Indiaplaza was one of the first players in India's e-commerce market and over time carried with it

what I call "first mover mindset" -- because the promoters have been in the business for so long,
they think they know the market and a false sense of complacency sets inHowever, from the
looks of it Indiaplaza wasn't moving with the tide. For instance, as the market evolved and cash-
on-delivery gained traction, Indiaplaza was slow to catch up, moving forward and backward on
its adoption.New entrants were putting more emphasis on the technology, UI (user interface),
backend, alliances, out of box ideas for marketing, et al while as Indiaplaza. hindsight, one could
argue that an entrepreneur who wants to stay afloat should perhaps try to scale down the
business, in this case to the pre-investment mode. The market at that time was starting to explode
in terms of funding -- both in valuation and absolute numbers, raising a pertinent question: was
the amount optimum, did it bear relevance to the market dynamics. Kalaari was making fresh
investments elsewhere at that time. Indiaplaza approached about two dozen investors but nothing
fructified into a transaction. In the current scenario, By sticking around longer in an ever-
ripening e-commerce climate, the business could have been sold profitably. Alternatively, it's
worth questioning if perhaps scaling down and finding alternative funding can happen
simultaneously.