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inline-block cursor-pointer" style="color:transparent" srcSet="https://images.yourstory.com/cs/images/homepage/headerV3_menu_cross_button.svg?format=auto&w=64&q=75 1x, https://images.yourstory.com/cs/images/homepage/headerV3_menu_cross_button.svg?format=auto&w=128&q=75 2x" src="https://images.yourstory.com/cs/images/homepage/headerV3_menu_cross_button.svg?format=auto&w=128&q=75"/></div></div><div class="sc-83cc168d-0 ghqLaF"></div></header></div><div id="g_id_onload" class="active"></div><div id="header-collapse-trigger" class="jsx-80b732ad19911fc9"></div><main class="jsx-80b732ad19911fc9"><section class="max-w-[1240px] lg:mt-[80px] bg-[#F3F3F3] lg:bg-[#FFF] mx-auto"><div class="mt-[16px] lg:mt-[160px] sm:ml-[2rem] lg:m-0 mobile-margin"><section class="pt-[1rem] sm:pt-[0] mb-0"><div class="flex flex-col items-center lg:flex-row lg:items-start gap-x-[56px]"><div class="flex-grow w-12/12 lg:w-2/10"><img class="logo-shadow rounded w-[109px] h-[109px] lg:w-[180px] lg:h-[180px]" src="https://images.yourstory.com/cs/NaN/07f6d7f0ed8e11ed819979969b4b51e2/amazon-1697455039608.png" alt=""/></div><div class="flex-initial w-12/12 lg:w-10/12"><h1 class="text-[32px] md:text-[34px] lg:text-[48px] lg:leading-[52px] text-center lg:text-left font-semibold mb-[1rem]">Amazon</h1><div class="text-[14px] lg:text-[16px] capitalize text-center lg:text-left break-normal leading-[200%] line-clamp-[8] lg:line-clamp-4"><p>Founded by Jeff Bezos on July 5, 1994, Amazon is an American multinational technology company which originally began as an online bookstore. Today, it has expanded its scope of products and services, becoming one of the world's largest technology companies.</p><p><br></p><p>At present, it is led by Andy Jassy, who succeeded Bezos as the CEO after the latter resigned in 2021.</p><p><br></p><p>Amazon's primary business is its <a class="link inline_link" href="https://yourstory.com/2019/12/iit-delhi-alumni-online-marketplace-eco-friendly-products" data-clickurl="https://yourstory.com/2019/12/iit-delhi-alumni-online-marketplace-eco-friendly-products" data-pageurl="https://yourstory.com/2023/10/top-50-disruptive-genai-startups-to-keep-an-eye-on">online marketplace,</a> where it sells products in various categories such as electronics, books, apparel, home goods, and more.</p><p><br></p><p>In 2005, Amazon introduced its subscription service, <a class="link inline_link" href="https://yourstory.com/2023/07/amazon-prime-days-sale-same-day-delivery-marketing-spends" data-clickurl="https://yourstory.com/2023/07/amazon-prime-days-sale-same-day-delivery-marketing-spends" data-pageurl="https://yourstory.com/2023/10/top-50-disruptive-genai-startups-to-keep-an-eye-on">Amazon Prime</a>, which offers benefits like free two-day shipping, access to the <a class="link inline_link" href="https://yourstory.com/mystory/everything-you-need-to-know-about-ott-technology" data-clickurl="https://yourstory.com/mystory/everything-you-need-to-know-about-ott-technology" data-pageurl="https://yourstory.com/2023/10/top-50-disruptive-genai-startups-to-keep-an-eye-on">OTT platform</a> Amazon Prime Video, ad-free music streaming, and more. In 2006, Amazon launched its <a class="link inline_link" href="https://yourstory.com/video/akamai-worlds-diverse-distributed-cloud-platform" data-clickurl="https://yourstory.com/video/akamai-worlds-diverse-distributed-cloud-platform" data-pageurl="https://yourstory.com/2023/10/top-50-disruptive-genai-startups-to-keep-an-eye-on">cloud computing platform</a>, Amazon Web Services (AWS).</p><p><br></p><p>In 2007, Amazon introduced the <a class="link inline_link" href="https://yourstory.com/ys-life/amazon-kindle-ereader-books" data-clickurl="https://yourstory.com/ys-life/amazon-kindle-ereader-books" data-pageurl="https://yourstory.com/2023/10/top-50-disruptive-genai-startups-to-keep-an-eye-on">Kindle</a> e-reader, which revolutionised the way of reading digital books, newspapers, and magazines. Providing access to a wide range of e-books and digital content, the Kindle ecosystem allows users to purchase and read digital books, newspapers, and magazines on a portable device.</p><p><br></p><p>Alongside this, Amazon has also developed two intelligent virtual assistants called <a class="link inline_link" href="https://yourstory.com/2020/03/indian-women-behind-amazon-alexa-esop-startup" data-clickurl="https://yourstory.com/2020/03/indian-women-behind-amazon-alexa-esop-startup" data-pageurl="https://yourstory.com/2023/10/top-50-disruptive-genai-startups-to-keep-an-eye-on">Alexa</a> and <a class="link inline_link" href="https://yourstory.com/2019/11/amazon-echo-show-5-gadget-alexa" data-clickurl="https://yourstory.com/2019/11/amazon-echo-show-5-gadget-alexa" data-pageurl="https://yourstory.com/2023/10/top-50-disruptive-genai-startups-to-keep-an-eye-on">Echo</a>. 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6nbsp;data-pageurl=\"https://yourstory.com/2023/10/top-50-disruptive-genai-startups-to-keep-an-eye-on\"\u003eKindle\u003c/a\u003e\u0026nbsp;e-reader,\u0026nbsp;which\u0026nbsp;revolutionised\u0026nbsp;the\u0026nbsp;way\u0026nbsp;of\u0026nbsp;reading\u0026nbsp;digital\u0026nbsp;books,\u0026nbsp;newspapers,\u0026nbsp;and\u0026nbsp;magazines.\u0026nbsp;Providing\u0026nbsp;access\u0026nbsp;to\u0026nbsp;a\u0026nbsp;wide\u0026nbsp;range\u0026nbsp;of\u0026nbsp;e-books\u0026nbsp;and\u0026nbsp;digital\u0026nbsp;content,\u0026nbsp;the\u0026nbsp;Kindle\u0026nbsp;ecosystem\u0026nbsp;allows\u0026nbsp;users\u0026nbsp;to\u0026nbsp;purchase\u0026nbsp;and\u0026nbsp;read\u0026nbsp;digital\u0026nbsp;books,\u0026nbsp;newspapers,\u0026nbsp;and\u0026nbsp;magazines\u0026nbsp;on\u0026nbsp;a\u0026nbsp;portable\u0026nbsp;device.\u003c/p\u003e\u003cp\u003e\u003cbr\u003e\u003c/p\u003e\u003cp\u003eAlongside\u0026nbsp;this,\u0026nbsp;Amazon\u0026nbsp;has\u0026nbsp;also\u0026nbsp;developed\u0026nbsp;two\u0026nbsp;intelligent\u0026nbsp;virtual\u0026nbsp;assistants\u0026nbsp;called\u0026nbsp;\u003ca\u0026nbsp;class=\"link\u0026nbsp;inline_link\"\u0026nbsp;href=\"https://yourstory.com/2020/03/indian-women-behind-amazon-alexa-esop-startup\"\u0026nbsp;data-clickurl=\"https://yourstory.com/2020/03/indian-women-behind-amazon-alexa-esop-startup\"\u0026nbsp;data-pageurl=\"https://yourstory.com/2023/10/top-50-disruptive-genai-startups-to-keep-an-eye-on\"\u003eAlexa\u003c/a\u003e\u0026nbsp;and\u0026nbsp;\u003ca\u0026nbsp;class=\"link\u0026nbsp;inline_link\"\u0026nbsp;href=\"https://yourstory.com/2019/11/amazon-echo-show-5-gadget-alexa\"\u0026nbsp;data-clickurl=\"https://yourstory.com/2019/11/amazon-echo-show-5-gadget-alexa\"\u0026nbsp;data-pageurl=\"https://yourstory.com/2023/10/top-50-disruptive-genai-startups-to-keep-an-eye-on\"\u003eEcho\u003c/a\u003e.\u0026nbsp;These\u0026nbsp;devices\u0026nbsp;can\u0026nbsp;perform\u0026nbsp;tasks,\u0026nbsp;interact\u0026nbsp;with\u0026nbsp;users\u0026nbsp;through\u0026nbsp;voice\u0026nbsp;commands,\u0026nbsp;control\u0026nbsp;smart\u0026nbsp;home\u0026nbsp;devices,\u0026nbsp;play\u0026nbsp;music,\u0026nbsp;and\u0026nbsp;more.\u003c/p\u003e"])</script><script>self.__next_f.push([1,"17:Tfe5,"])</script><script>self.__next_f.push([1,"Hello,\n\nHappy Valentine’s Day!\n\nWhile love may be in the air, not every proposal is a welcome one—case in point, OpenAI and its latest unexpected suitor, Elon Musk. \n\nIn the latest move following the unsolicited all-cash bid by the billionaire earlier this week, OpenAI has claimed that Musk’s bid and attempt to block the ChatGPT maker’s conversion to a for-profit model is an attempt to undermine a competitor. \n\nIn response, Musk told the court he’d drop his bid if “OpenAI’s board is prepared to preserve the charity’s mission” and halt its restructuring. \n\nMeanwhile, the Tesla chief’s own company, xAI, is set to release its Grok 3 chatbot, which he claims will outperform everything released in the market so far.\n\nThe details of the model, however, have been kept tightly under wraps. In fact, an engineer at the firm claimed he was recently forced to resign after refusing to take down a social media post ranking Grok 3 against other models.\n\nMusk and Sam Altman’s longstanding feud has been simmering away in the backdrop of a booming AI arms race, which has had entrants like DeepSeek shake up the whole arena. \n\nNow, companies including Alibaba are also stepping up their game as its chairman confirmed its AI technology would help power Apple’s iPhone in China, the world’s top smartphone market. \n\nBut hey, all’s fair in love and war. \n\nIn today’s newsletter, we will talk about \n\nBurning billions in 10-min delivery game\nPlans for faster drone adoption\nAgara Lake becomes networking hub\n\nHere’s your trivia for today: Apart from love and engaged couples, what is St Valentine also a patron saint of?\n\n\nQuick Commerce\nBurning billions in 10-min delivery game\nWhat started as a recipe for success is now leaving a bitter taste for investors—at least in the short term. Zomato and newly-listed Swiggy are betting big on growth through quick commerce but the spending required to ward off intense competition in the sector is spooking investors and has wiped off billions from the market cap of these two companies. \n\nBoth companies have been forced to pour money into their instant delivery arms to fend off competition from Zepto—which gobbled up over a billion dollars in funding last year—and deep-pocketed newcomers like Flipkart and Amazon.\n\nTaking a hit:\n\nSince 2025 began, Swiggy’s shares have plummeted 37% to Rs 341.40, while Zomato’s stock has slumped nearly 22% to Rs 214.70 on the NSE. That’s roughly $5 billion and $7 billion wiped off their respective valuations.\nWhile quick commerce is currently in an “early high-growth, high-competition” phase, which calls for significant capital investments, investors are also worried about lacklustre growth in their core food delivery business.\nThe December quarter saw both platforms aggressively expand their dark store networks—Zomato's Blinkit added 216 while Swiggy opened 96 new locations. They’ve also been ramping up discounts and marketing spending to attract customers in new markets.\n\nSMB\nPlans for faster drone adoption\nUnmanned aerial vehicles or ‘drones’ have evolved from being used by the defence forces and moved into civilian territory as well. They are proving to be useful in land mapping, delivery, logistics, and security.\n\nAnkit Mehta, Co-founder and CEO of Mumbai-based ideaForge, says drone tech is ready to evolve from the proof-of-concept stage to large-scale implementation. He believes the time is ripe for the adoption of drones and sees them playing a big role in surveillance, delivery, governance, and security infrastructure. \n\nKey takeaways:\n\nIdeaForge has built a platform called Flight Cloud, wherein whenever somebody does a drone mapping, the data gets seamlessly uploaded to the cloud, and it does the post-processing of that data. The company then gives it to an analytics provider to do the specific analytics.\nHe continued, “We also believe that it’s not possible for one company to do analytics for everything. So what we have decided is that we create a platform where anybody can offer"])</script><script>self.__next_f.push([1,"18:Tfee,"])</script><script>self.__next_f.push([1,"Hello,\n\nHappy Valentine’s Day!\n\nWhile love may be in the air, not every proposal is a welcome one—case in point, OpenAI and its latest unexpected suitor, Elon Musk. \n\nIn the latest move following the unsolicited all-cash bid by the billionaire earlier this week, OpenAI has claimed that Musk’s bid and attempt to block the ChatGPT maker’s conversion to a for-profit model is an attempt to undermine a competitor. \n\nIn response, Musk told the court he’d drop his bid if “OpenAI’s board is prepared to preserve the charity’s mission” and halt its restructuring. \n\nMeanwhile, the Tesla chief’s own company, xAI, is set to release its Grok 3 chatbot, which he claims will outperform everything released in the market so far.\n\nThe details of the model, however, have been kept tightly under wraps. In fact, an engineer at the firm claimed he was recently forced to resign after refusing to take down a social media post ranking Grok 3 against other models.\n\nMusk and Sam Altman’s longstanding feud has been simmering away in the backdrop of a booming AI arms race, which has had entrants like DeepSeek shake up the whole arena. \n\nNow, companies including Alibaba are also stepping up their game as its chairman confirmed its AI technology would help power Apple’s iPhone in China, the world’s top smartphone market. \n\nBut hey, all’s fair in love and war. \n\nIn today’s newsletter, we will talk about \n\nBurning billions in 10-min delivery game\nPlans for faster drone adoption\nAgara Lake becomes networking hub\n\nHere’s your trivia for today: Apart from love and engaged couples, what is St Valentine also a patron saint of?\n\n\nQuick Commerce\nBurning billions in 10-min delivery game\nWhat started as a recipe for success is now leaving a bitter taste for investors—at least in the short term. Zomato and newly-listed Swiggy are betting big on growth through quick commerce but the spending required to ward off intense competition in the sector is spooking investors and has wiped off billions from the market cap of these two companies. \n\nBoth companies have been forced to pour money into their instant delivery arms to fend off competition from Zepto—which gobbled up over a billion dollars in funding last year—and deep-pocketed newcomers like Flipkart and \u003cem\u003eAmazon\u003c/em\u003e.\n\nTaking a hit:\n\nSince 2025 began, Swiggy’s shares have plummeted 37% to Rs 341.40, while Zomato’s stock has slumped nearly 22% to Rs 214.70 on the NSE. That’s roughly $5 billion and $7 billion wiped off their respective valuations.\nWhile quick commerce is currently in an “early high-growth, high-competition” phase, which calls for significant capital investments, investors are also worried about lacklustre growth in their core food delivery business.\nThe December quarter saw both platforms aggressively expand their dark store networks—Zomato's Blinkit added 216 while Swiggy opened 96 new locations. They’ve also been ramping up discounts and marketing spending to attract customers in new markets.\n\nSMB\nPlans for faster drone adoption\nUnmanned aerial vehicles or ‘drones’ have evolved from being used by the defence forces and moved into civilian territory as well. They are proving to be useful in land mapping, delivery, logistics, and security.\n\nAnkit Mehta, Co-founder and CEO of Mumbai-based ideaForge, says drone tech is ready to evolve from the proof-of-concept stage to large-scale implementation. He believes the time is ripe for the adoption of drones and sees them playing a big role in surveillance, delivery, governance, and security infrastructure. \n\nKey takeaways:\n\nIdeaForge has built a platform called Flight Cloud, wherein whenever somebody does a drone mapping, the data gets seamlessly uploaded to the cloud, and it does the post-processing of that data. The company then gives it to an analytics provider to do the specific analytics.\nHe continued, “We also believe that it’s not possible for one company to do analytics for everything. So what we have decided is that we create a platform where anybody can offer"])</script><script>self.__next_f.push([1,"19:Tfb0,"])</script><script>self.__next_f.push([1,"What started as a recipe for success is now leaving a bitter taste for investors—at least in the short term. Zomato and newly-listed Swiggy are betting big on growth through quick-commerce but the spending required to ward off intense competition in the sector is spooking investors and has wiped off billions from the market cap of these two companies. \n\nSince 2025 began, Swiggy's shares have plummeted 37% to Rs 341.40, while Zomato's stock has slumped nearly 22% to Rs 214.70 on the NSE. That's roughly $5 billion and $7 billion wiped off their respective valuations.\n\nFor Swiggy, which made its stock market debut in November 2024, the decline has been particularly steep. Its shares touched an all-time low of Rs 326.20 on February 12, valuing the company at Rs 74,000 crore ($8.5 billion)—well below its last private market valuation of $10.7 billion. Swiggy's market capitalisation was $11.7 billion at the time of listing.\n\nShares of Swiggy opened 2.77% higher at Rs 350 apiece, while Zomato opened 1.7% higher at Rs 218 apiece on NSE. Broader market index NIFTY50 also opened 0.25% higher today. \n\nBoth companies have been forced to pour money into their instant delivery arms to fend off competition from Zepto—which has gobbled up over a billion dollars in funding last year—and deep-pocketed newcomers like Flipkart and Amazon.\n\nThe December quarter saw both platforms aggressively expand their dark store networks—Zomato's Blinkit added 216 while Swiggy opened 96 new locations. They've also been ramping up discounts and marketing spending to attract customers in new markets.\n\nSwiggy also expanded the size of its existing stores to increase its assortment with higher ticket categories like wearables and personal electronics. \n\nThe impact is already showing up on the bottomline. Blinkit's contribution margin, as a percentage of gross order value, in the overall business, fell from 3.8% to just 3% on a YoY basis during the third quarter. \n\n\"While the space is well-capitalised, it is likely to see a supply glut (of dark stores) by the end of FY26/27, as many players in this land (monthly transacting users) grab phase overshoot the opportunity, thereby diluting order density (especially in top cities). Beyond top cities, let’s be realistic—quick commerce is still an experiment,\" said HDFC Securities in a note while initiating coverage on Zomato last week. \nWhile quick commerce is currently in an \"early high-growth, high-competition\" phase, which calls for significant capital investments, investors are also worried about lackluster growth in their core food delivery business.\n\nBoth Swiggy and Zomato's food delivery segments grew much slower. Zomato's food delivery revenue rose 21.59% YoY to Rs 2,072 crore in the October to December quarter, but it grew just 3% quarter-over-quarter. The company has been reporting slower sequential growth in gross order value (GOV) over the past three quarters. Swiggy's core food delivery business, clocked a topline of Rs 1,636 crore, with a marginal growth of 3.7% from the previous quarter. On a year-on-year basis, this growth was more than 23%.\n\nHowever, Swiggy's food delivery business witnessed an improvement in adjusted EBITDA margin, from 1.6% in the September quarter to 2.5% in Q3.\n\n\"We now expect Swiggy’s food delivery business growth to sustain at 19-20% over the medium term due to growing penetration of Bolt/Swiggy HDFC co-branded credit card,\" noted JM Financial in a note, holding its 'buy' recommendation on the stock.\n\nBut Motilal Oswal saw it differently. \"We do not foresee a meaningful acceleration in the food delivery business in the near term at the GOV level, as we believe Bolt and 10-minute food delivery could lead to lower average order value growth too,\" it said in a brokerage note issued last week. \n\n\"Challenging macros continue to weigh on the FD (food delivery) business, and management believes growth could slow down for the industry as a whole despite the recent consumption push,\" s"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"1a:Tfb9,"])</script><script>self.__next_f.push([1,"What started as a recipe for success is now leaving a bitter taste for investors—at least in the short term. Zomato and newly-listed Swiggy are betting big on growth through quick-commerce but the spending required to ward off intense competition in the sector is spooking investors and has wiped off billions from the market cap of these two companies. \n\nSince 2025 began, Swiggy's shares have plummeted 37% to Rs 341.40, while Zomato's stock has slumped nearly 22% to Rs 214.70 on the NSE. That's roughly $5 billion and $7 billion wiped off their respective valuations.\n\nFor Swiggy, which made its stock market debut in November 2024, the decline has been particularly steep. Its shares touched an all-time low of Rs 326.20 on February 12, valuing the company at Rs 74,000 crore ($8.5 billion)—well below its last private market valuation of $10.7 billion. Swiggy's market capitalisation was $11.7 billion at the time of listing.\n\nShares of Swiggy opened 2.77% higher at Rs 350 apiece, while Zomato opened 1.7% higher at Rs 218 apiece on NSE. Broader market index NIFTY50 also opened 0.25% higher today. \n\nBoth companies have been forced to pour money into their instant delivery arms to fend off competition from Zepto—which has gobbled up over a billion dollars in funding last year—and deep-pocketed newcomers like Flipkart and \u003cem\u003eAmazon\u003c/em\u003e.\n\nThe December quarter saw both platforms aggressively expand their dark store networks—Zomato's Blinkit added 216 while Swiggy opened 96 new locations. They've also been ramping up discounts and marketing spending to attract customers in new markets.\n\nSwiggy also expanded the size of its existing stores to increase its assortment with higher ticket categories like wearables and personal electronics. \n\nThe impact is already showing up on the bottomline. Blinkit's contribution margin, as a percentage of gross order value, in the overall business, fell from 3.8% to just 3% on a YoY basis during the third quarter. \n\n\"While the space is well-capitalised, it is likely to see a supply glut (of dark stores) by the end of FY26/27, as many players in this land (monthly transacting users) grab phase overshoot the opportunity, thereby diluting order density (especially in top cities). Beyond top cities, let’s be realistic—quick commerce is still an experiment,\" said HDFC Securities in a note while initiating coverage on Zomato last week. \nWhile quick commerce is currently in an \"early high-growth, high-competition\" phase, which calls for significant capital investments, investors are also worried about lackluster growth in their core food delivery business.\n\nBoth Swiggy and Zomato's food delivery segments grew much slower. Zomato's food delivery revenue rose 21.59% YoY to Rs 2,072 crore in the October to December quarter, but it grew just 3% quarter-over-quarter. The company has been reporting slower sequential growth in gross order value (GOV) over the past three quarters. Swiggy's core food delivery business, clocked a topline of Rs 1,636 crore, with a marginal growth of 3.7% from the previous quarter. On a year-on-year basis, this growth was more than 23%.\n\nHowever, Swiggy's food delivery business witnessed an improvement in adjusted EBITDA margin, from 1.6% in the September quarter to 2.5% in Q3.\n\n\"We now expect Swiggy’s food delivery business growth to sustain at 19-20% over the medium term due to growing penetration of Bolt/Swiggy HDFC co-branded credit card,\" noted JM Financial in a note, holding its 'buy' recommendation on the stock.\n\nBut Motilal Oswal saw it differently. \"We do not foresee a meaningful acceleration in the food delivery business in the near term at the GOV level, as we believe Bolt and 10-minute food delivery could lead to lower average order value growth too,\" it said in a brokerage note issued last week. \n\n\"Challenging macros continue to weigh on the FD (food delivery) business, and management believes growth could slow down for the industry as a whole despite the recent consumption push,\" s"])</script><script>self.__next_f.push([1,"1b:Tfc1,"])</script><script>self.__next_f.push([1,"Hello,\n\nProgress over perfection.\n\nMamaearth parent Honasa Consumer sharply rebounded from a loss in the previous quarter to a net profit of Rs 26 crore in the third quarter. Its revenue also increased marginally to Rs 517.5 crore. \n\nThis was music to the ears of its investors, as just a few months ago the company had admitted to a more-than-expected impact from its inventory correction project on its second-quarter earnings. Its shares had then plummeted to below its IPO issue price.\n\nMamaearth’s Q3 growth came entirely on the back of its beauty and personal care segment, as the sector is seeing a surge in sales given the product variety, convenience of online shopping, and influence of social media. Earlier this week, Nykaa too reported a 60% jump in profit on the back of rising sales.\n\nSpeaking of earnings, SaaS major Freshworks has pared down its loss by nearly a third to $95.36 million in FY24. It also increased its operating revenue by a fifth as it retained and expanded revenue from existing customers, with those contributing over $5,000 in ARR increasing by 11%.\n\nMeanwhile, Amazon too wants to dip into the quick commerce craze. It has initiated pilots for Amazon Now in Bengaluru for 10-minute deliveries. \n\nBut is it a little late to the party?\n\nIn today’s newsletter, we will talk about \n\nSoftbank’s cautious AI approach\nPreserving produce via solar power\nCricketer Jemimah Rodrigues’ success mantra\n\nHere’s your trivia for today: Which traditional British dish was most likely inspired by the classic Indian dish nargisi kofta?\n\nNews\nSoftbank’s cautious AI approach\nSoftBank Group Corp swung to a loss of 369.16 billion yen ($2.4 billion) in the third quarter of FY24 as shares of some of its top portfolio companies declined sharply during the period.\n\nWhile SoftBank-backed foodtech major Swiggy's listing made a strong public market debut in November, the performance of other portfolio companies was lacklustre during the quarter. \n\nBullish bets:\n\nThe investment conglomerate made a 352.75 billion yen ($2.29 billion) loss on investments at SoftBank Vision Funds during the quarter. Vision Funds (SVF1 and SVF2) sold investments totalling $2.98 billion during the period, including DoorDash and SenseTime, and partial exits from several others.\nDespite these setbacks, SoftBank remains bullish on AI investments. Its spending dropped to about $600 million in the quarter ended December 2024. However, in a post-earnings call, company executives signalled that its flagship AI infrastructure project, Stargate, could accelerate investments.\nSoftBank CFO Yoshimitsu Goto said the financing for the Stargate Project will be structured carefully, and its growth will slow if necessary in challenging debt markets, dismissing Elon Musk’s recent remarks over the firm’s ability to raise the colossal $500 billion for the project.\n\nFunding Alert\nStartup: \nAmount: Rs 250 Cr\nRound: Series E\n\nStartup: \nAmount: $21M\nRound: Series A\n\nStartup: Nivaan Care\nAmount: $4.25M\nRound: Seed\n\nStartup\nPreserving produce via solar power\nHailing from a farming family in Rewa, Madhya Pradesh, Monika Tiwari grew up witnessing the many challenges faced by the agricultural sector. While attending agri exhibitions in Mumbai, she realised that post-harvest losses remained a major issue for farmers. \n\nMotivated to find a solution, she developed a scalable dehydration system, leading to the creation of Khetar, a company dedicated to providing innovative, sustainable agriculture solutions.\n\nSustainable technologies:\n\nA dehydrator removes moisture from the produce, which can be further processed, packaged, and sold to food processing companies or exporters. Khetar’s Rainger operates in a compact space, dehydrates various items such as fruits, vegetables, and flowers, and gives dried produce as the final output.\nThe company operates on a pay-per-use model. It takes a small upfront payment of around Rs 3-4 lakh as a token of agreement between the client and Khetar. In two month"])</script><script>self.__next_f.push([1,"1c:Tfd3,"])</script><script>self.__next_f.push([1,"Hello,\n\nProgress over perfection.\n\nMamaearth parent Honasa Consumer sharply rebounded from a loss in the previous quarter to a net profit of Rs 26 crore in the third quarter. Its revenue also increased marginally to Rs 517.5 crore. \n\nThis was music to the ears of its investors, as just a few months ago the company had admitted to a more-than-expected impact from its inventory correction project on its second-quarter earnings. Its shares had then plummeted to below its IPO issue price.\n\nMamaearth’s Q3 growth came entirely on the back of its beauty and personal care segment, as the sector is seeing a surge in sales given the product variety, convenience of online shopping, and influence of social media. Earlier this week, Nykaa too reported a 60% jump in profit on the back of rising sales.\n\nSpeaking of earnings, SaaS major Freshworks has pared down its loss by nearly a third to $95.36 million in FY24. It also increased its operating revenue by a fifth as it retained and expanded revenue from existing customers, with those contributing over $5,000 in ARR increasing by 11%.\n\nMeanwhile, \u003cem\u003eAmazon\u003c/em\u003e too wants to dip into the quick commerce craze. It has initiated pilots for \u003cem\u003eAmazon\u003c/em\u003e Now in Bengaluru for 10-minute deliveries. \n\nBut is it a little late to the party?\n\nIn today’s newsletter, we will talk about \n\nSoftbank’s cautious AI approach\nPreserving produce via solar power\nCricketer Jemimah Rodrigues’ success mantra\n\nHere’s your trivia for today: Which traditional British dish was most likely inspired by the classic Indian dish nargisi kofta?\n\nNews\nSoftbank’s cautious AI approach\nSoftBank Group Corp swung to a loss of 369.16 billion yen ($2.4 billion) in the third quarter of FY24 as shares of some of its top portfolio companies declined sharply during the period.\n\nWhile SoftBank-backed foodtech major Swiggy's listing made a strong public market debut in November, the performance of other portfolio companies was lacklustre during the quarter. \n\nBullish bets:\n\nThe investment conglomerate made a 352.75 billion yen ($2.29 billion) loss on investments at SoftBank Vision Funds during the quarter. Vision Funds (SVF1 and SVF2) sold investments totalling $2.98 billion during the period, including DoorDash and SenseTime, and partial exits from several others.\nDespite these setbacks, SoftBank remains bullish on AI investments. Its spending dropped to about $600 million in the quarter ended December 2024. However, in a post-earnings call, company executives signalled that its flagship AI infrastructure project, Stargate, could accelerate investments.\nSoftBank CFO Yoshimitsu Goto said the financing for the Stargate Project will be structured carefully, and its growth will slow if necessary in challenging debt markets, dismissing Elon Musk’s recent remarks over the firm’s ability to raise the colossal $500 billion for the project.\n\nFunding Alert\nStartup: \nAmount: Rs 250 Cr\nRound: Series E\n\nStartup: \nAmount: $21M\nRound: Series A\n\nStartup: Nivaan Care\nAmount: $4.25M\nRound: Seed\n\nStartup\nPreserving produce via solar power\nHailing from a farming family in Rewa, Madhya Pradesh, Monika Tiwari grew up witnessing the many challenges faced by the agricultural sector. While attending agri exhibitions in Mumbai, she realised that post-harvest losses remained a major issue for farmers. \n\nMotivated to find a solution, she developed a scalable dehydration system, leading to the creation of Khetar, a company dedicated to providing innovative, sustainable agriculture solutions.\n\nSustainable technologies:\n\nA dehydrator removes moisture from the produce, which can be further processed, packaged, and sold to food processing companies or exporters. Khetar’s Rainger operates in a compact space, dehydrates various items such as fruits, vegetables, and flowers, and gives dried produce as the final output.\nThe company operates on a pay-per-use model. It takes a small upfront payment of around Rs 3-4 lakh as a token of agreement between the client and Khetar. In two month"])</script><script>self.__next_f.push([1,"1d:Tfc0,"])</script><script>self.__next_f.push([1,"w businesses to rethink their products and processes and discover opportunities. \n\nTechnology is no longer just an enabler—it’s central to strategy. Companies that embed it deeply into their operations can unlock new capabilities and continuously improve. \n\nAgility is key to thriving in this hyper-competitive environment, where products can quickly become obsolete. Businesses that follow an iterative approach—experimenting with prototypes, gathering feedback, and making quick adjustments—tend to be more successful. Fostering a ‘fail-fast, learn-fast’ culture is essential, where failures are not viewed as setbacks but as learning opportunities that fuel innovation. \n\nIn an environment of shorter product lifecycles, businesses must be prepared to constantly reinvent themselves. Companies that rely on past successes without evolving risk becoming obsolete. Organisations like Tata Group have remained relevant by pursuing strategic acquisitions and driving internal innovation. \n\nBusinesses must stay agile, data-driven, and customer-focused to harness the power of disruption rather than be overwhelmed by it.\nYSL: Entrepreneurs are always in search of the next big idea. Does an idea have to be audacious to create impact, or can a simple idea work too?\nKG: If you’re aiming for a venture-backed, high-scale business, you’ll need to focus on attracting risk capital, scaling quickly, and having a potential exit strategy through acquisition or IPO. You’ll need audacious ideas that can disrupt industries. These ideas often come with high risks, but if they succeed, they can do so on a massive scale. \n\nHowever, if you’re building a more traditional or sustainable business, you don’t need an audacious, world-changing idea. What you need to do is solve a real problem or address a major pain point. The simpler the idea, the better. Look around—see what people are struggling with every day. What inconveniences do they \nface? What can you do to ease their pain or give them something they need and will be willing to pay for?\nYSL: What tenets should new-age businesses nurture to thrive amid constant change?\nKG: Adaptability: Companies must be willing to pivot and adapt to new opportunities or threats.\n\nCustomer obsession: Successful businesses keep the customer at the centre of every decision. Amazon excels at this with its data-driven approach; everything from product recommendations to delivery options is tailored to customer needs.\n\nSustainable scaling: Scaling too fast without managing costs can be a recipe for failure. Businesses should focus on managing burn rates and ensuring they hit key profitability milestones. \n\nFocus on talent: Companies need diverse and agile teams that can anticipate change and respond quickly. As industries evolve, businesses must continuously upskill their workforce and hire talent capable of driving innovation.\nYSL: Your book touches upon metrics like CAC, ARPU, and virality? How crucial are these in new-age business models?\nKG: In new-age business models, the drivers of success often revolve around network effects, customer retention, and user engagement rather than fixed-cost optimisation. Metrics like virality coefficient, lifetime value (LTV), churn rate, and retention rate play a critical role in understanding and predicting business outcomes. \n\nFor example, in a subscription-based business, even if the customer acquisition cost (CAC) is high and the initial average revenue per user (ARPU) is low, a company can still build a valuable and profitable business if it maintains high retention rates. A high LTV can offset the initial high CAC over time, leading to sustainable growth.\n\nVanity metrics, such as app downloads, page views, or social media followers, may provide short-term validation, particularly when raising funds in the initial stages. However, relying on them for too long without focusing on real metrics like CAC, LTV, and contribution margins can lead to sustainability challenges. Many startups that"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"1e:Tfc9,"])</script><script>self.__next_f.push([1,"w businesses to rethink their products and processes and discover opportunities. \n\nTechnology is no longer just an enabler—it’s central to strategy. Companies that embed it deeply into their operations can unlock new capabilities and continuously improve. \n\nAgility is key to thriving in this hyper-competitive environment, where products can quickly become obsolete. Businesses that follow an iterative approach—experimenting with prototypes, gathering feedback, and making quick adjustments—tend to be more successful. Fostering a ‘fail-fast, learn-fast’ culture is essential, where failures are not viewed as setbacks but as learning opportunities that fuel innovation. \n\nIn an environment of shorter product lifecycles, businesses must be prepared to constantly reinvent themselves. Companies that rely on past successes without evolving risk becoming obsolete. Organisations like Tata Group have remained relevant by pursuing strategic acquisitions and driving internal innovation. \n\nBusinesses must stay agile, data-driven, and customer-focused to harness the power of disruption rather than be overwhelmed by it.\nYSL: Entrepreneurs are always in search of the next big idea. Does an idea have to be audacious to create impact, or can a simple idea work too?\nKG: If you’re aiming for a venture-backed, high-scale business, you’ll need to focus on attracting risk capital, scaling quickly, and having a potential exit strategy through acquisition or IPO. You’ll need audacious ideas that can disrupt industries. These ideas often come with high risks, but if they succeed, they can do so on a massive scale. \n\nHowever, if you’re building a more traditional or sustainable business, you don’t need an audacious, world-changing idea. What you need to do is solve a real problem or address a major pain point. The simpler the idea, the better. Look around—see what people are struggling with every day. What inconveniences do they \nface? What can you do to ease their pain or give them something they need and will be willing to pay for?\nYSL: What tenets should new-age businesses nurture to thrive amid constant change?\nKG: Adaptability: Companies must be willing to pivot and adapt to new opportunities or threats.\n\nCustomer obsession: Successful businesses keep the customer at the centre of every decision. \u003cem\u003eAmazon\u003c/em\u003e excels at this with its data-driven approach; everything from product recommendations to delivery options is tailored to customer needs.\n\nSustainable scaling: Scaling too fast without managing costs can be a recipe for failure. Businesses should focus on managing burn rates and ensuring they hit key profitability milestones. \n\nFocus on talent: Companies need diverse and agile teams that can anticipate change and respond quickly. As industries evolve, businesses must continuously upskill their workforce and hire talent capable of driving innovation.\nYSL: Your book touches upon metrics like CAC, ARPU, and virality? How crucial are these in new-age business models?\nKG: In new-age business models, the drivers of success often revolve around network effects, customer retention, and user engagement rather than fixed-cost optimisation. Metrics like virality coefficient, lifetime value (LTV), churn rate, and retention rate play a critical role in understanding and predicting business outcomes. \n\nFor example, in a subscription-based business, even if the customer acquisition cost (CAC) is high and the initial average revenue per user (ARPU) is low, a company can still build a valuable and profitable business if it maintains high retention rates. A high LTV can offset the initial high CAC over time, leading to sustainable growth.\n\nVanity metrics, such as app downloads, page views, or social media followers, may provide short-term validation, particularly when raising funds in the initial stages. However, relying on them for too long without focusing on real metrics like CAC, LTV, and contribution margins can lead to sustainability challenges. Many startups that"])</script><script>self.__next_f.push([1,"1f:T732,"])</script><script>self.__next_f.push([1,"Ecommerce giant Amazon has initiated pilots for Amazon Now in Bengaluru as competition in the quick commerce race heats up. \n\nThe quick commerce service, earlier reported to have been named Tez, comes on the heel of the growing popularity of quick commerce platforms, especially among urban consumers. \n\n\"Amazon has always focused on offering customers a wide selection with convenient and fast delivery. We are always innovating to offer even more value to customers, and this limited pilot in select pin codes of Bengaluru is a trial to offer even faster speeds on a selection of everyday essentials from our sellers that customers often need quickly,” stated an Amazon spokesperson. \n\nWhile Amazon offers grocery and produce through Amazon Fresh, with a two-hour delivery promise, Amazon Now offers a 10-minute delivery promise, marking the global giant's first foray into quick commerce.\n\nAccording to previous media reports, Amazon has also engaged other logistics players to enable quick deliveries. \nPrior to Amazon, domestic ecommerce player Flipkart had launched Flipkart Minutes in August last year to protect its turf as existing quick commerce platforms expanded to categories beyond grocery. Tata Digital, which operates Tata conglomerate's ecommerce super app, Neu, has also rolled out the quick commerce service Neu Flash, powered by Big Basket. \n\nAadit Palicha-led Zepto cumulatively raised about $1.35 billion last year across multiple rounds ahead of this anticipated public debut later this year. \n\nQuick commerce leader Blinkit slipped into the red in the quarter ended December 2024 after a previous profitable stint as dark store expansion dragged its margins. Meanwhile, Swiggy's Instamart saw its margins deplete in the third quarter of FY25 as customer acquisition, penetration, and expansion inflated costs. \n"])</script><script>self.__next_f.push([1,"20:T783,"])</script><script>self.__next_f.push([1,"Ecommerce giant \u003cem\u003eAmazon\u003c/em\u003e has initiated pilots for \u003cem\u003eAmazon\u003c/em\u003e Now in Bengaluru as competition in the quick commerce race heats up. \n\nThe quick commerce service, earlier reported to have been named Tez, comes on the heel of the growing popularity of quick commerce platforms, especially among urban consumers. \n\n\"\u003cem\u003eAmazon\u003c/em\u003e has always focused on offering customers a wide selection with convenient and fast delivery. We are always innovating to offer even more value to customers, and this limited pilot in select pin codes of Bengaluru is a trial to offer even faster speeds on a selection of everyday essentials from our sellers that customers often need quickly,” stated an \u003cem\u003eAmazon\u003c/em\u003e spokesperson. \n\nWhile \u003cem\u003eAmazon\u003c/em\u003e offers grocery and produce through \u003cem\u003eAmazon\u003c/em\u003e Fresh, with a two-hour delivery promise, \u003cem\u003eAmazon\u003c/em\u003e Now offers a 10-minute delivery promise, marking the global giant's first foray into quick commerce.\n\nAccording to previous media reports, \u003cem\u003eAmazon\u003c/em\u003e has also engaged other logistics players to enable quick deliveries. \nPrior to \u003cem\u003eAmazon\u003c/em\u003e, domestic ecommerce player Flipkart had launched Flipkart Minutes in August last year to protect its turf as existing quick commerce platforms expanded to categories beyond grocery. Tata Digital, which operates Tata conglomerate's ecommerce super app, Neu, has also rolled out the quick commerce service Neu Flash, powered by Big Basket. \n\nAadit Palicha-led Zepto cumulatively raised about $1.35 billion last year across multiple rounds ahead of this anticipated public debut later this year. \n\nQuick commerce leader Blinkit slipped into the red in the quarter ended December 2024 after a previous profitable stint as dark store expansion dragged its margins. Meanwhile, Swiggy's Instamart saw its margins deplete in the third quarter of FY25 as customer acquisition, penetration, and expansion inflated costs. \n"])</script><script>self.__next_f.push([1,"21:Tfc5,"])</script><script>self.__next_f.push([1,"About five years after its ban in India, Chinese global fast fashion retailer Shein, earlier in February, made its third attempt to enter the country’s fast fashion landscape. \n\nThis time around, it has partnered with Reliance Retail. According to media reports, Reliance has agreed with Shein to manufacture in India and supply products under the Shein website in return for a licensing fee, however no other details of the partnership were revealed.\n\nThe question is: can Shein replicate its success in the current Indian fast fashion landscape? \n\nWhen it first launched in India in 2017, nearly a decade after its inception, the company had a first-mover advantage. However, now players like Tata’s Zudio, Shoppers Stop’s Intune, and Reliance’s Yousta have jumped into the affordable fast fashion bandwagon, albeit in offline-first channels. \n\nOn the digital front, domestic startups like Newme, Myntra’s FWD, Urbanic’s Savana and Littlebox have managed to quickly run in and grab a share of the GenZ wallet in fast fashion.\n\nShein’s troubles in India began in 2020 when it along with its peer, Club House had to halt shipping after allegations by the Indian customs department that Chinese shopping sites were paying lower duties than their dues. \n\nThe company later tried to enter India again through Amazon in July 2021 where it listed itself as a seller. However, the launch did not fare well as its entire catalog was squeezed inside one small shop on Amazon with no regards to the aesthetics and branding the company wanted to project, says Anandita Bhuyan, Founder at Moodboard Analytics, a fashion consultant firm. \nThe China conundrum\nAccording to a founder in the apparel industry that YourStory spoke to, most products in fast fashion are produced from the same or adjacent factories in China, and are later rebranded and marketed. Some online players even purchase clothes by weight instead of styles, the person said. With everyone working on the same margins and the clothes already being dirt cheap, there is little scope for price competition. \n\nWhile Shein can heavily rely on its Chinese supply chain for its business in the rest of the world, the equation is a little different with India. \n\n“They [referring to Shein] will not be able to rely solely on imports. So the rest of the world can still manufacture in China, but they'll have to build some Indian supply chain,” an investment analyst in the consumer space told YourStory.\n\nShein is not the only one trying to find a way out of this issue. Several domestic players are also looking to build supply chains in the country and balance their manufacturing to insulate themselves from currency fluctuations, changing import structures, and having more cash-flow-friendly frameworks. \n\nBuilding an Indian supply chain comes with its own set of challenges. While the country has strength in certain apparel categories, it lacks the fabric diversity, scale of infrastructure and workshops required to turn around styles quickly. \n\n“In the long term, we see that a lot of investors are also not wanting to underwrite the China risk,” the analyst added. \nA real bargain\nThe “fast” in fast fashion, refers to how quickly styles are taken from runway to shop, focusing on offering consumers quick instant gratification on fleeting trends. Businesses have to churn out styles from runway to retail very quickly in a process that involves identifying trends, trying out samples and then producing successful styles on a larger scale. \n\nAdopting a dynamic pricing models helps companies remain agile, enabling them to adjust in real-time to market shifts while staying competitive and profitable, suggests Rahul Dayama, Founding Partner, Urbanic.\n\nIn India, fast fashion is a favourite among millennials and Gen Z shoppers. The category witnessed a growth rate of 30-40% in FY24 compared to fashion which saw a growth rate of around 6%, per a Redseer report released last year. \n\nAnd, investors are paying close attention. Newme, for"])</script><script>self.__next_f.push([1,"22:Tfd7,"])</script><script>self.__next_f.push([1,"About five years after its ban in India, Chinese global fast fashion retailer Shein, earlier in February, made its third attempt to enter the country’s fast fashion landscape. \n\nThis time around, it has partnered with Reliance Retail. According to media reports, Reliance has agreed with Shein to manufacture in India and supply products under the Shein website in return for a licensing fee, however no other details of the partnership were revealed.\n\nThe question is: can Shein replicate its success in the current Indian fast fashion landscape? \n\nWhen it first launched in India in 2017, nearly a decade after its inception, the company had a first-mover advantage. However, now players like Tata’s Zudio, Shoppers Stop’s Intune, and Reliance’s Yousta have jumped into the affordable fast fashion bandwagon, albeit in offline-first channels. \n\nOn the digital front, domestic startups like Newme, Myntra’s FWD, Urbanic’s Savana and Littlebox have managed to quickly run in and grab a share of the GenZ wallet in fast fashion.\n\nShein’s troubles in India began in 2020 when it along with its peer, Club House had to halt shipping after allegations by the Indian customs department that Chinese shopping sites were paying lower duties than their dues. \n\nThe company later tried to enter India again through \u003cem\u003eAmazon\u003c/em\u003e in July 2021 where it listed itself as a seller. However, the launch did not fare well as its entire catalog was squeezed inside one small shop on \u003cem\u003eAmazon\u003c/em\u003e with no regards to the aesthetics and branding the company wanted to project, says Anandita Bhuyan, Founder at Moodboard Analytics, a fashion consultant firm. \nThe China conundrum\nAccording to a founder in the apparel industry that YourStory spoke to, most products in fast fashion are produced from the same or adjacent factories in China, and are later rebranded and marketed. Some online players even purchase clothes by weight instead of styles, the person said. With everyone working on the same margins and the clothes already being dirt cheap, there is little scope for price competition. \n\nWhile Shein can heavily rely on its Chinese supply chain for its business in the rest of the world, the equation is a little different with India. \n\n“They [referring to Shein] will not be able to rely solely on imports. So the rest of the world can still manufacture in China, but they'll have to build some Indian supply chain,” an investment analyst in the consumer space told YourStory.\n\nShein is not the only one trying to find a way out of this issue. Several domestic players are also looking to build supply chains in the country and balance their manufacturing to insulate themselves from currency fluctuations, changing import structures, and having more cash-flow-friendly frameworks. \n\nBuilding an Indian supply chain comes with its own set of challenges. While the country has strength in certain apparel categories, it lacks the fabric diversity, scale of infrastructure and workshops required to turn around styles quickly. \n\n“In the long term, we see that a lot of investors are also not wanting to underwrite the China risk,” the analyst added. \nA real bargain\nThe “fast” in fast fashion, refers to how quickly styles are taken from runway to shop, focusing on offering consumers quick instant gratification on fleeting trends. Businesses have to churn out styles from runway to retail very quickly in a process that involves identifying trends, trying out samples and then producing successful styles on a larger scale. \n\nAdopting a dynamic pricing models helps companies remain agile, enabling them to adjust in real-time to market shifts while staying competitive and profitable, suggests Rahul Dayama, Founding Partner, Urbanic.\n\nIn India, fast fashion is a favourite among millennials and Gen Z shoppers. The category witnessed a growth rate of 30-40% in FY24 compared to fashion which saw a growth rate of around 6%, per a Redseer report released last year. \n\nAnd, investors are paying close attention. Newme, for"])</script><style data-styled="" data-styled-version="5.3.11"></style><script>self.__next_f.push([1,"23:Tfc0,"])</script><script>self.__next_f.push([1,"Hello,\n\nOYO made big bucks in FY25.\n\nIn Q3, the Ritesh Agarwal-founded travel tech unicorn recorded a profit after tax of Rs 166 crore—up nearly six times from Rs 25 crore in the year-ago period. \n\nIn fact, OYO saw its revenue grow almost 31% to Rs 1,695 crore from Rs 1,296 crore a year earlier, marking a turnaround from the flat topline growth seen in FY24.\n\nThe company is also actively pursuing the premiumisation of its UK portfolio through a multi-pronged approach. OYO is planning to invest 50 million pounds in the UK over the next three years to expand its premium hotel portfolio, shifting its focus towards acquiring premium inventory and emphasising long-term leasehold and management contracts. \n\nMeanwhile, Big Tech said ‘Let the money flow’.\n\nWhile Meta, Amazon, Alphabet, and Microsoft funnelled billions of dollars into AI last year to try and keep up with unfettered demand, the hype isn’t dying down in 2025.\n\nNow, these giants intend to spend as much as $320 billion combined on AI technologies and data centre buildouts in 2025—that’s up from $230 billion in total capital expenditures in AI in 2024!\n\nICYMI: The wild world of meme coins.\n \nNow, before you get any Monday blues, we have the solution ready to make it go away—meet the stars of Puppy Bowl XXI!\n\nSending pawsitve vibes only!\n\nIn today’s newsletter, we will talk about \n\nEnabling loans in 30 mins\nMeasure carbon footprint with ease\n\nHere’s your trivia for today: What is the world’s most populous island?\n\nStartup\nEnabling loans in 30 mins\nCredit is the lifeline of any economy, and a service that enables people to borrow money at competitive interest rates with minimal paperwork offers a compelling business model. This idea inspired three entrepreneurs with strong technology and finance expertise to launch a startup that allows individuals to secure loans against their mutual funds (MF) through the digital platform.\n\nBengaluru-based fintech startup Quicklend was founded by Raghuram Tirkutam, Arun Jadhav, and Abhishek Uppala in December 2023. The company aims to offer a seamless platform where users can secure a loan against their mutual funds in just 30 minutes.\n\nEasy money:\n\nQuicklend facilitates the entire loan process for customers using its MF holdings. It has partnered with MF distributors and other fintech firms to identify potential customers. It then connects them to financial institutions offering loans.\nThe platform provides loans ranging from Rs 25,000 to Rs 3 lakh and allows customers to borrow up to 50% of their MF holdings. At present, it is enabling customers to avail loans up to Rs 1 crore, and the platform is even attracting companies seeking credit solutions.\nThe fintech startup raised a pre-seed funding of Rs 7 crore from venture capital firms such as Upsparks, Eximius Ventures, and Inuka Capital, as well as angel investors.\n\nStartup\nMeasure carbon footprint with ease\nFor companies with complex global supply chains involving numerous suppliers, tracking the environmental and social impact of their operations can be an overwhelming task—especially if they have limited visibility of the practices of suppliers who may not track their environmental footprint or lack the resources to do so. \n\nGiven that consumers increasingly prefer brands that demonstrate strong sustainability commitments, companies that fail to track their operations are at risk of losing market share and credibility. This is where Sprih steps in with its carbon emission audit platform.\n\nKey takeaways:\n\nFounded in 2022 by Akash Keshav, Ravi Singhal, Rohit Toshniwal, and Hemant Joshi, the startup helps enterprises streamline their decarbonisation efforts by simplifying measurement, benchmarking, and reporting of emissions across various scopes. \nSprih offers a software solution that measures and benchmarks key sustainability metrics and provides actionable insights to enhance the overall sustainability and compliance among organisations. The metrics include carbon emissions (Scope 1,"])</script><script>self.__next_f.push([1,"24:Tfc9,"])</script><script>self.__next_f.push([1,"Hello,\n\nOYO made big bucks in FY25.\n\nIn Q3, the Ritesh Agarwal-founded travel tech unicorn recorded a profit after tax of Rs 166 crore—up nearly six times from Rs 25 crore in the year-ago period. \n\nIn fact, OYO saw its revenue grow almost 31% to Rs 1,695 crore from Rs 1,296 crore a year earlier, marking a turnaround from the flat topline growth seen in FY24.\n\nThe company is also actively pursuing the premiumisation of its UK portfolio through a multi-pronged approach. OYO is planning to invest 50 million pounds in the UK over the next three years to expand its premium hotel portfolio, shifting its focus towards acquiring premium inventory and emphasising long-term leasehold and management contracts. \n\nMeanwhile, Big Tech said ‘Let the money flow’.\n\nWhile Meta, \u003cem\u003eAmazon\u003c/em\u003e, Alphabet, and Microsoft funnelled billions of dollars into AI last year to try and keep up with unfettered demand, the hype isn’t dying down in 2025.\n\nNow, these giants intend to spend as much as $320 billion combined on AI technologies and data centre buildouts in 2025—that’s up from $230 billion in total capital expenditures in AI in 2024!\n\nICYMI: The wild world of meme coins.\n \nNow, before you get any Monday blues, we have the solution ready to make it go away—meet the stars of Puppy Bowl XXI!\n\nSending pawsitve vibes only!\n\nIn today’s newsletter, we will talk about \n\nEnabling loans in 30 mins\nMeasure carbon footprint with ease\n\nHere’s your trivia for today: What is the world’s most populous island?\n\nStartup\nEnabling loans in 30 mins\nCredit is the lifeline of any economy, and a service that enables people to borrow money at competitive interest rates with minimal paperwork offers a compelling business model. This idea inspired three entrepreneurs with strong technology and finance expertise to launch a startup that allows individuals to secure loans against their mutual funds (MF) through the digital platform.\n\nBengaluru-based fintech startup Quicklend was founded by Raghuram Tirkutam, Arun Jadhav, and Abhishek Uppala in December 2023. The company aims to offer a seamless platform where users can secure a loan against their mutual funds in just 30 minutes.\n\nEasy money:\n\nQuicklend facilitates the entire loan process for customers using its MF holdings. It has partnered with MF distributors and other fintech firms to identify potential customers. It then connects them to financial institutions offering loans.\nThe platform provides loans ranging from Rs 25,000 to Rs 3 lakh and allows customers to borrow up to 50% of their MF holdings. At present, it is enabling customers to avail loans up to Rs 1 crore, and the platform is even attracting companies seeking credit solutions.\nThe fintech startup raised a pre-seed funding of Rs 7 crore from venture capital firms such as Upsparks, Eximius Ventures, and Inuka Capital, as well as angel investors.\n\nStartup\nMeasure carbon footprint with ease\nFor companies with complex global supply chains involving numerous suppliers, tracking the environmental and social impact of their operations can be an overwhelming task—especially if they have limited visibility of the practices of suppliers who may not track their environmental footprint or lack the resources to do so. \n\nGiven that consumers increasingly prefer brands that demonstrate strong sustainability commitments, companies that fail to track their operations are at risk of losing market share and credibility. This is where Sprih steps in with its carbon emission audit platform.\n\nKey takeaways:\n\nFounded in 2022 by Akash Keshav, Ravi Singhal, Rohit Toshniwal, and Hemant Joshi, the startup helps enterprises streamline their decarbonisation efforts by simplifying measurement, benchmarking, and reporting of emissions across various scopes. \nSprih offers a software solution that measures and benchmarks key sustainability metrics and provides actionable insights to enhance the overall sustainability and compliance among organisations. 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