Rohan Pewekar

The next decade is indeed the moment for ‘The Great Indian Consumer’. We at Fireside are amazed by the insights and learnings from the consumer behaviour of the new Indian consumer. Building Brands and proposition for the Micro segment will the big theme in the next decade …from teens to GenZ to Seniors to an aspiring consumer to an affluent consumer across the length and breadth of the country there are countless white spaces. JUST BUILD GREAT PRODUCTS !! Any founder building for the next decade should just worry about building a great product and brand for a micro segment of consumer who would love you !! Don’t worry about TAM …The TAM will find you !! Fireside Ventures #consumer #brands #startups #greatindianconsumer

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2021: Only grocery delivery app in India with 10 minutes delivery 2024: Competitor chasing the '10 minute' brand segment Zepto is the only player sticking to its original promise - and is clearly acing it Scaling up a grocery delivery business is particularly challenging in India. And adding up a unique attribute, as huge as this –  has clearly been game changing for Zepto. Success didn’t come easy to Zepto too, There was a time when all the Q-commerce players faced backlash & people questioned the safety of drivers. Some brands stopped claiming the delivery time altogether, from “groceries in 15-30 minutes”, they went to “groceries in minutes” But Zepto didn’t, it went on to install a myriad of dark stores across locations, and is already serving superfast deliveries in 10 cities. Top 3 factors that helped Zepto drive exceptional growth over a very short span of time: - Captivating Customer Experience: The platform served a deeply engaging user experience and the service promise was being consistently fulfilled – a powerful combo. - Outstanding Retention: All thanks to near-perfect buying journey, Zepto achieved a retention rate which was considered only to be a fantasy for the industry earlier. - Not slowing down: More dark stores and continuous geographical expansion at the same time helped the startup acquire customers in huge numbers. Zepto cracked the key to scale in the quick commerce space by constantly growing at the same pace, and not compromising customer satisfaction at the same time – simple yet not easy. A perfect example of go big, go fast – it is surely a fascinating study for the space creators. No matter the circumstances, the brand didn’t let go of its biggest differentiator, eliminating all the question marks experts had put to its launch. What do you think is going to be the future of grocery delivery space in India? #casestudy #growth #startup

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X - PM guides you from Crisis to Confidence.

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Marketing and brand building Chapter 3 - Stand Out or Fade Away: The Secret Sauce to D2C Success in India's Vibrant Market! While building a D2c brand, we often ponder what exactly is the USP of the brand that would make the brand stand out in the market and make people purchase it. But is having an obvious USP the most important? Pros of Having a USP: 1. Differentiation from Competitors: Example: boAt has differentiated itself in the crowded audio equipment market by offering stylish, durable, and affordable products, specifically targeting the young, urban population. Their focus on design and affordability has set them apart from traditional brands. 2. Brand Loyalty and Trust: Example: Mamaearth has built a strong USP around being a natural and toxin-free personal care brand. This commitment to safety and natural ingredients has earned them a loyal customer base that trusts the brand for their personal care needs. 3. Clear Value Proposition: Example: Licious offers fresh, quality-controlled meat and seafood products with a focus on convenience and reliability. This USP helps customers understand why they should choose Licious. 4. Marketing and Communication Efficiency: Example: The Souled Store focuses on pop-culture merchandise, appealing directly to fans of movies, TV shows, and comics. Their marketing messages are clear and resonate well with their target audience. 5. Premium Pricing Potential: Example: Sleepy Owl has positioned itself as a premium cold brew coffee brand, allowing it to command higher prices compared to regular coffee brands by emphasizing quality and the unique brewing process. Cons of Having a USP 1. Narrow Market Focus: Example: A brand with a highly specific USP might struggle to expand beyond its niche. For instance, a company like The Whole Truth that focuses on clean, no-junk snacks might find it challenging to diversify without diluting its core message. 2. High Marketing Costs: Example: Establishing a strong USP requires significant investment in marketing to communicate. Bombay Shaving Company invested heavily in marketing to establish its niche in the men's grooming segment. 3. Risk of Imitation: Example: Successful USPs are often imitated by competitors. For instance, WOW Skin Science faces competition from numerous new entrants claiming similar natural and toxin-free benefits. 4. Potential for Misalignment with Market Trends: Example: Brands like Chumbak, known for quirky, Indian-themed lifestyle products, may face challenges if consumer tastes move towards minimalism or other design philosophies. 5. Operational Complexity: Example: Delivering on a USP consistently can be operationally challenging. For Lenskart, affordable yet high-quality eyewear, maintaining this balance requires complex supply chain and quality control measures. #D2CSuccess #MarketingStrategy #BrandDifferentiation #USPCrucial #IndianMarket #DirectToConsumer #BrandLoyalty #MarketTrends #BusinessGrowth

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'What were they thinking?' It was me last night during the USA vs England T20 World Cup fixture. Not for the cricket being played but for the two ads I saw. One was by MRF Tyre featuring Virat Kohli, and the other was by Lemonn (yes, with two n), an online broking startup. The first ad, by MRP Tyre, featured Virat Kohli, while the second one was by Lemonn, an online broking startup. In the MRP ad, the voice behind the camera asks Virat for advice: "Virat ji, can you recommend a good car tyre?" MRF once captured my childhood mind with the logo on Sachin Tendulkar's bat — a marketing genius. I don't know why they missed the mark here. Why ask a cricket star about car tyres? Asking Virat to vouch for tyres without context falls flat. Imagine seeing him take on rough terrain, showcasing the tyres' durability—that would resonate more. The Lemonn ad prides itself on being a no-cost ad. It literally shows lemons instead of DDLJ, Chak De India, Mohabbatein, or Dhoom characters in the iconic scenes. Their call to action: Like this no-cost ad, buy stocks at no cost. A fresh approach, sure, but does it build trust? Trust and competence are paramount when it comes to financial decisions. This is especially true when there are many established options. The Lemonn ad, despite the unique approach it tries taking, falls flat on these and, unfortunately, even on humor. What do you think? Should brands stick to their core competencies when choosing endorsers and narratives? Or is it okay to take a creative leap while risking credibility?

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🚀 Zomato, the Indian food delivery giant, has acquired the entertainment ticketing business of financial services firm Paytm for $244.1 million, signaling a strategic move to expand its “going out” offerings. 💫 The acquisition, among the largest M&A deals among new-age Indian tech companies, includes Paytm’s ticketing services for movies, sports and events. As part of the deal, Paytm’s flagship app will continue to host these offerings for up to 12 months and 280 of its employees will join Zomato, the companies said. 🌟 Like food delivery, the new business operates in a duopoly, with Reliance-backed BookMyShow controlling three-fourths of online movie ticketing and over half of online event ticketing, and the rest is with Paytm, according to Jefferies. ✨ The acquisition coincides with a remarkable performance in Zomato’s stock market value with shares soaring over 100% this year as the food delivery giant’s quick commerce business makes deeper inroads in India. 📜 The acquisition also aligns with Zomato’s broader strategy to diversify its services, Bank of America analysts said. The move could significantly bolster Zomato’s ambitions to become a one-stop destination for dining and entertainment options, they wrote in a note. #investment #finance #capital #money #wealth #strategy #growth #zomato #construction #india #marketing #leadership #economy #market #nifty #sensex #paytm

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The One That We Had To Back. It is rare in venture to find a team so complete. As the former leadership team of NDTV, an iconic Indian media powerhouse - Suparna Singh Arijit Chatterjee and Kawaljit Singh Bedi have been battle-tested in ways that most of us can't even imagine. With over 3 decades of experience in digital media, broadcasting and media tech - the team has seeded ventures, scaled them, and navigated a publicly listed company from turnaround to profitability (stock price went up 27x and was voted Asia's Best Media Company under Suparna's leadership). Miraculously, they have the hunger and drive to do it all over again. As a VC, it is rare to come across complete teams at the seed stage with the perfect blend of business acumen, domain expertise and technical prowess.Those tend to get built over time. Compounded by unanimous positive feedback on leadership ability + startup drive and hustle - that's the rarest of the rare. We simply had to back them. Frammer AI is building on a thesis that we have long harboured. The world of media is changing so fast, eyeballs are moving digital and most importantly to social media. Formats are becoming shorter but yet brands, publishers, enterprises were using the same ol' means of content creation and targeting. Manual, tedious and imprecise. Frammer AI makes the entire process of short form video creation faster, cheaper and most importantly monetisable. And unlike other prosumer solutions - Frammer's AI is trained on some of the smartest and premium data sets available in the world - news content which is complex, dense, multi-faceted as opposed to low quality Youtube shorts. In a span of 8 months since launch, they are already integrated with several large global clients from the US, Europe, and MENA with leading domestic clients like India Today, ZEE, Acko and several others. Big Tech is already talking to them to collaborate on enterprise projects. Given the demand for the round globally, it's a privilege to be part of their journey. Lumikai Fund We can't wait for what lies ahead. Onwards and upwards! 🚀 🚀 🚀

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3 Secrets to Building a Powerful #D2CBrand – What’s the 4th? Anurag Kedia, Co-Founder & CEO of Pilgrim, recently shared some incredible insights on what it takes to build a digitally native brand. If you're in the D2C space or thinking about launching your brand, these pillars are pure gold. 1️⃣ Domain Strength 🧠 Your product know-how is your foundation. Whether you're from fashion, jewellery, or any other domain, deep expertise is non-negotiable. And if you don’t have it? Either partner up with someone who does or get your hands dirty with some real-world experience. Remember, no matter how flashy your marketing, a great product is what keeps customers coming back. 2️⃣ Growth Hacking 🚀 A great product alone won't cut it. Growth hacking is all about creating demand when your brand is still young and word of mouth hasn’t kicked in. Anurag talks about using performance marketing, SEO, SMO, and other clever strategies to get your brand on the map. 3️⃣ Brand Building 💡 Branding is more than just your logo or name. It’s the story, the emotion, the promise your customers see and feel every time they interact with your product. It’s about telling a compelling story that resonates deeply with your audience. But here’s the kicker – there’s a 4th secret to building a successful D2C brand, one that’s just as crucial as the first three. It’s a tip that Anurag learned from a famous founder, and it’s a game-changer. 🤔 Any guesses on what this 4th pillar might be? And who might have shared this wisdom with Anurag? Watch his full podcast to discover the final secret! 🎥 #D2C #BrandBuilding #GrowthHacking #Marketing #Entrepreneurship #StartupLife #Retail #Ecommerce #Omnichannel #Fashion #Beauty #Footwear #Jewellery #Lifestyle #Home #Fragrance #Skincare

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#2 Brand building ke Nuske: D2C Startup vs A large FMCG Consumer is King, suna toh hoga? Fundamentally a brand must solve for a consumer problem, be it a large FMCG or a startup. The brand must offer greater value at same price (hopefully a disruption) or same value at cheaper price to have a right to win In the absence of either the brand becomes over reliant on access to capital in its attempt to win across channels Do check out my post on product market fit (PMF) #FMCG #D2C #Marketing

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Did you catch last night's #SharkTank episode? If you did, you might've spotted something new on #PeyushBansal and no, it wasn't just another one of his signature Hustlr moves. Introducing Phonic - the premium audio eyewear that's about to change how you experience sound and style. *7 hours of battery life *Built-in speakers for the ultimate hands-free audio experience *Smart button control to manage your tunes or calls *Intuitive voice assistant at your service *Seamless Bluetooth connectivity to sync with all your devices *Think glasses with more than just lenses... they’ve got sound, they’ve got style. If you were wondering what’s new on the market - look no further. You saw it first last night, and now it's time to see it for yourself. Want a closer look ? (Yes, we’re feeling the FOMO too.) https://lnkd.in/gckqMTiV Don’t just hear about it. Experience it. #Phonic #AudioEyewear #Innovation #SmartTech #SharkTank #NewRelease

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𝗛𝗼𝘄 𝗧𝗵𝗲𝗼𝗯𝗿𝗼𝗺𝗮 𝗪𝗲𝗻𝘁 𝗳𝗿𝗼𝗺 𝗮 𝗦𝗺𝗮𝗹𝗹 𝗕𝗮𝗸𝗲𝗿𝘆 𝘁𝗼 𝗮 𝗥𝘀. 𝟯,𝟱𝟬𝟬 𝗖𝗿𝗼𝗿𝗲 𝗘𝗺𝗽𝗶𝗿𝗲! Here are some key insights from jouney of theobroma: 1. 𝗣𝗮𝘀𝘀𝗶𝗼𝗻 𝗢𝘃𝗲𝗿𝗰𝗼𝗺𝗲 𝗯𝘆 𝗔𝗱𝘃𝗲𝗿𝘀𝗶𝘁𝘆: Founder Kainaz Messman turned a back injury into an opportunity, leaving her dream job to start Theobroma in 2004. 2. 𝗙𝗶𝗿𝘀𝘁 𝗕𝗿𝗲𝗮𝗸𝘁𝗵𝗿𝗼𝘂𝗴𝗵: In 2014, they secured a Rs. 5 crore loan after 10 years of struggle, leading to rapid growth. 3. 𝗠𝗮𝘀𝘀𝗶𝘃𝗲 𝗩𝗮𝗹𝘂𝗮𝘁𝗶𝗼𝗻: By 2024, Theobroma reached a valuation of Rs. 3,500 crore with over 225 stores across 30 cities. 4. 𝗕𝗮𝗸𝗲𝗿𝘆 𝗠𝗮𝗿𝗸𝗲𝘁 𝗣𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹: Theobroma is targeting a Rs. 100,000 crore largely unorganized bakery market in India. For full story, read it here : https://lnkd.in/djxM8c96 #bakery #startup #ca #business #entrepreneur #big4 LinkedIn LinkedIn Guide to Creating

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"It has been the most ordered dish on online platforms and there is no sign of any change to that in the foreseeable future. With demand for biryani continuing to grow on an already high base, delivery platforms are onboarding more restaurants that serve the fragrant, spiced dish of rice with meat or vegetables. Food companies which are specialising in the segment are also looking to expand to newer markets besides launching more Biryani varieties. According to the eighth edition of Swiggy’s ‘How India Swiggy’d’ report, India ordered 2.5 biryanis every second in 2023. “It's also the go-to dish for many first-time users, with about 2.49 million debuting on Swiggy with abiryani order. This year we have already seen a nearly 20% increase in the number of restaurants selling biryani,” a Swiggy spokesperson said. “To meet the rising demand, Swiggy is committed to expanding the availability and variety of biryanis,” the spokesperson added. The biryani segment has been growing at 20-25% year-onyear for Rebel Foods, said Ankush Grover, CEO for India and the Middle East. The company operates two brands in the biryani segment. “Our Behrouz Biryani brand is growing in early double digits. We have entered Patna, Guwahati Amritsar, Pondicherry, and Jamshedpur and are planning to launch in Jammu, Rajkot and other tier-II cities.” Grover said the company is also conducting a pilot in Mumbai for Mehfil e Behrouz. “We will arrange a buffet-like setup for people wishing to host a gathering through Behrouz, complete with table runners, kebabs and curries as accompaniments,” he added. House of Biryani chief executive Mohammed Bhol said the Mumbai-based chain will expand to Delhi and Pune and aims to cater to over 400,000 customers in one year. It aims to clock revenue of over ₹100 crore with 45 stores by December 2025. Vishal Jindal, cofounder of Biryani by Kilo, said the company has increased its outlet count as well as revenue over the last one year from around ₹220 crore to over ₹300 crore. “We have increased our night hours and would be looking at more dine-in and highway outlets this year. We have launched a Toofani category in Biryani which is delivered faster,” he added. Pradeep Shetty, president of the Federation of Hotel & Restaurant Associations of India, said his restaurant members are focusing a lot more on the biryani segment and are innovating on varieties and takeaways." https://lnkd.in/gV2wPVSm

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In the fast-evolving D2C landscape, the opportunity for niche brands to thrive, grow, and potentially be acquired by corporate giants is more promising than ever! This shift is sparking confidence among VCs and Angel Investors, who see clear, lucrative exit pathways as large conglomerates like 𝐇𝐔𝐋, Tata Consumer Products, and Marico Limited make strategic acquisitions and partnerships in niche categories. 𝐅𝐨𝐫 𝐟𝐨𝐮𝐧𝐝𝐞𝐫𝐬, 𝐭𝐡𝐞 𝐦𝐞𝐬𝐬𝐚𝐠𝐞 𝐢𝐬 𝐜𝐥𝐞𝐚𝐫: FMCG giants aren’t just chasing growth; they’re actively pursuing brands that have carved out loyal audiences. Traditionally focused on high-volume, mass-market products, these corporates are now using acquisitions to enter niche segments. For instance, ITC Limited acquired Yoga Bar (Sprout Life Foods), a leader in health-focused snacks, while Marico Limited extended its wellness portfolio with True Elements, capturing the growing demand for clean-label, organic products. Fashion and beauty D2C brands are following a similar path, drawing interest from large brands looking to tap into fast-evolving consumer preferences for niche, direct-to-consumer experiences. These high-profile acquisitions signal a seismic shift. VCs see D2C brands as high-growth investments with validated product-market fit and differentiated offerings that attract today’s savvy consumers. Brands like Wellbeing Nutrition (acquired by HUL) and The Man Company (acquired by Emami) reassure investors that D2C ventures can scale rapidly and offer valuable exit opportunities for larger players. D2C brands, with their streamlined digital infrastructure, are built to bypass the costly, layered supply chains of legacy FMCGs. This agility allows them to reach consumers faster and more efficiently, in stark contrast to traditional giants like P&G or Unilever, who struggle to innovate at a similar pace. At the same time, e-commerce aggregators, like Mensa Brands acquiring 𝐕𝐢𝐥𝐥𝐚𝐢𝐧 and around 10 other brands, are accelerating growth by investing in and scaling promising digital-first brands, enhancing exit potential and bolstering investor confidence. Similarly, Ananta Capital is also making its mark with strategic acquisitions, including brands like 𝐀𝐧𝐯𝐞𝐲𝐚 𝐋𝐢𝐯𝐢𝐧𝐠, 𝐒𝐩𝐫𝐢𝐧𝐠𝐰𝐞𝐥 𝐌𝐚𝐭𝐭𝐫𝐞𝐬𝐬, to name a few. Now is the moment for D2C founders to dive into the market, create brands that resonate with consumers, and attract interest from both investors and corporate giants.   Are you someone looking to ride the D2C wave? Share your thoughts in the comments! #D2C #StartupEcosystem #VentureCapital #AngelInvesting #BrandAcquisitions #ConsumerBrands #NicheMarkets #MarketExpansion 

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Sujith Nair, Beckn's WhatsApp-averse, badminton-loving chief mover and shaker, gave us a peek into the world's first # e-commerce protocol. Imagine if Colgate wanted to sell a lot of toothpaste, would it open separate exclusive stores on every street? NO! Instead, it ensures its products are available in all stores where people come to shop, and not just toothpaste. Similarly, Beckn is a way for an online business to make its products and services available on other stores (popular daily-use consumer apps) instead of setting up its own store (its own consumer app) and waiting for customers to come in droves! The Beckn Protocol underpins Open Network For Digital Commerce (ONDC) and is a universal translator for e-commerce platforms. We would normally call it the Rosetta Stone for digital services, but now we have BHASHINI 😉 . It allows disparate systems to "speak" to each other seamlessly. The Beckn Protocol has become a verb in the tech world. "Just Beckn it!" has become a common phrase among developers when discussing open-source solutions for digital commerce. In fact, we like it so much that we are using Beckn use cases as our episode artwork (instead of our normal groovy cover art) to spread the word in our own little way. Some may even argue that the yellow and black in the artwork denote open mobility networks (read taxis) 😀. The even more nerdy might catch the movie reference in the title 🎬. So, is it an app? Is it an aggregator? Is it a platform? No. It is a Super Capability - #decentralised and #open. Listen, learn and use. sujith nair | Pramod Varma | Sanjay Purohit | Shankar Maruwada | Shireesh Joshi | T Koshy | Namma Yatri | FIDE | Antler | Bingepods (Ideabrew Studios) | OpenExO | Thinkers360 | IBM Alumni | Microsoft Alumni Network | The RSA (The royal society for arts, manufactures and commerce) | World Economic Forum | Digital India Corporation | nasscom | Abhishek Singh | Nilesh | Sheetal https://lnkd.in/dydrjnbU

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India is embracing the quick commerce wave! We’re witnessing a shift from unorganized retail directly into this dynamic channel, effectively bypassing modern retail. Initially focused on essentials like bread and milk, quick commerce is now catering to impulse purchases and even refills for staples. This shift is creating a scalable Go-to-Market channel, enabling insurgent food brands to achieve more than INR 100 crore in annual recurring revenue. We are excited to witness this growth firsthand with our portfolio company, Lo Foods, which is on a mission to introduce functional foods to over 100 million Indians. Their range of products—bread, flours, and snacks—are tailored for specific nutritional needs, including ultra-low carb, diabetic-friendly, high protein, and gluten-free options. Sudarshan Gangrade Jitesh Shah Mount Judi Ventures Entrust Family Office KP Balaraj Subramanian Ramadorai Gaurav Arora Ritesh Chandra Janet Kim Jolynn Swee Ravi Ravulaparthi #capitalcode #agrifood

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There's buzz across the market that HUL is looking to acquire Minimalist for ₹3,000 crores. While I personally feel the valuation is a bit nutso (new favourite word), it's heartening to see India Inc embrace new age companies who are creating differentiators and appealing to broader consumer bases than the traditional. Some great examples across the past decade include: 1. Dr. Vaidya's by RPSG Group: Built by the phenomenal Trisha Rajani Vaidya and Arjun Vaidya, in 2019. By no means the biggest exit, it was one of India's first D2C exits, opening up the pathway for other India Incs to follow suit. 2. Flipkart by Walmart: India's largest startup acquisition and the World's largest E-commerce acquisition at $16 billion, this deal was Walmart's commitment to what's expected to the biggest growth market for the next decade and a chance to incorporate a lot of Flipkart's processes and in-house technology into Walmart's global e-comm efforts 3. CaratLane - A TATA Product & Tata 1mg: Clubbing the two, since Tata has been an active player across M&A, the teams here beautifully showcased a synergistic (ONLY time this word should be used) acquisition as well as a market-entry one, with Tanishq's supply chain being leveraged in the jewellery space, while 1mg giving Tatas a foray into pharmaceutical retail. 4. Reliance Industries Limited and Haptik, Addverb, Fynd (Shopsense Retail Technologies Ltd.), Karkinos Healthcare, JioSaavn and more, Reliance has emerged the most supportive of corporates, acquiring startups to help expand their reach, services and bolster the ecosystem they are building. Kudos to Aakrit Vaish and the omnipresent Manoj Modi. Global companies have long had their eye on India, with the likes of Meta acquiring Little Eye Labs all the way back in 2014, with Google following suit in 2017 (acquiring Halli Labs) and 2018 (acquiring Where is my Train), Rephrase.ai being snapped up by Adobe and more #venturecapital #startups #acquisition #funding #sale

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While I was working in a shared space at WeWork India, I discovered Tap Health, co-founded by Rahul Maroli and Manit Kathuria. Tap Health is revolutionising healthcare access with a voice-first Health Assistant powered by GenAI. This solution helps #diagnose illnesses based on symptoms, offers personalised health advice, and connects users with paid healthcare services. In regions like India, where over 80% of illnesses are diagnosed late, Tap Health provides #free, #precise, and #dependable preliminary medical advice. Whether for an initial opinion, a second perspective, or general health queries, Tap Health delivers accurate guidance in hindi, English and Hinglish. Tap health can include regional languages, that uses local vocabulary, this would help to target a larger audience. This mission resonates deeply with me, especially after my Rural Immersion Project during my MBA at Indian Institute of Management Raipur. Visiting Jaitgudrha village in Chhattisgarh and Jagatsinghpur in Odisha, I witnessed the dire state of medical facilities and the challenges people face. Many children in these areas suffer due to a lack of timely medical care. Tap Health can play a revolutionary role here. By simply inputting symptoms into the app, users receive preliminary advice from the AI on which doctor to consult or the cause of the problem. Doctor services can also be booked through Tap Health, available in above mentioned languages. Tap Health is a beacon of hope, ensuring everyone has access to quality healthcare. Proud to support and share their journey! 💡💪🏽 #HealthcareInnovation #GenAI #RuralHealthcare #TapHealth #HealthForAll

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How the Net Run Rate is calculated in IPL? So, being a very loyal and hardcore fan of Royal Challengers Bengaluru (RCB), I occasionally have to check how the NRR is going, which teams should lose for us to secure the playoff spots etc.  I am a bit crazy about numbers and hence I started to find out how NRR is calculated in the IPL. This year also, we need the NRR support to go through the playoffs. So, basically, people have a feeling that a team should win for this many runs or spare this many balls to secure the NRR. This is a wrong notion. All these runs and balls, for example, this year RCB need to beat CSK by 18 runs or chase target in 18.1 overs, is computed based on a benchmark score and I believe it is calculated to be 180 for this score. Ideally how NRR is calculated is mostly like in football only, it's a simple calculation; Total Runs Scored by the Team/ No. of overs faced subtracted by Total runs conceded by the Team/ No. of overs bowled. So, even if you win a match, you needn't have a positive NRR. I will tell with an example, you scored 200 runs in 20 overs and you bowled out the other team in 10 overs and they scored 120 runs. Even though you win by 80 runs, the NRR would be like this; Runs Scored/ Overs Faced = 200/20= 10.00 Runs conceded/ Overs bowled= 120/10 = 12.00 So, NRR= 10.00-12.00= -2.00 So, this is how the calculation goes. Hope this is useful for all cricket enthusiasts.

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