 major banks, 7 financial institutions, and more than 100 brands that are a part of Pine Lab’s platform that processes payments of around $30 Bn each year.
Pine Labs Launches Mini – A QR-Device
Pine Labs has recently introduced an innovative point-of-sale device known as the Mini, which stands out for its remarkably affordable price tag of only Rs 1,999, offering a cost-saving alternative that is roughly one-third the expense of traditional card-swipe machines.
What sets the Mini apart is its versatile functionality, as it not only can generate dynamic QR codes for UPI payments but also seamlessly accommodates contactless card payments, making it a convenient and cost-effective choice for businesses.
Navnit Nakra, CRO, Pine Labs, said, “QR-based and card tap payments are a perfect solution for Indian consumers on the go. On the merchant side, an absolute must is a fast checkout experience and the elimination of the cost barrier in point-of-sale digitisation. Addressing these needs, we are delighted to launch a QR-first, card-accepting, cost-effective PoS solution called Pine Labs Mini.”
This cutting-edge device is a departure from the norm in the Indian market, where most point-of-sale (PoS) devices are primarily designed for debit and credit card transactions. Pine Labs’ Mini device, on the other hand, places a strong emphasis on QR code-based payments and contactless card tapping, catering to the evolving preferences of modern consumers and businesses seeking a more versatile and seamless payment experience.
Pine Labs-owned Setu would now operate as an account aggregator
Setu, which is now owned by Pine Labs, has received an in-principle license from the RBI via its subsidiary, Agya Technologies, which can now operate as an account aggregator, as per reports dated July 7, 2022. For the uninformed, account aggregator AA acts as an RBI-regulated entity that has the NBFC-AA license and
helps individuals securely and digitally access and share information between two financial institutions, where one of them can be a provider where he/she has an account while the other can be any of the regulated financial institutions in the AA network. However, it is important to note that they cannot share data without the consent of the individual. The same AA approval was granted to PhonePe and NSDL E-Governance in 2021. The payment aggregator license acquired by Setu would, therefore, now make Pine Labs
Pine Labs – Financials
Over the past five financial years, Pine Labs has experienced modest revenue growth accompanied by increasing expenses, leading to sustained losses.
Particulars
FY24
FY23
FY22
FY21
FY20
Revenue from Operations
INR 1,317 crore
INR 1,281 crore
INR 1,017 crore
INR 726 crore
INR 846 crore
Expenses
INR 1,624 crore
INR 1,402 crore
INR 1,294 crore
INR 996 crore
INR 961 crore
Profit/Loss
INR -187 crore
INR -56 crore
INR -259 crore
INR -248 crore
INR -94 crore
Pine Labs Financials
Pine Labs Revenue
In FY24, total revenue grew by 2.8% to INR 1,317 crore, up from INR 1,281 crore in FY23. This modest increase was primarily driven by a 39.2% rise in device sales and other income, which offset a significant 44.5% decline in revenue from gifting solutions.
Revenue Source
FY24
FY23
Transaction Processing & Settlement
INR 805 crore
INR 793 crore
Gifting Solutions
INR 111 crore
INR 200 crore
Device Sales & Other Income
INR 401 crore
INR 288 crore
Total Revenue
INR 1,317 crore
INR 1,281 crore
Pine Labs Expense Breakdown:
Total expenses increased by 15.8% in FY24, reaching INR 1,624 crore compared to INR 1,402 crore in FY23. This rise was largely due to a 23.9% increase in other expenses, which encompass materials, travel, advertising, and maintenance costs.
Expense Category
FY24
FY23
Employee Benefits
625
607
Legal & Professional Fees
200
150
Other Expenses
799
645
Total Expenses
1,624
1,402
PineLabs Profit/Loss
Profit Metric
FY24
FY23
Gross Profit
INR 1,317 crore
INR 1,281 crore
Operating Profit
INR -307 crore
INR -121 crore
Net Profit/Loss
INR -187 crore
INR -56 crore
The net loss for Pine Labs escalated to INR 187 crore in FY24, a significant increase from the INR 56 crore loss reported in FY23. This rise in losses is attributed to the disparity between modest revenue growth and substantial increases in expenses.
Quick Summary
Revenue: Increased by 2.8% to INR 1,317 crore in FY24, primarily due to higher device sales and other income.
Expenses: Rose by 15.8% to INR 1,624 crore, driven by higher costs in various operational areas.
Net Loss: Tripled to INR 187 crore, reflecting the imbalance between revenue growth and escalating expenses.
These financial trends suggest that while Pine Labs is achieving revenue growth, the company faces challenges in managing rising operational costs, which are impacting profitability.
Pine Labs has seen 13 rounds of funding in total and has received nearly $1.2 bn in funding to date. Pine Labs is currently valued at over $5 Billion. The total valuation of the company had shot up to $3 billion after the $600 mn funding round that came on July 6, 2021, from Blackrock and Fidelity. Pine Labs’ valuation increased to $3.5 bn, as reported on January 4, 2022.
The last round of Pine Labs funding was worth $50 mn, led by Vitruvian Partners, which it received on March 29, 2022. The previous round was $150 million, which was led by Alpha Wave Global on February 18, 2022.
The fintech giant raised 3 rounds in the past year including the $100 mn round from Invesco and the massive July 6, 2021 round led by Fidelity, BlackRock, and others when it raised $600M. It has also raised $20 mn from the country’s largest commercial bank, SBI.
Pine Labs turned into an Indian unicorn company on January 25, 2020, thereby becoming India’s first unicorn in 2020 after it received an undisclosed amount from Mastercard in the month of January the same year. Here’s a look at the prominent Pine Labs funding rounds and how they were executed:
Date
Round
Amount
Lead Investors
March 29, 2022
Private Equity Round
$50M
Vitruvian Partners
February 18, 2022
Secondary Round
$150M
Alpha Wava Global
January 4, 2022
Corporate Round
$20M
SBI
September 16, 2021
Venture Round
$100M
Invesco Developing Markets Fund
July 6, 2021
–
$600M
Fidelity Management & Research Co. and BlackRock Inc. and others
May 17, 2021
Venture Round
$285M
Baron Capital Group, Duro Capital, Marshall Wace, Moore Strategic Ventures and Ward Ferry Management and other existing investors
December 21, 2020
Secondary Market
–
Lone Pine Capital
Jan 24, 2020
Corporate Round
–
Mastercard
May 31, 2018
Secondary Market
$125M
PayPal Ventures, Temasek Holdings
Mar 13, 2018
Private Equity Round
$22M
Actis
Jul 29, 2017
Corporate Round
$99M
Flipkart
Apr 20, 2017
Secondary Market
–
Madison India Capital
Mar 25, 2009
Seed Round
$1M
Sequoia Capital India
Pine Labs – Shareholding
Pine Labs’ shareholding pattern as of February 2025, sourced from Tracxn:
Pine Labs Shareholders
Percentage
Lokvir Kapoor
3.0%
Peak XV Partners
18.3%
Actis
6.9%
Temasek
6.9%
Alpha Wave Global
3.0%
Invesco
2.5%
Madison India Capital
2.4%
Lone Pine Capital
3.4%
HSBC
1.6%
Sofina
1.6%
Altimeter Capital
1.5%
Smallcap World Fund
1.4%
Tree Line Investment Management
1.4%
Baron Funds
1.1%
Ward Ferry
1.1%
Moore Ventures
0.9%
IIFL Asset Management
1.1%
Duro Capital
0.9%
MW XO Digital Finance Fund
0.6%
Kotak Mahindra Bank
0.5%
Ishana Capital
0.3%
BlackRock
0.5%
Neuberger Berman
0.3%
IC Partners Long Only Fund
0.2%
Lightspeed Venture Partners
0.2%
Falcon Edge Capital
< 0.1%
Bharat Inclusion Initiative
< 0.1%
White Venture Capital
< 0.1%
Octahedron Capital
< 0.1%
Dayzero Holdings
< 0.1%
Relational Capital LLC
< 0.1%
Redbrook
–
Capier Investments
–
PayPal
5.3%
Mastercard
4.7%
Raffles Nominees
2.5%
Marshall Wace
1.4%
Lenarco
1.4%
Nordmann
0.9%
State Bank of India
0.5%
Cgh Amsia
0.4%
DBS Bank
0.3%
Founders Global
0.1%
Citi
< 0.1%
MD Pai Partners
< 0.1%
Pine Labs
–
M3a
–
G1 Innovations
–
Angel
0.2%
Other People
0.3%
ESOP Pool
15.4%
Other Investors
4.2%
Total
100.0%
Pine Labs Shareholding
Pine Labs – ESOPs
Pine Labs has officially announced its ESOP buyback plan, which is worth Rs 100 cr. Amrish Rau, the CEO, and Co-founder of the company took to Twitter to express his happiness. Here is his Twitter post:
Great to have Vitruvian Partners invest in Pine Labs. We continue to build for the long term. Really happy that we did a 100 crores ESOP buy back. We have a great team here, and we have much to do! https://t.co/7q1juPBfkP
The company has again announced the buyback of its shares via the initiation of a buyback program worth $6.07 mn. As per reports dated April 12, 2022, Pine Labs’ board has approved the buyback of its shares from five executives including CEO Amrish Rau. Kumar Sudarsan, Kush Mehra, Dev Anand Sharma, and Rakesh Sharma are the other key executives among the mentioned batch, which the company filed in its regulatory filings in Singapore.
The biggest beneficiary of the buyback program is Amrish Rau, who offloaded shares worth $1.92 million. Kumar Sudarsan, the co-founder of Qwikcilver, the company that Pine Labs acquired in a deal worth $110 million in April 2019, is the next in line, selling shares worth $1.75 million.
Pine Labs – IPO
Pine Labs has already passed a resolution according to the regulatory filings, where it has decided to convert its Singapore-based holding entity from private to public. The company has been renamed Pine Labs Limited from Pine labs Pte to start preparing for its upcoming IPO. Pine Labs is eyeing its US listing within the next 10-12 months. The company is estimated to raise its valuation to $5 billion in the potential IPO ahead. The IPO of Pine Labs is estimated to be around $1 bn in 2022.
The new reports dated January 10, 2022 state that Pine Labs’ preparation for its upcoming US listing is on, where the company will be raising about $500 mn (down from the $1 bn reported previously) at a valuation of $5-7 bn. The plans of the Pine Labs IPO are still on in February 2022, and the company is planning to list on the US exchange at a valuation of $6-7 billion in the IPO.
Pine Labs – Acquisitions
Pine Labs has acquired 5 companies to date. Pine Labs last acquired Setu on June 23, 2022, in a deal worth $70 mn. Setu currently provides payments, data, investments, and lending via its APIs after the expansion of its offerings. After the acquisition, as per the deal, Setu will continue to run independently. Setu was in news on July 7, 2022, for it has received the in-principle license as an account aggregator.
Pine Labs previously acquired the Mumbai-based online payments startup, Qfix Infocomm on February 8, 2022. This acquisition will help its parent with the recently launched Plural platform. After this, Pine Labs acquired a majority stake in Mosambee on April 13, 2022, for an undisclosed sum. This investment increased the valuation of the acquired company by $100 mn. Post the acquisition, the Mosambee team was to operate independently.
The gift solution provider, QwikCilver Solutions, was the first Pine Labs acquisition, which happened on Mar 19, 2019, for $110 million. The Fintech platform from Southeast Asia, Fave was then acquired by Pine Labs in a deal worth $45 million on April 13, 2021.
Here’s a list of the Pine Labs acquisitions to date:
Name of the Acquired Company
Acquired Date
Amount
Setu
June 23, 2022
$70 mn
Mosambee
April 13, 2022
–
Qfix Infocomm
February 8, 2022
–
Fave
April 13, 2021
$45 mn
QwikCilver Solutions
March 19, 2019
$110 mn
Pine Labs – Partnerships
Out of several partnerships, here is a list of some of the prominent partnerships of Pine Labs throughout the years:
Pine Labs collaborated with Kotak Mahindra Bank to scale up its merchant acquiring and point-of-sale systems
The fintech company collaborated with OneCard on September 13, 2021, to enable the EMI options at POS for its customers
Pine Labs announced its partnership on July 22, 2020, with Fave with an aim to expand cashless payment solutions to offline SMEs and enterprises to accelerate digitization
Pine Labs entered the Malaysian market with an exclusive partnership with CIMB Bank in 2017, which asserted its first global footprint
Pine Labs won a list of awards in all these years it has been active:
It won the India Fintech Forum’s IFTA 2021 Award for the “Most Innovative Fintech Product” in November 2021.
The AllTap #WarriorsAtWork campaign of Pine Labs obtained the award for ‘Best Fintech Marketing Campaign’ at CMO Asia, 2021.
Pine Labs was announced the winner of the ‘Best Digital API’ award in the category of Best Technology Solutions at the 11th India Digital Awards conducted by the Internet and Mobile Association of India (IAMAI).
Pine Labs won a payment and fintech award in the category of Best Payment Technology/Solution provider at the 10th India Digital Awards in February 2020. This award was awarded to Pine Labs for enabling the EMI feature on its Android PoS.
Sanjeev Kumar, Chief Technology Officer, Pine Labs, won the Change Agents 2019 award in December 2019 at CIO500 Conclave & Awards 2019, conducted by Enterprise IT World.
Pine Labs won the 2019 Indian Merchant Platform Customer Value Leadership Award at the Frost & Sullivan – 2019 India Best Practices Awards in October 2019.
Pine Labs – Challenges Faced
India’s digital payments growth story has grabbed several eyeballs from international agencies as well as tech giants. From revolutionizing the use of QR codes to Unified Payments Interface (UPI) to enabling point-of-sale via mobile-like devices etc, the innovation in the Indian digital payments industry has awed the world.
While most of these innovative and disruptive ideas haven’t reaped profits, but point-of-sale (PoS) player Pine Labs did in 2017. This, however, is not the case anymore. Being one of the few Indian startups generating profits in FY17, the company spiralled into losses back in FY18. Continuing the trend in FY19 results, Pine Labs reported a net loss of INR 13.5 Cr for the year, as against INR 2.5 Cr net loss in FY18. Though Pine labs swung back to profits and happen to be one of the few companies in FY17 that brought in profits, the company again turned into a loss-making company when last recorded in 2021.
Pine Labs plans to launch its India IPO in H2 2025, according to CEO Amrish Rau. Despite weak market conditions, the fintech firm remains committed to its public listing. Pine Labs provides POS payment solutions, BNPL services, and fintech products, generating revenue from transaction fees, device sales, and lending commissions.
FAQs
What is Pine Labs?
Pine Labs is an Indian merchant platform company that provides financing and last-mile retail transaction technology.
Who are Pine Labs founders?
Lokvir Kapoor, Rajul Garg, and Tarun Upadhyay are the founders of Pine Labs.
How does Pine Labs make money?
Pine Labs earns its revenue from the sale and leasing of its devices, via the services it offers, and through the interest that it receives on fixed deposits and current investments.
What does Pine Labs do?
Pine Labs is an Indian merchant platform company that provides financing and last-mile retail transaction technology, founded in 1998. The company has more than 70,000 retailers across India, including major retail outlets such as Mark’s and Spencer’s Retail, Pantaloons, Shoppers Stop, and Westside.
What is Pine Labs net worth?
The Pine Labs valuation was last estimated to be over $5 billion.
How are Pine Labs acquisitions?
Looking at Pine Labs’ acquisition we can find that the company has acquired 5 companies to date, out of which 3 of the acquisitions came in 2022 itself.
How is the Pine Labs funding?
In terms of Pine Labs funding, the Singapore-registered company has seen 13 funding rounds so far equaling $1.2 billion in funding.
What is Pine Labs business model?
Pine Labs operates a merchant-focused payments and lending platform. It provides point-of-sale (POS) terminals, buy now, pay later (BNPL) services, gift card solutions, and payment processing for businesses. It earns revenue from transaction fees, device sales, and lending commissions.
This article has been contributed by Mani Tyagi, Hair Extension Expert, Gemeria Hair.
The beauty Industry is facing an unusual shift with organic and liable sourcing becoming brands and buyers’ priority. In the hair extension industry, where authenticity and quality are important, transparency of sourcing practices becomes a sought-after demand. As consumers become increasingly aware of the ethical and environmental impact of beauty choices, there is pressure for brands to choose responsible manufacturing and sourcing procedures.
Hair extensions are now a common denominator, offering people the chance to boost their looks with volume and length added. But with the increased demand comes the need to ensure that hair is acquired ethically and processed sustainably.
One of the most salient drivers of the trend towards ethical hair extensions is increasing consumer awareness.
Buyers are posing difficult questions: Where does hair come from? Are donors treated responsibly? How much impact does sourcing have on the earth? These questions have led to the industry shifting toward more accountability and adopting responsive business practices.
Understanding Ethical Hair Sourcing
Ethically sourced hair results from legally sourced, voluntary, and transparent collection. South Indian temples of religion are among the most reliable sources of hair that have been ethically sourced since devotees willingly donate their hair as a sign of religious devotion. Charities are used for donations mainly as well, which goes to the community at large.
While some hair sold in the market comes from ethical sources, others are not. Black-market methods involving the harvesting of hair without the owners’ knowledge or fair recompense continue to be an issue. As a response to this, there are now brands that engage directly with ethical sources, ensuring good compensation for the donors and clear supply lines.
Sustainability in the hair extension business extends beyond sourcing. It’s eco-friendly production, reduced waste, and eco-packaging. Some development areas include:
Hair extension packaging comes with too much plastic that contaminates the environment. Brands are now opting for biodegradable and recyclable materials to package products so that they have a lesser carbon footprint.
Shampooing, colouring, and processing need energy and water, as opposed. Advanced recycling systems and energy-saving equipment decrease the demand for resources.
Conventional hair extensions contain chemical treatment with silicones and artificial colourants that harm consumers and the environment. The green enterprises aspire to alternative, natural means for maintaining hair quality and minimizing the chemicals emitted into the environment.
Whereas sustainability and responsible sourcing are non-negotiable for the industry’s future, they come with their own list of issues. The biggest is cost—getting hair ethically and sustainably costs more to operate. This is a barrier to the competitiveness of small brands with mass-market manufacturers who might lack a priority for ethics.
Another hindrance is the presence of counterfeit hair products. There are numerous low-quality or artificial extensions posing as “Remy” or “Virgin” hair. Educating consumers on genuine, ethically produced hair is crucial in ensuring that the industry maintains integrity.
The Consumers’ Role in Encouraging Ethical Beauty
Consumers have a significant role to play in changing the hair extension industry. This is how they can do it:
Research Brands
People need to research the supply chain practices of a brand and demand that it be transparent about its supply chain before they spend money on their products.
Buy Ethical Brands
Purchasing products from companies that specialize in ethical sources and sustainable production initiates change company-wide.
Beware Unrealistically Low Prices
Ethically sourced human hair is not inexpensive. Prices significantly lower than the range for ethically sourced materials can be an indicator of unseemly supply chain practices.
Reuse and Recycle Extensions
Instead of disposing of used-up extensions, customers can donate them to hair recycling organizations to be used to create wigs and other non-profitable purposes.
Industry Collaboration Towards a Sustainable Future
In long-term development, collaboration between suppliers, brands, and regulatory bodies is vital. Industry-wide standards for sustainability and ethical sourcing need to be established and enforced. Initiatives such as certification programs for ethically sourced hair can help consumers make informed choices.
In addition, partnerships between companies and not-for-profit organizations have the potential to do good. By investing in the education and economic empowerment of hair donors, businesses can ensure fair trade and improve the well-being of hair collection communities.
The future of hair extensions is innovation, openness, and sustainability. Advances in technology can introduce innovations such as lab-grown hair, a greener alternative to traditional sourcing. Continued industry efforts in responsible procurement and environmentally friendly production will make the beauty market more responsible.
For long-term prosperity, consumers, suppliers, and brands must join hands and create a beauty world where integrity and appearance are of equal value. By making the right conscious decisions today, we can ensure that the future of beauty is as glamorous, ethical, and sustainable as it is today. Moreover, with evolving consumer expectations, businesses that focus on sustainability and ethical goodness will have a competitive advantage. Ethical beauty is no longer a niche it is headed towards becoming mainstream. By investing in education, ethical trade, and good innovation today, we can make the beauty future glamorous, but fair, humane, and eco-friendly for all future generations.
This article has been contributed by Chaitra Vedullapalli, Co-Founder & President, Women In Cloud.
I want to take you into the future. A world where artificial intelligence governs every part of our lives. Medicine. Finance. Education. Security. Even governance itself. AI has become the architect of the modern world. It is making decisions, shaping economies, and redefining what it means to work, to learn, and to create.
And yet, there is something missing in this future.
A critical voice. A perspective that should be there, but isn’t.
Women.
As AI advances, women are being left out of the conversation. The data speaks for itself. Today, only 22 per cent of AI professionals worldwide are women. Less than two per cent of venture capital funding for AI startups goes to female-led teams. 2% of women leaders are part of the decision-making of AI’s future. The datasets used to train AI systems are overwhelmingly built on male-dominated perspectives.
If we are not careful, we are building a future where AI will reflect only part of humanity—a world that is optimized for the privileged, for the well-represented, and for those who already hold power.
Because here’s the truth: AI is only as good as the perspectives that shape it.
And if women are not at the table designing AI systems, then those systems will be built on inequality, bias, and missed potential.
The Moment I Understood the Power of Access
Early in my career at Oracle, I had a moment that changed my trajectory. I was working as a consultant, doing good work but unsure how to break into leadership. Then one day, my manager, Ron introduced me to Jacqueline Woods. She was leading global pricing and licensing at Oracle, reporting directly to the CEO of Oracle.
That introduction changed everything. Moving from a consultant role into the senior manager in the global office under Jacqueline’s leadership was more than just a promotion—it was a profound shift in how I saw the world. I learned how software is sold, packaged, and priced. I saw how technology could create access, and how systems were built to determine who wins and who gets left behind.
Most importantly, I realized that access isn’t just about talent. It’s about having someone willing to unlock the door for you. Jacqueline didn’t just mentor me—she sponsored me. She gave me access to the rooms where decisions were made. And that access became the foundation of my journey in technology, leadership, and economic empowerment.
Now imagine if that door had never been opened. Imagine if no one had given me access to that level of understanding, that seat at the table.
That is exactly what is happening to women in AI today.
The Consequences of Being Left Behind
We are entering an era where AI will determine who gets hired, who gets approved for loans, and who gets access to healthcare. These are not just technical questions—they are deeply human ones.
And yet, the teams building these systems are not reflective of the people they serve.
When women are not involved in AI leadership, the consequences are real. We see it in healthcare algorithms that misdiagnose women’s symptoms because the training data was based on men. We see it in hiring systems that favour male applicants because they were trained on decades of male-dominated resumes. We see it in financial algorithms that reinforce economic inequality because they were designed without a nuanced understanding of women’s financial realities.
These are not abstract problems. These are life-altering barriers.
And here’s what happens if we don’t fix this:
AI will accelerate inequality, widening the gap between those who have access to opportunity and those who do not. It will embed biases so deeply into our systems that they become nearly impossible to undo. It will shape economies, policies, and industries in ways that reinforce the status quo, rather than challenge it.
And the worst part? Many people won’t even realize it’s happening.
Because once AI is embedded into the fabric of society, its decisions will feel invisible. It will feel like the natural order of things. And that is the real danger—not just exclusion, but normalization.
The good news is that this future is not inevitable. We can change it.
But it requires action. Deliberate, strategic action to ensure that women are not just participants in the AI revolution—but leaders of it.
First, we must ensure that women are in decision-making roles in AI. That means hiring more women in technical fields, but it also means putting women in executive leadership, policy-making, in investment positions. AI is not just about coding. It is about influence. And we need women in the rooms where AI strategies are being decided.
Second, we need to make AI education accessible to women at all levels. AI is moving too fast for us to rely on traditional academic pipelines. We need industry-led programs, boot camps, fellowships, and executive training that allow women to enter AI from all disciplines—whether they are engineers, economists, policymakers, or entrepreneurs.
Third, we must confront the bias within AI itself. That means requiring companies to audit their AI systems for gender and racial bias. It means making algorithmic transparency a priority. It means demanding that AI reflects the complexity and diversity of the world it is meant to serve. And finally, we must fund women-led AI innovation. Less than two per cent of AI venture capital funding goes to women-led startups. That is not a pipeline problem. That is a decision problem. Investors must make a conscious effort to fund AI solutions built by and for diverse populations.
The Responsibility of Leadership
If you are in this room today, you are in a position of influence. Whether you are leading a company, investing in AI, or shaping policy, you have the power to change the trajectory of this future.
This is not just about ethics. This is about innovation and access. Because the most powerful AI breakthroughs will come from diverse teams solving problems in ways that a homogenous group never could.
So, I ask you: What role will you play in shaping this future?
Will you be the leader who ensures women are at the forefront of AI? Will you be the investor who funds the next generation of women-led AI companies? Will you be the policymaker who ensures AI systems are built with fairness and accountability?
Or will you look back in ten years and realize that we let the most powerful technological revolution of our time be shaped by only half of humanity?
The future of AI is not just about technology. It is about who holds the power to shape it.
And if women are not part of that equation, then AI’s greatest breakthroughs will never reach their full potential.
The question is not whether women belong in AI. The question is whether AI can truly succeed in its truest potential and economic impact without them.
This article has been contributed by Chetna Gogia, Chief Human Resources Officer, GoKwik.
Women on average are paid about 20% less than men globally, and in India, the gap is estimated at 34%. The vibrant startup ecosystem prides itself on innovation and agility, yet it faces a familiar challenge: the gender pay gap. Brands need to have a solution-oriented approach to ensure fairness.
Recent data from the Indian startup sector reveals that while salaries for both genders are rising, men’s salaries grew about 29% versus 22% for women. As roles become more senior, the gap widens: the median salary gap between men and women was recently 46%, and at the top 5% of earners, the gap surged to a staggering 70%. Closing the pay gap is not just a matter of justice – it’s also good business. Research indicates that companies with greater gender diversity tend to outperform those with less diversity, thanks to improved innovation, decision-making, and employee morale. In fact, firms in the top quartile for gender diversity are 15% more likely to have financial returns above their industry median.
For startups striving to scale, tapping the full potential of the talent pool is critical. Pay inequity can dampen morale and lead to talented women seeking opportunities elsewhere, which ultimately hurts a startup’s competitive edge. Addressing these disparities is both an ethical imperative and a strategic necessity.
The Role of Pay Transparency in Bridging the Gap
Around the world, organizations are experimenting with policies to bridge the gender pay gap. A standout theme in these global best practices is transparency.
One of the most impactful steps Indian startups can take is to implement pay transparency in some form. Pay transparency means clarity about how pay is determined and, to varying degrees, openness about who earns how much.
This doesn’t mean every startup must publish all salaries publicly on day one. Transparency exists on a spectrum – even internal transparency (where employees can see the salary ranges or bands for roles) can foster trust and accountability. Studies show that higher pay transparency correlates with smaller gender pay gaps.
Companies with fully transparent pay practices (including openly sharing individual salaries) have essentially a 0% adjusted pay gap between women and men in the same roles. Even looking at overall (non-adjusted) gaps, organizations with full pay transparency have about a 15% gap, significantly lower than the ~22% gap at firms with no transparency. In fact, full pay transparency can reduce the gender pay gap by over 50%.
The reason is straightforward: when compensation is open, any unjustified disparity stands out and can be questioned. This encourages management to be proactive in fair pay practices. It also empowers women (and all employees) to negotiate based on data, not assumptions, and to seek employers who value fairness.
However, transparency alone isn’t a silver bullet. It works best alongside broader diversity and inclusion efforts. Even the most transparent company may still show a pay gap if, say, women are primarily in junior roles. That’s why pay transparency should go hand-in-hand with initiatives to mentor and promote women into leadership, create flexible work policies that support career continuity, and train managers to recognize and counteract unconscious bias. The goal is a level playing field where everyone has equal opportunity to rise – and their compensation reflects their contribution, not their gender.
Startups can take action today to move toward pay equity. For instance:
Conduct a Pay Audit: Regularly review pay scales to identify any gender-based discrepancies. Look at median salaries by role and level to spot gaps. We have always been mindful of this at GoKwik, ensuring there is no pay disparity.
Establish Clear Salary Bands: Create standardized salary ranges for each role and experience level. Ensure these bands are based on market data and are applied consistently, regardless of gender. Share these ranges with your team so everyone knows the framework guiding pay decisions. Another practice we deeply and consistently follow – competence is what we continue to measure compensation on and ensure people get paid for what they bring to the table.
Promote Pay Transparency Gradually: If full transparency feels too drastic, start by increasing openness in stages. For example, you might first share anonymized salary ranges internally. A process we have been incorporating in GoKwik always.
Train Managers on Fair Pay Practices: Equip those who make compensation decisions with training on avoiding bias. Simple checklists or tools can help ensure that during hiring, promotions, and raise cycles, decisions are based on merit and market factors, not influenced by gender or other biases. At GoKwik, we ensure this happens, we also continue to motivate our teams to have a good balance of all genders in the team. Our leadership is also comprised of a healthy balance of both genders, further ensuring the value of performance over everything else.
Encourage an Open Culture: Foster an environment where employees feel safe to discuss compensation concerns or ask how pay is determined. When questions do arise, respond with transparency and a willingness to adjust if something is unfair.
Building an Equitable Future
The conversation is shifting from “Why does the gender pay gap exist?” to “What are we doing about it?”. In the Indian startup ecosystem, known for its innovation and bold thinking, tackling wage disparity should be seen as the next frontier of innovation – innovation in organizational culture and people practices. By learning from global best practices and tailoring them to our local context, we can make meaningful progress. Pay transparency, in particular, offers a practical path forward: it’s a solution that shines a light on inequities so we can address them collaboratively and constructively.
All have a role to play in this change. The challenge of gender pay equity can be met with the same entrepreneurial spirit that drives startup success. With a balanced perspective, a commitment to neutrality and respect, and a focus on actionable solutions, the Indian startup community can take confident steps toward closing the gender pay gap. The result will be not only a more just workplace for women but a more thriving and innovative ecosystem for everyone.
