Manas Luthra

Some Indian consumer apps show blatant unethical #productmanagement . Case in point - Payment page of Zee5 - user is unlikely to do mental math & calculate how much is being taken out of his pocket. So the PM hardcodes 'Frequency' to 'As Presented' - because if the number is shown, the user will likely catch product fraud. Low effort and fishy :( The Start and End date is auto-populated to one year even if user opted for a 6 month plan. And user is NOT given option to edit date range. Again, low effort and cagy :( Finally, user is forced to opt-in for Autopay. No other CTA available :( I wonder if such desperation to squeeze and trap every penny out of each customer comes to compensate for a lack of quality product/content?

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How Swiggy's smart integration keeps Users Hooked? In today’s busy world, convenience is everything. Swiggy, India’s top food delivery app, knows this well. By integrating multiple features into one seamless experience, Swiggy keeps its users engaged and coming back for more. Why Product Integration? Product integration is when a company combines different services into a single platform, making it super easy for users. This makes it easier for customers to use different services and can increase their overall satisfaction and loyalty. It value increases significantly when the added features are used together. For Swiggy, this means you can order food, buy groceries, and do a lot more—all in one app. Swiggy isn’t just about food delivery. From Swiggy Instamart to Genie to Daily to Swiggy One! By offering a one-stop solution for food, groceries, and errands, Swiggy makes life easier for millions of Indians every day. Why it matters? Swiggy’s smart integration is a hit. With over 27 million active users every month, they’ve tripled grocery orders through Instamart and expanded Swiggy Genie to 65 cities. Plus, over 2 million users have signed up for Swiggy One since its launch in 2021. Stay tuned for more innovations from Swiggy that make your life simpler and more enjoyable. Share your comment below.

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Psychological Triggers that Product Managers at Zepto Use! ⭐️ Do you know that there are 12 Psychological Sales Triggers for Marketing which PM's at Zepto use to nudge millions of users ✨ Zepto Pass is one of the biggest successes that Zepto has achieved in the last few months It crossed over 1 million subscribers in just 1 week of launch and it is giving them excellent results 🚀 Zepto had one of the lowest AOV when compared with Instamart and Blinkit but is growing fast due to Zepto Pass Zepto had 14X revenue growth in FY23 and is on its way to achieving 2-3X growth in FY24 also It is also expected to achieve EBITDA profitability by Sep'24 and is in recent talks to raise $300 mn at a $2.5-$3 billion valuation ---------------------------------------------- Do you think Zepto can beat Blinkit in the profitability race? #quickcommerce #productmarketing #marketing

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Great insights in simple words. Please read it like 100 times!

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Looping other service providers for better reach PhonePe Google Amazon MobiKwik Paytm ICICI Bank CRED National Payments Corporation Of India (NPCI) I’m sharing my idea where you guys can give a thought in enhancing your product feature Title: Revolutionize Payments with Flexible Splitting Options Problem Statement: Many users face a challenge when making high-value purchases (above 50k) – they can’t split the payment across multiple credit cards. This limitation restricts flexibility and convenience for customers. Kindly go through the steps mentioned in the PDF

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Should we stop ordering during peak summer days? The recent Zomato tweet about delivery challenges in scorching summer heat, particularly when temperatures soared past 50°C, certainly ignited a debate. It also sparked an interesting conversation at Zippee. One morning, Madhav Kasturia, Angad Singh, and I were chatting about this very topic when a thought struck us. While simply ordering or not ordering during peak hours might not definitively impact a rider's situation, we wanted to brainstorm something that would. The #DoYourBit campaign was born from a simple idea—making sure our riders stay safe and healthy in the scorching Delhi heat. But seeing it come to life, seeing our team members pause and take care of themselves, was something else entirely. Our dedicated delivery riders who are usually racing against time, were taking a well-deserved break at one of our hydration stations. The sight of them cooling off with our hydration packs, refreshing drinks, and cooling towels was both heartwarming and inspiring. One rider, Rahul, approached me with a smile. "Sir, subah se 5 trips kar chuka hu, pani peene ka time bhi nai mila." he said, holding up his hydration pack. "Thank you, Sir!” Stories like Rahul's are why we do this. Dehydration is a serious risk for our riders, leading to fatigue and dizziness. Supporting the entire logistics ecosystem is a priority at Zippee. This involves recognizing the contributions of all individuals in our operations, from delivery partners to security personnel, traffic officers, and parking attendants. We believe that by appreciating their efforts, we can build a community based on respect and support. We didn’t just want to hand out supplies; we wanted to create a culture of care and support. Witnessing the positive impact firsthand reaffirmed my commitment to our mission. It’s not just about getting deliveries from point A to point B; it’s about ensuring our riders are healthy, happy, and appreciated. To everyone who makes Zippee what it is, thank you. Your hard work does not go unnoticed! #SummerCampaign #Zippee #DoYourBit

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Apart from product growth lessons and amazing assignments, the GrowthX® folks have great taste in curating merchandise. I received this a few days ago as a member-exclusive kit. But don't worry if you're not a member yet and want to experience how GrowthX® feels—the team just launched FOUNDATIONS by GrowthX® Tech Foundations ⚒️ Basics of frontend, backend, and database foundations to ensure solid deployments with engineering. Founder branding ♠️ Fundamentals of building a strong founder first brand. Learn how to leverage it to hire great talent. Email marketing 📩 How to set up email as a channel and build the 0 → 1 strategy for email marketing. Paid marketing 💵 fundamentals of how any paid marketing channel works. Build and implement performance campaigns across Google and Meta. You can access them from here for free https://lnkd.in/dbdPSdpu. Happy learning. Abhishek Patil Udayan Walvekar

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How did Sensi Razor from Bombay Shaving Company capture 10% of the market in 3 quarters when industry mamoth Gillete is already having biggest market share? Initial Plan : We will sell razors to senior people, who have capacity to spend. The young kids don't shave, college going folks wont spend. But this idea was very wrong. Because, the people who has been shaving for 15-20 years don't switch the brand ! when they spoke to consumers they found out, the one who is 30 years old, wont switch the brand. So, who would potentially switch the brand ? The one who is 18-25 years ! They are new to shaving. They are shaving for the 1st time. so, they decided to make the brand younger. They went to the Target Audience, spoke to them, got interviews done and they got the unsolved problem : Skin has Acne, most people have some combination of beard, some are bald thus need for shaving head also, head styles are different, beard styles are different, skin is sensitive ! Thus, BSC people asked themselves : Can we make a razor for sensitive skin ? & that's when they launched Sensi Razor and capturing 10% Market in 9 months is a big feat achieved. Lesson : Look for big market, Plan & Strategize a long game, Listen to consumer & Work with great ambitious people. #startups #product #strategist #leader

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Can any product be converted into a need based category…. .? As a business owner what stops us… 1) Logistics 2)Scalability 3)profitability There are pros n cons… and some companies are raising the bar and spoiling our customer behaviour… may be forever… . Interesting how Quick commerce is disrupting our lives.. #quickcommerce #blinkit #zepto #digitalbusinesses

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Dear Product Managers at @Swiggy, Thanks so much for making me feel utterly overwhelmed with your "Deal of the Day unlocked" campaign 🙂. Seriously though... 😕 If I hadn't been made aware of saving a whopping Rs.0, I might have actually placed an order. But alas, I didn't 😔. Today, I also learned about some fascinating user behavior... Despite my order costing Rs. 203 on Zomato and Rs. 191 on Swiggy, I ended up ordering from Zomato because I was fixated on the amount I was "saving". Duh! In my defense, I was in the middle of meetings while making this decision 🙈. Hoping not to make this mistake again, but yeah, that's what happened 😅. Swiggy, could you please fix this on priority? Either ensure the user is genuinely saving or don't show this misleading card 😐. #CustomerExperience #UserBehavior #ProductManagement #Swiggy #Zomato #Deals #SavingOrNot #FixIt #productmanagement #userbehaviour #swiggy #zomato #discounts #pm

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How will Swiggy One or Zomato Gold's new KM limit affect the best restaurants' total orders they receive? Recently both Swiggy One and Zomato Gold limited the maximum distance they allow for their subscription to 7km which was previously 10km. This will affect the best single restaurants in a city. Like in Hyderabad, we have Kakatiya mess or bawarchi which are the top single-branch restaurants in the city. Like, suppose these restaurants get orders from these subscription users around 90 percent of total orders. For each 1 km radius of the restaurant, they get 10 % of their total orders. now the limit is reduced to 7 km, so they might lose the 3 km extra distance radius they used to get orders from people. That’s around 30 percent of their total orders. This does not affect people who do not have subscriptions which is around 10 percent of users, but for the other 90 percent of users, it will affect them. For the people whose order distance from this kind of resturants greater then 7km, they have to pay delivery charges even if they have subscribed to Swiggy One or Zomato Gold. The normal delivery charges for more than 7 km to 10 km are around 80 to 110 rupees without any surge charges, if we include surge charges it will come to around 130 or more than that during night or rainy times. A large number of people may not be okay with that amount of delivery charges and may order from other similar restaurants within 7km. Thereby these best single resturants lose their orders. This might come around 20 to 25 percent of their total orders loss for these resturants. Restaurants with many branches like Mehfil may not be affected that much, the effect might be around 5 to 10 percent based on the locality they are in. This move will take away power from good restaurants, and give more power to swiggy where the resturants below these restaurants in terms of quality food will see an increase in their orders. 

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As an Amex customer, I've always appreciated their stellar customer service. (A stark contrast to their acceptance rate in India 😛) Today, I experienced something that further solidified my admiration for their service: I called customer service and encountered a wait time of 5 minutes, which was unusual as my previous calls were answered almost immediately. Typically, when there is a wait time IVRs repeat the same message about trying to connect you to a representative. However, Amex’s IVR implemented a three-step process that stood out: 1. "We are trying to find a representative for you. The wait time is 5 minutes." 2. "We are doing our best to find an available representative for you. We appreciate your patience." 3. "The next available representative will answer your call." And just like that, my call was answered in seconds, with the overall wait time being much shorter than the estimated 5 minutes. This experience highlights how small, thoughtful product changes can significantly enhance customer experience. Kudos to American Express for setting a high standard in customer service. It makes me curious about the precision and efficiency behind their processes, handling such high volumes with remarkable accuracy. #americanexpress #amex #customerexperience

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8 questions asked in Zomato PM interview [1] There has been a sudden spike in partial order delivery complaints by users on Zomato. How would you solve it? [2] How would you improve the Zomato app? [3] How would you increase ratings of restaurants for dining and deliveries? [4] Does it make sense for Zomato to allow users to order from multiple restaurants in a single order? If yes, how would you implement it? If not, why? [5] Design a new feature for Zomato that could help users choose healthier dining options. Walk us through your design process. [6] How can Zomato create a monetizable data product for restaurants? Create the entire go-to-market plan for the same. [7] How would you redesign Zomato's app so that it targets business lunches? [8] What would be your approach to launching Zomato in a new country? Follow Vishal Bagla for more insights on product management. #ProductManager #ProductManagement #InterviewPrep #zomato #Jobs

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A lot has been said and written about the Vanity with which Jio has been displaying the concurrent viewership numbers for the Indian Premier League India. And most of these have been coming from our very vocal product community- me being one of those people who couldn't understand why they would do that. And, like most, lazily blamed "Vanity" for it. Then, I put my Engineering intern hat on and decided to decompose a high level roadmap into actual user stories into actual every day tasks. There is probably (I say Probably with a P) an easier explanation that might unfold like this: Jio has plans to become a creator focussed platform much like YouTube- where cumulative views matter more than concurrent views. To extend the logic further, Jio probably wants to be the one OTT platform that does it all- live streaming, creator channels like YouTube and probably a bit of gaming etc. So, why did the intern not just go ahead and build a "concurrent views" metric system? They most likey ran out of story points and were pressured into focussing on SRE, other functional (such as improved UX) and non-functional requirements (Load Managing the IPL) than to "polish" the top left "Viewing" watermark. Instead, they chose to create a single data pipeline that would work for all future use cases and slapped it on to the Livestream as well. In doing so, they might have leaked a very crucial piece of competitive intelligence. If I were YouTube, I would be looking at this more closely #productmanagement #designthinking #competitiveanalysis

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As a founder, our sleepless nights are mostly spent thinking about this one thing - PMF (Product Market Fit). Came across this brilliant piece by Rahul Vohra, founder/CEO of Superhuman. Definitely worth a read, however busy your day might be... A snippet from Marc Andreessen’s 2007 blog post: (from the article) “You can always feel when product/market fit IS NOT happening. The customers aren't quite getting value out of the product, word of mouth isn't spreading, usage isn't growing that fast, press reviews are kind of ‘blah,’ the sales cycle takes too long, and lots of deals never close. And you can always feel product/market fit when it IS happening. The customers are buying the product just as fast as you can make it — or usage is growing just as fast as you can add more servers. Money from customers is piling up in your company checking account. You're hiring sales and customer support staff as fast as you can. Reporters are calling because they've heard about your hot new thing and they want to talk to you about it. You start getting entrepreneur of the year awards from Harvard Business School. Investment bankers are staking out your house.”

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I love how Zepto is reinventing ecommerce. 1. After buying their monthly free delivery pass, I have to manually select the free delivery ticker to ensure that the delivery fee is not levied! Such a docile monetization idea! 2. They always meet their committed time although time mysteriously stops on the app after I place the order. 3. If they don’t have an item I want to order, they disregard my search and show me what they have without telling me that the specific item is out of stock until I go deep down the search aisle.

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Eloelo's week-on-week revenue growth trend from the last 12 weeks (See graph). No ads, no subscriptions, only virtual gifts being exchanged on the platform. Had to share this because many feel India’s consumer tech is about building DAU farms or how middle India does not pay, none of these true. There’s money where there’s value. With virtual gifts replacing “likes and hearts” as a means of self expression, the Indian Creator economy will monetize like never before. And we are not building another “xyz of India”, we are building Eloelo for the World. Many kudos to the team at Eloelo that lives & breathes this growth mindset and continues to break new records every week! #eloelo #IndiaKaLiveAdda

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🌟Excited to share my First milestone! 🚀 Problem Statement: You have recently joined Zomato as a Product Manager on their Ratings & Reviews team for their (Restaurant) Food Delivery vertical. In your first week, your manager has given you a project to work on – to increase the number of customer text reviews for the Food Delivery vertical. 🍕📝 Here's what I've been up to: Immersed myself in the Indian food delivery space, delving into market size, competitor landscape, regulations, and the ecosystem’s key players. Analyzed Ratings & Reviews products across various ecommerce platforms . Attempted to align business objectives with actionable product outcomes. It's captivating to recognize that reviews go beyond mere feedback – they hold significant sway over consumer perception, purchasing choices, and the overall prosperity of restaurants. In today's digital era, where online reputation is paramount, reviews have the potential to shape a restaurant's destiny. I want to give a special shoutout to Arindam Mukherjee for his structured teaching style in product management, which has been incredibly enlightening. Despite it only being two weeks, the learning curve has been steep and rewarding. Excited for the journey ahead in NextLeap and the opportunity to make a meaningful impact! #Nextleap #Productmanagement #Zomato #RatingsandReview

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