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Is Mamaearth Losing Its Natural Charm? What’s Really Happening?

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Mamaearth, once a trailblazer in India’s beauty and personal care sector, has recently faced significant challenges, culminating in a ₹19 crore loss in the September 2024 quarter—a stark contrast to the ₹40 crore profit reported in the previous quarter.

This downturn has been attributed to the company’s transition to a direct-to-consumer distribution model as part of its Project ‘Neev’, which has necessitated inventory corrections.

The Digital Dawn and Subsequent Expansion

Founded with a digital-first approach, Mamaearth capitalised on e-commerce platforms like Amazon and Flipkart, catering to the growing online consumer base in India. This direct-to-consumer (D2C) strategy allowed the brand to build a strong online presence without the overheads associated with traditional retail. However, as the online beauty market became increasingly saturated, Mamaearth sought growth by venturing into offline retail.

By 2024, approximately 35% of Mamaearth’s sales were generated through physical stores. While this expansion broadened their market reach, it introduced complexities inherent to offline retail, such as logistics, inventory management, and distributor relationships.

Distribution Dilemmas and Inventory Woes

Initially, Mamaearth partnered with super-stockists—large distributors responsible for supplying products to smaller retailers nationwide. This model facilitated rapid market penetration but limited the company’s visibility into real-time sales data, leading to overstocking and unsold inventory. Reports from the All India Consumer Products Distributors Federation highlighted that over 2,000 distributors were burdened with substantial unsold stock, including products nearing expiration.

In response, Mamaearth launched “Project Neev,” aiming to replace super-stockists with direct distributors in major cities to gain better control over inventory and sales data. However, the transition faced hurdles, resulting in further inventory accumulation and a significant write-off of ₹63 crore worth of expired products. This substantial write-off not only impacted finances but also underscored issues in demand forecasting and inventory management.

Product Proliferation and Marketing Expenditure

In 2022, Mamaearth introduced 122 new products, doubling the industry average. While innovation is vital, such rapid expansion can strain resources and complicate inventory management. The company’s CEO, Varun Alagh, acknowledged the need to focus on core “hero” products to streamline operations and meet consumer demand more effectively.

Marketing expenses have also been a point of contention. Allocating between 35% to 42% of revenue to marketing—higher than the industry average—has raised sustainability concerns. While digital campaigns and influencer partnerships have bolstered online sales, their effectiveness in driving offline sales remains questionable, as in-store purchasing decisions are often influenced by shelf visibility and staff recommendations rather than online promotions.

Shifting Consumer Sentiments and Market Dynamics

The beauty industry is experiencing a paradigm shift, with consumers gravitating toward brands that emphasise sustainability, transparency, and ethical practices. Emerging competitors are leveraging these trends, offering products that resonate with the evolving preferences of the modern consumer. Mamaearth’s recent challenges, including inventory issues and financial setbacks, may have affected its brand perception, prompting consumers to explore alternative options.

The Path Forward

To navigate these turbulent waters, Mamaearth must recalibrate its strategy by:

  • Focusing on Core Products: Prioritising best-selling items can streamline operations and improve inventory management.
  • Enhancing Inventory Systems: Implementing advanced demand forecasting tools and real-time inventory tracking can reduce overstocking and minimise write-offs.
  • Adapting Marketing Strategies: Aligning marketing efforts with both online and offline consumer behaviours will ensure a cohesive brand message across all channels.
  • Embracing Sustainability: Aligning with consumer values by adopting sustainable practices can rebuild trust and loyalty.





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Jack Dorsey-led Block’s Bitkey crypto wallet launches inheritance feature

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Bitkey, the self-custody crypto wallet from Block Inc, founded by Jack Dorsey, has launched an inheritance feature on its platform to enhance control and privacy for its users.

The feature is set to roll out in December and launched widely in January 2025.

Bitkey hopes to disrupt the current landscape with the new offering that enables people who hold keys to their Bitcoin to have full control of their money. The company said that its inheritance ensures that the funds being held in a Bitkey wallet are transferred to a designated beneficiary after the passing of the owner.

“With this inheritance solution, we are offering customers a safe and simple way for them to pass their assets onto the next generation,” said Jason Karsh, Business Lead for Bitkey, in a statement. “Bitcoin is a multi-generational asset, and we think Bitkey should be multi-generational, too. We designed inheritance to be simple for beneficiaries to transfer, access, and manage their inheritance when the time comes.”

Bitkey’s inheritance feature will be initially clubbed with the purchase of Bitkey hardware devices. To set up the feature, the owner can invite a beneficiary through the Bitkey app. Once accepted, the inheritance plan will be created.

The company also added that to protect against any fraudulent claim, it has put in a six-month waiting period that must be completed before a beneficiary can access these funds.

Introduced by US-based Block, Bitkey is a self-custody Bitcoin wallet that can be accessed through a mobile app, a hardware device, and a set of recovery tools.

In 2023, the company entered the Indian market with Bitkey.





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India’s digital public infrastructure finds many takers globally, says NISG CEO

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The Digital Public Infrastructure (DPI) of India is now truly going global, as an increasing number of countries are seeking assistance to implement this technology platform to deliver various citizen services.

“There is a huge opportunity of taking it (DPI) globally,” said Rajiv Bansal, CEO, National Institute for Smart Government (NISG) during a panel discussion on the topic “Digital Public Infrastructure of India going Global” at the Bengaluru Tech Summit (BTS) 2024.

DPI in India has become the driving force for delivering services from both the government and private sector. These include the nationwide Aadhar identity and the unified payment interface (UPI) for financial services.

UPI

According to Bansal, NISG is engaged with several countries to come out with pilot projects or provide consultancy services on how they can implement DPI. Sri Lanka is undertaking a nationwide ID project, while other countries like Gambia, Myanmar, Belize and Fiji are keen to implement DPI to deliver several citizen services.

NISG is a not-for-profit organisation set up in 2003 by the Indian government, based on a public-private partnership model. It aims to assist governments in ushering in smart governance, process reforms and digitalisation.

Bansal said the DPI framework has achieved a certain level of maturity where it is based on fundamentals of open source technology, interoperability, subject to regulation and offering services for social welfare.

The greater interest for India’s DPI has largely come from developing countries who are looking at this platform for setting up a national identity setup similar to Aadhar. According to Bansal, developed economies are also interested in DPI but for other kinds of services.

However, Sharad Sharma, Founder – iSPIRT Foundation, was of the belief that the various functionalities from DPI till date in India are early iterations, and there is a vast scope to deliver numerous other services especially in the area of healthcare.





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Deepinder Goyal clarifies Chief of Staff role is salaried, Rs 20 lakh condition a filter

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Deepinder Goyal has clarified that Zomato does plan to pay the candidate selected for the Chief of Staff role, and the condition of paying Rs 20 lakh to initiative was merely a filter as the company has no plans to collect the amount.

In a post shared on X, the company’s co-founder and CEO also announced after closing the application deadline for his chief of staff opening.

This comes a day after Goyal put up the job posting on the social media platform. To make the offer not as lucrative, he announced that the role would not have any salary, at least for the first year. Not only this, the selected candidate would have had to contribute a sum of Rs 20 lakh to Zomato’s Feeding India initiative. 

Any salary discussion would only happen from the second year, he said in the original post. During the first year, Zomato would also offer Rs 50 lakh to the charity selected by the candidate.

Zomato received more than 18,000 applications and closed the process at 2 pm earlier today.

The foodtech executive had claimed that the opportunity offers 10X more learning than a two-year degree from a top management school.

Goyal, in an earlier post, had highlighted that applicants came from a diverse mix of financial backgrounds, categorising them into those who have all the money, those who have some of the money, those who claim they don’t have the money, and those who genuinely don’t have the money.

It is unclear what the Chief of Staff’s duties will be as the job description is vague. The job would entail “anything and everything to build the future of Zomato (including Blinkit, District, Hyperpure and Feeding India),” the post read.





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