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Cross cultural expansion a herculean task, says YourLibaas CEO Khalid Raza Khan

As part of our leadership series, we at APN News got in touch with Khalid Raza Khan, CEO & Founder of Indian eCommerce company YourLibaas which recently expanded into the UAE. The key learnings and insights from the excerpts shall be a model to consider during an expansion.

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Khalid Raza Khan

By Anil solanki

During the last decade, there has been an increasing trend of Indian startups expanding internationally. Earlier unheard of, global expansion is now on the cards even during initial rounds of funding as founders consider India as a launching pad for experimentation and testing product-market fit. Access to liquidity and efficient knowledge transfer are catalysts to expansion within the eCommerce and consumer-tech domain primarily – FirstCry, MakeMyTrip, Byju’s, OYO, the list goes on.

As part of our leadership series, we at APN News got in touch with Khalid Raza Khan, CEO & Founder of Indian eCommerce company YourLibaas which recently expanded into the UAE. The key learnings and insights from the excerpts shall be a model to consider during an expansion.

Khalid founded YourLibaas in 2014 and pioneered designer lawn apparel within India. The homegrown startup features International designers such as Sana Safinaz, Maria B, Gul Ahmed, Khaadi and so on. Post establishing a firm ground within the Indian market, they expanded to the UAE eyeing the customers within the MENA region.

What made you decide to expand internationally? Why UAE?

We have been operating YourLibaas in India since founding it in 2014. Primarily, the designers we feature at our platform are based in the UAE. During the last 7 years, we established a strong solid presence in the domestic market within the pakistani suits segment. The next logical step was backward integration which meant moving closer to the origin within the supply chain.


To top that, UAE also has a sizable diaspora from the Indian subcontinent that is familiar with the product we sell. Even prior to making the move, most of the international customers were from the MENA region. Specifically UAE because of the ease of doing business, friendly regulatory frameworks, higher consumer buying power, and a market ripe for disruption.

What are the key challenges and roadblocks during a global expansion?

The challenges for each individual are naturally going to be different, but there would be a common overarching scheme. From my experience, one key aspect is cross cultural management. The consumer behaviour, cultural differences, buying patterns, awareness about the tech environment, and expectations that drive customer satisfaction metrics were unexpected.

For instance, we learnt how express delivery was the bare minimum expectation when we initiated operations into the UAE. Consumers were habituated to deliveries within a matter of hours. It would only be possible with an efficient hyperlocal model, one which is only possible for grocery startups within India. We had to rethink our delivery model and initiate partnerships with hyperlocal logistics and warehousing companies. The key is sequencing the priorities and taking swift action to adopt the right strategy.

Another critical success factor is defining the goals of the expansion, both across strategic and financial terms and closely monitoring the KPIs to measure success towards achieving the slated goals. An oft-ignored step would be training – The domestic team we brought in had to be upskilled through collaborations with external agencies within the country. Execution is a different ball game within a new market. What worked well in India may not necessarily do so in the UAE. There are differences in regulation, cultures, consumer behaviour and the eCommerce landscape – all of which requires rethinking and revamp the approach.

What is your advice to entrepreneurs and founders planning to make the key move?

I would like to warn about where one could essentially go wrong. First and foremost, a successful product within the domestic market does not necessarily translate into success within the target market. That’s a myopic view one should take away – remember how consumer patterns are different.

We lost a sizable chunk of our initial investment learning it the hard way – the logistics and warehousing cost trying to replicate the Indian model here. External consultants or hiring from the host country would have saved us increasing the probability of success. If possible, local partnerships also go a long way establishing trust and credibility and a shorter time to market.

Starting small and scaling once an initial set of loyal customers are onboarded is another lesson. Focus on favorable demographics you clearly understand for those initial set of customers. The Indian diaspora is your best bet – they are literally in significant numbers round the globe.  Repeat the cycle and then scale up opening to the larger market. More likely than not, Indian founders shall have done that earlier given the amount of diversity within India itself. What works for you in Delhi might not in Tamil Nadu.

One can keep abreast with the latest updates from the company through @yourlibaas at Instagram.

By Anil Solanki

India News

Zomato introduces Food Rescue feature

“We don’t encourage order cancellation at Zomato, because it leads to a tremendous amount of food wastage,” he said.

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Zomato has introduced a new feature called Food Rescue to minimise food wastage, announced the food delivery platform CEO Deepinder Goyal on Sunday.

Announcing the new feature on X, Goyal said the decision, to introduce the new feature, was taken to prevent the tremendous amount of food wastage due to order cancellation on the platform.

Committed to minimising food wastage, the Zomato boss said: “We don’t encourage order cancellation at Zomato, because it leads to a tremendous amount of food wastage.”

Goyal said despite having stringent policies, and a no-refund policy for cancellations, more than 4 lakh perfectly good orders get cancelled, for various reasons by customers.

He said the top concern for the online food delivery platform, the restaurant industry, and even the customers who cancel these orders, is to somehow save the food from going to waste.

With the launch of the new feature, Food Rescue, cancelled orders will now pop up for nearby customers, who can grab them at an unbeatable price, in their original untampered packaging, and receive them in just minutes.

According to Zomato, the cancelled order will pop up on the app for customers within a 3 km radius of the delivery partner carrying the order. To ensure freshness, the option to claim will only be available for a few minutes.

The online food delivery platform will not keep any proceeds except the required government taxes and the amount paid by the new customer will be shared with the original customer (if they made payment online) and with the restaurant partner.

Orders containing items sensitive to distances or temperature such as ice creams, shakes, smoothies, and certain perishable items, will not be eligible for Food Rescue.

Restaurant partners will continue to receive compensation for the original cancelled order, plus a portion of the amount paid by the new customer if the order is claimed, the company said. “Most restaurants have opted in for this feature, and can opt of it easily whenever they want, directly from their control panels,” it added.

The delivery partners will be compensated fully for the entire trip, from the initial pickup to the final drop-off at the new customer’s location, it said.

Food Rescue will show up on the customers’ home page automatically if there’s a cancelled order available for them to grab. The Customers have to refresh the home page to check for any newly available orders which need to be rescued.

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Adani, Torrent compete to purchase Gujarat Titans from CVC Capital

The probable sale of the Gujarat Titans, with the lock-in period coming to a close, will therefore be a defining moment in the changing face of IPL investments.

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The Adani Group and Torrent Group are currently negotiating a deal with private equity firm CVC Capital Partners to offload a controlling stake in the Indian Premier League franchise Gujarat Titans. According to sources, close to the development, reports say CVC Capital Partners will be looking to sell a majority interest while retaining a minority share in the franchise.

This becomes important because it is aligned with the end of the lock-in period by the Board of Control for Cricket in India (BCCI), which restricts any new teams from selling stakes until February 2025. The three-year-old franchise Gujarat Titans is reportedly worth $1 billion to $1.5 billion. CVC Capital Partners had paid ₹5,625 crore for the franchise in 2021.

A source close to the development pointed out that IPL franchises have attracted many investors’ interest since the league has proved an asset with a good reputation for money-making capabilities and cash flows. This growing interest of investors embodies the financial value and stability that come with the IPL franchises.

Gautam Adani, who owns teams in the Women’s Premier League and UAE-based International League T20, is understood to be one of the serious buyers. In 2023, Adani’s group won the Ahmedabad franchise in the WPL with a bid of Rs1,289 crore, the highest offer. His interests in this potential deal signal his commitment to expanding his footprint in the cricketing world.

Arvinder Singh, COO of Gujarat Titans, exuded confidence in the financial future of the franchise. He said the team was confident of turning profitable in the next media rights cycle, referring to even the original ten IPL franchises that took four to five years to turn profitable. He added confidently that the Gujarat Titans would not only turn profitable but significantly enhance in brand value.
 
This surging interest of investors in it is evidence of the growing financial attractiveness of IPL franchises, driven by healthy revenue streams and an increasing global footprint. The probable sale of the Gujarat Titans, with the lock-in period coming to a close, will therefore be a defining moment in the changing face of IPL investments.

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PayTm share price slips 2 per cent over SEBI warning

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Paytm

The share price of PayTm fell by nearly 2 per cent on Tuesday following a warning from the the Securities and Exchange Board of India (SEBI).

PayTm’s parent One 97 Communication had got SEBI’s administrative warning letter on some transactions involving the PayTm Payments Bank during fiscal year 2021-2022. The bourses reacted strongly leading to PayTm shares falling by 1.88% to Rs 460.80 per share on the Bombay Stock Exchange.

SEBI said it had noted the violation with concern and said these matters are being viewed very seriously. The regulator warned the company to exercise caution going forward and improve compliance to rules to prevent similar incidents in the future.

The markets regulator added that failure to comply with rules may force it to invoke enforcement actions as per the law.

In its response to SEBI, PayTm said in a media release that it has always followed listing regulations, as well as any change to these rules over time. The company said it would keep up its commitment to maintain and follow high standards of compliance. Paytm said it intends to provide an adequate response to SEBI on this matter.

PayTm said it has always followed Regulation 23 along with Regulation 4(1)(h) of the SEBI Listing Regulations, without including any change made to these rules over time. Paytm added that the letter from  SEBI has no influence on its finances, operations or other activities in any way.

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