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ACKNOWLEDGEMENT

The successful completion of the project would not have been possible
without the guidance and support of many people. I express my sincere
gratitude to Bala Sarda, Vahdam for allowing to do my project at
Vahdam.

I thank the staff of Vahdam for their support and guidance and helping
me in completion of the report.

I am thankful to my internal guide Dr Bhoopender Bharti, for his

constant support and inspiration throughout the project and invaluable
suggestions, guidance and also for providing valuable information.

Finally, I express my gratitude towards my parents and family for their

continuous support during the study.

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 Executive Summary

The research project is mainly focused on the E-commerce industry and is more inclined
towards the focusing on international brands and brand marketing . This is presented by
conducting research at the Vahdam Operation department located in Delhi.

Initially, the project understands the present situation of the E-Commerce industry’s
growth at 10.8% and its future value by 2030. It has also shown that the new sales of
different brands in the market have dropped due to the economic slowdown, but the
Brand is experiencing growth and the market share held by different brands in the pre-
owned market.

This project analyses the different brands in the industry for porter’s 5 forces . E-
commerce industry is explained better by understanding about International Brands, their
vision, structure, services, characteristics, the 7S model and different strategies.
International Brands in the field of marketing has implemented digital marketing and has
developed various sales strategies and has been able to establish a good reputation and
position in the Brands market . This project explains the need for digital marketing, the
importance of having an online presence in the market, advantages of digital marketing
and in detail explains how different brands enter into the e-commerce industry .

How the brands enter India . This report also identifies the problem of improper
utilization of social media in digital marketing strategy of the brands . Here the sales
strategies of the entire E-commerce industry are similar to that implemented at
International brands. Also Brands does not utilize customer feedback which is a problem
addressed in the report. The project explains the various sales strategies such as pricing,
sales process, executive targets, weekly sales arrangement strategies and their need,
effectiveness in booming a particular sector sales at myntra.

The main objectives of this study are to understand the application of how brsnds in E-
commerce industry, to understand the different marketing strategies in the industry, to
understand the nature and reasons for growth of the industry, to understand the services,
products provided by brands dealers and to understand the Strengths, Weakness,
Opportunity and Threats of Myntra The major findings of the study are, the affect of
government policies on the sales, aggressive sales strategies are the factors for influence
on customers, small sized brands are experiencing the maximum growth, digital
marketing’s impact on sales and effective implementation of sales strategies.

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 CONTENTS

S.NO. TOPIC PAGE NO.

1 Certificates

2 Acknowledgement

3 Executive Summary

4 Chapter 1: Introduction

5 Chapter 2: Review of Literature

6 Chapter 3: Research Methodology

7 Chapter 4: Data Presentation & Analysis

9 Chapter 5: Data Interpretation

10 Chapter 6: Summary & Conclusion

11 References/Bibliography

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 Chapter-1: Introduction

1.1 Meaning of E-commerce

Electronic commerce (ecommerce) refers to companies and individuals that buy and sell
goods and services over the Internet. Ecommerce operates in different types of market
segments and can be conducted over computers, tablets, smartphones, and other smart
devices. Nearly every imaginable product and service is available through ecommerce
transactions, including books, music, plane tickets, and financial services such as stock
investing and online banking. As such, it is considered a very disruptive technology .

 Ecommerce is the buying and selling of goods and services over the Internet.
 It is conducted over computers, tablets, smartphones, and other smart devices.
 Almost anything can be purchased through ecommerce today; for this reason,
ecommerce is often highly competitive.
 It can be a substitute for brick-and-mortar stores, though some businesses choose
to maintain both.
 Ecommerce operates in several market segments including business-to-business,
business-to-consumer, consumer-to-consumer, and consumer-to-business.

1.2 Consumer Satisfaction

consumer satisfaction is an emotional response that is felt by consumers on the
evaluation of product that their consumed [7]. According to Kotller and Keller
(2012) satisfaction is a feeling of pleasure or disappointment in someone who appears
after comparing the performance or results of a product that is thought to the
performance or expected results. If the performance feels below, the consumer is
not satisfied. If the performance exceeds expectations, the consumer will be very
happy or satisfied .Consumer satisfaction is the perception of a product or
service that has met expectations. Therefore, consumers will not be satisfied, if
consumers have the perception that met their expectations [8]. Consumer satisfaction
is a response or assessment of the performance of the product or service. Following are
the dimensions of customer satisfaction according to Tjiptono (2011): (1) Overall
Satisfaction; (2) Confirmation of Expectation and (3)

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Comparison to Ideal And indicators of customer satisfaction are (a) desire or
expectation of consumers to continue using the services; (b) consumers' willingness to
recommend to others and (c) satisfied with the quality of services provided.

1.3 Working Capital in E-commerce

According to a new survey conducted by MarketingSignals, the failure rate for e-

commerce businesses stands at 90% after 120 days, or about four months. Out of these,
32% fail simply because they run out of money. Working capital can help — that’s why
understanding what it is and why its import is crucial.

This becomes even more pertinent in the current economic climate. Due to the pandemic
and the subsequent lockdowns, as well as movement restrictions, there has been a drastic
shift towards e-commerce, and almost everyone who is selling products or services today
has a digital presence as part of their business model. This surge in online purchasing has
been accompanied by a drastic shift in consumer behavior. According to Statista, in 2016,
209.6 million U.S. people were online shoppers and had browsed products, compared
prices or bought merchandise online at least once. These figures are projected to reach
230.5 million in 2021, positioning the United States as one of the leading e-commerce
markets based on online shopper penetration.

Working capital can help pad e-commerce companies' bank accounts as they work to
keep up with this dynamic market. While you still need to remember your bottom line, it
can help you focus more on inventory, logistics, and marketing, as well as your overall
business growth and development, with the help of a little extra cash.

By definition, working capital is a financial metric which represents operating liquidity

available to a business. In other words, it is the cash flow that you need to cover current
assets and expenses in order to keep your business running.

If you are an e-commerce merchant, you typically have to pay outgoing expenses well
before you generate any income from sales. Working capital is the cash flow that helps
you cover these expenses such as employee salaries, vendor payments, advertising,
inventory, and others. Working capital for e-commerce merchants can be extremely
helpful in playing a role to aid you in meeting current, short-term obligations, and to keep
the business running smoothly.

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Having a steady cash flow is crucial for any business, and online sellers are no exception.
However, due to a number of reasons, some parts of the year can see a great deal of
business, while others are slow. This is where proper working capital management comes
into play.  Here are the top five advantages of working capital for e-commerce, and how
it can help you grow:

1. Resiliency — If this pandemic (or any economic downturn, for that matter) has
taught us one key lesson, it is the importance of building a resilient business.
Companies that have consistently high amounts of working capital are generally
much better prepared to respond to emergencies and unexpected events.

2. Operational flexibility — With online commerce, trends change every day. Today
social media commerce is on the rise, tomorrow brick and mortar stores might be
back; you just never know. To keep up with ever-changing consumer behaviour
and trends in the world of e-commerce, having working capital on hand is always
helpful. It makes adapting to changes, streamlining operations, and launching
channels and products quickly much easier.

3. Better inventory management — For peak seasons like holidays and back-to-
school shopping, e-commerce stores need to be ready with extra inventory to
avoid backorders. With working capital in hand, you can purchase extra inventory
and stock up for these seasons. This not only helps you serve your customers
better but can also go a long way in helping you save money in the form of bulk
orders and other special discounts from suppliers.

4. Better advertising and robust marketing campaigns — According to the above-

mentioned MarketingSignals study, around 36% of e-commerce businesses fail
due to a lack of online visibility. This makes sense — if you’re selling products
and services online, then you need to have an online presence. Additional funds
can help you invest in a full-fledged online marketing plan.

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1.4 Why E-commerce?

With the increasing diffusion of ICTs, more specifically the Internet, the global business
community is rapidly moving towards Business-to Business (B2B) e-Commerce. The
buyers gain a clear advantage when the Internet gives them access to the global market,
by which they can compare prices across regions, find out whether prices vary by order
fragmentation and get awareness about substitute products. Due to transparency of the
market, customer can compare the services of various e-commerce sites easily. For
instant, in case of e-commerce the competitors are one click away from customer. If
clients are not happy with the products, prices or services offered by a particular
ecommerce site, they are able to change much more easily than in the physical. From the
Sellers’ point of view, they don’t need to have physical existence of shop.

1.5 Implementation Strategy in E-commerce

Some shoppers would visit a physical store to check the availability of the item, how it
looks like, how much it costs, and to see if the item is something that the shopper would
want to purchase right away. Then, there are those who rely heavily on online stores to
check its availability or make the purchase readily.

E-commerce greatly flourished over the last few years not only due to the vast
improvements made with the Internet (i.e., the birth of Internet-of-Things), but also
because of those made with the devices used to access it.

1. Plan it out

Determine first the nature of your business—its needs and goals, strengths and
weaknesses, and challenges.

This is also the first step in knowing which channels to take advantage of. Keep in mind
that not all will be beneficial to you. Just because a particular channel worked for one
business, doesn’t mean it’s going to work for yours, which is why studying the details of
your business is essential.

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2. Embrace all possible channels in the customer journey

It is important to determine which channels to start with and utilize. Fortunately, there are
low-cost solutions for reaching your target market.

Take advantage of these systems and allow your customers to interact with you through
their preferred method. Forcing them done a single generic path may be easier for you in
terms of boosting your numbers, but the priority should be adapting to consumer behavior
and preference.

Today, 45% of consumers prefer a combination of online, mobile, and in-store shopping,

so make sure that you are discoverable across all channels to give you the most ROI and
opportunities to convert at every avenue.

3. Decide which customer segments you to focus on for a personalized experience

Around 74% of consumers do not like receiving content that isn’t relevant to their
interests. Segmenting your buyers depending on specific criteria (with the help of your
CRM) allows you to personalize the messages to send out—assuring you of maximum
engagement and that your content doesn’t go straight to the Trash.

Identify what works for your customers through social monitoring, analytics, and even
surveys. Listen to what they are saying and invest in their experience.

4. Make every touchpoint a shopping haven

According to Google, a critical element in omnichannel strategies perfects the customer

journey: making every touchpoint shoppable. This means that all platforms utilized are
capable on its own to convert.

Reduce friction to help give customers a seamless purchasing experience, and for your
business to drive to more conversions.

5. Maintain a consistent brand image

The omnichannel strategy requires consistent branding. Whether customers access your
business at the physical store, on social media, or the e-commerce website, they should be
able to identify your brand and message. This helps in providing them a consistently
excellent buying experience.

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Unifying your channel approach means avoiding conflicting messages and making your
campaign goals clear. There should be a common theme running on your UX, website,
emails, and all other customer-facing materials. They should be able to trust you.

6. Invest in customer care service

According to reports, 54% of millennials, 50% of Gen Xers, and 52% of baby boomers
will discontinue supporting a business due to poor customer service. Another 77% of
people say that excellent customer service for businesses means valuing the customers’
time.

It’s safe to say that customer support is integral in retaining buyers. Apart from that, it
may also lead to referrals and recurring revenues. Listen to your customers and
implement these suggestions accordingly to improve customer service.

7. Integrate your systems and tools for customer data gathering and processing

Consolidate your marketing systems and tools to reduce data ambiguity and ensure
integrity. With the correct data, you get a better picture of the success of your campaign.

There are services from different providers offering every aspect of omnichannel setup.
You can pick several providers including e-commerce outsourcing instead of just one.
You can even choose specific tools to favor your business and the needs of your
customers while retaining control on your system.

May it be BPO services or providers in your area, they should have specialists working to
implement the strategy effectively. In addition, the programs should be kept up to date
with new features.

8. Continuously optimize your channels

Optimizing your online and offline channels means monitoring their performance
including cross-channel experiences and reorganizing them when needed.

Here are some of the ways to do it:

– Use the data you gathered to determine the efficiency of the channel, not industry
benchmarks.

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– Modify the channel that is not generating revenue. If still ineffective, drop it altogether.
Invest in a channel that offers you the best ROI and take advantage of the channels that
are performing well.

– Regularly monitor top channels and modify the strategy if the ROI is decreasing or not
increasing as fast as before.

2. Objective of E-commerce
The term e-commerce was coined back in the 1960s, with the rise of “Electronic
Commerce” the buying and selling of goods through the transmission of data which was
made possible bythe introduction of the electronic data interchange. Main objectives of e-
commerce are as follows.

a.) Reducing the management cost:

Businesses aim at reducing the costs incurred for the betterment of their revenue.
Automating the e-commerce business can help in reducing the management cost
significantly. Right use of digital marketing can help inreducing the cost spent on
driving customers to such an extent that businesses can bring customers for free
of cost.

b.) Developing business relations:

With ecommerce as the primary use, business development can be easily

achieved. The direct communication between a company and the customer,the
business relationship can be boosted. Eventually, the ecommerce market shall be
expanded.

c.) Increasing the number of loyal customers:

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 Customers are the core of all business strategies. Therefore, ensuring the great
customer experience is of prime importance for the growth of the business. You
need to meet your customers where they spend their time. More than 60% of
consumers look for purchasing goods and services online. If you meet your
customers where they are already active, the chances of them, interacting with
your business increases two folds. You can increase the number of loyal
customers by giving the best experienceto your already existing customers as well
as bring in newer customers .

d.) Boosting the efficiency of services:

With the continually evolving technology, you need to enhance the efficiency of
your services. By choosing an online ecommerce platform to create an online
store, you can efficiently reduce the cost of managing and selling online. You
have various opportunities to boost the efficiencyof your service that eventually
enhances the revenue earned. By reducingthe delivery time, you can witness
happy customers getting back to your business two times faster. Another way is
to provide your customers withautomated services such as status update, invoice
creating, chat support, etc. When you update your efficiency of delivering
products or services to your customers, you are creating a strong online presence
that helps you sell more.

e.)Making responsive e-commerce website:

With the increasing use of smart phones for shopping online, it has become
more than mandatory for ecommerce businesses to go mobile. Apart from
creating a native mobile app, you need to create a responsive ecommerce website.
It is one of the major objectives of all leading ecommerce businesses. By
responsive, it means to create a website that can be viewed from any devicesof
varying screen size, equally. Studies say that Google may next rank a website
based on its mobile website. It means that any website that has a responsive
design would be ranked on top of the website that does not have one. Making
your ecommerce website responsive can help you optimize it. A mobile-friendly
website earns more traffic than the rest

.f.) Increasing sales:

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The objective of increasing sales will always remain continuous and constant for
an e-commerce business. In order to thrive in the ecommerce industry, you need
to boost your sales, constantly. All other objectives are zeroed down to make this
objective happen. However, you also need to look into your past storeanalytics
and figure out the marketing tactics that have worked well for you to increase
sales. Although these objectives could help you in gaining sales, nothing can beat
the tried and tested marketing tactics for your business. For instance, the products
that are sold the most, ideally the best seller can be used for remarketing and grab
more attention. Any marketing strategy you used earlier including the email
targeting and traffic boosting tactics must be revisited and worked upon to
increase sales. Based on the above-mentioned objectives and the marketing
tactics that actually worked for you, you need to design your marketing plan.
Only you can decide what is perfect for your business and what is not. Every
business is unique, and so is yours.

3. Scope of E-commerce

Today, online shopping is a reality in India. The market place is flooded with
several ecommerce options for shoppers to choose from. In the recent past, the
growth of e-commerce industry in India has been phenomenal as more shoppers
have started discovering the benefits of using this platform. There is enough
scope for online businesses in the future if they understand the Indian shopper’s
psyche and cater to their needs. Listed below are the reasons that guarantee the
future prospect of E-commerce in India.

a) Cash on delivery (COD)

Indian e-commerce industry has evolved over a period of time with
innovations that have changed the rules of the game globally. COD is one
such example. In a country where credit card penetration is much lower than
other developed markets and where e-commerce companies are still working
hard to build trust among shoppers, introducing cash on delivery has been one
of the key factors for the success of the segment. At present, COD is the
preferred payment mode for close to 55-60% of all online transactions in the
fashion and lifestyle segment in India. Executing COD efficiently and

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 painlessly for the customer is critical to the success of any ecommerce player
in the country.

b) Delivering experience
E-commerce needs to focus on customer experience to build trust and
confidence. Customer experience encompasses every interaction of a
customer from placing an order to interacting with customer service team, to
the actual delivery experience. Providing a great delivery experience is one of
the core aspects to delighting customers. This not only mean faster deliveries
but also consistency and reliability. The more faith the customer has in your
delivery service, the more likely he is to buy again. Besides, it builds a good
brand image and word-ofmouth publicity.

c) Growing the base

India has more than 130 million online users at present, out of which as many
as 10% are engaging in online transactions. The online user base is expected
to cross 300 million in the next 2 – 3 years and a larger percentage of people
are expected to transact online by the end of 2015. This large base will
provide vast scope for e-commerce businesses to establish themselves in
India.

d) Growing opportunities
The e-commerce industry is growing at a rapid pace and changing the
dynamics of the retail industry. In the coming years, e-commerce is expected
to contribute close to 8-10% of the total retail segment in India. This growth
is bound to continue provided e-commerce companies focus on innovating,
building strong technology infrastructure and delivering the best customer
experience.

e) Online Travel Segment

The online travel segment has seen a CAGR of 55.5% from 2007-2012. The
is due to rise of disposable income, surge in demand for domestic travel and
the boom of the tourism industry. Domestic travel contributed to as much as
50% of the total market, followed by railways tickets, international air tickets,
hotel bookings and bus tickets.

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 f) E-Tailing
E-tailing encompasses buying consumer items like apparels, electronic
devices, home and kitchen appliances, jewellery, online. Competition is
intense due to low entry barrier of this segment. However, Amazon.com,
flipkart, snapdeal.com,jabong.com, and myntra.com are some of the major
players. This segment is expected to grow further as people become more
pressed for time. Also the choice that e-tailing sites offer to customers will
drive demand for this 13 segment. However, there will be intense price based
competition in this sector and consolidations are in the order.

2: Company Profile

2.1 Overview

Vahdam Teas Private Limited is a Private incorporated on 29 December 2014. It

is classified as Non-govt company and is registered at Registrar of Companies,
Delhi. Its authorized share capital is Rs. 1,200,000 and its paid up capital is Rs.
286,520. It is inolved in Production, processing and preservation of meat, fish,
fruit vegetables, oils and fats.

Vahdam Teas Private Limited's Annual General Meeting (AGM) was last held on
27 December 2021 and as per records from Ministry of Corporate Affairs (MCA),
its balance sheet was last filed on 31 March 2021.

Directors of Vahdam Teas Private Limited are Balkrishna Sarda, Nikhil

Kishorchandra Vora, Raj Kumar Shyam Sunder Saboo, Chetan Naik, Kanwaljit
Singh, .

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 2.2 Details

 Industries 

E-Commerce

Food and Beverage

Tea

 Headquarters Regions Asia-Pacific (APAC)

 Founded Date Apr 1, 2015

 Founders Bala Sarda

 Operating Status Active

 Last Funding Type Series D

 Legal Name Vahdam Teas Private Limited

 Company Type For Profit

 Contact Email help@vahdamteas.com
 Phone Number +91 11 41073406

Vahdam Teas is among the world’s first vertically integrated online-first tea brands that
sources premium garden fresh teas. Established in 2015, Vahdam Teas have been already
shipped to 76 countries with USA, Russia, and Europe being its top markets. The team
shares a passionate vision to create India’s first home-grown global tea brand by
leveraging technology.

Vahdam Teas is a New Delhi-based company

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 2.3 Mission and Vision

A Dream to Empower Millions India accounts for a majority of the tea being produced in
the world. Evidently, our tea industry is the second largest employer of manual labour in
the country. This industry relies on bulk exports to globally acclaimed tea brands which
continue to grow while farmers here tirelessly work for low wages and an uncertain
future. Such brands do not hesitate to shift to inferior teas from other regions whenever
farmers ask for a deserving price. For a home-grown brand like VAHDAM® India, our
farmers are a priority. We eliminate unnecessary middlemen and are loyal to partnering
estates. This ensures that all the earnings are retained in these regions and each farmer
gets a better price and is empowered to take a step towards a brighter tomorrow.

2.4 Funding

Number of Funding Rounds-  7

Total Funding Amount-  $62.3M

Vahdam Teas has raised a total of $62.3M in funding over 7 rounds. Their latest funding

was raised on Sep 8, 2021 from a Series D round.

2.5 Products

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18
2.6 Industry Profile

One of the earliest forms of trade conducted online was (OLTP) developed in the
1960s and it allowed the processing of financial transactions in real-time.] The
computerized ticket reservation system developed for called (SABRE) was one of
its applications. Here, computer terminals located in different travel agencies were
linked to a large IBM mainframe computer, which processed transactions
simultaneously and coordinated them so that all travel agents had access to the
same information at the same time. The emergence of online shopping as we know
today developed with the emergence of the Internet. ] Initially, this platform only
functioned as an advertising tool for companies, providing information about its
products. It quickly moved on from this simple utility to actual online shopping
transaction due to the development of interactive Web pages and secure
transmissions. Specifically, the growth of the internet as a secure shopping channel
has developed since 1994, with the first sales of album ' Wine, chocolates, and
flowers soon followed and were among the pioneering retail categories which
fueled the growth of online shopping. Researchers found that having products that
are appropriate for was a key indicator of Internet success. Manyof these products
did well as they are generic products which shoppers did not need to touch and feel
in orderto buy. But also importantly, in the early days, there were few shoppers
online and they were from a narrow segment: affluent, male, 30+. Online shopping
has come along way since these early days and -in the UKaccounts for significant
percents (depending on product category as percentages can vary).

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Customer buying behaviour in digital environment

The marketing around the digital environment, customer's buying behaviour may
not be influenced and controlled by the brand and firm, when they make a buying
decision that might concern the interactions with search engine, recommendations,
online reviews and other information. With the quickly separate of the digital
devices environment, people are more likely to use their mobile phones, computers,
tablets and other digital devices to gather information. In other words, the digital
environment has a growing effect onconsumer's mind and buying behaviour. In an
online shopping environment, interactive decision may have an influence on aid
customer decision making. Each customer is becoming more interactive, and
though online reviews customers can influence other potential buyers' behaviors.]
In addition, not only those reviews, peoplemore rely on other people's post
information about product commends on social media. There will shows common
problems in the past and some solutions or comments of the merchants will be
attached for customerreference. Subsequently, risk and trust would also are two
important factors affecting people's' behavior in digital environments. Customer
consider to switch between e-channels, because they are mainly influence by the
comparison with offline shopping, involving growth of security, financial and
performance-risks In other words, a customer shopping online that they may
receive more risk than people shopping in stores. There are three factors may
influence people to do the buying decision, firstly, people cannot examine whether
the product satisfy their needs and wants before they receive it. Secondly, customer
may concern at after-sale services. Finally, customer may afraid that they cannot
fully understand the language used in e-sales. Based on those factors customer
perceive risk may as a significantly reason influence the online purchasing
behaviour. Online retailers has place much emphasis on customer trust aspect, trust
is another way driving customer's behaviour in digital environment, which can
depend on customer's attitude and expectation. Indeed, the company's products
design or ideas can not met customer's expectations. Customer's purchase intention
based on rational expectations, and additionally impacts on emotional trust.

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 Moreover, those expectations can be also establish on the product information and
revision from others.

Disadvantages

Fraud and security concerns

Given the lack of ability to inspect merchandise before purchase, consumers are at higher
risk of fraud than face-to-face transactions. When ordering merchandise online, the item
may not work properly, it mayhave defects, or it might not be the same item pictured in
the online photo. Merchants also risk fraudulent purchases if customers are using stolen
credit cards or fraudulent repudiation of the online purchase. However, merchants face
less risk fromphysical theft by using a warehouse instead of a retailstorefront. (SSL) has
generally solved the problem of credit card numbers being intercepted in transit between
the consumer and the merchant. However, one must still trust the merchant (and
employees) not to use the credit card information subsequently for their own purchases,
and not to pass the information to others. Also, hackers might break into a merchant's
web site and steal names, addresses and credit card numbers, although the intended to
minimize the impact ofsuch breaches. is still a concern for consumers. A number of high-
profile break-ins in the 2000s has prompted some U.S. states to require disclosure to
consumers when this happens. Computer security has thus become a major concern for
merchants and e-commerce service providers, who deploy countermeasures such as
firewalls and anti-virus software to protect their networks. is another danger, where
consumers are fooled into thinking they are dealing with a reputable retailer, when they
have actually been manipulated into feeding private information to a system operated by
a malicious party. Denial of service attacks are a minor risk for merchants, as are server
and network outages. Quality seals can be placed on the Shop web page if it has
undergone an independent assessment and meets all requirements of the company issuing
the seal. The purpose of these seals is to increase the confidence of online shoppers.

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However, the existence of many different seals, or seals unfamiliar to consumers, may
foil this effort to a certain extent.

Products such as spare parts, both for consumer items like washing machines and for
industrial equipment like centrifugal pumps, also seem good candidates for selling online.
Retailers often need to order spare parts specially, since they typically do not stock them
at consumer outlets—in such cases, e-commerce solutions in spares do not compete with
retail stores, only with other ordering systems. A factor for success in this niche can
consist of providing customers with exact, reliable information about which part number
their particular version of a product needs, for example by providing parts lists keyed by
serial number. Products less suitable for e-commerce include products that have a low
value-to-weight ratio, products that have a smell, taste, or touch component, products that
need trial fittings—most notably clothing—and products where colour integrity appears
important. Nonetheless, some web sites have had success delivering groceries and
clothing sold through the internet is big business in the U.S.

Impact of reviews on consumer behavior

One of the great benefits of online shopping is the ability to read product reviews,
written either by experts or fellow online shoppers. conducted a survey in March 2010
and polled more than 27,000 Internet users in 55 markets from the Asia-Pacific, Europe,
Middle East, North America, and South America to look at questions such as "How do
consumers shop online?", "What do they intend to buy?", "How do they use various
online shopping web pages?", and the impact of and other factors that come into play
when consumers are trying to decide how to spend their money on which product or
service. According to the research, reviews onelectronics (57%) such as DVD players,
cellphones, or PlayStations, and so on, reviews on cars (45%), and reviews on software
(37%) play an important role in influencing consumers who tend to make purchases
online. Furthermore, 40% of online shoppers indicate that they would not even buy
electronics without consulting online reviews first. In addition to online reviews, peer
recommendations on online shopping pages or social media websites play a key rolefor

22
online shoppers when they are researching future purchases. 90% of all purchases made
are influenced by social media.

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Chapter-2: Review the Literature

Gupta (2014) in her paper “E-Commerce: Role of e-commerce in

today’s business”, presents a comprehensive definition of e-commerce while
isolating it from e-business. The paper enlists the different e-commerce models
i.e. B2B, B2C, B2G and C2C, narratively analysing the nitty gritties of
each. Rina (2016) also elaborates the different applications of e-commerce in
“Challenges and Future Scope of E-commerce in India”, at the same time,
defining the degree to which they are operational in the country,

Nasekaran, Marri, McGaughey, & Nebhwani (2002) give a broad outlook of

electronic commerce within organisational systems in “E-commerce and its
impact on operations management”, defining it with reference to e-trading
and elaborating- how it has permeated every field of business. The paper
identifies the revolutionary role played by earlier internet applications like e-mail
and eletronic data interchange and details the revolutionary changes brought by
the internet technologies in manufacturing, marketing, purchasing, design,
production, selling and distribution, warehousing and human resource
management. Internet based technologies have enabled businesses to shorten
development, purchase and procurement cycles, maintain upto date product and
market information, significantly increase the speed of communications and
increase the quality of customer relationships by facilitating close contact and
constant communication. The paper studies in depth, the significance of web
based technologies in different business operations, thus, improving their
efficiency through effective B2B e-commerce.

Mishra & Kotkar(2015) trace the timeline and development of B2C e-

commerce in “A Study on Current Status of E-Commerce in India: A

24
Comparative Analysis of Flipkart and Amazon” with its inception in the mid
1990s through the advent of matrimonial and job portals. However, due to
limited internet accessibility, weak online payment systems and lack of
awareness, the progress was very slow. The Indian B2C e-commerce industry got
a major boost in mid 2000s with the expansion of online services to travel and
hotel bookings which continue to be major contributors even today. Das &
Ara(2015) observe in “Growth of E-Commerce in India” that though online
travel and hotel bookings still control the lion’s share of e-commerce
market, their share has comparatively fallen over the years due to the recent
augmentation and consequent rise of e-tailing services. There has been a
tremendous surge in the volume of investment in this sector. With the e-

commerce markets in the west reaching their saturation, investors see

tremendous potential in the Indian market, in the light of which, many start ups
have received funding from venture capitalists and private equity firms.

Through “Probles and Prospects of E-Commerce”, Raghunath & Panga

(2013) present a comprehensive analysis of various nuances of e-commerce while
accentuating that, in present time every business activity, be it advertising,
ordering, payment etc, can be performed in the digital ecosystem. The paper also
enlists numerous points on the importance of e-commerce which are responsible
for its development as the new convention. It has enabled the creation and
exploitation of new business opportunities, at the same time increasing the say
of customers in the development of new products and services. E-commerce
has not only augmented the performance of internal business management, but,
has also enabled better customer relationships by promoting a business model that
is essentially based on information sharing. The accessibility of internet
connectivity and other online tools herald a new revolution. SWOT analysis of
e-commerce conducted by Awais & Samin (2012) highlights ubiquity, low

25
operating cost, improved customer interaction and time saving as the unique
strengths of e-commerce, but, at the same time accentuates upon the necessity for
the firms to adapt themselves to the changing environment and innovate
constantly to come up with better offerings for customers.

With an increase in the number of players in the B2C segment, competition for
the first position is set to intensify, making it imperative for the firms to enhance
service quality and to invest in logistics, so as to derive benefits from increase
in the disposable income of households, rise in internet subscriptions and
infiltration of mobile commerce. (Das & Ara, 2015). In the face of rising
competition, the survival of the firms will depend upon how efficiently they are
able to bridge the existing gaps in e-commerce transactions. The ubiquitous
nature of internet has enabled e-commerce to defy geographical boundaries and
permeate different markets, so as to elicit demand from sub-urban and rural areas,
after having successfully tapped its potential in Metro-politan cities. In
anticipation of increasing demand from Tier 2 and 3 cities, manye e-commerce
firms are undertaking efforts to widen their reach by investing in better
infrastructure. In the light of growing number of websites, offering similar goods
and services, greater significance is being attributed to Internet Marketing,
which shall play an unparalleled role in audience acquisition for e-
commerce websites, by displaying the advertisements on search engine result
pages and other portals. Internet Marketing shall not only propel e-commerce
but will also emerge as an important support tool to brick and mortar stores.
(Gangeshwer, 2013).

Apart from Internet Marketing, Deshmukh, Deshmukh & Thampi (2013)

recognize another important development: m-commerce, which they identify
as a subset of e-commerce. “Transformation from E-commerce to M-
commerce in Indian Context” reviews the current and potential status of e-
commerce and m-commerce in the Indian market, while projecting the latter as
the potential future. The paper discerns ubiquity, personalization, flexibility and

26
immediacy as the singular advantages of m-commerce. The authors affirm the
idea that smart phone penetration and rise in internet user base, mostly driven by
youth, shall propel the growth of e-commerce. Statistical data is used to
emphasize that the infrastructure requisite for m-commerce development
already exists, however, it is yet to be properly deployed. With mobile
penetration providing a boost to digital downloads and enabling cheaper
monetary transfers, the need of the hour is to enhance customer confidence by
providing them assurance of safety and privacy, which shall accelerate
movement towards a cashless economy.

Despite innumerable prospects, the growth of e-commerce in India has not been
upto its full potential due to certain challenges that inhibit the growth of firms.
The growth of digital commerce in India is impeded by inadequate
infrastructure, logistics failure, lack of tax uniformity and declining margins.
In the face of intense competition, firms have to pamper the customers with
huge discounts, everyday offers and liberal returns policy which proves
detrimental to their profits. As against the firms following inventory model, e-
marketplaces are more adversely affected by subsidies as they have to offer
incentives to the seller for listing their products on the website in addition to the
humungous discounts and wide range of offers to the customers. The increasing
fulfillment costs (includes every cost incurred from the point an order is placed till
the time its delivered to the customer.), lack of last mile connectivity in many
sub-urban and rural areas and the rising reverse logistics also hinder the the
growth of e-commerce firms by resulting in huge loss.(Rina, 2016).

27
Chapter-3: Research Methodology

Literature Survey
The most recent turn in branding literature emerged in the mid-nineties.
Businesses began shifting their focus from product brands to corporate branding
(de Chernatony 1999, Hatch and Schultz 2003). The corporate brand perspective
supports, and could be a consequence of, the strategic view of brands. King
(1991) is considered to be the first author to make a clear distinction between
product and corporate brands, emphasizing the importance of a multidisciplinary
approach in order to manage them. It is after 1995 when more research on
corporate branding is published.

literature review on corporate branding presents different visions that have been
developed during the years prior. They conclude that corporate brands are leading
to the development of a new branch of marketing which should be known as
“corporate-levelmarketing”) defines a corporate brand as a brand that represents
an organization and reflects its heritage, values, culture, people, and strategy.
Corporate branding congruent with the strategic brand vision (Schultz and Hatch
2003), dwells on developing brands at an organizational level (Knox and
Bickerton -which requires managing interactions with multiple stakeholders11.

organizational associations and thus can develop and leverage organizational

characteristics, as well as product and service attributes) states that corporate
brands must reflect organizational values. In other words, an organization’s core
values must be the guiding light of the brand building process, both internally and
externally.

They must be built into the product, expressed in behavior, and reflected in
communication. “Core values influence continuity, consistency and credibility in

28
the building of a corporate brand” According to Balmer and corporate and product
brands are different in terms of their composition, constituencies, maintenance,
management, and disciplinary roots. Hatch and Schultz (2003) distinguish six
differences between product and corporate branding:

1) The shift in focus from product to corporation of the branding effort;

2) The different exposure the organization is subject to, which makes the firm’s
behavior and its interaction with society much more visible;
3) The relation of the brand to all company stakeholders, not just customers
4) The requirement of organization-wide support
5) The temporal dimension of corporate brands includes past and future, not just
present 6) The greater reach of corporate brands than product brands means that
they take on more strategic importance.

Given these differences, they describe a corporate branding frameworkwhich is

based on three elements: strategic vision, organizationa l culture and corporate
image. They argue that developing the corporate brand involves articulating and
aligning these three elements, which can be achieved when an effective dialogue
between top management, external stakeholders, and members of the
organizational culture is established. Given the fact that corporate brands concern
multiple stakeholders, Knox and Bickerton (2003) suggest that this framework
should be extended in order to include a fourth variable: the competitive
environment of the organization, both from the perspective of its current image
and current culture.

A Brand Building Literature

of Corporate Branding Hatch and Schultz 2003 Knox and Bickerton (2003)
identify six “conventions ” of corporate brand building, illustrated in Figure 2.6.
They are: · Brand context: understanding where the brand stands · Brand
construction: how the brand is positioned in accordance to customer and
stakeholder value · Brand confirmation: the way the brand is articulated to the rest

29
of the organization and all of its audiences · Brand consistency: delivering clarity
to all stakeholders through its communication channels · Brand continuity: the
alignment of business processes with the corporate brand ·

Brand conditioning: the ability to monitor and manage the brand on a continual
basis Figure 2.6 The Six Conventions of Corporate Branding Knox and Bickerton
2003 Corporate Branding Vision Culture Image Corporate Branding Brand
context Brand conditioning Brand continuity Brand consistency Brand
confirmation Brand construction A Brand Building Literature Review 13 In sum,
from the corporate brand vision every activity of the company should be seen
through the lens of the brand

BRAND EQUITY
The brand equity concept has been mentioned in more than one of the previously
analyzed models. But what exactly is brand equity? Brand equity, as first defined
by Farquhar (1989), is “the ‘added value’ with which a given brand endows a
product” Apart f rom Farquhar’s first definition of brand equity, other definitions
have appeared.

According to, brand equity has been examined from a financial (; Simon and
Sullivan 1and a customer-based perspective; Chen 2001). In other words,
financial meaning from the perspective of the value of the brand to the firm, and
customer-based m aning the value of the brand for the customer which comes
from a marketing decision-making context (). Brand equity has also been defined
as “the enhancement in the perceived utility and desirability a brand name confers
on a product” High brand equity is considered to be a competitive advantage
since: it implies that firms can charge a premium; there is an increase in customer
demand; extending a brand becomes easier; communication campaigns are more
effective; there is better trade leverage; margins can be greater; and the company
becomes less vulnerable tocompetition (Bendixen, In other words, high brand

30
equity generates a “differential effect”, higher “brand knowledge”, and a larger
“consumer response”

Financial Perspective Financial value-based techniques extract the brand equity

value from the value of the firm’s other assetdefine brand equity as “the
incremental cash flows which accrue to branded products over and above the cash
flows which would result from the sale of unbranded products” These A Brand
Building Literature Review 14 authors estimate a firm’s brand equity by deriving
financial market estimates from brand-related profits. Taking the financial market
value of a firm as a base, they extract the firm’s brand equity from the value of the
firm’s other tangible and intangible assets, which results in an estimate based on
the firm’s future cash flows. argues that brand equity is reflected by the ability of
brands to create value by accelerating growth and enhancn ing prices. In other
words, brands function as an important driver of cashflow Perspective According
to Lassar, five dimensions configure brand equity: performance, value, social
image, trustworthiness, and commitment.

brand equity as brand assets linked to a brand’s name and symbol that add to, or
subtract from, a product or service. According to them, these assets, , can be
grouped into four dimensions: brand awareness, perceived quality, brand
associations, and brand loyalty .

31
Chapter-4: Data Presentation and Analysis

E-commerce brands analysis:

The term “Competitive analysis” probably rings a bell if you have ever attended a
business school. Many of us have learned what they are and some of us occasionally do
use them in their jobs. In this article, we will look at how useful a competitive analysis
can be for brands trying to monitor their e-commerce performance.

What is a Competitive Analysis?

Definition of a Competitive Analysis
A competitive analysis (or competitor analysis) is the process of identifying and
evaluating your competitors, understanding their strengths and weaknesses. It helps you
have a full picture of your performance in the market, take competitive advantages,
identify risks, and measure how this performance evolves over time.

In e-commerce
An e-commerce competitive analysis is not fundamentally different. It does, however,
requires a different approach to collect and evaluate the data. market research usually
involves many store visits and consumer surveys. On the other hand, an e-commerce
competitive analysis will take you through online metrics such as real-time price changes,
keywords search performance, digital shelf, and online product ratings.

Who conducts the analysis and for whom?

More often than not, the Sales and Marketing departments are in charge of analyzing the
market. They usually have a favored position to connect to externalsources such as
clients, partners, wholesalers, and retailers. It’s good practice to have these teams collect
and analyze the data

. The results of a competitive analysis, however, should pay dividends far beyond these
two departments: strategy, product development, customer support or advertising (to
name a few) all have good reasons to read and learn the conclusions of a thorough
competitive analysis. There are various ways to evaluate and measure the strengths and
weaknesses of your brand’s competitors

The final goal of every competitive analysis is to gain a full picture of the market
performance so that the brands can better manage business strategy in the short and long-
term. We have identified the 4 main components that brands need to consider when
conducting a competitive analysis

32
The 4 main components in the competitive analysis

Pricing

General price tiers

Looking at your competitors’ prices has always been a good way to learn about their go-
to-market strategy, including the market segments that they are targeting and the brand
positioning that they are reaching for. It provides your brand with more context to make
better strategic decisions, such as building products that fit left-out segments or
modifying your strategy to increase your market share.

What’s different about e-commerce is that pricing is the single most significant
contributor to conversion rate. Not only are customers more price sensitive when they
shop online, but online retailers amplify this by favoring competitively-priced products in
their search results. Owning the entry-level segment online is more important in e-
commerce than anywhere else.

Day-to-day price monitoring

Many e-tailers, including apply to make their prices appealing and competitive while
capturing as much profit as possible. This makes price monitoring both crucial and tricky
as prices change on a daily (or sometimes hourly) basis.

The pricing history of products contains a lot of information about the sales performance.
Comparing the evolution of competing products can help you understand which ones are
underperforming or approaching end-of-life. Steep discounts are usually a sign that the
retailer is concerned about exhausting its inventory, while stable prices are a mark of a
tightly controlled (or very successful) distribution.

When evaluating the health of a brand, look for the average online-price-to MSRP delta
and the frequency of discounts.

When conducting the competitive analysis, ask the following pricing questions:

Which market segments are your competitors targeting?

What pricing strategy are they using?

Which brand owns the entry-level segment?

Which retailers are driving the market up or down? How volatile are the prices of each
brand?

33
What is the average MSRP delta of each brand? (1 – (offered price)/(MSRP))

Search performance and the digital shelf

Shelf space is a key indicator in traditional retail and all brands involved in bricks and
mortar distribution usually monitor it closely: the impact of shelf real-estate on sales and
brand image is paramount. This stays just as true in e-commerce, where real-life shelves
have been replaced by the digital shelf: the position in search results on e-commerce sites.

The first page of results is where all efforts should be concentrated. Just as in the retail
world, there is a strong correlation between the share of the brand’s products on the first
page ofsearch results and the percentage ofsales captured by that brand.

Your count should include Sponsored listings (like the ones bought through Amazon
Advertising). The first step to measure your share of the digital shelf is to know where to
look. A good place to start is the search results for category-specific keywords for the top
e-tailers in your market.

For example, if you arein the business of portable Bluetooth speakers, good keywords to
lookup may be “portable speaker”, “wireless sound system” or “bluetooth speaker
waterproof”. For each site and each search terms, count the share of each brand and work
with averages. A more advanced share ofshelf calculations may include looking into the
exact position of each result and weighting the averages. The goal is to keep the
measuring consistent to be able to monitor the evolution over time.
These are a few critical questions regarding digital shelf performance:

What are relevant or frequently used search terms for the category?

How many of your products appear on the first page with high rankings?

How many results appear on the first page are your competitors?

Which brands are sponsoring their listings? What is the corresponding share of results
for each brand?

Products reviews and ratings

The success of Oneplus or HUDA BEAUTY has made a strong statement about the
power of online communities. When assessing a brand, looking at the online feedbacks
that it receives is crucial.

It's common to find a best-selling product on Amazon that has plenty of customers
reviews and product ratings. A high number of reviews is the most obvious sign of a

34
significant sales volume. Some products with exciting features or strong brand influence
can gain a marginally higher number of reviews.

Good online feedback from verified buyers is free marketing. It establishes trust, which is
essential in ecommerce. Analyzing products reviews averages of your brand’s products
and your competitors’ gives you an overview of the market’s appreciation for each brand.

Additionally, diving into the detail of reviews can reveal which product values are
appreciated and which are not.

It is a good indicator that contributes to the future product development and products’
communication strategies to the market. Finally, it is good practice for a brand to answer
to product reviews where possible (Amazon for instance). It helps alleviate customer
concerns following a bad review, as well

Product availability

Keeping inventories stocked is obviously crucial in e-commerce. For buyers that are not
looking to buy from a specific brand, a product being out-of-stock is the assurance of a
sale lost to a competitor. Availability also has an impact on search rankings of some
retailers avoid displaying products with low inventories and favor similar results with no
risk of shortages. In some cases, past shortages can durably impact the position of a
product page in search results. Monitoring the share of problematic stock statuses (out of
stock, limited inventory, shipping at a later date…) for each brand is a good performance
indicator to include in your competitive analysis.

Finally, the raw number of retailers that distribute each brand is a factor to take into
account: while having an exclusive online distribution may make sense in some specific
cases, most brands can profit from being assorted at a large selection of retailers. For each
of the products in your analysis, get an estimate of how many e-tailers assort each of
them.

35
Chapter-5: Data Interpretation

Secondary Data

Questionnaire

Q1 State your age.

Interpretation: Out of the 100 respondents, 77% are above the age of 20.

Q2. Do you buy/sell products online?

36
Interpretation: Out of the 100 respondents, 65.5% respondents do buy/sell products
online

Q3. If Yes, then how often

Interpretation: Out of the 100 respondents, 28% buy products through e-commerce
once a week and 38% of the respondents buy products online twice a month.

Q4. What type of products do you buy/sell online?

37
Interpretation: Out of the 100 respondents, 35% buys Electronic Accessories
through e-commerce and 25% buys Fashion Accessories.

Q5. Why do you buy/sell through e-commerce?

Interpretation: Out of the 100 respondents, 30 respondents prefer e-commerce

because of time constraint and 25 respondents for cheap prices and choices available
each.

38
Q6. Which site do you use?

Interpretation: Out of the 100 respondents, 30% prefer Amazon and 20% prefer
flipkart. 15% of the respondents also prefer Ebay and 15% prefer Snapdeal.

Q7. Why do you prefer your favorite e-commerce site over other sites?

Interpretation: Out of the 100 respondents, 30% of them like the return policies and
25% people like cheap price range offered by their favorite e-commerce sites.

39
Q8. Which site are you most satisfied from?

Interpretation: Most of the respondents are most satisfied by Amazon and Flipkart.

40
Chapter-6: Summary and Conclusions

Results of the Study

The customer can buy the variety of items. The user can view the items added bythe
retailers. The users can add item in the cart as requirement also user can viewand update
the item in the cart. Then user have to log in before checkout and aftercheckout user is
taken to the billing process.

Suggestions

Create awareness to the brands about the E-commerce websites

Return policy should be more clear

The prices of some products are higher than the local ones

EMI facility can be implemented at the time of sales.

Payment gateway should be more clear and precise Credit facility should be clear.

41
Social media like Facebook, Instagram can be used to attract customersto their page with
interesting posts related to the automobile industry, then direct this traffic to the purchase
website of classic automotives to increase the potential customer leads.

Take customer feedback on the organization by preparing a questionnaire covering

various aspects of focus ranging from the executive performance, organization services to
suggestions for improvement and complaints if any.

The use of customer feedback gives a different perspective of various concepts which the
organization might have perceived in a different way and helps them in reaching out to
the customer with better strategy to persuade them to make the purchase decision.

Conclusion
While Vahdam had gone all Teas and Beverages, its parent company Flipkart, which
planned to follow the same path in a year, was yet to make any formal announcement.
The switch would probably depend on how successful Vahdam turned out to be in the
following months to come. Brand-expert Bala Sarda said, “Initially, there will be
palpable turmoil with anything between 15 to 20 percent of existing customers, but this
will settle down.”

He believes that the biggest advantage with the app-only strategy is being a single
platform player. He further adds, “There is focus and no redundancy costs. An even
bigger pro is the fact that mobile means more impulse traffic and conversion of buys.”
When asked whether this decision could affect sales or faithful customers, he said that,
“In the short term, for about four months, it could, but it wouldn’t in the medium term On
the other hand, there are cynics like Ranjit Nair, CEO of social media analytics firm
Germin8, who feels that shutting websites will work to the disadvantage of ecommerce
companies. “For one, it gives the impression that companies are taking consumers for
granted by closing access to an important channel. Besides, there is no guarantee that a
particular app will be one of those that sits on the limited real estate on a mobile
screen24”.

After the app only move, Vahdam Designs Pvt. Ltd (the holding company for Vahdam’s
marketplace platform), reported losses for the financial year 2019-20, to Rs 90 crore,
from Rs 52 crore a year earlier . E-marketing also offers businesses the opportunity to

42
garner data about their consumer base to an extent that has till now been very difficult to
achieve via traditional marketing methods. The development of internet mаrketing аnd
sociаl mediа аdvertising hаs led to exаmples of businesses in recent yeаrs thаt аppeаr to
little more thаn cаtegories аnd filter informаtion relаting to products аnd services on the
Internet, tаking а smаll cut from аny trаnsаction thаt mаy occur аs а result. In the next
few yeаrs, online mаrketing in Indiа will strengthen even further. E-marketing also offers
businesses the opportunity to garner data about their consumer base to an extent that has
till now been very difficult to achieve via traditional marketing methods. The
development of internet mаrketing аnd sociаl mediа аdvertising hаs led to exаmples of
businesses in recent yeаrs thаt аppeаr to little more thаn cаtegories аnd filter informаtion
relаting to products аnd services on the Internet, tаking а smаll cut from аny trаnsаction
thаt mаy occur аs а result. In the next few yeаrs, online mаrketing in Indiа will strengthen
even further. The findings of secondary research conclude that the branding is having
significant importance for the success of business.

The marketers get several advantages of branding such as, greater financialreturns,
greater loyalty, improved brand perception, larger margins, improved employee
performance, opportunitiesof extensions and licensing, improved communication, less
threat from competition and more elastics toprice increase and less elastic to a price
decrease and overall success of the business. For consumers, the branding helps the
customers to select their favourite brand, make buying decisions easily and reduce the
riskof buying less valued product against their money. Apart from business to consumer
markets, the branding is also very helpful for business to business markets. Brand
architecture is good practice of arranging the brand into sequence in accordance with
their positions in architecture as corporate brand, sub-brand, line extensions etc. The use
of brand architecture is helpful for companies to manage their brands effectively. The
implications for brand managers are to understand the true spirit of the brand, develop
effective associations and manage the brand across the architecture in order to reap the
maximum benefits of architecture.

43
 Bibliography

 http://14.99.188.242:8080/jspui/bitstream/
123456789/15014/1/1NH19MBA88.pdf
 https://www.vahdam.in/collections/all?
utm_campaign=HomePage_NavigationTeas_MainHeader
 https://www.ecommerceandbeyond.com/8-simple-tasks-for-your-
ecommerce-intern/
 https://en.wikipedia.org/wiki/E-commerce
 https://www.octamarkets.net/landing/trade-on-stocks

the potential of what it regards as “underdeveloped internet economy” of

India, Japanese investment company technology powerhouse Softbank
invested $627 million into online retailing marketplace Snapdeal and $210
million in Ola cabs. (Mac, 2014). Similarly, New York firm Tiger Global
Management has funded companies such MakeMyTrip, Flipkart, Myntra and
Quickr. The availablity of funds has presented a favourable ecosystem and
growth opportunities for big as well as small companies. It has enabled local

44
startups to survive in cut throat competition against foreign giants and has
facilitated the penetration of e-commerce to every facet
the potential of what it regards as “underdeveloped internet economy” of
India, Japanese investment company and technology powerhouse Softbank
invested $627 million into online retailing marketplace Snapdeal and $210
million in Ola cabs. (Mac, 2014). Similarly, New York firm Tiger Global
Management has funded companies such MakeMyTrip, Flipkart, Myntra and
Quickr. The availablity of funds has presented a favourable ecosystem and
growth opportunities for big as well as small companies. It has enabled local
startups to survive in cut throat competition against foreign giants and has
facilitated the penetration of e-commerce to every facet
the potential of what it regards as “underdeveloped internet economy” of
India, Japanese investment company and technology powerhouse Softbank
invested $627 million into online retailing marketplace Snapdeal and $210
million in Ola cabs. (Mac, 2014). Similarly, New York firm Tiger Global
Managet has funded companies such MakeMyTrip, Flipkart, Myntra and Quickr.
The availablity of funds has presented a favourable ecosystem and growth
opportunities for big as well as small companies. It has enabled local startups to
survive in cut throat competition against foreign giants and has facilitated the
penetration of e-commerce to every facet

45