Another good way to collect User Feedback

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As a product guy for many years I have used multiple methods / tools to collect user feedback. Some analytic tools that are under the hood like Google Analytics, Omniture, Kissmetrics, etc and others that are on the face of user like WebEngage, UserVoice, etc. If you love your product, any amount of feedback that you receive will be less.

For Wishberg, we wanted to hear more and so we introduced a feedback screen on the logout page. When any user logs out of his Wishberg account, its right there for users to share how their product experience was. Try out how this works on Wishberg, alternatively below is the screenshot of same.

Wishberg Feedback

The rational behind doing this is simple. If you have noticed, few years back when you logged out of web email services like Yahoo or others, they placed a huge banner advertisement on the subsequent page. Many of these advt banners had a CTR of 3% to 6% making it the most prime properties for advertisers. We replaced that advt spot with feedback.

Users have been very vocal in telling us what the love/hate about Wishberg and also pointing out what they want in the product. For a product owner it is probably the best way to collect feedback, equivalent to talking to your users. I hope to see many more product owners doing something similar to this.

475 Days of Unemployment (Read Entrepreneurship)

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This is not one of the regular posts I usually write about. There is so much advice about Entrepreneurship already, many founders have shared detail about their journey. When I started my entrepreneurship journey, I wrote a post – ‘Lets blame it on Rio and not the ecosystem‘.

I meet people who want to start-up. Most have a brilliant idea, many talk about selling their companies after 2-3 years and retiring from work at early age. Raising venture capital is today considered success by wannabe entrepreneurs, which is not. 1 out of every 100 startups succeeds; given the amount of startups coming up – this will soon be 1 out of 1,000 or even 10,000. I guess there is too much press about startups these days, about getting funded, million dollar exits.

All this is attracting many people towards entrepreneurship without realizing how difficult the journey is. Sharing my entrepreneurship experience and hoping others don’t go through mistakes I made.

 

1. Control your own Fate.
To get stuff done fast, the very next day of quitting job – I outsourced product development to another company. Estimated 60 days task took 180+ days. This arrangement continued for more months. Burnt loads of cash, I consider that my biggest mistake.

Lesson Learned: Our success (or failure) is now in our hands, not in anyone else’s.

Advice:

  1. If you are an entrepreneur, please check who is deciding/controlling the fate of your startup? If its not you, you’re in trouble.
  2. If you’re planning to startup, get your own team in place; Don’t start your startup by outsourcing development.

 

2. Things will go wrong. Again and again.
This is the 4th time we’re writing our code from scratch. First two attempts were with product iterations for Tyched, next was alpha release of Wishberg. Its initial version was written by the outsourced company, it started crumbling under its own weight as users and data grew, dumped it when we hit roadblocks. Our team is now building the beta version on own custom framework, that will help us ship product fast. Really fast.

Lesson Learned:

  • When users & data starts growing quickly, you should be able to iterate quickly. We lost about 4 months with legacy code. Choose product / tech architecture with tons of flexibility.

 

3. Stay connected with ecosystem.
I started blogging on beingpractical.com about 3 years back when I had no intention of starting up. I also manage the Internet & Mobile product management groups on LinkedIn through which I connected with product professionals across the world.

Being a product guy – helped, tested other’s alpha & beta products, provided feedback, tips on product management, gave suggestions to scale up products, user acquisition hacks. Thanks to that – it connected me with many founders, product geeks and few people in investment community. Many of them were kind enough to help me back whenever I asked.

Over last 12 months, I have a built a network of about 500 early adopters to help us on Wishberg; another 1000+ are on my list.

Advice:

  • Plug into startup ecosystem well before you start up.
  • Don’t shy away from asking. People in startup community are always willing to help.

 

4. The flawed assumption about lack of early adopters.
I see more Indians on Quora these day, I recently tweeted – Future Generations may think Quora is a Indian product, like current generation thinks about Bata. India is among the top countries by users for many global products – Facebook, Twitter, LinkedIn and so.

Almost everyone who claims about the lack of early adopters in India are from startup ecosystem. Many of them have not yet tried out products from other Indian startups. I’m a founder / entrepreneur and have decided to be early adopter. I try out every new product that comes my way. Anyone who has written to me about their product, I’ve signed up – provided feedback / suggestions to the best of my experience & knowledge.

Advice:

  • As founders we can continue to complain about lack of early adopters or decide to be one ourselves. My 2 cents are here.

 

5. Have a product roadmap. Don’t build your startup on just one idea.
Many product startups that hit dead pool rely only on just one idea. We only know successful pivots like Inmobi, Instagram, Fab, etc – but there are plenty of unsuccessful ones we never heard of. Pivot is not easy, extremely difficult in both ways – managing expectations of stakeholders as well as your own.

Talk to folks before starting up on potential of your idea, its possibilities. Avoid situations where you have build all that you could in 3 months and are clueless on whats to be done next. There is no thumb-rule to this; but at least have a product roadmap that extends into next 12-18 months, talk to users / customers in this while. They will tell you more.

Advice:

  • A idea that can be finished in 3 months might be a hack. It ‘may’ not be a product or company. Build your product around a vision, it may takes years to execute.

 

6. Don’t divulge what is not shipped yet.
This is a tough one to explain. To put it simply (or wisely) – ‘You can’t build a reputation on what you are going to do.’ Here the context is different. Everyone is looking for ideas, you don’t give it to them.

We met with one angel investor, had a detailed discussion about our product – how we intend to market / acquire consumers. Few days later, one of his invested startup came up with remarkably similar approach. On another instance, one investor met us twice in a span on 10 days, insisted we share our detailed road map ASAP. A week later his firm announced a investment in an over lapping category; he was leading the deal.

Learning:

  • We could crib or just move on. We moved on to building our product without complaining. I feel the line of differentiation between startups in decreasing. There are too many similar products in investor portfolio, make conscious decisions on which investors you want to talk with, do a small ‘check’ on their investments and portfolio.

 

7. Do whats impossible, not what is easy.

If you have a brilliant idea and you think its easy to execute, there probably are another 100 startups doing it already. You are operating in a crowded space.

I have often got this advice or being questioned, why am I building another social commerce product, there are already plenty of them. Here’s the answer – we’re not building a social commerce product. We’re attempting a new method of social discovery for product intents. Its different, will talk of what we intend to build – once we build it (my rule: don’t divulge what is not shipped yet!)

I usually classify start-ups in 3 segments –

  1. One where making money looks real easily. (Enabling transactions, affiliates, advertising, lead generation)
  2. One that solves problems. (Usually loved by VCs)
  3. One that changes user habits. (Paul Graham calls them – The Black Swans)

I wrote about the third type of startup last year – The biggest innovations never solved any (stated) problem.  They are difficult, high failure rate – but once they succeed, there is no looking back.

Suggestion:

  • There is enough competition for me-too ideas or easy/obvious ones. Don’t be a part of that, unless you can completely re-define that vertical. Take up something that can radically change user behavior / habits.

 

8. Your health is important.
In this period, I’ve suffered from hypertension, blood pressure has shot up multiple times. Twice I went unconscious – had to be check’ed in at hospital.

Long working hours, erratic sleeping times is way of startup life. Managing time is myth, work manages your time. For last 15 months I’ve been working for 12-14 hours daily; 3-4 hours of daily commute (I reside the farthest if compared to all my team. Conscious decision – office is conveniently located for all team members. They can put in more time without bothering about commuting in Mumbai).

Advice:

  • Amount of stress first-time founders will go through in start-up journey is unimaginable. I’ve learned to relax and have started paying good attention towards my health.

 

9. Take breaks from Startup Life at times
Entrepreneurship makes you so passionate about your product / work, that you end up talking about your product, vision, things you plan, how you intend to change the world, etc to almost everyone.
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You tell folks stories about Facebook, Instagram, and so on. Be grounded to reality – there is life outside your startup too, find some time to be a part of it, unwind and get back. Time is most precious for every startup / founder. And startup life can be a trap., you’ll always end up postponing personal commitments for work very often, in fact all the time.
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Advice:
  • Take breaks in a while. Spend time with your family and friends; make sure you live life outside the startup ecosystem as well.
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10. Technically, you’re unemployed. Accept that.
Though the respect for startup founders is improving in the startup-ecosystem, to the outside world you are unemployed.
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You will be often reminded of that by folks you will never expect – like the customer support staff at credit card department – “Aapke pass to job hi nahi hai. 3 years ka company IT returns aap submit kijiye.” (Translates to – ‘You don’t have a job. You will have to submit 3 years income tax returns of your company to apply for one’). This is a top Indian bank, I’m their premier customer since last 10 years and it doesn’t matter.
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This is the reason why the post title says – 475 Days of Unemployment.

Advice:

  • Plan your startup well. Talk to other startup founders before you start – understand what difficulties they went through. Startup life is not for everyone.

 

11. Learn to stay calm. You will feel humiliated.
Few people talk / act exactly opposite to what they say. One investor spoke at a conference how he thought Social was the next big thing with some awesome statistics. Kulin (my co-founder) and I caught up with him a week later – he was a different person now, had only one thing to say – ‘Facebook can do this. They can kill you!’

A known investor turned up 35 minutes late for a meeting, did not apologize, later he ordered food and drinks with no courtesy to offer us. During the discussion he was ogling at girls in the restaurant all the time, found someone he knew and told her he will see her in 5 minutes – all this right in front of us. We ended the meeting in next 2 minutes and walked away.

Another day, another prominent investor met us. He disagreed on one of our points, he started off, “Do you know whom you’re talking to? Do you know who I am?” We maintained our cool, thanked him for his time with a smile and promised ourselves never to see him again.

Advice:

  1. Though this offended us like anything, we stayed calm. We live in small world of founders & investors, never want to burn bridges.
  2. Don’t take names. Not online. Not offline. Not anytime.

Maybe those investors will never know, but I have given good amount of feedback and advice on product to founders of startups they have invested in. On other side, there are some extremely professional individuals and investors, they still continue to advice us, given us time whenever we’ve asked and have continued to open connections from time to time.

 

12. Choose your investors / mentors carefully. 

We had many funny incidents around getting funded, looking for mentors or folks we came across in this journey.

  • One investor extending a term sheet on a condition that we agree to monetize from Day 1 (something I have not believed in).
  • One senior executive at MNC insisted we take him on the board of directors and he will open doors for us. (Since then I have felt being on board of directors is the new Page 3)
  • An incubator claiming they are better than Y-Combinator or 500 Startups. ‘We can give you what they cannot.’
  • A so-called angel investor claiming to have invested in many startups, not ready to name a single since its private and confidential. (Rocket Science? Even SpaceX investors were known.)
  • Someone who does not know ‘C’ of Coding telling us we should hire a Chief Technology Officer (he even suggested one with 22 Lac INR salary, who could join us at minimal hike).
  • Feedback on Design: ‘Use bright red color instead of blue. Red means attention, users should pay attention.’

Throughout my startup journey, most of the folks I connected with in India had the common set of questions to ask –

  • Almost everyone asked: “How will you make money?” / “When will you make money?”
  • Very few asked: “How will you acquire users?”
  • Just one person asked: “How will you build this product to match your vision?” He himself is a very well known entrepreneur and angel investor. We hold him in high regards for his advice and support from time to time, even without no formal association.

There is nothing wrong with this question, businesses have to monetize and make money. But few here realize that Social Products need to monetize at scale . The ratio was just reverse when we spoke to folks from the Valley, very few asked the ‘Money’ question.

Kulin and me share this funny thought. Had Instagram pitched to some of these investors, wonder what sort of feedback they would have got. Maybe – ‘Stop coloring photos. Do some serious business.’ 😀

Maybe we met wrong people. But yes, there some really great folks available in India too. My general observation is – if you’re doing a B2B start up – there is good advice / mentors / investors available in India who can open connections, get initial customers. For B2C product startups, India has very few people who can advice on Product, Design, Growth Hacking, Technology and User Experience. We eventually started connecting with people from successful startups or individuals with relevant skills from Silicon Valley / US to help us.

Advice:

  • Take money/advice from someone you respect. If you take money from someone you don’t respect – he will kill you with his advice.
  • Spend more time with people who can help you with your product than the ones who can help you raise money. If you have a right product, things will happen to you.

I’ll write someday on how to identify good people who can advice you.

 

13. Of hiring, people and team.

Till May this year we occupied a shared office (paying per seat and amenities as used). We hired 3 engineers in a month – our costs went up 3X; We decided to quit that place and we were left without office space. During this time, one of our team members offered we operate from his home. And we did the same while our office got ready.

The only thing that matters for any product startup is quality of its team. There is only one rule for hiring at startups – Hire the best engineering team, and pay them well. 1 Good Engineer = 3 Mediocre Engineers.

Have heard of tons of advice on hiring – tell potential hires about startup, culture, fun @ work, ESOPs, etc. This does not work. Don’t try to sell future employees what they have not experienced. Let them join you – create a personal bonding with every team member, nurture your ‘friendship’ with team members, they will be your extended family. They will put in their best. Most of our team members joined us through referrals. Don’t talk with them about passion or commitment, show them yours.

Advice:

  • Genuinely love your team and be concerned of their well being. Create a bond with all your team members.

 

14. And in the end, its not always about the money.

We failed innumerable times in this startup journey. Its fourth time that we are coding our platform from scratch. Multiple mistakes made. And there were plenty of distractions – most of them come to you as lucrative job offers. When I quit my job, the very same week I got a call from the HR Head of a FMCG company to join their Online Marketing team, I was interviewed for that position few months back. I said no, and the next week Kulin confirmed to join me as Co-founder. I’ve passed many other job opportunities that came up in last 18 months, including one in Silicon Valley.

So all those who are considering entrepreneurship for money or funding; the reality is different. Its not money that drives startups, its the passion. There will be events that will test your passion – multiple failures & many distractions.

Learning:

  • Startup life is difficult, daily struggle to make ends meet. The only thing that keeps you going is your focus, passion and belief in yourself, your team and your product. Nothing else matters.

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If you are new on beingpractical, please view my profile. If you are a founder and think I could be any help to you, feel free to write to me on pj [at] beingpractical.com or follow me at @beingpractical

Thanks to my co-founder Kulin for reading / editing drafts of this post.

Future of Search: A Search without Links

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Life cycle of technology products is declining with years. It is about 20 years that the first Search Engine was developed. Since 1998 Google made Search Engine part of our daily lives. Paul Graham recently wrote a essay called – ‘Frighteningly Ambitious Startup Ideas‘. He says one of the best ideas could be a new search engine.

Even today we are searching exactly the same way we did 14 years back. Search for ‘keyword’, Google provides us with hundreds or thousands of links, and leaves it up to us to spend time finding out what is most relevant for us in those links. Why can’t Google or any other search engine provide us exactly what we need without the pain going through multiple links every time. I have said this many times – Search is incredibly painful. Users have got so used to it, they just don’t realize this.

So the answer is – Yes. Search is evolving, Knowledge Graph by Google is one of the finest examples how search needs to evolve. When you search of ‘Paul Graham‘ now on Google, you see much more than just 100s of links about Paul Graham through Knowledge Graph.

I may be wrong, but it appears that Knowledge Graph by Google is flawed by business design. Knowledge Graph is showcased mostly for keywords that could not be monetized by Google. This is clearly the way ahead for search, and direction Google needs to move (or is moving already) or perhaps any other startup that is attempting a new search engine. Don Dodge explains how just 1% of search market shares is worth over $1 Billion.

Future of Search is not 100s of links on the search results page. Its one result – just exactly what you want.

Dropbox for Music is solved!

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I live in Mumbai; local commute is calculated as function of time spend and not distance. My daily commute is 3-4 hours, all of that spent listening to music. Back in 2009, Honda launched new edition of its flagship model – Honda City. Great car, only one thing that irritated me about this car – it came without a CD player.

For music, the car provided a AUX-In port and USB port. I dumped my CD collection; replaced it with 6-7 Pen Drives, different genre in each one. I updated those pen drives every week with new songs. For few months this happened with tons of enthusiasm, later it started becoming pain. I gave up on regular updating. Also thanks my friends, some pen drives were taken for a while and never returned 🙂

Around mid-last year, I was left with only 1 pen drive. Started using mobile phone as primary music device and connected it to car speakers through Aux-In cable. Over time – instead of carrying music on phone, I started playing it through online music apps – Saavn in particular for Bollywood. The playlists are saved – edited / updated every time the app was used on phone or desktop.

After using Aux-In cable for months, I recently got Jabra Cruiser 2. Two benefits, firstly the handsfree device allows making/receiving calls while driving, secondly – its FM transmitter is tuned with car radio, enables streaming music to high quality car speakers.

This is similar to Dropbox – but for music and with a small twist. Dropbox lets you sync files you uploaded to multiple devices; in this case, music catalog is provided by Saavn, saved in playlists created by user. This works like magic, music you love available on your desktop and also streamed to any car you drive. The only drawback – Saavn is focused on Bollywood music, but I’m sure someone will get music from all genre / languages on one app soon.

API based Advertising. Maybe Google lost a Billion Dollar Opportunity…

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Google is undoubtedly the master in text based advertising with its Adwords platform (that continues to be the largest contributor to Google’s revenue). It relies on a two formats of text advertising – through Search (display relevant advertisements to users on search results page) and Content Sensing (display advertisements based on content on the page user is browsing).

With advent of Twitter / Facebook and similar such platforms, emerged another prominent format of text outside boundaries of Google’s prominence – ‘status messages’ or ‘short text content’ or even ‘short text messages’. This text format originates and is consumed as quickly as it is generated. Concise, one-to-all (FB / Twitter) or one-to-one (SMS or chat).

Twitter owes its success to its API. Back in 2008-09, while developers were building applications on top of its API, I read/heard many say – “APIs is the product distribution” or “APIs is product marketing”. However, no one said “API is the next Advertising” (in context of text based advertising).

Imagine this simple hack – post the ‘short text’ through API to Google. The service would intelligently interpret if the ‘short text’ has any intent-value and revert back with the most relevant advertisement which the developers can embed back in their application the way they want it as part of their core product experience. The API could have options for Geo / Context, etc.

Is the opportunity huge? Its massive! Facebook is already under-fire for not having enough on its monetization plate. FB is monetizing via demographic targeting, while millions of status messages with a intent-opportunity go without monetization everyday. Twitter faces similar challenges, wrote about this earlier. Instagram, for example – you see this amazing photograph of a Pizza, you immediately want to eat one – show a relevant advertisement. Or two people on a IM like Whatsapp – making plans of a vacation to Canary Islands. This list goes endless.

There has been a radical shift in Internet (read content) over last 10 years, but web-monetization still continues to be same old method – either search or display. Companies involved in mobile advertising copy-pasted the web model to mobile. Web/mobile monetization models are ripe for disruption. While such kind of API based advertising requires a long-tail of advertisers, like the one Google has. But it will be difficult to under estimate startups who would want to get a slice off such very large opportunity; which otherwise will be Google’s lost opportunity….

 

Telcos, please stop paying mobile bills for your employees!

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We all have our stories about Telecom Operators or Mobile Service Providers. I prefer to tweet and receive a call than just calling on customer support and waiting on long hold times. There is so much outrage on Twitter / Facebook against Telcos. Love-hate relationship. At times I end up feeling that the job of Social Media teams of telecom operators maybe more difficult than… err.. Alaska Crab Fish Jobs.

Despite the amount of outrage / complains / feedback, we have wondered multiple times – why do they fail to understand their customer’s agony/pain? How can they just goof up at times on plain simple things?

The answer is ridiculously simple. Most decision makers / process managers / folks in management working at Telcos are given mobile connections which are either not-billed or payed by the company itself. So their employees never or very rarely do any interactions with their own customer service staff like their customers do.

Telcos, there is one phrase extremely popular in the tech startup ecosystem – “Eating your own dog food.” It simply means – use own products / services exactly how your customers do.

To cut the story short – “Telcos, please stop paying mobile bills for your employees. Let them do it for themselves. Treat them as your customers and just see how your processes become more efficient and customer satisfaction scores improve. Eat your own dog food. Please!”

Repost + Update: Isn’t it time to re-look how TRPs are measured?

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Few days back ( last week of July 2012) – NDTV filed lawsuit against Nielsen for manipulating TV & viewership data. Medianama highlighted few key notes from that – posted here. Later learned that even Prasar Bharati was considering legal action against TAM.

All of this reminded me of one of the posts I wrote last year (May 2011) – “Isn’t it time to re-look how TRPs are measured?“. Re-posting the same with small edits to reflect change over recent events and few additional notes.

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This post is dedicated to John Wanamaker, credited for setting advertising standards and considered by few as father of advertising. John Wanamaker died in 1922. Had John lived today – he would have some interesting quotes to share on RoI in digital advertising. This post is inspired by one of his very famous quotes – “Half the money I spend on advertising is wasted; the trouble is I don’t know which half.”


The term RoI became a buzz word ever since Digital advertising started to gain prominence in last few years. Talk to any brand manager today on digital spends through any channel – Search, Social, Display or Email – his quick conclusion on effectiveness of any campaign will be based on ROI. Online advertising has taught digital media professionals to be ROI-driven.

Pitch any campaign today on Digital – both Brand Manager and the Digital Marketer sound no less than a Investment Bankers trying to advice its client on a multi-million dollar deal discussing on its investment, returns, profitability and more. The same Brand Manager or Media Buyer will simply look at TRPs of any channel/program and allocate about 50% of its media spends to Television, distribute a significant chunk between Outdoors, Newspapers, Radio and leave a minuscule 5%-10% to Digital.

Well, this post is not about how Digital Medium today is perceived as ROI driven. This is very unlikely to change in coming years, maybe it is standard now. The question to raise is – isn’t it time to re-look how TRP ratings are measured rather than blindly accepting the reports as provided?

First – to know more about what is TRP and how they are measured using people meters – read this excellent post on Television Point.

For those who have not seen a People Meter – here is one below:

People Meter

credit: image source

 

Here are some questions usually asked about the authenticity of TRP ratings –

  • In India – TRP People Meters are installed only in 16 cities across 9 states; Less than 10,000 people meters are installed – would they be good enough to reflect insights on Television Viewership of a country as large and diverse in demographics & culture as India? (TAM on its about us section says 8150 homes in over 165 cities & towns.)
  • There is little or no transparency on number of households with People Meters installed, techniques of data collection & interpretation, and how the data is extrapolated to whole population. Are there any validations if the meters were correctly operated (they look difficult to operate) and data collected the way it should have been?
  • People Meters were always perceived as expensive devices since invention; with advancements in technology – why have the People Meters not proliferated to a wider reach? This QnA on Nielsen website suggests the cost is $5000 per year (which includes multiple operating and labor costs). Btw, a technologically advanced device like iPhone is much cheaper!
  • Is there any control by Government authorities on collection of this data and authenticity of same.
  • How will any marketer, advertiser or broadcaster challenge authenticity of the TRP ratings released.

And in world of digital economy, let me add few more questions to above arguments –

  • Now people are socially connected through social networks, it is very difficult to spot people who mention they have subscribed to People Meters (note – it is mentioned that their identity is secret.)
  • On Google’s image global index – there are not many images when you search for “people meter”.

In today’s world anything that happens in offline world leaves a footprint online. Absence of digital footprint for “people meter” wants me to question the proliferation of such devices in real world.

 

The DTH Effect –

Direct-to-Home (DTH) or Satellite Televisions are today immensely popular amongst masses. In India – its reach is 44 Million subscribers in November 2011; and India is probably the world leader in DTH subscriptions now. 44 Million would be a better representation of viewership data – compared to the dismal < 10,000 people meters installed in India.

aMap works with DTH service providers – but it is unlikely to capture data across all subscribers and might be following the people meter approach. Brand Managers are believed to be more inclined towards TRP ratings provided by TAM for decision making while aMap ratings are for reference.

Its most unfortunate if DTH platforms are unable to track viewership data. That is like Air Traffic Controllers saying – there are 500 planes in skies today – we are unaware of their origins & destinations, can confirm with pilots only when they land.

 

TRP Measurement – Its time to Change!
Fundamentally – People Meter approach will always be poor representation of the population. As spends on digital media start increasing and reaches a critical mass, sooner or later TRP measurement will be questioned by same decision makers who accept it blindly today.

Existing global players like Nielson, TNS, & others involved need to look beyond people meters – either with a better people meter / larger base for viewership data / or else a Government, TAM or another Neutral agency making it mandatory for DTH service providers to track viewership patterns.

Fortunately or Unfortunately, the future of TRP & GRP measurement will be digital. Here is overview of how possibly TRPs will be measured in digital world –

  • Develop applications across digital channels – Internet, Mobile (Java, iOS, Blackberry, Android, Symbian and others)
  • For every location (geo by country / location) – populate information stream of programs currently broadcasted at that time.
  • Allow users to select the programs they viewed and report the same back to the measuring system through the applications.
  • User demographics will known at time of App-Registration / FB Connect / or otherwise.

There may be ways to authenticate user viewership patterns. Instead of focusing on data collection through people meters, with same efforts & resources – it will be possible to crowdsource viewership data for programs and channels across millions of users – all in real time. The challenge for this apps will be – what incentive will consumers have to report such data.

Had toyed the idea of crowdsourcing public data – on Twitter / Facebook in real time to develop a WRP (Web Rating Points for Television Viewership). But for now this too might be a challenge – currently it is reflection of TIER 1/2 audience hooked on to Social Networking, which too will be a poor representation of diverse India (maybe another set of ratings that will be questionable like TRPs); Another challenge being – its far more easier to create duplicate accounts on Facebook / Twitter and further much easier to manipulate ratings.

Like many internet products today follow the rule – mobile first, web later; Television viewership in few years will be – digital first. And so will the viewership ratings or measurements too. You never know – maybe a Hulu.com or YouTube.com will provide us the future TRPs. Please glance through some of earlier thoughts shared on – The Future of Television.

Even in India, we are seeing a bunch of startups building products around Television Content – like iStream, iDubba, WhatsOnIndia, others. There is definitely some opportunity here for viewership tracking when ‘digital first’ television behavior picks up.

Future Prediction – by the year 2022 (exactly 100 years after John Wanamaker passed away) – people meters and traditional TRP measuring practices will be obsolete. They will be measured through digital medium! John Wanamaker would have proudly said – “Thanks to Digital, I know exactly which half of my advertising money is wasted!”

Why Ecommerce acquisitions make no sense in early / nascent stage

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Few (Series B / Series C) funded ecommerce companies in India have started making/announcing acquisitions of smaller players. Recently when I posted about the 2012 Predictions & Trends, I made an comment that in an early ecommerce market, acquisitions of competition or startups really makes no sense. Trying to put few thoughts on that here.

A typical such small ecommerce startup that gets acquired by larger & known ecommerce player is structured as follows –

  • About 2-4 founding team members; 5 to 10 employees; up to 25 or so if the venture has received any institutional stage funding
  • Focused on one vertical – sports; electronics; kids; jewellery – Catalog of 1000 to 10000 product SKUs
  • Order Acquisition Channels – Direct Traffic, SEO, SEM, Social, Affiliates, Email Marketing, Display Advertising.
  • Team Structure: Founders, Product Development & Management Team, Online Marketing, Category Managers, Logistics & Operations Managers, Customer Support
  • Social Media presence – Fans on Facebook; Followers on Twitter
  • Business Partners – Vendors for Procurement, Logistics, Payment Gateway, Customer Support
  • Product, Platform & Technology
  • Warehouses & In-house logistics for Series A funded players
  • Gross Orders – between 50 to 100 per day; few Series A funded players may have from 200 to 500 per day.

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What happens when a considerably large & deeply funded ecommerce player (say LargeEcom.com) acquires a small startup (SmallEcom.com) with assets as mentioned above –

  • Category Focus:
    SmallEcom.com will be either a horizontal player or vertical focused player. If horizontal, then most of the products will be already present in acquiring company. If vertical then it might be a small ecommerce startup with about 500 to 5000 SKUs, the acquisition further does not make any sense. The acquiring LargeEcom.com could have directly poached category managers or could have developed that category in-house just by hiring few more category managers!
    . 
  • Order Acquisition Channels:
    Any online ecommerce venture’s assets are how they are acquiring new customers. The biggest challenge is not acquiring SmallEcom.com, but making the most of these channels. Post acquisition, these channels are ‘unfortunately useless’ to the acquiring company – LargeEcom.com. Here is why –
    .
    • Direct Traffic >
      If website of SmallEcom.com needs to be shut, the direct traffic will be redirected to LargeEcom.com post acquisition, doing that quickly reduces the value to its existing users. If website is shut – value of all other channels die on its own, explained below.
      . 
    • Natural Search or SEO >
      SmallEcom.com’s URLs in Google Index no matter how well optimized will lose rankings when the traffic is diverted to another domain. All time and money invested in search optimization over months / years is diminished immediately.
      .
    • Paid Advertising: SEM & Display >
      Search Campaigns are optimized over a period of time to reach lower the cost per clicks. Though the same can copied from SmallEcom.com in to account of LargeEcom.com’s adwords account, the same CPCs will not be maintained. Well, otherwise the acquiring company LargeEcom.com’s has its own online marketing team, it will be a max one week job to create new campaigns for the catalog of SmallEcom.com.
      .
    • Social >
      Post acquisition, SmallEcom.com’s Facebook Fans & Twitter followers cannot be moved to LargeEcom.com’s brand page or twitter handle. Again – value of the time and money spend behind this channel is reduced to zero on day 1 itself.
      .
    • Affiliates >
      There are few affiliate marketing companies in India, they work with all ecommerce companies. Most likely LargeEcom.com would have better negotiated rates (cost of acquisition) with the same affiliate partners thats SmallEcom.com has partnered with.
      .
    • Email >
      There might be few duplicate email addresses, but is this a reason for LargeEcom.com to acquire a ecom startup with a small number of email addresses knowing that email marketing has diminishing returns over a period of time.
      .

The conclusion is – to retain the value of the startup’s order acquisition channels, the venture needs to be up and running. The big question for large acquiring company – should be it done at a cost of duplicating every resource available – two marketing teams, two product teams, two tech teams, two customer support teams or two operations teams?

The answer is No in both the cases – that is why acquiring a ecommerce startup is senseless; and most of them happening in India now can be termed as Acqui-hires, hired for talent.

  • Founding Team:
    The founders are retained, most likely to quit post the expiry of retention period. Once entrepreneur is always a entrepreneur by heart.
    .
  • Team Structure:
    Post acquisition, most roles will be dual and overlapping in both organizations. Unfortunately many cannot be accommodated since the larger entity cannot have – say two Online Marketing Heads or two Operations Head. Only in the case when the acquiring company has open positions, high chances that the team members are accommodated, else asked to quit.
    .
  • Business Partners:
    Vendors for Procurement – will be added to LargeEcom.com if it was acquiring a vertical ecommerce player and was not present in the same category. Most likely, this will not be more than 100 new vendors; again which could have been easily acquired just by hiring 2-3 new category managers (so why acquire?). If horizontal player was acquired – there would a overlap in vendors too.
    .
  • Logistics & Payment Gateway:
    LargeEcom.com would already enjoy better pricing for both with its partners, needless to say they both work with similar service providers for logistics. Acquiring a startup will not increase footprint in terms of pin-codes served.
    .
  • Customer Support:
    In a small startup, customer support is usually handled by a very small team; often by founders. If acquisition is across city – a Delhi based startup is acquired by Bangalore based one, clearly means that the team is either axed or goes on job hunting mode as they would not be open to relocation. This also holds true for other teams as well.
    .
  • Product, Platform & Technology: 
    The smaller startup that gets acquired will probably be running a ready-to-integrate ecommerce platform. Surprisingly, even the larger acquiring company might be as well running on some ready to use ecommerce platform and struggling to hold it up. There is absolutely no question of seamless integration here, ask your engineering folks! Either ways, since the acquisition is not for technology, the product and platform improvements on the smaller startup’s ecommerce platform will be lost as well.
    .
  • Warehouse & In-house Logistics:
    Few funded startups today have started with own warehouse & in-house logistics. Post acquisition, the lease on such warehouses expire (for two reasons – acquiring ecom startup already has own warehouse in that location with excess space + managing two warehouses in same city at a distance from each other means doubling operational costs). In-house logistics employees are either temps or contract workforce or on rolls of another company.
    .
  • Gross Orders:
    The SmallEcom.com site that was just acquired was doing about 50 to 200 daily gross orders; The LargeEcom.com site who acquired it will usually claim to do between 10,000 to 25,000 daily transactions. On order to order basis – acquiring an loss making ecommerce startup that will does 0.5% to 1% transactions will add any value to large entity? No.
    .

So why are these acquisitions happening?

  • New Vertical?
    No. It is not right to acquire a company for say $1 Mn or even 1 Crore to add new category to your product portfolio. Hire two category managers and have the new vertical rolling in 3 months.
    .
  • Acqui-hires?
    No. They happen if it was a case of known proven talent who build a super kewl product / technology platform but did not hit a right idea or execute it well. Examples – Oink (by Milk), or Gowalla and so on.
    .
  • Revenues?
    No. A large loss making ecommerce entity acquiring another loss making small ecommerce startup – two negatives don’t add up to positives.
    . 
  • Assets? No.
    Clearly no assets are doubled post the acquisition. Nothing on revenue, product, process or technology.

May be signs of desperation. May be lets try out something new. May be even VC / PE signaling – ‘Hey, we guys are growing inorganically, new category, new vertical and so on – we will require more investment capital in next rounds, care to participate?’. They may participate or may not – but is this a right strategy to present or package to existing investors where the net value of acquisition post 12 months (or even on day of acquisition) is zero.

However, some acquisitions do make sense – Homeshop18 acquiring Coinjoos or Flipkart acquiring Mime360. (Sorry – I don’t name bad acquisitions). Venturing into new vertical at times makes sense for acquisition – for verticals like huge catalog driven businesses – Books & Digital Music. It takes months together to build a team and build this massive catalog and then start business operations; acquisition makes more sense than building it grounds up; but not for any other category.
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So Amazon.com acquires? Why can’t we?
Amazon acquires cause it should acquire and own large ecommerce companies to maintain its undisputed lead. It is a listed company, needs to focus on growing is topline revenues and at the massive size that Amazon.com is – it has capacity to absorb losses and yet show some superb green numbers in balance sheet.

My guess is Amazon keeps all acquired ecommerce properties (Zappos, Woot, Diapers, Soap, Audible, etc, etc) live and independent post acquisition not alone for the culture of startups – but for reasons explained above. They need to maintain order acquisition channels for these acquired companies active and generate revenues.

While in India, a Series B / Series C funded ecommerce venture cannot run dual operations or two loss making entities.
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Concluding Notes:
I am not against acquisitions & exits, they are must for startup ecosystem. And they should be in plenty to keep the ecosystem building. But don’t agree with such acquisitions made by Series B / Series C funded ecommerce companies which end up adding no value to the company. They hurt in long run, when multiple investors get involved – burn their hands and then completely give up on the sector or market itself.

Otherwise I will stick to what I wrote earlier on predications for investments made in both horizontal & vertical ecommerce in India.

 

Predictions 2012: Technology Trends; Investments & Biggest Exits in Indian Internet / Tech Space

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This post is a update to one of my earlier post written about a year ago on similar lines.

Multiple new products, investments and its always a good thing for the ecosystem which matures with time. Indian tech industry is changing at a rapid pace, its only fair to go back and recheck those predictions and ensure to keep it up with the times.

Meanwhile, predictions that came true:

  • Had indicated the possibility of this particular VCs (without naming specifically, though evident who) investing actively in Indian Ecommerce merging its portfolio companies to form an large entity. Just few days over a year after this prediction, Accel and Tiger Global backed Flipkart acquired Letsbuy.
  • Mentioned that a large player will enter Group Buying deal space. The coupon/deal space was too tempting for many to resist at that time and as I expected, Times Group (Indiatimes) entered this space in May 2011.
  •  Specifically mentioned of Pubmatic being acquired; There were rumors about a possible acquisition offer by Amazon for $300 Mn which was declined as the company chose an IPO over acquisition. Meanwhile Google acquired AdMeld for $400 Mn.
  • Hinted towards AdMax Network in South East Asia which leverages local inventory and is a leader in these countries. While I expected something like this to happen in India, interestingly Komli acquired AdMax. (Though I did not predict this to happen).

 

Predictions for 2012 onwards:

Product based Ecommerce companies:

Flipkart, HomeShop18, Infibeam will continue to grow; and (no brainer now) that Flipkart will emerge as the market leader amongst the Indian players. I expect Flipkart and these leaders to attempt the following –

  • To ensure profitability of logistic operations, either introduce upfront minimum charge for Cash on Delivery below a certain price value or markup its prices by a small amount.
  • Introduce a co-branded credit card with rewards. Not as a branding or marketing exercise, but to encourage existing users to move towards pre-paid payment mechanisms.
  • Spin-off its logistics, customer care, operations departments in to a different company to ensure profitability of Flipkart before it hits an IPO.

Though many criticize the Samwer brothers (Rocket Internet) for creating copies of successful business models – I see nothing wrong in that. How different are any of the other ecommerce sites with their Amazon.com ambitions? Rocket Internet fellas are aggressive risk-takers, investors and amongst their bets on Indian market, Jabong.com has potential to enter in the top 3 / top 5 spots. At some point of time – they may consolidate Fabfurnish.com and HeavenandHome.com into Jabong and set a stage for IPO or an exit through acquisition (Amazon.com?). Rocket Internet is as smart as any other investor when it comes to getting acquired. Watch them!

Marketplace models like Ebay, Indiatimes, etc may face tough competition owing to their helplessness to control key factors like logistics, operations and product quality; precisely what funded startups are keen to build on.

There are now niche plays coming up – Ecommerce services for Tier II/III towns. Most likely candidates to struggle, conceptually sounds great – but the on-ground reality is much different. Will they not accept user orders if customer is from Mumbai or Delhi? I know you talk about ambitions of Tier III youth, age bracket 20-35, etc – but do they require iPad? if yes – why will not Flipkart serve it.

About Amazon’s India plans – I mentioned of the same in this post about about Junglee.
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Vertical Ecommerce and More –

Many ventures who have raised between $2Mn to $5Mn – are yet to move beyond the 500 transactions per day mark even after a year. Few yet to cross 200; scalability is must for any Ecommerce venture to succeed. Verticalization of ecommerce has happened before time.

Predict more consolidation in Ecommerce industry in vertical investments. Simply for the following reasons –

  • There will be a Series B crunch. Most investors have already made multiple investments in ecommerce services. Companies will face tough time raising further investments and will require to raise Series B investments from existing investors. Investors hedge risk by investments in multiple ventures, they will require deep pockets to put more money in one venture, diluting founders more and eventually controlling the company. This shall lead to multiple consolidations between portfolio companies (Flipkart + Letsbuy scenarios).
  • There are multiple vertical funded ecommerce companies in market today. This has happened before time, for verticals to succeed, the horizontal ecommerce play itself should be very large. This is exactly why ventures like Flipkart (books), Letsbuy (gadgets), Snapdeal (coupons) who started as niche expanded into horizontal play.

Few players who have launched multiple sites for focused ecommerce approach, other than doubling costs of user acquisition, the only notional benefit it brings to table is SEO. This might not be even proved in Indian context – though a different vertical, we see that Shaadi.com with single brand focus is as popular as Bharat Matrimony with its multiple brands.

Another trend in Ecommerce is online grocery shops – at this stage most of the ventures are focused in single cities, the challenge for every startup in this domain is to replicate this operations in every city, every locality they expand into in a same or much more efficient manner. Unaware of any investments made in this vertical yet; I’m guessing investors are also looking at same – scaling beyond 2 to 3 locations.

Ecommerce for kids – someone shared a joke with me ‘Probably the rate at which online baby stores are coming up is greater than growth rate of India’s population.’ Very little differentiation between existing players, some of them already moving towards a franchise model (which probably beats the economics of online stores).

Amongst vertical investments – many have happened till date in Fashion. This is an interesting space, however already crowded with no differentiation left. Increased cost of user acquisitions, operations and logistics along with Series B or follow-on investment crunch will take a toll on few players. Funded players will try many things – new brands, labels, etc. The question always will be – what differentiation to bring to table? what exit for investor?

There is also a serious talent crunch with many funded ecommerce players, not just at junior but at middle and senior management levels. Another trend that will come up soon is acquihire deals.

Trend you will notice soon – the last slide of pitches will now read acquisition by Flipkart, instead of Amazon. But in an early ecommerce market acquisitions of competition really makes no sense – will write about this some day.

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Group Buying / Daily Deal / Coupon Companies:

Post the Groupon IPO, the obvious was out – this is not a profitable business to be in. Even the leaders moved away from the Group Buying space – tells us the story of Group Buying or Daily Deals. Has suggested last year that funded players will grow, they did but by pivoting to product driven horizontal ecommerce.

The Groupon IPO spoiled the party for many others who were waiting to be acquired by Google Offers or Living Social. Amazon is know to build large profitable businesses, though Living Social has raised a massive $800 Mn+ in investments till date – its fate might be uncertain. Either hit the dead pool or an acquisition by Groupon itself at a very cheap price!

Back to India, there is nothing much left to say now for this vertical, its just a matter of time when large me too companies who joined the party will start calling it quits. Ebay who experimented with it silently abandoned its play, others like Times, Rediff, Mouthshut will too have to review their presence in this vertical in some time.

Some significant players who made presence felt in the couponing space are – online recharge players like FreeCharge & PayTM. It is too early to comment on their exit, however its a interesting vertical (specific only to India) to watch for following reasons – operators doing something fundamentally wrong as own customers pay bills outside, multiple players have entered the segment, players need to retain consumer interest without causing deal fatigue.

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Online Travel Companies:

Not much changing in travel landscape. As mentioned last year – Yatra & Cleartrip are clear IPO exits. Last year MakeMyTrip and SAIF acquired Ixigo, Yatra & Cleartrip might as well look at smaller acquisitions in this space, particularly players in holidays/vacations – the likes of mygola.

It has been a while that Naspers/MIH has invested in ibibo; with ibibo.com focusing only on games from now, it might look at some kind of exit with Goibibo.com. Meanwhile, Naspers / MIH / Ibibo might look at acquiring one or two startups either in gaming/travel domain to solidify these two verticals, or to expand in to new verticals since they clearly indicate focused growth now with Gaming (Ibibo), Travel (GoIbibo), Ecommerce (Tradus) & Automobiles (Gaadi).

RedBus.in is the clear leader in online bus ticketing space, it will continue to be IPO candidate or hot acquisition target. Owing to high valuation of RedBus, its now noteworthy competitor TravelYaari will be in better position to be acquired – in all probability by Yatra / Cleartrip or GoIbibo.

Repeat – Dear Railway Ministry, please list IRCTC on stock markets. Massive opportunity.
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Online Car Rentals:

Just two years back we saw host of daily deal sites, in last month we have seen about 4 investments made in Online Car Rentals space – Ola Cabs, Savaari, YourCabs and TaxiGuide. Predict Ola Cabs to take a lead in this space – and be a possible acquisition candidate for Uber.

This prediction is not based on the fact that they have raised highest of the lot – because its strategy is right. To be successful in this space, they need to concentrate only on the top 8-12 metros, 90% of their target customer base is in these cities. A smart online car rental service will start only in cities where fleet cabs like – Meru Cabs, Easy Cabs or others have significant presence and created the market. For now, more cities just looks good on paper.

Time will prove this right or wrong – as for now, this vertical has just started showing signs of growth (and already getting crowded). It kind of makes sense for Ola Cabs to make a small acquisition in this space and expand quickly.
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Advertising Networks – Web / Mobile:

Last year I suggested that this particular vertical is hinting saturation of market. Out of the existing lot (Tyroo, Komli, Ozone Media, AdMagnet, and other players) – clearly Komli has grown out of India and with its series of acquisitions (Aktiv, ZestAds, AdMax) is trying to position itself as large digital advertising company in Asia, indicating its preparation for an IPO or could be acquired by large agencies like WPP, Dentsu, Publicis or similar.

Unfortunately for India, there is not much technology play in advertising networks, most end up working in model similar to agencies (except the creative part). But few niche technology players in this domain are Sokrati (Paid Search) and Vizury (Display Re-targeting). Both have raised smaller investment rounds earlier and could be good acquisition targets; unlikely for Komli for its partnership with Efficient Frontiers (for search) and display re-targeting has been mastered by many now. Of all players, Ohana Media* could be a acquisition target – its behavioral marketing techniques that combine audience data across channels is amongst the best differential technology available in India today.

Tyroo recently acquired DGM India for $0.6 Mn. DGM was India’s largest affiliate marketing company – a small acquisition size may play spoil sport for couple of startups wanting to monetize through shopping / affiliate related models and currently looking to raise funds.

InMobi continues to be the hot IPO candidate in this space. Google acquired AdMob when advertising on mobile web was at its peak time; current mobile advertising focus is shifting towards in-app advertising, which might even make it a acquisition target for Google (Android) or Apple (iOS devices). New players like Vserv or others would have to build a product sweet sport – number of publishers, impressions available per day and so on, very early days for them.

Guruji seems to now have completely focused its efforts on AdIquity – its mobile advt yield optimization and mobile RTB platform (similar to Pubmatic, but for mobile). Good strategy, may provide exit for its investors by a quick acquisition by InMobi or even by Pubmatic or other web based RTB players like Rubicon Project). As Google continues to mess up its core product – search, it is high time Guruji re-look its search business, not for India but for the world (like duckduckgo).

Pubmatic – is IPO bound. Last year I mentioned them as a potential acquisition target. Its obvious Google spoke to them before acquiring Admeld, they reportedly reject Amazon’s $300 Mn acquisition offer.

*full disclosure – I was earlier associated with Ohana as head of product & marketing. the name was skipped last year due to my association.

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Education:

Many people in investment circle say repeatedly that Education along with Healthcare are hot segments ripe for disruption. Well it is, and a majority of them don’t have a clue what that disruption will be (this includes me). There are already multiple investments made in this Education domain till date, most of them unfortunately will be write-offs and struggle for their next institutional round.

Startups / Investments in Education sector can be classified following segments –
a. Entrance Tests (Online test preparations services)
b. Online Applications (Choose college, careers for India & Abroad)
c. Virtual Classrooms, Online Tutors (self explanatory)
d. Hardware Plays (Education Devices & Tablets)

Startups in A & B –

  • Over crowded space (many funded players, pivoted players, existing players with deep pockets)
  • Though India has lacs of students every year; the choice of colleges are limited – Top 25 colleges are key in every stream (MBA, Engg, Medical, etc). The long tail of 10,000+ institutes does not matter. For the skewed supply-demand ration, these top 25 colleges will attract students anyway. If startups are paid commissions for referrals from Tier-2/3 institutes – to monetize these startups might be recommending colleges that they should not otherwise.
  • Consumer value does not extend beyond 1-time use of service.
  • Students & Parents rely more on taking (free) advice from their friends and family; or people in social circle who can share recommendations.

Startups in C –

  • Fancy names – cloud campus will not do much for its business. Internet is and always was cloud.
  • The best content driven organization – Khan Academy. Its free.
  • Changing syllabus, all online courses need to be revamped. Content heavy services, high cost of content creation; no control on content piracy.

Startups in D –

  • Foolish attempts. Anyone who thinks they can proliferate new tablets for education only are bad students of internet.
  • Education is a content play; not hardware play. Students today have access to computers, laptops and soon Android tablets (steep decline in prices). Instead of building new devices – try delivering content to devices students already have access to.

Education by nature is largely offline category and service oriented. Most of these startups are attempting to package them as products, but will be largely service driven plays behind curtains. Investors care about multiple returns on their investments – will they get 10X returns, I doubt.
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SaaS Products:

The fascination for SaaS products continues with investors and will go on for some more time. Since these investments are in very early stage, it will not be appropriate talking about exits. No one has tried to classified SaaS products yet (not to my knowledge) – but let me attempt it as following:

There are Consumer SaaS products that follow a freemium model – Dropbox, Evernote, Hootsuite, Skype and so on, and there are Enterprise SaaS products.

  1. Business SaaS products priced by usage – Typically products that cater to large business spends. Example., Clickable (catering to online advertising), Interview Street (Hiring) or Amazon AWS (Hosting & Computing), Box, 37 signals, etc.
    Companies will continue to spend more on advertising, hire more with time – hence more revenue potential for these startups.
  2. Business SaaS products priced by features – Bill.com (Online Billing), RingCentral (Virtual 800 number), Xero (Accounting), etc. Best way to identify them is the pricing, the revenue potential of such products will not grow significantly as its users grow.

Restricting only to Business SaaS products – Type 1 SaaS startup will maximize its revenue per user as its customers continues to grow, spends more on advertising, hire more, use more hosting, etc. Type 2 SaaS startup will require more clients to maximize its revenue.

Amongst Indian SaaS products, currently Interview Street is probably in the best position to be acquired (may be by LinkedIn). Freshdesk is also a great product, that has a long way to go building a differentiated model from its competitors (which are in plenty). Another Indian SaaS startup I am a big fan is Practo, but it might take them a while to be considered for acquisition since technology is yet to transform health industry, most big giants in health-care yet to embrace tech.

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Online Gaming:

We will continue to hear of online gaming for few more years, examples of Zynga or Rivio (Angry Birds) for some more time to come. Will there be a exit for any player – No. Take clues from Zynga’s $200 Mn acquisition of OMGPOP – it takes a hit game like Draw Something (massive traction with over 10Mn installs in first 30 days of launch, and cross 50Mn+ early this month) to be noticed and get acquired.

Same happened with Rivio for Angry Birds. The key is simple – keep building till you get that winning game on hand.
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Online Matrimony:

Nothing changes here. Bharat Matrimony is profitable play to my knowledge and is looking for its IPO towards the end of this year or early 2013. With Shaadi.com – unsure of its IPO happening any time soon, just as Ias mentioned last year, very unlikely before Consim Group.
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Online Classifieds:

JustDial as known by everyone is heading for IPO. The online-offline model and discovery through phone & web seems to have really worked for them. Really wanted to write something about other players in this segment, but they seem to be busy monetizing more through Google Adsense – so leaving them to rust in peace.

The whole hype about Craigslist was probably the reason why everyone got on to this play. Having said that, not just in India – but globally the online classified vertical is now open to disruption – there are interesting startups like Taskrabbit, Zaarly and more.
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Applications:

Waiting for an Kodak (Oops, I meant Instagram) moment? You may see it soon with Saavn. Amongst all the apps I have seen till date, Saavn is the hottest in terms of distribution, reach and usage.

Tweeted this once – Flipkart should acquire Saavn. There are multiple synergies – Saavn has a vast catalog (subset of Flipkart’s digital service Flyte) and Flipkart has no mobile presence for its digital service. Rather than building a mobile app, waiting for its distribution, Flipkart can start monetization with Saavn’s near 10 Million users from day 1.

Expect in next year or two, this section will have more (and interesting) names!
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Other Exits related to India –

  • Slideshare – expect it to be a great exit story. LinkedIn should probably evaluate the opportunity, once business contacts are made – its time to prove move ahead on keeping them engaged with business content, Slideshare is an excellent fit for then; the other player is of course Quora as written earlier.
  • BookMyShow is another super product in making. Scalable web business models are all about aggregating demand/supply – BookMyShow is well positioned and has all potential to be the largest entertainment company in India.
  • One97 is also set for IPO.
  • Another company I admire is Zomato – but for whatever reasons the company is focused on content and is not building a great product. There is so much more they can do in this space, not sure why they are happy with old & simple play of content + advts.

 

No Clear Exits:

My list of no clear exits has some new names. Like last year – SMS Gupshup, PayMate, mChek continue (read: what problems are mobile payment services trying to solve); will add SeventyMM, SatNav & MapMyIndia to that list (Google Maps and GPS on smart phones has played flattener for their offerings).  For reasons mentioned earlier – majority of players in Online Classifieds & Education vertical have no clear exit plans. Also Onward Mobility (if continue with offline distribution of their apps) is on the list.

Have taken off Guruji from the list – for reasons explained above. They will exit for AdIquity, not for its search business.

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Concluding Notes:

All views are personal opinions indicative of on-going trends, don’t take them too seriously. I was outright rejected by one VC when applied for role as technology (internet + mobile + new media) investment analyst for lack of relevant experience. A top consultancy firm thought it was in our mutual interest not to join them 😉

The only unfortunate part of this post is taking names of startups/companies, many of them founded / managed / invested in by people I know personally and have great respect for; few as friends, entrepreneurs & acquaintances. Having said that, I analyze trends and will be really happy to be proven wrong by passionate entrepreneurs. When it comes to investors, admire those who have placed their bets on companies or products where exits are/were not obvious. That is what risk-taking is all about!

Cheers till them. Will revisit these predictions next year.

Have a different opinion, would be great to hear. Write to me on pj@beingpractical.com / follow on twitter.com/beingpractical.com

What has Product Management got to do with Ecommerce?

8 Replies

Everything! No, that will be a over statement. But it is definitely an integral part of value chain, which is completely ignored by many Ecommerce services in India. Few completely clueless about it, on what product/platform to develop and often mistake UX as product management (which is also an important function in itself).

Ecommerce is (still) hot. In a domain that has many funded companies today in this space; everyone is struggling for differentiation. With an exception of few; to say that we do more products in one category; we have strong vertical focus; our cost of acquisition is low; our seo is better; etc, etc – does not make any sense. These differentiating factors can be replicated overnight. If everyone is on-board same plane, its absurd to claim that someone will reach destination before others.

Rather than subjective opinions about Ecommerce which are in plenty already, this post is specifically targeted towards one aspect – Product. Internet businesses are all about building awesome products backed by a super technology team presented in an intuitive user-experience, nothing else. Its kinda unfortunate to see dollars spent on advertising by companies that have raised investments that continue to run on ready to use Ecommerce platforms installed over-night.

I’d be happy to see fellow entrepreneurs implementing / following basics of ecommerce product management and investors emphasizing focus on product before writing their next cheque for yet another ecommerce investment. On twitter (@beingpractical), I have tweeted number of times about lack of product focus by Ecommerce companies in India – here is why I keep saying that.

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1. On-Site Search:

The way Google is gateway for searching the web, same applies for on-site search for users to discover the 100,000+ products in catalog. On-site search as a discovery tool should contribute minimum 15% of all sales generated. A kick-ass search algorithm should contribute to 30%-35% of total sales.

On-site search is broken if –

  • Total search queries per day < Total unique visitors per day
  • 20% of all search queries generated show zero results
  • Even a single search query of Top 100 searched keywords shows incorrect result in position 1. For next 400 keywords, in first 5 results.
  • Contribution of transactions generated through on-site search is < 15%
  • Order Conversion Rate of onsite search is < 2X of site average.
  • Option to search on homepage is not prominently highlighted; Take clue from Amazon.com – as you always do 😉

What users search for on your website is the true-indicator of what consumer demand is. Rather than bidding for expensive keywords on paid search, analyze how effectively on-site search queries can be converted to actual sales.

To simply put, if X effort is put behind search engine optimization & Y effort is put behind paid search marketing, then effort spent on on-site search should be X + Y.

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2. Search Engine Optimization:

Why SEO is mentioned here? Because content experience should be delivered as a part of product. Many Ecommerce sites continue to believe that search-bots transact online and their product pages forcefully include content snippets. Design web pages and build user experience keeping real users in mind and not for search-bots.

SEO should be integral part of product, not random content/text written and inserted across product or category pages merely to increase keyword density of the page. Understand dynamics of content wrt to product in catalogue. There will always be two types distinct type of products – standardized (eg. Canon PowerShot 550D camera) and non-standardized products (eg. Diamond Ring for your Valentine). Focus on each type of products should be separate. (Have explained a bit of how it works in this post – Junglee and how it impacts Indian Ecommerce).

Search Engine Optimization is about playing with Google search index. Don’t overplay with multiple pages, unwanted content – in short don’t spam Google index with similar content. Maintain a healthy product to page index ratio of 3X-5X (indicates if there are 100,000 products in catalog – the search index should not exceed 500,000 in any case).

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3. Persistent Shopping Carts:

By now persistent shopping carts have should have became a standard, but there are few who are yet to enable this. For starters, there are tons of resources available on the web on benefits of it; for advanced product managers – there is simply much more to do –

  • Link shopping cart data persisted with a user session whenever is in a logged-in session.
  • Send email notification to users to remind of items still in shopping carts (please don’t spam – just a gentle reminder).
  • Over a period of time product prices decrease, once the same happens for a product that is lying in user’s shopping cart inform him via email.
  • Abandoned shopping cart is still an incomplete intent, convert that into a sale at a right opportunity.

Enable smart product marketing through a product versioning system. New Apple iPad is a successor to Apple iPad 1 & Apple iPad 2, inform users when next version of product is available. Similarly for Books or Music, when next book by an author is available or even a new sound track by Madonna. Remarket abandon carts when such event occurs.

 

4. Multiple Sites, User Communication and more.

In recent days, couple of ecommerce services have gone ahead and created specific domain for every vertical they are expanding in. Abc.com for electronics and xyz.com for fashion. These are most pathetic executions of product management since they tend to leverage existing platform for efficiency and end up being perfect playground for chaos.

Here are the most common mistakes that happen (all real experiences) –

  • Register at one website, receive welcome message from another.
  • Same Order ID sequencing is followed for multiple sites.
  • Same database used to store user information – imagine the chaos with operations, customer support, logistics, packing, and do so on – order from abc.com shipped with xyz.com packing. Its a product management mistake, and employees in operations are suffering.
  • Using same platform to collect any behavior information (if collected) for all sites. All algorithms will work incorrectly, expect Apple iPad recommendations to include a T-Shirt or even a Diamond Pendant. To patch up with a fix will lead to further complications, cause basic data collected itself is incorrect.
  • All email sender names, communication, notifications, marketing messages, are mixed up.

 

5. Deals to Product sales; expanding to new category. 

Many deals sites have pivoted to pure play ecommerce or with every passing month ecommerce services move to a new product category. To use same catalog or database structure is the simplest thing to do, but in order to really conquer every new category or verticals, some focused effort is required.

There is a huge difference between selling a travel coupon and selling a complete travel package. To win in every category some focused effort is required, which typically takes a backseat once launch target dates are set and to meet them the team ends up utilizing the same platform used to sell iPad, Spa coupon or travel package.

 

6. Controllable v/s Non-Controllable Factors.

Their is a weird assumption with few ecommerce companies that product management is limited only to consumer facing aspects – like website or mobile app. Its not, let me explain with an example.

Recently ordered an product from an site, its order id was 20579512UE82852111. First reaction – even morse codes are easy to decipher! Of all the calls received on customer care, 95% are order related queries. Just imagine the situation of consumers trying to communicate an 18 digit order id in variety of Indian accents. Complete chaos! There are bounds to be mistakes in communicating leaving room for multiple mistakes. A simple product management mistake leads to an exponentially higher average handling time per customer at its call center and increased hold time for customers wanting to connect.

Controllable factors like number of transactions, quality of search, payment gateway approvals, cart improvements, etc should be measured in improved efficiency of funnel & micro-funnels (explained further) conversion rates; while uncontrollable factors which are mostly about logistics, customer support, operations, COD operations, repayments/refunds, etc should be measured in amount of time saved.

 

7. Micro-Funnels: 

For every Ecommerce service, the only one determining factor to look at how efficient its transaction process is the conversion funnel ratio. Only few players have actually gone ahead and have started measuring performance of micro funnels in an matrix format per product vertical or category.

A conversion funnel cycle is typically Visitors > Product Pages > Added to Cart > Payment Page > Order Confirmation page.

Micro funnels typically mean building such funnels under each of the following 3-4 criteria –

  • By Traffic source: Natural Traffic, Natural Search, Emailers, Affiliate Marketing, Paid Search, Social Media, etc
  • By On-site properties: Search, Categories, On-site promotion banners, Product Recommendations, etc
  • By Product Categories: Fashion, Electronics, Health, Books, etc

Deep dive in data, 1% improvement at any stage of any funnel – will significantly improve volumes of transactions. Keep constructing micro funnels, they are fun and they are plenty more – by transaction size, payment types, and so on. In addition to dull excel sheet reports that have number of transactions / avg ticket size / gross merchandize value – look at such micro funnels data. If you have $100 to spend, it will tell you where exactly to get $200 returns.

Label your weekly friday reviews as Funnel Fridays!

 

8. Payment Gateways:

Payment Gateways or Logistic services are usually most blamed in this country as hindrances to growth of Ecommerce services. About two years back just before the ecom boom started, I wrote a note about – “How Reserve Bank of India can facilitate ecommerce and online transactions in India“. Not much has changed, and Cash on Delivery became the default payment mechanism.

Order rejection rates on transactions processed through payment gateways successfully are < 5%, in most of the cases only if incorrect product is shipped or there is a physical damage. If 100 orders are shipped, 50 are pre-paid transactions and other 50 are COD, on an average between 20-25 will be returned. The operational cost involved in managing COD orders will be close to 2X of pre-paid transactions, dissatisfied customers not accounted for.

Product Managers, make payment gateways work. There may be no science to this – but work with multiple payment gateways. Alternate the transaction flow between them and figure out the best time, best payment gateway from time to time. When payment gateway transaction fails, then offer Cash on Delivery or payments by Cheque.

Take clues – Number of transactions for online recharge services for prepaid mobile services are on increase; they allow users to only pay electronically through either credit cards or net-banking. Then why not for Ecommerce services? This is the same mobile subscriber base living in missed-call economy and maintaining average balance of less than INR 100.

 

9. Cash on Delivery and Logistics:

Since the last point discussed on Cash on Delivery, this comes next.

A strange equation about COD is, if an additional convenience charge between 25 to 30 INR if levied on all transactions below the avg ticket size of Ecom service, their entire cost of COD operations tends to break-even (Try this with historic order data, the number will be close). Maybe Cash on Delivery should be the last attempt to acquire a customer instead of first motivation to transact. But this does may not happen in real world, so COD is the biggest USP of this business now.

For any post-paid order (read COD) that is delivered within 48 hours of order, rejection rate is less than 10%. COD order delivered after 7 days of transaction, rejection rates might be as high as 70%. Product Managers need to find out smart ways to make this complete process efficient to ensure 90% of deliveries within 72 hours, this includes –

  • Maintaining dual address (work / residence) of users to ensure prompt delivery.
  • Call / SMS / Email notification before delivery to ensure user keeps the said amount ready.
  • Maintain performance of COD acceptance or rejection rates by users / pin codes / and logistic partner; shuffle logistic partners by performance for every delivery location. Some logistic partner will always deliver better than other for every pin-code. Find them and route more deliveries to them.
  • Extend this to pre-paid orders as well.
  • Work closely on technology with logistic partners that ensures quick reverse logistics, which is the biggest challenge in operations and also nightmare for customers.

 

10. Track Performance of every Property owned:

Heard of an website called – milliondollarhomepage.com? Have similar approach about every pixel on homepage.

Go insane about about deriving value of every homepage property (search, banners, browse, featured products, etc) similarly as retail outlets do about shelves – sale per shelf. Once every homepage property is labelled similarly, figure out its value based on transactions/revenue generated per day, get the average value of sale generated per property on homepage. More microfunnels to manage for homepage.

Shuffle between product categories, price range, images, product offer text, etc for every property. Understand distribution of transactions by every property, gather such information in logs, mine data and productize this marketing strategy – strive for efficiency.

 

11. Affiliate Marketing. Show Respect and build this Channel.

There are only few categories that have a lower acquisition costs, but with the amount of competition coming up in every horizontal / vertical segment – this is bound to increase with time. The average customer acquisition costs for any Ecommerce website in India today varies between 400 INR to 1200 INR, one company acquires customers at 2000 INR to sell them – pen drives worth 399 INR.

In between all this, there are few really effective business channels like affiliates, price comparison portals and so on who really work hard and acquire customers by sending qualified shoppers. Most of them have extremely poor affiliate commission structures which are typically between 100 to 250 INR, much lower than cost of acquisitions on paid search or display advertising. Show respect, they are acquiring customers at a cost that is usually less than half of the site average.

Nurture this channel and make them available with a series of affiliate tools similar to the Amazon Affiliate program. This channel is currently under-developed / un-explored, any ecommerce service providing better affiliates product and awesome commission structure can actually take a big leap ahead!

 

12. Email Marketing

I had once tweeted this – ‘Buying from you is not my consent to SMS/Email spam’ mentioning few brands I admire. Later Hursh (Cleartrip) wrote an interesting piece about it later on their blog – ‘Why we don’t spam our customers.‘

Email Marketing has a diminishing value proportionate to the rate of emails per user per month. Though an important channel for traffic/transactions; if abused, at a certain period of time the cost involved in sending a mail to million subscribers will be much larger than the revenue earned from the email campaign itself.

Product Managers need to put in rules in place to ensure that the marketing activity remains contextual to users interaction on the site and also user is sent the emailer at a certain time where buying intent by user still holds true. Ensure adequate gaps (of about 30 to 45 days) between two marketing emails if sent to same user. Consumers behave much like us, will they really buy watches or sunglasses on a daily basis? Find a context!

 

13. Product Recommendations

Unlike what many think, the amazing product recommendations of amazon cannot be build overnight with correct context. It requires tons of data which can be only generated post millions of transactions, product views, buying patterns and an platform that really enables up-selling of products.

There are different aspects of an Amazon Product page – which can be observed on any one of its product page. The experience is so delivered that it brings multiple benefits to Amazon – highly content rich pages that affects search engine traffic positively (as mentioned in point earlier, productize the SEO content), Promotions available at that time, Up-selling related products,  customer actions, product details, description, related purchases, customer reviews and related products.

Enough to satisfy consumer of all his questions, alternatives and options. All packaged beautifully with appropriate content on a page with multiple opportunities to up-sell or cross-sell. Ain’t that good? See how far it seems to go. Love data, insights and bring it to users, don’t be satisfied with plain jane product pages.

 

14. Behavioral Data Trends and creating Marketable Insights.

This completely comes from the stuff we build at my previous stint with Ohana Media – capabilities to track every user interaction, generate tons of data and segment that into trends and actionable data. (They call it bigdata these days).

A brief explanation of the same is on this presentation – Audience Clusters & Intent Analytics and also another deck that Shameek presented at Adtech 2012 on Online Marketing Success Strategies for Ecommerce companies.

While at Ohana, we had pitched this platform to one Founder & CEO of an funded Ecommerce company. Answer – “Not sure if this stuff works.” Result, we went ahead and signed an exclusive non-compete deal with their competitor and today their cost of acquisition has reduced by more than 50% in less than 12 months. Another Ecommerce founding team we proposed replied, “Cannot use this product. Data collected by this platform resides on the same server as our competitor.” That stumbled us, don’t 1000s of Ecommerce sites run on Amazon instances (every customer had his data stored in private cloud). Having a product person driven by data & analytics is essential in every founding team or should be one of the first people to hire in senior management.

Discover cross-channel marketing efficiency like –

  • Natural search keywords converting are automatically bid for on paid search.
  • Automatically decrease bids when competition stops bidding or lowers their bids.
  • Email intent data is used to remarket category banners on-site
  • Search to Display remarketing
  • Onsite customization based on users previous intents.
  • This list could be endless…

Respect data and figure out capabilities to increase its efficiency across medium. Same users reaches you through multiple doors – Search, Paid Search, Social Media, Display, Emails etc. Unless you are able to gather his intent-cycle over a period, it will be impossible to have efficiency in marketing. Every 1% increment on top of funnel conversion may lead to 2X at its bottom.

Full Disclosure: I led product & marketing for Ohana Media in my earlier role. Its founder Shameek Chakravarty is on Board of Advisor of my startup. Both presentations linked are in public domain.

 

15. Team Structure

Since last point touched based on the people aspect, want to extend it bit beyond the purview of direct product management. While one big mistake could be not having a product focused person in founding team or in the senior management team – other simply is how teams are structured within an organization.

Have noticed that in multiple organizations, the User Experience, Product Team, Technology and Online Marketing teams working in silos heading in different directions. It will be subjective to mention what is a right structure and there is no thumb rule to decide that – one common criteria should be love for data, numbers, & micro funnels. Stitch it all together and build an rocking platform.

This pointer is a filler, 15 is a round number. Nevertheless, message is important.

 

Concluding Notes – 

There are couple of posts I wrote earlier which might be also in line for Ecommerce services –

Signing off. Oh yes – a $75+ Mn valued company is still running a Facebook advt since its day of launch (about 2 years back) promising a Blackberry for INR 1999. Its CPC must be 8-12 INR and I have clicked on it innumerable times trying to find out that phone. Online marketing inefficiencies? – maybe will reserve that for another post. This one is already too long.

Going back, product / platform is the core differentiation for every Ecommerce service. Love data and believe in numbers. Every aspect of ecommerce business can be divided into two aspects – controllable (managed internally) and uncontrollable (managed externally like logistics, operations, etc); measure efficiency of everything that is online with improvements in micro funnel conversions and everything that is offline with improvements in time.

Want more inspirations – for online look west (at Amazon); for offline look east (at Taobao).