Chhotu – The Logistics Startup (Part 2)

(Part 1 Here)

Today & the Future

Chhotu today has over 160 employees, with 11 warehouses and is present in 9 major cities across India. It does over 1000 transactions a day and though I don’t wish to give you their growth stats, they would probably blow you away. They plan to grow to 20 cities, with 40,000 transactions a day and employ over 400 people by mid of next year. To put this in perspective, in Apr 2012, Flipkart was reportedly shipping 17,730 products a day.                                                                             

After getting their angel funding from Super Angels of India, founded by Rajesh Sawhney, they have been scaling up at a frantic pace while also ensuring that they don’t leave quality behind. It’s the kind of outlook that has helped great businesses persevere. 

Both Co-Founders continued to work based on a strict division of responsibilities and reporting lines for their HODs. Navneet as CEO interfaces with the media, investors, customer service, finance, sales and technology as CEO while Aadhar as COO looks after operations and warehousing.

Aadhar Aggarwal Co-Founder & COO

They now define themselves as an ‘Ecommerce Enabler’ – a startup which looks at logistics, payments, customer support and vendor management for various ecommerce players.

Their mission is to support ecommerce players in doing business in India.

Over the last many months they had to let go of various customers because of a shift in focus. However, they have also had no issues in getting their last 7-8 customers as they were all in-bound leads through the Chhotu website.

Chhotu is now slated to raise its Round A of funding, an unspecified amount, to fuel its blistering growth and scale.

 

The Business Model

In today’s date eCommerce companies have limited choices in logistics. They may develop their own end mile delivery capabilities, develop the entire end-to-end delivery capability or depend on logistics service providers. The first two options are cost intensive and the third is what most players have been relying on. It must be noted here that with over 300+ ecommerce players in India and over 1,00,000 transactions carried out by non-travel ecommerce companies, there is a long tail of players which need support and enablers like Chhotu, if they have to survive.  

The established courier companies consider ecommerce to be only 1%-3% of their total business. So while companies like DHL have created offerings for eCommerce, most haven’t aligned themselves with eCommerce realities. 

Chhotu has created a niche and a business model by keeping various issues faced by ecommerce players, in mind. Commercial and

Navneet Singh – Co-Founder & CEO

performance terms for Chhotu are aligned with the success of the ecommerce player. Delivery in many cases is based on the value of the product, return forward charges are discounted or done away with and the organization understands that when they go to deliver a product at someone’s doorstep it is still a sale in progress. Their delivery boys are trained to ‘sell’ the product rather than just ‘deliver’ it. And commercial terms for the eCommerce companies are created keeping in mind their products, ticket size, category etc.

They have created an in-house customer care department which shows how seriously the organization takes ownership of the delivery item. Technology has been created to track and support various functions so that eCommerce clients of Chhotu can track their shipments, understand any delivery issues and also receive analytics on a regular basis. One would assume that all Logistics players would be doing the above, but as I learnt from my Chhotu interviews, the answer is shockingly No.

 

Challenges of the Logistics World

There are many major logistics players out there who in theory commit to servicing eCommerce players. Over the years they have picked up fancy eCommerce terms, tweaked their existing model of business to service ecommerce players.

This tweaking usually means that they now undertake COD exercises and charge a bomb in return, almost ensuring that COD becomes unprofitable for most players. Charges may be as high as 100 Rs. just to perform COD and then forward return charges in case of returns.  It may be shocking for some to note that certain categories of products have return rates as high as 40%.

To tell you what that means is that if you were to buy a T-Shirt online for say Rs. 400 and select COD as payment option, it means that someone like Blue Dart might charge about 150 Rs. just to deliver the product, then charge Rs. 50 for COD facility and then if the item is not accepted by the customer and gets returned, they charge a return forward charge i.e. money for the item to be delivered back to the eCommerce company. Back journeys mean more profit for these organizations.

People Management is also not a great strength of this Industry as attrition is high, employee engagement is low and skill levels are really not an issue. Lately eCommerce companies have also been affected by the fact that many of their Senior Management and Mid level guys have been directly recruited from major Logistics firms. Sometimes the quantum and level of experience works against a startup organization’s goals where openness to innovation, new ideas and sometimes throwing out due process in return for results is the order of the day. Chhotu has also been affected by these issues, as such employees, with senior positions in distribution are not receptive to new ideas and concepts of doing business. The Co-Founders of Chhotu were quick to let me know that such employees are difficult to deal with even though the top management show great understanding and support. Needless to say, Chhotu refrains from hiring ‘Grey Hair’ from this and other similar industries.

 

The Yapper Analysis

1. Successful Startups may have major business model shifts but not commitment shifts.
2. Delimitation of responsibilities and roles is pre-requisite to a startup gunning for great results.
3. There is always value in experience, though not in ways in which we may imagine.
4. If a bunch of your existing customers aren’t in line with your business model then you either have the wrong target audience for your product/service or you need to lose those bleeding you/those who create a loss of focus
5. Try and move up the value chain – Service Provider to Partner – when working in a niche area
6. Hustle and Talk. All the time. That’s the only way to develop great contacts and unearth opportunities.
7. Chhotu has never had an issue in attracting major investors. The secret is but obvious. Build something great. Solve real world issues. Be the Band-Aid for someone’s pain. And then go out and Talk about it.
8. You need co-founders (Mostly). You need a great team (Always).
9. There is great value in working in a messy market with messy opportunities. Embrace them.
10. Getting Funded is not just about the money, it’s about the Big Boys aka Investors who offer advice, contacts, connections and rock solid belief on days when you are down and out.

10 Lessons | $1 Billion Facebook & Instagram

It was the equivalent of a hurricane that hits a barn on a sunny Sunday spring morning without warning. It shook up the Startup world and has probably changed the ecosystem for years to come.

Monday night was when twitter suddenly started heating up with the news of Instagram being acquired by Facebook. The price tag was revealed shortly thereafter – $1 Billion.

Since then there has been an outpouring of disbelief, anger, frustration, befuddlement, confusion and lots of online petitions. Most people I know of are just plain angry at this development.

Its almost as if ‘yin’ and ‘yang’ decided to get together.

Facebook, the world’s largest and most profitable Social Media company, the ubiquitous factor (and sometimes determinant) in the social lives of millions of people, decided to snap up Instagram without the VC and Analyst community even getting a whiff of the deal. The deal may go down in history as one of the most secretive and probably the most expeditious for $1 Billion Dollars. The last time something like this happened was… er… never.

This deal is seen as over-priced for a startup. YouTube, Skype and a few others were and are also in the same league.

If you thought this post is going to be another digital hate rant, then I am sorry, you have come to the wrong place. I genuinely harbour no sentiments regarding this acquisition apart from abject envy for Kevin Systrom, CEO and founder of Instagram who, along with much of his 6 (or 13) member team, just became a millionaire.

And for what?

An app that turns your crappy iPhone (now android) pics into vintage hipster shots worth putting in art galleries.

I shall however try to explain, through this post, that this app is not just about crappy smartphone pics but much more. Hopefully, we lesser mortals may now learn what that ‘more’ exactly is thanks to Mark Zuckerberg spending a Billion Dollars.

 

10 Things that 1 Billion Dollars have revealed

Being Social is being Visual –This is something Facebook realised, pioneered and has possibly struggled against it since its inception. Remember how people suddenly went crazy sharing, tagging, untagging and commenting on pictures on Facebook a few years ago? The below infographic just shows how many pictures have been created, shared and finally stored thanks to FB. This underlines just how important it is ‘to be visual to be social’. Think about it. Our most social beings, in the offline world, are those who are also the most seen and most heard about. Before the internet came into being, being seen at the right places, with the right people and the right time was essential to increase your ‘Social Value’. Now transpose this concept to the ‘Online World/Social World’ and we see that similar dynamics exist. Your ability to be seen in the right way and at the right places ensures a certain ‘coolness’ to your reputation online. Suddenly when people see something they like, (a picture of a sunset, a party, a concert) they comment and this leads to a growth in Social reputation. Instagram is a mobile only social network for sharing kick-ass photos and hence increased the social reputation of users by making them seem cool. The fact that you don’t have to put actual hard work but just use simple filters helps!

What Mark Zuckerberg bought – It’s no secret that Facebook considers itself to be a ‘Design’ driven company. It is also no secret that they really suck at design. The Facebook app on my Galaxy Note sucks battery and has a number of features missing. The fact that a $135 Billion Market Cap (Some people value FB like that) social tech behemoth with thousands of employees and $4 Billion cash sitting in the bank can’t make a decent app is disturbing. It also means that while users are moving to the mobile platform for Social Networking, Facebook has stayed far behind. For that matter even LinkedIn doesn’t have a great app. But then again, most people who use LinkedIn don’t mind using it on their laptops or tablets as they see it as a business tool/network. So what exactly did Mark buy?

Largest photo sharing app in the world – 30 Million iPhone users and probably 6 million android users

Tons of Mobile buzz – 5 million android downloads in 5 days. 340,000 waiting list before it was launched.  

Mobile stickiness and pics – 1 Billion uploaded pics, 5 million pics uploaded every day

Startup – 2 years old and 13 employees

Monetization Strategy – None

Cash Flows – None

Consumer Love – Lots

Stickiness IS a business model – After the 2009 slowdown, a certain amount of much needed rationalization set into the startup world with startups defining revenues models, monetization plans and related issues at inception. Unlike before when startups with ‘cool’ ideas were funded only because they may eventually have millions of followers, VCs also became aggressive in their search for startups that made business sense. On the whole this made sense and lead to a tempering of the market. But this also might have led to ‘uncoolness’ across the startup landscape. With this acquisition, Instagram has shown that startups and VCs can expect to make a pot of money and cash out if their product/service has lots of users who swear by their name. Most importantly, if the product/service shows great ‘organic’ growth with lots of passionate following and evangelists, you are assured that people will be interested in buying you out. The reason is that with our society’s short attention span, consumption and gimmick driven worldview, to have a product/service with large, genuine and engaged long term following is a great asset in itself and this means much more than just a substantial place in the ‘Goodwill’ section of a balance sheet.

Social is now Mobile – This one is a no-brainer, but since many of us are devoid of suitable grey matter, I shall spell this one out. Social Networks need to have substantial and comprehensive presence on the mobile platform to survive. Over the last year I along with tons of my tech savvy friends, have moved our primary consumption of media (primarily articles, blogs, newspapers etc) from laptops to our mobiles. The young and the social tech savvy, thanks to BBM, twitter, whatsapp and ‘hyper-sms-ities’, feel comfy with this tech and drive the demand + consumption of social apps. The fact that laptop face time is reducing in comparison to mobiles, due to their ubiquity, makes the transition a pressing matter for social networks.

Google better watch out – Instagram has 1 Billion pics. But just try and Google one and you won’t find any apart from those which have been posted or reposted on blogs and pages. Not try googling Facebook statuses, pages, notes etc. Again nothing. This may not sound like much but the creation of these ‘walled gardens’ is really something that Google is very very concerned about. Their crawlers and search capabilities are kept out of the largest repositories of user created content… forever. It means that socially relevant content for you can never be accessed by Google. It also means that Facebook has now more eyeballs looking at more things for longer and hence more ad money. Oh! And it also owns all your content, pics, videos etc.

‘Frictionlessness’ is the Secret Sauce – Over the last few years this term has really come to define the core of many super-startups. I define ‘Frictionlessness’ as “Qualities and Features in a product/service that makes it easy to use, cool to own, efficient to run and requires the skill of newbie while bringing ‘sex’ (A term used by Steve Jobs for Apple products) to the entire experience of using it”. Instagram, Flipkart, Pinterest, Zappos etc all have this sense of ‘Frictionlessness’ which make them so wildly successful.

Below is what Instragram did for a crappy office Pic I took.

Ridiculous Money Ridiculously Fast – Not many people know that Instagram closed a round of $60 Million of funding, valuing the Startup at $500 Million… just 1 week back. What does this mean? Well it means that maybe Facebook got so jittery of Instagram’s success, especially after the Android release that they put in motion probably the world’s fastest acquisition deal put together at this Billion dollar level. It also means that the VCs who participated in the last round of funding for Instagram (Sequoia Capital and Greylock Partners) just made 2 times their money in one week since the Valuation went from $0.5 Billion to $1 Billion. Considering that they had just closed the round and probably hadn’t transferred the money to Instagram’s account (This is usually done in tranches or in blocks) they might have just made $100 Million for signing a piece of paper which says ‘Yo Dawg! We will fund you for $50 Million’. I wish they start teaching “Venture Capital” as a subject in school because it’s stupid to be an engineer or lawyer or an astronaut when you can double fictional money into real money by signing an agreement. I jest of course; these guys have made this pot of gold only after carefully curating a reputation over decades. The team of Instagram, which is 6 to 13 people depending whom you talk to, has also suddenly gotten a bunch of millionaires and the CEO Kevin Systrom has attained a place in Startup History for posterity. One must note here that while $1 Billion seems like a lot of money (Its after all Rs. 5,158 Crore) it also represents less that 1% of the market cap of Facebook and it actually a cash + stock acquisition. FB has $4 Billion in cash just sitting and making piddly savings account interest so this is not a bad deal.

Prepare for a Startup Boom! (And Bust) – This acquisition is like the gong at a gathering (or trumpet at an orgy) which sounds off the start of a great evening. Expect to see lots of first time and serial entrepreneurs rushing to make photo or social apps as targets for eventual acquisition. Also expect VCs to take the bait and deliver their freshly raised funds to the coffers of these startups. If history is anything to go by and due to reduced boom-bust cycles, I would start preparing for the bust cycle right now. For India however, I don’t expect VCs and entrepreneurs to start gunning for non-monetization business model startups. It just won’t happen. Not yet.

You don’t need to be an engineer/programmer by education– Instagram Kevin Systrom wasn’t a programmer by education but learnt it in his spare time in the evenings. This just goes on to show that you don’t need to brood if you missed the chance to go to an engineering college (I didn’t go to one and it hasn’t been a disadvantage in any way). It also shows that while there were better programmers out there, Kevin Systrom took a simple idea and made technology work for the user by making the experience ‘Frictionless’. Unfortunately most entrepreneurs are working on complex ideas which are further compounded by them expecting potential users to work for the tech they develop.

Facebook = Monster – Ok! Let’s get this clear. People hate Facebook despite using it all-the-time. Even the mighty Google is looked upon with suspicion but never hate. Apple is revered, LinkedIn is respected, Twitter is liked, 9Gag or Tumblr are heavily used and Instagram is adored. But Facebook is just hated. I have yet to come across more than 1-2 articles which rated this development as positive. And even those seemed as if they were pleading the reader to share their point of view. This is troubling for an organization which claims to want to change the world and is going in for probably the most anticipated IPO in the last 5 years. The forced ‘Timeline’ shift on profiles is the latest such change which is reviled and hated by users. Mark should do some soul searching, become a Buddhist Monk or get a new PR agency. I would probably recommend all three.

Built to Sell.. For India

I really love this book. If you haven’t read it by now, then you should soon enough (Click on the picture for the Flipkart page). John Warrillow narrates a simple story about a person (like you and me) who wishes to sell his business off and chill.

But he can’t.

Because like many first time entrepreneurs and a majority of Indian Businessmen, he creates a business that is fundamentally unsellable.

The book walks you through a relatable story of a good guy who wants to move on and expects to be rewarded for all the work he has done in building up his company.

Unlike what Steve Jobs and his ilk might say, I feel that selling out a business, which you have created, is a very valid exit route. Steve Jobs might have found ultimate happiness in creating highly priced touch screen toys for the hipster crowd but many others just want to retire on a beach and spend time with their families. After all we are all in it to make a profit.

In this post I choose not to ‘recreate’ stuff written by others since I don’t feel good about restating what has already been written (rather well at that). However I feel that a few rules apart from those given in Built To Sell are relevant for Indian Startups and businesses.

 

10 ‘Built to Sell’ rules for India

1. Black Money – Most startups or young businesses in India really depend on Black Money in one form or another. Informal markets around India, especially in the urban centres provides most entrepreneurs with the capital to start businesses at low or moderate interest rates. Sometimes this money is from a relative or a friend who wants a piece of the action. With cash still King, not only in the financial but also the physical sense, this is a fairly easy and painless form of capital. Our risk-averse banking system really isn’t made for first time entrepreneurs and that’s where the black money market helps support millions of small businessmen across India. The problem happens when your business can not graduate from Black Money based capital and transactions to white money based business operations. If dealers, vendors, customers etc are dealing with you in off-the books transactions and black money then it becomes very difficult for a large players (who themselves are highly regulated and well known) into buying your company out. It also restricts the actual sales you can declare. With most buyers being progressive, large domestic or MNC firms who are, in general moving towards cleaner operations, this is a real issue. Even if you have a great business, the best step is to wean your business off black money and work on white.

2. The Law – Indian businesses have a penchant for breaking laws, not taking all the licenses, permissions, not getting into contracts, agreements and having a multitude of cases against them. Due to our fabulous (read slow, lousy and corrupt) legal system, most businessmen don’t really mind cases against them as long as it doesn’t lead to a stay against major business operations. However a prospective buyer will in all probability put his money only when he knows that there are no extenuating legal issues against the business. If there are, then the buyer considers it a potential threat to future revenues and business operations. A firm interested in buying you out will look at long term contracts, agreements, permissions etc since it not only considers them as safeguards to business activity but also increase long terms revenue projections and hence the valuation of the business.  

3. Family Members – Involving family members in a small business which looks to spread its wings and grow fast seems like a great idea in the beginning. After all you are ensured order, loyalty, motivation, a quasi-managerial set of people and low salary expectations. This also leads to the dreaded mix of the personal and the professional. In many cases it leads to family disputes, ego hassles, staff loyalty issues and development of company fiefdoms. This is a major turn-off for buyers.

4. Markets with major player interests – This is really a no-brainer but for some reason most people get this one wrong. A businesses’ ability to sell itself to a major player/MNC/Domestic Company only exists when (A) It’s an exciting sector where a number of players are looking at gaining traction and market share (not necessarily revenue… yet) (B) FDI limits are 100%/high/Going to increase hence ensuring that buyouts can happen by a foreign player for domestic presence. This also increases domestic competition (C) The sector is strategic in nature i.e. it is important from a technological, geographical or social perspective and not only from a revenue point of view. (D) Low regulation by government agencies.

5. Process Process Process – My biggest issue with Indian businesses and startups. The lack of process and systems. The absence of it makes most prospective buyers jittery and unsure, leading to lower valuations for your business. A proprietary process and system set up for your operations and sales will make it really easy for a professional business to put faith in your business and buy you out. A process and system oriented management shows that the company is poised to take on scalability issues head-on.

6. Documentation – Usually this would be a part of the above point, but I just don’t think that would cut it from an Indian perspective. Indian startups and businesses refuse to document. Actually it’s not in our cultural DNA since we are a verbal story-telling based culture. While this may lead to some great traditions and promote faith the in informal business sector, it also leads to bad records, adherence to policy and issues with creating processes and systems. It makes duplication of results and activities really difficult while making the business extremely people dependent and reduces organizational intelligence.

7. Don’t offer to sell everything to everyone – This is a like a disease which afflicts every Indian startup and business at some time or the other and totally goes against all practical advice regarding scalability, identifying differential advantage, identifying your TMS, creating great products/services and organizational focus. Too many companies have lost money, time and resources trying to please too many people at too many price points in too many ways. This also confuses the living hell out of a potential buyer of a business since they want to fulfil a specific need by buying your business but can’t identify what to do with all the rest of stuff that you seem to be doing. It makes your business look poorly organized and very muddled. Why? Because it is.

8. Hire a great CA – Just take it from me. Hire a great CA. Pay him more than you pay yourself if you have to. Just make sure your ass is on the right side of the law/tax department and that your financial papers look ready to be entered into the next Harvard Case Study series. It really really helps.

9. Build a Board – Most boards only exist on paper and consist of family members who either are already part of the management or don’t even know what you do. That is a fatal mistake. A board made up of local business leaders, professionals, professors and socially known /respectable citizens not only make it easier for you to do business and look good, leads to better credit ratings and it also increases valuation.

10. Don’t look at the US/EU valuations – Please understand, the US/EU (especially the US) is a crazy place where valuations go into bubble mode at regular intervals. The US/EU markets have a very well developed M&A market/players, with deals being done every day and companies being used as short/long term investments by PE/VC firms. In India we don’t have a developed market for M&As, we also have FDI restrictions, low valuations, cultural aversion to selling out and most importantly we have the Rupee (not the dollar). So don’t expect to be offered a deal on the lines of the US. You will be much happier and will also close the deal better. Don’t convert your Rupee valuation into dollar, unless you like being depressed.