Opening Day Swadesi

2. 2
Madhav Dhir holds an undergraduate degree from Warwick Business School
and a postgraduate degree from Imperial College, London. He has previously
resurrected and built Lords Chloro Alkali Ltd from scratch to INR 250 Crore
turnover in 5 years. In the past, Madhav has also worked extensively across
various Legal, Hospitality, Real Estate and Financial Service sectors through his
family businesses.
He is now taking on e-commerce giants with a Made-in-India platform for all
Made-in-India products to create a niche that fancies the sentiment of the Indian
diaspora.
As Madhav puts it, ”when the tailwinds of a sentiment power an app, we have
seen the Goliath bow down to the David”
Previous experiences in Family Businesses -
Alchemist Asset Reconstruction Company
DHIR & DHIR ASSOCIATES
HOTEL GAUDAVAN(FORT RAJWADA) IN JAISALMER, RJ

3. Srishti Dhir, Strategic Advisor previously founded the Hub and Oak, a co-working space
based in Delhi-NCR. Strong background in investing and turnaround of distressed assets as
the President of Alchemist Asset Reconstruction Company. Masters in Management from
London Business School. She also runs a coworking aggregator platform called Book Office
Now
Ashish Shukla, Seller Management and Supply Consolidation
Ex- Snapdeal & Paytm, Expertise in Vendor Acquisition, Merchant relation and
Business Growth
Arun Kumar, Consumer Acquisition and Demand Innovation
Ex-Indiamart, Expertise in Digital Marketing Business Development & Client
Servicing
Certified Digital Marketing from IIM-Kashipur
3
Beam and Words, Marketing and PR Agency

4. Vision
4
Becoming the market leader in Online
Commerce for Indian consumers and
Indian sellers

5. Why Now?
5

6. Indian manufacturing is expected to reach USD 1 Tn by 2025 aided by
liberalising policy regime of Make in India and Production Linked
Incentives scheme. Gross fixed Capital Formation in this sector which is a
proxy of Net investment in fixed assets stood at USD 614 Bn in FY 20. The
Gross Value Added (GVA) at basic current prices from the manufacturing
sector in India grew at a CAGR of 5% during FY16 and FY20 and is
currently estimated to be USD 397.14 billion in FY20PE. Domestic and
Foreign companies are increasingly localising the production of consumer
and industrial goods for Indians in India, in exchange of imports.
6

7. Fuelled by increasingly economical costs of smartphone and 4G data and
rising disposable income, Indian consumers both rural and urban have
increasingly adopted the digital wave of consumer spending. Online retail
sales have seen growth rates upward of 30% and the market is expected to
reach USD 200 Bn by 2026. Auxiliary technology enabled innovations by
Indian staratups in digital payments, hyper-local logistics, analytics driven
customer engagement and digital advertisements is driving the growth in
the sector.
7

8. 8
While the manufacturing and the e-commerce sector have shown very
impressive growth numbers, the apex body of Indian sellers the CAIT is not
very happy. They regularly complain that the foreign companies and
foreign funded companies aren’t keeping the interest of Indian sellers and
consumers and their operation model is increasingly to profit the foreign
companies and funds. The government has decided to regulate the action
of foreign and has barred foreign e-commerce companies in registering
themselves as sellers on their platform that has repeatedly hurt the
margins of the Indian sellers. This create the space for an Indian
marketplace to better position itself for the interest of Indian sellers.

9. 9
To aid the rising tide of the nation’s manufacturing sector, the government
has announced the vision of an ATMA-NIRBHAR BHARAT. The Indian
consumer market in population numbers consists of a large affluent and
middle class comparable to populations of the rich economies and the
lower levels of pyramid increasingly getting wealthier and increasing their
spend on consumer durables. Enthused by the “Vocal for Local” campaign,
these consumers are increasingly spending their disposable incomes on
equivalent Indian brands.

10. 10
Market Entry
Approach

11. Why this ?
High Relevance High Differentiation
11

12. Indian
Consumers
Indian Manufacturers
& Sellers
Target Audience
12

13. 13

14. Route 1 :
Company Funding Sub-Route
Shopify (Globally Focussed) $122 Mn Tech
Kartrocket (Indian Focussed) $28.6M Tech
Shopmatic (South Asia
Focussed)
$14.7 Mn Tech
Zepo (India Focussed) $1 Mn Tech
Instamojo (India Focussed) $12.5 Mn Tech
14

15. Company Funding Sub-Route
Meesho $190 Mn Not-Applicable
Glowroad $31.3 Mn Not-Applicable
Shopmatic $20.7 Mn Not-Applicable
Shop101 $20.3 Mn Not-Applicable
Route 2:
15

16. Company Funding Sub-Route
Amazon NASDAQ Listed Company Not-Applicable
Big Basket $819 Mn Not-Applicable
Snapdeal $1.8 Bn Not-Applicable
Flipkart Acquired by Walmart Not-Applicable
Shopclues Acquired by Qoo10 Not-Applicable
Dunzo $ 84.7 Mn Not-Applicable
Swiggy $1.62 Bn Not-Applicable
Route 3:
16

17. Operating Model
17

18. 18
Indian Product
Manufacturers & Sellers
Indian Buyer

19. 19

20. 20
Refer next slide for more details
For the detailed LTV-CAC Model

21. 21

22. 22

23. Invested so far: INR 30 Lacs
iOS App Ready and Downloadable
Google Play Store Downloadable in a week
Key Team Onboarded
Vendors and SKUs Onboarded
Payment Partner and Logistic Partners closed
Funds of INR 1 Crore committed
23

24. The Economic Times
Business Standard
The Financial Express
The Hindu Business Line
Mint
Financial Chronicle
Hindustan Times
The Times of India
The Telegraph
Asian Age
The New Indian Express
Deccan Herald
Sunday Standard
24
Entrepreneur
Forbes
Fortune
Business World
Business Today
Outlook Money
The Week
Outlook Business
CEO Magazine
India Today
Franchise India
Entrepreneur
Forbes
Fortune
Business World
Business Today
Outlook Money
The Week
Outlook Business
CEO Magazine
India Today
Franchise India
Franchising World
Franchising World
NDTV
Network 18
CNBC18
CNBC Awaaz
ET Now
PTI
UNI
Reuters
Bloomberg
IANS

25. 25

26. 26
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