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No hurry to sell, indefinite horizon on Zomato holding: Sanjeev Bikhchandani

EntrackrEntrackr · 1y ago
No hurry to sell, indefinite horizon on Zomato holding: Sanjeev Bikhchandani
Medial

Info Edge, India’s largest and most storied recruitment portal, has had a stellar run in the last three years with its portfolio company Zomato’s market cap surging almost 2.3X since its stock exchange debut. The firm’s bet on fintech unicorn Policybazaar is also paying off well. The company has made it clear it is in no hurry to book profits on these investments, even as it continues to nurse its own brands beyond Naukri to profitability. The firm, one of the few to survive the dotcom boom and bust cycle of 2000, has been led by founder and chairman Sanjeev Bikhchandani for a large part of this journey. And today, Bikhchandani has earned the right to be looked up to as the statesman for the sector. Entrackr caught up with Bikhchandani in his Gurugram office and he spoke on a range of topics including Naukri, Info Edge’s investments, serial entrepreneurs and corporate governance. Here are the edited excerpts. As a listed firm that carries a heavy overhang from its investment portfolio, does it worry you that it might impact the valuation of the core Naukri business? Not really. Institutional investors are smart. We give them adequate data so that they analyze Naukri thoroughly before making a conclusion about valuation. We don’t run Naukri for valuation every day or month or quarter. We look at how we create value for our shareholders in the long run. And that’s how we run our businesses. So, this hypothesis about our core or even group business doesn’t stand. Info Edge has been an investor in Zomato for over 14 years and despite the latter’s share price rising nearly 14o% from its listing price, Info Edge didn’t sell its shares. What level of return are you anticipating from Zomato? Actually, we don’t calculate Investment Return Rate (IRR). Info Edge invested in Zomato because of our conviction that it could become a great company. And if you are convinced about your conviction then it will happen. So, IRR is the happy incidental outcome of investing early behind companies that you want to help. That’s my belief. We are not in any hurry to sell and have an indefinite horizon. Every VC firm has a fund cycle and pressure to return capital to their limited partners but that’s not the case with Info Edge as you are investing from your own balance sheet. Could you elaborate on this? That pressure does not make this choice. We have a long term horizon and we call it patient capital. To be a successful early stage investor in India, you have to be quite patient because companies take anywhere between 10-15 years to go to IPO from seed stage. So if you have funds for only 6-10 years, you will not realize the full fruits of your investment. If you have a 20 year fund, you tend to perform better. However, such a horizon could be possible only when you’re investing from your own whole balance sheet. Do you believe that Blinkit could become bigger than Zomato? I think both are large but Blinkit is going to be fairly large. If we look at Zomato’s quarter-on-quarter numbers, online food ordering appears to have stagnated in top 10-15 cities. What’s your take on this? Obviously, there is the base effect. But, we don’t see stagnation. Also, you need to compare year-on-year, not quarter-on-quarter. When YoY numbers are compared, there is growth. I think full fiscal year performance is more important than quarter. We used to commonly hear about Naukri’s recruitment business that it was not the online presence, but your sales force or feet on the street that made the difference. Does that still hold true? Online sales have never been a big part of our strategy. When you want to sell more expensive products, you need face-to-face contact. At Naukri, we have clients whom we bill several crore rupees for annual subscription and such accounts need heavy offline touch. While the product will be consumed online, the stuff around it very often will be offline. Over the years, several players have tried to crack the recruitment business in the blue collar segment but most of them died. What are the challenges in the segment? Blue collar segment has broadly three challenges. First, it’s hyperlocal. The job seekers in this segment don’t move to different cities as they look for opportunities in and around their locality. Second, very often there isn’t a detailed text CV which makes the process slow and inefficient. Third, potential workforce in the segment do not search for jobs on the laptop and use vernacular languages. They are mostly on mobile. So you’ve got to adapt to all these things and still somehow get revenue and profit. We have been trying to get inroads in the blue collar segment for over two years now but we have just started monetizing it. Our future position in the segment depends on monetization. Some of the celebrated entrepreneurs are launching a second or third company without their first startup churning profit. How do you see this trend? I think this isn’t a progressive trend. As an entrepreneur, you need to focus on one thing and do really well. Once you’ve cracked that you can add on a second thing in the same company. Over the past couple of years, we have witnessed corporate governance issues with some startups. Even Info Edge saw serious lapses at 4B Networks. What’s your opinion about this? By and large, my belief is that 95-98% of Indian founders are genuine but there will be a few bad examples. Investors make sure that when something wrong happens in their portfolio, it is highlighted and actions are taken to ensure that such incidents do not repeat. Any governance issue isn’t good for anyone including limited partners, investors, founders and the startup ecosystem. What factors contributed to the lack of success with Info Edge’s e-commerce investments 99labels, MyDala, and Happily Unmarried? Limitation of raising foreign direct investment (FDI) and heavy investment into competition were two major reasons for failure of 99labels while MyDala had a product market fit (PMF) issue. Happily Unmarried is now a part of VLCC and we are still a shareholder there.

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.

Toothsi-parent MakeO’s revenue spikes 2X in FY23, posts Rs 220 Cr loss

EntrackrEntrackr · 1y ago
Toothsi-parent MakeO’s revenue spikes 2X in FY23, posts Rs 220 Cr loss
Medial

Toothsi and skincare brand Skinnsi-parent MakeO has managed over two-fold growth in its operating scale in FY23. Significantly, the company also controlled its losses which grew around 20% in the last fiscal. Though the operating income is yet to come close to its losses. MakeO’s revenue from operations surged 2.15X to Rs 168 crore in the fiscal year ending March 2023 from Rs 78 crore in FY22, its consolidated financial statements filed with the Registrar of Companies show. Toothsi Founded in 2018 by Arpi Mehta Shah, Pravin Shetty, Manjul Jain and Anirudh Kal, MakeO started as an aligner brand Toothsi. Later, it merged its flagship brands, including Skinnsi. Under the two brands, the firm provides dental, skin, and hair treatment solutions. The sale of tooth aligners formed 69% of the total operating revenue which spiked 75.8% to Rs 116 crore in FY23. The rest of the revenue came from the sale of Skinsi services which include facial, anti-aging, acne reduction, and other skin treatments. See TheKredible for the detailed revenue breakup. Employee benefits emerged as the largest cost center for MakeO, accounting for 32.1% of the overall expenditure. This cost grew 76.4% to Rs 127 crore in FY23. This includes Rs 21 crore as ESOP costs. MakeO’s consultant fees which include scanning and therapist charges grew 15.4% to Rs 60 crore in FY23. The firm’s procurement, payment gateway, marketing, rent, legal /professional, and other overheads took its overall expenditure up by 50.2% to Rs 395 crore in FY23. Head to TheKredible for the complete expense breakup. Expense Breakdown Total ₹ 263 Cr https://thekredible.com/company/toothsi/financials View Full Data To access complete data, visithttps://thekredible.com/company/toothsi/financials Total ₹ 395 Cr https://thekredible.com/company/toothsi/financials View Full Data To access complete data, visithttps://thekredible.com/company/toothsi/financials Cost of procurement Cost of procurement Employee benefit Employee benefit Consultant Fees Consultant Fees Rent Rent Subvention and Payment Gateway Charges Subvention and Payment Gateway Charges Marketing Marketing Legal and Professional Legal and Professional Others To check complete Expense Breakdown visit thekredible.com View full data Makeo’s two-fold surge in scale and controlled expenditure kept its losses under control which increased 19.6% to Rs 220 crore in FY23. Its ROCE and EBITDA margin stood at -135% and -115.4%, respectively. On a unit level, it spent Rs 2.35 to earn a rupee in FY23. FY22-FY23 FY22 FY23 EBITDA Margin -218% -115.4% Expense/₹ of Op Revenue ₹3.37 ₹2.35 ROCE -276% -135% MakeO has raised over $90 million across rounds including its latest fundraising of $16 million led by 360 One Asset. According to the data intelligence platform TheKredible, Eight Road Ventures is the largest stakeholder in the company followed by Think Investments. While controlling its losses might seem like a positive here, in its business , it might also point to the high fixed costs that are truly sticky. That would imply a need for a massive improvement in topline for MakeO, something that doesn’t look easy by any stretch in a fiercely competitive market. Especially for Skinnsi. We believe this is a firm that is definitely not out of the woods yet despite improving financials.

How profitable InCred stands out among bleeding fintech lenders: Interview with Bhupinder Singh

EntrackrEntrackr · 11m ago
How profitable InCred stands out among bleeding fintech lenders: Interview with Bhupinder Singh
Medial

Lending has turned out to be the most obvious money making channel for fintech startups in India. Right from large to small fintech companies are resorting to distributing loans through own and third party lenders such as banks and NBFCs. Most growth stage fintech startups have been lending aggressively, but they still bear huge losses on a consolidated basis. However, the eight-year-old InCred is an exception as the firm’s operating revenue spiked 48% to Rs 1,267 crore in FY24. At the same time, its profit grew 160% to Rs 316 crore in FY24. InCred claims to have offered credit to 3,50,000 borrowers since its inception in 2016. InCred group operates three companies – InCred Finance, InCred Capital, and InCred Money. To understand InCred’s growth across segments, startup investments including Oyo and collection (recovery) among others, Entrackr spoke to the company’s founder and chief executive Bhupinder Singh. Here are the edited excerpts. How has the size of asset under management (AUM) across personal, education and business loans grown? Our asset under management or AUM grew 49% in FY24 and we closed FY24 with over Rs 9,000 crore in AUM, spread across personal loans which accounts for 44% of our AUM while micro, small and medium enterprises (MSMEs) contributed 35% of the total disbursal. Educational loans formed 21% of the entire loan book including third-parties capital. Can you talk about growth numbers across three segments: personal, business and educational in the last fiscal year? We have had strong growth across all three segments in FY24: Personal loans grew at 57% whereas educational loans spiked at 86%. Business (MSMEs) borrowing increased 32% during the last fiscal. Which factors led to the upsurge in educational loans? Strong preference to study abroad for superior exposure and growth prospects, along with growing awareness in terms of universities and courses through social media and internet are some of the key driving factors, which have accentuated further over the last few years. InCred has started equity investment across startups. Why has it entered into what’s widely dubbed as risky equity investment? We invest in startups through InCred Capital where we focus on identifying attractive investment opportunities in private companies. However, we only put money in startups which are available at reasonable valuations and have long-term structural growth potential. Besides InCred Capital, we also have a private equity fund providing growth capital to startups and other businesses. You said that InCred Capital looks for reasonable valuation while investing into startups. InCred capital recently invested in Oyo at a $2.38 Bn valuation. Do you think this is the right valuation of Oyo? Any investment opportunity we identify for our clients is based on our fundamental thesis of providing an attractive risk-return profile for our wealth clients. We believe that Oyo falls in that category and provides an opportunity for long term value creation. Collection is the hardest part of any form of lending be it traditional or digital. How did InCred solve this and what’s the size of NPA? Agreed. I think it starts right from our strong, proactive focus on risk and analytics, and then collections, which is more reactive. We have over 150 pan-India collections teams across products that track repayments and employ multiple modes, depending upon the product-specific requirement and level of customer delinquency. For early defaulters, we use techniques like tele-calling to educate them about default implications such as credit score deterioration. For late-stage defaulters, focus is more on limiting losses through field visits, vendor engagement among others. We also use mechanisms like setting up escrow accounts for superior collections. InCred efficiency has been consistently tracking at 98%. Our March 2024 NNPA stood at 0.8% and was among the best in the industry. InCred merged with KKR Financial services in 2022. How has the merger panned out in terms of business? Let me start by giving you some context. While technically it was a reverse merger of InCred with KKR India’s credit arm, substance over form, InCred acquired KKR’s corporate loan book. It was a win-win for both InCred and KKR. What KKR got was a profitable exit from its corporate book, which they were looking for, and the opportunity to be part of a successful and long-term lending growth story with InCred in the driver’s seat. For InCred, the deal was purely an equity raising exercise with KKR joining our cap table and our net worth swelling 3X to over Rs 3,200 crore as of December 2023. At the same time, we were able to quickly wind down the corporate loan book and focus on building a granular retail franchise, which is our broad vision for InCred Finance.

RockClimber banks on authenticity and quality to tap into India’s beverage market

EntrackrEntrackr · 1y ago
RockClimber banks on authenticity and quality to tap into India’s beverage market
Medial

India has a massive beverage market with many established brands, though several new players, such as Bira, have also made their mark. Considering the sheer size of the market, it’s safe to say that there’s ample scope for newcomers. One such new player is RockClimber. The company creates fruit beverages and fruit spirits designed specifically for India, made from locally grown fruits like jamun, grapes, pomegranate, kiwi, mulberry, and litchi, among others. One of the company’s objectives is to help reduce fruit wastage and create a sustainable ecosystem for farmers and fruit produce. We spoke to Cofounder Hariprasad Shetty to learn more about RockClimber, what distinguishes it from the competition, and the roadmap ahead. Here are the edited excerpts: The beverage market is filled with multiple brands, including some very established ones. How do you plan to stand out from the competition? As a truly authentic fruit based beverage brand, we are committed to using high quality fruits with an experimentative approach to crafting unique fruit combinations that incorporate global flavour trends. This has allowed us to offer a very diverse range of exciting and refreshing beverages while keeping fruits at the center of everything we do. That’s what makes us stand out from the rest of the competition – we see ourselves as fruit experts and our products are fresh and engage with the evolving consumer preferences. So our focus is on delivering an uncompromising product experience. We source the finest fruits from across the country. This commitment to authenticity and quality sets us apart from many competitors who rely heavily on artificial flavors and preservatives. And the traction we have had in the last three years also points to how we have been accepted in the market. [FY 22 7 Cr, FY 23 7 Cr, FY 24 25 Cr, FY 25 60-70 Cr domestic and 30-35 outside India = 100 Cr+ target] 140 strong distributor network across 11 states. 3 million + bottles of beverages sold. 3000 tons of fruits processed sourced from a farmer base of 200,000 small scale fruit farmers producing grapes, pomegranate, pineapple, jamun, strawberry, mango etc. What is your offline and distribution strategy, usually the key to robust growth in your category? Most of the work should happen before Day Zero – the launch day. We recognized early on that a robust distribution network is the backbone of success in this business. We adopted a systematic approach to build our distribution network from the ground up. Mapping out territories and identifying potential distributors and retailers who could penetrate different markets. We only went ahead with experienced and reputable distributors who had an in-depth understanding of local market dynamics and consumer preferences. What is your strategy for online? Are you considering partnerships with any quick commerce platform? Yes, now that we have a headway in the distribution aspect and have achieved product market fit, we are now going to go aggressive on the marketing front especially online channels. What are the incentives for a farmer dealing with your platform other than the convenience of direct sale and price? Farmers are looking for a stable assured source of income every year. Timely procurement of their fruit produce, immediate payments, reduction in time to sale, and providing access to a large pool of buyers are all the benefits farmers get by working with us. We started with 500 tons of fruit procurement, and now at over 5000 tons. We aim for 10X procurement volumes in the next 2-3 years, thereby contributing to 10 times reduction in fruit loss, and hence a direct positive impact on small scale farmers livelihood and stable income generation. As we expand our facilities, we aim to recruit local talent to be part of our company and thereby directly provide employment opportunities as well. RockClimber aims to: Scale to 10,00,000 farmer base in the next 3 years Platform building for farmer outreach, communication, and forecasting Patented mobile fruit processing system Export unit in select locations for UAE and Africa markets You also mentioned entering the UAE and Africa markets. What is your roadmap for global expansion? And why particularly these two markets? We expect 30-35% revenues coming in from global markets in the near term. Particularly markets like UAE are huge on experimentation as consumers there are well traveled and have an international palette. We see a large market opportunity in the innovative – new age beverage category in this region.

Qila aims to lead the charge for blockchain-as-a-service industry

EntrackrEntrackr · 1y ago
Qila aims to lead the charge for blockchain-as-a-service industry
Medial

In India, the adoption of blockchain technology is steadily growing across various sectors, including finance, supply chain management, healthcare, and government services. As the Indian blockchain ecosystem continues to evolve, Blockchain as a Service (BaaS) is expected to play a significant role in driving innovation and digital transformation across various sectors. Qila, founded by Sid Ugrankar and Vishal Malhotra, aims to provide secure identity storage to enterprises using blockchain technology. They believe that their solutions could be a game-changer for enterprises. In a chat with CEO Ugrankar with Entrackr, he talks about the growth of BaaS in India, the challenges in implementation of the technology and the outlook of the industry. Here are some edited excerpts from the conversation. Please simplify what blockchain-as-a-service means. Please help us understand with an example of its application. A blockchain network is a group of machines that are able to communicate with each other using cryptography while storing the data in the form of a chain or ledger. The information is then distributed on different nodes within this network. It is very complicated to set up and manage a dedicated blockchain network as it takes a lot of effort to ensure that all the data is preserved. Blockchain as a service is where the platform is set up and managed by 1 single entity and being accessed by multiple users without the users having to set up their own blockchain network. This is similar to Email As A Service like Gmail or Infrastructure as a service like Amazon Web Services or Software as a service like Salesforce. What are the key services you provide? Our platform allows enterprises to integrate features of blockchain such as Smart Contracts and NFTs by buying a monthly subscription. The customer can buy a subscription for a shared service which is called Ark. With this subscription, the customer is provided with a dedicated channel but on a shared network setup. We also offer a dedicated network setup called Ark+. Here the customer is able to store their data on a dedicated network setup and is not sharing any resources with any other customer.vData is Smart Contracts, NFT tokens and their associated digital asset. Blockchain has been around for a while. Why has the technology not become mainstream yet? What do you think are the challenges in terms of its implementation? Blockchain came into prominence because of the explosive rise of Crypto and namely Bitcoin. But after the volatility of Crypto and NFTs, enterprises started to shy away from Cryptocurrency and blockchain was an unintended casualty. In addition to this, the recent scam of FTX and the Sam Bankman Fried controversy has worsened the sentiment towards blockchain. Blockchain association with Crypto has been the single most reason for not becoming mainstream. Blockchain is not an easy technology to set up and manage as well. Especially for the enterprise which is why they have to use a lot of Public networks such as Binance and Ethereum to implement their use cases. Using public networks is expensive as the cost of storing data on them, also known as gas fees, is very high. Private blockchain services, where a company sets up their own network, requires a lot of planning and is a software development approach where the effort outweighs the benefit. What is your outlook for the blockchain industry, especially in markets like India? My outlook for blockchain in India is not very good. This has a lot to do with the government’s stance on blockchain as a whole and its relationship with crypto currency. After applying a 30% blanket tax on crypto along with making crypto trading illegal, the government has been regressive by introducing regulations for new market opportunities such as real estate fractionalisation. This is the reason that many companies related to this field have moved to crypto friendly countries such as the UAE. What are your long-term and short-term plans in terms of business growth and product diversification? We want to make Qila.io the ubiquitous cloud offering for enterprise blockchain. To put this into perspective, we want to become the AWS for layer 3 blockchain. We are focusing on markets such as Europe middle and Africa and soon will venture into the east markets namely Singapore Thailand and Indonesia. By offering our out-of-the box tokenization solution PrivaSea, we want to drive blockchain adoption for real world use cases. We believe that blockchain will anchor the data world by providing privacy and provenance of data and will be the funnel for technologies such as AI. User consent will be the key driver for the internet of tomorrow. Qila Blockchain runs on the Qila Private Cloud and not AWS, Azure or GCP. We are busy extending this cloud in other markets as well so that data and information can be localized as per local laws.

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