MARKETING ANALYTICS

Group Assignment

Submitted To: -
Prof. Rohan Mukherjee

Submitted By:
SL NO. NAME REGISTRATION
1 JAIDEEP SINGH WADHWA 23PGDM142
2 MUSKAN JHAWAR 23PGDM147
3 NIDA BANO 23PGDM085
4 VASHYAPRANAV V 23PGDM117
5 NIRBHAY KUMAR 23PGDM150
6 SNEHA SAHA 23PGDM107
7 DEEPIKA CHAKRABORTY 23PGDM079
 INTRODUCTION
Blinkit was previously known as Grofers, is an application for delivering groceries on demand with its
headquarters in Gurugram, India. The products that are marketed by the company include the everyday
needs products such as groceries, foods from bakery, baby basics among others. The customer can also shop
and place an order at a certain time of the day, and they the products will be brought to them by Blinkit
employees through the Blinkit mobile application. Right now, Blinkit exists in over 28 cities in India.
Blinkit was started in the year 2011 by two young IIT graduates namely Albin Dhindsa and Suresh Kumar.
They both realized at the time when many start-ups appeared they had a chance to fulfill the lack in the
unstructured merchant-consummate MerS transaction’s hyperlocal environment. They envisaged that The
dcompany would be a one-stop shop to cater for the customers’ delivery needs within the localities by
providing pick-up and drop-off facilities at ease. This would make the consumers to be at a position of
managing the logistics from their locality’s grocery, medical and restaurant stores.

About the founders:

Albinder Dhindsa
Albinder is the CEO and co-founder of the company. He had completed his B.Tech from IIT, Delhi and
holds an MBA degree from the Columbia Business School.
Saurabh Kumar
Saurabh is the co-founder of blinkit. He had completed his B.Tech degree in Civil Engineering from IIT
Bombay and an MS in Transportation Engineering from the University of Texas,Austin.
 CASELET: Blinkit's Journey: From Urban Pioneers to Data-Driven Leaders
Blink it wanted to revolutionize fast commerce in cities of India . Due to increasing demand for the quick
and easy access to necessities, the company at first targeted to strengthen its position in Tier 1 and Tier 2
cities. It gradually increased its network of outlets enormously, given the constantly increasing urban
populace’s need for swift and efficient delivery of products. It started establishing Grocery stores and
Supermarket type 1 stores in the Tier 1 and Tier 2 cities. By the end of 2013, Blink it has established a huge
network of 1500+ [Exhibit 1 ] stores across cities of India . However, the year 2014 marked the slowdown
of Blink it The business's strategy of giving its customers steep discounts has fallen flat. More than 600 Cr.
INR has already been invested by them. The expansion of their business has been slow in the last three to
four months, and they are now looking to cut costs to lower their cash outflow. Despite dominating the
market, Blink it is not immune to rivalry. Some of them are rapidly expanding and have a large customer
base.. common growth factors of Blink it began to slow down. There was a period when nothing new could
be done as the retail market had almost become saturated particularly in tier one and two cities.
In an attempt to get out of this stagnation Blinkit then shifted its strategy from Tier 2 cities during the years
2015 to 2017 to Tier 3 cities in a quest of tapping into the untapped market and increase it’s customer base
by acquiring new customers . While these regions were less populated and had problems with infrastructure,
they also meant opportunities for fast development of the agents providing quick commerce services. It
wanted to cut the access chasm between urban and rural segments and ensure services are available in these
new markets through technology. This tactical shift turned out to be a well-planned risk worth taking in the
company’s grand scheme. They established four types of outlets in Tier 3 cities , Grocery stores ,
Supermarket Type 1, 2 and 3 outlets. By 2018, Blink it had established more than 3400 outlets [Exhibit
2].The high investment on Tier 3 cities led to more increase in the overall revenue. Higher sales numbers in
these premises signified a high demand for necessities and helped boost Blinkit’s revenue figures and prove
the need for data analysis in these regions.
The impact of COVID-19 infection in early 2020-2021 was a severe threat to Blinkit’s business model.
Eating places which comprised many outlets like restaurants, cafes, and bars detected safety issues brought
about by lockdowns, which forced shut down many of them hence leading to massive reduction in sales.
This was the second major test for Blinkit and the firm mainly failed to balance its financial health and its
market appeal. However, due to the downturn, Blinkit’s comprehensive data analysis skills and a firm
foothold in the market were not left concealed. In order to counter their rivals and formulate plans and
strategies, they invested a large amount in the recognition that Blinkit was a data-driven business. This
acquisition highlighted the possible opportunity that Blinkit had for data collection and analysis on
consumers’ preferences and demand for certain products that would inform the provision of customers’
needs and effective marketing techniques.
The history of operations of Blinkit from up to the present time has seen it grow gradually, adapt to
technological advancement, and survive setbacks. To begin with, Blinkit’s key strategy was to obtain as
much market share as it could in Tier 1 and Tier 2 cities. But by 2014, the firm has reached the
developmental stage of these markets as they became saturated. As a part of the organisation’s conscious
strategy to find new sources of revenues, Blinkit deliberately focused on Tier 3 markets between 2015 and
2017. To overcome infrastructural setbacks, the organizational stratagem of harnessing technology in this
manner provided immensely profitable outcomes by the year 2018, thereby signifying the importance of big
data analysis.
In this second threat, the COVID-19 pandemic swept across the world, many outlets had closed and
revenues started to drop. The outlets started to closing, the customers also stopped purchasing this caused a
downfall the revenue. Blink it understood that data plays a major role in the revenue generation and
customers acquisition. In order to get back in to the market, blinkit started the innovation in their mode.
Blinkit created their own design system to make the services easily accessible, reachable by the customers.
This enabled them to create the 10-minute model. Blinkit also started the customer centric advertising &
product placement in their websites based on the historical data. This provided the customers with better
experience and improved customer retention
In the future, Blinkit has all the possibilities of success provided the company incorporates technology in its
business. In the current market situation after COVID, Blinkit has the favorable background to expand its
market share further and enhance the processes of data analysis, inventory management, and logistics. Thus,
Blinkit can meet new client requirements through such expansion and integration with local partnerships that
exist in a given society. By studying Blinkit’s history, one can observe the aspect of technological
development and conscious market positioning before reaching the stage of Zomato’s acquisition and future
applications in the context of COVID. Thus, being an example of a data-driven business, Blinkit operates
and exists within the context of fast commerce and attains success and sustainability due to technology.

Exhibit 1
Row Labels Count of Outlet Type Sum of Sales

Tier 1 2388 336397.812

Grocery Store 528 73807.5824

Supermarket 1860 262590.2296

Type1

Tier 2 2785 393150.6476

Supermarket 2785 393150.6476

Type1

Tier 3 3350 472133.0332

Grocery Store 555 78131.5666

Supermarket 932 131809.0156

Type1

Supermarket 928 131477.7764

Type2

Supermarket 935 130714.6746

Type3

Grand Total 8523 1201681.493

Exhibit 2

Exhibit 3