Ataur Rahman hashmi

OYO posts over Rs 200 Cr profit; rebrands parent as PRISM Life Oravel Stays Limited, which operates OYO, kicked off FY26 on a strong note with profits more than doubling in the first quarter of the ongoing fiscal year. As per the company’s annual report 2024-25, OYO clocked a profit after tax (PAT) of over Rs 200 crore in Q1 FY26, a sharp jump from Rs 87 crore in the same quarter last year. For the full year FY25, OYO reported a consolidated revenue of Rs 6,252.8 crore, 16% more than the previous fiscal, with an EBITDA of Rs 1,100 crore, and a consolidated PAT of Rs 2,448 crore. Its GBV for the year stood at Rs 16,250 crore, growing 53% year-on-year. In a strategic move to sharpen its identity as a lifestyle and hospitality tech conglomerate, Oravel Stays has introduced a new parent brand PRISM Life (shortened as PRISM). The new identity will act as the corporate umbrella housing OYO and its other premium brands such as Belvilla, Palette, Clubhouse, and Sunday Hotels. The Gurugram-based company has also been pushing premiumisation while expanding globally. In FY25, it deepened its footprint in the US through the acquisition of Motel 6 and Studio 6, and scaled its home business under Belvilla, Dancenter, and CheckMyGuest in Europe. By March 2025, OYO’s portfolio included over 120,000 vacation homes and 21,000 hotels across more than 35 countries. More details - https://lnkd.in/ggKQWA8X Liquidity Consultants

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Dealer Churn is Exploding PAN India – And Here’s Why 🚨 Across industries — cement, FMCG, paints, auto, telecom, and more — a common problem is silently eroding growth: Lack of Ownership + Poor Communication = Massive Dealer Churn Too many sales teams today operate with a job mindset. ❌ No enterprising responsibility. ❌ No urgency to solve problems proactively. ❌ No clear, timely communication. The result? 📉 Dealers feel neglected. 📉 Trust collapses. 📉 Competitors step in — and win. This isn’t just a local issue anymore — dealer churn is rising PAN India across sectors, and it’s directly impacting market share and profitability. Dealers now have endless choices, and they’ll instantly move to brands that provide clarity, speed, and ownership. As leaders, we can’t afford to look away. It’s time to call this out and take hard action: ✅ Build a culture where ownership isn’t negotiable. ✅ Demand clear, consistent communication at every level. ✅ Hold teams accountable — no excuses, no delays. If we don’t act now, the churn will only accelerate — and it won’t just hurt our sales numbers, it will damage the very foundation of our dealer networks. 💬 Are you seeing this alarming trend in your industry too? How are you tackling it before it becomes irreversible? #SalesLeadership #DealerNetwork #Accountability #BusinessGrowth #Leadership #PANIndia

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Lenskart’s global playbook: discipline over blitzscaling What just happened 1. Acquired 80 percent of Spain’s Meller for ₹407 croreFiled DRHP for a ₹2,150 crore IPO in the same week 2. Operates 656 stores outside India that contribute about 40 percent of revenue across 14 countries How it is expanding 1. Selective markets with India-like demand curves such as UAE, Singapore and Japan 2. Partner or acquire to learn the market fast, for example Owndays in 2022 added about 400 stores and on-ground know-how 3. Vertical integration from design to manufacturing to omni-channel delivery keeps prices sharp and quality consistent Operating proof 1. FY25 revenue ₹6,652 crore, up 22 percent year on year 2. First full-year profit ₹297 crore versus a ₹10 crore loss in FY24 3. EBITDA ₹971 crore, up 15 percent 4. Prescription eyewear about 80 percent of revenue, a sticky and recurring category 5. Manufacturing scale in India Gurugram and Bhiwadi with a greenfield expansion of about ₹1,500 crore, plus facilities in Singapore, UAE and a JV in China Why this could work 1. Prescription is a healthcare need rather than a discretionary fashion spike 2. In India online penetration of prescription eyewear is under 5 percent, leaving room for an omni-channel model to convert trial and repeats What to watch next 1. Integration of Meller and continued productivity gains at Owndays 2. Execution in the United States with John Jacobs against incumbents like EssilorLuxottica and Warby Parker 3. International EBITDA trajectory and supply chain speed as the store base scales If you were analyzing the IPO story, which metric would you highlight first: unit economics per store, international EBITDA ramp, or repeat purchase frequency?

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Strategic Divestment & Market Realignment: Swiggy Exits Rapido Swiggy has approved the sale of its entire ~11.8‑12% stake in Rapido (Roppen Transportation Services Pvt. Ltd.) for ₹2,399 crore to Prosus Ventures (~₹1,968 crore) and WestBridge Capital (~₹431 crore). This move highlights a textbook example of strategic portfolio optimization. Key Takeaways & Insights: 1. Conflict of Interest Management – With Rapido entering food delivery, Swiggy preemptively safeguarded its core business. 2. Value Realization – A well-timed exit enabled Swiggy to unlock significant capital from a high-growth investment. 3. Investor Confidence & Partnerships – Participation of Prosus and WestBridge Capital underscores the strong appetite for Indian startups. 4. Focus on Core Competency – Divesting non-core holdings allows reallocation of resources to accelerate Swiggy’s primary business growth. 5. Market Signaling– This transaction signals strategic discipline, foresight, and agility, setting a benchmark for other startups. 💡 Business Insight: Strategic exits are not just financial moves, they are critical levers to safeguard competitive advantage, optimize capital, and strengthen investor trust. 👉Follow TU.RATHISH MENON, Franchise and Business Coach, for the best franchise opportunities and the latest insights on franchise, business, and the people shaping tomorrow’s Business World.👍 Leadership Driving Strategic Decisions Swiggy | Rapido | Akanksha Pal | Mayur Hola | Akanksha Jain | Rohit Kapoor | Phani Kishan Addepalli | Manoj Muthu Kumar | Sriharsha M. | Sidharth Bhakoo #Swiggy #Rapido #BusinessStrategy #InvestmentInsights #PortfolioManagement #StrategicDivestment #StartupIndia #MarketLeadership #BusinessTakeaways

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Zepto shows you products you CAN'T buy. Sounds crazy? It's actually brilliant marketing. I was searching for face wash on Zepto yesterday, and what happened next surprised me in the best way possible. Instead of hiding unavailable products (like most apps do), Zepto does something counterintuitive: it shows them prominently. Here's the brilliant part: When users don't see their preferred products, they often assume the platform doesn't carry them at all. But Zepto solves this by being completely transparent about availability. Here's what they got right: 1) Clear messaging upfront "Few items are out of stock" with "We're restocking soon" – sets expectations immediately 2) Smart product placement Out-of-stock items still appear in search results, so users know Zepto carries their preferred brands 3) Seamless alternatives "Similar Products" section right below – brilliant cross-selling without being pushy 4) Honest product pages When you click on unavailable items: "Current selection is out of stock. Please try changing the selection" – no false hopes 5) Retention strategy "Notify me when back in stock" CTA – keeps users engaged even when they can't buy Most e-commerce platforms hide unavailable products to avoid disappointment. Zepto shows them to build trust and provide alternatives. The result? Users don't leave thinking "Zepto doesn't have what I need." They think "Zepto has everything, some things are just temporarily unavailable." That's the difference between losing a customer and gaining their loyalty. Kudos to the Zepto product team Chandan Mendiratta, Harish Darapu, Sai Ram, Rajat Patel, Milan Maheshwari, Twinkle Das, Amrutha Bhat, Ayaneshu Bhardwaj , Sanskriti Verma, Anu Sankar, Aarshita Verma, and all ( Sorry if I missed your name :( What you’ve built truly stands out. ), 

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Reliance Retail has written off its entire ₹1,645 crore investment in Dunzo, holding a 26% stake. Dunzo, founded in 2015, evolved from a WhatsApp service to a full-fledged app for hyperlocal deliveries. Despite its popularity, it faced profitability challenges due to competition from Swiggy Instamart, Zepto, and Blinkit. Reliance led a $240 million funding round in January 2022, aiming to support JioMart. Operational and cash flow issues slowed growth. The write-off follows CEO Kabeer Biswas' move to Flipkart’s Minutes. Read Full Article: https://lnkd.in/gFFKVhCV #RelianceRetail #Dunzo #HyperlocalDelivery #DeccanFounders

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Most brands in India suck at after sales customer service because it is not easy to give reliable service at scale. And there are 3 core qualities you need in any great after sales service leader/service org First and foremost, empathy. You must be able to put yourself in the shoes of the consumer everytime there is a problem and empathisize with him. You will have to operate from a default position that customer is right. In India, it is other way round and the default position most people have is customer is trying to cheat the system. When you operate from a default trust mindset, yes 5 pc consumers will cheat you and with time you will build processes to weed them out. But the rest 95 pc will have a delightful experience and become life long evangelists Secondly, service requires the highest degree of problem identification and putting processes to solve them at scale. The team needs to be full of problem solvers. Each escalation is a way to identify more edge cases and strengthen the process. Again most after sales service orgs lack this. You will find the top talent in any consumer brand in sales/marketing/product, but very rarely in service And lastly, very strong ops muscle. You need people who can get things done. Leaders who get their hands dirty day in day out. Things will break on a daily basis, but you need the muscles to recover 99 pc of escalations Having leaders and a service org that does all of these 3 together is very rare. Almost non existent. But if done right, the opportunity it unlocks is massive

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Why do some partnerships break? Hero Group and Zerodha are both family-run businesses. Both had talent. Both had trust at one point. But only one of them stayed unshaken. Hero Group split. Zerodha scaled. So what made the difference? It’s rarely just about money, vision, or market share. It’s about invisible systems most people never build: – Trust > talent – Ego management – Emotional boundaries – Clear roles. Even clearer respect – Who takes the final call (and when) Look at Zerodha: Nithin handles strategy and operations. Nikhil focuses on investing and research. They don’t do the same job. They don’t step on each other’s toes. And they definitely don’t let ego enter meetings. It’s not a magical bond. It’s structured clarity. Because when roles are defined, friction reduces. When respect is mutual, decisions compound. And when ego stays out, momentum walks in. Most partnerships don’t fail due to the wrong person. They fail because both people try to do the same job in different ways. P.S. Did you know that Hero Group ownership was split in 2010?

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🇮🇳 One Country. Three Worlds. How Smart Businesses Win in India. India isn’t just a market — it’s three different universes stacked together. To win here, brands don’t just sell — they adapt. Welcome to the strategic lens of India 1, India 2, and India 3. 🔹 India 1: The Always-On, Swipe-Right India 🧑‍💼 Population: ~10–15 crore Think: iPhones, Starbucks, Shark Tank, startups Lives in metros, speaks English, scrolls Instagram between meetings Buys for aspiration, not just need 💡 Netflix, Cred, Zomato Gold — they speak India 1’s language: premium, polished, digital-first 🔸 India 2: The Rising Middle – Hungry, Hopeful, Hustling 🌆 Population: ~30–40 crore Think: Tier 2 towns, shared scooters, EMI dreams, first-time digital users Watches YouTube shorts, shops on Meesho, learns on their smartphone Value matters, but style does too 💡 Xiaomi, Ola, Dream11 — smart pricing, desi packaging, full of ambition 🔻 India 3: The Quiet Majority – Grounded, Gritty, Growing 🌾 Population: ~50–60 crore Think: Rural India, local fairs, ₹10 recharge packs, trust in familiar faces Lives offline mostly, but slowly logging on What they buy feeds, heals, or helps them earn 💡 Patanjali, Chik Shampoo — small packs, big impact, deep roots 🚀 So what’s the strategy? Smart businesses don’t treat India like one market. They custom-build their offering — product, pricing, storytelling — to fit the layer they’re in. Because in India, scale isn’t just about reaching millions — it’s about understanding crores. The brands that decode these layers? They don’t just grow — they thrive. #IndiaMarket #IndiaStrategy #EmergingMarkets #ConsumerSegmentation #India1India2India3 #BharatMarket #RuralMarketing #MiddleIndia #StartupIndia #DigitalIndia #IndiaGrowthStory #BrandStrategy #BusinessInIndia #IndiaInsights #LocalizationStrategy #GrowthMarketing

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📊 Indian Startup Secondary & Exit Deals (2023–2025) Several leading startups, including PharmEasy, Udaan, Meesho, BYJU’S, Pine Labs, and Postman, have seen secondary or exit transactions at valuation discounts ranging from 20% to 90%. 🔹 BYJU’S reported the steepest markdowns with distressed secondaries at 70–90%. 🔹 Udaan, ShareChat, Pine Labs & Postman saw discounts in the 30–40% range. 🔹 Meesho, Rupeek, LetsTransport & Eruditus recorded exits at 20–35% discounts. The trend highlights how Indian startups are navigating exits and liquidity in a changing funding environment. #IndianStartups #Funding #Exits #Inc42 #deals #meesho #Pharmeasy #Byjus #pinelabs #startupecosystem

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