Ravishankar G V

Corporate Venture Capital (CVC) is on the rise globally, with India hosting over 150 CVCs. This trend reflects corporations' recognition of the innovation startups bring and their desire to stay competitive. By investing in startups, corporations gain access to innovation, value-adding technologies, and financial incentives. CVCs play strategic roles by investing in startups within their industries, offering benefits like industry networks and expertise, while also providing general support such as access to experienced professionals and relaxed return expectations. The significance of corporates investing in the startup ecosystem is continually growing globally, with many Southeast Asian corporations turning their attention to South Asia, particularly India. Read More Here: https://bit.ly/4a8vsTJ #Restaurants #Hospitality #Technology #Business #Innovation #AI #investing #venturecapital Branded Hospitality Ventures Noah Stern

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Here's one more theme that has played out over the past decade in India SaaS: SaaS companies that sell into India/Asia (non-China/Japan). There's been a reasonably large set of investors in India who have been default no in this category, based on perception of limited TAM and GTM challenges. However, there is reason to be optimistic for this theme (we are!). A reasonable set of companies in the ecosystem have scaled, such as MoEngage, Darwinbox, Capillary Technologies, Yellow.ai, Unicommerce , Gupshup, CRMNEXT, LeadSquared. Companies like Salesforce, SAP etc have reached multi-hundred million ARR in India. As a result, the potential scale from sales in India has grown from the $15-20mm that people used to talk about 5 years back to perhaps $50mm in India, overall $100mm-150mm in Asia. I think we'll see more companies continue to get funded here as IT demand in India/SEA deepens and local requirements (mobile, India Stack, regulations, languages) get addressed. Founders and investors will need to tune into this being a solid path to go but will take longer to get to impact than US/EU-focused companies. Some characteristics we see at India/SEA-facing software companies: * Many start out in SMB but then find scale & success selling into enterprises. India market has a ton of SMBs (10mm+), a relatively light mid-market and a significant set of large enterprises. * Products tend to have feature sprawl and design-deficit but this can be fixed. * Some large sectors that are pulling at enterprise level e.g. BFSI, multi-sector conglomerates. Early traction from digital native companies (but naturally capped market). * Natural to go to SEA & Gulf countries. Product could remain fairly similar but sales & marketing motion can be quite different. To get really large, feels like will have to end up going to US/EU markets eventually. * ~10 years to $100mm ARR, with market leadership in Asia * Gross margins start out perhaps 10-15 points lower than corresponding companies in the US/EU but trend up over time. * Most India-facing SaaS companies are starting as India Pvt. Ltd. today, compared to 5 years ago (versus US C-corp), with a view to going public in India at $50-100mm revenue level.

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𝗠𝗲𝗲𝘁 𝘁𝗵𝗲 𝗦𝘁𝗮𝗻𝗳𝗼𝗿𝗱 𝗗𝗿𝗼𝗽𝗼𝘂𝘁𝘀 𝗪𝗵𝗼 𝗛𝘆𝗽𝗲𝗿𝗦𝗰𝗮𝗹𝗲𝗱 𝘁𝗼 $𝟯.𝟲 𝗕𝗶𝗹𝗹𝗶𝗼𝗻! Lessons from Zepto's Quick Commerce Takeover Young, Fast & Funded!  Meet Aadit Palicha and Kaivalya V., the Stanford dropouts who just took their hyper-fast delivery startup, Zepto, to a whopping $3.6 billion valuation After securing a monster $665 million investment!  But what can we learn from their meteoric rise? 𝗟𝗲𝘀𝘀𝗼𝗻 𝟭: 𝗦𝗽𝗲𝗲𝗱 𝗶𝘀 𝗞𝗶𝗻𝗴 (𝗮𝗻𝗱 𝗤𝘂𝗲𝗲𝗻)!  Zepto's secret weapon is its breakneck delivery times.  By focusing on strategically placed mini-warehouses ("dark stores") and a streamlined system, they're offering customers what they crave - groceries (and soon more!) delivered in under 10 minutes! 𝗟𝗲𝘀𝘀𝗼𝗻 𝟮: 𝗚𝗼 𝗕𝗶𝗴 𝗼𝗿 𝗚𝗼 𝗛𝗼𝗺𝗲!  Zepto isn't just competing with other quick commerce players.  They're setting their sights on established giants by expanding beyond groceries and offering lightning-fast delivery on a wider range of products. 𝗟𝗲𝘀𝘀𝗼𝗻 𝟯: 𝗜𝗻𝘃𝗲𝘀𝘁𝗼𝗿𝘀 𝗟𝗼𝘃𝗲 𝗕𝗼𝗹𝗱 𝗠𝗼𝘃𝗲𝘀! With 40% of their latest funding coming from new investors, Zepto's audacity is paying off.  Investors are clearly bullish on the future of quick commerce and the potential of this young, ambitious team. The Future of Shopping is Here! Zepto's success story is a sign of things to come. Get ready for a new era of super-fast delivery that's redefining how we shop! P.S. What do you think about the rise of quick commerce? Disruptor or fad? Share your thoughts in the comments! #QuickCommerce #Zepto #FundingFrenzy #BusinessLessons #shripalgandhi

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From Startup Vision to National Impact: Lessons from Aravind Sanka, Co-founder of Rapido I recently had the privilege of speaking with Aravind Sanka, co-founder of Rapido, India's leading bike taxi platform. Aravind shared profound insights into their entrepreneurial journey, highlighting key milestones and challenges that shaped Rapido into what it is today. It was impressive to see after all the success Rapido has achieved, Aravind had arrived in Rapido Auto, reinforcing the need for their product to save time and money in transit. Here are a few takeaways from the conversation. Navigating Early Challenges with Strategic Focus Starting in Bangalore, Rapido faced the typical hurdles of a nascent startup: proving market viability and securing initial funding. What set them apart was their strategic focus on perfecting consumer metrics and fostering organic growth. By concentrating efforts in Bangalore for the first few years, they demonstrated significant consumer adoption and operational efficiency, paving the way for future expansions. Overcoming Investor Skepticism through Results Aravind candidly discussed the challenges of fundraising, especially when the concept of bike taxis was still nascent in India. Despite initial rejections, Rapido's commitment to showing tangible results and strategic timing paid off. They secured investments globally from places like Taiwan and Hong Kong before gaining local traction with investments from Nexus Venture Partners and WestBridge Capital. Addressing investor concerns, such as market size and demographic reach, was crucial. Timing also played a role; as other ride-hailing giants faced diversification challenges around 2019, Rapido emerged as a focused alternative in India's market. Adapting and Innovating in Times of Crisis The resilience of Rapido was further tested during the COVID-19 pandemic when their business temporarily plummeted. However, instead of retreating, they pivoted swiftly, launching auto-rickshaw services and leveraging their technology to meet evolving customer needs. This agility not only sustained them through the crisis but also strengthened their reputation as innovators in the mobility sector. Today, Rapido continues to innovate, focusing on enhancing user experience and expanding their footprint in tier 2 and tier 3 cities where their services are transforming local transportation dynamics. Aravind's journey with Rapido underscores the power of resilience, strategic vision, and unwavering commitment to solving real-world challenges. #StartupJourney #Entrepreneurship #MobilityInnovation #ImpactfulLeadership #StartupIndia #Kalaari #Rapido

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Eternal source of confusion in India SaaS. Terms like SMB, mid-market and enterprise are used pretty casually. Putting out a version here and inviting opinions from founders & investors on how they see the breakpoints between segments. US: SMB (upto $250mm in annual revenue), mid-market/commercial ($250mm-$1B), enterprise ($1B+). India: S (upto 10cr), MB (upto 250cr/$30mm in annual revenue), mid-market (250cr-1000cr, upto $150mm), enterprise (1000cr+/$150mm+) (note the breakpoints between segments are much lower in India and not comparable to the US)

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Key takeaways for startup ecosystem from Budget: - LTCG tax for unlisted investments has been reduced to 12.5% (without indexation) from 20% (with indexation) - At par with listed - Abolishment of Angel Tax - INR 1000 cr VC fund for space technology - Custom duty cuts will further enhance EV adoption Big boost to startup ecosystem, we will see more startups registering in India and more domestic capital participation in Private Markets🚀 #Budget #PrivateMarkets #India #Startup

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Pleasure speaking at MSME Growth Summit last week at The Club, Andheri West, Mumbai Few of the key insights on how to make your business/start-up investable: 1. Solve a real problem: Your start-up should address a genuine pain point or fulfill a significant market need. Investors are more likely to back startups with a clear value proposition and market potential. 2. Have a strong team: Investors often invest in the team as much as the idea. Assemble a talented, experienced, and cohesive team with complementary skill sets and a proven track record. 3. Develop a scalable business model: Demonstrate a clear path to revenue generation and profitability. Your business model should be scalable, allowing for significant growth with minimal incremental costs. 4. Show traction and validation: Investors prefer start-ups that have gained early traction, such as a minimum viable product, pilot customers, or partnerships. Validation from industry experts or customers can boost your credibility. 5. Have a competitive edge: Differentiate your start-up from competitors through unique technology, intellectual property, or a novel approach to solving the problem. 6. Present a clear go-to-market strategy: Outline your target market, customer acquisition channels, and marketing plans. Investors want to see a well-thought-out strategy for reaching and converting customers. 7. Demonstrate financial viability: Provide detailed financial projections, including revenue forecasts, burn rate, and funding requirements. Be prepared to explain your assumptions and how you plan to use investor funds. 8. Be coachable and transparent: Investors appreciate founders who are open to feedback, willing to learn, and transparent about challenges. Foster trust by regularly communicating progress, setbacks, and pivots. 9. Have a compelling pitch: Craft a concise, engaging pitch that highlights your start-up's unique value proposition, market opportunity, and growth potential. Practice your pitch and be prepared to answer tough questions. 10. Build a strong network: Attend industry events, join start-up communities, and seek mentorship from experienced entrepreneurs and investors. A strong network can lead to valuable introductions, partnerships, and funding opportunities. #capsavvy #cap70angels #startup #startupinvestment #startupfunding

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𝐅𝐚𝐦𝐢𝐥𝐲 𝐎𝐟𝐟𝐢𝐜𝐞𝐬: 𝐔𝐧𝐥𝐨𝐜𝐤𝐢𝐧𝐠 𝐍𝐞𝐰 𝐇𝐨𝐫𝐢𝐳𝐨𝐧𝐬 𝐛𝐲 𝐏𝐚𝐫𝐭𝐧𝐞𝐫𝐢𝐧𝐠 𝐰𝐢𝐭𝐡 𝐕𝐂𝐬 #FamilyOffices and investment connoisseurs, the time is ripe to embark on a journey into the #unlisted space and startup ecosystem that promises unparalleled growth, returns, and innovation. As the Indian #startup landscape continues to soar, partnering with venture capital (VC) firms has emerged as a strategic opportunity that you cannot afford to overlook. 𝐓𝐡𝐞 𝐍𝐮𝐦𝐛𝐞𝐫𝐬 𝐏𝐚𝐢𝐧𝐭 𝐚 𝐂𝐨𝐦𝐩𝐞𝐥𝐥𝐢𝐧𝐠 𝐏𝐢𝐜𝐭𝐮𝐫𝐞: - India's startup ecosystem has given birth to 108 unicorns, 100+ soonicorns, and over 60K startups, attracting a staggering 9.5K+ investors (as of 2022). - Indian family offices and UHNIs have emerged as the top source for domestic capital in the VC ecosystem, contributing nearly 60% of the domestic capital raised in 2022. - According to J.P. Morgan, family offices allocate a substantial 46% of their total portfolio to alternative investments, including venture capital. 𝐒𝐮𝐜𝐜𝐞𝐬𝐬 𝐒𝐭𝐨𝐫𝐢𝐞𝐬 𝐚𝐧𝐝 𝐏𝐫𝐨𝐯𝐞𝐧 𝐑𝐞𝐭𝐮𝐫𝐧𝐬: VC firms have consistently delivered impressive returns for their limited partners (LPs). Notably in some VC firms, 90% of funds were initially allocated to public markets, with only 10% invested in the unlisted segment, including venture capital and angel funds. Over time, this allocation has shifted to a 60:40 split, with 40% now dedicated to unlisted equity investments. For instance, an early-stage fund recently closed its largest India-dedicated fund with around 40% of the capital coming from Indian LPs. Another fund, saw a remarkable 50% of its capital inflow from Indian family offices. 𝐓𝐡𝐞 𝐒𝐲𝐧𝐞𝐫𝐠𝐲 𝐨𝐟 𝐅𝐚𝐦𝐢𝐥𝐲 𝐎𝐟𝐟𝐢𝐜𝐞𝐬 𝐚𝐧𝐝 𝐕𝐂 𝐅𝐢𝐫𝐦𝐬: 1. Unparalleled Deal Flow: VC firms possess extensive networks and industry expertise, providing unparalleled access to a curated pipeline of high-potential startups across diverse sectors. 2. Co-Investment Opportunities: As an LP in a VC fund, family offices gain exclusive co-investment rights, enabling them to participate in promising deals alongside experienced investment teams. 3. Sector Expertise: VC firms often specialize in specific sectors, offering family offices access to deep domain knowledge, industry dynamics, and emerging trends. 4. Engaging the Next Generation: Investing in this new asset class opens up conversations and engaging discussions with the younger generation of the family office, bringing a fresh outlook to building the next wave of wealth creation. Let's connect on and collectively shape the future of #entrepreneurship and innovation in India. Sakshi Vora Jenny Mehta #FamilyOffice #VentureCapital #StartupEcosystem #AlternativeInvestments #InnovationLeaders

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【India Startup × Corporate Co-Creation Case ①: Softbank (PayPay) & Paytm】 Have you ever imagined that in 2023, a staggering 63 million registered users —60% of Japan's adult population— are using Paytm's technology under the name PayPay? At lease, most of Japanese use them everyday without knowing this fact. SoftBank and Yahoo Japan JV Launched “PayPay” in 2018, in Collaboration with India's Paytm and disrupted Japanese cash (bank notes and coins) culture, which was still the mainstream payment methodology, remaining at 80%.. This is an unprecedented example of reverse innovation, showcasing how Indian technology is making waves globally. Japan’s SoftBank has invested $11Bn in Indian startups from November 2018, through SoftBank Investment Advisers. This has been in renowned names such as Paytm, Delhivery, Lenskart, Meesho, PolicyBazaar, OfBusiness, and others. Moreover it has already recorded exits of about $6.2Bn over the past 5 years, with 4 IPOs (including Paytm) in 2023 itself and 3 new IPOs - Swiggy, FirstCry, and Ola, geared for 2024. One of its marquee investments was in Paytm with a cumulative investment of $1.4Bn in 2017. In a statement issued in early 2018, SoftBank also held a sizable stake in Yahoo! Japan, which ran its own Yahoo! Japan wallet even during 2018. However, at that time, the smartphone payment settlement service involved the user showing a barcode to the store staff, who then proceeded to scan the code, requiring a handheld barcode reader in the store. This is where SoftBank, which has been continuously leveraging its global late-stage tech investments, came in with a technological partnership with its portfolio company Paytm. The partnership with a portfolio company that SoftBank had been working with for some time, and knew from the inside out alleviated the risk it was bearing by relying on Paytm for the tech-stack. Together, the three companies developed PayPay, a payment platform which allowed users to scan QR codes in shops to make payments. The team which comprised of members from India, Japan, and Canada, launched the product in 3 months from the ideation to the launch! There is a common saying in India - ‘If you can drive in India, you can drive anywhere in the world’. This is because India’s roads are challenging and dynamic to say the least. Similarly, PayPay leveraged Paytm’s reliable digital and security infrastructure, which had been battle-tested in the challenging digital landscape of India. It showed how technology that can survive in India, can survive anywhere in the world! Continue to read from here: https://lnkd.in/gtnC95Rq #Softbank #PayPay #Paytm Alex Lin Akul Jindal, CFA Priya Mohan Hemant Agarwal ソフトバンクグループ PayPay株式会社 PayPay India Yahoo Mohannad El-Khairy Saya I. Tushar Agarwal Joshua Soo Benny Tjia Koshu K. Milan Thakkar Tanmay Deshpande

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Disruption: The Key to Building Consumer Brands in India A founder's journey is akin to navigating uncharted waters, where every decision is a delicate balance between probabilities and possibilities. Sometimes, the founders are at the right place at the right time when disruptive waves are manifesting primarily in three formidable forms: regulatory, technological, and demographic. 1. Regulatory Disruption: Regulatory changes often appear as a vast blue ocean, promising untapped opportunities. Yet, one must tread carefully. The very nature of regulation implies that what is granted can be swiftly taken away. And many times, what is generally not specified also treads towards an eventual "No." 2. Technological Disruption: Technological advancements offer a compass for our voyage. Leveraging emerging technology platforms to create breakthroughs can unlock tremendous growth. 3. Demographic Disruption: India, a nation teeming with youth, stands at the precipice of never before seen disposable income that can be monetised digitally at scale. By meticulously segmenting markets, one can craft products and services that not only sell but seamlessly integrate into the lifestyle narratives of the emerging consuming class. At Endurance Capital, we work with early stage founders to be leaders in India's consumer revolution. As founders, the opportunity is immense. It's time to disrupt the old guard and innovate with an India-first approach. Let's craft consumer brands that aren't just loved but become a legacy for the generations to come. 🚀🇮🇳

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Thanks Bismah and Inc42 Media for the insightful coverage and deep dive into the vital role of operator VCs! Bismah's thoughtful analysis underscores the growing need for operator VCs in today's startup landscape. As an operator VC , I've witnessed firsthand how founders increasingly value more than just capital. They seek partners who bring operational expertise, strategic guidance, and an extensive network to the table. These elements are crucial for driving sustainable growth and navigating the complexities of scaling a business. At GrowthCap Ventures , we understand the unique challenges faced by early-stage startups, which is why we prioritize offering not just funding, but also hands-on support and access to our extensive network. Together, we're empowering founders to realize their vision and build transformative businesses. #OperatorVC #StartupEcosystem #Gratitude

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Rajan Anandan, Managing Director at Peak XV Partners (formerly Sequoia Capital India) shared two simple methods that can help founders to find whether they have achieved Product-Market Fit (PMF) 👇 The First is "Retention Curve" - "The retention curve is what percentage of your users keep coming back over some time while using your product/service." Essentially, there are 3 kinds of retention curves, and you should plot this curve by day, week, or month, once you launch your product. 1. Declining Curve (dark grey line), let's say you’ve launched a consumer internet app on day 0, and every week your retention rate declines by 10%, which essentially means that by the end of 3rd month, all your initial users would have churned, then that's a declining curve, which indicates that you don’t have a product-market fit. 2. Flattening Curve (orange line) is actually good, although it kind of varies depending upon the category (Health-Tech, EdTech, etc.,) but generically speaking if the retention curve flattens between 20%-40% that could be quite good. 3. Finally the best one is the Smiling Retention Curve (green line), which means that retention drops but then as time goes on you keep reactivating users, which indicates that you're getting close to your product-market fit. Another question that founder should think is - 2. Do Customers Love Product? Net Promoter Score (NPS) is a metric that organizations use to measure customer loyalty toward their brand, product or service. NPS works by asking your customers a single question: "How likely are you to recommend our products/services to others?" NPS = % Promoters (score 9-10) - % Detractors (score 0-6) If the magic score is = 70% or more, then you have an amazing product-market fit. But if the number declines to 40% or below, then you don’t have it. It's that simple! What do you think of these two methods? 🚀 Check out my free newsletter for insights: https://lnkd.in/dKZQKHg2 . #startup #fundraising #venturecapital #funding #fundraising #founders #founderjourney #entrepreneurship #entrepreneur #founderstories #startuptips #sharktankindia #siliconvalley #startups #vc #vcfund #vcfunding #funding #startups #pmf #product #sequoiacapital

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📣Lessons from Koo's Shutdown: Navigating Acquisition and Sustainability in Startups 📣 Koo, India's microblogging platform and an alternative to X (formerly Twitter), has announced its shutdown after failed acquisition talks with Dailyhunt. This closure offers several crucial lessons for startup founders: 1. Strategic Partnerships and Acquisition Talks: Koo's prolonged acquisition discussions with major internet companies and media houses did not yield the desired outcome. Founders Aprameya Radhakrishna and Mayank Bidawatka stated, "Our partnership talks fell through, and we will be discontinuing our service to the public." It's essential for startups to: - Diversify Partnership Options: Relying on a single or few potential partners can be risky. Always have a backup plan. - Understand Partner Priorities: Ensure alignment in goals and priorities early in the discussion to avoid last-minute changes. 2. Financial Sustainability: Despite raising over $50 million from prominent investors like Tiger Global, Accel, 3one4 Capital, Kalaari Capital, and Blume Ventures, Koo struggled with financial sustainability. Key points include: - Revenue Model Viability: Koo's reliance on burning cash to acquire users without establishing a viable revenue model proved unsustainable. - Cost Management: High costs of maintaining a social media platform were a significant challenge. Efficient cost management is crucial. 3. User Base and Customer Acquisition: Koo halted customer acquisition campaigns from June 2022, leading to a sharp decline in active users from 7.2 million in June 2023 to 2.7 million in nine months. This highlights: - Consistent User Growth: Continuous efforts in user acquisition and retention are vital. - Market Adaptation: Stay adaptable and responsive to market changes to maintain user engagement. 4. Employee Management and Financial Constraints: In April 2024, Koo ceased salary payments to all employees due to financial constraints. For startup founders: - Transparency and Communication: Be transparent with your team about financial health and future plans. - Financial Buffer: Maintain a financial buffer to manage unforeseen challenges. ---->Conclusion: Koo's journey underscores the importance of strategic partnerships, financial sustainability, consistent user growth, and transparent employee management. Learn from their experience to navigate your startup journey more effectively. #startupLessons #businessstrategy #financialsustainability #usergrowth #partnerships #entrepreneurship #kooapp #startupmentor ---

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India's deeptech landscape is at a crucial point. Nasscom’s latest report shows that 70% of deeptech startups are worried about not having enough capital for computing operations. On the flip side, over 70% of investment firms are hesitant because these high-potential ventures need patient capital due to their long gestation periods. It's a bit of a chicken-and-egg situation! To really support our deeptech startups and their groundbreaking innovations, we need to rethink our funding approach. This is where we hope the government can step in with some help. Co-investment programs, grants, and tax credits for R&D could make a huge difference. By working together, we can ensure our deeptech startups have the support they need to push boundaries and lead the way in technological innovation. #Deeptech #StartupEcosystem #Innovation #Funding #VentureCapital #GovernmentSupport #IndiaTech #RnD

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What are the expectations of VCs post the election results? Listen to this Podcast on Forbes India and my views on this topic... #vcs #postelection https://lnkd.in/d97r7nME

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Continuing on the question of what themes have driven India SaaS over the last decade: one of the themes has been the me-too model in SaaS - this has been a majority of early-stage financings historically in India. I think starting a new company today with this model may be tough, given rise in keyword costs and intense competitive clutter. The model has assumed: - target a large, mature market - build 60-80% of functionality (or pick off a part of the workflow) with some technical innovation - offer at a fraction of the price of the market leader - target SMB first, then work your way up to lower mid-market - aggressive GTM through SEO, SEM, self-service and remote sales - differentiate through price and support - category leadership is not the goal - 10 years to $100mm ARR (if successful)- which is ok-ok growth rate, not top quartile

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The Indian Gen AI prosumer, consumer landscape still remains early – Companies have hit power users but are subscale OR have low % of paying users  • Companies do not have enough cohort level data to indicate product love  • Most cos who have managed to cross few hundred thousand users (MAU) are building their US GTM machine  • They have a rudimentary hallucination check AND a rudimentary RLHF in place We at Chiratae ventures are keen to look at – 1) Vernacular AI assistants - Sarvam, Krutrim are foundational model (Sarvam – OpenHathi) based general intelligence assistants very similar to Anthromorphic or Poe, but contextualized to India. They have raised significant capital, but the space remains open still. 2) Vernacular AI search – We do not have a Perplexity, Liner for the Indian vernacular. This is a potential whitespace. We will look for a solid team, with a solid product roadmap. Product risk mitigation playbooks are being built out by investors as we speak  Some companies like Two.ai are building both assistants as well as AI enabled search platforms. 3) Co-pilots for Professional services with pre-existing spend pools which can be delivered digitally – AI generated influencers, AI based gaming, digital professionals/copilots - legal professionals, counsellors/therapists, accountants Please write in to sarthak@chiratae.com if you feel there is something you would like to discuss. If there are products or companies we should look at, please tag them in the chat below Chiratae Ventures Sudhir Sethi TCM Sundaram Ranjith Menon Venkatesh Peddi Anoop N Mandeep Julka, CFA Kailashnath M S, CFA Tanvi Dubey #GenerativeAI #Consumer #SaaS #Technology

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