Whatsapp is a social messaging app that helps people to communicate with one another just by having an active internet connection. Soon after the commercial hit of the Whatsapp messenger app, the developers decided to add some impressive features to fulfill the needs of the users. So it led to the implementation of WhatsApp video calling and audio calling features.
Soon after, the developer decided to help business people by implementing a WhatsApp money transfer facility. WhatsApp Business API was first introduced in the year 2018, which helped business people to portray their products in a better way.
Covid-19 outbreak and continuous lockdowns have made people work online and go digital. In the same way, people started promoting their business on social media platforms and some messenger apps as well.
Whatsapp messenger is one of the most important messenger apps that has implemented WhatsApp API to help small and big business portray their products.
WhatsApp Business Website
In simple words, the WhatsApp API acts as a support and sales channel that might helps users to find the preferred product according to their needs. The products and details will be listed in a WhatsApp account, and these details will be visible to all the contacts. Sometimes business owners might even receive a bulk order from their customers.
How to Apply for WhatsApp Business API?
The process is simple; anyone can apply for WhatsApp Business API just by following some simple steps. But people are often confused about choosing the right pathway for completing the process. Below mentioned points might guide people in a better way to create a Whatsapp Business API account with ease.
Choose The Right Platform
In general, there are two methods for creating a Whatsapp Business API account; users can either create an account directly or use a third-party application to create and utilize WhatsApp Business API.
Whatsapp has provided some options to help users signup with the API, but doing this will be a disadvantage in some aspects.
Small-scale industries might suffer a lot to find the right platform to have the API on board. But companies who have the option to develop API might find it easy to develop the API.
This is an important factor that must be considered while choosing the platform to create Whatsapp Business API.
Having a third-party application will be an added advantage in many aspects because it can assist small companies in creating the API with ease. Without these third-party applications, companies might find it difficult to develop the API.
Small companies might have human resource problems and face many technical issues in developing an API. But having a third-party application for all these problems will be an added advantage.
Having a service provider will reduce human efforts and increases productivity instantly. Because of this reason, people prefer to use this kind of third-party service provider to increase the overall user experience in a better way.
Entering All The Essential Details
Soon after choosing the right platform, users should enter all the essential details required to complete the process. The authorized person must enter all the basic information, including company name, URL, region, production volume, and sales percentage.
Without entering these details, business owners will not be able to create a WhatsApp Business API account. The service provider and WhatsApp might require all the details for setting up a business API account. This will help users to process the account legally. As it is a business account, people should make sure to complete the process with ease.
Activating The Account
For activating the account, users should first enter the mobile number in which they will receive all the essential updates regarding WhatsApp Business. If the mobile number is already registered, there is no need for registration, but if the number is not registered, the company might request you to register the mobile number first.
Soon after the approval process, the account can be activated. This process might take a bit longer but can help people track what they do. Soon after completing this process, the entire message backup will be sent to the Business Solution Provider (BSP).
These steps will help people complete the activation process, but the templates and the features in WhatsApp will help enhance a business’s sales percentage.
How to Get Started With WhatsApp Business API?
Implementing Impressive Message Template
It is necessary to setup up a WhatsApp Business API with an impressive message template as it will be visible to the clients directly. The visualization should be appealing and clear so that the users can easily understand the contents in a better way.
WhatsApp Business Template
Moreover, WhatsApp Business has several rules, so people should follow these rules to implement various things in practice. For instance, HSM is one of the most effective methods by which WhatsApp monetizes the API service.
So people should make sure to raise a request and wait for approvals to complete the process.
Is a Green Tick Important for Your WhatsApp Business?
Yes! It is essential to have a green tick near the WhatsApp badge as it indicates the reliability of the seller. It means WhatsApp verifies the seller, so the users can no longer be worried about the reliability of the seller.
A reputed brand that prefers to send 500+ messages to their customers can receive the badge easily.
Completing the entire process might take a long time but will benefit both buyers and sellers. Small business owners who prefer to have a WhatsApp business should make sure to utilize this properly to obtain more clients.
Generating leads, asking for customers’ feedback, sending timely promotional messages through chatbots, and much more automation can be made using the Whatsapp Business API feature.
Benefits of WhatsApp Business API?
Anything and everything can be altered according to the business need. Even the language and also the automation can be altered according to the need of the user. In simple words, people can easily have a look at the things that can be carried out using this business API.
Directing the customers into the WhatsApp chatbox has also been made easy by using this API. To do this, business owners can easily post some advertisements online, which will eventually help in obtaining better sales targets.
Moreover, sending personalized messages will also be an added advantage in many aspects as it might attract users in a better way.
Now people might find it easy to complete the process. So make sure to use WhatsApp API features to enhance the overall user experience in a better way. Most users find it difficult to choose the right platform but might choose the right one soon after utilizing WhatsApp API. It reduces human efforts and enhances the overall user experience by providing better quality outputs.
FAQs
How can I get WhatsApp Business API approval?
You must create a WhatsApp Business account on the mobile number you wish to receive updates for WhatsApp Business. You will receive a code and your business verification process will be started.
How can I install WhatsApp Business API?
You can install WhatsApp Business API by applying yourself on the website or by using third-party software.
The arrival of TikTok has increased the craze for making short-form videos worldwide. Short video platforms are on the trend. TikTok was the most used Short Video Platform in India which had been downloaded over 611 million times. Ever since it got banned in India on June 29, 2020, over national security issues, after a fallout between both the country. To fill up the gap TikTok left, there has been an onslaught of new short-video platforms. Instagram launched “Reels” immediately after TikTok got eliminated from India.
There are various short-video platforms that have entered the market like Josh, Moj, MX Taka Tak and many more and they are growing exponentially. The reason is that the mobile data price has dropped since the arrival of Jio. And also, android phones with good cameras are available for a reasonable price which led to an increase in the consumption and creation of short video content in India.
Age Group of short video platform users
Now, anyone with a good internet connection and a good camera phone can create and upload short video content. The short video platforms have a wide range of business models and the way of making money differs from one company to another. Moreover, these platforms provide free services to their user which require experiments with the business model. In this article, we will talk about how short video platforms make money. So, let’s get started.
85% of Marketers consider Short-Video Platforms as the most-effective medium for Brand Promotion
Short Videos are enjoyed by people scrolling on social media. Be it Reels on Instagram or TikTok videos, if it’s entertaining it’s bound to catch your attention. There are many brands that introduce challenges in this video platform and ask people to participate. The brand gives money to the platform to introduce the challenge, this way the promotion is done, and people get to interact with the brand while doing the challenge, and thus their work is done.
How to use video content for marketing?
Sponsorship
Sponsorship is another way of earning money for the Short Video platforms. Many companies willingly sponsor short video apps to reach the masses. As these videos are watched by people in bulk, sponsoring them is beneficial for the company to be known by a large number of people who can be their potential customers. It is a win-win situation for both the platform and the sponsor as the platform gets to earn money through it.
Affiliate Marketing
Brands give money to the platform for Affiliate marketing. Here, the platform has to present a video regarding the product of that brand where all information about it has been provided in the video. As people are now attracted to videos more, affiliate marketing helps brands to increase their sales. Thus, nowadays some companies are taking the support of short video platforms and are using them for affiliate marketing.
Collaboration
Whenever there is a new film or a music video is going to be released, the stars or the singers collaborated with the video platforms. This way they get to promote their films or music videos whatever it is and can be presented to many people. Collaboration brings money to the short video platforms and thus it is one way to earn.
In this type of business model, a customer normally pays a one-time fee or rents it to watch videos or live events. It is more commonly known as pay-per-view. This helps you to choose the entertainment videos you want to watch; you can just pay for the content you require and that increases the popularity of this model. It is considered cost-effective as you can choose what type of entertainment you want to watch rather than subscribing to everything in bulk.
TVOD helps to concentrate and offer content to a specific market. You won’t be getting unwanted or unrelated video suggestions and would receive video suggestions according to your likes.
You can find video platforms like YouTube or Instagram using this method to suggest videos. The platforms would keep a track of your activities and give you suggestions on content according to your choice.
That’s the reason most of the time you would be able to find the content according to your choice. The only difference is that you can view videos and content for free on these video platforms.
Subscription Video on Demand (SVOD)
In this subscription-based model, a customer will have to pay an amount monthly, quarterly, or yearly. Through the subscription model, you will be able to view an unlimited amount of content on their platform along with the recently released content.
There will be different subscription models. The services you receive would be better as you pick the most premium version of the models.
The main difference between different subscription models would be that there would be a difference in the prices. Also, you would be getting added services and certain advantages. Most of the time, the in-demand videos would be available for premium subscribers.
This Revenue model is mostly followed by major OTT platforms such as Netflix, YouTube and many more. The subscription model of YouTube is known as YouTube Premium. The main advantage here is that you can choose what you want to watch on these platforms.
Ad-supported Video on Demand (AVOD)
In this model, a customer can view the content for free. It is a platform where you can view the content for free but would receive ads in between your content. The platforms get their major revenue from the ads.
The platform would charge different rates from the advertisers according to what time they would want to play their ad. For example, an ad played at the beginning of the video would cost more than the ad played at the end of the video. The main example of this type of model is YouTube.
On certain platforms like YouTube, even the content creators would receive a specific amount for the ads being played in between their videos. This would encourage the content creators to make and promote more of their content which will indirectly improve the financial position of the platform as well as the content creators.
This is the type of business model normally adopted by companies that want to increase their reach. It is a combination of all the above methods. The platform would want a customer to view it for free at the beginning where they would play some video ads and later convert the customers into the subscription model or transactional video model.
The company would generate revenue from the beginning stage and it would attract a lot of customers as well. This model would provide the customers with a lot of options to choose from. You would be able to choose the model you prefer according to your budget or your likes.
Conclusion
Number of Active Users of Short Video Platforms in India
The demand for short video platforms would keep on increasing in the coming years. The number of active users on Short-video platforms is expected to reach over 650 million by 2025. We would be able to see a lot of content creators and a lot of viral videos being uploaded. With the ban of TikTok in India, there are a lot of new apps coming up along with new features such as Reels, introduced by Instagram to promote short video content.
YouTube has become a platform where people create content as a full-time profession. Short video platforms are going to flourish in the coming future as the entertainment industry is gaining popularity.
FAQs
What is the Business Model of TikTok?
TikTok primarily gains its revenue through advertising.
Which countries have banned TikTok?
TikTok is banned in India and Pakistan only. Though Bangladesh, the United States and Indonesia have attempted a ban on TikTok but later lifted it.
Why is TikTok banned in India?
The Indian government in a statement stated that the decision to ban the app was “to protect the data and privacy of its 1.38 billion citizens”.
Which is the best platform for short videos?
The best platform for short videos based on its features are as follows:-
Instagram
TikTok
Moj
Josh
Likee
Taka Tak
Snapchat
YouTube Shorts
Dubsmash
Which short video app is best to earn money?
The best short video app to earn money are as follows:-
India is among the top 12 biotechnology destinations in the world, comprising around 600 biotech companies. In this article, you are going to find information about such a person who has made wealth all on his own, with sheer hard work and perseverance.
Kiran Majumdar Shaw is an Indian Entrepreneur and Philanthropist who founded a biotechnology company, Biocon Limited in Bangalore, India. She is the Chairperson and Managing Director of Biocon. She received the Othmer Gold Medal for her exceptional contributions to the progress of science and chemistry. Financial Times named her in the business list of top 50 women. Forbes listed her as the 65th most powerful woman in the world. She was also named EY World Entrepreneur Of The Year 2020. She was ranked #2 in the Women Philanthropist list of 2019 by the Hurun Report India Philanthropy List 2019. As of the year 2020, she has an estimated net worth of $4.6 billion.
Kiran Mazumdar is the executive chairperson and the founder of one of the most prominent biopharmaceutical companies around the globe, Biocon Limited. Kiran is a person who is an inspiration to thousands of women out there who are aspiring to become entrepreneurs. Read Kiran Mazumdar Shaw’s Success Story and know more about the journey of this amazing and inspiring woman.
Kiran Mazumdar Shaw – Biography
Name
Kiran Mazumdar-Shaw
Year of Birth
23 March 1953
Nationality
Indian
Education
Graduate degree in brewing from the University of Ballarat, Melbourne
Profession
Entrepreneur, Brewmaster
Title
Executive Chairperson – Biocon Limited and Biocon Biologics Limited
Kiran Mazumdar-Shaw was born to Gujarati parents in Banglore on 23rd March 1953, in a middle-class family. Her father, Rasendra Mazumdar was the head brewmaster at United Breweries.
Since childhood, she aspired to become a doctor but couldn’t get a scholarship. In 1974, she was the only girl pursuing brewery course and topped in her class. At the age of 44, Kiran got married to John Shaw in the year 1989. John was working as the chairman at Madura Coats but left the job to join Biocon with Kiran. John Shaw is serving as the Vice Chairman of Biocon since 2001.
Kiran Mazumdar Shaw – Education
Kiran initially wanted to follow in her father’s footsteps. She studied at Bangalore’s Bishop Cotton Girl’s high school.
She then took a pre-university course from an affiliate of Bangalore University, Mount Carmel College. She further graduated with a bachelor’s degree in zoology from Bangalore University in 1973.
Kiran wanted to pursue medical college but was unable to get any scholarship in any medical college. Her father then suggested to pursue fermentation science and get trained as a brewmaster, which is a very non-traditional field for women. She went to Ballarat College, Melbourne University in Australia to study malting and brewing. She earned her degree of master brewer in 1975. Kiran Shaw was the only woman who opted for the brewing course and with her intelligence, she topped in her class.
Kiran Mazumdar Shaw – Professional Life & Career
Kiran Mazumdar-Shaw with Leslie Auchincloss
Kiran started her professional career from Carlton andUnited Breweries, Melbourne, where she worked as a trainee brewer. Kiran Mazumdar completed her training in Carlton and United Breweries. She also worked at Barrett Brothersand Burston, Australia, as a trainee maltster.
After coming back to India, she joined Jupiter Breweries in Calcutta as a technical consultant, and after gaining some experience there she worked as a Technical Manager at Standard Maltings Corporation situated in Baroda. She opted to further her career in Bangalore or Delhi but was told that “it’s a man’s profession” and that woman would not be employed as a master brewer in India.
She started looking for work overseas and was given a position in Scotland. Leslie Auchincloss, the founder of Biocon Biochemicals Limited, of Cork, Ireland met Mazumdar before she could relocate. His firm produced enzymes used in the brewing, food packaging, and textile sectors.
He was searching for an Indian entrepreneur to assist in the formation of a subsidiary in India. Kiran worked with the firm, and this was a life-changing opportunity for her. Leslie prepared her to work as a manager at his firm. Kiran went to India and began working for Biocon in a leased garage in Bangalore with an initial investment of 10,000 INR after she had a better understanding of the company’s operations and sales.
Kiran Mazumdar Shaw – Founder of Biocon
Kiran Mazumdar Shaw Founded Biocon Logo
Kiran started with Biocon in 1978, she faced many challenges because of her youth, gender, and her untested business model. No bank wanted to lend her money, thus funding was a big issue.
After getting her first funding she started with her first factory which was in a nearby 3000 sq. ft shed. The extraction of papain (a papaya enzyme used to tenderize the meat) and isinglass were the company’s first efforts (obtained from tropical catfish and used to clarify beer).
Biocon India was the first Indian firm to make enzymes and ship them to the United States and Europe within a year of its founding. Kiran invested her first year’s profits in a 20-acre property, with plans to grow in the future. Kiran transformed Biocon India from an enzyme manufacturing firm to a fully integrated biopharmaceutical company because of her unique thinking and ideas.
In 1984 Kiran discovered some new dimensions. At Biocon, a research and development team was created to focus on the development of innovative solid substrate fermentation methods. Biocon Pharmaceuticals was the first Indian biotech business to obtain funding from the United States for unique technology.
Kiran started looking for alternative opportunities which were cost-effective as well low-cost. She had also proposed that drug companies be cost-sensitive in marketing to developing countries so that people can afford the drugs they need.
Kiran and her husband John have always seen the need to provide people with the best they can, thus increasing and supplying affordable vaccines and medicines in India and helping society to overcome their medical requirements.
Kiran Mazumdar Shaw – Expansion of Biocon
Biocon Subsidiaries
She managed to establish two subsidiaries of Biocon including, Syngene in 1994 and Clinigene in 2000. Syngene provided a contractual basis early research and development support service while Clinigene focused on clinical research trials and the development of both generic and new medicines. Clinigene was later merged in Syngene and it has a current market cap of Rs.14,270.
She incorporated Biocon Biopharmaceuticals Private Limited (BBLP) in 1990 to manufacture and market a select range of biotherapeutics in a joint venture with the Cuban Center of Molecular Immunology.
She is a member of the board of governors of the Indian School of Business and a term member of on the board of MIT, USA till 2023. She has been a former member of the Indian Institute of Technology Hyderabad. She was the first woman to head the board of governors of the Indian Institute of Management Bangalore (IIMB).
She is an independent director on the board of Infosys. She is a member of the General Body of Maharashtra State Innovation Society. She is also a member of the advisory board of the MIT Jameel Clinic.
Kiran Mazumdar Shaw – Challenges Faced in Entrepreneurship
She started with a seed capital of Rs.10,000. Inspite of being a joint venture, Indian laws restricted foreign ownership to only 30% of the company. Thus, 70% of the company belonged to Kiran Mazumdar Shaw.
She faced reliability challenges because of her youth, gender, and untested business model. She was unable to secure funding for her company initially. She tried hard and finally got her first financial backing. She also struggled while recruiting people to work for her startup. She had to face technological changes with an eye to building a biotech business in India, which was then having a poor infrastructure.
Kiran met Leslie Auchincloss, who is the founder of Biocon Biochemicals Limited, of Cork, Ireland. The aforesaid company produces enzymes to be used in brewing, food packaging, and textile industries. Auchincloss was desperately looking for an entrepreneur in India, who would help her in establishing an Indian subsidiary of Biocon.
Kiran agreed to undertake the offer on a condition that if she did not wish to continue post six months, she would be given the position of brewmaster. She started working as a trainee manager at Biocon Limited, Cork, Ireland to learn more of the business. Post the training period, she returned India to establish the business.
In 1989, Biocon Biochemicals of Ireland was acquired from Leslie Auchincloss byHindustan Unilever. The partnership with Unilever helped Biocon to establish best practices and quality systems across the world. Unilever then sold its chemical division including Biocon to Imperial Chemical Industries (ICI). Her husband, John Shaw invested $2 million to purchase the shares of Biocon from ICI.
Kiran Mazumdar Shaw – Philanthropy
Kiran Mazumdar-Shaw The Giving Pledge
With the great success of her company, Biocon has allowed Kiran to donate and be the support of the people who need help but do not have the resources. Kiran is a firm believer in sharing and cares about people hence giving at least half of her wealth to philanthropic work. This was when she joined The Giving Pledge movement in the year 2015.
With the support of her husband John, she started up with Mazumdar Shaw Foundation in India to help the needful. The key sectors of the foundation are Education, Healthcare, Art & Culture, and a Healthy Environment. The Foundation is involved in numerous health and education outreach programs to benefit the economically weaker sections of Indian society.
Mazumdar Shaw Medical Center
Mazumdar Shaw foundation has also established a 1400 bed cancer care center in Bangalore, in collaboration with Devi Shetty. Her goal is to create a world-class cancer center with affordable treatment.
Kiran Mazumdar Shaw – Awards & Recognitions
Kiran Mazumdar honoured by the Government of India
Kiran Mazumdar has been awarded several times for her leadership and success in entrepreneurship.
She has been Conferred with the Bombay Management Association (BMA) Business Leader of The Decade Award in 2022.
She has been awarded with the “Spirit of TiE – Trailblazers Award” by TiE Bangalore on World Entrepreneurs Day in 2021.
Biocon has been recognized among the Top 20 in the The Medicine Maker Power List 2019 under the Business Captains category in 2019.
Kiran has received Padma Shri in the year 1989 and Padma Bhushan in the year 2005.
Recipient of EY World Entrepreneur of the Year (2020) and EY Entrepreneur of the Year India Award (2019).
Recipient of Order of Australia (2020).
Recipient of ICMR’s Lifetime Achievement Award for Outstanding Achievement in Healthcare (2019).
Recipient of AWSM Award for Excellence (2017).
Knight of the National Order of the French Legion of Honour (2016).
Recipient of Othmer Gold Medal (2014).
Recipient of Global Economy Prize for Business (2014).
Ranked among the world’s 16 Most Powerful Women in Leadership in 2021 by CEO Magazine.
Kiran is also fond of writing books and she loves reading novels. She has written and has got published two books: ‘Ale and Arty’ and ‘India’s Innovation Challenge for Inclusive Development.
Conclusion
The second richest self-made woman in India is the star and pride of the nation. Nobody knew about Kiran Mazumdar-Shaw but now she is one of the most influential women in the country. She has shown the world that a woman can do everything and is a living inspiration for young woman entrepreneurs.
FAQs
Who is the husband of Kiran Mazumdar-Shaw?
Kiran Mazumdar-Shaw is married to John Shaw.
How old is Kiran Mazumdar-Shaw?
Kiran Mazumdar-Shaw was born on 23 March 1953 and is 69 years old (2022).
What is the net worth of Kiran Mazumdar-Shaw?
Kiran Mazumdar-Shaw has a net worth of $370 crores as of 2022.
What is Kiran Mazumdar-Shaw’s education?
Kiran Mazumdar-Shaw has done bachelor’s degree in zoology from Bangalore University in 1973 and earned a degree as master brewer in 1975 from Melbourne University in Australia.
Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. The content in this post has been approved by Amagi.
Amagi is a next-generation media technology company. It provides end-to-end cloud-managed live and on-demand video infrastructure to content owners, broadcast and cable TV networks, and OTT platforms. Its core expertise lies in broadcast-grade 24×7 linear channel creation, channel distribution to Free Ad-Supported Streaming TV platforms, live orchestration for sports and news, OTT server-side ad insertion, and analytics for monetization, cost-effective disaster recovery, among others.
Amagi supports 500+ content brands, 800+ playout chains, and over 2000 channel deliveries on its platform in over 40 countries. The company generated approximately 2 billion ad opportunities every month supporting OTT ad-insertion for 1000+ channels. Its clientele includes ABS-CBN, Fox Networks, Fremantle, NBCUniversal, Tastemade, Tegna, USA Today, and Warner Media, among others.
StartupTalky interviewed Mr. Baskar Subramanian (Co-founder & CEO, Amagi) to get insights into the startup story and roadmap of the organization. In this article you’ll discover how Amagi company was conceptualized, its business model, customer acquisition strategies, Amagi competitors, Amagi technologies revenue, Amagi logo, future plans, and more.
Amagi – Company Highlights
Startup Name
Amagi
Founders
Baskar Subramanian (CEO), Srividhya Srinivasan, Srinivasan KA
Amagi is a next-generation media technology company. It provides end-to-end cloud-managed live and on-demand video infrastructure to content owners, broadcast and cable TV networks, and OTT platforms.
Amagi’s core expertise lies in broadcast-grade 24×7 linear channel creation, channel distribution to Free Ad-Supported Streaming TV platforms, live orchestration for sports and news, OTT server-side ad insertion, and analytics for monetization, cost-effective disaster recovery, among others.
Amagi’s clients include top-tier broadcast TV networks, digital-first networks, content owners, Free Ad-Supported Streaming TV (FAST), and OTT platforms in the Americas, EMEA, and APAC regions. The company has grown 100 percent over the last two years and is profitable. Amagi has a presence in New York, Los Angeles, Toronto, London, Paris, and Singapore, broadcast operations in New Delhi, and an innovation center in Bangalore. Amagi has 350+ employees and continues to hire and expand operations across all regions.
Amagi Live
Vision
Amagi’s long-term vision is to transform the media and entertainment industry by virtualizing the whole broadcasting operation. The flexibility of cloud-built solutions for broadcasting outpaces the capabilities of traditional hardware-intensive operating systems. Its goal is to be the global leader in cloud-based SaaS technology for broadcast and connected TV.
The startup is currently amidst a global ‘cord-cutting phase with more and more viewers choosing streaming TV over traditional Pay TV services. And within streaming, Free Ad-Supported Streaming TV or FAST (the streaming version of the free TV network) is becoming immensely popular among viewers keen to revisit the simplicity of linear TV-like experience.
Amagi is playing an instrumental role in the transformation taking place in the streaming industry. In fact, it is at the front and center of it. Amagi had already established early leadership in the domain, enabling content brands to spin up linear channels on the go, distribute them to leading FAST platforms and generate ad revenues for themselves.
300+ content brands have so far chosen to engage Amagi’s services to amplify their distribution across FAST. Its short-term goal is to be able to emerge as the undisputed leader in providing the complete technology stack in streaming distribution, especially in the FAST space.
Amagi’s core belief is that technology has the power to transform an industry, making it more nimble and more competitive, and providing options to both service providers as well as end-users.
Take the Media and Entertainment industry for example. For several years, the industry had not undergone any major transformations until Cloud came into the picture. Cloud-led technology solutions challenged the status quo in the industry, creating radical changes in content consumption patterns (the OTT boom is a prime example). Due to the technology disruption, users have more choices and more flexibility and control over what they want to watch. Content creators, likewise, have the option of scaling their business on the cloud at lower opex compared to traditional broadcasting models.
As the front runners of next-gen media tech solutions for broadcasting, Amagi takes pride in having played an instrumental role in this transformation. Amagi has successfully introduced a flexible ‘pay-as-you-go’ model for launching and operating 24/7 linear channels by eliminating the need for traditional, hardware-driven, large expensive physical operations. The company essentially put the entire broadcast operations on the cloud.
Rise of connected TV: In the fourth quarter of 2020, CTV devices accounted for 49% of the time people spent streaming video globally
Smart TVs’ viewership time increased by 157% in the quarter to represent 17% of overall viewership time
Global audience for FAST TV: 200 million and still growing
The connected TV market is currently generating $250 billion in ad revenues
Amagi’s Market Share:
Overall, Amagi has 500+ content brands, 800+ playout chains, and over 2000 channel deliveries on its platform in over 40 countries. Amagi has already established early leadership in the FAST domain, with 50+ FAST platforms and 100 other platform partnerships globally. 300+ content brands chose to engage Amagi’s services to amplify their distribution across FAST. This includes Fremantle, beIN Sports, Yahoo! Finance, Tastemade, Qwest TV, Shout! Factory, Cinedigm, USA TODAY, VICE UK, and more.
Industry growth in the next 5 years:
The team at Amagi believes that streaming is the future of TV with millions of viewers around the world making it their favored entertainment destination. In 2020 alone, nearly 68 million US homes had made the switch from cable to OTT, and around 300 streaming players were vying for their attention in the market. In India too, studies predict that the OTT content market is at an inflection point and is likely to reach $5 bn in size by the end of 2022.
There are shifts taking place within the OTT ecosystem too. While subscription-based streaming giants such as Netflix and Amazon Prime continue to be popular among viewers, the sheer volume of options in the Subscription-Video-On-Demand space has caused ‘decision fatigue’, giving rise to a new phenomenon – Free Ad-Supported Streaming TV (FAST), a subset of Advertising Video-On-Demand (AVOD).
With FAST, viewers can go back to the simplicity of linear TV-like experience, with ad breaks that are shorter and tailored to their interest, without having to incur any Pay TV expenses. The rise of FAST in the US and other markets such as Europe, LatAm, and Asia is opening new vistas for content brands for channel creation, distribution, and monetization. The growing demand for connected TVs and the popularity of linear TV-like experiences imply that good quality content is going to become freely available to viewers, and monetization of content will be largely through advertising.
Amagi was founded in 2008 by Baskar Subramanian, Srividhya Srinivasan, and Srinivasan KA to pioneer cloud-based broadcast and advertising technology solutions. The company originally started in India providing targeted TV advertising solutions.
The founders often tell a story of how they were approached by a young palmist offering to predict their future as they were sitting in a park and brainstorming ideas for their next entrepreneurial venture, on a Monday morning in early 2008. The palmist, rightly assuming that the founders were currently in between ventures, chose to target them as they seemed the likeliest candidates for needing their futures told. This ‘targeting’ on the part of the palmist put them in mind of ‘targeting’ as a solution. They chose ‘targeted advertising’ on traditional TV as a business model, as there was a real need for technology intervention in this area, to democratize TV advertising and make it accessible to small-time advertisers.
As part of their research into the viability of this technology, the founders went to the United States and other countries to examine what was already available in this space. They found that the tech that existed was very expensive and not scalable. For it to be a success in India, the tech had to be low cost and easy to scale.
They decided to build this technology from scratch and scale it to 3000 cities at a time, which was the start of Amagi.
In the late 2000s, billions of dollars worth of advertising money were being spent by large corporations on national TV– a luxury that small-time regional advertisers could not afford. Amagi’s founders took ad democratization as their problem statement. They believed that targeted advertising technologies could have a transformational impact in this area.
They wanted to see if they could build a network of local advertisers and offer them geo-targeted advertising on traditional TV (narrow the target down to a street, if needed) as a solution to their visibility requirements on TV. They decided to build targeted advertising infrastructure in the country by splitting the satellite signals at specific locations and inserting new ads.
Advertisers loved the idea. They could now choose to target multiple locations (individually), and yet, end up spending less than a national TV ad slot (the cost of the sum of the individual locations was less than the whole national ad spot), thus gaining more visibility, at a fraction of the cost.
That was the genesis of Amagi’s foray into the TV advertising arena, which eventually led to bigger innovations at larger scales.
The company quickly pivoted from targeted advertising to lead cloud adoption and evangelize cloud technologies for broadcast.
Baskar Subramanian, Srividhya Srinivasan, and Srinivasan KA are the founders of Amagi.
Baskar, Srini, and Vidhya met and befriended one another during their graduate years at Government College of Technology, Coimbatore. They are software engineers who co-founded the company in 2008 after their previous entrepreneurial venture, Impulsesoft, was acquired by Nasdaq listed SiRF.
About the founders –
Baskar Subramanian | Co-founder & CEO, Amagi
Baskar Subramanian – Co-founder, Amagi
Baskar is a serial entrepreneur with many patents to his name. As CEO, Baskar drives Amagi’s vision, growth strategy, and execution, enabling the transformation of the global media and entertainment industry through technology innovation. Baskar has been instrumental in developing several of Amagi’s path-defining technologies on cloud broadcast and frame-accurate ad splicing for both TV and OTT. Under Baskar’s leadership, Amagi has demonstrated strong growth, becoming an industry leader in SaaS-based solutions for broadcast.
Prior to Amagi, Baskar co-founded ImpulseSoft, a wireless technology company, which was later acquired by NASDAQ-listed SiRF. He started his career as a software engineer at Texas Instruments before embarking on his entrepreneurial journey. To foster a culture of entrepreneurship in society, Baskar regularly shares his insights and expertise with startups and small businesses. He is a well-known speaker at technology and industry events, evangelizing the use of the cloud for broadcast industry transformation. He holds a bachelor’s degree in Technology from the Government College of Technology (GCT), Coimbatore, India.
KA Srinivasan (Srini) | Co-founder & Chief Revenue Officer, Amagi
KA Srinivasan – Co-founder, Amagi
Srini is a technology entrepreneur with 23+ years of experience in establishing and successfully scaling businesses. Srini co-founded Amagi in 2008 and established it as a global leader in SaaS for broadcast and streaming TV on the cloud. As Chief Revenue Officer, Srini is responsible for revenue growth inclusive of sales & marketing.
Before Amagi, Srini co-founded the wireless audio company, ImpulseSoft, which went on to become a market leader and was later acquired by the American semiconductor company, SiRF. Earlier, he started his career at Texas Instruments as a software engineer. He holds a Bachelor’s degree in Computer Science from the Government College of Technology (GCT), Coimbatore, India. Srini regularly speaks at global industry events, evangelizing the use of the cloud for channel creation and monetization. In his free time, Srini loves to travel and read, and play arbitrator for his kids in their friendly sibling conquests.
Srividhya is one of the few women entrepreneurs in the broadcast technology industry to have successfully conceptualized and introduced pioneering products for global markets. She loves to create innovative product solutions to tackle complex engineering problems. At Amagi, Srividhya plays the critical role of advising global clients on suitable cloud deployment architecture, designing custom solutions, and ensuring that clients transition to cloud broadcast models smoothly.
Srividhya started her career as a software engineer at Texas Instruments. She spent most of her 23 years of professional experience as a technology entrepreneur. Before Amagi, she had co-founded ImpulseSoft, a wireless audio technology company that was later acquired by NASDAQ-listed SiRF.
She graduated from the Government College of Technology, Coimbatore, India. Engineering is her first love, and she firmly believes that engineering is her reason to be.
Founders’ Task
Task divided among founders: Baskar Subramanian is the CEO of the company. He leads technology innovation, business strategy, and overall execution at Amagi. Srinivasan KA is the Chief Revenue Officer. He is responsible for revenue growth inclusive of sales and marketing. Srividhya is the Chief Customer Success Officer. She plays the critical role of advising global clients on suitable cloud deployment architecture, designing custom solutions, and ensuring that clients transition to cloud broadcast models smoothly.
Company Size & Hiring funda
The company has 400+ employees at present and is growing rapidly. Over the past two years, the company has expanded to more locations, including Latin America, Canada, and different parts of Europe. The founders are looking to onboard premium tech talent across Engineering, Product Management, and Global Sales roles in India and its international locations.
Work Culture
Amagi is a company that prides itself on being outrageously ambitious. The founders encourage their employees to think like ‘there’s no box at all.’ By asking employees to bring never-thought-before ideas to the table, they deliver breakthrough results, driving exceptional outcomes for their customers.
Amagi’s early products and solutions were conceptualized and built with the purpose of offering advertisers greater freedom through technology. Amagi in Sumerian means “freedom” and the name seemed a fitting choice for what the company intended to do – which was to offer local advertisers the freedom to do more and achieve more despite having limited resources.
Amagi Logo
The company’s logo has undergone several changes over the years. The first version of the logo had a small TV screen as a brand mnemonic to clearly demonstrate the company’s core market and expertise. As the company grew and became more international in its operations, the logo was likewise upgraded to have a global appeal. Amagi’s logo is font-based and minimalistic. It is easily replicable across all formats and surfaces.
Amagi – Business model & Revenue model
Amagi offers three business models for customers to choose from –
Software-as-a-Service (SaaS)
‘Bring your own license’, and
Fully Managed Service
It also offers a revenue share model with content owners and platforms based on ad insertions enabled.
Amagi Cloudport UI
Amagi – Launch & Customer Acquisition Strategy
In the Indian ad business as well as the global cloud broadcast business, Amagi engages with customers both on-demand and supply side. Demonstrating the value-add its solutions could give them was a crucial part of the startup’s customer acquisition strategy.
In the ad business, it had to convince broadcasters to support localization of ads on their national channels, and local/regional advertisers to buy targeted ad spots on these channels. Oftentimes, the team had to buy ad inventories at its expense on a premium and then sell them to local advertisers at a fraction of the cost, to convince them that its solution worked. Amagi’s business model was that it could sell the same ad spot through as many regional advertisers as possible with the view that the sum of the parts will eventually be greater than the whole. Based on the success of this approach, Amagi was able to sell a million ad seconds per month.
In the cloud broadcast business too, Amagi was working with forward-thinking customers who were willing to place their bets on cloud technologies, which is a low-cost, low risk, pay-as-you-go infrastructure model. As these companies discovered the inherent advantages of the cloud and were willing to future-proof their business using cloud solutions, Amagi’s business saw the momentum and its list of customers grew steadily.
The OTT revolution, lockdown-imposed restrictions, and the growth of Free Ad-Supported Streaming TV were other factors that led to the increased adoption of cloud-based solutions as the de-facto infrastructure for broadcasting. From 2018 onward, Amagi’s business momentum was on a rapid incline. By 2021, it had 500+ content brands, 2000+ channel deliveries, 50+ FAST platforms, and 100 other OTT platforms in its customer portfolio.
The comprehensiveness of Amagi’s solutions: The breadth and depth of services it offers its customers are exhaustive. From broadcast-grade 24/7 linear channel creation to distribution across satellite, cable, and IP, to OTT server-side ad insertion and analytics for monetization, it provides end-to-end infrastructure for broadcast operations on the cloud.
The flexibility of the working model: Amagi’s customers can manage hundreds of channel feeds and scale up at will from any remote corner of the world using its solutions.
Comprehensive distribution network: Amagi enables its customers to distribute their content across satellite, cable, and IP. Its strongest value proposition to its customers is the FAST platform distribution network. With 50+ FAST platform partnerships globally, content owners can share their content across any platform in any part of the world.
Amagi has been able to provide tremendous value to its customers with the immense capability and agility of its solutions, which has, in turn, giving the startup a high customer retention rate (127% net retention as of July 2021).
To kickstart its targeted advertising business, Amagi had to collaborate with cable operators from around the country, from big cities to tier 2 cities. There were around 20,000 cable operators in the country at the time.
One of the earliest challenges it faced was in collaborating with the operators who had a limited understanding of the technologies that they were building. Making them aware of its potential and bringing them on board was a herculean task.
The second challenge it experienced was in convincing channels to let it insert ads in between their content. From a technology provider standpoint, Amagi was unaware of the ad content and could not give channels the reassurance that it would be inoffensive to its viewers. Having never done local advertising before, they were also unsure of the business model and unwilling to experiment with it. To counter this challenge, Amagi had to build an in-house ad sales team, buy ad inventories and then sell it to local advertisers, at considerable risk to itself. Amagi also built an in-house ad creative team to tackle the challenge of ad content ambiguity.
It started off as a tech provider and pivoted to add multiple other capabilities into its service offerings to meet the demands of the customers. Furthermore, another challenging task that Amagi successfully pulled off was when the company pivoted to a Saas-based monetisation platform for TV networks and content owners. Amagi, which started off strictly as an advertising solution provider to offer advertising solution to local businesses TV channels dropped the same model and began afresh with a Saas-based approach in 2018. This pivot was painful indeed when the company had to bid adieu to around half of the workforce it had. However, Amagi made it out strong. The successful story of Amagi’s growth had not been discovered until the company revealed that it skyrocketed its revenues, which neared the Rs 200 crore mark along with churning significant profit in the fiscal that ended in March 2021
Amagi – Funding and Investors
Amagi has been successful in raising $240.2 million in over 6 funding rounds that it has seen to date. The last funding round for Amagi came in on March 16, 2022, where the company was successful in raising $95 million worth of funds in a funding round led by Accel, and eventually joined in by other existing investors including Norwest Ventures, Avataar Ventures, and more. This funding round helped the company gain a unicorn valuation, thereby making it the 12th Indian startup to join the unicorn club of companies in 2022.
Amagi earlier raised $100 million last in September 2021, from a bunch of investors. The lead investors of Amai include Emerald Media, Mayfield Fund, and more.
Funding Date
Name of the Funding Round
Amount
Lead Investors
March 16, 2022
Private Equity Round
$95 mn
Accel, Norwest Venture, Avataar Ventures
September 10, 2021
Private Equity Round
$100 mn
–
December 15, 2016
Series D
$35 mn
Emerald Media
January 19, 2015
Series C
–
Premji Invest
June 1, 2014
Series B
$4.7 mn
–
June 17, 2013
Series A
$5.5 mn
Mayfield Fund
Amagi has recently organized a buyback of shares worth $12 mn from its founding team and employees. The Amagi board has approved a buyback of 76,533 equity shares at Rs 11,998.63 per share, which would amount to $12 million (Rs 91.8 crore), as per the regulatory filings of the company. As a result of the buyback, only two of the company’s co-founders, Baskar Subramanian and Srividhya Srinivasan, could offload their shares that were worth $8 million (Rs 61.2 crore).
Amagi – Growth and Revenue
Amagi supports 650+ content brands, 800+ playout chains, and over 2000 channel deliveries on its platform in over 40 countries. The company generated approximately 2 billion ad opportunities every month supporting OTT ad-insertion for 1000+ channels. Furthermore, the total audience of Amagi is calculated at somewhere around 2 bn+ and is growing each quarter. The company currently has a valuation of $1 bn+ and is hailed as one of the highest valued mediatech companies worldwide.
Amagi has a presence in New York, Los Angeles, Toronto, London, Paris, Singapore, broadcast operations in New Delhi, and an innovation center in Bangalore.
Amagi clients include ABS-CBN, A+E Networks UK, beIN Sports, CuriosityStream, Discovery Networks, Fox Networks, Fremantle, NBCUniversal, Tastemade, Tegna, USA Today, Vice Media, and Warner Media, among others.
Amagi is a profitable company. In the fiscal year ending March 2021, Amagi announced a 136% increase in annual revenue and a sequential growth of 18% in revenue in the quarter ending June 2021.
Looking at the Amagi revenue, the company has seen quite a growth (2.3X) in its revenues from operations, which stood at Rs 96.1 cr in FY20 and became Rs 219.3 cr in FY21. The total revenue it earned from the US ballooned 3.3X YoY to become Rs 143.7 cr during FY21 and making up for 65.5% of the total company’s revenues. Furthermore, the revenue earned by Amagi from the rest of the world also increased by 99.4% to become Rs 31.5 cr.
Amagi Financials
Amagi Financials
FY21
FY20
Operating Revenue
Rs 219.30 cr
Rs 96.1 cr
Total Expenses
Rs 197.94 cr
Rs 115.15 cr
Profit/Loss
Profit of Rs 20.71 cr
Loss of Rs 18.70 cr
EBITDA Margin
12.7%
-11.7%
Amagi Expenses Breakdown
Amagi expenses were recorded at Rs 115.2 cr in FY20, which increased by 72% to stand at Rs 198 during FY21. Cloud hosting and other expenses associated with the server and the hosting shot up 2.4X YoY and is deemed to be the largest expense for Amagi in FY21, making up for 38.1% of the total annual costs of the company. The second largest expense for Amagi was the employee benefit expenses. Here’s a quick look at all the expenses of Amagi in FY21 and a comparison with the previous year’s expense verticals.
Amagi Expense Verticals
FY21
FY20
Server Hosting Expenses
Rs 75.50 cr
Rs 31.60 cr
Employee Benefit Expenses
Rs 66.93 cr
Rs 45.80 cr
Other Operating and Admin Expenses
Rs 26.19 cr
Rs 25.44
Broadcasting Charges
Rs 8.70 cr
Rs 3.10 cr
Subscription Membership Fees
Rs 10.17 cr
Rs 5.41 cr
Legal Professional Charges
Rs 10.45 cr
Rs 3.80 cr
Coming to the unit economics, Amagi had to spend Rs 0.9 to earn a single rupee of revenue. The company focused on growth this year after its pivot and has managed to grow by 2.4X.
Amagi – ESOPs
Amagi rolled out an employee stock ownership plan (ESOP) scheme and a stock appreciation rights scheme (SARs IV), which would cumulatively be worth $24 mn.
Amagi – Competitors
Amagi has a whole bunch of rivals that are competing in the same industry. Here are some of the prominent Amagi competitors:
Front & Sullivan’s Global Product Innovation Award 2018 for Amagi CLOUDPORT
IBC Innovation Awards Winner 2015
CNBC 10 Hottest Startups in India
Deloitte 2nd Fastest-Growing Tech Firm in India, 2012
Stevie Gold Award for Medium-Sized Company of the Year (Media & Entertainment)
Stevie Bronze Award for Cloud Application / Service of the Year
Amagi – Future Plans
In the fiscal year ending March 2021, Amagi hit a revenue milestone of 136% and a sequential growth of 18% in the quarter ending June 2021. Its plan is to keep this business momentum going by offering newer cloud-innovated product capabilities and services to support new-age content providers and platforms in their growth journey.
Amagi plans to offer its customers a self-service portal – a single platform – on which they can access all its products. The platform will enable customers to leverage the benefits of all the products in its technology stack – its channel playout solution, Amagi CLOUDPORT, its server-side ad insertion solution, Amagi THUNDERSTORM, its live orchestration, and lightweight content scheduling platform, Amagi LIVE and AMAGI PLANNER, and more – on a single browser window.
The streaming TV revolution has created more opportunities for content owners to create, distribute and monetize channels. While viewers enjoy having more choices, they also expect the content to be of broadcast-grade quality standards. Amagi is offering low-cost playout options to smaller, new-age content owners to help them create compelling viewing experiences for their audiences, thereby, placing them on a level playing field with large deep-pocketed broadcasters.
FAQs
What is Amagi company?
Amagi is a next-generation media technology company. It provides end-to-end cloud-managed live and on-demand video infrastructure to content owners, broadcast and cable TV networks, and OTT platforms.
Who founded Amagi?
If you are wondering about the Amagi founders, then Baskar Subramanian, Srividhya Srinivasan, and Srinivasan KA are the persons behind the foundation of the profitable advertising solution turned SaaS-based monetisation platform for TV networks and content owners, Amagi.
How much is the Amagi technologies revenue?
Amagi Technologies marked its revenue from operations at Rs 96.1 cr in FY20. This grew by 2.3X to become Rs 219.3 cr in FY21.
Is Amagi an Indian company?
Yes. Amagi’s headquarters is situated in Bangalore, Karnataka, India. The company is also having its headquarters abroad in New York, USA.
What does Amagi’s client base look like?
Amagi clients include Fox Networks, Fremantle, NBCUniversal, Tastemade, Tegna, Vice Media, and Warner Media, among others. Amagi supports 500+ content brands, 800+ playout chains, and over 2000 channel deliveries on its platform in over 40 countries.
What is the meaning of the word ‘Amagi’?
Amagi in Sumerian means “freedom” and the name seemed a fitting choice for what the company intended to do – which was to offer local advertisers the freedom to do more and achieve more despite having limited resources.
There are several huge business tycoons in India, who have made their mark on a global level. Post-independence in India, these massive organizations set their claws on every continent in the world and became one of the multinational conglomerates that rose from nothing and now reached the pinnacle of the business realm. One of the remarkable business families is the Birla Group.
Top Companies like Tata group and Reliance Industries gave the nation a level of recognition on an international platform. These companies started acquiring the domestic business establishments of the countries, where they ventured to do business and also started expanding their business vast.
Aditya Birla Group is a firm that takes corporate responsibility very seriously. Son of Aditya Birla, Kumar Birla makes the revenue of $41 billion in the company, a commodities empire with interests in cement, aluminium, telecom industry, and finance. It also backed the 19th position in Asia’s Richest Families, 2017.
Aditya Birla Group is a massive conglomerate that is engaged in various sectors. Birla Group comes with a great history, Aditya Birla Group is a $50 billion corporation and is on the list of Fortune 500.
It also has a number of achievements which includes the tag as a Global leader in Aluminium Rolling and Carbon Black. Aditya Birla Group ranks second in Telecom sector. It is the leader in Telecom and Cement Industry in India. The company has its struggle to achieve the positions.
The company had stepped into the Cotton industry initially which then expanded rapidly in the 20th Century. The company dealt tremendously in critical sectors like textiles and fibre, aluminium, cement, and chemicals under the leadership of Ghanshyam Das Birla. He was involved in the freedom struggle of India with Gandhiji and showed how eminent business leaders could contribute to the betterment of the nation.
After that, Mr Aditya Vikram Birla achieved this feat in the Liberalization of the Indian Economy in 1991. After him, his very capable son, Kumar Mangalam Birla had taken up the role of leadership in 1995 and the Group’s annual turnover was around $3.3 Billion.
The foundation of Aditya Birla Group was laid back in the year 1857. The founder Shiv Narayan Birla had a very wider idea of the future in mind. After his death, the venture was carried forward by the next generation of the family.
Currently, it has become a multinational conglomerate with an important global existence. It deals in the field of various trades such as metals, chemicals, textiles, agriculture, mining, carbon black, telecommunications, insulators, cement, finance, retail, IT, trading solutions, etc.
There are almost a total of 1,40,000 employees and the company generated a revenue of $46 billion in the fiscal year of 2020, making it the third big company per revenue generation with the runners-up Tata Sons and Reliance India Limited. The business is run majorly in Mumbai, Maharashtra.
Aditya Birla Group – Growth
Aditya Birla’s group turnover in 2020 was around $46 billion. Aditya Birla Fashion and Retail Limited (ABFRL) is one of the major wings of the Group and has brought good growth to the conglomerate.
ABFRL Revenue Growth
Aditya Birla Forays into B2b Ecommerce
Aditya Birla Group announced that it will launch a B2B eCommerce platform that will deal with building materials, as per reports dated July 19, 2022. Some of the startups that are recognised as B2B eCommerce startups now are Infra. Market and OfBusiness both of which are included among the unicorn startups of India. With this, Aditya Birla also declared that it would be infusing close to Rs 2000 crore into the platform over the course of the next 5 years.
The building materials and the digital segment, both offers tremendous opportunities for growth, mentioned Aditya Birla Group Chairman Kumar Mangalam Birla.
Aditya Birla has earlier taken numerous such decisions that made it conquer segment after segment in the Indian market. Ultratech Cement, an Aditya Birla subsidiary, is the largest cement producer in India. Besides, it has also forayed into the paint space.
Aditya Birla Group – Acquisitions
Aditya Birla Group is a holding and service provider company with almost more than 72+ manufacturing and services subsidiaries across India, Thailand, Indonesia, Malaysia, Australia, China, Egypt, Philippines, and Canada.
Grasim, one of Aditya Birla’s subsidiaries, is the world’s leading producer of fibre, and a manufacturer of rayon-grade pulp, sponge, iron, textiles, cement, and chemicals.
Hindalco is a producer of aluminium and copper, and UltraTech Cement is a producer of portland cement and other products.
Birla NGK Insulators, which is a joint venture with Japan, is the world’s leading producer of insulators.
Idea Cellular Limited is a mobile service provider owned by Indian conglomerate Tata Industries jointly.
The Group also produces IT and software services and operates a number of financial subsidiaries. Birla Sun Life Insurance Co. is the 2nd largest private sector insurance company in India, and Birla Sun Life Asset Management Co. is the 4th largest assets manager.
To sum the growth up, the company claims to be the world’s 8th largest producer of cement and the 4th largest producer of carbon black globally. These operations generate revenues of around $7.6 billion per year.
Some other popular subsidiaries of Aditya Birla Group are:
Aleris Corporation
Columbian Chemicals Company
Novelis Inc
Cement business of L&T
Louis Philippe, Allen Solly, Peter England and more.
Aditya Birla Group – Global Conglomeration
The Global conglomerate, Aditya Birla Group is the 2nd largest venture and is an extraordinary force of more than 140,000 employees belonging to 100 nationalities, it is built on a strong foundation of stakeholder value creation.
It is responsible for business powerhouses in a wide range of sectors. Currently, 50% of Aditya Birla Group’s revenues flow from overseas operations which include 36 countries in Africa, Asia, and North and South America.
Aditya Birla Group – Kumar Mangalam Birla
Kumar Mangalam Birla
Kumar Mangalam Birla inherited the family business in 1995 at the tender age of 28 when his father Aditya Birla died and left his son with a lot of pressure to live up to his father.
Against all the odds, Kumar Mangalam Birla proved everyone wrong and took the company to newer heights. The company grew by 16 times under his leadership. He proves to be an inspiration for all of the aspiring entrepreneurs who works under tremendous pressure and make it a strength.
The complete renovation of the new operations and procedures was done by Kumar Birla. He was determined to evolve everything and bring the company to modernization. He is known to be the Best CEOof Aditya Birla Group of Companies.
The Aditya Birla Group broke all the conventional barriers of business and believes in the duty to facilitate inclusive growth. They have a peculiar set of policies and strategies to retain their employees. The group owns one of the top three telecom companies in India, the nation’s largest cement manufacturer, and one of its top retailers.
FAQs
When was Aditya Birla Group founded?
Aditya Birla Group was founded in 1857 by Seth Shiv Narayan Birla.
How many companies are there under Aditya Birla Group?
Aditya Birla Group subsidiary companies are:
Grasim Industries
Vodafone Idea
Essel Mining & Industries Limited
Aditya Birla Fashion and Retail
Domsjo Fabriker
Hindalco Industries
How many employees are there in Aditya Birla Group?
Aditya Birla Group has around 140,000 employees belonging to 100 different countries.
What is Aditya Birla group turnover?
Aditya Birla’s group turnover was US$46 billion (2020).
Who is the richest Birla?
Kumar Mangalam Birla is the richest Birla with an estimated net worth of US $17.5 billion, as of 2022.
McDonald’s Corporation is an American fast-food organization established in 1940 as a café by Richard and Maurice McDonald, in San Bernardino, California, United States. They rechristened their business as a burger stand and later transformed the organization into an establishment; the Golden Arches logo being presented in 1953 at an area in Phoenix, Arizona.
Ray Kroc, a businessperson, joined the organization as an established operator in 1955 and continued to buy the chain from the McDonald’s siblings. McDonald’s had its base camp in Oak Brook, Illinois, and moved its worldwide base camp to Chicago in mid-2018.
McDonald’s is worth $185+ bn today. It is the world’s biggest eatery network by revenue. It was last registered to be serving 69+ million customers each day in more than 120 countries across over 39,000 outlets.
Although McDonald’s is best known for its burgers, cheeseburgers, and french fries, its menu also includes chicken items, breakfast things, sodas, milkshakes, wraps, and sweets. In light of changing buyer tastes and a negative backfire on account of the wretchedness of its food, the organization has added mixed greens, fish, smoothies, and natural products to its offerings.
McDonald’s Corporation’s income originates from leases and charges paid by the franchisees. According to two reports distributed in 2018, McDonald’s is the world’s second-biggest private manager with 1.7 million representatives (behind Walmart with 2.3 million workers).
Here’s bringing you the McDonald’s company profile that will present to you McDonald’s company overview, when was McDonald’s founded, McDonald’s growth over the years, about McDonald’s, McDonald’s owner name, founder of McDonald’s corporation, McDonald’s history and background, McDonald’s case study marketing, and more.
McDonald’s – Company Highlights
Company Name
McDonald’s
Headquarters
Chicago, Illinois , U.S.
Founded
1940
Founders
Richard and Maurice McDonald’s and then by Ray Kroc
Richard and Maurice McDonald in 1940, opened the primary McDonald’s at 1398 North E Street at West fourteenth Street in San Bernardino, California; however, it was not the McDonald’s you know today. Ray Kroc made changes to the siblings’ business and modernized it.
MacDonald’s Founders – Richard McDonald, Maurice McDonald and Ray Kroc (From Left to Right)
The siblings presented the “Speedee Service System” in 1948 by extending the standards of cutting-edge drive-thru eatery that their antecedent White Castle had tried over two decades earlier. McDonald’s emerged with a delivery model where it made its food on a supply belt and delivered it within 2 minutes.
It looked like a fantastic and impossible eatery that had:
• Only burgers, fries, and shakes on the menu • No plates or waiters to serve the customers
However, when Ray Kroc came, he was astonished by the never-ending waiting lines that were there waiting for their orders from McDonald’s.
Kroc was then 50 already and was selling milkshake mixers door to door. Ray Kroc had earlier tried his hand in many things but never had attained success in his whole life. He already worked as a musical director, pianist, and had also worked as a real estate guy, in the paper cup industry, and as a seller of kitchen appliances, but he couldn’t hold on to one thing among them all. Thus, Kroc was a person who lived from paycheck to paycheck.
Kroc came to McDonald’s to deliver an absurd order of 8 milkshake mixers for just one area. He wondered “why would someone want to make 40 milkshakes at a time?” This is why he drove to California, at McDonald’s to see the place himself.
Seeing the huge demand for McDonald’s burgers, fries, and shakes, Kroc sensed a huge opportunity. He soon pushed the founders of the store to embrace a franchise model. The McDonald’s brothers who owned the business, were living a comfortable life then, getting rich by the day, and buying Cadillacs as they filled their pockets. They didn’t have vision nor they were eager to expand. However, Ray convinced them and rushed to work, as soon as he did that.
He assumed the role by taking 2 major steps back to back:
Mortgaging his house when he was already 52
Opening 18 new outlets in the very first year
This has helped the company scale big time, and McDonald’s now boasts of:
Serving 2.3+ billion burgers a year
Serving 39,000+ restaurants across more than 120 countries
Being the 4th largest employer in the world
Being the largest toy distributor in the world
Though it was Ray’s idea and the expansion was promising, the McDonald’s brothers made an unfair deal with him. Kroc was allowed only 2% of the profits. McDonald’s being to scale aggressively but the founders of McDonald’s wasn’t really happy with Ray and his scaling. This is why Ray borrowed and bought them out for $2.7 mn, thereby becoming the 100% owner of McDonald’s.
The organization attributes its success to Ray Kroc. Kroc later bought the McDonald siblings’ value in the organization and was responsible for McDonald’s overall reach. He was seen as a forceful colleague, driving the McDonald siblings out of the business. Kroc and the McDonald’s siblings battled for control of the business, as recorded in Kroc’s life account.
Ray Kroc
The San Bernardino eatery was torn down (1971, as indicated by Juan Pollo) and the site was offered to the Juan Pollo chain in 1976. This zone currently fills in as central command for the Juan Pollo chain, and a McDonald’s and Route 66 museum.
With the development of McDonald’s into numerous universal markets, the organization has turned into an image of globalization and the American lifestyle. Its unmistakable quality has additionally made it a regular point of open discussions about heftiness, corporate morals, and shopper obligation.
McDonald’s – Mascot/Logo
The first mascot of McDonald’s was a cooking cap over a burger who was alluded to as “Speedee”. In 1962, the Golden Arches supplanted Speedee as the all-inclusive mascot. The image of jokester Ronald McDonald was presented in 1965. Ronald McDonald showed up to promote amongst children.
First mascot of McDonald’s
On May 4, 1961, McDonald’s initially petitioned for a U.S. trademark on the name “McDonald’s” with the portrayal “Drive-In Restaurant Services”. By September 13, McDonald’s, under the direction of Ray Kroc, petitioned for a trademark on another logo—a covering, twofold curved “M” image.
McDonald’s Logo
Before the twofold curves, McDonald’s used a solitary curve for the design of its structures. Even though the “Brilliant Arches” logo showed up in different structures, the present form was not utilized until November 18, 1968, when the organization was given a U.S. trademark.
McDonald’s – Business Model And Market Strategy
The business and revenue model of McDonald’s includes almost 37000 outlets which spread to more than 120 nations. Today, McDonald’s is the biggest eatery network on the planet in terms of income.
Initially launched as a Drive-In Hamburger Bar, the idea was advanced in 1940 by The McDonald Brothers, Richard James (Dick), and Maurice James (Mac) McDonald. It was after the presentation of the Speedee Service System with shakes, fries, and burgers costing as low as 15 pennies that the McDonald Brothers started the establishment of McDonald’s Hamburgers.
First McDonald’s
In 1954, Ray Kroc turned into the establishment operator of the McDonald Brothers. The main McDonald’s eatery was opened by Kroc in 1955 in Des Plaines, Illinois, USA. It was in the year 1961 that the rights to the eating joint of the kin were obtained by McDonald’s for a powerful total of $2.7 million.
You may likewise be astonished to realize that when the first McDonald’s eatery opened, the extremely well-known McD french fries were eaten with no ketchup! The revenue model of McDonald’s, the world’s quickest developing food chain, is an interesting one.
McDonald’s – Target And Mission
McDonald’s endeavours hard to be its clients’ “most loved spot and approach to eating”. McDonald’s plan of action is fixated on the ground-breaking strategy “Plan To Win”, which is placed into requests around the world.
With the mission of “Quality, Service, Cleanliness, and Value”, McDonald’s has clung to each of these characteristics. Client experience is improved by the selection of five fundamentals: people, products, place, price, and promotion.
Additionally, McDonald’s plans to give high-review nourishment, at effectively reasonable costs to individuals over the globe. The deals at McDonald’s are furrowed through an efficient deals channel which guarantees remarkable consumer loyalty on all occasions.
Astounding Vision
When Ray Kroc opened the Original McDonald’s in Illinois, he had a dream of expanding the franchise across the globe with more than 1000 outlets in the States itself. Remaining consistent with its guarantee, McDonald’s widened its worldwide handle by opening joints outside the US as early as 1967.
The first international outlets were opened in Canada and Peurto Rico. By January 2018, McDonald’s was situated in 120 nations and had about 37200 cafés with 1.9 million workers. It was serving more than 69 million individuals every day. At one point in time, McDonald’s was opening a new outlet every 14.5 hours!
Significant Growth Strategy
McDonald’s has clutched a promising development technique to serve customers and spread its wings. The presentation of the “Speed Growth Plan” in March 2017 enhanced the development of the business.
McDonald’s development system depends on retaining, regaining, and converting. McDonald’s strives to hold on to its old clients, recapture the lost trust, and convert easygoing clients into ordinary ones.
What’s more, it has additionally embraced three quickening agents: digital, food delivery, and experience of things to control its monstrous development. It keeps on reshaping cooperation with clients and raising the level of consumer loyalty and experience through innovation and human endeavours.
Decent Variety
Monetarily, McDonald’s has affected the world more significant manner than some other organizations. McDonald’s adheres to the conviction “Decent variety is Inclusion” and doesn’t leave a solitary opportunity to make each person from every network feel regarded. Its suggestion of “Decent variety is Inclusion” has affirmed its situation at the top position.
The McDonald’s way of life revolves around the following: customer-obsessed, better together, and committed to lead. These coupled with its conviction has caused the fast-food chain to exceed expectations in the field of business enterprise and showcasing.
McDonaldization
McDonald’s can appropriately be named as one of the best organizations to be involved in the worldwide system. The worldwide broadening of the McDonald’s is regularly alluded to as “McDonaldization.” Its accomplishment in more than 120 nations can be credited to its hierarchical structure.
The hierarchical structure of McDonald’s mulls over expanding localization, and in this way, the entire plan of action of McDonald’s is normally redone thinking about the mass intrigue in different nations.
Fruitful Acquisitions
The McDonald’s Corporation Mergers and Acquisitions (M&A) have, since its inception, entertained itself with cautious acquisitions. Donato’s Pizza which is a Midwestern chain of 143 eateries was obtained by McDonald’s on 6 May 1999. Aside from securing Donato’s, it acquired the Boston Market on 18 May 2000. Boston Market is a drive-through eatery chain that essentially focuses on home-style sustenance.
Supporting Employees
McDonald’s doesn’t, in any capacity, hamper the development of its workers. It bolsters its representatives in every possible way and empowers them to set up business systems.
At McDonald’s, the work environment is brimming with positivity, connections are advanced, professional openings are supported, and business development is sustained.
Coaches, good examples, and backers are accessible at all times to direct the employees on successful initiatives, professional procedures, and prosperous business.
Engagement Of Community And Education
Aside from being one of the best good-quality fast food options, McDonald’s investigates every possibility to endeavour for the network it serves. It effectively takes part in network administration and continues to have a critical effect on assorted networks.
The Global Diversity, Inclusion, and Community Engagement Team alongside its key accomplices have fabricated cherished relations with different network-based associations. McDonald’s Hamburger University readies its workforce to maintain the multi-billion dollar business and worldwide initiative improvement programs.
McDonald’s – Growth
McDonald’s eateries are found in 120 nations and serve 69 million customers each day. McDonald’s operates 39,000 restaurants/cafés around the world, utilizing more than 210,000 individuals as part of the arrangement. They help operate 2,770 organization possessed areas and 35,085 diversified areas, which incorporates 21,685 areas diversified to regular franchisees, 7,225 areas authorized to formative licensees, and 6,175 areas authorized to remote affiliates.
Concentrating on its centre image, McDonald’s started stripping itself of different chains it had gained during the 1990s. The organization possessed a large stake in Chipotle Mexican Grill until October 2006 when McDonald’s was completely stripped from Chipotle through a stock exchange.
Until December 2003, it likewise claimed Donatos Pizza, and it claimed a little portion of Aroma Café from 1999 to 2001. On August 27, 2007, McDonald’s sold Boston Market to Sun Capital Partners.
Outstandingly, McDonald’s has expanded investor profits for 25 back-to-back years, making it one of the S&P 500 Dividend Aristocrats. The organization is positioned 131st on the Fortune 500 of the biggest United States companies by revenue.
In October 2012, its month-to-month deals fell without precedent for nine years. In 2014, its quarterly deals fell without precedent for a long time, when its deals last dropped for the whole of 1997.
In the United States, McDonald’s accounts for 70% of sales in drive-throughs. McDonald’s shut down 184 eateries in the United States in 2015, which was 59 more than what they wanted to open.
Mcdonald’s Drive-Thru
Starting in 2017, the income was roughly $22.82 billion. The brand estimation of McDonald’s is more than $88 billion; outperforming Starbucks with a brand estimation of $43 billion. The total compensation of the organization in 2017 was $5.2 billion; this worth saw an ascent of about 11% from the previous year.
McDonald’s is, without a doubt, the quickest developing drive-thru eatery chain on the planet. In 2018, McDonald’s developed as the most profitable inexpensive food chain with a brand worth nearing $126.04 billion. Also, the all-out resources of McDonald’s were almost $33.8 billion.
The world’s quickest developing cheap fast food chain partitions its market into four unique areas: U.S., International Lead Markets, High Growth Markets, and Foundational Markets and Corporate.
According to the report set forth by the organization in the year 2017, the market in the U.S. created the biggest measure of income at $8 billion. The International Leads Markets which includes Australia, Canada, France, Germany, and the U.K. created an income of $7.3 billion.
The High Growth Markets which incorporate China, Italy, Korea, Poland, Russia, Spain, Switzerland, the Netherlands, and comparative brought in about $5.5 billion in revenue.
The Foundational Markets and Corporate incorporate the rest of the business sectors. Furthermore, it additionally incorporates a wide range of corporate exercises. The income created by this section of the market represented roughly $1.9 billion.
In certain nations, “McDrive” areas close to roadways offer no counter administration or seating. interestingly, areas in high-thickness city neighbourhoods frequently preclude pass-through service. There are likewise a couple of areas, found for the most part in the downtown locale, that offer a “Walk-Thru” administration instead of a Drive-Thru.
McCafe
McCafé is a bistro-style backup to McDonald’s cafés and is an idea conceived by McDonald’s Australia (likewise known, and promoted, as “Macca’s” in Australia), beginning with Melbourne in 1993. As of 2016, most McDonald’s outlets in Australia have McCafés situated inside the current McDonald’s eatery.
McCafe
In Tasmania, there are McCafés in each eatery, with the rest of the states rapidly following suit. After moving up to the new McCafé look and feel, some Australian eateries have seen up to a 60% expansion in deals. There were more than 600 McCafés around the world some time back.
Create Your Taste
From 2015–2016, McDonald’s attempted another gourmet burger administration and eatery idea dependent on other gourmet cafés, for example, Shake Shack and Grill’d. It was taken off without precedent for Australia in early 2015 and extended to China, Hong Kong, Singapore, Saudi Arabia, and New Zealand with progressing preliminaries in the US showcase.
McDonald’s Create Your Taste
In committed “Make Your Taste” (CYT) booths, clients could pick all fixings including a kind of bun and meat alongside discretionary additional items. In late 2015, the Australian CYT administration presented CYT servings of mixed greens.
After an individual had requested, McDonald’s prompted that hold up times were between 10–15 minutes. At the point when the nourishment was prepared, the prepared group (‘has’) carried the sustenance to the client’s table.
Rather than McDonald’s typical cardboard and plastic bundling, CYT nourishment was exhibited on wooden sheets, fries in wire bushels, and servings of mixed greens in china bowls with metal cutlery. A more expensive rate connected. In November 2016, Create Your Taste was supplanted by a “Mark Crafted Recipes” program intended to be increasingly proficient and less expensive.
McDonald’s Happy Day
McHappy Day is a yearly occasion at McDonald’s during which a portion of the day’s deals goes to philanthropy. The collections on this day go to Ronald McDonald House Charities.
In 2007, it was celebrated in 17 nations: Argentina, Australia, Austria, Brazil, Canada, England, Finland, France, Guatemala, Hungary, Ireland, New Zealand, Norway, Sweden, Switzerland, the United States, and Uruguay. As indicated by the Australian McHappy Day site, McHappy Day brought $20.4 million up in 2009. The objective for 2010 was $20.8 million.
McDonald’s Monopoly Donation
In 1995, St. Jude Children’s Research Hospital got a mysterious letter stamped in Dallas, Texas, containing a $1 million winnings McDonald’s Monopoly game piece. McDonald’s authorities went to the medical clinic, joined by a delegate from the bookkeeping firm Arthur Andersen, inspected the card under a diamond setter’s eyepiece, took care of it with plastic gloves, and checked it as a winner.
McDonald’s Monopoly
Although game guidelines disallowed the exchange of prizes, McDonald’s deferred the standard and made the yearly $50,000 annuity instalments for the full 20-year time frame through 2014, even in the wake of discovering that the piece was sent by an individual associated with a theft plan meant to cheat McDonald’s.
McRefugee
McRefugees are destitute individuals in Hong Kong, Japan, and China who utilize McDonald’s 24-hour cafés as transitory lodging. One out of five of Hong Kong’s populace lives underneath the destitution line. The ascent of McRefugees was first archived by picture taker Suraj Katra in 2013.
McDonald’s For Refugees
McDonald’s – Future
The reported objective is to source all visitor bundling from inexhaustible, reused, or ensured sources, reuse visitor bundling in 100% of eateries, and overcome framework challenges by 2025.
McDonald’s turned into the principal eatery organization on the planet to set an endorsed Science-Based Target to lessen ozone-depleting substance emanations. It also joined the “We Are Still In Leader’s Circle”, driving activity to relieve environmental change.
McDonald’s USA completed five years as the sole worldwide café organization to serve MSC-ensured fish in each U.S. area. It united with Closed Loop Partners to build up a worldwide recyclable and additionally compostable cup arrangement through the NextGen Cup Challenge and Consortium. Official pioneers called for atmosphere activity and offered arrangements at the primary Global Climate Action Summit (GCAS).
McDonald’s co-facilitated the “Way to Greenbuild” occasion with Illinois Green Alliance at its new worldwide home office. The structure, a collaboration among Sterling Bay, McDonald’s, and Gensler Chicago, got USGBC LEED Platinum accreditation.
McDonald’s is establishing the tone for other inexpensive food organizations to pursue. Given the present want by numerous buyers to spend cash on organizations that are doing great on the planet, where McDonald’s leads, others will pursue.
McDonald’s was founded by Richard McDonald and Maurice McDonald on 15 April 1955 in California, United States.
Who is the CEO of Mcdonald’s?
Chris Kempczinski is the CEO of Mcdonald’s since Nov 2019.
Who is the owner of McDonald’s in India?
In India, McDonald’s is a joint-venture company managed by two Indians- Amit Jatia (M.D. Hardcastle Restaurants Private Ltd) and Vikram Bakshi ( Connaught Plaza Restaurants Private Ltd).
When was the fast-food chain McDonald’s founded?
Mcdonald’s was founded in 1940 in San Bernardino, California.
How much does a Mcdonald’s franchise owner make?
An average Mcdonald’s franchise generates $150,000 annually.
Chargebacks911® is the original end-to-end chargeback management platform, offering a complete suite of management solutions with transparent accountability. The company’s data-driven platform touches every step of the chargeback process, helping eCommerce merchants remediate risk and recover revenue lost to chargeback fraud.
This review dives into the features and applications of the Chargebacks911 platform to help you decide if it’s really right for you.
Who is Chargebacks911?
Founded in 2011, Chargebacks911 (Cb911) specializes in helping merchants prevent chargebacks, mitigate risk, recover lost profits, and enhance customer experiences. The company originated with two eCommerce merchants who were frustrated by chargeback losses. Unable to find an available solution that worked, the pair created a process built around patented methods and technology.
Chargebacks911 takes a unique approach to chargeback management—one based on trial and error, real-world experience, and proven effectiveness. The company’s solutions focus primarily on dynamic chargeback tools that target three distinct facets: chargeback prevention, chargeback remediation, and chargeback intelligence.
Leveraging Cb911’s Services to Prevent Chargebacks
Chargebacks911 works directly with clients to create customized prevention strategies. Recognizing that a variety of chargebacks can stem from merchant missteps, Cb911 offers a 106-point review of the business’s processes and policies to uncover potential chargeback triggers.
The Chargebacks911 platform is also built to facilitate the use of outside prevention tools. For example, Ethoca Alerts and Verifi Cardholder Dispute Resolution Network (CDRN) are examples of alerts services that notify merchants about pending disputes. Merchant can then avoid a chargeback by issuing a transaction refund.
Both providers have their own coverage network, but Cb911’s Enhanced Alerts combines those with its proprietary network, thereby offering the widest alert coverage available. Plus, any combination of the three networks can be accessed directly through the client portal, a helpful feature for merchants.
Card network inquiry programs such as Verifi Order Insights and Ethoca Consumer Clarity can also be integrated into Cb911’s platform, simplifying access for users of these products. The same is true of Verifi Rapid Dispute Resolution (RDR).
Combining access to all these tools into a single dashboard helps streamline operation. Users should note, however, that the Cb911 platform only facilitates these extra programs; merchants will still need to enroll with the different providers.
But the bottom line is still this: does the Cb911 platform help merchants reduce chargebacks? Yes, it does, by identifying and resolving internal issues while consolidating and simplifying the addition of external programs. The company offers a “Fast-Track” integration designed to have clients set up and receiving prevention alerts in as little as 24 hours; many merchants report seeing positive results almost immediately.
Fighting Back Against Friendly Fraud
Prevention is important, but the experts at Chargebacks911 understand that no single prevention effort will be 100% effective. Most fraudulent claims against a company actually happen after the fact. Customers practice what is known as “friendly” fraud: using false claims to obtain unwarranted refunds.
The Cb911 platform addresses this post-transaction fraud through exclusive tools. Blending patented technologies and expert human analysis, the company’s proprietary Intelligent Source Detection allows the merchant to look beyond chargeback reason codes and find the true source of every chargeback.
This leads to more precise targeting of illegitimate claims, and customized chargeback responses that are tailored to each specific case. The result is more chargeback reversals, more recovered revenue, and fewer cases moving to arbitration.
While Cb911 does not discuss specific win rates, they’re confident enough in their product to offer the only performance-based ROI guarantee in the industry. Merchants can follow their cases and track KPIs through Cb911’s extensive, user-friendly reporting capabilities.
More Data for More Effective Strategies
One of the keys to Chargebacks911’s effectiveness is the extensive chargeback data the company has collected over the years. As one of the very first chargeback companies to leverage deep data, Cb911 has been gathering more information, from more sources, for longer than any other provider. Merchants benefit from this rich resource, which continues to grow daily and is consistently cross-referenced for accuracy.
The company’s vast knowledge and expertise have led to exclusive partnerships with some of the largest banks and processors in the world. In fact, Chargebacks911 has more industry integrations, prestigious partnerships, and world-renowned experts than any other service provider.
Expanding Their Role
With the 2020 launch of their sister brand, Fi911, the company expanded into the sphere of financial institutions. Among other things, Fi911’s offerings help standardize, create, and facilitate communications between merchants and acquirers.
Chargebacks911 is expanding its role in other ways, as well. Even while successfully working within the existing system, the company leads the fight for long-term industry change, lobbying for updated regulations, speaking out in support of merchants, and developing technologies that benefit clients and non-clients alike.
Another thing to note: unlike other large providers, Cb911is an independently held company. That could potentially mean they have less access to the operational resources provided by conglomerates such as Visa or Mastercard. Even so, Chargebacks911 is a global company with offices on three continents. The lack of a corporate parent allows them to focus wholly on the client’s needs, with no inherent preference for particular products or services.
Chargebacks911 Pros and Cons
Here’s a quick look at some of the benefits and challenges of using Cb911
Pros:
Solutions for every stage of the chargeback process, from prevention to representment and beyond.
Agnostic design allows seamless integration; strategies are tailored to the merchant’s needs.
Highest win rates; No-risk, performance-based ROI guarantee.
Easy-to-use customer portal and dashboard; dedicated account manager.
Certified PCI1 (highest level) and SOC 2 compliance for maximum data security.
Cons:
The company’s platform may not be cost-effective for smaller businesses.
Merchants dealing with extensive criminal fraud may need a secondary product for optimal impact.
As an independent company, might have less access to the operating resources of corporate-owned providers.
Chargebacks911 was one of the first companies dedicated to helping merchants deal with chargeback fraud. Companies worldwide recognize Chargebacks911 as thought-leaders in chargeback management. Their platform is flexible, intuitive, and widely used by merchants in all verticals. More importantly, the solution has been proven to be highly effective for chargeback risk mitigation and profit recovery.
The Indian market has always been an attractive lure for international business houses. Its deep history with the luxury and lifestyle goods industry is showcased in history through the Maharajas of yesteryears who were the ultimate consumers of luxury consumer goods. Be it fashion, accessories, beauty, health or automotive, various brands have found tremendous success within their folds.
When the deadly virus struck in 2019, everything came to a standstill for a few months. Industries suffered and the global economic scenario was grim. As the world inched towards normalcy, the following months were uncertain and fraught with worry.
A couple of years later, the world post the Covid-19 pandemic has returned with a vengeance. The luxury car segment has reached its pre-pandemic sales levels and is, in fact, set to grow even further. Valued at USD 1.06 billion in 2021, the Indian Luxury Car Market is set to reach USD 1.54 billion by 2027 registering a 7% CAGR growth.
“We have entered 2022 with a very strong order book. From what we have seen in the first five months, the trend looks positive,” says Lamborghini India Head Sharad Agarwal.
“Post Covid we have seen a huge comeback from the market. Our demand currently is one of the best ever demands we have seen in our existence in India. During the first quarter we did close to 4,000 cars and now an order bank of around 5,000 cars we have moving forward. This kind of a strong booking, order bank, we have never seen in the past,” said Santosh Iyer, vice president, sales and marketing, Mercedes-Benz India
India welcomed its first luxury car brand Mercedes-Benz into the market in 2004. It enjoyed a market monopoly till 2006 when BMW made its appearance in India, followed quickly by Audi in 2007.
Over the years, these three companies have vied for that top spot in terms of sales volume and have replaced each other a few times. The primary reason for this was new product launches, particularly in the smaller and more affordable models.
2010 was the year when these top three companies saw a high surge in sales numbers and recorded YOY growth of almost 82%. This was due to the rise in the affluent population. The Indian economy was surging and so was the disposable income. This marked an increase in consumer confidence and the willingness to splurge on a premium car.
The biggest setback to the automobile industry came in the year 2016. The primary reason? Demonetization. Of course, the curb on the sale of diesel vehicles in the first half of the year had also contributed to it. So, the industry saw a marked drop in sale volume for the first time in a decade.
2017 saw the Indian government revising its GST structure that was applicable to luxury cars. Despite this and the fact that the overall sale volume growth was slow, the luxury car industry bounced back and the sales number was back on track. 2017 became the best year for all the players of luxury cars in the Indian market.
Why Did Luxury Car Sales Surge in India?
Over the next decade, while the industry saw ups and downs, the broader optimism persisted showcased via sales numbers. Even the average age of buyers dropped from 45 years to the mid-30s.
A new India was emerging with a new breed of entrepreneurs. Companies had begun offering higher and healthier pay packets to individuals passing out from top colleges and institutes.
All this added to the pool of ever-increasing high-net-worth individuals creating a bigger pool of prospective buyers. The economic growth and development in tier 2 and tier 3 cities of the country meant an increase in demand for luxury cars within these cities as well.
There is a strong reason for this surge in demand and the confidence in continued growth and demand for luxury vehicles in India.
The buyers of today are first-generation entrepreneurs as opposed to the third or fourth generations before.
The customer base has expanded greatly.
Luxury car brands have increased the localisation of production, manufacturing and assembling to avoid high import duties.
This has greatly reduced the total cost of these cars making them attractive to the price-sensitive Indian market.
Pre-owned luxury cars have also found a large niche within the market.
The other segment within the luxury car market that is making waves with the new generation is the launch of electric vehicles. The advanced technology that supports electric vehicles makes it an attractive buy. Most luxury car brands are venturing into the electric car segment and also making plans to localise their units to make their prices attractive to their buyers
Luxury Car Sales in India
Future of the Luxury Cars in India
As a market, India is price sensitive and it is no different even in the premium luxury segment. Luxury car brands have studied, understood and addressed the concerns of the Indian market.
There is a huge scope of growth for this segment within the Indian market as currently the penetration of these brands only stands at 1%. With the fast-paced growth of the Indian economy and the quick rise of a new generation of billionaires, the future looks bright.
The luxury car market is expected to see new entrants with every new launch and product. The growth of this segment looks remunerative driven by network expansion, deeper penetration into other markets with new and pre-owned car dealerships and expansion into complementary functions including car financing and customisation.
FAQs
Which luxury car is sold the most in India?
Mercedes-Benz E-Class is the most sold luxury car in India. The luxury carmaker sold 2,839 units in FY22.
What has happened to the demand for luxury cars in India?
The demand for luxury cars was impacted due to the covid 19 lockdown but the demand drastically increased in 2022.
Is the luxury car market growing?
The luxury car market was valued at USD 1 billion in 2021 and is expected to reach USD 1.54 billion in 2027.
Before the industrial revolution, women were effectively excluded from well-paid high-status occupations. This was due to the lack of access that women had to higher education. A case in point was Cambridge university which only fully validated degrees for women in late 1947.
The change has long been coming and the largest growth has happened in the 20th century. The labour market shifted as more women sought higher education and entered the workforce.
Specialized higher professions saw women becoming doctors, lawyers and scientists and carving out long-term and successful careers for themselves. It has been a boon for the industrial society as governments realized that women in the workforce contributed to a higher GDP by increasing the labour supply in the country.
The 2001 World Bank report titled “Engendering Development” clearly states the connection between women’s involvement in the economy and the resultant growth –
‘While disparities in basic rights; in schooling, credit, and jobs; or in the ability to participate in public life take their most direct toll on women and girls, the full costs of gender inequality ultimately harm everyone…ignoring gender disparities comes at a great cost—to people’s well-being and to countries’ abilities to grow sustainably, to govern effectively, and thus reduce poverty.’
There are a wide number of economic, social and cultural variables that impact gender distribution in a different occupation, within a particular region or country or even in a society as a whole.
As a result of gender clustering, women and men often participate in economic sectors in sharply different proportions. Professions which are demanding physically or require physical strength are, traditionally, considered male-centric. Recently, this view seems to be shifting, albeit slowly.
The Delivery Service Industry
This is a part of the service industry and does exactly what it says. It delivers everything from mails, packages, food etc for commercial and consumer use by road, ship and air.
There are deliveries via specialized networks as well – e.g., pipelines for liquid goods and power grids for electrical power. It is a fundamental necessity of trade and commerce. Like every other industry, the delivery service industry has also seen changes over the years, and more so in the post-pandemic world.
Delivery Agents
Typically, it has been considered a male domain job, until recently. Challenges such as longer schedules, lack of adequate restrooms, unavailability to own vehicles, incomplete documentation and the risks associated with visiting strangers and communicating with them have hitherto kept women from taking up such jobs. The industry has a dismal 1% of its total delivery agents as females.
What is Changing?
Paradigms are shifting. Ideologies are changing. And ground realities are changing. Delivery companies are facing higher attrition. According to one estimate by a staffing solutions company, the delivery industry has a very high attrition rate of almost 8% per month.
There is a rush to hire women delivery agents at India’s leading online delivery companies. There are several reasons for this demand.
There is a need to rapidly ramp up manpower.
Women have a better retention rate.
Women are seen as more efficient and disciplined.
Women are also highly focused.
There is a demand to improve diversity numbers.
The Companies That Are Empowering Women Delivery Riders
Ecom Express
Ecom Express Female Delivery Agents
Ecom Express has about 2000 women working at its delivery hubs and about 100 women are in active delivery roles. The company currently has women-delivery facilities in Delhi, Ludhiana and Jaipur and aims at starting ten new all-women centres in the country this year.
The Chief People Officer of Ecom Express, Saurabh Deep Singla says – “Hiring women riders is one of our several efforts to strengthen the participation of women in the workforce. We hire women not just to improve diversity numbers but because their retention rate is higher. Women associates are sincere, diligent and highly focused and they are also very efficient.”
Shadowfax Technologies
Shadowfax Technologies Female Delivery Agents
Shadowfax Technologies is another delivery company that works with online marketplaces like Flipkart and BigBasket and employs around 6500 female delivery partners. This constitutes approximately 60% of its entire workforce.
Says Abhishek Bansal, the CEO of Shadowfax Technologies – “We are witnessing a growing demand for women as delivery partners with a considerable increase month-on-month across tier-1 and tier-2 cities and intend to grow this multifold. The entire hyperlocal delivery segment is contributing significantly to the increase in demand.”
Swiggy
Swiggy Female Delivery Agents
Swiggy is another company that is taking an active interest in attracting female delivery agents to its last-mile fleet.
It is allowing delivery by bicycles for short distances. The food delivery startup is exploring partnering with electric mobility partners to facilitate electric cycles and bikes for rent.
Swiggy currently has 22% of its female delivery agents delivering on bicycles. Mihir Shah, Vice-President of Operations says – “Several women either lack access to personal motor vehicles or don’t have a driver’s license.”
The Friendly Changes in the Delivery industry
Although delivery companies have realized the importance and value of including female delivery agents, there is a need to make some drastic changes in policy in-house, to make the eco-system more women-friendly. Some steps implemented by the companies to attract more women to join their workforce are,
Access to hygienic restrooms.
Allowing menstrual leave.
Various safety measures to safeguard its female delivery agents.
Providing safety training.
Designing and implementing SOS alert System.
Conclusion
Women are ready, able and willing to take on such roles. It is the industry at large that has to overcome its gender bias. It is the industry that has to create a working atmosphere that is women-friendly. It is the industry that stands to gain maximum but making these shifts and allowing women within its folds.
FAQs
Why are female delivery agents scarce?
Lack of adequate restrooms, unavailability to own vehicles, incomplete documentation and the risks associated with visiting strangers and communicating with them are some of the reasons why there are fewer women riders.
How are companies encouraging women riders to join their delivery fleet?
As many women lack their own vehicles, Swiggy is allowing delivery by bicycles for short-distance orders.
It is the combined use of computer hardware, software and educational theory to enhance, engage and individualised classroom learning. Edtech refers to the industry of companies that create educational technology.
Edtech’s growth can be attributed to the potential scalability for individualised learning. IoT devices are being acknowledged and appreciated for their ability to create digital classrooms, no matter where the student is.
Blockchain tools are assisting teachers in grading tests and holding students responsible for their work. Edtech tools are changing the very core of what constituted classrooms in the past.
The last two years have seen monumental growth in the Edtech industry fuelled by a need to continue education during the harsh lockdowns of the COVID-19 pandemic. Edtech fulfils a variety of purposes in the education field.
Improved student outcomes.
Enhanced individualized education.
Reduces the teaching burden on instructors.
Better engagement with the students.
Accessible long-distance learning.
Gamification of learning inducing fun.
Accommodation of multiple learning styles.
Instant feedback to teachers.
Encourages collaboration.
Why Is Edtech Under Government Scanner?
The Department of Consumer Affairs has taken a very serious note of the complaints they have received over the aggressive misselling of courses by Edtech companies like Byju’s, Vedantu, UpGrad, Unacademy, Great Learning, WhiteHat Jr and a few other edtech startups.
The Advertising Standards Council of India (ASCI), in its annual complaint report, shows that the education sector has emerged as the largest violator of the advertising code between April 2021 and March 2022. The ASCI has stated that nearly 33% of the total complaints that it has received in this time period pertaining to the Edtech sector.
It also highlighted that these complaints were not a new development, considering several Edtech startups have lately been under the consumer radar for misleading advertisements. A case in point was the case between Pradeep Poonia and WhiteHat Jr. in 2020-2021.
Pradeep Ponia on LinkedIn
The limelight on the Edtech sector has also been highlighted by the UGC (University Grants Commission) issuing a diktat to higher education institutes to withdraw any degree or diploma programs that are offered in partnerships with Edtech companies.
On Friday, the government issued a warning to the Edtech companies, clearly stating that it will be forced to bring stringent guidelines to curb unfair trade practices and encourage better transparency.
What Steps Should an Edtech Company Take To Comply With the Government?
In absence of self-regulation by the Edtech companies, the government has warned of stringent regulations to address the below-mentioned agenda :
Curb misleading advertisements.
Upholding consumer interests across the system.
Deal with blatant disregard for existing guidelines and regulations.
Maintain robust checkpoints that align with consumer interest.
Address the high cost of education through Edtech companies and make it more affordable.
Challenges Faced by Edtech Companies
The Edtech industry witnessed a boom in 2020, thanks to the lockdowns bringing the face-to-face ways of teaching to a standstill. It has helped to modernize an industry that was deeply traditional and reserved.
The opportunities and potential for growth of Edtech are limitless. However, it also offers some big challenges.
Survival in a highly competitive market
This industry is tough and unforgiving due to the very fluid nature of technology. Constant upgrades and newer technological advances mean the industry has to not only keep up with it but also has to pitch a very unique value proposition to its subscribers.
A new entrant needs a new value proposition and an older player needs to adapt consistently to keep their value propositions relevant and unique over time.
Building partnerships with a traditional industry
This is probably the biggest challenge of them all. To earn the trust of an industry that is as traditional as it is old. Validation of claims of adding value needs strong documentation support.
Being Relevant in an ever-changing world of technology
This means staying on top of every new technological advance that occurs in this sector and also making it relevant to the existing business model. This is as time-consuming as it is costly. A necessary evil tool for survival.
An audience-grabbing market strategy
The first step is to make a product to fit the market. Then reach out to the target audience. Of course, the biggest consideration is the price of the product. And the last and most relevant is getting and keeping customers.
Managing fears about data collection and security
While the world has moved online, the fears of data collection and security are very real. These fears, sometimes, rule the decision-making process and have to be successfully addressed.
Communication Flow
The communication gap between the company and its target audience has to be properly addressed. The target audience and their differences have to be understood and the communication technology has to be designed accordingly.
User activation and usage
The only way to retain the customers year after year is to encourage user engagement, spark their interest and continually remind them of the product’s value. The app has to be easy to use and easily accessible. This requires constant software updates and regular customer communication.
Managing retention
This is possible through a high level of customer service, offering different levels to cover beginners, intermediate and higher levels of educational material, and offering a customized learning path to suit a customer’s need.
Conclusion
While the Edtech industry saw a great boom during the pandemic lockdowns, now the schools have reopened. There is also a dearth of funding options due to a slowing economy and the looming threat of an economic crisis.
All this is leading to massive layoffs within the sector and shutdowns of a few startups. Now, the edtech industry is facing government scrutiny and ire. Presently, it looks like the USD 3 billion market is in a spot of trouble.
However, with the vastness of the world and the opportunities that this sector of education has opened up, it is clear, that while it may undergo some changes, it is here to stay.
FAQs
Why are Edtech companies under the government scanner?
The government has concerns over the complaints regarding misleading advertisements by edtech firms in India.
What is the future of EdTech companies?
As per a report, the edtech industry will reach $4 billion by 2025.
Why do EdTech startups fail?
Edtech startups spend huge amounts of money on advertising and gaining customers but they fail to make money from their business models.
Damini Bhandary
