Snapdeal’s Alternate Facet of Sustenance

Jun 16, 2017Download as DOCX, PDF1 like34 views

According to the alternative plan, Snapdeal may witness another round of layoffs which may impact 600 to 1,000 odd employees, two people privy to the development inside the company told Moneycontrol. There wasn't an immediate clarity as to what the company will do with around 250-300 people left. "This is a backup plan in case the deal doesn't happen. There's no fine print as of now but it may involve shutting down of the company's logistics unit Vulcan alongside all the warehouses it currently runs," said one of the person quoted above.

wwww.digitalerra.com
Snapdeal’s Alternate Facet of Sustenance
Beleaguered e-commerce firm Snapdeal which is in talks with rival Flipkart for a potential stake
sale is mulling an alternative survival plan in case the company's stake sale doesn't go through.
#Digitalerra Thought Corner
According to the alternative plan, Snapdeal may witness another round of layoffs which may
impact 600 to 1,000 odd employees, two people privy to the development inside the company
told Moneycontrol.
There wasn't an immediate clarity as to what the company will do with around 250-300 people
left. "This is a backup plan in case the deal doesn't happen. There's no fine print as of now but it
may involve shutting down of the company's logistics unit Vulcan alongside all the warehouses it
currently runs," said one of the person quoted above.
Snapdeal currently controls its own logistics and payments. It is likely to route these services
through someone else if the standalone plan is to be processed. The standalone plan would
include a strategy to run a leaner organisation that can last for up to 24-36 months.

wwww.digitalerra.com
(Source: moneycontrol)
Reportedly, Snapdeal's mobile wallet firm Freecharge was in talks with Bank of Baroda (BOB)
and Times Internet for an all-cash acquisition. The Freecharge deal is expected to be in the range
of $60-75 million.The money could bring some cash relief to Snapdeal as its internal reserves
continue to deplete with each passing day.
Around February, the company was left with around $100 million in the bank. Its monthly burn
rate was about $10 million then. The burn is expected to have reduced to about $5 million per
month now.

wwww.digitalerra.com
(Snapdeal's funding rounds. Source: Tracxn)
According to an industry expert, "The deal is going slow but that is because the structuring of
this deal is very different. This is going to be a landmark deal. There are multiple large investors
involved. It should take significant time. It has to take care of the regulatory, the stock angle
among many other things," he said.
Cash Burn Global Scenario
Snapdeal’s story reflects back on these two things:
 Willingness of the players to keep burning.
 Global experience, does anyone ever make money in e-commerce?
It is clear that the leaders – Amazon and Alibaba – make money at scale. They leverage their
business model to make money not as much directly from retail (as in buying and selling) but
from services – advertising/logistics/listing in the case of Alibaba, and Amazon Web
Services/Prime in the case of Amazon.
However, things get murkier when you move past the leaders and even very large players with
GMV over $100 billion like JD.com continue to lose money.
That said, the scale of burn for the level of GMV achieved in India is historic, to say the least.
Amazon has raised less than $7 billion in equity and Alibaba a similar amount while delivering

wwww.digitalerra.com
hundreds of billions of dollars in GMV. On the other hand, Flipkart has raised almost $5 billion,
while barely achieving GMV of $3 billion. Although, Snapdeal’s downfall is one in which the
founders and even some of the investors have made decent returns.
Even in e-commerce, it is only the platforms that lose money hand over fist; the other
participants – vendors and logistics players make some money. The whole point of e-commerce
is to avoid paying for rent, sales people, store fixtures and instead leverage economies of scale to
offer a huge selection, lower prices and deliver directly to the consumer.
“This is also where the waste shows up in the form of crazy spending on marketing, overpaid
and just too many employees. Either the e-commerce companies have to deliver 5 times the
volume or reduce costs dramatically,” says Sarbvir Singh- founding Managing Director of
Capital18.

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Table of contents 1. Snip, snip, snip Bibliography Document 1 of 1 Snip, snip, snip Author: Das, Goutam ProQuest document link Abstract: You can sense that pressure when Indian marketplaces talk of "capital dumping" and seek a "level-playing field" from the government. Many of the same companies got carried away by the reckless funding environment of 2014 and 2015 and spent their way into the hearts and minds of the Indian consumer. "It was a lavish organisation in that sense because there is abundance of money," Flipkarts former CFO Sanjay Baweja told Business Today on phone. "Unless money is constrained, it gets used up very quickly." Salary expectations have moderated even at the entry level. Rohan Diwan, Co-founder of Quickli, a hyper-local delivery start-up, says that a year back, the biggest challenge in doing a start-up in Bangalore or the NCR was finding tech talent. "They were very expensive. Someone who was being paid Rs 50,000 by an Infosys or TCS, would expect Rs 1 lakh a month from a small start-up like us. These were people with one and half-two years of experience," he says. "They would reject our offers because a Paytm, a [Snapdeal], or a Flipkart would offer them a Rs 8 lakh package," he adds. This has changed. "We are now getting a massive surge in resumes since the last three months. Earlier, we were running helter-skelter to find an Android guy; I now have a pipeline of 30 guys waiting to join. And a fresher is accepting a Rs 12 lakh offer," Diwan says. The reason is many companies are cutting headcount or aren't hiring in the same breadth they were last year. Grofers went on a hiring spree to build capacity before demand materialised. Many other companies did that too - hired candidates with a one year outlook. But tough times meant tougher calls. They now hire with a three month outlook. In fact, a panel responsible for campus hiring at the Indian Institute of Technology (IIT) blacklisted 31 start-ups in August after many of them revoked job offers or delayed hiring. In 2015, Flipkart hired 250 across business schools, Nitin Seth, the chief administrative officer at Flipkart, told Business Today's E. Kumar Sharma recently. The company had deferred joining dates for those picked from June to December since Flipkart "was undergoing a major restructuring" and was not ideally placed to "offer the learning opportunity to the 250." Without citing numbers for hiring in the current fiscal year, Seth said that "the management philosophy is that we want to be lot more prudent in terms of our planning." Full text: At online grocery start-up Grofer's aggregation centre in Gurgaon, Co-founder Albinder Dhindsa shows an orange-coloured delivery bag, one that his delivery boys once carried on their backs, zipping across more than 20 cities in bikes to deliver everything from lemons to detergent powder. From the time the orders were placed by customers, they had two hours to deliver. That's the nature of the hyper-local, on-demand busine ...

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The *nervous system of insects* is a complex network of nerve cells (neurons) and supporting cells that process and transmit information. Here's an overview: Structure 1. *Brain*: The insect brain is a complex structure that processes sensory information, controls behavior, and integrates information. 2. *Ventral nerve cord*: A chain of ganglia (nerve clusters) that runs along the insect's body, controlling movement and sensory processing. 3. *Peripheral nervous system*: Nerves that connect the central nervous system to sensory organs and muscles. Functions 1. *Sensory processing*: Insects can detect and respond to various stimuli, such as light, sound, touch, taste, and smell. 2. *Motor control*: The nervous system controls movement, including walking, flying, and feeding. 3. *Behavioral responThe *nervous system of insects* is a complex network of nerve cells (neurons) and supporting cells that process and transmit information. Here's an overview: Structure 1. *Brain*: The insect brain is a complex structure that processes sensory information, controls behavior, and integrates information. 2. *Ventral nerve cord*: A chain of ganglia (nerve clusters) that runs along the insect's body, controlling movement and sensory processing. 3. *Peripheral nervous system*: Nerves that connect the central nervous system to sensory organs and muscles. Functions 1. *Sensory processing*: Insects can detect and respond to various stimuli, such as light, sound, touch, taste, and smell. 2. *Motor control*: The nervous system controls movement, including walking, flying, and feeding. 3. *Behavioral responses*: Insects can exhibit complex behaviors, such as mating, foraging, and social interactions. Characteristics 1. *Decentralized*: Insect nervous systems have some autonomy in different body parts. 2. *Specialized*: Different parts of the nervous system are specialized for specific functions. 3. *Efficient*: Insect nervous systems are highly efficient, allowing for rapid processing and response to stimuli. The insect nervous system is a remarkable example of evolutionary adaptation, enabling insects to thrive in diverse environments. The insect nervous system is a remarkable example of evolutionary adaptation, enabling insects to thrive

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Snapdeal’s Alternate Facet of Sustenance

1. wwww.digitalerra.com Snapdeal’s Alternate Facet of Sustenance Beleaguered e-commerce firm Snapdeal which is in talks with rival Flipkart for a potential stake sale is mulling an alternative survival plan in case the company's stake sale doesn't go through. #Digitalerra Thought Corner According to the alternative plan, Snapdeal may witness another round of layoffs which may impact 600 to 1,000 odd employees, two people privy to the development inside the company told Moneycontrol. There wasn't an immediate clarity as to what the company will do with around 250-300 people left. "This is a backup plan in case the deal doesn't happen. There's no fine print as of now but it may involve shutting down of the company's logistics unit Vulcan alongside all the warehouses it currently runs," said one of the person quoted above. Snapdeal currently controls its own logistics and payments. It is likely to route these services through someone else if the standalone plan is to be processed. The standalone plan would include a strategy to run a leaner organisation that can last for up to 24-36 months.

2. wwww.digitalerra.com (Source: moneycontrol) Reportedly, Snapdeal's mobile wallet firm Freecharge was in talks with Bank of Baroda (BOB) and Times Internet for an all-cash acquisition. The Freecharge deal is expected to be in the range of $60-75 million.The money could bring some cash relief to Snapdeal as its internal reserves continue to deplete with each passing day. Around February, the company was left with around $100 million in the bank. Its monthly burn rate was about $10 million then. The burn is expected to have reduced to about $5 million per month now.

3. wwww.digitalerra.com (Snapdeal's funding rounds. Source: Tracxn) According to an industry expert, "The deal is going slow but that is because the structuring of this deal is very different. This is going to be a landmark deal. There are multiple large investors involved. It should take significant time. It has to take care of the regulatory, the stock angle among many other things," he said. Cash Burn Global Scenario Snapdeal’s story reflects back on these two things:  Willingness of the players to keep burning.  Global experience, does anyone ever make money in e-commerce? It is clear that the leaders – Amazon and Alibaba – make money at scale. They leverage their business model to make money not as much directly from retail (as in buying and selling) but from services – advertising/logistics/listing in the case of Alibaba, and Amazon Web Services/Prime in the case of Amazon. However, things get murkier when you move past the leaders and even very large players with GMV over $100 billion like JD.com continue to lose money. That said, the scale of burn for the level of GMV achieved in India is historic, to say the least. Amazon has raised less than $7 billion in equity and Alibaba a similar amount while delivering

4. wwww.digitalerra.com hundreds of billions of dollars in GMV. On the other hand, Flipkart has raised almost $5 billion, while barely achieving GMV of $3 billion. Although, Snapdeal’s downfall is one in which the founders and even some of the investors have made decent returns. Even in e-commerce, it is only the platforms that lose money hand over fist; the other participants – vendors and logistics players make some money. The whole point of e-commerce is to avoid paying for rent, sales people, store fixtures and instead leverage economies of scale to offer a huge selection, lower prices and deliver directly to the consumer. “This is also where the waste shows up in the form of crazy spending on marketing, overpaid and just too many employees. Either the e-commerce companies have to deliver 5 times the volume or reduce costs dramatically,” says Sarbvir Singh- founding Managing Director of Capital18.

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