Brand Strategy & Overview

1
 Overview: Year 2017-18  2018-19

REVENUE POINT SUPPLY NO. OF BRANDS

2018 - 19 INR 3 cr 10+

~ 130 cr

Growth 6x 43x 10x

Key 1. Diversification and multiple revenue streams

Objectives 2. Retailer Value Add
3. Expand into social
Year 2017-18: Learnings

1. Just focusing on certain categories or stream of revenue does not work. We also took time
to learn how to price our products

Internal 2. Every industry has its own pain points, and its easier to get their attention if we speak in
their own language. We did not had this experience and were learning it while speaking
with brands

3. We took time to learn who is the right decision makers, and where to position ourselves in
terms of internal teams and budgets

4. There was limited time dedicated to BD due to bandwidth constraints

1. It took us time to figure out which brands are best fit for us and it took away lot of time and
efforts. For example – HUL and P&G are not the best companies or brands to start with
Clients/Brands
2. This is a new but exciting concept for a brands and it might take them some time to get on-
board with us. We need to build a much larger funnel to increase our conversion
percentage. For example: TMW wasted almost 6 months
Year 2017-18: Learnings

1. Brand Product was completely new space for us . We were learning via meetings what
brands exactly are most interested in
Technology
2. Product MVP at minimum was required to be able to pitch and sell effectively. It would
have helped us to showcase our product in a much better way

1. We need to think beyond our product to give something special to our partners. This will
help us gain importance in their life
Retailers
2. There is no bundled kit made for a retailer above and beyond companies own solutions
 Year 2017-18 Learnings into action points
Learnings Action Points
1. Just focusing on certain categories or stream of revenue does 1. Diversify - Focusing on three different industries (GT, non-GT
not work. We also took time to learn how to price our products
and Social) with multiple revenue streams which can bring
revenue as separate entities
2. Every industry has its own pain points and its easier to get their
Internal

attention if we speak in their language. We did not had this

experience and were learning it while speaking with brands 2. Understand and pitch - Speak to different audience with
different context and selling points
3. We took time to learn who the right decision makers, and
where to position ourselves in terms of internal teams and
3. Focused Approach – Build leaders in each department who
budgets
will adopt the division internally with clear milestones.
4. There was limited time dedicated to BD due to bandwidth
constraints

1. It took us time to figure out which brands are best fit for 1. Go for all, might not work – We will target maximum brands
us and it took away lot of time and efforts. For example – but will have priorities set internally based on multiple factors
Clients/Brands

HUL and P&G are not the best companies or brands to like Mass premium brand, Market position, Focus area,
start with
Current spend and more

2. This is a new but exciting concept for a brands and it might

take them some time to get on-board with us. For 2. Fail fast and move on – We need to build a much larger funnel
example: TMW wasted almost 6 months to increase our conversion percentage and move on from
brands who are taking time
 Year 2017-18 Learnings into action points
Learnings Action Points
1. Brand Product was completely new space for us . We were 1. Product (B2B & B2C App and Intelligence Panel) - Product is
learning via meetings what brands exactly are most interested
now getting revamped based on learnings from brands. For
in
Technology

example: brands are interested in – order value, assortment,

2. Product MVP at minimum was required to be able to pitch and visibility, influencer, analytics etc.
sell effectively. It would have helped us to showcase our
product in a much better way 2. We have a demo version ready to be shown to brands

1. We need to think beyond our product to give something 1. Retailer on-boarding kit – We will be creating a kit for
special to our partners. This will help us gain importance in retailers which will be given to them when they come join our
Retailers

their life network which will be beyond m.Paani solutions  Value Add

2. There is no bundled kit made for a retailer above and

beyond companies own solutions
 Internal

Year 2018-19: Learnings into action point

Diversify

FMCG
Electronics/Electricals
Automobiles
GT Focused
Mobiles
Paint/Adhesive
Others
F&B
Travel
Telecom
Non - GT Focused Banks/Insurance

Research Agencies
Awards/Grants

Foundations
Social Impact Other Loyalty Companies
CSR
 Internal

Year 2018-19: Learnings into action point

Diversify STREAMS OF REVENUE

Points to retailers (Trade Schemes)

Marketing Cost

Program Management Cost

New Retailer Acquisition Cost

Intelligence cost (Analytics)

Points to consumers

Marketing / Ads Cost

Program Management Cost

Intelligence cost (Analytics)

Loyalty Engine Licence

Points Donation

Product donation
 Internal

Year 2018-19: Learnings into action point

Understand and pitch

1. Help them with their pain points

• Shop Share
• Retail Penetration
• Retailer/Consumer Influencer

2. We work with all retailers

3. Retailer Intelligence (moving

towards SKU level tracking)

1. Coalition loyalty  Customer

loyalty
2. Consumer surveys/digital
samplings/ promos etc
3. Loyalty engine

1. Better monitoring of spend

 Internal

Year 2018-19: Learnings into action point

Understand and pitch

On-board Brands Retailers

1. Most of these retailers are category A/A+ retailers with existing relationship with brands
1. Already have good credit history
2. Help us get quality retail outlets

2. Example – General Mills will start with 500 key outlets in Mumbai as pilot and will scale
upto 15,000 outlets pan India. Approximately spend is Rs 500 – Rs 800 or 25,000 – 35,000
points spend per retailer per month Welcomes
you

3. Once they see value in the program by using brand funded points, it will be easier for us to
upgrade them into higher packs. This will also increase consumer earn velocity and get us
better traction

4. Brands are interested in telling their retailers that this program is in collaboration with
m.Paani
 Year 2018-19: Learnings into action point

Diversify

Example of commercial shared with brands

 Year 2018-19: Learnings into action point

Diversify

Example of commercial shared with brands

 Internal

Year 2018-19: Learnings into action point

Focused Approach Dedicated resources looking after each department with their own KPI’s to achieve
ALLIANCES

PRODUCT
RETAIL GROWTH
CATALOUGE
REWARD
 Internal

Year 2018-19: Learnings into action point

Is the new internal strategy working ?

GT Focused - Final Commercial discussion with 3 brands

Non - GT Focused - Commercials to be shared with two brands

+ re-engaged with a telecom brand

Social Impact - Already secured $25,000 grant

 Clients/Brands

Year 2018-19: Learnings into action point

We will target maximum brands but will focus more on brands based on
Go for all might not work - Mass premium
- New product launch
- Market position
- Current spend
- Higher margin

Fail fast and move on We are increasing the funnel exponentially with rigorous follow ups and speaking
with multiple points in an organisation.

60 + Active conversations with more than 150 brands touched

 Technology

Year 2018-19: Learnings into action point

Product Features Product features are being incorporated based on learnings from brands.
For example: brands are interested in – order value, assortment, visibility,
influencer, analytics etc
EXAMPLE

B2B APP B2C APP

 Technology

Year 2018-19: Learnings into action point

Product Features Product features are being incorporated based on learnings from brands.
For example: brands are interested in – order value, assortment, visibility,
influencer, analytics etc
EXAMPLE

BRAND/RETAILER PANEL
 Technology

Year 2018-19: Learnings into action point

Retailer Kit

1. No one has created a total package keeping retailers in mind. Creating this kit will get
us their attention and WOM

2. This value add kit may include, shop insurance, health insurance, Facebook credits,
free sample basket from brands, help in GST filing, line of credit, Google credits or SMB
partnership and more

3. Already speaking with HDFC Life to include health insurance as part of the package
Retail Strategy & Overview
 Overview: Year 2017-18  2018-19
REVENUE POINT SUPPLY PAID RETAILERS

INR
3.85 cr 4000
2018 - 19 ~ 160 cr

Growth 5X 5X 25X

1. Focus on Paid Retailers

Key 2. Blue Neighbourhood
• Going Hyper Local
Objectives
• Cross Categories
3. Retailer & Customer driven activations.
Existing Retail Reach

Pan India Base ~ 5k Retailers Mumbai and Greater Mumbai ~ 4.5k

Year 2017-18: Learnings

1. We were focused on only Kirana and Chemist Store in effort to align with
FMCG category only which restricted our entry in other categories

Internal
2. No sales team until 31 October’17

3. No head of Sales

1. Achieved 87% growth in retailer base in just 8 weeks

2. Not geo concentration – which enables higher earn velocity for consumer,
and higher business growth benefits to retailers on board

Retail reach
3. Market demand for our product has been rapidly increasing and has huge
potential

4. Existing paid retailer has shown growth and now became anchor store for us.
Year 2017-18: Learnings

1. 57% consumer growth directly via retail channel at zero CAC

Marketing
2. Cracked partnerships with Associations and Distributors

3. Every Brand has a different set of "key outlets", One strategy will not work on
every type of outlet.

1. Paid retailers continue to pay with know how of product and benefits.

Revenue
2. Unpaid retailers don't deliver consumer value earn velocity

3. Servicing unpaid retailers becomes liability to company

 Year 2017-18 Learnings into action points
Learnings Action Points
1. Diversify - Focusing on different earn categories (Kirana,
1. We were focused on only Kirana and Chemist Store in
effort to align with FMCG category only which Mobile, Salon, Resturant, Bakery, laundry Etc) with higher
restricted our entry in other categories and different margin structure helps in spreading the
reach.
Internal

2. No sales team until 31 October’17

2. Building strong Sales Team – Hiring, Mentoring and

3. No head of Sales
Tracking Sales team to strength of 30 people

3. Focused Approach – Build leaders in each department

who will adopt the division internally with clear milestones.

1. Achieved 87% growth in retailer base in just 8 weeks

1. Blue Neighbourhood – We will target 50 residential
2. Not geo concentration – which enables higher earn zones with every zone having set of 10 minimum
Retail Reach

velocity for consumer, and higher business growth

retailer cross category store.
benefits to retailers on board
2. Anchor Store – Concentration on anchor store

3. Market demand for our product has been rapidly
increasing and has huge potential
4. Existing paid retailer has shown growth and now
became anchor store for us.
would be higher to create awareness in that area
3. Sales Team – We would be driving sales through
field force, tele calling and refereal programme
 Year 2017-18 Learnings into action points
Learnings Action Points

1. Residential Activities - One Activity per quarter in

1. 57% consumer growth directly via retail channel at
blue neighbourhood to on-board more members on
zero CAC
Marketing

the app

2. Cracked partnerships with Associations and
Distributors
3. Every Brand has a different set of "key outlets", One
strategy will not work on every type of outlet.
2. Tie Up – We are in talk with 3 national and 2 regional
associations and distributors to on-board more
retailers.
3. BTL activities - Seasonal and festive based activities
to be designed to encourage repeat transactions
and redemption on the app.

1. Paid retailers continue to pay with know how of

Revenue

product and benefits. 1. Paid Base Approach – Focus on Paid only - enables
full product experience and business growth
2. Unpaid retailers don't deliver consumer value
benefits to retailer, earn velocity for consumers and
earn velocity
revenue for company
3. Servicing unpaid retailers becomes liability to
company
 Blue Neighbourhood

Imagine walking into a neighbourhood where m.Paani is powering all key, daily consumer transactions, and
powering all key retailers to grow their business by making all consumer sticky and attracting new customers within
the area
Cosmetics and Accessories
General Stores

Medical Store Salons

Home Appliances Opticians

 Year 2018-19: Way Ahead

Focusing on set of 10 retailers (Spreaded across categories) servicing

Blue Neighbourhood multiple residential societies in the same vicinity.

Grocery/ Kirana
• Area wise focus
Electronics/Electricals
• Efficiencies in Sales and
Salons Marketing
Cross
Category Mobiles • Enables highest
consumer earn velocity
Chemist
• max. consumer wallet
Others
Paid Only • Build DEPTH of data on
consumer and retailer

Sign up Plans • New innovative retailer

signup method - MOU
Approach Retailer Sign Up Revised Pricing • New pricing, with
potential to add
Localised Network subscription for
participation over time
Account Management
• Retailer see more
benefit through
localised network effect
Residential Activities
Member Sign Up Max Consumer Wallet

Offer Communication
 Year 2018-19: Strategies Adopted

GO TO MARKET

20k Sign Ups

Geo Beat Mapping

Frequency
Field Team
Productivity

Account
Management

Welcome Call

Up Sell – Paid Base

Action Service/ Call Re Engagement -

Plan Center OOM
Lead Generation

Verification & Servicing

Category Based Associations

Tie Up Residential Complex

Distributor Tie Up
Year 2018-19: Sales Plan

Heat Map

• Top 50 market hubs with 320

residential areas based on
population and existing market
pockets.

• Focus on Anchor Retail outlet

helps in expanding reach

• Beat covers frequency of 1 outlet

per week and productivity from
0.5 to 5 by march’19 among 30
sales executives.

• FMCG category being the largest

market share of entire retail
Industry – Anchor retail outlet
would be preferably Super
Market/ General Store/ Kirana
etc.
Year 2018-19: Marketing Plan

Activities planned :
Retailer - Refer and Earn
- Welcome Kit
- Surprise Audit Rewards
- Top 3 Retailer of the Month
- Occasional Based Kiosk Promotion at the store to encourage
redemption.

Members With Blue Neighbourhoods free points distribution activities have

been planned to on-board maximum members on the same locality
via Society Promotions & Activities.

Tie Up Below tie up has been planned and also initiated to maximize retail
expansion:
- All India Medical and Drug Association
- All India Mobile Retail Association
- All India distributor & retailer welfare
- Gujarat Mela
- Local / Region Base Distributor
Thank you

31