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  • MyGate – Security Management Solution for Gated Communities

    Security is a necessity for anyone with a residence, be it an apartment or a bungalow. Though builders promise full-proof security to residents, many gated societies still rely on manual security checks. Some societies do adopt technologies like CCTV cameras, alarms, and electronic monitoring systems.

    However, those technologies come with drawbacks, such as regular maintenance, and they sometimes fail to record the details of each entrant. The biometric recognition system, though helpful, is overpriced and suffers occasional lapses in its accuracy rate.

    Mobile app-based security management solutions are the latest trend in the field of security management for homes. MyGate, a Bangalore-based company, is among the most popular app-based security management providers in India.

    Here’s more about the MyGate Founders and Team, Funding and Investors, Challenges Faced, Competitors, Mission and Vision, Acquisition, and more.

    MyGate – Company Highlights

    STARTUP NAME MYGATE
    Headquarters Bangalore, Karnataka, India
    Sector Community Management, Security Management
    Founders Vijay Arisetty, Shreyans Daga, and Abhishek Kumar
    Founded 2016
    Website mygate.in

    MyGate – About
    MyGate – How it Works?
    MyGate – Industry
    MyGate – Founders and Team
    MyGate – Startup Story
    MyGate – Launch
    MyGate – Mission and Vision
    MyGate – Name and Logo
    MyGate – Products and Services
    MyGate – Business Model
    MyGate – Revenue Model
    MyGate – Challenges Faced
    MyGate – LayOff
    MyGate – Funding and Investors
    MyGate – Growth
    MyGate – Competitors
    MyGate – Future Plans

    MyGate – About

    MyGate offers an app-based security and community management solution that caters to the security needs of over 4 million homes in 27 major Indian cities. It ensures that only verified visitors enter your society.

    Moreover, the MyGate app can be used to perform tasks such as finding the top-rated maids and maintenance staff, paying maintenance bills, booking amenities like function halls or badminton courts, staying connected with other members of society, and much more.

    MyGate – How it Works?

    Once the managing community of a gated society signs up with the MyGate app, the MyGate team creates a back-end database of the society’s security personnel along with the required digital profiles.

    It trains the guards and deploys the app within 3-7 days. Once the management committee subscribes to MyGate’s services, the society residents can then use the app without paying any extra charges. The MyGate app can be downloaded from Apple’s App Store and Google Play Store.

    The society committee can also ask for a demonstration. The MyGate team offers a detailed demo of the onboarding process, deployment, and app usage to security personnel, residents, etc.


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    MyGate – Industry

    Mordor Intelligence’s analysis indicates that the Indian market for network security and cyber risk management is expected to develop significantly over the next several years. Based on current estimates, the market size is expected to reach USD 0.66 billion in 2024 and is expected to grow rapidly to USD 1.34 billion by 2029.

    This projected growth indicates a noteworthy Compound Annual Growth Rate (CAGR) of 15.10% for the 2024–2029 prediction period. In addition to highlighting the growing need for cutting-edge tactics and solutions to counteract emerging cyberthreats, the research emphasizes the growing significance of network security and cyber risk management in India.

    MyGate – Founders and Team

    MyGate was founded by Vijay Arisetty (Chairman and Co-Founder), Abhishek Kumar (Co-Founder and CEO), and Shreyans Daga (CTO and Co-Founder) in 2016.

    Abhishek Kumar(Co-Founder and CEO), Vijay Arisetty (Chairman and Co-Founder), and Shreyans Daga (CTO and Co-Founder), Co-Founders of MyGate
    Abhishek Kumar(Co-Founder and CEO), Vijay Arisetty (Chairman and Co-Founder), and Shreyans Daga (CTO and Co-Founder), Co-Founder of MyGate

    Vijay Arisetty (Chairman and Co-Founder, MyGate)

    He is an NDA and ISB alumnus, and he was a helicopter pilot with the Indian Air Force for 10 years before taking the entrepreneurial plunge. He played an important role in managing the disaster relief operations (by air, land, and sea), handling the security of air bases, VVIP flying, pilot training, and military flying operations.

    He was awarded the Shaurya Chakra (Peacetime Gallantry Award) in 2004 for his valour in rescuing over 300 tsunami victims within 3 hours in the Andaman and Nicobar Islands. Vijay also served as a Vice President at Goldman Sachs for 4 years. He is an experienced entrepreneur, having previously founded two other startups: Pyngcabs (2011) and Kitchens Food (2014). Aurm, an asset protection firm, as of 2024 appointed Vijay Arisetty as its founder and chief executive officer (CEO).

    Abhishek Kumar (CEO and Co-Founder, MyGate)

    He is an IIT Kanpur graduate and holds an MBA degree from IIM Ahmedabad. Before founding MyGate, Abhishek was a Vice President at Goldman Sachs for six years. He was responsible for driving business strategy and execution, key initiatives (e.g., outsourcing), economic architecture models, finance, and hiring. He was also a part of ON Semiconductors for close to 5 years and was with i2 Technologies for around 3 years.

    Shreyans Daga (CTO and Co-Founder, MyGate)

    Shreyans is an IIT Guwahati and ISB alumnus who is deeply passionate about technology. He had previously worked with 9.9 Media, RSG Media, and Oracle before he co-founded MyGate. Over a span of 14 years, he built several apps and websites and continues to work on innovative products.

    MyGate has 1,001–5,000 team members. A large technology team works from the headquarters in Bangalore. The company has offices in each of the 11 cities it operates in to ensure seamless onboarding of gated communities.


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    MyGate – Startup Story

    The idea behind MyGate was born out of Vijay’s personal experience of living in a gated society.

    Moving into a gated community made Vijay realize the loopholes and deficiencies in security. Despite the increasing number of people entering society, there was no system in place to monitor delivery boys, maids, etc. This gave him the idea of digitizing security checks and enabling verification at the main entrance of his apartment.

    After speaking with members of different societies that included a gatekeeper (and even working as a security guard for a few days to understand the challenges), Vijay was adamant about conceiving such a product.


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    MyGate – Mission and Vision

    The company’s mission is “to transform the journey of community living.”

    The company’s vision on it’s website states “enabling digital and smart security for gated communities.”

    MyGate parent company is “Vivish Technologies.”

    MyGate Logo
    MyGate Logo

    MyGate – Launch

    MyGate was launched in Bangalore in the second half of 2016. Being the first in its category, it took some time for people to accept MyGate’s offerings. A few successful trials in large gated communities around Bangalore did the job and people in the city began adopting MyGate. The company initially did not market its services and relied on word-of-mouth publicity.

    “The key strategy has been focusing on the customer and solving their problems. This has led us to develop a number of innovative features, such as Kid Checkout Permission and Automatic Number Plate Recognition. We believe that continuous focus on the customer is all we need to maintain our momentum ” – MyGate app founder Vijay Arisetty quoted


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    MyGate is enhancing the security of housing societies by using innovative technologies, thereby providing exceptional customer experience. As told by MyGate founder Vijay Arisetty, residents of gated societies face two major hurdles:

    1. Unlike 15 years ago, housing societies today are frequented more by strangers than guests, friends, or relatives. With the boom in the Indian e-commerce segment, people now heavily rely on online shopping. And this means more home deliveries. The steady stream of unverified visitors (in the form of delivery boys and similar personnel) is a security concern.
    2. People prefer housing societies because they are supposed to be more convenient to live in owing to the amenities available. However, residents don’t always get the maximum benefit out of these amenities.

    MyGate – Products and Services

    MyGate App

    MyGate’s app is designed to solve these issues through the following services:

    • Visitor management: Ensures seamless entry of guests.
    • Daily staff management: Notifies the resident when his or her staff enters the premises and automatically maintains the staff’s attendance. This feature also helps residents find the best-rated help in the community.
    • Child security: Provides security guards with an easy way to seek permission from guardians (residents) if the children attempt to venture outside the residential complex.
    • Delivery management: MyGate helps dwellers receive deliveries even if they are not at home.
    • Booking amenities: Lets society dwellers book amenities such as the clubhouse or the tennis court from the app itself.
    • Multiple property management: Helps manage multiple properties from a single app.
    • Communications management: Let residents make announcements, plan events, and discuss community-related issues.
    • Accounts and payments: Simplifies accounts and payments for the managing committee and residents.
    • Helpdesk: Residents can write up on any issue, be it a dysfunctional elevator or erratic water supply. They also get real-time updates on the issues raised.
    • Insurance: in collaboration with Acko General Insurance, has secured an aggregator license from IRDAI, enabling it to distribute insurance policies with exclusive pricing and an expanded range of products.
    • Smart Home Ecosystem: By unifying devices like video doorbells and security cameras within a single app, MyGate enhances user convenience and establishes itself as a significant contender in the smart home technology market.

    Some major USPs of the MyGate app are:

    • Easy to use: MyGate has an intuitive interface that’s easy to understand and use.
    • Customer Support: The MyGate team trains guards and addresses their concerns to ensure a great experience for the residents.
    • Minimal Hardware: Since it is an app-based solution, it doesn’t require maintenance or expensive hardware.
    • Quick Setup: MyGate onboards residents and staff and trains the concerned personnel within a week of joining hands with the residential community.

    Over the years, we have made the application much more sophisticated, creating greater value add – Vijay Arisetty

    MyGate has inked partnerships with several e-commerce players to create a system that offers a secure and hassle-free delivery experience.

    MyGate – Business Model

    MyGate has strategically positioned itself as more than just a visitor tracking app, evolving into an extensive society management platform with a diverse business model. By enabling locals to buy and sell things among themselves, the Society Marketplace feature promotes a regionally focused and community-driven economy. This facilitates a grassroots marketing strategy by providing small enterprises with a promotional route in addition to providing a simple platform for individual sellers.

    MyGate Homes is a real estate marketplace where property owners can post their houses for sale or rental in addition to the Society Marketplace. Co-tenant matching made possible by the ‘share’ section encourages tenants to make effective use of their living spaces. Although these services may come with listing costs, the platform makes money off of the expanding trend of online real estate transactions.

    Moreover, the app offers more than just real estate transactions now that it has the MyGate Home Services option. It offers locals a variety of necessary services like painting, cleaning, pest control, and moving and packing. With the integration of these services, MyGate becomes a full-featured society management tool, going up against well-known competitors like NoBroker and Urban Company.

    MyGate’s business strategy incorporates ease, community involvement, and a comprehensive approach to society administration, resulting in a multifunctional platform that caters to a range of requirements in residential communities. This development establishes MyGate as a flexible solution provider that meets its users’ needs for a wider range of everyday activities in addition to security and visitor management.

    Mygate in 2024 decided to shift its narrative from a community management app to enhance the everyday living experiences of residents. They announced their new corporate brand identity as ‘The Living Experience Tech Company’.

    MyGate – Revenue Model

    MyGate makes revenue from different resources, some of the prominent ones are:

    Revenue from Resident Welfare Associations (RWAs) through Subscription:

    A sizable amount of MyGate’s revenue comes from subscription fees that Resident Welfare Associations pay. These associations purchase a subscription to the MyGate platform in order to improve security, expedite visitor control, and gain access to a number of features that are advantageous for cohabitation.
    MyGate’s financial sustainability is bolstered by the recurring revenue stream that the subscription model offers.

    Home Services Fees:

    Transaction fees or service charges are probably included with MyGate’s Home Services function, which offers a range of services like painting, cleaning, pest control, and movers and packers. MyGate may get payment from vendors or service providers utilizing the platform in exchange for enabling these connections.

    Value-Added Services to Generate Extra Income:

    For a higher price, MyGate might look into providing associations and residents with premium or value-added services. This could include cutting-edge security measures, tools for analytics and reporting, or other specialized services made to meet the needs of a particular community.

    Fees for transactions on the Society Marketplace:

    Transaction fees could be a source of revenue for the Society Marketplace function, which allows for peer-to-peer transactions inside the community. A minor fee may be imposed on sellers or purchasers during app transactions, which helps to generate money.

    Revenue from Insurance

    MyGate, in partnership with Acko General Insurance, has secured an IRDAI aggregator license to distribute insurance policies. This move enables MyGate to expand its offerings with exclusive insurance plans, diversifying its revenue model by tapping into the growing demand for accessible financial products.

    MyGate – Challenges Faced

    A significant challenge faced by MyGate was training the security guards. Initially, MyGate expected communities to deploy the solution on their own and train their guards. This approach worked for the communities with tech-savvy residents, but not all of them. The company ensures that the guards are well-trained by offering training sessions as and when required.

    The team quickly realized that, with the huge churn in the security industry, a single training session would not work. Therefore, MyGate has over 200 people, ensuring that communities enjoy a great product experience with well-trained guards.

    MyGate – LayOff

    MyGate made the unfortunate decision to undergo a round of workforce reductions, resulting in the displacement of approximately 200 employees between December 2022 and February 2023. Prior to this significant event, the company had maintained a team of around 600 dedicated professionals.

    Regrettably, the restructuring primarily impacted employees holding mid-management and junior roles within the organization. This strategic shift has undoubtedly led to a significant transformation within the company’s internal dynamics and operational structure.

    While such decisions are often made with the intention of adapting to changing market conditions and optimizing resource allocation, they undoubtedly have profound implications for the individuals and teams affected. The aftermath of these changes will likely shape the future trajectory of MyGate as it strives to maintain its competitive edge and navigate the evolving landscape of its industry.

    “MyGate is doing well, and we are actively hiring to expand our teams in certain areas. We are a high-performance culture—from time to time, we part ways with employees who aren’t a good fit at MyGate, or if our requirements and opportunities warrant the same,” a spokesperson for the company said.

    MyGate – Funding and Investors

    MyGate has raised $79.5 million in four rounds of funding to date from various investors.

    Funding details of MyGate are as follows:

    Date Stage Amount Investors
    Nov 23, 2022 Series B $12.09 million Acko, Urban Company
    October 17, 2019 Series B $56 million Tencent, Tiger Global, JS Capital and existing investor Prime Venture Partners
    October 15, 2018 Series A $8.7 million Prime Venture Partners
    January 1, 2016 Seed Round $2.14 million Prime Venture Partners

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    MyGate – Growth

    MyGate major growth highlights are:

    • It has a presence in 25,000+ cities as of February 2024
    • It has 4 million+ homes as of February 2024
    • It has presence 27 major cities as of February 2024
    • MyGate has received 1.2 billion visitor entries as of February 2024
    • The company has resolved over 6 million helpdesk tickets as of February 2024

    Financials

    MyGate Financials FY21 FY22 FY23 FY24
    Operating Revenue INR 8.4 crore INR 40.1 crore INR 71 crore INR 96.2 crore
    Total Expenses INR 145.0 crore INR 192.3 crore INR 304 crore INR 129.5 crore
    Profit/Loss Loss of INR 111 crore Loss of INR 118.1 crore Loss of INR 76 crore Loss of INR 39.8 crore
    MyGate Financials
    MyGate Financials

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    MyGate – Competitors

    Some of the top competitors of MyGate are Apartment Adda, Apna Complex, NoBroker Hood, Digital Gorkha, and Biizlo. Jio Gate is another emerging competitor.

    MyGate – Future Plans

    MyGate is concentrating on employee-centric projects, with major investors like Tiger Global, Acko, Urban Company, and x to 10X. The company’s recent declaration of a 51-employee Employee Stock Ownership Plan (ESOP) repurchase demonstrates its dedication to appreciating and rewarding its staff.

    In the future, MyGate intends to grow this initiative with the goal of establishing a work environment that encourages cooperation, creativity, and mutual success. In order to become an employer of choice in the competitive market, MyGate wants to improve job satisfaction, retention, and attraction of top talent by providing employees with a stake in the company’s future.

    A crucial component of MyGate’s strategic approach to employee benefits, the ESOP buyback program is in line with the company’s overarching goal of having a flourishing and engaged workforce.

    Vijay Arisetty, Abhishek Kumar, and Shreyans Daga are preparing to accelerate their efforts towards launching an Initial Public Offering (IPO) within the next three years.

    FAQs

    Who are the Founders of MyGate?

    MyGate was founded by Vijay Arisetty, Abhishek Kumar, and Shreyans Daga in 2016.

    How much is MyGate’s Revenue?

    MyGate’s operating revenue is reported at INR 96.2 crore during FY24, which grew by 35.3% from INR 71.1 crore in FY23.

    What is MyGate?

    MyGate offers an app-based security and community management solution that currently caters to the security needs of over 4 million homes in 27 major Indian cities.

    How much does MyGate App cost?

    MyGate’s monthly pricing varies but it starts off at INR 4000 per Device/Month.

  • Reliance Pays INR 28 Crore to Acquire TagZ Foods

    For about INR 28 crore (about $3.5 million USD), Reliance Consumer Products, a division of Reliance Retail, purchased the direct-to-consumer (D2C) snack company TagZ Foods. This purchase, which some have referred to as a distress sale, is another example of a big company purchasing a smaller direct-to-consumer brand.

    Founded in 2019 by Anish Basu Roy and Sagar Bhalotia, TagZ Foods sells a variety of foods, including cookies, gourmet dips, and popped potato chips. The business demonstrated a multi-channel strategy to sales by operating through its website, multiple e-commerce platforms, and physical retail locations. Following their appearance on the well-liked Indian television programme Shark Tank India, their items saw some increase in visibility.

    Overall Funds Raised by TagZ Foods

    According to the company’s financial history, a total of roughly $3.2 million USD was raised across multiple funding rounds. This comprised a $1.2 million USD seed investment round from angel investors in 2020 and a $2 million USD pre-Series A round headed by 9 Unicorns. An undisclosed sum from former Indian cricket player Shikhar Dhawan, who also served as the company’s brand ambassador, was contributed in later investment rounds. Additionally, Dexter Angels, Agility Ventures, Venture Catalysts, and Klub are investors in TagZ Foods.

    But in the last few months, TagZ Foods has encountered many difficulties. According to media citations, the company stopped production a few months ago because it was having trouble growing. As a result, TagZ items were conspicuously absent from both online and physical retail locations. Many workers also left the company as a result of the production standstill.

    According to regulatory documents, the ultimate acquisition price of INR 28 crore could alter after a due diligence procedure. Before publication, neither Reliance Consumer nor TagZ Foods responded to any media enquiries, despite many attempts to reach them for comment on this deal.

    Financial Dynamics of TagZ Foods

    In the fiscal year 2023 (FY23), TagZ Foods reported a net loss of INR 10.7 crore compared to INR 9.6 crore in operating revenue. This highlights the financial strain the business was under prior to the takeover. In a saturated market with well-known brands like Uncle Chips, Lays, Too Yumm, and BRB, the company faces competition.

    This purchase fits with a broader pattern in the D2C industry in India. Due to difficulties faced by numerous smaller direct-to-consumer (D2C) brands, larger, more established Fast-Moving Consumer Goods (FMCG) companies have acquired them. For example, Hindustan Unilever purchased Oziva and Wellbeing Nutrition in 2022, while ITC purchased Yoga Bar in January 2023. These purchases demonstrate the consolidation taking place in India’s quickly changing D2C market.

    The continuous dynamic changes in the Indian D2C food industry are highlighted by Reliance Consumer Products’ acquisition of TagZ Foods. The deal highlights the difficulties encountered by smaller D2C firms and the strategic prospects for larger corporations looking to diversify their product portfolios, even though the final terms are still up for approval. How Reliance incorporates TagZ Foods into its current business operations and if it can effectively turn around the brand’s fortunes will be revealed in the future.


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  • In Just 10 Minutes, Blinkit’s Massive Order Fleet will Bring PS5, Baggage and More

    According to a media report, Blinkit, Zomato’s rapid commerce division, has started a pilot programme to test a large-order fleet intended for delivering heavier consumer goods within the Delhi NCR area.

    Geysers, air purifiers, luggage bags, and PlayStations are among the things handled by the fleet, according to the report, which guarantees delivery within a 10-minute interval.

    Aligning with the Concept of Express Dark Stores

    As the rapid commerce industry faces growing competition to increase average order values (AOV), the initiative is consistent with Blinkit‘s stated aspirations to create express dark stores for 30-minute delivery of high-value items. As of right now, Blinkit’s AOV is INR 660, up 8% from INR 607 during the same quarter previous year. Zomato refused to share more information regarding the experimental programme as stated in the report.

    Swiggy’s Plan            

    The move coincides with rivals in the rapid commerce market investigating new product categories. According to recent remarks made by Swiggy CFO Rahul Bothra about the company’s impending IPO, rival Swiggy Instamart is creating its own infrastructure for longer delivery times for some categories, but it intends to concentrate on kitchen appliances rather than big electronics.

    A broader deployment in other major metropolitan regions where Blinkit works may result from the pilot’s success in Delhi NCR.

    Competition in Quick Commerce Space Getting Stiffer

    Quick Commerce and e-commerce platforms are engaged in a fierce battle in the thriving online retail market, blurring the boundaries between their business models and encroaching on one another’s territory as part of their expansion strategies.

    For example, fast commerce platforms such as Swiggy, Instamart, Zepto, and Zomato’s Blinkit used to be recognised for delivering groceries and necessities in a matter of minutes, but they have since expanded into other categories, including apparel, cosmetics, toys, and presents. Conversely, e-commerce giants like Amazon intend to join the q-commerce market, and Flipkart has already done so, offering product delivery in less than one hour.

    Customers’ purchasing habits have changed as a result of this progression; they now anticipate that every good, from skincare to gifts to dairy products, will arrive at their door in a matter of minutes. The competition’s ultimate winners are shoppers who value convenience.

    In 2020, it all began with the prompt delivery of groceries, food, and other necessities. However, by introducing a variety of categories like fashion, beauty, electronics, toys, home appliances, kitchen supplies, and more, rapid commerce titans like Blinkit and Zepto are stepping into the world of e-commerce. 

    By strengthening the rapid commerce platforms, this plan will make it more difficult for conventional kirana stores and e-commerce competitors Flipkart and Amazon to compete. Expanding their logistics network beyond groceries and necessities calls for greater manpower as well as the availability of dark stores to hold a high number of SKUs for quicker last-mile deliveries.


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  • Under ESOP, Nykaa Allots 1.80 Lakh Equity Shares

    Nykaa, a leading e-commerce company in the beauty and fashion industry, has granted its employees 1.80 lakh equity shares through the Employee Stock Option Plan (ESOP). This follows the startup’s announcement of a 66.3% increase in its consolidated net profit from INR 7.8 Cr to INR 12.97 Cr in the second quarter of FY25. As stated in a filing, “The equity shares so allotted shall rank pari-passu with the existing equity shares of the Company in all respects.”

     It hasn’t, however, revealed the shift in its paid-up capital.  It is relevant to mention that Nykaa incurred employee benefit expenses totalling INR 161.49 Cr in Q2 FY25. Compared to INR 136.32 Cr spent the previous year, this amount represents an 18.5% increase. The broking firm JM Financial has kept its “buy” recommendation for the e-commerce behemoth at INR 250 following the release of its financial results.

    Nykaa Scaling Financial Growth

    The broking firm claims that the startup has achieved growth despite a “unfavourable demand environment.” Nevertheless, broking firm Bernstein kept the startup’s “market-perform” rating, pointing to an 8.6% drop in the EBIDTA margin. It established INR 165 as the goal price. In the September quarter of FY25, Nykaa‘s operating revenue increased 24.4% to INR 1,874.74 Cr from INR 1,746.11 Cr in the second quarter of FY24. Revenue grew 7.2% on a quarter-over-quarter (QoQ) basis from INR 1,753.44 Cr.

    BPC Segment Continues to be Highest Revenue Generator

    The fashion vertical continues to trail behind, despite the beauty and personal care (BPC) segment showcasing a 24.3% YoY gain in revenue to INR 1,702.89 Cr. In Q2 FY25, however, this segment reported a 21.7% YoY increase in revenue to INR 166.10 Cr. The startup’s total costs increased by 7.3% QoQ and 23.7% YoY to INR 1,858.93 Cr. The company’s biggest expenditures were on marketing, personnel benefits, and the acquisition of traded goods.

    ESOP is Gaining Popularity Among Indian Startups

    According to a 2024 survey of 160 companies, 78% of them offered employee stock option plans (ESOPs) to their staff, a considerable increase from 59% in 2021. This indicates that ESOPs are becoming more and more popular among startup owners. More firms are now offering ESOPs to all employees, not only senior management, according to a survey done by Saison Capital, XA Network, and Carta. Compared to one in four in 2021, one in three firms now provide these plans to all employees.

    Furthermore, the median ESOP pool size grew from 9% in 2021 to 12.6% in 2024, and 90% of founders now talk about ESOPs with candidates during interviews or job offers, up from 75% in 2021. Additionally, the reasons for providing ESOPs have changed; in 2024, 40% of founders cited cost reductions, up from 28% in 2021. The founders cited the necessity to retain people as the second most important reason for putting these plans into action, behind creating a sense of ownership and company culture.

    Even with this increase, fewer than 30% of founders still fully understand the complexity of ESOPs, a percentage that hasn’t changed since 2021. Just 14% of founders felt educated about the tax consequences of ESOPs, which is a fairly low level of understanding.


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  • The Fintech Business PayU is Being Considered for IPO by Prosus in 2025

    According to a November 13 media report, Prosus, which recently saw a healthy return on its investment in Swiggy at the food delivery startup’s initial public offering (IPO), plans to list PayU, its payments and fintech business in India, in 2025. Ervin Tu, the group chief investment officer for Prosus, was quoted in the report as saying that the listing might occur at a valuation between $5 billion and $7 billion.

    A renowned media outlet reports that UBS just increased PayU’s valuation from $3.7 billion to $4.2 billion, citing improved trading multiples in the global payments market. Listed in Amsterdam and a member of South Africa’s Naspers, Prosus is regarded as one of the largest long-term technology investors globally.

    PayU Was Planned to Get Listed in 2023

    Since late 2023, PayU had planned to go public at a valuation of $5 billion to $7 billion. It was permitted to function as a payment aggregator in April after just escaping a 15-month regulatory prohibition on hiring new merchants. For its primary payments function, it faces competition from companies like Walmart-owned PhonePe and Tiger Global-backed Razorpay. PayU also helps small enterprises and consumers get loans.

    Rapid Expansion of India’s Digital Payment Market is Attracting Investors

    According to Prosus’ 2024 annual report, retail digital transactions in India, one of the world’s fastest-growing digital payments markets, grew 44% year over year in FY24, while payment volume rose 20%.

    India is a “pillar” of the Dutch investor’s strategy, according to Tu. “We have great optimism about the future for India and for us.”

    His remarks follow the successful market debut of Swiggy, another portfolio business, on November 13. Prosus, which still owns a 25% share in the food and grocery delivery company, claimed in a statement that it had made $2 billion from its investment. Fabricio Bloisi, the CEO of Prosus, stated last month that he anticipates more of the companies in his Indian portfolio going public within the next 12 to 18 months. Among other Indian businesses, it owns shares in Meesho, an online marketplace, and Urban Company, a home services provider.

    Sriharsha Majety, the founder and group CEO of Swiggy, stated on the sidelines of the company’s successful initial public offering (IPO) that the Prosus team has been a crucial part of Swiggy’s path to reach this milestone, helping the business at every turn since it started working with it in 2017. Their steadfast faith in Swiggy’s mission has been essential to the company’s success in the quick commerce sector as well as its food and 1P delivery platforms. Swiggy has learnt a lot and garnered useful insights from Prosus’ vast global exposure to the food industry. Swiggy looks forward to strengthening its partnership and leveraging Prosus’ global insights and industry expertise as it continues to develop, expand, and change as a publicly traded company.


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  • Problems for Ola Electric: A Consumer Watchdog Recommends that Complaints be Looked into

    The Central Consumer Protection Authority (CCPA) has ordered a thorough investigation into suspected “deficiencies” in Ola Electric’s services and products, particularly with regard to its scooters, indicating further difficulty for the company. This action comes after Ola addressed previous regulatory notifications about outstanding customer complaints.

    Nidhi Khare, the consumer affairs secretary, announced on 14 November 2024 that the Bureau of Indian Standards (BIS) has been instructed by the top consumer rights regulator to confirm the company’s statements about how it resolves customer complaints.

    The investigation was formally started on November 6, and the BIS director general, acting as the ex-officio Director General of Investigation, has been given 15 days to provide a detailed report.

    Plethora of Complaints Triggered the Investigation

    The National Consumer Helpline (NCH) received 10,644 complaints against Ola Electric between September 2023 and August 2024, which sparked the investigation. According to a response from Ola Electric dated October 21, 99.1% of consumers were satisfied with the company’s complaint resolution procedure. A sample of consumers was then contacted by the CCPA to get their opinions on grievance redressal.

    According to an investigative official, 130 of the 287 customers that the NCH call agents dealt with were dissatisfied with the company’s answer (79.2%). It was merely a sample test to confirm Ola’s claims. Their claim of 99% satisfaction ought to have been mirrored in the cross-verification as well.

    Customers are Not Satisfied With the Resolution

    According to numerous clients, problems continued even after complaints were resolved, and some cases were closed too soon without being satisfactorily resolved, the official continued. Ola Electric insisted in a regulatory filing that it has settled 99.1% of the CCPA’s objections. The company also stated that it had submitted comprehensive responses to a show-cause notice issued by the CCPA on 7 October, which detailed alleged consumer rights violations, misleading advertising, and abusive trade practices.

    Who is BIS?

    The Bureau of Indian Standards (BIS) is India’s national standards body. BIS is in charge of the smooth operation of the standardisation, marking, and quality certification of goods processes as well as any related or incidental issues. 

    The national economy has benefited from BIS’s primary functions of standardisation and conformance assessment by supplying safe, dependable, and high-quality products; reducing consumer health risks; safeguarding the environment; encouraging imports and exports as alternatives; managing the overabundance of varieties, etc. In addition to helping consumers and businesses, BIS’s standards and certification programme also assist a number of public policies, including those pertaining to building and construction, consumer protection, food safety, product safety, and the environment.

    Through its standardisation and certification efforts, BIS has recently sought to directly address a number of national priorities as well as other government projects, including Digital India, Make in India, Swacch Bharat Abhiyan, and ease of doing business. When developing standards, BIS keeps up with the latest developments in technology, climate change, energy and environmental conservation, health and safety conditions, and trade facilitation. 


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  • Razorpay Collaborates with Lightspeed and Peak XV to Finance and Guide B2B Startups

    In partnership with venture capital firms Peak XV and Lightspeed, fintech company Razorpay announced the Razorpay Venture Investment Programme on November 13, 2024. The programme will invest in more than 50 early-stage business-to-business (B2B) enterprises.

     Every year, the company and its venture capital partners will invest in ten to fifteen early-stage startups, offering B2B startups at different stages of development financial, technological, and leadership support. The initiative has the potential to raise up to $1 million for early-stage enterprises.

     Based in Bengaluru, Razorpay is a business-to-business (B2B) omnichannel banking and payment platform. Over the next five years, India is expected to welcome an additional 10-15 unicorns in the B2B sector due to the rising interest in assisting entrepreneurs in this field, the business said in a statement.

    Companies Benefiting from  Razorpay’s Application Programming Interface

    Razorpay‘s sandbox environments and API (Application Programming Interface) stack will be accessible to early-stage finance startups. This will cover product alliances, customer relationships, and introductions to the distribution network.

    The company’s founders and other members of the executive team will advise the entrepreneurs one-on-one. The programme for the entrepreneurs will be run by Vishnu Acharya, Razorpay’s head of strategy and corporate development. According to Razorpay, the business-to-business market is still one of the most promising sectors with significant development potential. According to Harshil Mathur, co-founder and CEO of Razorpay, the company hopes to facilitate this process with the Razorpay Venture Investment Programme by giving founders access to the appropriate technology, partnerships, and coaching to enable them to innovate and scale more quickly.

    Startups Will Get Guidance from Around 3000 Founders

    Razorpay intends to use the programme to provide one-on-one coaching from its founders and other executives, as well as to expand access to its API stack and integrate it with its tech platform. Additionally, startups will get access to the Razorpay Rize network, which consists of more than 3,000 entrepreneurs and companies. 

    Ishaan Mittal of Peak XV and Dev Khare of Lightspeed expressed excitement about the programme, pointing out that it has the ability to promote ideas aimed at SMEs by utilising Razorpay’s payment infrastructure and wide-ranging SME network.

    B2B Startups In India

    The magnitude of India’s mostly unorganised B2B industry and disjointed supply chain, according to a report by Bessemer Venture Partners, makes B2B markets extremely promising. B2B e-commerce made up only 1% of India’s total B2B market in 2022, which is a sharp contrast to its very small share in 2019. The adoption of B2B e-commerce is expected to have a notable uptick, nevertheless, with estimates suggesting that by 2030, its proportion of the market would be just less than 5%.

    Report further predicts that tech-enabled, online-first B2B marketplaces will offer an incredible $200 billion business opportunity by 2030. It’s crucial to remember that, despite this tremendous development, online B2B gross merchandise value (GMV) would still only make up around 5% of all B2B transactions in India, which is far less than the penetration in other nations.


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  • Nykaa is Concentrating on 10-Minute Delivery That is Faster But Not Ultrafast

    Nykaa, a significant player in the beauty and fashion e-commerce space, is not concentrating on 10-minute delivery, despite the nation’s increasing quick-commerce craze. For other, in-demand cosmetic products, the company is instead aiming for a delivery window of 30 minutes to 2 hours.

    “Ultrafast shipping isn’t always consistent with Nykaa’s service because its beauty consumers frequently need time to select the right products, such as the right shade of foundation.” The CEO of Nykaa’s beauty e-commerce division, Anchit Nayar, stated on the company’s conference call following its earnings.

    Not Compromising With Consumers’ Experience

    While Nykaa would provide speedier delivery choices, Nayar underlined that in areas that demand more thought, the consumer experience will not be compromised. Nevertheless, Nykaa is eager to gain profit from SKUs that are more suitable for prompt delivery, such as everyday essentials and fast-moving items. These goods, like widely used cosmetics, are in great demand and constitute a significant part of the company’s operations. 

    In order to guarantee competitive delivery speeds in these categories without materially reducing its margins, Nykaa is launching speedy delivery services in a few major cities. Relevantly, it was announced last month that the business was testing a 10-minute delivery service in certain areas of Mumbai, which would cover 10% of its SKUs. During the call, Nykaa CEO Falguni Nayar stated that the company’s infrastructure investment, particularly its network of warehouses spread throughout India’s state capitals, had already improved delivery times. 

    Logistical Dynamics of Nykaa

    Nykaa claims that 70% of its orders are delivered the following day thanks to the increased network, which is a 45% improvement over previous results. According to Nykaa’s investor presentation, 70% of deliveries in the top 110 cities nationwide and 80% of deliveries in the top 12 cities are covered by its same-day and next-day delivery services. Falguni Nayar added that during the first half of FY25, no extra funds were spent on growing its network of warehouses. She asserts that Nykaa’s high average order value supports the company’s infrastructure investment, which does not present a significant capital expenditure burden and is anticipated to increase margins.

    The business thinks that rather than diluting its margins, this expansion will boost their business operations. Due to robust development in the beauty and personal care (BPC) vertical, Nykaa’s consolidated net profit increased 66.3% to INR 12.97 Cr in Q2 FY25 from INR 7.8 Cr in the same period last year.

    Quick Commerce Fever Rising In India

    The delivery of small orders quickly is known as “quick commerce,” and it is expanding far more quickly than regular e-commerce. According to a survey by financial services company Chryseum, revenues of India’s rapid commerce sector have increased by more than 280% in the last two years, indicating the industry’s impressive expansion. 

    As per the survey’s findings, fast commerce’s Gross Merchandise Value (GMV) in India grew by 280% from USD 0.5 billion in FY22 to an astounding USD 3.3 billion in FY24. 


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  • After Four Years, Stoa, an Alternative to Traditional MBA Programmes, Closes Its Doors

    After four years of business operations, Stoa, a business that provided an alternative to conventional MBA programmes, has shut down. Co-founder Raj Kunkolienkar made the statement on social media, signalling the end of an endeavour that sought to offer accessible business education to a large audience.

    The choice, according to Kunkolienkar, was “gut-wrenching,” as the company had first concentrated on online learning in order to reach a greater number of students. But after the pandemic, he observed a drop in online learning participation, which eventually affected their choice not to switch to an offline, physical model. He clarified that Stoa’s mission could not be financially supported by an offline strategy.

    The Ken Hinted About this Move

    This information comes five months after The Ken reported that Stoa was closing. According to Stoa’s CEO Aditya Kulkarni at the time, the business was only halting operations and weighing its options for the future. Stoa released “Zeus,” an AI-powered enterprise agent platform, in response to this revelation.

    Zeus and Stoa were supposed to work together, but no additional Stoa cohorts were launched. In the past, Kunkolienkar has emphasised Zeus’s capabilities by saying that it would handle a variety of jobs, such as research, work assignments, and meeting minutes. Zeus’s operational state is still unknown, though.

    Financial Report Card of Stoa

    Kulkarni, Raj Kunkolienkar, and Manoj Kambadur founded Stoa in 2020. During its years of operation, the school served more than 1,500 students in 15 cohorts, making a major effect. With a revenue of INR 15.9 crore (about $1.9 million USD) in fiscal year 2023, the company showed significant financial growth. This is a significant 160.6% increase over the INR 6.1 crore (around $0.7 million USD) earned in the previous fiscal year. Additionally, they were able to cut their losses from INR 78.2 lakh (about $95,000 USD) in FY22 to INR 43.9 lakh (around $53,000 USD) in FY23, a 43.8% reduction.

    Prominent investors Nithin Kamath, Kunal Shah, and Raveen Sastry of Myntra had contributed $1.5 million to Stoa’s seed fundraising. Other alternative business schools, such as Masters’ Union and Mesa School of Business, were competitors of the startup.

    Challenges Faced by Online Education Providers

    The difficulties experienced by online education providers, especially in the wake of the pandemic, are brought to light by Stoa’s closure. Even though the company’s revenue increased significantly and its losses decreased, it decided to shut down its operations due to a shift in learning preferences and the financial realities of running an internet business. It’s unclear what the future holds for Zeus, the AI platform.

    For other educational companies, Stoa’s experience serves as a case study, highlighting the necessity of flexibility and meticulous financial planning in a market that is continuously changing. Nonetheless, the company’s influence on more than 1500 students is evidence of its early success in offering an alternative route to business school. It is yet unclear how this closure will affect the alternative MBA industry in the long run.


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  • With Swiggy’s IPO, 5,000 Employees will have Access to INR 9,000 Core in Esop

    On November 13, 2024, Swiggy went public on the NSE at a price of INR 420, 7.69% higher than its IPO price of INR 390. At INR 412 on the BSE, it made its debut at a premium of 5.64%.

    According to various published reports, the company’s listing is set to open up employee stock option plans worth INR 9,000 crore and propel the meal delivery company’s approximately 500 employees into the “crorepati” league. One of the biggest wealth-creation initiatives in India’s startup sector is expected to benefit 5,000 present and past employees of the Bengaluru-based company.

    At a price of INR 390 per share, the highest price range of its initial public offering (IPO), which opened for subscriptions on November 6, Swiggy’s whole Esop pool is estimated to be INR 9,000 crore. Through the buyback of Esops in July of this year, the company has already provided its employees with cash totalling more than INR 500 crore.

    Exemption from Lock-In

    Swiggy obtained a one-year lock-in period exemption from the Securities and Exchange Board of India (Sebi) in July of this year. This exemption would also enable Swiggy’s employees to sell shares one month following the initial public offering (IPO), increasing their opportunities to build wealth. Over the years, e-commerce giant Flipkart, one of the largest wealth producers in the online economy, has carried out $1.5 billion in Esop buybacks in multiple tranches.

    With its INR 9,375 crore IPO in July 2021, Swiggy’s fiercest rival Zomato, one of the first major domestic consumer internet businesses to go public, created 18 millionaires. About 350 employees, both current and past, became crorepatis at the time of Paytm’s first public offering (IPO) in November 2021. The main factor driving the 3.59 subscriptions to Swiggy’s public offering was institutional investors’ interest. For the IPO, the company had specified a price range of INR 371-390 per share.

    Consumer internet companies are particularly affected by the Esop allocation tendency, which was first made well-known by IT services giants like Infosys. Before going public, these companies usually provide founders and top management with more stock options as incentives. However, as Swiggy has shown, the chance to create income for a larger group of workers can have a number of unintended consequences. Many of the recently graduated “crorepatis” frequently decide to launch their businesses alone. Spending on assets like real estate has also increased.

    According to media reports, Swiggy has teamed up with several platforms to finance its employees’ conversion from Esop to stock; this is especially true since they will need to pay taxes before the stocks can be sold on the open market. Employee taxes will be charged to the difference between Swiggy’s current share price and the price at which the Esops were given at the conversion of the Esops.


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