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Just watched "The Uber Killer: The Rise of Meituan" and my mind is blown 🤯 Meituan didn’t just beat Uber in China ,🌝 they outsmarted them. From group-buying to becoming China’s ultimate service super-app, they mastered what many global giants coul

Raising millions won’t fix a broken business model. Plenty of startups burn through cash chasing growth, thinking more funding will solve their problems. But if the fundamentals aren’t strong - bad unit economics, no real demand, weak execution - VC

No one can beat China, even the US. Here's why: 1. Production Cost: iPhone assembly in China costs ~$6/unit vs. $30+ in the US. Tesla builds EVs in Shanghai 30% cheaper than in the US. 2. Labor & Scale: Average manufacturing wage in China is ~$3.5

Alibaba: Overcoming Rejection to Build a Giant Jack Ma, a former English teacher, founded Alibaba in 1999 to help small businesses in China connect with global markets. Despite facing rejections from investors, Ma persisted, focusing on e-commerce,

o, this looks really cool, right? The Quick Commerce Boom! - 10-minute deliveries. - 24x growth in 3 years. - Dark stores popping up everywhere. But..... This is the other side which we need to TALK! - Returns Are Bleeding Margins - 30-35% of fas

Starting a Startup ≠ Reinventing the Wheel You don’t need to be unique to build a successful startup—you need to solve a problem better than others. Many of India’s biggest startups weren’t original ideas; they were adaptations. Flipkart → Amazon-i

Uber had to redesign its entire app from scratch, just to survive in India 🔥 Because even a global giant thought one product could fit every market. When Uber launched in India in 2013, they brought their polished, GPS-heavy, credit-card-first gl

From ₹7,000 Cr to ₹1,407 Cr—Ecom Express’s fall is a startup cautionary tale. Once hailed as an IPO-bound logistics unicorn, it’s now sold in a distress deal to Delhivery, with an 80% value erosion in just a year. Why? Overdependence on Meesho (40–

Uber’s 2008 pitch deck raised $200K pre-product. Let’s break it down with real numbers & founder-level insight. { There were 5 more slides} Slides 1–3:[Problem] → US taxi market: $4.2B (2008). → Key inefficiencies: 40% idle time, zero dispatch opti