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Priyesh Shah

Priyesh Shah is the Co-founder of CoinBazaar.in that sells Platinum Bars, Gold Frames, Religion Specific Offerings, Limited Edition Coins, Collectors Coins, Internationally Minted Coins and much more with 360 Degree Personalization and Logistics Support.

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The Metric That has Replaced GMV to Measure Startup Success

Investors no longer are looking for pitches about headroom and long-term growth at the expense of short term discounts. They want cash flow and profitability.

In the last few years, Indian e-commerce firms raised almost $11 billion (Rs 73,000 crore) from venture capitalists. The character that played a key role in these rounds of funding? Gross Merchandize Volume (GMV).

Flipkart co-founder Sachin Bansal repeatedly stated that profitability was neither a top priority nor a focus. And he was not the only one. For a long time, co-founders of Snapdeal, Stayzilla and other ecommerce startups were doing exactly the same. Most ecommerce companies prioritized GMV over everything else.

Not anymore.

Investors no longer are looking for pitches about headroom and long-term growth at the expense of short term discounts. They want cash flow and profitability. A cofounder of one of India’s top three e-commerce firms told a publication that his KRA “has changed from Gross Merchandise Value to profitable orders.”

The Difference between GMV and Profitability

GMV implies the total value of goods sold by an ecommerce marketplace.

Consumer businesses use this metric early on to show growth potential when they’re not making significant profit.

Profit, on the other hand, is the difference between the amount earned and spent while buying, selling or producing something, or during operations.

GMV was the blue-eyed boy for startups and investors in the ecommerce space. But it has become a façade for making losses and bleeding funds. Indian ecommerce companies essentially mirrored the Westwhich used GMV as a metric to charm investors.

But in the last two years, it has fallen from grace.

India has historically been a different market from others. Every organization that set up shop here adapted to its ways of functioning. And since time immemorial, the marketplace has prioritized rokhda, or cash flow. Profit is an integral part of that cash flow.

Check out mom-and-pop stores in your area and you’ll see how many of them invested their profits in opening up more stores. Indian ecommerce companies are now looking to do the same.

KunalBahl and Rohit Bansal of Snapdeal recently wrote in an email to their team, “GMV is vanity, profit is sanity.” Stayzilla founder and CEO Yogendra Vasupal echoed these thoughts when he blogged, “I started treasuring GMV, room-nights, and other ‘vanity’ metrics instead of the fundamentals of cash flow and working capital.”

How to Build a Profitable Ecommerce Company?

With the calls for profitability and cash flow getting louder, it’s time ecommerce companies make profit a central idea instead of an afterthought.

Here are three ways to do so:

1. First do things that don’t scale

Do these sounds like counterintuitive advice? It’s not.

For every ecommerce company that makes it big, there are thousands that fail. This is because all of them tried to scale up too fast. The result? Quality in service deteriorated and orders fell to levels so low that the companies could not sustain.

Before trying to scale, renowned author Tim Ferriss suggests getting your hands dirty by crafting the core experience and providing one-on-one customer service to people. Keep doing this until you figure out the optimal way for every function in your startup to work.

Most startups in India avoid this step because we consider dirtying our hands a low-level task. It’s also why they fail, which shows how wrong people are to avoid ground-level work.

2. Hire the right people

An organization is a cluster of people. Organizational culture, according to PayPal founder Peter Thiel, is nothing but what people do each day.

Make time to interview every employee you hire. Check for core values, what drives them and whether they’ll be a good fit for your company. These people will make or break a company.

Take time to find and hire the right people. This is one of the non-scalable tasks you must pay special attention to. And once you find the right person, as Steve Jobs would say, “get out of their way.”

Airbnb founder Brian Chesky personally interviewed his first 500 employees. It was time-consuming work, and it didn’t help the organization scale. But he knew that it had to be done.

3. Build stuff that people want

Let’s face it. Most of us are not Steve Jobs, who knew what people wanted before they knew it themselves.

If we were, then no market need would not be the number one reason for startups to fail.

So don’t try to build and sell what you want to. Instead, focus on your target audience. Build stuff that addresses the problems they face. You don’t have to be the first. Google was the 21st search engine in the market. You just have to be really good at execution.

Don’t try to add a whole bunch of features in your product right off the bat either. Remember Facebook back in 2007? There was no Like button. There were no Groups, Stories, Videos or features we enjoy today. No bells and whistles. The platform evolved over time.

So get your product and features out there quickly. Collect feedback and go back to the drawing board. Revise your product and repeat the process.

At Coin Bazaar, we follow each of these steps diligently. Their focus has always been on Long-term Customer Trust Building & Best Price for Gold - Silver Coins Online in India which makes their customers come back to them again and again. Today they are confident that profitability with customer focus will make them No.1 Multi-Brand Platform in India for Coins and Bars.

Conclusion:

Following these steps enables us to stay profitable. Such a startup may appear like it’s growing slowly in the short run. But in the long run, it races past most startups that run out of breath or funding (or both).

Disclaimer: The views expressed in the article above are those of the authors' and do not necessarily represent or reflect the views of this publishing house


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