India's E-commerce Warzone_ Six Cut-throat Skirmishes Underway Between Global Giants & Indian Top...

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EcommerceisseeingaracebetweentheAmazonsandExpediasvstheFlipkartsandMakeMyTrips.Thedesientrepreneurshavethewindintheirsales,fornow.

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India'secommercewarzone:Sixcutthroatskirmishesunderwaybetweenglobalgiants&IndiantopdogsREADMOREONVivekMadhukar|SundayET|Sequoia|SanjayModi|SachinBansal|representative|RachelSmith

Amazon,America'slargestetailer,beganasanonlinebookstorein1994.TwoyearsbeforeJeffBezosporedthroughthedictionaryandpickedouttheworld'sbiggestriverashisbrandname,lesserknown(atleastasoftoday)CharlesMStackfoundedbooks.com.Today,Stack'sonlinestores(alsoknownasBookStacksUnlimited)willbedifficulttolocatetheyweregobbledupbyBarnes&Nobleover15yearsago.

Contrarytopopularperception,Amazonwasn'tthefirstmover(bysomeaccountsitwassecond,byothersevenfourth).Alsocontrarytopopularperception,thefirstmoverdoesn'talwaysemergethewinner.

Marketingguruswilltellyouaboutthefirstmoveradvantage,whichistypicallytheheadstartthefirstentrantgainsbycapitalisingonamonopolylikesituationtorakeinfatprofitmargins.

Lessertalkedaboutisthesecondmoveradvantage,thecompetitiveadvantageanentrantgetsbylearningfromthepioneer'smistakes,copyinghissuccessfulstrategiesandstealinghisshare(insteadofwastingtimecreatingamarket).

The$12billionecommercebattlefieldinIndiaislitteredwithfirstmoversandsecond(andthird,andevenlast)movers.Fascinatingly,manyoftheleadersareventuresfoundedIndiabyIndians(albeitfuelledlargelybyforeignventurecapitalandprivateequity).Forinstance,etailerFlipkartandonlinetravelfirmMakeMyTriparebothaheadoftheirglobalpeersAmazonandExpedia.

Socantheorderofthefirstmoverbeingfirstrankerchange?Forsure,anaggressiveAmazonIndiawillinsistasitgoesaboutthetaskofclosingthegapwithFlipkart(andBezosmaygleefullyremindyouoftheBookStacksexample).BeyondAmazon,too,intheclassifiedmarketplaceforusedgoods,theglobalgiant(OLX)movedintoIndiatwo

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anairstripsuitableformilitaryuseincontestedterritoryintheSouthChinaSea'sSpratlyIslands.

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yearsbeforetoday'sleader(Quikr)gotgoing.Today,theIndiansecondmoverclaimstobeinfirstplacealthoughOLXtoomaintainsitisthemarketleader.

ButthentheseareearlydaysofecommerceinIndia,withbusinessesgrowingonthebackofreadyandwillinginvestors,andprofitabilityameregleamintheeyeoftheIndianfounders."WellfundedglobalplayerscaneasilyabsorbmillionsofdollarsinannuallossesandthiscanputIndianecommerceplayersintrouble,"saysSanchitVirGogia,chiefanalystandgroupCEOofGreyhoundResearch.

Sowillthelocalleadersbeabletokeeptheglobalgiantsatbay?Cansomeofthesecondmoverstakefirstplace?ETMagazinetakesalookatsixcutthroatskirmishesunderwaybetweenglobalgiantsandIndiantopdogsondifferentpartsoftheecommercebattlefield.Inmanyoftheseencountersthewinnermayhavealreadybeendecidedandit'snotnecessarilythetwobrandssluggingitoutbuttheIndianconsumer.

MydalavsGroupon

WhenGrouponenteredIndiain2011,theChicagobaseddailydealsgianthadnumbersonitsside120millionsubscribersglobally.Afterfouryears,thatnumberhasgotmoreformidable,climbingto260million.Forgoodmeasure,monthlyuniquevisitorsstandat160million,ithassold900millionunitssofarandthepercustomerannualspendonthesiteworksoutto$155.

ThepictureinIndia,though,doesn'tlookthatimpressivenotatleastwhenstackedupagainstthelocalleaderinthecountry.WhileGrouponIndiahasjust5millionuniqueusersand25,000merchants,itsnearestrivalandlargestplayerinthesegmentMydalahas10timesasmanyuniqueusersandeighttimesasmanymerchants.Ifthatwasn'tenough,theIndianNo.1has4milliontransactingcustomerseverymonth,andmobileusersdownloadroughly150,000vouchersfromMydalaeveryday.

Ifsuchnumbersaren'tfazingGroupon,perhapsit'sbecausethey'relookingatabiggerpicture."Indiaisthefastestgrowingamongst48countrieswhereGrouponispresent,"saysAnkurWarikoo,regionalhead,APACemergingcountries(India,Indonesia,Thailand,Philippines).

GrouponhashaditsshareoflearningsfromtheIndiamarketandhasbeenusingtofinetuneitsstrategy.Forinstance,IndiaistheonlycountrywhereGrouponhasthecashondeliverymodeofpayment.WhilegloballywellnessisthebiggestcategoryforGroupon,inIndiait'sfoodandbeverages.Andalmost90%ofthedealsclosedarefacetoface,saysWarikoo,whomanagedtogetSequoiaCapitaltoinvest$20millionintheIndianunitinMarchthisyear.Theinvestment,thoughnothingcomparedtowhattheIndianstartupsareattracting,showsanewfoundaggressivenessoftheIndianarmtotakeoncompetition.



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"ThereisnothingthatpreventsforeignplayersfromleadingintheIndianmarket,"saysWarikoo,wholooksataFlipkartorMakeMyTripashisrivalratherthanMydala.Mydalareturnsthecompliment."They[Groupon]don'tstandanywherenearus,"saysAnishaSingh,cofounderandCEOofMydala."IthasfailedinIndiabecauseofitsbigdaddyattitude."

Therivalrybetweenthebrandshasaninterestingbackground.In2011,whenGrouponwasplanningtoenterIndia,itwasintalkswithaslewoflocalplayersforabuyout.Mydalawasalsoapproached.However,thetalksfailedovervaluationsandtermsofthedeal."Itwasablessingindisguise,"saysSingh.

TheDelhibasedcompany,whichwasstartedin2009,reportedsalesofRs75crorein201314,withaprofitaftertaxofRs40lakh,afteradjustmentsforanemployeestockownershipplan(ESOP).Itexpectstocross$40millionorRs250croreby201617.

WhathashelpedMydalastealamarchonitsrivalsismassiveuseofdataanalytics."Ithelpsmerchantstargetrelevantusers,"saysSingh.Theanalyticsrevealsnotonlywhatuserstendtobuyandthepricepointstheymightlike,italsotracksthespendingpatternandpredictsthedealsthatwouldworkoutbestforthem.

WhathasalsodonewondersforSinghandtheothertwocofoundersArjunBasuandAshishBhatnagarisworkingearlyonmobilestrategy,connectingwithlocalmerchantsandfocusingondealsofallkindsunlike,say,aGrouponthattargetsrelativelyhigherenddealsatafarmorenicheaudienceintopmetros.SaysSingh:"WearenotheretomakemoviesforthecriticsbuttosetthecashregistersringinglikeDabangg'sChulbulPandey."

CashKarovsTopCashback

ForSwatiandRohanBhargava,itwasthebiggestgambleoftheirlife.Andtheoddsweren'tquiteintheirfavour.

PouringPounds,theircashbackwebsiteintheUK,wasamongthetop10cashbacksitesbutstillway,waybehindthelargestplayer,TopCashback.RatherthanconsolidatingtheirpositionintheUK,thehusbandwifeduodecidedtoshiftbasetoIndiainApril2013,amarkettheirUKrivalhadtakentheplungeintoayearbefore."Wewentbyourgut.We

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feltthechancesofbeatingtheminIndia,amarketwearemorefamiliarwith,werehigher[thanintheUK],"saysSwati.

CashKaroofferscashrebatestocustomerswhobuyproductsfromthewebsite'sretailpartners.Forsalesdrivenfromthesitetoecommercefirms,itgetsacommission,apartofwhichispassedonasextracashbacktocustomers.

Twoyearson,numbersrevealthatCashKaroiscomfortablyaheadofitsUKrival.Itboastsof3,500transactionsperday,anastounding1,000%growthoverthepast12months,1millionmembersacrossplatforms,600+retailersandagrossmerchandisevalueof$50million.CompareitwithTopCashbackandthenumberstellthestory1,0002,000transactionsperdayandarosterof300+retailers.Howdidtheduopullitoff?Simple,theyhadto."Wedidn'thaveaPlanB.SoourfocuswastomakeitbiginIndia,"saysSwati.

SincethefoundingteamwasbasedinIndia,itbecameeasiertofocusondirectrelationshipswithmerchantpartnersandusers,whichinturnhelpedfasterdecisionmaking."ThisisnotthesamewithTopCashbackasitsparentcompanyisbasedintheUK,"sheadds.Moreover,thepresenceofalargegroundteam(over45)enabledCashKarotoimproveitsbackendtechnologyconstantlyamidstafastchangingecommerceecosystem.

Anotherdecidingfactorwasthehungertosucceed.Mostoftheforeignplayersdon'tenteranewmarketwiththatfire,saysRohanBhargava."Justbeingpresentinamarketwithagrowingeconomyandanevenfastergrowinginternetpopulationperhapsissatisfactionenough."

Tobesure,TopCashbackisn'texactlyinahurrytograbpoleposition,preferringtoplayalongtermgame."WewouldlovetobethenumberonecashbackfirmonedaybutIndiaisvast,growingandathoroughlyexcitingplace,"saysNatashaRachelSmith,chiefcommunicationsofficerofTopCashback.

WhatdifferentiatesTopCashbackfromothersisthatitpassesontheentirecommissionitearnstotheusers.Sotheonlymoneyitmakesisfromtheadvertisements.However,thathasnotactedasadeterrentfortheUKmajor."WehavebeenseeingexplosivegrowthinIndiawiththeamountofcashbackearnedinthefirstfewmonthsofthisyearalreadyexceedingthatearnedinthewholeof2014,"saysSmith.

Tillnow,TopCashbackhasdonerelativelylittlemarketing.Amajorityofitsmembershavecomefromreferralsfromexistingusers.Sotheroomforgrowthisimmense.ButcanaforeignplayerclinchNo.1slotinIndianecommerce?"It'sabsolutelypossible,"Smithsays.Watchout,CashKaro.Thebigdaddyofcashbackisgettingreadytofightback.

MakeMyTripvsExpedia



MakeMyTripcouldn'thavebeenbornataworsetimein2000,banginthemidstofthedotcombust.Ayearlater,9/11terroristattacksontheUnitedStatescameasahugesetbacktothetravelindustry.Thetriplewhammywascompleteinlate2002whenthesevereacuterespiratorysyndrome(SARS)brokeout.

ForcofoundersDeepKalraandRajeshMagow,theaftereffectswerenearfatal.Investorspanickedandpressedtheexitbuttons,andfreshfundswerenowhereinsight.Tostayafloat,theduodecidedtofocusontheUSIndiatravelmarket,withnonresidentIndiansastheirtargetcustomers.

Today,NRIsstillcontributetoMakeMyTrip'sbusiness,butjustaboutafraction.Therestcomesfromthedomesticmarket,helpingtheportalemergeasIndia'slargestonlinetravelfirm.

"Thefirstmovertaggaveusastrongerrecallandanenduringassociationwithtravellerswhobookedtheirfirstairticketwithus,"saysMagow,CEOofMakeMyTrip."Therewasnolookingbackafterthat."

Fifteenyearson,MakeMyTripisstillanoverwhelminglydominantplayerwitha47%onlinetravelmarketshare.Beingclosertothemarketdefinitelyhelpedittaketherightdecisionsattherighttimeandalsocapitalizeonitsexistingrelationshipswithsuppliers.

Butwhilethegoinghasbeensmoothsofar,thefinancialsoverthelastfewquartershavebeendisappointing.MakeMyTripreportednetlossesof$3.66millionforthequarterendedDecember30,2014,ascomparedtoa$1.6millionlossinthesamequarterlastyeartheninthstraightlossmakingquarterforthecompany.

Magowandhisteamhavebeenworkingtoputthingsbackontrackbyfocusingonnonairproductssuchashotelsandpackages(H&P)."It'sastrategicfocusareaforus.TheH&Pbusinessdisplayedovera70%growthintransactionsinthepastquarteroverayearago."

Butdoescompetitionworryhim,especiallyfromgloballeaderExpedia?Theworld'slargestonlinetravelcompanybyrevenuesenteredIndiain2008,agoodeightyearsafterMakeMyTrip,andappearshappywithitsprogresssofar.

"Wearenotinthenumbersgameofgettingtoa50%marketshare,"saysVikramMalhi,



managingdirectorAsiaofExpedia."Doingsomethingsillyforthesakeofacquisitionofconsumersissomethingthatwewillshyawayfrom.Iamnotgoingtoburnaholeinthepockettoacquirecustomers."

India'sventurecapitalbackedtravelfirms,hecontends,maybesplurgingonadvertisingandpromotionstorackupsales,butasfarasExpediaacompanywhichlikeMakeMyTripislistedontheNASDAQintheUSisconcerned,itwon'tgoabout"spendingRs1,200toearnRs200fromthecustomer."

SohowwillExpediaplaythegame?Simple,byusingtechnologytoslicedataandcomeupwithproductssuitedforIndians."Wehaveearmarked$10millionfortechnologydevelopmentonlyforIndia,"saysMalhi.WillthatbeenoughtomakeExpedia'stripinIndia?

NaukrivsMonster

In2004,JobsAhead,anIndianjobportal,hadanover40%shareoftheonlinejobsmarketinthecountry.Whileitsnearestcompetitor,Naukri,wasbusydevisingastrategytotopthecategory,theonlyforeignplayerinthesegment,Monster,toowasfiguringoutwaystogetintothegame.

WhennobodywaswillingtogivetheAmericangiant,whichenteredIndiain2001,achance,itcameupwithamonsterofamovebybuyingJobsAhead.ThecombinedentitywasalmosttwicethesizeofNaukri,whichhadbegunoperationsin1997.

Fastforwardto2015,andthepeckingorderchangeth.WhileNaukriisthedominantplayer,MonsterisinvolvedinascrapforthesecondslotwithTimesJobs,ajobportalfromtheBCCLGroup(whichpublishesTheEconomicTimesMagazine).

"Inhindsight,thekillingofJobsAheadbyMonsterwasaturningpoint,"saysHiteshOberoi,CEOandmanagingdirectorofInfoEdgeIndia,whichrunsjobsportalNaukri.

Initially,JobsAheadandMonsterranasseparateentities.ButlatertheidentityoftheacquiredbrandwasmergedwithMonster."Sometimesalocalproductismoresuitedforthelocalmarket,"addsOberoi.



VivekMadhukar,chiefoperatingofficerofTimesJobs,believesIndianplayershaveagreatercapacitytocustomisetheirofferingsfordomesticcustomers."Inaddition,thelogisticsandprofileoftheuserwouldbesignificantlydifferentinIndiaascomparedtotheWest,forwhichforeignplayers'offeringsareprimarilydesigned."

SowhathasenabledNaukristayaheadoftheglobalcountercounterpartinIndiasuperiorunderstandingofthemarketorconsistentinnovationorearlyprofitability?Perhapsamixofallthree,reckonsOberoi.

Tobeginwith,thefirstmoveradvantagehelpedNaukriincomprehendingthenuancesofthemarket.AndanearlyrealisationthatmanpowerintensiveIndianeedsadifferentapproachalsocamehandy.

"ForMonster,Indiawasjust2%ofglobaloperations,butforusIndiawas100%,"explainsOberoi."Soforusitwasadoordiesituation."

TheInfoEdgeCEOalsopointstoanothercriticaldifferencebetweenahomegrown,entrepreneurdrivenfirmandonerunfromtheglobalheadquarters."Attheendoftheday,thepersonwhoisheadingtheIndiaoperationsisjustanemployee.Obviously,pressuretoperformistherebutthestakesarenotashigh[asinafounderdrivenIndianstartup]."

SanjayModiobviouslydoesn'tthinkso.ThemanagingdirectorofMonster(India,MiddleEast,SouthEastAsia,HongKong)pointsoutthattheparentcompanyhaspulledoutallstopstoinstilanentrepreneurialspiritamongemployeesinIndia."ThedecisiontoacquireJobsAheadwastakenlocally,"saysModi."Weareaglobalplayerbutweactlocal."

Forhispart,ModitakesadigattheIndiancompaniesbysayingthattheyhavebeenapingthebusinessmodelsthathavebeenprovenglobally."Nobodycreatedanewmodel.EventhefundingofthesocalledIndiancompaniesisdonebyforeigners."

MonsterenteredIndiain2001,atthetailendofthedotcombust.

Aftersurvivingafewtumultuousyears,itbegantofinditsfeetandadapttolocalmarketconditions.ModifeelsthatlearningsofoperatingintheIndianmarkethaveputitinapositiontotoppletheleader.With1,00,000livejobs,44.9millionregisteredusersand15,000newresumesaddedeveryday,MonsterIndiaisgearinguptotakepoleposition."WearenotheretogaineyeballsbuttobecomeNo.1."

Thecompanyisplanningto"significantly"stepupinvestmentsinIndiathisyeartosupportitsaggressiveintent."It'sonlyamatteroftimebeforewegoinforthekill,"saysModi.LookslikeatoughjobbutMonsterisonit.

QuikrvsOLX

Failfast,scalefastisthemaximPranayChuletlivesby."QuickandQuikrwinstherace,"saysthefounderofQuikr,India'slargestonlineclassifiedsite.

Forthetimebeing,ChuletseemstohavewonthefirstfewroundsbyscalingexponentiallyandgrowingquickerthanglobalrivalOLX,Inc.TheIndianclassifiedsiteboastsofover8.2millionuniquevisitors(asofFebruary)across1,000citiesanddealsinover10categoriesand170subcategories.OLXinIndiahassome5.3millionuniquevisitors.

Startedin2008,Quikrrecentlyraised$150million(aroundRs900crore)fromHongKongbasedSteadviewCapitalalongwithitsexistinginvestors,includingTigerGlobalManagement,raisingatotalofover$350million.Thefreshroundoffundingtakesitsvaluationtoastaggering$1billion.



AskChuletthereasonforthesuccessofIndianplayers,andhehasananswer(aquickone,ofcourse):"Greatbusinessesarenotbuiltbyhiredguns."HereferstotheIndianheadsofglobalMNCsthataretrailingtheircounterpartsinthecountry.

"Entrepreneursarehungrytosucceed,areagile,nimbletoadapttochangingsituationsandpassionate,"heexplains.ThereasonslistedprobablyexplainwhyQuikrracedaheadofNaspersownedOLXinspiteofnothavingthefirstmoveradvantage."[Thatdisadvantage]wascompensatedbylearningfromthemistakesofthosealreadypresent,"hesays.

Also,innovationwasanimperativetocounterthefirstmover.Quikr'sfirstmajorinnovationcameinthefagendof2012.

Consumerswereaskedtogiveamissedcallonanumber,andaQuikrrepresentativewouldcallthembackandtakedownthelisting.ItnotonlyallowedlakhsofofflineconsumerstopostadsonQuikreasily,italsohelpedthebrandpushitsapponthephones."Itacceleratedourgrowth,whichwasnowmuchfasterthanthecompetition,andchangedourtrajectory,"saysChulet.

Twoyearslatercameanothermasterstroke:MSPormaximumsellingpricefortheusedgoods.Sincethenthebrandhaskeptupitsinnovationtempo.QuikrNxt,thelatestofferingrolledoutinJanuarythisyear,isaninstantmessengerservicethatallowsuserstochatusingthewebsiteormobileapp.

WhilethegoinghasbeensmoothforChuletsofar,canhewardoffthechallengefromOLX,whichispresentinover100countriesand,inIndia,iscloseontheheelsoftheleader?

Inanemailreply,anOLXIndiaspokespersonsaidthatinecommerce"OLXistheonlyglobalplayerwhichisthemarketleader".Inrestofthecases,theglobalplayersseemtobelaggingbehindtheirIndiancounterparts,thespokespersonsaid,addingthattheIndiateamofOLXistravellingandwon'tbeabletocomment.

MarketinganalystssayOLXislikelytouptheantesoon."OLXhasdeeppockets,has



madeanimpactwithitscommunicationsanditisonlyamatteroftimebeforeitestablishesitself,"saysAshitaAggarwalSharma,professorofmarketingatSPJainInstituteofManagement&Research.

Thisdoesn'tbotherChulet.Globalguyshavebigmoney,butit'snoteverything,hesays."Ifyouareburningmoneyandthereisnoreturnoninvestment,thensomebodywillwakeupandsmellthecoffee.Itcan'tgoonforlong."ButitmayalsohelpOLXscaleupquickerthanbefore.

FlipkartvsAmazon

AmitAgarwal,countrymanagerandvicepresidentofAmazonIndia,isan'obsessed'man."Weareobsessedwithourcustomers,weareobsessedwithcustomerfeedback,andweareobsessedwithhelpingsellersgetonline..."SuchobsessionhashelpedAmazontakethefighttoFlipkart,India'slargestonlineretailer,inalittleover20monthstintinIndia.

"WeareIndia'slargestonlinestore,"declaresAgarwal,dismissinganytalkaboutbeingsecondlargestinthecountry.Andnotforhimanydifferentiationbetween'foreign'ecommercefirmsandhomegrownones(likeFlipkartandSnapdeal)."Allthese[Indian]companiesareownedbyforeigninvestors."

Agarwal'sclaimtobeingthelargest,though,maynotbebackedbythenumbersthatmatterthoseofsales.InFebruarythisyear,newsreportsquotingunnamedsourcessaidFlipkarthadclocked$4billioninannualgrossmerchandisevalue(GMV).InMarch2014,itsGMVhadstoodat$1billion.GMVisafigureforthevalueofallgoodssoldonthesiteandusedtomeasuretheperformanceofonlineretailers.FlipkartdidnotshareanyfinancialdetailswithETMagazine.

InJuly2014,AmazaonfounderJeffBezoshadsaidinastatementthat"atcurrentscaleandgrowthrates,Indiaisontracktobeourfastestcountryevertoabilliondollarsingrosssales".Twomonthslater,onavisittoIndia,Bezosletonthat"this[India]teamhasblownpastourhighestexpectations."WhenaskedaboutthelatestGMV,AmazonIndiadeclinedtosharenumbers.

InitsfourthquarterfilingsinJanuarythisyear,Amazonmentionedthatin2014ithas


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emergedasIndia'slargestonlinestore.

AmazonIndiahasacollectionofover2.2croreproductsoutofwhich7lakhareavailablefornextdaydeliveryacross19,000pincodesinIndia.Ithasacombinedsellerbaseof100,000withJunglee(whichAmazonacquiredinthelate90s),andhasseeneighttimesgrowthintheRs1croreplussellerclubsaleslastyearitpostedaRs321.3crorenetlossintheyearendedMarch2014."Weareinvestingaggressively,"explainsAgarwal.

What'shelpingAmazoninitssurgeinIndiaisthedeeppocketsoftheparentcompanyBezoscommitteda$2billioninvestmentlastyearandpromisedtokeepthetaprunningaswellasitsfocusoninnovationsandgettingSMEsonboard."Inthelastoneyear,Amazonhasuppeditsgame,"saysSanchitVirGogia,chiefanalystandgroupCEOofGreyhoundResearch.

ShouldFlipkartbeworried?"Competitionisalwaysahealthythingthatdrivesustoinnovateandexplorenewerideas,"saysMukeshBansal,headofcommerceplatformatFlipkart.FoundedbyformerAmazoniansSachinBansalandBinnyBansalin2007,Flipkarthasraised$2.5billion(Rs15,600crore)sofar,hasover40millionregisteredconsumers,shipsabouteightmillionunitsamonthandisvaluedataround$11billion.Andthereisasetoffewambitioustargetsaswell:shippingabillionunitsamonth,serving100millionconsumersby2018,clocking$5billionsales(overRs30,000crore)bytheendofMarch2016(Amazongloballyhadsalesof$88.99billionin2014).

Withover20millionproductsacross70pluscategories,customerscanshopfromawiderangeofnationalandinternationalbrands,saysBansal.

ForFlipkart,whichhasalreadyhadfiveacquisitions,includingfashionretailerMyntra,buyoutsremainacrucialfocusareathisyear,especiallyintechnologyandmobilespace."WewanttheseM&AstodrivetheinnovationengineatFlipkart,"hesays.AsforAmazonasBezosindicatedontheIndiavisitgrowthismorelikelytobeorganic,withacquisitionsbeingastrategytoacquireuniquecapabilitiesratherthanmarketaccess.SmallwonderthenthatAgarwalisputtingpedaltometal.

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Vryniceandinterestingarticle Agree(0)Disagree(0)Recommend(0)Offensive

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Interesting.LetusstandbyourIndiancompaniesandcreateafiercebattleforground.Andletthecompetitionbringmorebenefitstoconsumers.UnlessourIndiancompaniesarenotstrong,MNCswouldexploitusandgobbleourmoneys.

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HELLOFRIENDS,Youcanearn30,000to50,000permontheasilyfromhomeworkingoninternetjobswhichareabsolutelyfreetojoin!,Freetojoinparttimeinternetjobs,Formoredetails,checkmyblogh$tt$ps:/$/rajarya$nm$mb4u.wor$dpress.c$om(remove$signandusethislink)


ThisisthebesttimetobeinIndia'secommercemarket. Agree(1)Disagree(0)Recommend(0)Offensive

Interesting.LetusstandbyourIndiancompaniesandcreateafiercebattleforground.Andletthecompetitionbringmorebenefitstoconsumers.UnlessourIndiancompaniesarenotstrong,MNCswouldexploitusandgobbleourmoneys.


ForFlipkart,whichhasalreadyhadfiveacquisitions,includingfashionretailerMyntra,buyoutsremainacrucialfocusareathisyear,especiallyintechnologyandmobilespace."WewanttheseM&AstodrivetheinnovationengineatFlipkart,"hesays.AsforAmazon


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OnlineshoppingisbecomingacrazeinIndia.Indiancompanyshouldgiveagoodfighttoit'sforeigncounterpart.


ForthatweshouldsupportIndiancompanieswhogiveusvalueformoneyaswellassustainedqualityservice.


Yes,a2ndmoveradvantageisaveryvalidproposition Agree(0)Disagree(0)Recommend(0)Offensive

Wah!Whatastory?Halfthefactsarewrong.Mr.Journalistgoandcheckyourfactsfirst.Intryingtobesensational,you'vegotsomenumbershorriblywrong.Pleasetalktoafewinvestors,customersandsellersbeforeyoupublishsuchrubbish.Yourtargetaudienceforthispostarethestartupfolkandatsomeofyourexamples,theymustbelaughingatyou


whatguaranteedoestheecommerceretailersgiveontheitemssoldontheirplatform....nothing................everythingseemstobeatthecustomersrisk........................


nice... Agree(0)Disagree(0)Recommend(0)Offensive

FlipkartandsnapdealareIndianGoogleandYahoo. Agree(0)Disagree(1)Recommend(0)Offensive

survivalofthefittest Agree(0)Disagree(0)Recommend(0)Offensive

Soverynaturalasonewillgowherethereareopportunities. Agree(2)Disagree(0)Recommend(0)Offensive

Correct,Iagreewithyou. Agree(0)Disagree(0)

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Thanksforagreeingbutitisauniversaltheoryofmigrationonopportunity.


Okay. Agree(0)Disagree(0)Recommend(0)Offensive

Mypleasure.Itisaknownfactthatmigrationhappensforbettersituations.


BonazaafortheconsumersandbadnewsfortheMallswhohaslootedconsumerstilldate.


Naturallyonewillgowheretheopportunityisthere Agree(1)Disagree(0)Recommend(0)Offensive

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India's E-commerce Warzone_ Six Cut-throat Skirmishes Underway Between Global Giants & Indian Top...

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