Preyas Meshram

By June 2022, Koo, raised more than $50 Mn at valuation $285 Mn. Fastfoward to July 2024, Koo has shut shop. 🐤 Be its logo featuring a yellow bird (strikingly similar to erstwhile Twitter’s blue motif) or the VOKAL pitch, Koo left no stone unturned to attract users amid the growth of social media platforms due to the nationwide lockdown. Let's look at the financials, and where it went wrong! 🛑 Revenue 💹 Source of Income : Marketing Services FY21 0.08 Cr. FY22 0.14 Cr. just 14 lakh INR as revenue against operating cost of 202 Crores. Operating Expenses 💱 FY21 24.8 Cr. FY22 202.0 Cr. EBIDTA Margin 🔻 FY21 -3,002.56% FY22 -4,022.54% Even after having raised capital in excess of $50 Mn (400+ Cr.) since its inception, the startup found NO INVESTORS for its Series C round as the financials were “not impressive enough,”. In late 2023, even cofounder Bidawatka conceded the fact saying that Koo was caught in a sour market and had to switch its focus from growth to generating revenue. Many Indian startups are struggling due to its failure to raise funds as investors tightened their purse strings amid a raging funding winter in the past two years.Trajectory has changes from GROWTH to REVENUE. #e-commerce #startups #funding #koo #product 

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While Dune 2 has an overall 8.7 stars on IMDb.com, it is "7.1 stars, based on ratings from people with preferences similar to you" Should products like IMDb.com Swiggy Zomato start providing such personalized ratings & reviews? In addition to overall ratings & reviews from all users After all, don't we choose to trust a feedback based on who is giving it and whether they are like us PS: I know Amazon owns IMDb #product #personalization #imdb #dune2

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Wondering if Splitwise Inc. should re-evaluate its Pro subscription, currently priced at INR 149/month (INR 999/year) Here is pricing for a few other popular subscriptions in India: Netflix at INR 149/month (Mobile) Swiggy One at INR 75/month (starting) JioCinema at INR 999/year Assuming that primary target segment of Splitwise Inc. is bachelors, either in college or recently employed, is current pricing really the most optimal? Splitwise Inc. has 100M+ downloads on Android, so clearly it has resonated well with users However, recent reviews on Android play store show that users are not willing to convert to customers at current pricing. And they dislike the daily limits and Ads What can Splitwise Inc. do? Not to overstep, but I can think of a few things: 1) re-evaluate pricing - while revenue per customer will go down but more customers and hence higher overall revenue may make up for it (there are services such as Licious that ask for nominal subscription fee, offer significant value in return and keep you hooked) 2) offer group plans - splitting expenses is a group thing, why keep plans for individuals (not straightforward but can be worked out) 3) communicate benefits better - currently "Unlimited expenses" seem to be the only perceptible benefit, value of rest of the benefits can be communicated better (if users indeed see those as benefits) PS: all of this is based on very high level assumptions #product #monetization #pricing #subscription

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The Rise and Fall of Koo: Is building social media from india really a bad idea? As many of you may have heard, Koo, the Indian social media app, is shutting down. Koo had a lot of potential, with a 10% like ratio, 2.1 million daily active users, and 10 million monthly active users. They were even close to beating Twitter in India in 2022. But despite their promising start, they struggled to raise new capital and eventually had to shut down. So, what can we learn from Koo's shutdown? ▶ Long-term thinking is essential: Koo's founders mentioned that they needed 5-6 years of patient capital to make their dream a reality. This is a crucial lesson for all of us in the startup ecosystem. ▶ Competition is fierce: Let's face it - competing with global giants like Twitter is tough. We need to be realistic about our strengths and weaknesses and develop strategies that play to our advantages. ▶ User engagement is crucial: Koo had a loyal user base, but it's clear that they struggled to retain users over time. This is a reminder that we need to constantly innovate and improve our products to keep our users engaged. Koo's shutdown, along with other gaint ShareChat's struggles, raises a question: is building a social media platform from India a bad idea? While it's true that global giants like Twitter and Facebook dominate the market, I don't think it's a bad idea to try. What do you think? Share your thoughts in the comments below! #Koo #Shutdown #StartupEcosystem #ProductManagement #SocialMedia

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First thing that pops ups on my mind is - Does Zomato being in the business means better days for Cinema owners? Through better (a)margins: more likely as Zomato cornering the business means some downard pressure on margins.(b) driving higher seat occupancy: Less likley. Just because there are more apps dont mean more excitment to watch content (c)better upsell of add-ons - dependent on UX but more impact is driven by bundling strategies from the cinema owners. There is also some opportunity in the non-cinema events market too. I feel there is little value that consumers will get out of this for a very long time. I wonder, is the play here to be a low cost diversified another vendor in the market, cornering away some revenue cheaply becasue >>they are able to drive eyeballs through there app. Either ways, big questions to the BMS team - how do they respond :)

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A common problem among all PMs today⬇️ A recent feature update by Zomato sparked the debate on whether features should be launched at whims and fantasies of our stakeholders or should there be a data backed need for it!!🛠️ Let me know your thoughts in comments ✅ #productmanagement #features #zomato

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DoorDash is five years younger than Zomato but its business is bigger by more than seven times compared to its Indian counterpart. The difference between DoorDash and Indian peers Zomato and Swiggy is not in what the companies do⁠ — it’s where they do it DoorDash’s average order value comes to almost $31. This is over five times higher than Zomato’s average order value of $5 (₹407). With DoorDash's AOV of $30 vs $3-4 AOV for Zomato and Swiggy - which kind of makes it difficult for India to be a food-delivery-oriented market, proving its worth in terms of the bottom line. #doordash #zomato #swiggy #india #value #market #food #delivery

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12 questions from real PM interviews at Flipkart [1] Assume that Flipkart owned Ekart Logistics was thinking of entering the 'courier' business. How you, as a product manager, would go about figuring this opportunity? [2] How will you design a product for an apartment complex where the apartment owners need to use certain club facilities like Gym, Garden, Book club etc.? [3] How would you measure the success of Google search results? [4] Can you give me the total number of tube lights in Bangalore? [5] How would you determine the dip in GMV of Flipkart? [6] What would you do to get sellers sign up quickly? Take certain baseline assumptions. [7] What would be your top priority if you were working at Uber? [8] How would you make e-commerce experience more social? [9] If Flipkart wants to enter into selling jewelry, what should it do? [10] Design a movie-booking app for elder people (someone who is not very tech-savvy and just started using smartphones). [11] How would you give recommendations to sellers on Flipkart? [12] How will you design a solution for Bangalore traffic? If you like this, follow Vishal Bagla for more such nuggets on product management. #flipkart #interviewquestions #productdesign #productmanagement #productthinking

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Folks! So the second cohort of the " Breaking into product management " program ended with a Bang ❤️ 80 amazing folks started this journey in Feb 2024 and post 7 weeks these folks are different people - better PMs, better operators and more importantly better humans The metrics speak for that, here are a few for you and mind you this NPS was anonymous : 1. The Overall Cohort NPS is 93 ( If I only take 9, 10 feedback as promoters ) 2. Instructor NPS is 94 ( if I only take 9, 10 ) and if I take 8 also then is 100 3. Super mentor NPS is 82 ( 9, 10 ) and if I take 8 also then 95 4. Mentor NPS is 86 ( 8,9, 10) 5. Guest Session NPS is 93 6. Case study NPS is 96 7. Community NPS is 88 Not only this people cracked offers in Uber, LinkedIn, SPM roles in Dubai, SPM roles in Health Care, Multiple PM offers and Product intern offers in 7 weeks Besides this, we ended up with over 60+ Top PM voices in 2 cohorts, Top program management voices and more ❤️ Now these students are ready to embark on the journey of a 1% operator in product management and in life These students now understand that investing in learning is not a cost but a major investment to grow in life, if you invest in the right people and the right attitude, outcomes are clear as a by-product I want to showcase my gratitude to the guest speakers in the cohort - Aditya Kulkarni ( Director PM headout ) , Pavan Muralidhar ( VP Product , Freight tiger ) , Vikram Srinivasan ( Founder, Needl.ai ) , Vladimir Oane ( Founder of Deepstash ) , Aakash Gupta ( needs no introduction ) , Manuel Oothria Raj ( Chief growth officer of Clootrack ) without whom this cohort would have not been a success I also want to show my gratitude to my super mentors - Praveen Kumar, Attharv Sardesai, Subhasis Chandra, Suraj Sharma But more importantly, my most gratitude goes to my students of this cohort and the previous one ❤️ This is for you my students, you have not only made me a better product manager, and a better instructor but also a better human It is because of your commitment which separates this program as one of the best there is and makes this community special where people feel loved, inspired to do great things Lastly, I am nothing without the blessings of my Mahadev ❤️ - whose servant I am and without his blessings, this kind of success would have not been even a dream I just want to say, that if the spirit of resilience, empathy and compassion stays in us - no amount of layoffs or bad circumstances can deter you from greatness in life and this is a testament to that For folks wondering when the next cohort will open, the applications will start from 15-20 May and will be announced on LinkedIn and YouTube ( Swag wala PM), so stay tuned P.S: Apologies I couldn't tag all of my students but remember you are always in my heart Super grateful Yours Shravan bhaiya #productmanagement

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The Cashback Strategy is Not Gonna Work Anymore! Here's why Remember the excitement surrounding GPay's launch and its cashback scratch cards? Feels like forever ago seeing the cashback, right? Back in 2017, the UPI market share looked like this: BHIM - 52%, PhonePe - 16%, Google Pay - 12%, Paytm - 4% Within a year, by 2018, here's how the market share changed: GPay - 39%, BHIM - 34%, PhonePe - 14%, Paytm - 6% It's all the transformation that happened because of the referral strategy and cashback offers; they played a significant role in GPay's user base growth in 2018. Referral incentives likely attracted new users, and cashbacks encouraged existing ones to make repeat transactions. So, the change in 2018. Now, CRED enters the market with the same strategy of cashback, coupons, and great ad concepts that are everywhere. Three and a half years later, this is the state today: PhonePe - 50%, GPay - 35%, Paytm - 9%, Cred - 1%, Others - 5% The reasons for Cred to be at that state of a bare 1%, even after providing great cashback, are multiple. Here are a few: ▶ Cred is only for users with more than 750 credit scores (top 5% of the Indian audience). ▶ Cred's UI is pretty complicated for regular users. ▶ Most of their users belong to India-1; they care about product efficiency, not cashback. If these are the reasons for Cred, here are the other reasons why cashback doesn't work anymore: ▶ Users value transaction success rate more than cashback. Users need the UPI which even works at very low signals; PhonePe is the name I hear often that it even works on 2G. ▶ It's hard to teach a new UI to India-2&3. Once they get used to the product, they don't like to change often because of trust issues. ▶ Indian 2&3 don't know much about coupons as they don't know these new brands, which is the major percentage in the market share. So, with all these points, isn't the Indian UPI market looking saturated? With these observations, do you think Jupiter has any scope of entering and making an impact on the market share? I don't think so. I will soon share a detailed analysis of why it's hard for Jupiter or any new platform to create a change in the UPI market. Liked the above read? Follow Chaitanya Athukuri for valuable insights in business and product management. #marketshare #referralstrategy #cashback #Cred #PhonePe #Paytm #credit score #UI #transaction #India #coupons #Jupiter #marketanalysis

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Meritocracy is a system in which advancement is based on individual ability or achievement that incentivises individuals to strive for their own and collective good. While clearly there are a lot of benefits to everyone in a meritocratic system, and I feel lucky to a part of a society shaped by it at the core, however, neglecting a baseline of dignity, security, and support for all members of society, regardless of their output or social heirerchal ranking based on productivity, is totally unacceptable. (Like the example below) On that note, the narrative is far too tilted on the positive side of meritocracy across my rather ‘privileged’ echo chamber, but like most other efficient collective system, it has severe drawbacks too Here is a non-exhaustive list: 1️⃣ Reinforcement of Existing Inequalities → Access to Resources & Cycle of Privilege: A meritocracy perpetuates cycle where the "successful" gain more resources to further their success, making it increasingly difficult for others to break into the cycle of privilege. 2️⃣ Demotivation and Disengagement → Feeling of Injustice: Disparities in treatment and opportunities can demotivate employees or members of society, leading to decreased productivity and engagement. This is particularly true if the have-nots perceive the system as inherently unfair. → Increased Cost: High levels of dissatisfaction among the have-nots can lead to increased employee turnover, which in turn incurs higher costs related to recruiting, hiring, and training. 3️⃣ Entitlement and Complacency Among Winners → Sense of Superiority: Those who succeed in a meritocratic system some times develop a sense of entitlement or superiority, believing their success is solely a result of their merit and ignoring the role of luck or external help such as a better starting point and access. → Complacency: Success might lead to complacency, where high achievers rely on their past achievements rather than continuing to innovate or improve. 4️⃣ Innovation Barriers → Homogeneity: If success (merit) is defined too narrowly, it can lead to a homogenous group that thinks and acts similarly, stifling innovation via lack diversity and creativity. A lack of diverse perspectives can impede innovation, as breakthrough ideas often come from unconventional sources or diverse teams. 5️⃣ Reduced Cooperation → Lower collaboration: A focus on individual achievement can create a highly competitive environment, which can also lead to lower cooperation and teamwork at times. And this is just the tip of the iceberg. I can go on and on, listing out cons of meritocracy. This example below is a sad reminder of how our perceptions are shaped by over indexing on the positives of meritocracy, leading to creation of a culture that fails to meet the basic standards of dignity, security, and support and doesn’t see ethical issues on a grave enough level to productise & implement it.

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So recently, when I was doing my expenses analysis. I saw a huge jump in my groceries cost. I was regularly buying groceries from zepto and swiggy instamart and then I did shopping at local shops, what did I notice? 1. In comparison with local groceries shop, prices are almost 30-40% higher on these apps even for items that are for daily use like vegetables. 2. The quality of their products will always be under scanner because you will not see how is it when you buy compare to local shops 3. You will be charge platform fees, handling charge, delivery charge, convenience charge, and if you are buying on odd time then you might have to give surge fee which constitutes around 20-40% of overall price just for you being inactive or being lazy not to go to market. While it is easy and convenient to buy on these apps but giving almost 60-70% higher price just for convenience doesn’t justify the cost where you can always go to market within 1 km range and get the groceries in a cheaper price. Now the question arises, Can these app become successful in non-metro cities, towns and villages? Is this business sustainable enough in long term because the customers are most selfish and they will go wherever they find the cheapest prices. You doesn’t create a brand loyalty here in this business that will help customers to stick to one platform. Building for Bharat doesn’t only means build for high net individuals which resides in metro cities and get first time freedom of ( >8 LPA income) The research says purely online or offline player cannot stand in indian market in customers point of view and they have to go to omnichannel way to cater both the online and offline segments customers. The day any Indian startup can figure out how to build a business and startup out of India will be historical progress for India in long run? Only time will tell if it is achievable or not. PS: I have resuced my consumptions of these app because I was spending 2x more on groceries purchases in order to reduce the cost and it was costing me big time. #zepto #swiggy #instamart #groceries #buildforbharat #10minsdelivery #indianmarket #india #tier1 #tier2 #tier3 #progress

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Shares of Travel Distribution giant TBO Tek ended with a premium of 53% against its issue price yesterday. Its IPO was subscribed 86 times on the closing day. It all started in 2006, as the founders noticed the white space in the B2B travel sector. While everyone aimed directly serve customers, TBO wanted to address the inventory management pains of over a million hotels and 700 airlines, and an easy selection process for anyone wanting to book them. They would pioneer the B2A or Business to Agent model, enabling travel agents to have the most extensive catalog of services across the world. By 2012, they would expand to Dubai. 2014 and 2015 would see them expand to Europe and become a global player. While the pandemic would make travel more or less irrelevant, TBO would bounce back strongly in the following years. A spree of acquisitions, strategic partnerships, and strongly fuelled growth would see them cross over INR 1050 Cr in Revenue by 2023, and profits growing 300% Y-o-Y. Read more about their incredible story here (https://bit.ly/42Zz094) #travel #makemytrip #cleartrip #yatra #travelboutiqueonline #tbo #leisure #luxury #india #asia #europe

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The fascinating battle in the Indian OTT market continues to intensify! JioCinema's recent launch of their Rs 29 JioCinema Premium plan is a fascinating development. This is an aggressively disruptive pricing strategy, and will significantly impact the players in the industry. Let's delve into the "how" and "why" behind this disruptive move. The How: - India boasts a significant user base of 800 million internet users (thanks to Jio again), and for the majority of users, affordability is key. The new plan makes content more affordable and accessible, creating a new segment of paying users for the entire industry. - While currently JioCinema does not have an exhaustive library of content, their plan is to heavily invest in creating high-quality regional content, catering to our country's diverse linguistic audience. - A recent survey revealed that 42% of Indian subscribers juggle between at least two OTT subscriptions. This could encourage users to juggle and experiment with multiple platforms, sort of cannibalizing the existing user base of other players. The Why: - The Indian OTT market is experiencing explosive growth, and JioCinema wants to capture a significant share. - Indian audiences are known to be price-sensitive and this strategy reflects a deep understanding of this user preference. - The Indian OTT market has traditionally been dominated by global players. This pricing strategy disrupts the established order, forcing existing domestic players to adapt and protect the Indian turf. However, the global players still hold the advantage of having a vast library of high-quality international content that continues to attract a loyal subscriber base. This intensifies the competition and will be interesting to witness how global players respond to this move of JioCinema. Will it again be a similar case study of how Jio disrupted the telecom industry? Or this time, the global players have a reverse UNO in their deck? If you're also binge-watching this competitive series and waiting to see how it unfolds, order some popcorn - this is gonna be worth it! --- Don't wanna miss any episodes? Subscribe to my newsletter for exclusive insights and analysis --> https://lnkd.in/dytzUAeV -- #ProductManagement #JioCinema #BusinessStrategy #PricingStrategy #Disruption

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🔔 RBI's New Draft Guidelines for Payment Aggregators: 1. Responsibility: PAs must ensure marketplaces don't collect/settle funds for unprovided services. 2. Data Protection: No customer data can be saved during transactions; if saved, it must be destroyed. 3. Financial Requirements: Minimum net worth for non-bank PAs is Rs 15 crore, increasing to Rs 25 crore by March 31, 2028. 4. Audit Requirement: PAs must submit financial statements from auditors as proof of net worth. 5. Transition Plan: Non-compliant PAs must close by July 31, 2025, and related bank accounts by October 31, 2025. 6. Regulatory Expansion: Draft rules also cover point-of-sale payment service providers like Innoviti Payments, Pine Labs, and MSwipe. #RBI #PaymentAggregators #RegulatoryGuidelines

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🎥 Netflix's Strategic Play: Pushpa 2 for Rs. 250 Crores 🚀  Netflix has made a bold move by acquiring the rights to Pushpa 2 for ~Rs. 250 crores ($30m), dwarfing Prime Video & Amazon Studios ~Rs. 30 crores ($3.5m) investment in the prequel (Pushpa 1). Interestingly, Amazon Prime is reported to have had a ROFR (Right of First Refusal) on the sequel (Pushpa 2). This significant investment highlights Netflix's confidence in Pushpa 2's potential, following the Pushpa 1’s almost magical dream run of ~ Rs. 350 crore at the Box Office.  😎 Fun Fact 😎 : Pushpa 1 was the 1st Pan-India film to have received love from views across the country in multiple languages. Superstar Allu Arjun admits that he just wanted to make a great Telugu Film but took care to release it in multiple languages and it became an ‘accidental Pan-India Film’. I like to believe that it was with that film that the Pan-India / Multi-Language Film concept really took off! Coming back, Despite the high purchase price, this deal is just a splash in the ocean for Netflix. With Q1 revenues hitting $9.37 billion (on a ~270 million paying user base, which represents ~ $11 / month as Revenue per user) and a net income of $2.33 billion, the streaming giant demonstrates it can afford to play big.  Only 0.2% of their $15 billion annual content budget went to Pushpa 2, illustrating strategic spending in pursuit of substantial market influence.  *Key Points*:  Profitable Strategy: With $3 per user / monthly profit, investing in blockbuster content pays off. Market Expansion: Aiming to expand its 14 million Indian subscriber base to ~ 100 million in the coming years (first stated by Co-Founder Reed Hastings and later confirmed by Co-CEO Ted Sarandos) to capture a significant market share. No wonder they outbid Amazon Prime, despite their ROFR on Pushpa 2. Netflix is not just buying content; it's investing in market dominance (8x for Pushpa 2 compared to Pushpa 1). Pushpa 2 is more than a film; it's a piece of a larger puzzle in Netflix's strategy to conquer the streaming world, with big stuff expected from #india.  #Netflix #StreamingWars #Pushpa2

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How Swiggy's smart integration keeps Users Hooked? In today’s busy world, convenience is everything. Swiggy, India’s top food delivery app, knows this well. By integrating multiple features into one seamless experience, Swiggy keeps its users engaged and coming back for more. Why Product Integration? Product integration is when a company combines different services into a single platform, making it super easy for users. This makes it easier for customers to use different services and can increase their overall satisfaction and loyalty. It value increases significantly when the added features are used together. For Swiggy, this means you can order food, buy groceries, and do a lot more—all in one app. Swiggy isn’t just about food delivery. From Swiggy Instamart to Genie to Daily to Swiggy One! By offering a one-stop solution for food, groceries, and errands, Swiggy makes life easier for millions of Indians every day. Why it matters? Swiggy’s smart integration is a hit. With over 27 million active users every month, they’ve tripled grocery orders through Instamart and expanded Swiggy Genie to 65 cities. Plus, over 2 million users have signed up for Swiggy One since its launch in 2021. Stay tuned for more innovations from Swiggy that make your life simpler and more enjoyable. Share your comment below.

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How does Product Analytics Work? Let us understand how popular tools like Mixpanel, Amplitude, CleverTap, Fullstory, MoEngage, WebEngage etc. work under the hood. Story: The other day I wanted to order Noodles 🍜 for myself and like most of you I headed to our beloved app Swiggy 🚴🏽‍♂️ (sorry Zomato) Here is the journey that I followed: 1️⃣ Open the app 2️⃣ Search for Noodles 3️⃣ Click on one of the restaurants 4️⃣ Add to cart 5️⃣ Apply Coupon 6️⃣ Make Payment 7️⃣ (Im)Patiently wait for the order To make my experience better ❤️ and get me to spend more money on the app 🤑, the product managers at Swiggy need this data. The analytical tools will help the Swiggy team: ⤴ Capture these interactions 📦 Store these interactions ✨ Create reports from these interactions The developers embed a code in the app, which sends the important interactions (app open, clicks, screen change) to these tools. These tools process and store the data at their end. These tools give you a friendly interface to get simple and advanced reports like: 👉🏽 Funnel - How people are moving from one step in journey to another. PMs can Discover any blockers. 👉🏽 Trends - How feature usage is growing or decreasing. 👉🏽 Segments - Creating and analysing various user groups based on behaviour, demographics etc. 👉🏽 Cohort Analysis - Are people engaged in the app, retention quality. and many more. The interactions are sent in the form of events. Each event contains a name and properties to contain any additional information about the event. For example: Button Click event might contains properties like text on button, operation system, app version etc. Similarly user information is also sent and store to relate events with particular users. User information is also arranged in the form of properties, for example: A user can have name, location, favorite restaurant etc. While tools like Mixpanel, MoEngage and other provide out of box solutions for product analytics, many capable teams also choose to do this by their own by following stack: 1. Event Capture from app: Plain Javascript, React, Angular etc. 2. Event Storage and Streaming: MYSQL, Mongo, Kafka etc. 3. Visualization: PowerBI, Redash, Metabase etc. Thats a 101 on how product analytics tools work. Want to know more? You can do these 3 things 👇🏽 1. Become confident in modern technology with our 6 week live program (early bird expiring soon): https://lnkd.in/dsHBqtyg 2. Grab other Tech Made Easy posts from my profile on APIs, Webhooks, Databases and more 👉🏽 Ankit Shukla (#TechMadeEasy) 3. Repost this, to help your network and support #TechMadeEasy. In the next post I will talk about: "How to answer Technical Questions in a Product Management Interview". #productmanagement

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8 questions asked in Zomato PM interview [1] There has been a sudden spike in partial order delivery complaints by users on Zomato. How would you solve it? [2] How would you improve the Zomato app? [3] How would you increase ratings of restaurants for dining and deliveries? [4] Does it make sense for Zomato to allow users to order from multiple restaurants in a single order? If yes, how would you implement it? If not, why? [5] Design a new feature for Zomato that could help users choose healthier dining options. Walk us through your design process. [6] How can Zomato create a monetizable data product for restaurants? Create the entire go-to-market plan for the same. [7] How would you redesign Zomato's app so that it targets business lunches? [8] What would be your approach to launching Zomato in a new country? Follow Vishal Bagla for more insights on product management. #ProductManager #ProductManagement #InterviewPrep #zomato #Jobs

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