🚀 Medial Secures Investment on Shark Tank India - Fueling the Future of Professional Social Networking. 🔥
Login

News on Medial

Elon Musk attacked my article accusing him of gaming Twitter's algorithm for more attention. In some ways, it gave him exactly what he wanted.

Business InsiderBusiness Insider · 1y ago
Elon Musk attacked my article accusing him of gaming Twitter's algorithm for more attention. In some ways, it gave him exactly what he wanted.
Medial

The article discusses how Elon Musk allegedly manipulated Twitter's algorithm to favor his own account. After Musk's tweet supporting the Philadelphia Eagles received fewer impressions than President Biden's tweet, he became frustrated and pushed for investigations into the drop in his engagement counts. Twitter employees claim that Musk's tweets were artificially boosted, prompting a report that gained significant attention. Musk disputed the article's claims, suggesting that the source was a disgruntled employee. The situation highlighted Musk's influence and made him the main focus of discussion on Twitter.

Related News

Elon Musk vs. Sam Altman: One is clearly winning the nastiest battle in tech

Business InsiderBusiness Insider · 1y ago
Elon Musk vs. Sam Altman: One is clearly winning the nastiest battle in tech
Medial

Elon Musk's ongoing feud with OpenAI CEO Sam Altman has garnered significant attention. Musk recently filed a lawsuit against OpenAI, accusing the company of breaching their founding agreement. PR experts believe that Musk has the upper hand in the court of public opinion due to his influential reputation and prior controversy. Altman and OpenAI, on the other hand, are seen as having more to lose in this battle. Despite legal experts suggesting Musk's lawsuit may be dismissed, it has allowed him to gain media attention and position his own rival AI startup, xAI, as a major player in the market. The clash between the two high-profile CEOs has put OpenAI under scrutiny and raised concerns about disruptions to the company. While some experts argue that Musk's actions portray him in a negative light, Altman has managed to handle the situation diplomatically, which has garnered him positive attention. The public release of personal emails by OpenAI indicates their determination to fight back against Musk's claims.

Here is how Skydo addressing challenges in B2B cross-border payments

EntrackrEntrackr · 1y ago
Here is how Skydo addressing challenges in B2B cross-border payments
Medial

Bengaluru-based fintech firm Skydo aspires to make cross-border B2B payments much more hassle-free and address common challenges such as steep forex charges. Founded in 2022 by former Ola executives Movin Jain and Srivatsan Sridhar, the company aims to tap into the massive market of cross-border payments, which is dominated by global players like PayPal and Stripe. We spoke to cofounder and CEO Sridhar to learn more about Skydo, how it works, and what is the roadmap ahead. Here are the edited excerpts: How did you come up with the idea of Skydo? My co-founder Movin Jain and I used to work together at Ola. This was about six years back and we’ve been good friends since then. I’ve been mostly doing business roles throughout my career. First year at McKinsey, then for several years in startups and in between for about six years I ran my family-owned business. Movin has been an engineering and product guy and most recently before we started up he was actually at Phonepe, leading the payments platform. So given I have been a manufacturing exporter myself, somehow you know making life simple for exports, figuring out the problems that exporters have in terms of the complicated foreign exchange and other things that they have to deal with has been on my mind. But I never kind of thought about it consciously until we started brainstorming about which space we have to build in. Given Movin’s recent stint in payments, he was very excited about payments and the value of technology in improving payments. So since we were brainstorming about payments, some of my experiences studying the payments and wanting to solve for them came to our thinking and then we kind of started deeply digging into whether these problems are real, how can we solve them as a small company, what kind of actual issues do exporters face on a ground level, let’s talk to a few people and understand. And as we did the initial research, we realized that this is actually a real problem and it’s worth solving and this is a large enough market for us to solve it in. So this was largely the genesis of Skydo. What are the key challenges in payments and exports, cross-border payments that have not been addressed yet and how do you plan to address this? Up until 20-30 years ago, inter-entity payments were slow and cumbersome, often involving manual processes like cheque writing. International wire transfers were particularly sluggish and document-heavy. However, the likes of PayPal, business and international payments have transitioned to facilitate online transactions globally. Conventional banking systems have also significantly improved their infrastructure, with the inclusion of faster payment systems within domestic countries. This robust infrastructure, coupled with various payment options, enables companies like us with the right tools to address unsolved customer challenges. Moreover, consumers now expect instant payments, regardless of geography. Though things like compliance pose another hurdle, with varying regulations across countries causing confusion and complexity. Simplifying and standardizing compliance procedures can enable seamless international payments and business transactions. While companies like Skydo are lowering costs, there still remains room to tackle margins through technological solutions. While issues like Forex hedging and treasury management exist, addressing these concerns should be the next frontier in the payment landscape. Can you take us through how Skydo has performed since inception. So we started the company exactly two years back in March of 2022. It took us about seven months to launch the product after our first set of partnerships and approvals came. We launched in November 2022 with a small pilot batch and since January of 2023, we have been gradually and systematically scaling the business. Today, we have onboarded close to 2,500 businesses and currently our rate of acquiring new businesses is almost 500 to 600 businesses every month. So, this number is doubled, the customer base is doubled at the end of March from what it was at the end of December 2023. And I think at this pace of growth, it looks like it is going to sustain for quite a bit of time now. From onboarding, then if I look at the total payments processed, we are currently processing about $50 million of payments. This again is growing quite strongly and I think by the end of next year, that is the March of 2025, we hope to be processing over $750 million of payments annually. That is the kind of scale that we are looking at. What are your goals in terms of product and business expansion? So in the short term, obviously we want to really scale and hold a very large market share for Indian small businesses. I think that will keep us busy for the next couple of years at least. Although we will also follow this with multiple product features that will be required to make this happen from creating more countries where we can have local collections, enabling credit card payments, enabling two-way payments both from India to outward and along with the export payments that today exist and so on. So there’s an entire product roadmap that will support this growth in India. We also have to be looking for multiple licenses throughout the world. We have already applied and are waiting for approval for the payment aggregator license that RBI gives for cross-border companies. But in addition, we will be looking for multiple licensing in other geographies that will allow us to slowly and steadily expand to more corridors beyond India, which is slightly on the longer term plan. Apart from payments, the diversification is primarily into software to start with. Over time, when we have a very large scale, we might diversify into commerce as well as working capital. But that is very long term.

Meet Beyoung, Udaipur-based D2C fashion brand that’s eyeing Rs 650 Cr GMV

EntrackrEntrackr · 1y ago
Meet Beyoung, Udaipur-based D2C fashion brand that’s eyeing Rs 650 Cr GMV
Medial

Independent fashion brands have come a long way in recent years. While the offline segment is still dominated by legacy players and franchises, the rise of social media and e-commerce has facilitated the growth of quite a few D2C brands. Moreover, the over $14 billion Indian e-commerce fashion market has helped brands like Bewakoof, Rare Rabbit, and The Pant Project to gain traction. One of the popular names in this space remains Beyoung. Founded in 2018, the startup claims to have delivered over 20 lakh online orders. The company recently announced accelerating its offline expansion by 300 stores across India and growing GMV two-fold to Rs 650 crore by 2027 We spoke to the company founder Shivam Soni to learn more about Beyoung, its history, growth, and lots more. Here are the edited excerpts: How did you come up with the idea of Beyoung? We always wanted to enter the essentials market, and the idea to start Beyoung was initiated with this thought. At one point, we recognized a significant gap in the market for aspirational yet affordable fashion options in tier 2, 3, and 4 cities across India, which we refer to as the ‘Real Bharat.’ While many brands were focusing on niche segments, we aimed to serve the mass market. We chose to focus on Kapda from the essentials ROTI, KAPDA, MAKAN (clothing), offering branded products to consumers in these underserved regions, providing both aspirational choices and value for money. What are the key challenges in the industry that still need to be addressed? And how do you plan to address them? Catering to diverse target audiences with varying buying power across regions is challenging. It’s crucial to adapt products and marketing to different regional preferences and cultures, as what works in North India might not work in South India. Managing an efficient supply chain and ensuring timely delivery adds to the complexity. Additionally, attracting and retaining skilled talent in a Tier 3 city like Udaipur is difficult. To solve these problems, we have leveraged technology and data-driven marketing campaigns. We analyze behavioral patterns and channel our efforts toward solving our audience’s pain points. While staying headquartered in Udaipur posed some challenges, it has also helped us address the challenges of tier 2, 3, and 4 cities in understanding their pain points and solving their problems How has your startup performed since its inception? Since its inception, Beyoung has shown significant growth and achieved notable milestones. Some key performance statistics highlight our progress: we have successfully built a robust customer base of 5 million, underscoring the strong demand and engagement with our brand. This growth reflects our ability to connect effectively with our target audience. Recognizing the potential and spending power in the men’s fashion segment, we have strategically made it our primary focus. This decision has paid off, as 90% of our revenue comes from male customers. In the last financial year of 2023, we achieved an impressive annual recurring revenue (ARR) of 200 million. This reflects our ongoing efforts to expand our market reach, enhance our product offerings, and improve customer engagement. What are your short-term and long-term product and business expansion and diversification goals? Our short-term and long-term goals for product and business expansion and diversification are driven by the evolving ways users interact with brands and the significant growth potential within the Indian fashion industry, projected to reach 289.6 million users by 2029. We aim to be the top choice for customers by offering trendy styles and great value for money. Our focus will be on efficiently engaging with and serving the mass market, both domestically and internationally, to become a part of their everyday wardrobe. Over the next three years, we plan to expand our presence by establishing physical stores in various neighborhoods across India. This will complement our existing online platform and provide a seamless shopping experience. Our long-term vision is to extend our reach beyond India and establish a global presence. We aspire to make Beyoung a recognizable and trusted brand worldwide, serving customers across different countries.

Download the medial app to read full posts, comements and news.