Saurav Goyal

Beyond immediate operational benefits, the partnership could help the two telcos pool complementary strengths, cut duplication and compete more efficiently against larger rivals Reliance Jio and Bharti Airtel. https://lnkd.in/gmnjmU-b?

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In Mumbai, just 35% of pincodes drive the majority of premium consumption across luxury beauty, premium cards, and high-value categories. In Delhi NCR, 26% of pincodes account for most high-value purchases. In Bengaluru, Koramangala over-indexes on premium convenience and lifestyle, while JP Nagar and Banashankari show completely different spending patterns. Across urban India, only ~10% of pincodes qualify as high-consumption growth hotspots. Why? India is a $60B+ e-retail market with the world’s 2nd-largest online shopper base, yet brands, especially when it comes to Performance Marketing, still plan it like they are service 1 uniform market. From my experience of building India’s very own Consumer Intelligence Platform, what we discovered: - income and credit distribution varies by micro-location - affluence clusters around business districts and premium housing pockets - cultural preferences shift by neighbourhood - platform access and digital maturity differ even within 5–10 km There's an old Hindi saying — कोस-कोस पर बदले पानी, चार कोस पर वाणी. That means every few kilometres in India, the water changes and every few more the language changes. Demand works the same way but performance marketing is still being executed based on traditional audience identifiers - a segmentation framework built for a different era. Specific pincode-focused data is a reliable signal. We just didn't have the data to act on it until now. Win by narrowing, not broadening.

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Outlook 2026 | "If Zepto lists....." Sanjeev Bikhchandani shares view on Zepto listing and how Zomato and Swiggy might be impacted. Listen In! Full episode: https://lnkd.in/dEMGm88B #Zepto #Zomato #Swiggy #StockMarket

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What a match. What dominance from Team India. From the very start, the intent was clear. Abhishek Sharma attacking fearlessly alongside Sanju Samson — despite a lean run earlier in the tournament. The team backed him, and he delivered on the biggest stage. Then the bowlers took over. Bumrah doing what he does best, and Axar Patel tightening the screws — making sure the game never slipped. When a final looks this one-sided, it’s easy to think it was decided on the day. But results like this are rarely built overnight. They come from preparation. From backing people even during tough phases. From teams stepping up when their moment arrives. The same pattern plays out in business. Strong outcomes rarely come from last-minute brilliance. They come from teams preparing deeply, trusting their people, and executing when the moment arrives. Dominant results often hide months of preparation behind them. Where have you seen preparation and trust translate into decisive outcomes?

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Last week, I wrote about how India’s biggest untapped opportunity in alcohol might be D2C delivery — a digital unlock waiting to happen. A colleague messaged me after that post: “You know, it’s already live in Kolkata.” I was curious. And he was right. West Bengal quietly became one of the few states in India to legalize online alcohol delivery, with players like Swiggy, BigBasket and Spencer’s Retail operating under government-approved licenses. It’s a small step, but a big signal. Here’s why this matters: 1) In Kolkata, retailers say premium brand sales have jumped 20–30% after delivery began — because when discovery and accessibility rise, consumers start experimenting. 2) The state’s excise department reported improved compliance and tracking through digital invoices and delivery audits. The same tech that powers food delivery can now help governments plug leakages and increase transparency. 3) With e-KYC and geofencing (like Odisha is piloting near schools), states can actually enforce responsible drinking better than physical stores ever did. 4) Working professionals, women and older consumers, groups often uncomfortable visiting liquor stores, are now ordering from home. This expands the consumer base without additional marketing spend. Now imagine this scaled across just five metros. Even a 10% shift of existing consumers to online could mean ₹5,000+ crore in incremental, traceable sales — with minimal subsidy, infrastructure or tax change. The irony? India built world-class ecosystems for food, groceries and medicines online — but alcohol, a ₹3.5 lakh crore category, still sits offline for “moral” reasons. Maybe it’s time to reframe the narrative. 👉The question isn’t “Should alcohol delivery be allowed?” It’s “Can we afford not to digitize it?”

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