START

Saurabh Raina H042

Savpril Salwan H047
Anubhav Sehgal H049
Somen Sen Gupta H050
Aksh Shah H051
Devesh Vohra H061
Housing.com
Housing.com | Name’s the game | Simplicity

A name that is
• An English word : Motorpaneer, Webchutney, mygola.com
• Not random nonsense word: fusedcow or ixigo.com
• Spelled correctly: How to spell PlayCez or Delyver. How about
MobiKwik?
• doesn't have random capital letters in it : ANTfarm
• instantaneously tells you what they do: Guess what Unbxd or
Airwoot do.

I mean sure - not all companies follow these rules, and

there are obvious exceptions - but it's refreshing to see an
Indian startup that does.
Housing.com | The Team | Youth Talent
Housing.com | Cursory glance | Minimalism

• Minimalistic
• No ads
• Beautiful icons
• Seamless 3D
panoramic
• Gender specific
PG/Hostel listings
Housing.com | Precision and Professionalism
Housing.com | Tapping into the future

USP : Lifestyle rating, Price heat maps, Visibility Index,

Demand Supply map and Agent Happiness Index all at
one place.
Housing.com | Price Heat Maps | Giving people what really matters

Get a ball park figure from the comfort of your home

Housing.com | Reaching your customers
AMA – Ask Me Anything on Reddit and Facebook
Activity
Housing.com | Any publicity is good publicity
Housing.com | Success in Numbers | Bottom line is top priority

Acquisitions
1. Reality Business Intelligence
Pvt. Ltd.
$2million (undisclosed)
2. Indian Real Estate Forum
$1.2million in cash

Online Presence
1. 575,917 fans on Facebook
and 13.7% fan engagement.
Leader on both fronts.
2. Highest Twitter followers:
12,831.
Housing.com | Sustaining and building on

 Revenue Model :
Current:
Two subscription packages for the real estate agents with
unlimited listing option
1) A 6 month package 2) An yearly package
Going forward:
Developing two new verticals i.e. new projects section and land
section which will be new revenue generating streams
 Keep innovating with focus on recall instead of expansion
 Avoid controversies or be a shrewd marketer. Managed to do the
latter till now!
“When people think of food delivery, there will be just one answer –
foodpanda.”
- Rohit Chadda, Co-Founder
Foodpanda | Company Profile
Founder: Ralf Wenzel, Ben Bauer, Rohit Chadda

Type : Online food delivery

Headquarters: Berlin, Germany

Revenue: 6.7 million EUR (FY2014)

Area Served: 40+ countries, 500+ cities

Key people: Beschir Hussain, Rohit Chadda, Marko

Jukic, Giuseppe Belpiede, Ralf Wenzel, Benjamin
Bauer
Foodpanda | Reach
 Foodpanda | Accolades
• Best Food and Grocery Online Retailer of the Year
at 5th CMO Asia Awards for Branding &
Marketing

• Rohit Chadda has been named as the ‘Young Food

and Grocery Professional of the Year (Under 35)’

• The best e-commerce startup at the 2014

European Tech Startup Awards “The Europas”. In
London

• The award for the ‘Best Quick Service Food

Delivery e-Retailer’ at the prestigious Indian e-
Retail Awards 2014

• Rohit Chadda, was named as the ‘Professional

Entrepreneur of the Year’ at the Entrepreneur
India Awards 2014
 Foodpanda | Success Mantra

• Foodbyphone was offline restaurant delivery service in

Singapore which was in the market since 1990s

• Acquired, made online and named as Foodpanda

• To make lives of people convenient in this tough and demanding

lifestyle that help us continue with daily routines of life

• It was a boon for all those whose stomach start rumbling at

inhumanly hours

• With their in-house delivery system orders were delivered in

less than 45 minutes to the customers
Foodpanda | Acquisitions
 Foodpanda | Business Model
• The main source of revenue for a food ordering portal like food
panda is commission from listed restaurants.
This is how it works:

• Online Food Ordering systems partner with local restaurants that

offer home delivery, and prepare a database.

• For every order placed through the website, the restaurant gives a
pre-decided commission.

• Restaurants can also get featured on the website homepage for

publicity. Though as an alternate source of revenue, they offer
advertisements on their home page as well.
Foodpanda | Investors
• Rocket Internet
$ 218
Million
• Goldman Sachs

• Falcon Edge Capital

• Investment AB Kinnevik

• Phenomenon Ventures

• iMENA Group
Foodpanda | Future Scope
• Online food market share is <1% : Strong indicator for untapped market potential
of this business model

• Now, the target is to expand more aggressively in Tier-2 and Tier-3 cities, with a
network of 5000 plus restaurants

• Looking forward to buy stake in tinyowl.com

• IPO market

• DISCOVERY based platforms make money by creating competition among the

Merchants who are targeting same number of users. Merchant who pays highest
will be on top

• Not just food. "I need some flu medication from the pharmacy delivered... Yes I
can't even walk properly". With a good network they could basically deliver
anything.
Uber | How it started

2008 LeWeb tech conference Kalanick met

Garrett Camp & the inception of idea

company was founded in 2009, Uber didn’t

officially launch until June 2010

Engineered a mobile app for the iPhone

A limousine service into an on-demand cab

service

1.5B USD from angel investors

Uber | The Need
Poor customer Negotiation with
experience, late the driver and
cars, drivers other fraudulent
unwilling to accept activities
credit cards lack of an
alternative
Poor cab Waiting time for
infrastructure in taxi
some cities, poor
service
Uber | Differentiating Factor

their smartphone app is integrated with Google maps

1

2 Heat map Generation for reducing arrival time

confirm that they’re on the way, giving you

3 peace of mind that your order was received

Classy and elegant DRIVERS

4

No need to deal with cash, change, tips, or

5

6 completely changing the way getting private

transportations
Uber | Growth Mode

Sponsoring tech events, providing free rides, and in

general driving awareness among this audience.

Imputed sense of luxury

Word of Mouth from Satisfied Customers

Real life situations to spur growth, “Accelerants.”

Demand relationship between people who need
car transportation and drivers who will to provide
the service
Uber | World and Road Ahead
 Job creation-Benefits for Uber Drivers
 Intensely Local, City-by-City Expansion
 Create an Ecosystem where the drivers
and riders both love the service.
 Cheaper and easier than actually owning
a car.
 UberPool : A ride-sharing service
 Uber Advanced Technologies Center in
Pittsburgh

At $50B, Uber is now

valued higher than
80% of the S&P 5000
 Webvan | Introduction

• Webvan was an online "credit and delivery“

grocery business that was founded in 1996 and
went bankrupt in 2001.
• It was headquartered in Foster City, California,
USA, in Silicon Valley.
• It delivered products to customers' homes
within a 30-minute window of their choosing.
• In June 2008, CNET named Webvan the largest
dot-com flop in history
• It is now owned and operated by Amazon.com
 Webvan | Timeline
IPO in Nov 1999
Raised $375 million
Investments Company valued at
worth $800 Spent over $1
more than $4.8 billion bn on
million
building
infrastructure
Cumulative
losses of over
$500 mn

Benchmark Capital
Founded – Sequoia Capital
1996 by Softbank Capital
Louis Goldman Sachs
Borders Yahoo!

Filed for bankruptcy in 2001

 Webvan | Business Model
• Build brand awareness and market share
• Deliver superior customer service and operating performance
• Leverage efficient and scalable business design
• Replicate distribution centre and delivery system in different geographic markets
• Leverage distribution system to enter additional product categories
• Embraced a total customer satisfaction model involving a 30 minute window delivery
Webvan | Reasons for failure

Wrong Target Too Much

Complex
Audience Money,
Infrastructure
Segmentation Expanded
Model
And Pricing Too Fast
Are Today’s Home Delivery 2.0 Startups
Doing It Differently?
• avoiding the infrastructure model mistakes
• focus on two areas, delivery and customer service, and
concentrate their resources on excelling in those departments
• Effective pricing models
• Avoiding the GBF model
 Indiaplaza | Introduction
• India’s first online retail store
• Around 8 million products ranging from mobile phones,
cameras, books, jewellery etc. were offered
• A customer base of 1.5 million
• Founded in 1999 as Fabmall.com by K Vaitheeswaran in
Bangalore.
• Later, rebranded itself as Indiaplaza after the acquisition
of a US-based firm Indiaplaza in 2007.
Indiaplaza | Business Model
• Used the marketplace model of e-
commerce
• Buyers and sellers meet on a
website with the website charging
sellers for listing
• Unlike Ebay, everyone was not
allowed to be a vendor. The
choice of vendors was at the
discretion of the leadership of
Indiaplaza
Indiaplaza | Journey so far
2002 2007
1999 Fabmall.com becomes
Indiaplaza begins Fabmall.com again
Fabmart.com, India’s
undergoes rebranding
operations as first integrated online
and renames itself
Fabmall.com and offline retail
company Indiaplaza.com

2013 2012 2011

With no one ready to Losses exceed $1.4 Obtains fresh funding of
invest further, million around 10 times $5 million from Kalaari
Indiaplaza shutsdown more Capital to raise capital
 Indiaplaza | Why did they fail?
• Unable to raise capital
• Low investment in brand
building
• 7-8 years ahead of its time
• Reluctant use of COD
• Customer grievances
because of delayed or wrong
product deliveries.
• New entrants
Better place | Business Model
Better place | The Inevitable Downfall
• Projected sales - 100,000 cars Sold- 1,500 cars
• $850 million investments down the drain.
• Better Place filed for bankruptcy on 26 May 2013.
• A lesson in how not to launch innovative products.
 1. De-risk the Buying Decision
• Uncertain resale value.
• Expensive charging stations
• Inconvenient network of swap stations.
• A mediocre car.
• Start with something innocuous and slowly embrace the customer.
 2. Avoid Fragmented Decision-Makers

• Needed to convince :

i. Automakers
ii. Leasing companies and
iii. Customers of its value.

• A business partner with uncertain prospects.

Automakers Leasing Customers
companies
 3. Prevent Chicken-and-Egg Situations
• Swap station- a unique idea.
• But, each station required 500,000 $ to build.
• Little sense in building a vast network for few, but customers demanded the same.
• Was the chicken-and-egg conundrum even necessary? Tesla did not think so.
4. Target a Foothold
• Footholds adopt innovation quickly.
• Target small but influential footholds.
• Better Place had difficulty defining what foothold it was pursuing.
• Targeted whole nation (Israel and Denmark) as a foothold.
• Bluecar- top selling EV in France. Why?

Bluecar- Targeted a foothold in France.

 5.Poor and Deviant Leadership
• “Nobody loves their wireless carrier, they love their Iphone”
• "We had no automotive experts," "Nobody who'd worked on a car in their life.“
• "In hindsight, we deviated from the mission.”
 REFERENCES

1. www.crunchbase.com, The world’s most comprehensive dataset for startup activity

2. www.housing.com, The official website of the housing.com startup
3. www.foodpanda.com
4. www.quora.com, Startups in India
5. www.Wikipedia.com, The online encyclopedia
6. McKinsey Insights on Indian startups
THANK
YOU