The Monetization Pod at Skillz is focused on unlocking new revenue streams to enhance player lifetime value while maintaining a fun, fair, and rewarding player experience. Core areas of exploration include rewarded ads, display ads, in-app purchases (IAPs), cosmetic items, battle passes, and subscription models.

Part 1: Market & Competitive Analysis

• Research 2-3 comparable companies or ecosystems (mobile games, esports, adjacent platforms).

• Identify at least two monetization models they’ve used successfully.

• Analyze what made those models successful and how/if they could be adapted to Skillz.

PUBG Mobile

PUBG Mobile is a battle royale shooter that has achieved over $10 billion in lifetime revenue, making it one of the highest-grossing mobile games globally. PUBG Mobile’s monetization is exclusively via in-app purchases, avoiding disruptive ads, which helps maintain player retention and enjoyment. Key monetization models include:

Monetization Models:

1. Seasonal Battle Pass (“Royale Pass”): PUBG Mobile introduced a tiered Battle Pass system in 2018, inspired by Fortnite’s success. Each season, players can purchase the Royale Pass to unlock missions and earn cosmetic rewards (outfits, weapon skins, emotes, etc.) by leveling up the pass. This model drives consistent engagement: players log in daily to complete Royale Pass challenges and progress through tiers. Notably, nearly 50% of top-grossing mobile games use some form of battle pass, underscoring its effectiveness. By offering a stream of rewards at a fixed price, it converts a large base of moderate spenders, rather than relying only on a few big spenders.

   It also adds social pressure: PUBG lets paying users form “RP Teams” where a group’s pass progress is combined for extra rewards, motivating friends to buy the pass to not let teammates down. This seasonal pass model has proven so effective that after its introduction, games like Clash of Clans saw a 72% revenue spike in the month after launching a $5 season pass. For PUBG Mobile, the Royale Pass keeps players continually engaged and monetized in cycles, contributing to its 40 million+ MAUs and $600+ million annual revenue in recent years.
   
   

2. Cosmetic In-Game Purchases (Skins & Themed Events): PUBG Mobile monetizes purely through cosmetic items – outfits, weapon skins, parachutes, emotes, etc. – which do not affect gameplay balance. Players acquire cosmetics via direct purchases, crates (loot boxes), or as Royale Pass rewards. These items appeal to players’ desire for personalization and status. Limited-edition skins and crossover events create FOMO (fear of missing out) that spurs spending.

Why These Models Succeeded in PUBG:

Both the Royale Pass and cosmetic sales succeeded because they align monetization with player engagement. The battle pass gives players clear goals and rewards for regular play, effectively increasing retention and lifetime value. Even though the pass is inexpensive (~$10 or less), the massive user base makes up for it, and the pass in turn increases overall IAP spend by boosting activity.

On the other hand, cosmetic IAPs leverage players’ social motivations (status, self-expression) without harming game balance. Exclusive skins (especially time-limited ones) create urgency and community buzz, driving revenue spikes during special events. PUBG’s use of big IP collaborations (like Godzilla, Arcane) attracted both existing fans of those franchises and gave current players novel content, boosting acquisition and monetization simultaneously.

Recommendations for Skillz:

• Implement a Seasonal “Skillz Pass” – Skillz can introduce a battle pass style system across its platform. For example, a Skillz Season Challenge Pass could reward players for participating in a series of tournaments. Players who purchase the pass would unlock premium rewards such as bonus Z-coins (virtual currency), exclusive profile badges or avatars, and entry tickets to special tournaments. This would encourage more frequent play and retention, as users strive to complete the pass.

  
  Importantly, rewards should remain cosmetic or access-oriented (non-competitive) to maintain fairness – e.g. unique profile customizations or the ability to enter an invite-only prize event, rather than any in-match advantage. A low-cost seasonal pass (e.g. $5) could significantly broaden Skillz’s payer base by converting casual competitors into paying users, much like PUBG’s Royale Pass drove conversion by offering high perceived value at a modest price. Skillz should also consider adding social features to the pass: for instance, a team-based pass challenge where a group of friends on Skillz collectively earn rewards (mirroring PUBG’s RP Team concept), which can boost referrals and viral engagement on the platform.
  
  

• Cosmetic Monetisation: Introducing customization options for players’ profiles, avatars, or even in-game effects (celebratory animations, custom skins for generic game elements) can open a new revenue stream. For example, players might buy exclusive avatar frames, emotes, or tournament victory animations to show off their Skillz achievements. These cosmetic purchases give players a way to express status (“I won last season’s Skillz Championship”) and personalize their presence on the platform.
  Skillz could rotate limited-time cosmetic items (themed around holidays or partner brands) to create urgency and fresh content, just as PUBG does with its seasonal skins. The key is to maximize visibility of cosmetics – e.g. showcase player badges on leaderboards or highlight a winner’s custom avatar in tournament lobbies – so that players derive social prestige from these purchases.

  
  Skillz might explore branded sponsorships for cosmetic content or events, similar to how PUBG Mobile runs branded campaigns without hurting retention. For instance, a sponsorship could fund a free entry tournament with a special cosmetic prize (bearing the sponsor’s theme), yielding value for both the sponsor and the players while adding to Skillz’s income via the sponsorship fee.

Roblox

Roblox is an online platform with millions of user-created games and virtual experiences. It operates on a freemium UGC model – anyone can play for free, and monetization happens through its virtual currency and services.

Monetization Models Used:

• In-Game Purchases via Robux: Roblox’s economy runs on Robux, a virtual currency that players purchase with real money. Players spend Robux on a variety of in-game items and upgrades, from avatar cosmetics (clothing, accessories) to game-specific perks or access passes. A portion of every transaction goes to the game’s developer and to Roblox itself. This has been hugely successful – the platform essentially takes a cut of a long tail of microtransactions across thousands of games. Free access with paid virtual currency extras allows Roblox to attract a huge user base, then generate revenue from the subset who buy Robux to unlock content and support creators.
  
  

• Premium Subscription (Roblox Premium): Roblox offers an optional monthly subscription that gives members a monthly Robux stipend, exclusive items, and other perks. This provides a recurring revenue stream and rewards dedicated users with extra value. Subscribers also enjoy benefits like the ability to trade items or increased earnings if they develop games. By converting a fraction of its users into paying subscribers, Roblox gains predictable income and strengthens retention (players stick around to make use of their monthly Robux and perks).
  
  

• Advertising & Sponsored Content: While historically Roblox relied mostly on in-game purchases, it is now expanding into advertising as a new revenue stream. The company is integrating immersive ads within its metaverse – for example, virtual billboards or video ads inside games from brand partners like Walmart or Warner Bros. Roblox has begun testing rewarded video ads as well, where players can watch an ad in exchange for an in-game benefit (e.g. an extra spin, a boost in a user-made game). This approach “monetizes attention rather than transactions” and crucially doesn’t require non-paying users to spend money, allowing developers to earn revenue from the majority of players who never purchase Robux. Early examples have been promising – players get something valuable for watching an ad (a win-win), developers get paid, and brands reach engaged users. By 2025, Roblox is building the infrastructure to roll out more advertising and plans to start reporting ad revenue alongside its traditional Robux-based revenue.
  

Why It’s Successful:

Roblox’s multi-pronged monetization works well due to the scale and engagement of its platform. Key success factors include:

• User-Generated Content Ecosystem: By sharing revenue with creators, Roblox incentivized a constant supply of new games and items. This cycle (players buy Robux to spend in games; devs earn Robux and cash out, inspiring more development) keeps the platform content-rich and players spending. The diversity of experiences means there’s always something new to spend on, catering to different tastes and sustaining long-term interest.
  

• Social and Creative Value: Purchases in Roblox often have social currency value – unique avatar outfits, animations, or game perks make players feel special in front of friends. This drives a desire to spend on cosmetics and status items, similar to Fortnite’s appeal, amplified by Roblox’s large social community.
  

• Monetizing Both Payers and Non-Payers: Importantly, Roblox is expanding revenue beyond just the paying minority. The introduction of rewarded ads addresses the huge segment of players who don’t buy Robux (the “vast majority” of Roblox users). Now these players can still generate income by trading a bit of attention for rewards, without feeling forced. This hybrid model (IAP + ads) lets Roblox monetize a wide player base while keeping the game free to play, similar to what top mobile games do. It increases overall ARPU (average revenue per user) in a player-friendly way.
  

• Recurring Revenue & Loyalty: The Premium subscription locks in monthly spend from enthusiasts and gives them extra value (bonus Robux, exclusive content). This boosts loyalty – subscribers are likely to remain active to utilize their perks. It also strengthens the economy (those bonus Robux often get spent on items, funneling back to developers and Roblox).
  
  

Roblox’s model has translated into robust financial success. By combining in-game purchases, advertising, and subscriptions, Roblox reported revenue of $801 million in Q1 2024 alone, and annual bookings around ~$4 billion. This diversification helps the business remain resilient and grow (e.g. ads and licensing deals are being rolled out to supplement the core virtual goods income).

Recommendations for Skillz:

Skillz can learn from Roblox by adopting monetisation methods that leverage a platform ecosystem and player engagement:

• Cosmetic and UGC Content: While Skillz games are made by third-party developers, Skillz might facilitate cosmetic item systems within its top games or across the platform (e.g. profile customizations, avatars, collectible badges). Developers could be encouraged to offer skins or themes in their Skillz-integrated games (with rev share), similar to Roblox’s catalog of items. This would create new IAP opportunities that don’t compromise fairness (as long as they remain cosmetic or do not affect skill outcomes).
  
  

• Premium Membership: Taking a page from Roblox (and other services), Skillz could offer a premium subscription tier for players. For a monthly fee, subscribers might get benefits like bonus tournament entries, exclusive competitive events, an ad-free experience, or periodic currency/Token grants. This provides steady recurring revenue and makes dedicated players feel valued. For example, a “Skillz VIP Pass” could grant a few free tournament tickets each day or reduced platform fees, encouraging frequent play and loyalty.
  
  

• Rewarded Ads: Just as Roblox observed, not all players will pay directly – but many would watch ads for perks. Skillz could integrate rewarded video ads in non-intrusive ways to monetize the non-spending users. For instance, a player who runs out of free tournament entries might watch a 30-second ad to earn another entry ticket or extra Skillz Ticketz (loyalty points). This “win-win” model can increase engagement (players stay longer to earn rewards) and bring in new ad revenue without hurting the competitive integrity (since everyone has the optional opportunity). The key would be to place these opportunities at natural breaks (post-match screens, etc.) and cap the frequency to avoid fatigue.

Candy Crush Saga

Candy Crush Saga is a casual mobile puzzle game (match-3) and one of the most successful mobile games of all time. While not an “esports” title, it represents the freemium monetization model that many mobile games (including competitive ones) use. The game is free to play but generates enormous revenue through in-app purchases and advertising integrations.

Monetization Models Used:

• In-App Purchases (Freemium model): Candy Crush pioneered the classic freemium approach. Players can download and play for free, but the game monetizes by selling consumable advantages that ease progression.
  Key IAP offerings include extra lives, boosters/power-ups (e.g. Lollipop Hammer, Color Bomb), and extra moves to finish a level. The design intentionally creates moments of frustration or urgency – e.g. running out of lives or being a few moves short of victory – where players are tempted to spend a little to continue. These purchases are positioned as helpful shortcuts and are often bought when a player is deeply engaged and doesn’t want to quit. Over time, this model proved incredibly lucrative: since its 2012 launch, Candy Crush Saga has amassed $7.8 billion in revenue from IAP alone.
  
  

• Rewarded Ads and Ad Placements: In addition to purchases, it integrated advertising in player-friendly ways to monetize those who choose not to pay. Candy Crush lets players watch optional ads in exchange for small rewards – for example, viewing a 30-second ad to get an extra life, a free booster, or to refill the life timer faster. It also occasionally shows interstitial ads between levels (in some versions) or engages in brand collaborations (e.g. themed events) for advertising income. This ad-based model complements the IAP: players who are stuck but don’t want to spend money can still progress by watching an ad, which earns King revenue without feeling overly intrusive. By 2025, advertising accounts for a significant secondary revenue stream for Candy Crush, especially from the large segment of non-paying users. King has effectively monetized a wide player base while keeping the game free, using ads to capture value from players who might otherwise generate none.
  

Why It’s Successful:

Candy Crush Saga’s monetization success comes from a great execution of the freemium design and continuous engagement,

• Mass Appeal and Accessibility: Candy Crush targets a broad audience (casual gamers of all ages) with simple, addictive gameplay. Because it’s free and easy to start, it amassed huge download numbers (over 1.4 billion downloads). This wide funnel of players means even a small conversion rate of payers can yield huge revenue. The game currently still has millions of active users and earns $2–3 million per day in revenue – showing how large its paying audience has become over time.
  
  

• Psychological Triggers to Drive IAP: King finely tuned the game’s difficulty and reward schedule (using A/B testing and data) to encourage spending without driving players away. The limited lives system creates natural stopping points where impatience can lead to spending. Similarly, offering a booster or extra moves right when a player fails a level by a narrow margin plays on the “just one more try” urge. These tactics convert frustration into purchases, yet because players choose to pay for convenience (and can otherwise wait or retry later), it maintains a sense of fairness and choice.
  
  

• Retention Through Content & Social Features: A big factor in monetization is how Candy Crush keeps people playing for the long term. King constantly adds new levels (now 17,000+ levels and counting) and regular events or challenges. This endless stream of content gives players always something new to come back for. Social features (leaderboards, friend progress, contests) provide friendly competition and motivation to advance. High engagement and retention translate to more opportunities for players to eventually hit a paywall and spend. Notably, Candy Crush’s yearly revenue has grown each year even a decade after launch, hitting a record $1 billion in 2024 – a sign that their monetization design is sustaining player LTV effectively over time.
  
  

• Hybrid Monetization Capturing All Users: Candy Crush exemplifies the “hybrid strategy” now common in mobile games: combining IAP + ads for maximum yield. IAPs drive the bulk of revenue (especially from the minority of “whale” spenders who make frequent purchases), while ads provide incremental income from the majority who won’t pay. According to recent data, “the bulk of Candy Crush’s revenue comes from in-app purchases... however, advertising also plays a role, especially from non-paying users”. By offering multiple monetization pathways, King ensures the game makes money from virtually everyone, one way or another, without forcing any single method on the player. This strategy has made Candy Crush one of the most profitable mobile titles ever while maintaining a large, happy player base.
  
  

Recommendations for Skillz:

For a competitive platform like Skillz, Candy Crush’s strategies highlight ways to monetize casual players and retain users, which could be adapted in a skill-gaming context:

• Freemium Entry with In-App Purchases: Skillz could explore offering certain games or modes for free to attract a larger audience, then use in-app purchases for enhancements that do not tilt competition. For example, selling extra tournament entries or retries could mirror Candy Crush’s extra lives model. A player who loses a match or runs out of entry tokens might pay a small fee to immediately join another match, rather than waiting. As long as matchmaking remains fair (e.g. rematches don’t disadvantage others) and any purchasable power-ups don’t create pay-to-win scenarios, this could add revenue. In fact, entry tickets for tournaments are already a known model in skill-based games – selling them as IAP (or as bundles with discounts) could boost ARPU from engaged players who want more chances to compete.
  

• Rewarded Ads for Second Chances or Bonuses: Skillz can integrate ads that reward players in ways that enhance the experience without breaking fairness. For instance, a player who just lost a close match might be offered: “Watch an ad to get a free retry against a new opponent” or “Watch an ad to earn some bonus Skillz Ticketz (loyalty points)”. This echoes Candy Crush’s approach of giving extra lives or moves for watching ads. It creates a positive loop: the player gets a helpful perk for free, and Skillz earns ad revenue – “a win-win situation: the player gains something useful, and the developer earns ad revenue”. Such voluntary ads feel more acceptable to players than forced pop-ups, especially if framed as helpful boosts. By carefully managing frequency and placement (e.g. only after matches, not mid-game), Skillz can ensure this monetization doesn’t frustrate users. Instead, it can increase engagement (players stick around to use their “rewarded” second chance or bonus) and monetize users who might never spend real money.
  

• Ongoing Content & Challenges: While Skillz doesn’t create the games, it can introduce platform-level events or challenges to drive retention. Candy Crush’s constant updates show the value of new content. Skillz could host seasonal tournaments, leaderboards, or skill challenges with small entry fees or sponsored prizes. This keeps the experience fresh and gives players more reasons to return regularly – thereby increasing opportunities for monetization (whether through fees, IAP, or ads). A “battle pass” style challenge system (as discussed for Fortnite) could also be combined here: e.g. a monthly challenge card where completing certain competitive tasks grants rewards, encouraging players to keep playing daily or try different games on the platform.

Part 2: Player-Centric Opportunity Sizing

Using Quarterly Earnings Report Skillz data, estimate: (Link to Q2 Earnings Data)

• % of players likely to adopt cosmetic items, subscriptions, or ad-based models.

• Potential incremental revenue each model could bring in 12 months.

Read more

Part 1: Strategic Product Roadmap

1. If you joined PlaySuper today, what 3 product priorities would you define for the next 12 months?

2. For each priority:

   • What problem does it solve for gamers, studios, and brands?

   • What measurable outcomes would you track to assess success?

   • What risks do you anticipate, and how would you mitigate them?

As India’s first gaming commerce (G-Commerce) platform, PlaySuper bridges virtual gaming and real-world rewards, enabling players to earn tangible benefits (like branded discounts and products) from in-game achievements. This creates a win-win loop: gamers gain real value for their play time, studios boost retention and monetization, and brands reach an engaged audience with higher ROI. In the next 12 months, as Head of Product, I would focus on three strategic product priorities to scale and refine this ecosystem, leveraging PlaySuper’s core components:

1. Global Expansion & Localisation of the PlaySuper Platform

Expand PlaySuper’s footprint beyond the initial markets, making the platform global-ready. This means localizing our product (language, currency, content) and launching in key new regions (for example, Southeast Asia immediately, followed by Middle East/North Africa and Latin America as planned). In parallel, tailor the reward offerings to each region through local brand partnerships and culturalization of the user experience.

Problem it Solves:

• Gamers: Outside of our current core market (India), many gamers do not yet have access to PlaySuper rewards in their favourite games. Their problem is a missed opportunity – they’re playing games but not getting real-world value due to a lack of such a service. Moreover, gamers in different regions have different preferences. A reward that excites an Indian gamer (say an Amazon.in gift card) might be irrelevant to a gamer in Indonesia or Brazil. By expanding globally and localizing, we solve this by giving gamers locally relevant rewards no matter where they are. This makes the gaming experience more rewarding universally. (Imagine a Filipino player earning a GrabFood voucher from a game, or a Brazilian player getting a discount on MercadoLibre – these are meaningful in context.)
  
  

• Studios: Many game studios operate globally or at least regionally. If PlaySuper only supports certain countries, studios can’t roll it out to their whole user base, limiting its usefulness. This fragmentation is a problem for studios who want consistent features and monetization across markets. By internationalizing the platform (multi-language SDK/UI, handling multiple currencies and fulfillment logistics), we become a solution for studios worldwide. This helps studios improve retention & monetization across all their markets, not just one. In addition, as we expand, we can tap larger player bases – studios see the benefit of one integration reaching a global audience. Ultimately, a global PlaySuper means studios anywhere (and their players) can benefit from our “rewards-as-a-service” model, which will make our SDK more attractive to big publishers.
  
  

• Brands: Brands often target specific regions – a Thai e-commerce company wants Thai gamers, a U.S. brand wants U.S. users. If our platform is limited geographically, we can’t onboard those brands or deliver value to them. By expanding, we open the door for local brands in new markets to join (solving their challenge of engaging local gamers). Even for global brands, we enable more precise targeting (e.g. a campaign just for Southeast Asia gamers). Brands will benefit from our expansion as they can run multi-country campaigns through one platform. Essentially, we solve the brand problem of reaching “digital-first” audiences in emerging markets by growing our user base there. This priority thus positions PlaySuper truly as the commerce layer for gaming at a global scale, connecting brands and gamers across regions.
  

Key Success Metrics:

• New Market Launches: Successful deployment in X new regions within 12 months (for example: launch localized versions in at least 2 of the following by year-end – Southeast Asia, MENA, LATAM). “Launch” is defined by having live games with local rewards in that region.
  

• User Base Growth: Increase the number of monthly active users (MAU) on PlaySuper-powered games in those new regions. Track the percentage of total users coming from outside the initial market. (Goal example: achieve 5 million new users across SEA markets in the first 6 months of launch).
  

• Local Brand Integration: Number of region-specific brand partners acquired. For instance, onboard key e-commerce, retail, or F&B brands in each new region (aim for at least 5 major local brands per region within first quarter of launch). Also measure the usage of those local rewards (redemption rates by local players).
  

• Localization Readiness: Product metrics like “% of platform content fully localized” (languages, payment handling, customer support in local language). Also monitor engagement and retention in new markets to ensure our localized approach yields similar lifts (e.g. retention improvement in Indonesia after adding local rewards should mirror successes in India).
  

• Revenue from New Markets: Track portion of PlaySuper’s revenue or GMV coming from the new regions. Within a year, a target could be set (e.g. 30% of total GMV from outside India, indicating we are diversifying geographically).
  
  

Key Risks & Mitigations:

• Risk: Cultural Mismatch – Rewards or campaign tactics that work in one country may flop or even offend in another. For example, certain imagery or prize types might be culturally inappropriate elsewhere.
  
  Mitigation: Hire or consult local experts in each target region to guide reward curation and marketing tone. Ensure the content is culturally sensitive and appealing – e.g. use local holidays or trends for special in-game events. Start with a pilot in each region (with a smaller user group or single game) to gather feedback before full rollout.
  

• Risk: Regulatory and Legal Hurdles – Different countries have varying laws on promotions, sweepstakes, data privacy, and gaming rewards (some might interpret rewards as gambling or require permits).
  
  Mitigation: Research and comply with local laws: for instance, avoid any “luck-based” reward mechanics in jurisdictions where that’s regulated, or obtain necessary approvals. Our focus on non-cash rewards already helps sidestep many gambling laws, but we will also implement region-specific toggles (e.g. disabling certain reward types where not allowed). Partnering with local legal advisors or gaming publishers can smooth this process. Also, adapt our privacy policy and data storage to meet regulations like GDPR for Europe or PDPA for Southeast Asia as needed.
  

• Risk: Operational Strain – Launching in new regions requires setting up new brand deals, customer support, possibly prize distribution logistics (if physical goods), and technical infrastructure (servers closer to users). This can strain a startup team and dilute focus.
  
  Mitigation: Sequence the expansion intelligently – e.g. expand to Southeast Asia first (already in plan) where we have some footing, then use the learnings to enter the next region. Leverage the seed funding to hire regional managers or form local partnerships (for example, partner with a regional ad network or a big publisher who can bring in brands). On the tech side, ensure our cloud architecture can handle multi-region deployments (CDN for content, regional data centers for low latency).
  

• Risk: Competition & Market Fit – In some markets, there may be incumbent solutions or different player preferences. For example, if a market already has a popular gaming rewards or loyalty app, or if players there are less interested in our model.
  
  Mitigation: Differentiate our offering by highlighting integration ease and unique rewards. Do a competitive analysis per region and possibly adjust the model (maybe in one country, certain reward types like mobile data packs or game-specific items are more valued – we can incorporate those). Provide flexibility in our platform to accommodate regional reward types. Ultimately, focus on the core value that PlaySuper “makes every game session a chance to win something real” – a universally attractive proposition if delivered with local flavor.

2. Enhanced Player Reward Experience & Personalisation

The core of G-Commerce is the player’s experience: if rewards are compelling and seamlessly integrated, players will engage more, driving the retention “flywheel” between gamers, studios, and brands. This priority focuses on improving the in-game PlaySuper Store, the AI-driven recommendation engine, and the wallet/loyalty system to deepen player engagement. By making every gaming session “a chance to win something aspirational and real”, we solidify the habit loop that keeps gamers coming back.

Problem it Solves:

• For Gamers: Addresses reward relevance and user experience. Currently, PlaySuper lets players redeem in-game coins for real products (e.g. using Candy Crush stars to buy a Nike shoe at a discount). We need to ensure players always find this valuable. Enhancing personalization (via the recommendation engine) means players get tailored offers that match their interests and gameplay behavior – much like an e-commerce site suggesting the right products. A more engaging store UI/UX (e.g., dynamic reward showcases, gamified prize drops, or limited-time offers) keeps the experience fresh and exciting, reinforcing that “time spent playing has real-world value”. Additionally, a unified PlaySuper Wallet can let players track and manage their earned rewards or points across games – increasing a sense of progression and cross-game loyalty.
  

• For Studios: Solves the retention and engagement challenge. By improving the reward loop, players stay longer in the game and return more often. PlaySuper has shown it can boost Day-7 retention by ~32–36% for integrated games. By refining the reward experience (e.g., faster reward redemption flows that don’t require leaving the app, and more compelling rewards), studios will see even higher retention, session lengths, and LTV. This also can uplift monetization indirectly – more sessions mean more ad impressions and higher propensity for in-app purchases in a positive feedback cycle.
  

• For Brands: Ensures their offers truly engage players. Personalization means the right offers reach the right gamers (increasing conversion rates). PlaySuper already delivers ~8% conversion on in-game offers, outperforming social media channels. We aim to push this further by showing gamers the brand rewards they actually want, at the moments they’re most receptive (for example, after a big in-game achievement, present a relevant reward as a “congratulation” gift). A better player experience (e.g., a reliable wallet and easy coupon redemption) also reflects well on the brands and encourages users to redeem, driving higher ROI for brand partners.
  

Key Success Metrics:

• Player Engagement: Track retention rates (D1, D7, D30 retention for games with PlaySuper vs. baseline). Success means maintaining or improving the current uplift (e.g., aim for +>35% D7 retention uplift over baseline). Also monitor frequency of store visits per DAU – are players checking the rewards store regularly? and time spent on the reward store page (indicating interest).
  

• Reward Conversion & Value: Measure the conversion rate of reward offers (what percentage of players who see an offer redeem or purchase it). Aim to grow beyond the ~8% conversion currently cited through better targeting. Monitor Gross Merchandise Value (GMV) – total value of rewards redeemed – as a gauge of real-world value delivered. For instance, increasing monthly GMV from ~$350K now to multiples of that as more players use rewards.
  

• Wallet Adoption & Cross-Game Use: If a unified PlaySuper wallet or loyalty points system is introduced, track the number of active wallets and cross-game redemptions. A key outcome would be if players from one game start playing other PlaySuper-integrated games to utilize or earn more rewards (a sign of network effects). Also monitor redemption success rate (coupons redeemed without issues) and user satisfaction via surveys or NPS related to the reward experience.
  

Risks & Mitigation:

• Player Overwhelm or Intrusion: Integrating commerce into games must be delicate – if the reward prompts are too intrusive or feel like ads, it could frustrate players.
  Mitigation: Design the reward experience to feel like part of the game’s progression. For example, surface the store at natural breakpoints (after levels) rather than random pop-ups, and ensure the visual style can be skinned to match the game (since PlaySuper is white-labeled for each studio). Conduct UX tests with players to fine-tune frequency and format of reward offers.
  

• Irrelevant or Low-Quality Rewards: If players see rewards that don’t interest them (e.g., unrelated products), they’ll ignore the feature.
  Mitigation: Leverage the AI recommendation engine to continuously learn from player behavior and “suggest the right products to users inside the game’s reward store”. Start with broad categories mapped to game genres (e.g., tech gadgets in a tech-themed game) and refine with data. Also, actively rotate and curate reward options – possibly allow players to set preferences (“likes sports”, “likes fashion”) to guide the offers. Maintain a high bar for brand quality; if a reward has consistently low uptake, swap it out.
  

• Abuse or Game Economy Imbalance: A new loyalty system or easy rewards might be exploited (e.g., players creating fake accounts to farm coupons, or spending too much time on rewards instead of the core game loop). Mitigation: Implement reasonable limits and fraud detection (one account per user verification for valuable rewards, rate limits on redemptions). Work closely with studios to ensure the reward earning mechanism aligns with game balance – for instance, tie rewards to genuine achievements/progression (not trivial tasks) so that players still engage with the game as intended. Run A/B tests to ensure the presence of PlaySuper rewards increases retention without cannibalizing the game’s own IAP revenue (if any).

3. Data-Driven Analytics & Monetization Insights

Why it’s a Priority: To solidify PlaySuper’s value proposition, we must prove and improve the ROI for both studios and brands using data. This priority focuses on enhancing the Analytics Dashboard, refining pricing models, and leveraging data for AI-driven insights that partners can act on. By providing clear metrics (e.g. retention uplift, revenue share) and tools to optimize campaigns, we ensure that studios and brands not only join the platform but stay and grow with it. In essence, this turns PlaySuper from a simple tool into a SaaS platform with actionable intelligence – a key for scaling as a B2B product.

Problem it Solves:

• For Game Studios: Studios need to understand the impact of PlaySuper on their games and how to maximize it. Many studios rely on ads for revenue and struggle with retention analytics. The enhanced dashboard will show retention and monetization metrics at a glance – e.g., cohort analysis comparing retention before vs. after integrating PlaySuper, ARPDAU increase, and revenue earned from the reward store (since PlaySuper shares revenue with studios). It will also provide player insights (via Know Your Gamer analytics) such as which reward types are most popular or what time of day players redeem most. This data helps studios optimize game design and event timing around the rewards (for example, scheduling double-reward weekends if data shows it boosts engagement). Ultimately, it demonstrates the tangible value of PlaySuper to the studio’s bottom line, validating the SaaS fee.
  
  

• For Brands: Brands are effectively marketing via PlaySuper, so they need advertising metrics. The analytics should give them conversion funnels and ROI on their campaigns: e.g., impressions (how many players saw their offer), click-throughs, redemptions, and resulting sales. Since PlaySuper touts being a high-ROAS channel (8% conversion vs much lower on social ads), providing transparent data will encourage brands to invest more. Additionally, insights like demographics or game genres where their products do well can help brands refine their targeting (while respecting privacy – using aggregate cohort data. If a brand sees, for instance, that “shaving kits coupon” redeems mostly in a particular racing game demographic, they can tailor future offers or decide which games to sponsor.
  
  

• For PlaySuper (Product Team): Optimizing pricing models and the overall ecosystem health. Data from usage can inform how we set the “exchange rates” between in-game effort and reward value. For example, if too many coupons go unredeemed, perhaps the coin cost is too high or the reward not attractive. If a particular category has very high redemption, we might introduce dynamic pricing (increasing coin cost or limiting supply) to ensure profitability and exclusivity. This data-driven approach ensures the incentives remain balanced for all parties: gamers feel rewards are achievable, studios and PlaySuper earn a fair share, and brands see profitable conversions. We may also experiment with new monetization models (subscription tiers for studios or premium placement for brands) guided by usage data.
  
  

Key Success Metrics:

• Partner Engagement with Analytics: Monitor dashboard usage by partners – e.g., the percentage of studios and brands logging in monthly to check stats, and the time spent on the analytics pages. High engagement means the data is valuable. Also track NPS or satisfaction from partners regarding the insights provided (collect feedback on dashboard features).
  

• Retention of Partners & Revenue Growth: Ultimately, if studios and brands find success, they will continue and expand. Track studio retention/churn on the platform (ideally 0 churn of existing integrated studios, and some choose to integrate PlaySuper into multiple games). Likewise, track brand repeat rate (how many brands run multiple or ongoing campaigns). Growth in SaaS revenue and commission revenue from the dual model is a key outcome – for example, aiming to double the monthly commission revenue as GMV grows.
  

• Data-Driven Improvements: Measure the impact of data-driven changes. For instance, if we roll out a new pricing algorithm or a recommendation tweak based on analytics, track the lift in conversion or retention attributable to that change (A/B test where possible). Also, track accuracy of recommendations (e.g., percent of offers clicked that lead to redemption, as a proxy for recommendation quality – aiming to improve this over time with AI model updates).
  

Risks & Mitigation:

• Data Privacy and Security: Handling user and transaction data comes with responsibility. Mitigation: Continue using aggregated, cohort-based data for analytics to avoid personal data leaks. Ensure compliance with data protection laws (especially as expanding to new regions). Implement security for the dashboard (since it contains sensitive business metrics for partners).
  

• Information Overload: Too many metrics or complex charts might overwhelm partners, reducing usefulness. Mitigation: Design the dashboard with clarity and actionability in mind. Use visual highlights for key metrics (e.g., retention uplift, conversion rate) and allow filtering/drill-down for advanced users. Possibly provide insight tips or AI-generated observations (e.g., “Players redeem 20% more on weekends – consider scheduling special offers”) to make the data actionable. Offer training webinars or documentation so partners understand how to use the insights for decision-making.
  

• Misaligned KPIs or Pricing: If we optimize for the wrong metrics, we might inadvertently hurt the experience (e.g., focusing only on GMV could lead to pushing high-value rewards that don’t actually improve retention). Mitigation: Keep a balanced scorecard of success metrics – always correlate monetization metrics with engagement metrics to ensure the core player experience remains positive. When adjusting pricing models (coin to reward conversion, brand commission rates, etc.), run simulations and pilot programs. Engage a few key partners in feedback loops before global changes. This ensures pricing tweaks truly create a win-win-win scenario as intended, rather than tilting too far to one side.

Part 2: Case Analysis – Rewards Marketplace Crisis

1. If our in-game rewards marketplace experienced a 25% drop-in redemption rates over 3 months, with brand partners complaining about low ROI and studios reporting lower retention, how would you approach the problem?

2. What structured diagnosis approach would you take (pricing, coin economy, inventory, UX, etc.) to identify the root cause?

3. What would you implement immediate fixes versus long-term product changes?

4. What framework or experiment would you run to validate potential solutions?

Rewards Marketplace Crisis

Assumptions

• The in-game rewards marketplace allows players to redeem a virtual currency (coins) for real-world or in-game rewards provided by brand partners.
  

• A 25% drop in redemption rate means that over 3 months, players are redeeming rewards 25% less frequently (e.g. points issued vs. points redeemed dropped significantly). This is abnormal and not explained by seasonality or a shrinking player base alone.
  

• Brand partners’ ROI is tied to redemptions (e.g. when players redeem a partner’s coupon or item, it drives sales or engagement for that partner). A drop in redemptions means partners see fewer conversions, hence “low ROI.”
  

• Studios (game teams) rely on the marketplace to help retain players (it’s a part of the engagement loop). Lower redemption activity is correlating with a drop in player retention, suggesting the marketplace’s value to players has declined.
  

• No one-off catastrophic event (e.g. sudden outage) explains the drop – it appears to be a trend, so likely multiple factors in the product/economy are at play.
  

Identifying Root Causes

To diagnose the issue, I would break down potential causes into key areas and analyze each with data:

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Starting with Veeba’s introduction, it was founded in 2013 by Viraj Bahl. The company had a clear vision from the very beginning, and that was to offer high-quality and innovative products. In this case study, we’ll be going through the brand's journey, history, marketing strategies, and growth techniques.

After opening a chain of restaurants in 2009, Bahal found himself in a failed state. His restaurant always used to remain empty. The fact that he failed as an entrepreneur and that the little chunk of money he had was spent on buying a house and opening a restaurant was a massive challenge in itself.

Initial Phase

With legitimately zero money left with Bahl, he took the risky decision of selling his house and starting up again with a processing business that his father had earlier.

He bought a small piece of land in Neemrana, Rajasthan, which was around 90 kilometres away from Haryana, and started his company, Veeba. Bahal’s vision was crystal clear. He wanted to design his brand in such a way that it aligned with global quality standards and not just the Indian palate.

They majorly focused on in-depth research during their early stages to make sure that each product reflected brand excellence and innovation. Despite the initial challenges and struggles, the brand stood firm to maintain its founding principles.

Veeba’s vision

“To delight consumers with an unmatched food experience that delivers superior quality, service and value.”

Guiding principles

• Service

• Quality

• Hygiene

• Value for money

• Taste

B2B Insight

Their early success in the B2B industry was marked by partnerships with significant Quick Service Restaurants (QSRs) by supplying high-quality sauces. In fact, their first customer was none other than Domino's, who gave them an order of 70 tons. The brand understood the significance of collaborating with well-established brands, which actually helped them make a name for themselves in such a competitive market. Within two years, the company was able to collaborate with massive brands like Burger King, Starbucks, Taco Bell, Cafe Coffee Day, and even the PVR.

Benefits of B2B

1. Constant flow of cash:

Since it has a vast level of difference from B2C, the volume level is comparatively higher, and the frequency of orders is predictable because the company doesn’t have to go and influence multiple retailers. They could pay salaries on time and had enough money to invest in R&D. Once they had 100 crores in revenue from B2B, they entered the B2C market.

2. Quality standards:

By collaborating with high-end brands, it has also created very high-quality standards, as any high-end brand would easily reject if the product were not up to mark.

Even through their B2B approach, they were able to understand what customers actually liked. For instance, if they are selling their sauces to a brand and out of all the sauces, mint sauce gets the most sales, it would be very easy for the company to understand what people like more. Even today, they have a wide range of products that are only available to B2B businesses, like doughnut toppings, ice cream toppings, and seasonings. Their B2B revenue out of the current revenue is 8% (2024).

3. Entering HoReCa

By entering HoReCa (“Hotel, Restaurant, and Café/Catering") segment, Veeba expanded not only its customer base but also its reputation for quality. Through this approach, they were able to reach a much larger customer base, including high-end cafes, crowded restaurants, and hotels. This segment required a wide range of products, which Veeba was well-equipped to provide. They ensured that all their products met the high standards of their clients. This step made Veeba a leader in the condiments industry; it helped them build a strong and trustworthy customer base.

Entering the retail sector

In 2015, Veeba entered the retail sector by launching a wide range of health-conscious products to meet the needs of consumers. The fat content in this range was as low as 1%, although these products were not accessible to the Indian market. But soon, in 2017, Veeba launched another range of products that had around 19 products specially designed for the Indian palate. It had numerous kinds of dips and mayonnaise that were also reasonable. This decision was an excellent step taken by Bahal to make a direct connection with consumers.

Their primary focus under this was their packaging, which was hands-down commendable as it was both attractive and practical. They could quickly gain insights into customer preferences, which excelled at product innovation and diversification. These products are now present in almost every retail store throughout the country.

In 2019, Veeba stepped into the nutrition segment, where they provided products related to child nutrition. After a heavy loss of 70 crores, Bahal stopped this segment.

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Veeba’s Marketing Strategies

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We’re living in a developing nation that still needs to grow and improve in various sectors. There is still a lot of work to put in. Apparently, logistics in any country defines how efficient the country is. The cheaper and quicker the logistics are, the country is ranked even better. 

Developed nations like the USA and China spend almost 8 to 10% of their GDP on logistics, whereas our developing nation, India, spends around 14% of its GDP on logistics, which is definitely a matter of concern. 

Today, let us talk about Porter, an intra-city logistics company.

Start-up of Porter

It was founded back in 2014 by Pranav Goel, Uttam Digga and Vikash Choudhary, and its current investors are Sequoia Capital, Mahindra Group, Lightrock, Vitruvian partners, LGT Lightstone, Kae Capital, Innoven Capital and Tiger global management. 

Let’s go back to their time when they were working at JP Morgan in Mumbai in 2013. They were stunned by Uber and how it handled the problems that were present in the commute. Uber was barely available, and if they were, the prices would be so high, and similarly, the same problem would be faced by the logistics sector. 

They legitimately talked to 500+ truck drivers and understood the problem that they were facing along with small businesses. They were badly getting around 1 to 2 customers a day. They were only at 30% utilization of their vehicle. 

This is exactly where it came into their minds that if Uber can bring about such a change, why can’t we do that with goods? 

This led to the birth of Porter, they left their jobs and started working towards it.

Initial Stage

During the initial stage, there were just two people, Pranav and Uttam. They divided the work roles between them. While one would stay connected with the truck drivers, the other would talk to the small business owners. Initially all their work was done by them through their phones. The moment they would get a lead. They would connect them to the truck driver. When the work started increasing, the options they had were not sustainable anymore. This is where the third founder, Vikas, came in. 

When they started it there, the only pitch was “Book from us. We are 20% cheaper.” 

And guess what? Their pitch actually worked. We could see it in the graph in less than a year, they had around 500 business customers and almost had a monthly revenue rate of around 30 lakh and that too just through the help of their website. They did not have an app for it. As the market was growing, they had all the required things: they had enough money, they had ideas, customers, and whatnot. Now, their only focus was on building things better and much stronger.

Porter App 

After a year, in 2015, they launched their app. Since the business was going well, things were getting better. They got the idea of starting up intercity services, but this is where they started facing problems. Their business was only running in Delhi NCR and Mumbai at that particular point in time; their intercity work was still going on. There was still a lot more work that needed to be put into it, and without giving it a second thought, they jumped to the intercity part, but this sector already had a number of competitors that had good names, for example, Delhivery and FedEx.

Downfall

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In the ever-evolving industry, you will find competition at almost every step you take, be it in any field or business for that matter. Eggoz has emerged as a true model for innovation and sustainability. 

It was founded in 2017 by Abhishek Negi and Vishal Chaudhary. The company currently has a presence in cities like Chandigarh, Jaipur, Delhi, Bangalore, Lucknow, and Kolkata.

They had a deep-rooted passion for animal welfare and quality. For any business in the market, it is essential for the founders to first find out the gaps that are going on, and as we know, specifically in this field, there are lots and lots of gaps, like lack of hygiene and high prices, that are exactly put into most of their work. The quality of their products is worthy of appreciation. It is rapidly growing from just a small business start-up to a well-established egg brand in the market and has a profound impact on the Indian market. 

Brand Building 

Their major focus was on customer expectations, and they were undoubtedly meeting them by setting standards in egg production. By implying producer- and consumer-friendly services and methodologies, they were rapidly increasing their business, keeping in mind their premium quality of packaging. 

They were using technology and sustainable farming methods; they focused on addressing all the necessary challenges, ensuring animal welfare, and delivering consistently high-quality products to the consumers in the market. Their marvellous approaches not only differentiated them from other companies or businesses, but they also had a good position in the Indian market by practising ethical agricultural methodologies. 

Technology Growth

Farming practices like cage-free farming, which not only improve animal welfare but even the quality of the product, were adopted by the brand.

In one of his interviews, he stated that their eggs had a solid checking system, and they were checked on almost every phase. If they found any kind of deformity in the egg, it was well-cleaned and sanitized, and hygiene was taken with proper care.

He even talked about how they use the growing technology of artificial intelligence in their business. As the egg business is a very seasonal business, it might rise like anything during the winter season and also, at the same time, decline like anything during any religious time, which makes it very important for the producers to keep track of everything. They could track the health of the birds through it, and such advancement really made them set their bar high. 

Eggoz Business Model

As it was stated by Negi, their ultimate plan for their business model was that they wanted to sell their eggs in proper packaging. Their model was to connect small-scale and mid-scale farmers within a streamlined program. Through this partnership process, they received veterinary care, technical support, and audits. 

They aim to deliver superior-quality eggs from these farms directly to urban and semi-urban consumers. Eggoz’s distribution strategy employs an omnichannel distribution strategy, including D2C, which means direct-to-customer, modern trade, and general trade, keeping their market presence on top. 

To bridge the gap between farmers and consumers through the creation of a sustainable supply chain in the market for eggs, thereby benefiting both the farmers and the consumers. They claim that their repeat customers are around 80%, which is a huge number without a doubt. 

Eggoz Product Range

Eggoz, being a brand that has definitely distinguished itself, has launched quite a few products that are not just unique but also consumer-friendly. 

They have these fortified eggs, then brown eggs that apparently come up from a whole different bird (though he stated that there was no such difference between the white eggs and brown eggs, other than the different birds, as per the consumer’s eyes, there was no major difference), free range eggs, and even their new inventions like “3 minute omelette eggs,"  “egg momos,"  “egg nuggets,” and even “egg burgers”! Who would go for these overpriced egg burgers in the market when we have the quickest and tastier solution? 

Look at how easy they’ve made their marketing with such innovative products! They not only catch the consumer’s eye but even give massive competition to other brands. 

Expenses Breakdown

Roughly 50% goes to the farmers, 5–8% to the packaging, ensuring their premium quality, 5% to the logistics, and around 10–11% to their manpower. 

According to them, their eggs can be consumed by anyone. Be it the kids, adults, fitness freaks, or mothers. Their major target consumers are mothers and children. 

Their eggs are offered at a price of ₹9 each, in contrast with ₹7 for lost eggs. 

The brand has recently confirmed that they have crossed ₹100 crore in ARR sales within just 3 years of its launch. 

Work Division

As he stated in one of his interviews, there are three of them, and Aditya Singh looks after the sales department in the organization, the cost function, and human resources. Uttam looks after the supply chain, and Abhishek Negi himself looks after marketing, finances,  and business intelligence. 

Brand design and Marketing strategy 

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Nowadays, we see that people are actually becoming aware of the health risks that they might face from eating junk food. Especially post-pandemic, concepts like healthy snacking have evolved and gained a lot of significance and curiosity among people.

According to recent data, around 40% of Indians are suffering from obesity, and all the credit goes to unhealthy snacking habits. However, the major issue is that when it comes to healthy snacking options, they are super expensive, which means that when people buy other alternatives, they are full of ingredients like sodium, saturated fat, and sugar. 

This is exactly where it clicked into Akash Sharma and Abhishek Agarwal’s minds: they are IIT alums, and  have established their business in 2017. They have a wide range of options for healthy snacking, including dry fruits and nuts. Their products were first sold through Flipkart, and within a year, they were rated as the best sellers in that particular category. 

Target Customers 

For any business, it is a key task to identify its target customers. In the case of Farmley, their major focus is on dry fruit consumers aged between 25 and 45. They ensure that they cater to health-conscious individuals who are looking for premium-quality dry fruits at reasonable rates. 

Makhana

So, Makhana, being their central source of inspiration, actually deserves all the recognition. It is just grown in Bihar, and that too in a very particular region. There’s a particular community that grows them, which is called the "Mallah” community. 

According to their business plan, they do all the work related to makhanas in Bihar, Mangaluru, where they do all kinds of cashews and Sangli for raisins. 

Safety and quality checks

Agarwal stated in an interview that they do around 30-35 inwards in a day, and almost 10% of their material goes for sampling and checking. They even perform a chemical check for all the seasonings. Talking about their rejection and acceptance rate here, around 20% of this material gets rejected. 

Production and storage

They approximately produce 15 tons a day (2024), which was as low as 5 tons last year. There are certain products, like raisins, that contain high moisture, which is why they require separate storage. Such products are stored separately in cold storage. 

Initial funding and supply chain

Initially, the idea was to crack the supply chain and work accordingly. They directly managed networks with farmers and importers. Later on, their focus shifted to adding more value to the supply chain. From organizations like Reliance, they could easily manage their cash flow. They directly source their products from farmers, eliminating the middlemen. They have established deep back-end linkages with 5000+ producers and farmers. They have around 2 crores of packaging material at this point. 

Growth of Farmley

In the past 18 months, they have significantly increased their revenue by 10X. Without compromising customer expectations, Farmley has kept building trust as its centre of focus. They have raised their total funding of $14.9 million in four rounds. Its first funding was done in February 2018. Eight investors participated in its recent funding round, which was in April 2023 and was led by Jindal Group. They have 2000+ retail outlets in Delhi, Hyderabad, Chennai and Bangalore. 

Manpower

Farmley had around 90 employees as of April 23, 2023, which was nearly 53% more than that of April 22. 

Funding raised by the company

They have successfully raised $9 million in funding from a group of investors, including:

1. Omnivore

2. Insitor

3. Alkemi Partners

4. DSG Consumer Partners

How does it differentiate itself from its competitors?

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Louis Vuitton is not just an icon, but it also represents a man who initiated the early stage of his career as a homeless boy. Ironic, isn’t it?

At 13, he left his house for a number of reasons and travelled to Paris, where he started working at the age of 16 with a man named Romain, who was a box maker and a packer. This is the place from which he learned the fundamentals of crafting the finest quality bags for 16 years.

In 1853, he was appointed by Eugenie De Montijo, who was the wife of Napoleon III, as a trunk maker.
This was the turning point in his career; he actually went from being an ordinary assistant to a well-renowned craftsman and designer in France.
Louis started his own workshop, which specialises in designing bags for rich people in France. Soon, people from all over the world got attracted towards it even the viceroy of Egypt came to buy his bags.

What is so special about Louis Vuitton bags?

Why do people specifically want bags from him and not others?

Because he found three big gaps during those days,

• Firstly, the bags at that time were made from thick pig skin, and these bags were very durable but very heavy, which means that even without packing them, they themselves had a lot of weight. Also, the pig skin used to crack after a certain point.

• Secondly, the bags were dome-shaped tops, and the ideology behind the structure was that if mud or rain fell on it, it would just simply roll off. This was specifically crafted, keeping in mind the people who used to travel by horse carriages but the drawback came in later. When steam engines started getting popular, people didn’t need to worry about rain and mud. Rather, it created a problem: the bags couldn’t get stacked due to their dome shape.

• Thirdly, these bags weren’t waterproof at all.

That is when he realised that the best kind of a bag would be one that is light, watertight and made in such a shape that it works according to trains. This was when he came up with his iconic product, “steamer trunk”

Master Invention

The steamer trunk was flat at the top and was made with canvas material that had glue-based treatment. They were made with popular wood and metal buckles, which made them look elegant. It was undoubtedly a revolutionary invention back then because it apparently solved all the purposes at once due to which all the rich people used to buy these bags. This is how he established himself as a luxury bag designer.

Damage due to the Franco-Prussian War

The war between France and Prussia that broke out around 1871 brought a lot of damage to Louis’s work. His workshop place and home were both bombarded and shattered.
Despite getting agitated, he found this as a huge opportunity to broaden his business. Now, he opened his shop in a great location, which was a hub or a centre called Opera. It was near to the railway station and a very famous hotel in Europe called Le Grand Hotel. He apparently opened his shop in such a place which was surrounded by the richest residents of Europe, but he faced another problem here too.

Common issues faced by high-end brand

Whenever they launch a new elegant product, there is a cheap dupe for it in the market. So the question is, despite all these cheap copy products, how do these high-end products maintain their market, or how did Louis maintain his brand? This is where he got into his differentiation phase.

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Differentiation Phase

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Colgate-Palmolive started up a small business in New York back in 1806 and has now become an international powerhouse, but the question is how? They have not only maintained but even expanded their global market by meeting the needs of their consumers and bringing time to time changes. Let’s delve deeper into their marketing strategies, innovative productions and Their commitment to quality, research, and development has enabled them to introduce groundbreaking products that cater to a diverse global audience. By leveraging effective marketing strategies and embracing innovation, Colgate-Palmolive continues to thrive in the competitive consumer goods market.

The story behind their logo and branding:

Colgate's brand logo is a simple yet iconic symbol that represents its commitment to dental health and hygiene. The logo features a round red disk with the word "Colgate" written inside it. This design has been around since 1953 and is instantly recognizable worldwide.

The choice of red for the disk is deliberate. Red symbolizes vitality, energy, and health, which are qualities closely associated with dental care. The font used for the word "Colgate" inside the disk is clean and easy to read, reinforcing the brand's message of cleanliness and reliability.

Over the years, Colgate has updated its logo to keep it modern and relevant while maintaining its core elements. This ensures that the logo remains familiar to consumers while adapting to changes in design trends.

The logo plays a crucial role in Colgate's branding strategy. It helps create a strong visual identity for the brand, making it easily identifiable on products, advertisements, and across various platforms. This consistency in branding reinforces Colgate's reputation as a trusted provider of oral care products globally.

Colgate's logo is a red disk with the word "Colgate" inside it, symbolizing health, vitality, and trustworthiness in dental care. Its simple yet effective design has stood the test of time, making it a cornerstone of the brand's visual identity.

Innovation and Technology

While development is essential for any product, so is innovation across all aspects of the company’s organisation. For instance, Colgate’s active salt toothpaste, focuses on the age-old traditional beliefs that salt benefits oral care. Innovative is undoubtedly central for their booming growth. They’ve not only excelled in their innovative toothpaste products but even pet nutrition and home care products.

Marketing and Branding

Beginning from their super-hit tagline “Cleans your breath while it guards your teeth” by Alicia Taubbins to their phenomenal brand campaigns like “Smile with strength”, “12 Hour anti-germ protection”, and whatnot! They’ve given noticeable competition to all the brands in the global market. They’ve built their brand strong by customer trust, product quality and decades of brand heritage. They’ve utilised their social media handles to effectively engage with their target audience by giving them tips while simultaneously focusing on their brand reach. They have done several brand collaborations with celebrities like Ranveer Singh, which influences not only the Gen-Z but also a huge number of people.

Sustainability Efforts

• Hydrologic management- They focus on minimising the use of water in their product formation and formulation.

• Waste reduction- The focus on sustainable packaging of their product which can easily be recycled in future.

• They have set specific targets to achieve carbon neutrality by 2050.

• Supplier engagement- they engage with their suppliers to make sure that sustainability standards are practised throughout the entire supply chain.

Community Engagement

Colgate engages in community initiatives focused on education, healthcare and sanitation. They implement programs to promote sustainability awareness and engagement among employees, encouraging sustainable practice, both in their work and personal life. One of their very popular brand campaign involved free dental screenings and community outreach activities. Their STEM education in communities is also very famous. They work with local governments, NGOs to foster better sanitation options and promote hygienic practices.

With their presence in over 200 countries, their global presence has been tailored in such a way that various cultures and various religional traditions have been taken care of while maintaining their worldwide recognition.

Customer feedbacks

Colgate pays close attention to customer feedback to continually enhance their toothpastes and other products. They value what customers have to say and use various methods to gather insights.

Firstly, they conduct surveys to ask customers about their satisfaction levels, which products they prefer, and any suggestions they might have for improvement. This helps Colgate understand what people like about their products and where they can make adjustments to better meet customer needs.

Secondly, they keep an eye on online reviews and social media comments. By listening to what people are saying on platforms like Facebook, Twitter, and product review websites, Colgate can quickly address any concerns or issues that arise. They also take note of positive feedback to see what customers appreciate most about their products.

Thirdly, Colgate's customer service team plays a crucial role in gathering feedback. They listen to customer questions, complaints, and ideas shared through phone calls, emails, and online chats. This direct communication allows Colgate to respond promptly and effectively to individual concerns while also identifying broader trends in customer feedback.

Additionally, Colgate conducts focus groups and market research to dive deeper into consumer preferences and behaviours. These sessions provide valuable qualitative insights that complement the quantitative data gathered from surveys and reviews.

All this feedback helps Colgate improve their products and develop new innovations. Whether it's adjusting formulas for better results, redesigning packaging for convenience, or introducing new flavors and features based on customer requests, Colgate strives to ensure their products meet and exceed customer expectations.

PRICE MIX OF COLGATE

Colgate has positioned toothpaste as the company’s primary product, with all of the other oral care products placed around it. To compete with its different rivals, the organization has settled on a dynamic pricing strategy. The prices are comparable to or slightly higher than those of other goods. It uses purchaser psychology to its benefit by presenting its goods as having a longer duration and far-reaching effects on the oral care of the patrons. Prices for different goods are different to suit the needs of different parts of society.

For example, Visible white toothpaste will cost more than Max Fresh toothpaste as it provides extra oral care and whitening. The products are available in numerous sizes and combo packs that make them more attractive to consumers. The company has consultants who keep a close eye on the competition and are constantly revising the pricing strategy to retain its customer base.

Empowering Women and Youth:

Education and Scholarships

• Colgate supports educational opportunities for women and girls globally. They provide scholarships, mentorship programs, and access to educational resources aimed at enhancing academic achievement and career readiness.

• For instance, in partnership with NGOs and educational institutions, Colgate offers scholarships specifically designed to support women pursuing higher education in fields such as science, technology, engineering, and mathematics (STEM).

Skills Training and Employment:

• The company promotes skills training programs that equip women and youth with practical skills for employment and entrepreneurship. These programs often focus on vocational training, financial literacy, and business management.

• Colgate collaborates with local organizations to offer workshops and training sessions that empower women and youth to enter and succeed in the workforce.

Economic Empowerment:

• Colgate fosters economic independence among women by supporting initiatives that encourage entrepreneurship and small business development. They provide access to microfinance loans, business incubation support, and market access opportunities.

• Through partnerships with women-led cooperatives and enterprises, Colgate helps women gain financial stability and contribute to their communities' economic growth.

Health and Hygiene Education:

• Colgate promotes health and hygiene education programs tailored to women and girls, emphasizing the importance of oral health and overall well-being. These initiatives include workshops on proper dental care practices and menstrual hygiene management.

Impact of data analytics and AI

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The beginning of 2023 marked the rise of the Indian company Noise, which soon became the world’s third-largest manufacturer of smartwatches. Although it was behind Apple and Samsung, impressively, it was started only 7 years ago, against the decade-old companies. What's even more impressive? It was a completely self-reliant company back then. Today, noise is the market leader in India, building future technology products from India for the world. In this article, we will talk about the journey of two brothers from the small town of Bikaner in Rajasthan to become owners of one of the biggest conglomerates in the world.

Origin of Noise

Noise, known today for its smart wearables, was started as a phone cover company. It was founded by Amit and Gaurav Khatri in 2014. Gaurav, who loved tech from a young age, got his first iPhone in 2007 when Apple launched it. He asked his cousin Amit, who was working in Hong Kong, to bring it for him. Gaurav was excited about his new smartphone and wanted a cover for it. When he couldn't find one in India, Amit got it for him from Hong Kong. This gave Gaurav the idea of starting to sell phone covers in India.

At 17, starting a business wasn't practical for Gaurav, but his interest in gadgets stayed strong. By his 20s, he was a business major and was ready to pursue his passion. In 2014, during India's smartphone boom with new companies like Lava and a growing interest in stylish phone covers, Amit got him 50 covers for Xiaomi phones. They sold out in just 15 minutes on an e-commerce website. This success led to the birth of Noise 1.0 in 2014.

Pivot to Smart Devices

Recognizing the growing trend towards smart devices, Noise changed its business strategy. Inspired by Apple's introduction of smartwatches and wireless AirPods in 2015 and 2016, which sold millions, Noise saw an opportunity. In India, the market for smartwatches was just starting, with sales growing significantly between 2014 and 2015.

In 2016, Noise entered the smart wearables market, launching smartwatches and wireless earphones. This move was timely, aligning with the increasing interest in health and fitness tracking. Brands like Xiaomi and GoQi were growing, but their quality products were expensive, and their affordable options were limited in utility.

Noise aimed to offer affordable and functional smart devices. They collaborated with tech partners in Taiwan and China to manufacture, import raw materials, and assemble products in India. Their first smartwatch, the U8, had poor ratings on Amazon and faced issues like “not turning on”. The manufacturing wasn't directly by Noise but by their partners in Taiwan and China.

Despite early setbacks, Noise improved its products based on customer feedback. In 2018, they launched the popular ColorFit and ColorFit Pro smartwatches, known for their features and affordability. Their revenue grew from 24 crore rupees in 2018 to 49 crores in FY19 and 156 crores in FY20.

Growth During the COVID-19 Pandemic

The COVID-19 pandemic marked a turning point for Noise. With more people working from home and focusing on health, the demand for smartwatches increased. People wanted to track their calories and blood pressure, making smartwatches essential. In India, smartwatch sales jumped to 26.6 lakh in 2020 and 1.2 crores in 2021.

Noise capitalised on this trend and saw substantial growth. By 2020, Noise sold four products every minute, capturing a 27% market share and becoming the market leader. Their focus on affordable, feature-rich products resonated well in India.

In 2020, Noise reported significant revenue increases, and by 2022, it became the third largest smartwatch brand, behind only Apple and Samsung. Revenues grew from 370 crores to 800 crores. Statistics highlight this growth, by mid-2020, Noise had captured a large share of the Indian wearable market, competing closely with global giants like Apple and Samsung. According to Counterpoint Research, Noise was among India's top three smartwatch brands during this period.

Challenges for Noise

Despite its success, Noise has faced several challenges,

1. The wearable technology market is highly competitive, with constant pressure to innovate and stay ahead of rivals. When they first started, they were one of the few smartwatch makers in the country, but now, more than 80 companies have come up with companies like Boat and FireBolt.

   For example, Boat had only a 2.8% market share in 2020, which increased to 25% by the end of 2021, primarily because of its aggressive marketing skills.

   Noise was solely dependent on smartwatches, with more than 80% of revenue coming from smartwatches, which became an existential crisis with the emergence of more and more smartwatch companies.

2. Complaints regarding quality and after-sale services further served the blow.

3. Additionally, supply chain disruptions posed significant challenges, particularly during the pandemic. Ensuring consistent quality and timely delivery of products has been a critical hurdle for Noise.

4. Another major challenge is maintaining affordability while incorporating advanced features. Consumers expect high functionality at lower prices, a balance that is difficult to achieve. Moreover, the rapid pace of technological advancements requires continuous research and development, adding to operational costs.

Future of Noise

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In the rapidly evolving landscape of Indian e-commerce, quick commerce companies like Blinkit, Zepto, and Instamart are making waves. These companies are not just disrupting the market but are also positioning themselves as potential challengers to established giants like Amazon and Flipkart. This article delves into Blinkit's innovative strategies, their impact on the market, and the valuable lessons that can be gleaned from their success.

Blinkit’s Rise to Prominence:

Blinkit, initially known for its food delivery service through its subsidiary Zomato, has transitioned into the quick commerce sector. This move has not only diversified its business model but also set the stage for it to compete fiercely with major players in the e-commerce space. Recent reports indicate that Blinkit’s sales have even surpassed those of Amazon for some brands, showcasing a significant shift in market dynamics.

Initial Challenges of Quick Commerce:

In 2022, quick commerce companies faced three primary challenges:

• Low Average Order Values: Initial order values ranged between ₹350-400, making profitability difficult.
  

• Low Gross Margins: Margins were around 20%, which is insufficient to cover high delivery costs.
  

• High Delivery Costs: These costs eroded the already thin profit margins, turning the business model into a "cash-burning machine."
  

Evolution and Strategy:

1. Increasing Order Values

Over the past year, quick commerce players have made significant strides in increasing their average order values. Blinkit, for instance, has seen its average order value rise to ₹635, surpassing competitors like Zepto and Instamart. This increase has been instrumental in improving their gross margins and moving towards profitability.

2. Focus on “India 1”

The key to this success lies in understanding and targeting the right consumer segment. India’s consumer market can be divided into three segments based on income levels:

• India 1: High-income households (30 million) that prioritize convenience and are willing to pay a premium.
  

• India 2: Moderate-income individuals (300 million) balancing cost and convenience.
  

• India 3: Lower-income groups (1 billion) who are cost-sensitive.
  

Blinkit has strategically focused on "India 1" leveraging their preference for convenience over cost. This segment, while small, accounts for a disproportionately high share of consumption in various categories, making it a lucrative target.

The Three C’s of E-commerce

Convenience, Cost, and Catalog.

E-commerce success is often determined by three factors:

• Convenience: Quick commerce companies like Blinkit offer delivery in as little as 10-20 minutes, setting a new benchmark.
  

• Cost: Although price sensitivity varies, offering competitive pricing is still crucial.
  

• Catalogue: A wide product range ensures that consumers find everything they need on one platform.
  

Blinkit has excelled particularly in the area of convenience, which has become a critical differentiator in the competitive landscape.

Financial Insights and Unit Economics

1. Revenue and Margins

Blinkit’s financial strategy has been meticulously crafted to maximize profitability:

• Revenue Sources: Blinkit generates revenue from product sales and delivery charges.
  

• Direct Costs: These include costs of goods sold and delivery expenses.
  

• Contribution Margin: Defined as revenue minus variable costs, Blinkit’s contribution margin per order is approximately ₹15.
  

2. Fixed vs. Variable Costs

Understanding the difference between fixed and variable costs is crucial for scaling operations:

• Fixed Costs: Expenses such as rent and salaries that remain constant regardless of order volume.
  

• Variable Costs: Costs that vary with the number of orders, like packaging and delivery.
  

Blinkit can reduce the fixed cost per order by increasing the volume of orders, enhancing overall profitability.

Data Utilization and Competitive Edge

1. Leveraging Data:

Blinkit, along with other quick commerce platforms like Zepto and Swiggy, has effectively leveraged data to gain a competitive edge. Data-driven strategies have enabled these companies to optimize their operations, personalize customer experiences, and anticipate market trends.

2. Barriers to Entry:

Effective data utilization also helps in creating barriers to entry for competitors. By continuously analyzing and acting on data, Blinkit can refine its business model and maintain a strategic advantage over new entrants.

Business Lessons

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The Indian telecom industry has been a warzone of the giants of the industry who all wish to own the supremacy of the telecom sector, which is competitive as well as quick-paced. From the monopoly to the time of the current competitive market, the story has unfolded, new players came in and old giants changed their strategies.

What is noticeable in the telecom saga is Reliance Jio which at the speed of light became a disruptor that irreversibly changed the thinking of the sector. With a bang, Jio, which appeared in 2016, dealt with several game-changing strategies such as providing free data and voice calls, aggressive pricing, and bundled offerings to stay competitive. Its flash increase in users and the spreading trend made former top companies Bharti Airtel and Vodafone accelerate their efforts.

Fresh of the battle, there was a new norm – a duopoly between Jio and Airtel, with Vodafone trying to rebound to retake its strong foothold in the market. These big telecom names, individuals with their unique strategies, are today engaged in a very serious battle competing for the attention of the Indian population. Whether it is the aftermath of this clash or collateral damage, the impacts will be not only restricted to the industry but will go beyond it to consumers, businesses, and the national digital environment.

Jio's Rise to Dominance

The emergence of Reliance Jio in the Indian telecom market in 2016 was nothing other than a massive disruption. Being financed by the deep pockets and foresight of the Ambanis, Jio launched with a bang. Leading Jio's revolutionary strategy was its free data and voice service, which rocked the industry with such a hit. Subscribers joined Jio in massive quantities, lured by the offer of the highest-quality connectivity at zero cost. 

The size of the market was merely a stepping stone for Jio, while its objective was to take the country's telecommunication to the grassroots level. Perceiving the vast resources of India's feature-phone users and rural populations, Jio came out with Jio-Phone, a cost-effective and feature-rich device that demystified the digital divide in society. Along with its cheap data schemes, this tactic was able to penetrate India's region, and it started getting strong ground in the outback of Indian country.

On the other hand, the leadership of Jio was not just caused through the price cutting but innovative offerings as well. Among the most important factors for the company's success has been its strategic partnerships with the top tech companies all over the world starting from Facebook through Google to Intel.

Jio's launching effect was shocking for the industry as a whole. The smaller players, who didn't have enough strength and power to compete with Jio's enormous resources and bullish tactics, were eliminated one after the other. And, sector consolidation began. Vodafone and Idea, two giants of the industry, merged to form a new company that currently is struggling to stay afloat. Jio and Airtel now are the dominant players in the marketplace.

Airtel's Resurgence: A Strategic Shift

The miraculous growth of Reliance Jio caught Bharti Airtel off-guard while it was still sailing the Indian telecom rule in its domain. Even with Jio's tactics that Jio disrupted and with Airtel's shrinking market share, Airtel was forced to rethink and adapt its strategy because of the changing dynamics of the telecommunication industry.

Originally Airtel faced numerous difficulties that were quite complicated. Jio's zero-charge data and voice deal was a deal breaker to a lot of users; as a result, Airtel started flowing the most significant amount of market share. Well, its misery was compounded by the crippling debt burden that was imminent to shatter its financial base. Nevertheless, Airtel’s resilience and talent for strategic thinking soon became visible, and the process of the bold transformation was initiated.

Airtel’s strategic direction started with an intentional customer cleansing of 49 million low-value subscribers in the year 2018. This move facilitated Airtel with all the operations clearance and maximum concentration of resources on that end which was the most profitable for them. However, in addition to this strategy, Airtel went further introducing minimum recharge plans that implied the effective rise of the entry barrier.

Airtel's customer-oriented strategy focuses on beyond the subscriber's lists. Through heavy investment in customer experience upgrades, AI and data analytics were applied to predict the customers' needs and expectations.

Airtel, however, aspired to explore further than the consumer market. The firm's business-to-business (B2B) segment, developed into a strong market player, holding a market share of 33.67%. Airtel provided services to global enterprises and small-to-medium enterprises; fetching a well-established revenue and a trusted partner in the digitization of India Inc.

Tata Telecom's Resurgence: A Surprising Contender

The mighty two, Reliance Jio and Bharti Airtel have always dominated the Indian telecom industry. However, a surprising contender has emerged, determined to reclaim its rightful place in the market: TataTelcom. Tata Group had a presence in the telecom sector for a few decades, during which its participation was from mobile to fixed-line services. Even though, at one time the Tata name was close to telecom excellence, the company suffered as it was fighting for survival through the industry disturbance and rising competition.

Nonetheless, Tata Group's resilience and forward-thinking are the leading industrial house of the country in the telecom area. Tata's strategic alliances and acquisitions have been a significant contributor to its revival, in which the company procured a paramount Canadian joint venture with Telesat, to explore the highly potential satellite broadband growth sector.

The partnership between Tata and Telesat has brought Tata Group to the top of the satellite communication (satcom) industry, which is one of the domains with great opportunities for India’s communication infrastructure development. Through utilizing Telesat's conventions and Tata's deep pockets, the partnership intends to provide high-speed and dependable broadband services to the area's rural and remote regions that were unserved.

Tata Group has not only shown leadership in the satcom domain but also in 5G network deployment, as well as infrastructure investments. While Jio and Airtel concentrate more on the consumer segment, Tata carries a very selective approach, namely, these niche and underserved markets. Through the vast ecosystem of the Tata conglomerate, the company is in a good position to counter the threats posed by the telecom giants, by providing innovative and customized solutions both to consumers and businesses.

In the heat of the high-profile Jio-Airtel tussle to gain market prominence, the emerging Tata Telecom is set to reshape the scene and generate its share of the telecom pie. Tata's turnaround in the telecom sector with its strategic outlook, technological flair, and deep pockets forms a novel twist in the ongoing saga giving the industry watchers and consumers something to ponder about.

The Satcom Battlefront: Airtel, Jio, and the Race for the Sky

While the local telecom beasts Airtel and Jio clash in an endless fight for supremacy in India, a new battlefield arises – the sky for dominance of their companies. The satellite communication field has to itemize in all the new battlegrounds in which industry giants are struggling to secure landing possible in the disruptive technology.

Satcom, famous for giving heaven-based broadband, is just a dream. This has huge promises to alter the Indian telecom scenario. Utilizing a group of satellites, internet service providers are increasingly able to extend internet services to even the most dispersed and disadvantaged locations, thus taking care of the digital divide for good and paving the way to innovation.

Nonetheless, the supremacy of satcom is not without its problems which are the contentious matter about the spectrum auction among Airtel, Jio, and other parties. The question as to whether they will be auctioned or whether they will be given out administratively is raised. This highly contested issue has now emerged as the main diversion, with either side presenting strong argumentation to dig the regulators and the government towards one or the other side of the spectrum.

Airtel is standing out with its partnership with the English satellite association OneWeb in the way it is progressively widening the area it covers by satellite and presents itself as the main player leading critical mass development. Airtel seeks to achieve greater connectivity in the rural and remote areas of India through the utilization of its satcom capabilities, generating more coherence for its terrestrial network and by extension securing its position as a complete telecom provider.

In contrast, Jio has also created its road, establishing a joint venture with a company called SES that is based in Luxembourg to improve its satellite broadband aims. The philosophy underlying, Jio's satcom initiative has the ubiquitous connectivity plan at its core, where the aim is to proliferate its affordable and available integrations into the most remote corners of the nation.

Being the center of the satcom war, the licensing regulations and the government's stand on the spectrum allocation are key issues. The two telecommunication giants are facing off, one lobbying for his preferred way of spectrum allocation—the result of which will determine the future of the affected industry.

The fight for the skies has a brand new aspect to it, which is the telecom war, as Airtel and Jio are mobilizing all their assets and knowledge to gain a head start. The finality of the sitcom debate and subsequent rollout of such world-class technologies will indisputably influence the telematics landscape in the country over the years with an opportunity to revise how connectivity is perceived.

The Battle for 5G and Fixed Wireless Access (FWA)

The telecom giants clashing in the satcom arena have another confrontation line – the race to be the first to go live with the 5G technology and seize the FWA market. Both Airtel and Jio have been competing to launch their 5G networks, each endeavoring to be first in the queue to provide incredible speed to the masses. Airtel has been accelerating its 5G deployment pace immensely all through the country, and on the other hand, Jio has also been strengthening its 5G deployment to maintain its outstanding position in the market. Both Airtel and Jio have entered a fierce bidding war through the government which is auctioning off the valuable airwaves and they have been competing to secure the frequencies required to run them efficiently.

An important factor powering the 5G race is the promise of FWA (fixed wireless access) services. AWT, which is equivalent to wired broadband in the speed aspect, has become the very contender between Airtel and Jio. The FWA technology gives operators the capacity to offer fiber-like speeds without laying out miles of fiber optic cables. Therefore, FWA enables the development of new revenue streams and boosts the telecom giant's profitability.

With Jio often being the disruptor, they have taken the bold move by arguing that the administratively allocated satcom spectrum should not be used for commercial FWA services since these are considered as a use case of 5G. Jio has proposed auctioning the spectrum and conducting the auction on fair terms so that the sanctity of the auction process is maintained.

Airtel along with its partner, Eutelsat OneWeb, has also said that satellite-based FWA is not the same as the 5G-based FWA with different business models. They argue that the administratively allocated satcom spectrum for this purpose should also be allowed for commercial FWA offerings because it caters to the special requirements of the country's rural and remote areas.

As the fight for 5G and FWA supremacy reaches a fever pitch, the telecom giants face a strategic struggle, with the outcome expected to significantly affect the industry, the consumers, and the whole digitization of this country. The capacity to roll out the fastest, widest coverage networks will not only dictate who wins and who loses in this struggle but also form the future digital reputation of India in the global arena of technology.

The Battle for Customer Loyalty and Retention

A. The High-Value Customers Focus of Airtel.

1. Subscriber Cleanup and ARPU-Centric Approach: Airtel by dropping 49 million users with low value in 2018 focused and simplified operations to concentrate on a specific customer base which was more profitable.

2. Airtel Finance and Prepaid-to-Postpaid Conversion: AI-powered credit scoring will help Airtel determine creditworthy prepaid users to get a raise to higher postpaid plans.

B. Jio via Mass Market Strategy was a great success.

1. Affordable Plans and Bundled Offerings: Besides cheap mobile plans, Jio comes up with a bundle of services.

2. Jio Phones and Feature Phone User Penetration: Jio's strategy with feature phone users, laptops, and smartphones as well as bundled services has helped it to tap such markets that have not been reached before.

C. Customer Experience as a Distinctive Competence.

1. Airtel's AI-Driven Customer Service Improvements: Airtel allocates money for AI solutions that will help provide customers with enhanced services and solve problems with more efficiency.

2. Jio's Brand Positioning and Customer Engagement: The business Jio strives to develop a strong brand identity and keep customers intrigued with innovative marketing strategy.

The Tata Telecom Factor: A Wild Card in the Game

1. Tata-Telesat Partnership and Satellite Broadband Ambitions: Tata's alliance with Telesat makes it the first instance in the satellite communication revolution with the primary purpose of delivering high-speed internet in rural and remote places.

2. Tata's 5G Network Rollout and Enterprise Solutions: Tata Telecom continues to do well with the 5G rollout and the services provided including enterprise connectivity and digital transformation for businesses.

B. Tata's Targeted Approach

1. Focusing on Niche and Underserved Markets: Tata Telecoms concentrates on rural, semi-urban, and enterprise segments, and thus differs from Air-tel and Jio which focus on the consumer market.

2. Leveraging Tata's Conglomerate Ecosystem: Tata Telecom works with many other groups of companies to provide customers with breakthrough and idiosyncratic solutions.

C. Tata's future effect on the individual existing dominance of Airtel and Jio.

1. Challenging the Status Quo with Innovative Offerings: Being positioned uniquely and having the leading technological potential, Tata Telecom may undermine the established market structure.

2. Disrupting the Market Dynamics: Tatas’ launch could shake the status quo to which both Airtel and Jio have to adjust.

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In the contemporary world of e-commerce, where customers are getting increasingly demanding towards speed and convenience, quick commerce platforms have become one of the battlefields in the Indian market. Strangely enough, one of the companies, Milkbasket, has managed not only to establish itself in the extreme rivalry but also to set an unusual example for the tendencies in the market.

Here is a detailed case study of Milkbasket, in which we will discuss in-depth about the strategies and techniques that have helped Milkbasket to jump to the top of the Indian quick commerce sector. From startup to its acquisition by Reliance Retail, we will uncover the fundamental factors that have made Milkbasket a huge hit.

Milk Basket's Origins and Inception

Milkbasket began when its founder, Mr. Anant Goel, had a very simple yet very deep thought. When Goel was in the UK, he noticed the comfort of having fresh milk delivered to his door every morning. This experience sparked a eureka moment in his mind, why don’t just repeat this model in India, where we have a very deep and profound love for dairy products and a virgin field of undeveloped home delivery services?

Spotting an opportunity in the Indian dairy market, Goel and his partners, Anurag Jain, Ashish Goel, and Yatish Talvadia, decided to shake up the entire system the way Indians received their daily necessities. From the humble stall to an apartment complex in Gurugram, it was the beginning of what was to become a rapidly growing delivery business.

To start with, the founding team carried milk themselves, using their vehicles. On the positive side, the surge in demand led them to hire auto-rickshaws initially and then to create their delivery fleet. In just a few months, Milkbasket was able to garner over 30,000 customers in Gurugram alone, another indication of the initial success of their new approach.

Understanding the Quick Commerce Challenges

​​The quick commerce sector, which stands for the immediate delivery of all kinds of products, includes numerous tasks that firms specializing in this field have to cope with. Milkbasket focused on solving the high cost of last-mile delivery and the problem of getting an acceptable AOV in the price-sensitive Indian market.

Last-mile delivery, a final part of the supply chain, consumes about 30% to 50% of the total supply chain costs. his huge cost issue has been a heavy load on the profitability of quick commerce companies, the majority of which are struggling to find a business model that works long-term.

Furthermore, consumers in India are very price-sensitive therefore, it was a challenge to go beyond the average order value of Rs.500. In general, quick commerce, due to its true nature of a small order size, is unprofitable, and the delivery cost cannot be distributed evenly as it can be in a traditional e-commerce situation.

The promise of convenience and speed was the driving force of the quick commerce model for a long time, even though in many cases the cost-effectiveness suffered as a result. Companies dedicate time to having their order delivered in 20-30 minutes by limiting the radius for deliveries and by ensuring that their network of warehouses and delivery personnel is dense enough to handle the high demand for fast fulfillment.

Milk Basket's Innovative Model

Financial inclusion is one of the primary challenges that milk-basket had to tackle, and it did so by utilizing one of the most respected elements of Indian culture, which is the love for milk and dairy products. Thus, milkbasket found a new way of doing quick commerce.

One of the top strengths of Milkbasket lies in the fact that milk is an essential part of daily routine, which creates 100% loyal customers. Despite the very thin margin on dairy items, the company perceived how important milk in the Indian diet is and it could be viewed as a way to compete and win the customer's trust and loyalty.

1. Customer Loyalty and Trust: Consumers are notoriously loyal when it comes to their milk, which means that Milkbasket ends up with a lot of steady customers. Not only does this coterie of brand-loyal customers ensure a constant crust of revenue, but it also serves as a base for establishing trust and credibility.

2. High Inventory Turnover: The quick restocking of inventory allows margin losses to be offset by selling more products, contributing to capitalization. The high turnover rate enables Milkbasket to stay within the limits of meagre margins whilst being economically viable.

3. Milk as an Entry Point for Upselling: Forming a bond of trust by regularly supplying the customers with milk, Milkbasket opened the doors for upselling more than just milk, thus, increasing the number of household essentials offered by them.

4. Pre-order System for Next-Day Morning Delivery: Milkbasket invests time and gasoline that could be wasted for intensive deliveries during the day by having customers place their orders by midnight for delivery the next morning. Using this approach, Milkbasket contributes to saving on the distribution cost and the company extends the radius of its delivery to more places while the need for multiple warehouses is minimized.

5. Consolidated Deliveries Reducing Costs: Dispatching orders at one time has helped cut down delivery costs, expanding much of fast commerce companies. This incorporates the optimal method, which is not only beneficial to the efficiency of operation but also contributes to the overall profit of the business.

6. Extending Delivery Radius: Milkbasket enlarged its delivery range for up to 15 kilometres with the pre-order system and, in turn, switched to a less dense warehouse distribution system. helping the business save money as a result of a more cost-effective expansion strategy.

7. Minimizing Need for Multiple Warehouses: Through grouping orders and broadening the area of delivery, Milkbasket has considerably reduced the number of quick commerce providers and their costs that are normally highly concentrated on logistics.

The Economics Behind Milkbasket

An important thing to consider that will further help to reveal the secret of Milkbasket's success in the quick commerce area is a thorough analysis of how it operates economically.

1. Average Order Value and Margins: With an average order value of Rs. 200, and a gross margin of 15% to 20% it operates in the price-sensitive Indian marketplace. The AOV may seem paltry compared to traditional e-commerce operations, but the Milkbasket model allows them to achieve profitability because of operational efficiency and the relatively large number of orders.

2. Part-time Delivery Staff: Part-time delivery staff is one of the core factors that cost Milkbasket less. By employing a flexible workforce, Milkbasket will utilize its logistics operations more efficiently and decrease expenses resulting from regular staff.

3. Subscription Model and Delivery Fees: Milkbasket uses a subscription model, which costs customers Rs. 149 monthly. Moreover, the people who are not subscribers are charged 12 rupees as delivery expenses per order. These revenue streams, accompanied by the cost-effectiveness of their operational model, were also contributing factors to the business's success.

4. Scalability and Path to Profitability: As Milkbasket's operations expand over time, its special model grows more profitable. The company's plan of big volume orders, smooth delivery operations, and loyal customers makes it possible for the enterprise to develop long-term sustainability and profitability.

5. Comparison with Traditional Quick Commerce Players: The Milkbasket model is a cost-efficient solution in comparison to other huge competitors that tend to concentrate on speed over profitability. Through implementing concentrated deliveries and exploiting the consumer's loyalty to milk and dairy products, Milkbasket has proved that the traditional approach could be outdated and a cost-effective quick-commerce concept tuned to the Indian market could serve as an alternative.

Marketing Strategies and Expansion

Milkbasket's business model stands as an innovation with operational quality that has helped the company realize its potential and connect with the target audience, create the brand name, and drive customer acquisition and retention.

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