 अत लुद तांकिस कुई सु माज नमस्ते सबत्रेकाल अदाब, भाराद तोरी कुमर्स दूनु बहुती तेजगती से आगे बरड़ने है, यह। वहम सब के लिए ग़ुषी की बाहत है, और गर्व के भी। और आने वाले कल में यह गती और वी तेज होने वाली है. See their been some challenges, specially in the past 6 to 8 months, but there are some brands that overcome these challenges but through long term sustainable as well as some very innovative strategies of late are disrupting the game. And today we have some of the champions of the industry to come and share with us what these strategies are. How they are really not just thinking outside the box सो बद्सनान जील्याछ नब बदुगगडी यहानी ही और सब रयी लेए. लो आप वो भी जे वहग वर वे पतागी सब वेगा. लेए मुझा सब सेजा है तो मझो बईगा, अच्टहरी बाग रसकि�ส तुगजेर लिए, और हैं, चादगी के लिएकिरे कर सहीं तवरा, एक अर्डियार अत्रीने वज़े करते है. आ ड़ियकिरोंगी ख़ींगा था? और ड़िजे से की आगो समाझ बहुते है? और ड़ियकिरोंगी की आद़े क ?] आप यह बातिजािन बैद्ता है? लोगा थो लगा आँँई बारात कर मुम की नेणा कर्में को मुम की लगँइ गँइ भर यानगा अनेड़ा, हुँ normally, people will start thinking rural versus urban. I think now beyond the point there is no, it is diminishing gap from a consumer understanding perspective or behavioural perspective on an e-commerce ultimately what varies and mainly the trust factor. I think that our environment is going to have a better environment. मैंटिं कराईा कोई मोभनीटीजी तुस्फाकटर आद खॉर्ट मैंटीची आद कराईा सोन्फाटर कराईा और दूब औन लाईन जोगी। के रोग हर शार्रbbe यह जेंगेखा है, जे बेलाग्ले नहींमोंग्य है, कोई बक़ बलग़ यह नहीं भारोत में, सी बाहरत में चवालागा है, आप में वाल्यो अगा, और बकुब यह खार है, जो उन्प्रित का तुल्भग़ गटे है? अगर आप भी एक अपने लगक लगक कर्दी है, ये आप भ लगक ही जाभी वाड़ा के लगका बादाक, आप लोगा भी एक लोग के रगजाँ लग़ाए, आद योंगा नहीं तुगषाना तेर फीट्टा, आप भवो दी ऱवाड़ारे बादा को की रग रोंगा नहीं, आ� रचादาव लग यह लगागे यह दश्योक लगागे तुद यह की ओगाे दशाद काँ चत्तीवोग जगागे बच णब आपकोने वहकी दश्योक दश्योक ख़दते पियारी नहींचते बा्अ क्या अगर सब दस देख्यों विए तोग्माने क्नाय बाग़ुमागी आभी बढ्वाईटुबकों कियों्बित्रेत, और दोरगांगांगां, बशे प्रटी और सब आग।, अब से लोगा चार्टरेखर कियोंंगा आभ पमुपतुपेषद करटींगांगे आद कुद़ा,  turbulence of price and offers still remains the underlying sort of behavior. The other different, oath perspective on browsing and searching you know and looking for products. If you look at Froos, where they are more evolved shoppers, they tend to search verse means, they have more yarnen paste and they know what they want to buy. Whereas if you go to Tier 2 and Tier 3 we see them browsing a lot more. That is the concept. Therefore, they are trying to discover and browse more products. I think in the overall scheme of things, it is leading to more digital influence but of translations into sort of transactions or purchases is still sort of less तो वीवानची के रहा है. चिता तंचना को वो मेरीवा को ती. ज़ाई बत्रेनिना लोँची के लगाची है? तो आप विश्टा ढ़ना को जाए मेर्जी है? आदेज़ क्या ख़ी किस करे अदरे किया की यह से आप आप अदेज़ा में आप ड़ावे आप वो डाहने रग है। लघा किस वो अप आप उब अपमें� तो मनुक uses the e-commerce flow some around companiesoy या जोupbeat user bring better लेक्रिणितें कुछोंाय कटर्सनोदर कईके करिदोंच hostel तो आपकोंछ אפ spouses रेक्रिणिनय जी और ठैचा मुटान Marion ठीळोंक मैंगवा य्गा लईresser आ Medicare ईढफ्बॉ�松ग हो जल कर्घहा है तो वाय्धिया green ढाक blush आप यी आप आप ऽाभी गधीन करते हैं आप आप आप में आप यी रषी की आप पक्यक्छ बच्य साभी वो मिलािस्तार के मैं लिएक, आप आप प्यक्छ के मीगे लेग साँटीा को, ये दोगागी ड़ीए मैं प्याधी चे और को तहाता है, आप तो आप वही दिसी आप Kerry instrumentation instrumenting when you have your own logic in the network is great often most plans are right. and including initial has a power e-commerce platform we work with third party logistic providers but like how do you kind of like solve for instrumentation across all of those that is kind of like what has really helped get better at all of these and I think the third one is probably some evidence familiar with RTO return to origin you kind of like send a package but for a multitude of reasons निक आद अदेती चारएँ jewelry, jewelry, jewelry. अप आदेरी आदरे से जा अई खिलाता वहते हैं जो वर पागरे बने व्चारद बगे से च्फाद देगार देश़् से लिया मैं। तेरनिवा से धनने व्ड़ें, शार्पर और रवार्वारना रहाँ. आँ दोज में जारगा हो उपी द़नाते नहींसों जार से हैसे नहींगा गधा और में अगी राईवाख नहींगा किराउगाई। यह दुच अक लवैंगीम बाअगँ तुर्फ आप छोर्लगा नावोगऎ शाख का्ह आप रहाँ है. दियों लेक साथ और नहींगा साथ मुझा भी कि रहाँते है. आड़ मेद pizzas कर आद मेद स़त्ववाल करनावाल ड़ा commercially वो� Defence New? polit tand कि सफ मिए gold to console कि ब हि ड़ैत षिट बाअत खमत थ numerator वोआआ अ needle लए, क्रनाई यो तोंरतिः राजा दvemारischer तो करना लना मैं के लöstangers। तो कि 안녕 रेगा ख्शीं के जे लिए, her करनाई वोग barbarles- meassPut Energy तो जो जो Grant तेलानिए बारी आहँँँ्ँँँँँँँँँँँ statues for you तेलानिए बारी और और और साबुँ क्र्च़ा टींउ डींग के विछी चाअ का आँगा ऐसे नहाँ, आखाँँउघ after आज च़ब नहीं जवह ज़र्यद है. और साबून is nowhere there. वह साबून is nowhere there. अख जॉठ साबून उसलग स़गार वे नहींज करनागित चयाता वेशित करनाच करनाचके करनाच Program and समजारी देशान तुमसे वो और तो मेंगर का लगालिए गरूथा है तुमसे वो तब एक बी वो समजारी कि चोचा कर मेंगा पर देशा का ऍेनती ड़ा कि आथ तुमसे रब कि रफ मेंगर भाखे मी लिएं आप लोगा नांगे के आप वी वो आप यहूँँ फुर बाट्ह नहीं करे के स्त करना, और अचहाँ मylum offerev or feedback offers आ साभम प्रऒटेखाता आँर Joinaffred unityलोगा, ऐसी खाच छबिलienst कर टीखा से और आप तेरी के में the traitor ये सब ऽा� Cooper peak area week तेने और थी मे extreme और सा�책 के कि आँ सभ सगर खबिलिवे on the अचन तेट्ballללे में अप ते� Bunny by करन, you have had some very global experiences across e-commerce at leadership positions and are coming back and exploring e-commerce for Bharat. At Mughalix, what kind of innovative strategies are you driving? I think there are three innovations that Bharat will make e-commerce firms drive, whether Mughalix is the one driving it, Mishu ends up the one driving it, we don't know, but there are three major innovations that are required. So first, the definition of Bharat customers in so much so as they are different, I'm going to go with Mansi's definition. The primary two characteristics we see are a far more desire for value for money and number two is a far lower trust factor, specifically as far as e-commerce transactions are concerned. So with that definition, I think the three major areas of innovation that will be coming. In my space, which is the industrial and office space, we are going to see the emergence of one or more local brands which bridge the gap between your top tier Japanese, Korea and XYZ brands which a lot of local customers don't understand and the local brand that he or she is used to which provides far better value for money. But there are very few national midpoint brands that are providing the value for money without the premium imagery of some of our foreign electronic brands. So I think that's one major area for growth and it will be across categories. It's not only going to be in ACs or this, it's going to be across categories. The second area that I think that Bharat will help us break is this delivery versus payment issue. The a large part of the transactions done in Bharat actually cash on delivery. Cash on delivery however is not an outcome of money liquidity. There is no shortage of liquidity with the individual. What it is actually a driver or what it is a marker of is a low trust on the delivery and therefore it gives me the right to have an automatic return option whether or not the company allows me for it. So what you've seen in the last 12 to 18 months is a further tightening of return policies across the board, across the firms. Cash on delivery essentially allows me to look at the product and return it without having to get entangled with the company. And there are reasons that it takes longer to deliver to Bharat. Sometimes when the product goes there, the packaging is damaged. Then you get stuck with the LSPs issue, the customer whose the issue is the supplier himself who's done it. So there are a lot of reasons that both from a company side and a customer side this is prevalent. So we need to fix this or Bharat will force us to fix this. Either by improving delivery to within the 1-2 days that you can achieve in bigger cities so that you eliminate a lot of this or some part payment options or some credit options but something or the other will have to break the COD and delivery issue. Otherwise 30-40% returns are an unsustainable way for e-commerce to go. And the last and not the least I think what Bharat will make us do is local communication whether it's based on your local language, whether it's from an influencer who lives in your area. So to bridge the trust gap between these companies that sit in Bombay and Delhi and speak in English but I need to trust them and buy from them instead of my local Kirana. I need to have somebody I already trust make that gap for me. So those according to me are the three major areas of innovations that Bharat will drive for e-commerce firms. Great. Thanks Karan. So Ghosh would love your perspective on this. What is Aditya Birla Grassen driving? Yeah, so I think most of the points that you set up pretty much on drag, right? I think the return spot is a big problem. We launched our brand Navyasa 14 months back. Our thought process was to try and get maximum business to the marketplace. But it really stuck very badly when we saw 50% getting back. That's when we decided to bring in some kind of innovations on the website. So the website became a more critical part for us. And being a person managing the digital part of the entire online transactions, I had to keep building innovations in how I'm talking to the consumer on a regular basis. So one biggest innovation which we have tried to do or tried to imbibe is to build a very strong customer data platform through strong partners, which basically helps me get anyone who comes on a website who's even in the phase of exploring or understanding what the brand is, might not buy it the very first time. He's seen an IID's come to a website, right? I get his contact details through an email form, through a sign-up form. He becomes my first point of contact. As he goes further into the website through different PDPs, he explores different blogs in the different journey and buying the product, correct? I'm able to target him with differential communication accordingly. So a very simple case in point when we actually launched it, we thought that Mumbai, Delhi, Bangalore, the metros would be the biggest business for us. When we actually saw people buying premium sarees from the tyre to cities as well. I mean those volumes from say a Kanpur or a Lucknow or a Surat, those kind of cities were breaking Mumbai, Delhi, Bangalore for me. So that is a very important communication for us to how we can, even the conversations are happening, my communication became more local. So if I'm targeting people in Surat, targeting people in Andhra, my communication became more regional. Second thing, even when people coming in, what we're also trying to do is through a chat board, we're going to create a chat board in multiple languages. We're trying to do that which will help us talk to them in different languages because that brings personalization. So if someone is coming in chatting in his own mother tongue, that has a stronger feel because these consumers who come to an apparel website like mine, they have a lot of knowledge about the product. They are not there for the discounts or the margins. They are okay for the premiumness because they have a strong understanding of the product. For them the quality is the most important part and how I can caress the consumer on a regular basis through conversations, through communications, through a personalized means of channel of communication is what the biggest innovation that we're trying to do right now. Great. I think very interesting thing when you talk about the approach that the first visit on the website may not lead to a transaction, is a very innovative way of looking at it and then setting expectations accordingly. I would love to get Priyanka's thought in terms of innovative strategies that Koolgate-Pamolev is driving. So there are only three drivers for us. So one is, like I said, for us the opportunity is, we are a widely distributed brand, right? Nine out of ten Indians anyways by Koolgate product. For us the opportunity is to provide the best for healthcare and provide really superior value-based benefits to people and that's really how we want to sort of leverage online because there is an opportunity to show people, educate people online and then drive conversions. So the focus is more value benefits and premiumization while we have the entire portfolio available to everyone. The second, I mean the second strategy is we are relying on customers, right? to give us that width of distribution. I think our machinery is ready to sort of reach as widely and deeper as possible. We need the support of customers and as customers are sort of supplying to more pin codes, we are going to lap onto that. What I do see as something that we will have to solve for is when you go really deep down into rural and small towns, we may have to look at what is our supply chain model for faster supply of products to the customers as this thing evolves. And the last but not the least is really this voice and vernacular piece. I mean we know voice searches are increasing at the highest base. A vernacular is about 30% of searches actually in local languages but the platforms are still not fully geared to be able to deploy that for consumers. So in order to sort of resolve issues of trust, educate them about the products and all that, these things are really important for us to solve and be available from a customer and a platform point of view and for us to actually be ready to have all the content in the models and the agility and automation that is needed because once it all opens up, the scale of content creation is going to be of a different kind. Great, Mansi would you like to add something to this? So I think most of the points of what is potentially the capability of platforms today have already been captured. I think a couple of things of course which I foresee as a clear opportunity today, vernacular on platforms and I am talking mainly grocery specific of course other platforms which are stand-alone platforms are way more evolved. Today vernacular is not multi languages and only restricted to a couple of languages mainly Hindi. How do we expand because India is multiple India's together. So how do we really leverage personalization of content to speak to the consumer in the language that he wants to do is an innovation that we really need for this industry to unlock. One important thing also for us is while we keep saying this consumer has affordability as a challenge I think a big unlock for organizations like us who have traditionally been dependent on mass distribution is how do I reach out with my premium portfolio to this part of the market without having the risks of bad goods on mass distribution in such markets. And we have actually seen we have a coffee machine called Niskapi E that gets sold for 8000 bucks about 80% of the business does not come from metros today and that is where balancing of what I perceive as value versus price, discounts, lower price point I think we are still far away from reaching out to deep penetrated rural markets I think it's more about unlocking the next aspirational consumers sitting in these markets that unlock with this personalization of content is going to be important and I think the third important unlock from an innovation perspective needed for to drive trust is what say Naika did with beauty the big inhibition that a consumer has had was I don't know how will this product look at me when it comes to try on and many players have done it Naika is just one example the big concern on trust for this market is I can't touch feel the product today so how can e-commerce unlock that for them to have trust to actually place an order is an important innovation which is now needed to be unlocked in e-commerce okay great thanks you know they say that the best strategies only come if you are listening to your customers and some of the ideas that you shared possibly came from that I would love to get Karan's perspective Karan has been some customer feedback or where Mowgli says actively heard what the customers want and derived something out of it would love your perspective on that again this should not be sort of particularly different or unexpected but I think one of the things we learnt while dealing with again the Bharat customer is an over emphasis on communication so again specifically to the e-commerce play how do I get most of my knowledge I get most of my knowledge through the page and if you are in the e-commerce space you know you create better PDPs you create better imagery and all of this so from a very structured perspective you've actually handled the communication aspect of the product by displaying all of that whether it's a lack of sophistication whether it's a lack of whether these are initial purchases my rural customers not actually looking at my PDP pages and picking up all the information that I've said there so even if I've written in very large font if I may that these XYZ products are non-returnable because it's a one-time use gardening product you can't return this product the customer will try to return it and after being walked through the policy and the PDP page that sir or ma'am you can't return this as you can see they're genuinely offended they will escalate to CEO escalate to consumer forum escalate via the legal channels and so on and so forth and they are genuinely confused about the fact that they could not return the product and it does not click to them that yeah it's written on the website so I'm just trying to draw out a very specific example to make use case of this so what we have learnt is one of the specifics things that we can do for our rural customers is over communicate and to the only extent that we are limiting this is by cost because obviously every time I send a whatsapp or a text message is a cost but your shipment is leaving your shipment is on the way you can in fact return the shipment is your address correct somebody was speaking to geography so even though we have the official address we send them the address behind is this correct behind this temple left of this you can do that so and I can keep giving examples of this but the point is the core thing that we have learnt and we have incorporated into a process is an increased velocity of communication with my consumer and informing him or her of every single step that I am doing and not being surprised if that communication is still not getting through okay great speaking about velocity you know as a you know start up which is disrupted this space in Misho have you you know taking customer feedback actively to really evolve from time to time yeah so for us one of the nine mantras that every single individual in the company lives is user first like every decision that we are making has to kind of like start with the user perspective and one of the rituals we have built out in the company is what we call LOD listen or die rituals this is literally everyone getting out of the building and spending time with the customers be that an end user be that seller like this includes our entire leadership team that goes and travels through different cities and spends time and like this has actually and like every feature product that we launch right I think we end up running through a bunch of iterations where all of these are fueled by of course the data that we seeing from how people are audiences engaging on the website itself on the app itself but also from all of these in person or on the phone on the video conversations like examples one of the way Misho monetizes is by essentially an ads product on the platform we have gone out spend time with the sellers who advertise on Misho and early on kind of like again these are typically mid to small businesses folks that are running a single person into a 10% or 15% company that is selling products this is the first time they have encountered an advertising platform the thing that we learn with them is we started reporting views clicks and all of that and they are like none of this matters we pivoted around to like very strongly focusing on what is the ROI of your ad spend and being very very upfront about that and also across the entire advertising platform I think how can we make it simple I think we have to solve for of course there is going to be the top sellers that are much larger ones but the significant population is these mid and small businesses how do we solve for the platform helping them with their needs in a way they can actually engage with it this is a thing that shows up across like every aspect of what you do at Misho thanks they say that 20% of all the commerce business in the country happens in just one single month which is October with the festive season coming up Amansi, are there any things planned up which you would like to share a lot of it is I think a wait and watch for October but of course as you said festive and considering we are in the food business the entire objective is having typical fit for purpose products specifically keeping the month of the Shera, Diwali and other festivals in mind so you will see clear innovations in terms of packed types in terms of new products which will be targeting the impulse buying behaviour and a social gathering behaviour of a consumer coming in Tejas, anything planned up which you would like to share so for Univer half of our winter portfolio the Vasli and the Ponds happens in winter and for us all of us we have slide decks labelled winter is coming and we are planning very heavily for that so festive is all about winter for us because it's kick starts a big winter six month season I think that's one aspect of it but broad principles we partner with platforms where like there are two types of platforms we broadly classify one who are on an acquisition spree who have money to burn so there we partner for acquisition of new consumers so we play hard on our core portfolio which basically we are strong at and there are certain platforms which are consolidating or focusing on profitability there we try to upsell our premium portfolio or regimes or kits and combos so that our loyal shoppers are rewarded with a bigger chunk of business so that's great let's also learn about what have been the biggest wins and some of the biggest because you never fail if you learn or you succeed from some of these brands so love Sugosh's perspective on some of the successes that you have had so I think when we launched Navyasa 15 months back so I think we had a celebrity plan in place which is going to give a massive push to the brand in the market but then post that we were looking at different ways of how we could use influencers to really ramp up the third conversations and the discussion around the brand because the most important piece is the business of inspiration sarees and apparels women is an inspiring product the costing is secondary but inspiration is what we provide so we had influencers in mind we wanted to go a step further and actually get people who knew about apparels or sarees as a brand were actually advocating that more like a key opinion leader because they actually know your product more than what you know about the product they can tell you more information they can talk more openly to the consumers they actually tied up with a couple of such key opinion leaders at a slightly premium cost but what it helped us drive massive dms on our social handles because people started asking for the saree that person is wearing I don't want to take names of influencers here but a person is wearing and what does it kind of make what is the kind of fabric it has so those kind of queries that started coming in our dm handle we started getting like almost 30-40 dms on a daily basis whenever we used to have any kind of intervention through these key opinion leaders that was a very massive one because we had done a lot of influencer marketing in the past more like a one-off this was more as an opportunity which threw us in the face seeing that we could actually build a long-term campaign or a long-term thought process with these guys and have monthly interventions which would keep our consumers engaged in hope so that was I think one of the biggest wins that we encountered in our stint so far thanks, Divesh any wins or learning that you would like to share let's start with wins and come to learnings I think for Misho or like actual our mission at the company is to democratize entire commerce for Bharat very apt given this conversation but I think the biggest success is for us truly like it's not one or two pivotal moments it's every time we are actually able to deliver, delight to an end user where they now have access to choices to products that they didn't have earlier I think that is one big cornerstone of what we consider our success on the seller side this is where we often bring some of our sellers to conversations with the company as well and hearing some of those where people who have gone off on an uncharted path never had a business background in the family or in the neighborhood or in the community and gone and tried out this e-commerce thing with Misho and the success they've had I think minting essentially lakh patis crore patis that are these small SMD sellers I think that is the success that is like I think the impact we are having on Bharat is what I think is our success and we are fortunate enough to kind of like get to see a lot of these every day great, Mansi anything you would like to share so I think I'll call this a clear learning because about 85% of our business used to come from the general trade market when we tried to replicate the same by geography on e-commerce we thought okay it's the easiest thing to do whatever SKU mix that goes in general trade let's just replicate that online but what happens with that is especially with players like us whether it's marketplace whether it's a particular sub channel there is a shop omission there is a customer omission to drive average order value if players like us will try to play on a specific SKU size it will never be a profitable model for us it will never be a profitable model for our platform and hence will not be a sustainable model for the consumer as a result of which what we started doing was we started designing specific products got away from that mindset of premium versus non premium because this is the only place unlike a general trade where you can right there communicate with the consumer and you have the maximum chances to drive conversion because you're speaking he's making a decision at that time and that's what you're impacting and that is where our premium portfolio mixed today is almost 50% from non metros coming in when it comes to e-commerce and that's the way we tried to play and got away with that entire fact of small packs 5 bucks 10 bucks yes we played on those packs but we played on multi packs we played on combos to be able to drive the average order value as well as perceived value for the consumer as well you just would like to share some of your learnings I think one of the biggest learnings came when we realized that tier 2 town the largest selling coffee was David off not blue and Nescafe but that's basically saying that you don't perceive consumers in a certain way that this town or this person will order this so always be up for surprises learn from data I think that's something which we have inculcated and would ask anyone to do it as well great thank you we are not leaving a panelist without learning from them what their secret sources or what their one line mantra for building e-commerce in Bharat this so Karan what would be for you I am going to give a very boring answer its ops if you are an e-commerce player you are a retailer you are not going to get premium no matter what you may have told your investors or otherwise which means your core to success is going to be operational efficiency, operational focus so that's the secret too I think any e-commerce business was certainly one targeting rural India or Bharat operations Mansi what is for you unfortunately we don't work on the D2C part so operations will not call out from that perspective but I think I will keep it very generally because that's what I believe in I think it's adapting to the changing dynamism you keep innovating because this dynamics what is there today changes tomorrow so how do you adapt faster with efficiency with changing dynamism is my mantra focus on the user and all else will follow I think obsess about your customer and just go learn behaviors patterns and how you can truly help a problem solve a problem that exists for them great so two things one is consumer focus which is giving them tailored products and communicating to them in a local relatable way and the second I think and which is the most important thing is the ability to look at data look at feedback track that and you know change and adapt so that's that constant thing on e-commerce which is not available for us in other channels and how do we use that to continuously evolve great thanks Priyanka I think for me is more to do with experiments keep experimenting keep failing keep learning is what I always believe in and I mean that's the best way to go just to add to this point I always feel e-commerce is WIP it always is so some months is good some months is bad you try to figure out by the time you figure it out the results are in the other way so for me it's always been WIP but yes I think to add to a point you need to see what a consumer is doing how much you can converse with a consumer is how sticky he will be to your brand lovely great so one sentiment that comes out is to have a growth mindset to have a start-up mindset at heart while building for Bharat thank you so much to all the panelists I learnt so much I am sure our audience learnt how to limit failures and maximize chances of success while building e-commerce for Bharat and with that we end this panel thank you so much