Yogesh Hs Report

“AN ORGANISATIONAL STUDY OF BHARATPE”
By
Yogesh H S
USN: 1CD21BA110
Submitted to:
VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

In partial fulfillment of the requirements for the award of the degree in
MASTER OF BUSINESS ADMINISTRATION
Under the guidance of
INTERNAL GUIDE
Prof. Sanjana
Dept. of Management Studies
Cambridge Institute of Technology
DEPARTMENT OF MANAGEMENT STUDIES

CAMBRIDGE INSTITUTE OF TECHNOLOGY
K. R. PURAM, BANGALORE-560036
2021-2023
1
CAMBRIDGE INSTITUTE OF TECHNOLOGY
DEPARTMENT OF MANAGEMENT STUDIES K R
PURAM, BANGALORE -560036
Date:
CERTIFICATE
This is to certify that Mr. Yogesh H S bearing USN: 1CD21BA110, is a bonafide student
Of Master of Business Administration course of the Institute 2021-2023, affiliated to
Visvesvaraya Technological University, Belgaum. Internship Study on “An Organizational
Study of BharatPe” is prepared by him under the guidance of Prof.Sanjana, in partial
fulfilment of the requirements for the award of the degree of Master of Business
Administration of Visvesvaraya Technological University, Belgaum Karnataka.
Signature of Internal Guide Signature of HOD Signature of Principal
2
DECLARATION
I Mr. Yogesh H S , Cambridge Institute of Technology, hereby declare that the internship
has been carried out by me and submitted in partial fulfilment of the course requirements of
III semester Master of Business Administration as prescribed by Visvesvaraya Technological
University, Belagavi, during the academic year 2021-2023.
I also declare that, to the best of my knowledge and belief, the work reported here does not
form part of any other report on the basis of which a degree or award was conferred on an
earlier occasion on this by any other student.
Date: Yogesh H S
Place: Bangalore 1CD21BA110
3
ACKNOWLEDGEMENT
The present work is a result of the help, guidance, encouragement and assistance of many
people.
In particular,
I sincerely thank Visvesvaraya Technological University for providing us an opportunity

to carry out this internship.
I would like to express my deep sense of gratitude to the management of “Cambridge

Institute of Technology”.
I would like to place on record my deep sense of gratitude to Shri D. K. Mohan, Chairman,
Cambridge Group of Institutions, Bangalore, India for providing excellent Infrastructure
and Academic Environment at CITECH without which this work would not have been
possible.
I thank my college principal Dr. G. Indumathi for providing all the facilities required to
complete this internship.
I express my sincere gratitude to Dr. Ravi, Head of Department, Department of Master of

Business Administration, for his continuous support , valuable guidance and help through-
out the Internship work.
I would like to thank all the faculty members and non-teaching staff of Dept. of MBA, for
their constant support.
Yogesh H S
[1CD21BA110]
Dept. of MBA
4
TABLE OF CONTENTS
SERIAL NO CHAPTERS PAGE NO

1. Chapter 1: Introduction about the organization and 1-4
industry
2. Chapter 2: Organization profile

• Background
• Nature of business 5-13
• Vision, mission statement and quality policy
• Products and services
• Ownership pattern
• Awards and Achievements
• Future growth and prospects
3. Chapter 3: Mc Kinsey 7s Framework and Porter’s 14-21

Five force model
4. Chapter 4: Swot analysis 22-28
5. Chapter 5: analysis of financial statement 29-39
6. Chapter 6: Learning experience

40-41
7. Bibliography
42
5
EXECUTIVE SUMMARY
This study is aimed at an overall exposure to the working of an organization and to relate
theoretical concepts. This study has been conducted by collecting relevant data from the
records of the company.
The report deals with the introduction to the industry profile and to the company profile.
Later part of the report is concerned with topics covering company profile. This report
mainly consists of the business and various products which are produced by the company
and it also includes the vision and mission of the company.
A separate focus has been given towards the study of the organization. The structure gives
the information about the owner, various functional departments, the training method
followed by company in updating knowledge of employees, duties and responsibilities,
the strategy used by the company, shared values to achieve its objectives have also been
included.
6
ORGANISATION STUDY OF BHARATPE
CHAPTER-1
INTRODUCTION ABOUT
THE ORGANISATION AND
INDUSTRY
7
CHAPTER 1
Introduction to Organization
BharatPe was co-founded by Ashneer Grover and Shashvat Nakrani in 2018

to build a holistic FinTech platform for small merchants. The company is
committed to empowering the over 50 million-strong SME community with
its range of financial products, specially designed to address their needs.
BharatPe was the first company to launch interoperable zero MDR UPI QR,
intending to universalize digital payments in 2018. In just two years,
BharatPe has become the #1 offline acquirer for UPI QR transactions in the
country. The company has been processing 5 crore+ UPI transactions a
month with an annualized TPV of over US$ 7 bn).
Today, BharatPe is a full-stack service app for merchants across small and
medium businesses, offering loans, investments, insurance and other
financial services. At present, it has an extensive network of over 5 million
merchants across the country across 35 cities in the country. The company
has plans to expand its presence to 65 cities by the end of December 2020.
Apart from enabling UPI payment acceptance from over 150+ apps, the
company is the first to partner with a P2P NBFC to offer an investment
product. BharatPe offers a unique P2P Lending product, wherein BharatPe’s
merchants have the option to take 1M/3M/6M/12M loans starting from INR
25k and going up to INR 7 Lakhs at competitive rates and payback in the
form of EDIs (Easy Daily Installments).
8
The company’s lending business has been scaling up well and it has already
facilitated disbursement of more than 40,000 loans (worth Rs. 500 crores+)
to its merchants since its rollout. It has set a target of disbursing loans to the
tune of Rs. 1000 crores by the end of the fiscal year.
BharatSwipe, launched in July 2020, is the first-of-its-kind of POS machine

that allows payment acceptance from a range of debit & credit cards without
any transaction charges. The company has already deployed ~35,000
machines and aims to deploy 1 lac POS machines by the end of the fiscal
year. BharatPe’s POS business has grown to US$ 2bn annualized transaction
value in just 3 months post the launch.
The company has received several awards and accolades for the
commendable work it has done to enable the businesses of SMEs.
Recognizing BharatPe’s efforts to help digitise India at the grassroots level,
the Government of India and Ministry of Electronics and Information
Technology (MeiTY) awarded BharatPe for Innovation in Digital Payment at
its annual awards in August 2019. This year BharatPe also won a place in the
CB Insights List of the world’s most promising fintech companies and was
amongst top 20 Indian start-ups. Recently, BharatPe was declared as one of
the winners at the National Startup Awards organized by the Government of
India. It was the only startup in the ‘finance’ category to be adjudged as a
winner.
BharatPe aspires to become a full-fledged digital bank for merchants.

BharatPe endeavours to leverage the best-in-class technology to build
customized and simple to use financial products for the merchant
community.
The company has raised close to US$ 143 million over four rounds of
funding from seasoned and top-quality investors from across the world.
BharatPe’s list of marquee investors includes Beenext, Sequoia, SteadView
Capital, Ribbit Capital, Coatue Management LLC, Insight Partners, amongst
others.
9
Introduction to Industry:
Fintech Industry
BharatPe is a fintech company that operates a QR code-based payment app for

offline retailers and businesses. It allows merchants to accept UPI payments
the BharatPe QR.
Fintech, a portmanteau of "financial technology", refers to firms using new

technology to compete with traditional financial methods in the delivery of
financial services. Artificial intelligence, blockchain, cloud computing, and
big data are regarded as the "ABCD" of fintech.
The Fintech segment in India has seen an exponential rise in funding over the
last few years; the sector received funding worth ~$9.8 Bn in 2021, led by the
Payments segment (53% share of fintech funding across all fintech verticals in
India.) Equity funding into Indian FinTechs has grown at a CAGR 26% over last
4 years, but more rapidly so from 2020 onwards, fuelled by the post-pandemic
impact of high growth via increased digital services adoption. The Indian Fintech
growth story continues to hold strong, with ~150 deals/quarter
While Payments and Alternative Finance segments constituted more than 90% of
the sector’s investment flows in 2015, there has been a major shift towards a
more equitable distribution of investment across sectors since to include
InsurTechs, WealthTechs, etc.
India has 23 Fintechs which have gained ‘Unicorn Status’. 1/5 Startup Unicorns
are from Fintech
At its core, fintech is utilized to help companies, business owners, and consumers
manage their financial operations, processes, and lives better by utilizing
specialized software and algorithms that are used on computers and, increasingly,
smartphones. The term fintech is a combination of "financial technology"
10
CHAPTER-2
Company Profile
11
Background
About BharatPe. BharatPe was co-founded by Ashneer Grover and Shashvat

Nakrani in 2018 to build a holistic FinTech platform for small merchants. The
company is committed to empowering the over 50 million-strong SME
community with its range of financial products, specially designed to address
their needs.
Team members:
Shashvat Nakrani
Co-Founder
Suhail Sameer
Chief Executive Officer
12
Nishant Jain
Chief Business Officer
Ankur Jain
Chief Product Officer
Dhruv Dhanraj Bahl

Chief Operating Officer
13
Vijay Kumar Aggarwal

Chief Technology Officer
Sumeet Singh
General Counsel & Head - Corporate Affairs and Corporate Strategy
14
Amit Jain
Chief Risk Officer
Parth Joshi
Chief Marketing Officer
Nehul Malhotra
Head - Consumer Lending
15
Rajat Jain
Chief Product Officer - Lending and Consumer Products
Business nature
BharatPe makes payment acceptance simple by offering merchants a single QR

to accept all payment apps such as PayTm, PhonePe, Google Pay, BHIM and
150+ other UPI apps. We have made payments acceptance absolutely FREE for
all businesses with no transaction charges at all. BharatPe makes money by
charging a small transaction fee on every UPI transaction that processes through
its platform. In addition, the company also earns revenue from merchant services
and interest on the cash held in its escrow account.
Mission and Vision
The mission of BharatPe is to make financial inclusion a reality for Indian

merchants. They empower shop owners to accept payments from any payment
app for FREE. Merchants can sign up instantly and start accepting payments
directly into their bank account and have the flexibility to earn upto 12% interest
on those payments and even take loans whenever they need.
BharatPe makes payment acceptance simple by offering merchants a single QR

to accept all payment apps such as PayTm, PhonePe, Google Pay, BHIM and
150+ other UPI apps.They have made payments acceptance absolutely FREE for
all businesses with no transaction charges at all and aspire to be the one-stop
business utility app for offline merchants in India.
BharatPe announced its future plans of scaling up its POS business via a PR
dated July 15, 2021. BharatPe, which now stands 3rd when it comes to private
POS solutions, plans to expand its POS business, BharatSwipe by 3x. Eyeing
16
growth, BharatPe is aiming to reach $ 6 billion in annualized TPV by the end of

FY22. The company is further looking to widen its overall reach by 5x and make
BharatSwipe popular across 80 cities in India by the end of the next financial
year.
BharatPe is looking forward to scaling up its lending vertical aggressively and

achieving around 10x growth in lending by FY23.
Privacy Policy
“BharatPe” is the trademark of Resilient Innovations Private Limited, a company
incorporated under the provisions of the Companies Act, 2013, having its
registered office at 3rd Floor Ramnath House Building, 18 Community Centre,
Yusuf Sarai New Delhi 110048, India (Company). The Company is engaged in
the business of, inter alia, providing aggregator services to Merchant(s)/ User(s)
by offering a single unified QR code to the Merchant(s)/User(s) for accepting
push payments through third party UPI apps / net-banking.
All users of the mobile application (Application)/ website (Website) are advised
to read and understand our Privacy Policy carefully, as by accessing the
Application you agree to be bound by the terms and conditions of the Privacy
Policy and consent to the collection, storage and use of information relating to
you as provided herein. By using the BharatPe mobile application, you expressly
consent to our use and disclosure of your personal information in accordance
with this Privacy Policy. This Privacy Policy is incorporated into and subject to
the Terms of Use.
Workflow model
The BharatPe business is an Indian QR code-based payments company that

operates on a B2B2C model because it helps the customers as well as the
merchants or shop owners/retailers and other businessmen/women. The
company's app accepts payments from 100+ mobile apps downloaded in the
17
Indian mobiles on India's UPI system by offering businesses a single

interoperable QR sticker.
The QR can be scanned and then payments are accepted from all renowned
mobile apps such as PayTm, WhatsApp, Mobikwik, Amazon Pay,
BHIM, Google Pay, Freecharge and TrueCaller. Retailers also get immediate
credits for transactions made in their bank accounts on the same day
Product Profile
18
BharatPe offers a unique P2P Lending

product, wherein BharatPe's merchants
have the option to take 1M/3M/6M/12M
loans starting from INR 25k and going
up to INR 7 Lakhs at competitive rates
and payback in the form of EDIs (Easy
Daily Installments). BharatPe makes
payment acceptance simple by offering
merchants a single QR to accept all
payment apps such as PayTm, PhonePe,
Google Pay, BHIM and 150+ other UPI
apps. We have made payments
acceptance absolutely FREE for all
businesses with no transaction charges
at all.
Achievements and Awards
• BharatPe wins Innovation in Digital Payments Award at MeitY

• Fintech company of the year 2021
• Economic Times Now awards in 2020
Ownership Pattern
19
Investor Sequoia Capital India is the largest shareholder in BharatPe with a 19.6
per cent stake, followed by Coatue at 12.4 per cent and Ribbit Capital at 11 per
cent.
Future Growth and Prospects
• Last year, BharatPe had announced that it aims to scale its presence
to 300 cities by March 2023.
• Become a prime application for any online payments.
• Aims to achieve six billion dollars TPV for FY 2023
20
CHAPTER-3
21
Mc KINSEY’S 7s
FRAMEWORK & PORTER’S
FIVE FORCE MODEL
CHAPTER-3
22
Mc KINSEY’S 7s FRAMEWORK
The Mckinsey 7s framework is a management model development by business

consultants Robert H. Waterman, Jr. and Tom Peters in the 1980s. this was a
strategic vision for groups, to include businesses, business units and teams.
The model is most often used as an organizational analysis tool to assess and
monitor changes in the internal situation of an organization.
The model is based on the theory that, for an organization to perform well,
these seven elements need to be aligned and mutually reinforcing. So, the
model can be used to help identify what needs to be realigned to improve
performance, or to maintain performance during other types of change.
Whatever the type of change may be – restructuring, new processes,

organizational merger, new systems, change of leadership and so on – the
model can be used to understand how the organizational elements are
23
interrelated, and so ensure that the wider impact of changes made in one area
is taken into consideration.
The 7S are;
• Structure
• Strategy
• Systems
• Skills
• Styles
• Staff
• Shared values
STRATEGY
BharatPe follows a unique marketing strategy that has helped the company reach
skyrocket. Before the establishment of the company, other UPI payment
platforms focused on consumers and customers. The consumer is the buyer
(generally a youth) and the customer is the QR Code which acts as a support
system. So the platform had to target two different entities and had to provide
cashback to two different entities. Whereas, for BharatPe its customers were its
consumers. Its consumer is the merchant. Thus the company decided to provide
cashback to the merchant himself.
The unique marketing strategy of the company led to two popular campaigns.
They were “Ek Bharat Ek QR” and “Team BharatPe”. BharatPe decided to select
only crickets for its brand ambassadors. The makers of the campaign “Team
BharatPe” realized that the cricket industry has a huge fan following. They have
plans to open up their payment bank for which RBI has already approved the
license.
SYSTEMS
The daily activities and procedures that staff use to get the job done.
Systems according to 7s framework proposed by McKinsey refers to all the rules,

regulations and production, planning and control system, recruiting and training,
24
development and performance evaluation. System is the formal and informal

procedures including the innovation systems, compensation systems,
management information systems and capital allocation system that govern
everyday activity.
STRUCTURE
A structure is an arrangement and organization of interrelated elements in a

material object or system, or the object or system so organized. The Organization
structure describes the hierarchy of authority and accountability in an
organization. These relationship are frequently diagrammed into organizational
charts. The four main corporate structures are Functional, Divisional,
Geographic, and the Matrix. Many corporations have a “hybrid” structure, which
is a combination of different models with one dominant strategy. Most
organizations use some mix of structures such as pyramid, matrix or networked
ones to accomplish their goals.
The organization structure hierarchy flows through
MANAGING DIRECTOR
WHOLE TIME DIRECTOR
EXECUTIVE DIRECTOR
SPECIAL DIRECTOR
GENERAL MANAGER
DEPUTY GENERAL MANAGER
ASST.GENERAL MANAGER
DIVISIONAL MANAGER
SENIOR MANAGER
MANAGER
DEPUTY MANAGER
ASST.MANAGER
SENIOR OFFICER
OFFICER
25
STYLE
They are committed towards building a culture that brings everyone together,
nurtures creativity and encourages growth. They take ownership of their
own work. The leadership styles are of transferred in nature.
• Mangers and team members set predetermined goals together, and

employees agree to follow the direction and leadership of the manager to
accomplish those goals.
• The manager possess the power to review results and train or correct
employees when team members fail to meet goals.
• The decision making style in the company is centralized in nature.
STAFF
Staff refers to the people in the enterprise and their socialization into the
organizational culture. They have almost 500 employees working under the roof
to serve continuous access to services to their customers.
• Productive high performing employees are the company’s most valuable

asset.
• They have a highly motivated team, and the culture is open and
collaborative. They take ownership of their own work and get results.
SKILLS
Skills are the distinctive capabilities or competency of personnel or of the

organization. As whole skills are developed over a period of time and are a result
of the interactions of number of factors. These factors could be personnel, top
management system. Stakeholder management and Collaboration across
functional teams · Strong communication and interpersonal skills · Problem
solving and decision-making skills.
26
All employees undergo required training and development depending on work

and their skill. The skills of the employees ultimately help to achieve the ultimate
goal of the organization.
SHARED VALUES
To meet the needs and expectations of the customers and even delight them
through quality systematic services. By using the Website/App and/ or by
providing the customer information, they consent to the collection and use of the
information that are disclosed on the Website in accordance with their Policy,
including but not limited to customer consent for collecting, using, sharing and
disclosing your information as per this company policy.
PORTER’S FIVE FORCE MODEL
The originator of the 5 Forces Model is Michael Porter, a Harvard Business

School (HBS) professor whose theories remain instrumental to business strategy
even today.
Porter’s 5 forces model framework is utilized for strategic industry analysis, and
focuses on the following:
1. Barriers to Entry – The difficulty in partaking in the industry as a seller.

2. Buyer Power – The leverage held by buyers in being able to negotiate lower
prices.
3. Supplier Power – The ability of a company’s suppliers to increase the prices
of its inputs (e.g. raw materials for inventory).
4. Threat of Substitutes – The ease at which a certain product/service can be
replaced, typically with a cheaper variation.
27
5. Competitive Rivalry – The intensity of the competition within the industry –

i.e. number of participants and the types of each.
Competitive industry structures can be analyzed utilizing Porter’s five forces
model, as each factor influences the profit potential within the industry.
Moreover, for companies that are considering whether to enter a particular

industry, a five forces analysis can help determine whether the profit opportunity
exists.
Rivalry among competitors

Rivalry that a firm faces form the competitors in its industry is an important
aspect for the success of a firm. Competing firms in most industries are mutually
dependent. A competitive move by one firm has a noticeable impact on its
competing firms. In an industry with intense rivalry among competing firms,
rivals utilize various strategies to boost their profit and thus hampering the
profitability of others.
Most firms are large and they will not make unnoticed moves. There are few with
market share meaning competitors will take action to become market leader. The
fintech industry is growing annually and is predicted to do so for years to come.
Positive industry growth is when competition is less likely to try capture market
share from each other. Fixed costs are high within this industry making rival
companies to push to full profit and productivity.
Potential new entrants

The economies of scale is hard to gain in the fintech industry which makes it
easier for those producing largely to have cost advantage. Subsequently making
production dearer for new entrants. Capital and revenue within this industry are
high which makes it tough for potential competitors to set up. Spending is also
overpriced because of research and development costs. Government policies
demand strict licensing and legal requirements before a firm can start trading.
These factors make threat of new entrants in this industry unlikely to happen
unless they can afford to spend and keep up with competitions funds. Key players
take advantage of the economies of scale through its cost advantage to keep new
entrants out.
Suppliers
There are a lot of suppliers in this industry. Product is ordinary and has small
switching costs making it easier for firms to switch. There are no substitutes for
the product other than the ones provided from the suppliers which makes this a
main driver. In the fintech industry firms manage suppliers and customers just as
critical as each other. Key players buy raw materials from suppliers at low cost
28
and if the cost does not suit firms will switch. Firms might have separate
suppliers depending on its location which will be efficient in the supply chain.
Substitute products
There are few high-quality substitutes but are more expensive in this industry.
Buyers are less likely to switch to substitute products because firms that produce
within the industry sell at a lower price than substitute products. Key players
provide quality in its products resulting in buyers to choose them. Competitors
differentiate products to ensure buyers see products as being unique and do not
move to substitutes that do not provide the unique benefits.
Buyers
Product differentiation in this industry is high meaning that buyers cannot find
alternative firms making a certain product. Income of buyers is low meaning
there is pressure to purchase at low prices resulting in the buyers being more
price sensitive. Buyers will not downgrade in this industry and go back on
technology once they know how to use it. Key competitors focus on innovation
and differentiation to attract more buyers. Product differentiation and quality are
important to buyers. Top firms also build a large consumer base and do so
through marketing aimed at constructing brand loyalty.
CHAPTER-4
SWOT ANALYSIS
29
CHAPTER-4
SWOT ANALYSIS
SWOT (strengths, weaknesses, opportunities, and threats) analysis is a

framework used to evaluate a company's competitive position and to
develop strategic planning. SWOT analysis assesses internal and
external factors, as well as current and future potential.
Components of SWOT Analysis
Every SWOT analysis will include the following four categories. Though the
elements and discoveries within these categories will vary from company to
company, a SWOT analysis is not complete without each of these elements:
Strengths
Strengths describe what an organization excels at and what separates it from the
competition: a strong brand, loyal customer base, a strong balance sheet, unique
technology, and so on. For example, a hedge fund may have developed a
proprietary trading strategy that returns market-beating results. It must then
decide how to use those results to attract new investors.
30
Weaknesses
Weaknesses stop an organization from performing at its optimum level. They are
areas where the business needs to improve to remain competitive: a weak brand,
higher-than-average turnover, high levels of debt, an inadequate supply chain, or
lack of capital.
Opportunities
Opportunities refer to favorable external factors that could give an organization

a competitive advantage. For example, if a country cuts tariffs, a car
manufacturer can export its cars into a new market, increasing sales and market
share.
Threats
Threats refer to factors that have the potential to harm an organization. For
example, a drought is a threat to a wheat-producing company, as it may destroy
or reduce the crop yield. Other common threats include things like rising costs
for materials, increasing competition, tight labor supply and so on.
Strengths of BharatPe:
• Sponsorship
• Big Investors
• Bucket of offers
• Ease of Payments
• User and Merchant base
• Investment and acquisition user friendly service application
Weaknesses of BharatPe:
• IT Infrastructure
• Customer service
• Fear of losing money
• TDR rates that are higher
• Services creating confusion
• Requires an internet connection
31
• Experiencing fraudulent activities
Opportunities of BharatPe:
• Infrastructure
• Digital cryptocurrency
• From cash economy towards Digital economy
Threats of BharatPe:
• Competition
• Fraud and hackers
• Strong economic regulations and policies
32
CHAPTER-5
ANALYSIS OF FINANCIAL
STATEMENTS
Financial statements
(INR in Crores)
2020-21 2019-20
Revenue from Operations 3,280.84 3,232.01
Other Income 348.01 347.66
TOTAL REVENUE 3,628.85 3,579.67
Less: Expenses
Employee Benefit Expense 1,119.30 856.22
Finance Cost 48.52 16.87
Depreciation and Amortization Expense 174.52 99.51
Other Expenses 4,883.97 6,757.54
TOTAL EXPENSES 6,226.31 7,730.14
Profit/Loss before share of result of associates and taxation from (2,597.46) (4,150.47)
continuing operations
Share of result of associates / joint venture entities (56.00) 14.61
Profit/Loss before exceptional items and tax from continuing (2,653.46) (4,135.86)
operations
Exceptional items (304.66) (82.52)
Profit/Loss before Tax from Continuing Operations (2,958.12) (4,218.38)
33
Tax Expense (15.76) (6.49)

Profit/Loss from Continuing Operations (2,942.36) (4,211.89)
Profit/Loss for the period from discontinued operations - (5.31)
Profit/Loss for the year (2,942.36) (4,217.20)

Total Comprehensive Income/Loss (2,943.32) (4,221.81)
Loss attributable to Equity holders of the parent (2,842.17) (4,167.98)
Loss attributable to Non-controlling interests (100.19) (49.22)
Total Comprehensive Income/Loss attributable to Equity holders (2,843.12) (4,172.93)

of the parent
Total Comprehensive Income/Loss attributable to Non-controlling (100.20) (48.88)
interests
Basic & Diluted EPS for continuing operations (488.13) (742.17)
Basic & Diluted EPS for discontinued operations - (0.95)
Basic & Diluted EPS for continuing and discontinued operations (488.13) (743.12)
ASSETS IN CRORES
Non-current assets
Property, plant and equipment 3(a) 2 42.97 2
68.72
Right-of-use-assets 3(b) 2 52.84 -
Capital work in progress 1 1.73 5
0.58
Intangible assets 4 1 1.82 1
7.42
Intangible assets under development 0 .16 0
.22
Investment in subsidiaries 5 6 18.05 6
93.44
Investment in associates 6 2 15.54 1
74.10
Financial assets
Investments 7(b) 2 22.70 1
00.19
Loans 7(c) 1 55.23 1
04.39
34
Other financial assets 7(d) 1 ,970.41 1

36.81
Current tax assets 4 84.08 4
58.64
Other non-current assets 9 8 4.00 1
41.04
Total Non-Current Assets 4 ,269.53 2

,145.55
Current assets
Financial assets
Investments 7 (a) 3 ,155.51 2
,472.65
Trade receivables 8 3 27.50 2
42.21
Cash and cash equivalents 10(a) 2 85.60 2
35.22
Bank balances other than cash and cash equivalents 10(b)
- 6 .21
Loans 7(c) 6 9.33 3
03.63
Other financial assets 7(d) 1 ,112.84 1
,892.83
Other current assets 9 1 ,286.71 1
,384.83
Total Current Assets 1 0,507.02 8 ,683.13
6 ,237.49 6
,537.58
35
TOTAL ASSETS
EQUITY AND LIABILITIES

EQUITY
Share capital 11(a) 6 0.43 5
7.53
Instruments entirely equity in nature 11(a) - -
Other equity 11(b) 8 ,351.02 5
,978.50
Total Equity 8 ,411.45 6

,036.03
LIABILITIES
Non-current liabilities
Financial liabilities
Borrowings 13(a) - 2 6.96
Lease liabilities 3(b) 1 69.90 Contract Liabilities 14(b) 3 42.25 -
Provisions 12 1 6.68 8
.65
Total Non-Current Liabilities 5 28.83 3 5.61

Current liabilities
36
Financial liabilities
Borrowings 13(a) 2 01.09 6 95.50

Lease liabilities 3(b) 3 4.10 -
Trade payables
(a) Total Outstanding dues of micro 13(b) 1 1.33 1 1.24
and small enterpris
(b) Total Outstanding dues other 13(b) 5 62.05 6 62.04
than (a) above
Others financial liabilities 13(c) 1 99.15 6 99.18
Contract Liabilities 14(b) 2 94.35 3 52.87
2 17.51 1 53.03
12 4 7.16 3 7.63
1 ,566.74 2 ,611.49
2 ,095.57 2 ,647.10
1 0,507.02 8 ,683.13
37
Financial technology firm BharatPe has seen its revenue and transaction volume
jump manifold in the financial year 2020-21, as the pandemic has forced people
and businesses adopt digital transactions and fund-starved small businesses
seeking more credit avenues like this start-up.
The company gives small-ticket fully unsecured loans averaging at Rs 75,000 to
it merchant members. It disbursed Rs 1,600 crore in 2020-21 to 1.8 lakh
merchant customers, which was only Rs 150 crore in 2019-20, BharatPe Group
President Suhail Sameer told PTI on Thursday.
This helped the start-up net a seven-times growth in revenue to over Rs 700
crore, up from around Rs 110 crore in 2019-20, Sameer said.
While the number of merchants jumped to 60 lakh in 2020-21 from 24 lakh in the
previous year, transaction volume rose over four times to 10 crore a month or 120
crore annually from 2.7 crore a month in FY20, he said.
The transaction value touched around Rs 5,800 crore, he added.
"The financial year 2020-21 was a great year for us, as the pandemic turned out
to be a game changer for the payments and financial services industry," Sameer
said adding that this, along with the company's entry into the credit business,
helped it grow manifold.
38
The lending business, which started right in the end of 2019, turned out to be the
biggest game changer for the company, Sameer said.
He added that the loan book has grown more than 10 times to Rs 1,600 crore in
small-ticket loans during 2020-21, up from Rs 150 crore in 2019-20.
It charges an interest rate of 1.5-2 per cent per month for a period one to six
months and a customer with good repayment history can get it even at 1.2 per
cent per month, he said.
He claimed that the company has one of the lowest bounce rates in the unsecured
credit industry at four per cent as against the industry average of over 20 per cent.
"We plan to focus more on lending going forward as this is our revenue earner.
We have set a target of disbursing over Rs 15,000 crore in FY22," Sameer said.
It is also planning to enter 300 cities this year from 100 now.
He said the company has set a target of more than doubling the number of
merchants to 1.2-1.3 crore this fiscal and take it to three crore next fiscal, on the
revenue rise.
BharatPe has so far raised USD 300 million in equity and debt from marquee
investors such as Coatue Management, Ribbit Capital, Insight Partners,
Steadview Capital, Beenext, Amplo, and Sequoia Capital.
Of the USD 240 million equity funding, it has used up only USD 60 million so
far, Sameer said, indicating that it does not need capital now.
Our monthly cash burn is only USD 2.6 million, spent primarily on merchant
acquisition, and this expense can easily be controlled, he said.
39
40
CHAPTER-6
LEARNING EXPERIENCE
41
CHAPTER-6
LEARNING EXPERIENCE
I learned how to introduce myself, talk about my interests, knowledge and skills with
entrepreneurs and business owners, as well as how to ask questions and gain a better
understanding of businesses not only in the co-working space, but also others in the market.
1. How to put my knowledge and skills into practice
2. The benefits of networking
3. Understanding workplace culture
4. Enthusiasm is invaluable
5. Keeping a journal is great for personal growth
6. How important good communication is
7. The benefits of taking on feedback
I am really grateful to have had the opportunity to do an internship and have received so
much value from what I learned.
42
BIBLIOGRAPHY
https://bharatpe.com/
https://finshiksha.com/understanding-companies-bharatpe/
https://www.moneycontrol.com/news/business/earnings/bharatpe-sees-jump-in-
revenues-in-fy21-losses-widen-8346061.html
https://in.linkedin.com/company/bharatpe
https://twitter.com/bharatpeindia?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ct
wgr%5Eauthor
43

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“AN ORGANISATIONAL STUDY OF BHARATPE”

VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

MASTER OF BUSINESS ADMINISTRATION

Under the guidance of

DEPARTMENT OF MANAGEMENT STUDIES

Signature of Internal Guide Signature of HOD Signature of Principal

I sincerely thank Visvesvaraya Technological University for providing us an opportunity

I would like to express my deep sense of gratitude to the management of “Cambridge

I express my sincere gratitude to Dr. Ravi, Head of Department, Department of Master of

SERIAL NO CHAPTERS PAGE NO

2. Chapter 2: Organization profile

3. Chapter 3: Mc Kinsey 7s Framework and Porter’s 14-21

4. Chapter 4: Swot analysis 22-28

5. Chapter 5: analysis of financial statement 29-39

6. Chapter 6: Learning experience

BharatPe was co-founded by Ashneer Grover and Shashvat Nakrani in 2018

BharatSwipe, launched in July 2020, is the first-of-its-kind of POS machine

BharatPe aspires to become a full-fledged digital bank for merchants.

BharatPe is a fintech company that operates a QR code-based payment app for

Fintech, a portmanteau of "financial technology", refers to firms using new

About BharatPe. BharatPe was co-founded by Ashneer Grover and Shashvat

Dhruv Dhanraj Bahl

Vijay Kumar Aggarwal

BharatPe makes payment acceptance simple by offering merchants a single QR

Mission and Vision

The mission of BharatPe is to make financial inclusion a reality for Indian

BharatPe makes payment acceptance simple by offering merchants a single QR

growth, BharatPe is aiming to reach $ 6 billion in annualized TPV by the end of

BharatPe is looking forward to scaling up its lending vertical aggressively and

The BharatPe business is an Indian QR code-based payments company that

Indian mobiles on India's UPI system by offering businesses a single

BharatPe offers a unique P2P Lending

Achievements and Awards

• BharatPe wins Innovation in Digital Payments Award at MeitY

Future Growth and Prospects

The Mckinsey 7s framework is a management model development by business

Whatever the type of change may be – restructuring, new processes,

Systems according to 7s framework proposed by McKinsey refers to all the rules,

development and performance evaluation. System is the formal and informal

A structure is an arrangement and organization of interrelated elements in a

The organization structure hierarchy flows through

• Mangers and team members set predetermined goals together, and

• Productive high performing employees are the company’s most valuable

Skills are the distinctive capabilities or competency of personnel or of the

All employees undergo required training and development depending on work

PORTER’S FIVE FORCE MODEL

The originator of the 5 Forces Model is Michael Porter, a Harvard Business

1. Barriers to Entry – The difficulty in partaking in the industry as a seller.

5. Competitive Rivalry – The intensity of the competition within the industry –

Moreover, for companies that are considering whether to enter a particular

Rivalry among competitors

Potential new entrants

SWOT (strengths, weaknesses, opportunities, and threats) analysis is a

Components of SWOT Analysis

Opportunities refer to favorable external factors that could give an organization

• Experiencing fraudulent activities

Share of result of associates / joint venture entities (56.00) 14.61

Tax Expense (15.76) (6.49)

Profit/Loss for the year (2,942.36) (4,217.20)

Loss attributable to Non-controlling interests (100.19) (49.22)

Total Comprehensive Income/Loss attributable to Equity holders (2,843.12) (4,172.93)

Basic & Diluted EPS for discontinued operations - (0.95)