The Omnichannel Playbook Behind Newme's Growth | Sumit Jasoria X Dilse Omni Talks E14

[MUSIC PLAYING] Retail is such an evolving category. I think the next five, six years, we will see a massive disruption to detailed industrial India. So how do you see competition? How would you see price wars? How would you see this ecosystem growing? First of all, fashion is growing very fast in India. A normal fashion will grow 10% year on year. But fashion will grow 30%, 40% year on year. Price war will not change people by in bad design. If I put names, only four, five names, I can pick up on the world map, Joe. Actually, fast fashion is made. Zara, H&M, Ninshi, consumer will only buy for good design, which can be here and flawed. Now the game is about experience, involving technology, and marrying it with data to predict a month. You are wearing a lovely t-shirt, branding, Neumie. I would want to know, what is that green thing out there? And this backstory will be ended. Yes, this is a logo. It's chameleon. This logo depicts brand ethos of Neumie. This logo allows us to not bucket a consumer in one persona. The same woman can have different moves in same day. And she will have different location life, which will have different outfit for that occasion. Trends are coming from Kha'an. Trends are coming from Ranvesh. Trends are coming from Serbites. Trends are coming from stylists. Global markets are coming. Instagram is trending. Our bestseve look Kha'an search, Kha'an. Excuse me. So we are merging a lot of data from different data sources to predict our demand trend. You started in 2022. You started online, and soon you, in 2023, you started your first tour. How could you get started in offline so fast? I'm a founder, not. Out of four, I never saw a question. As a founder and CEO, I never entered Zara with Fosadeen Neumie. We take unconventional approaches. That's our core DNA of Neumie. We will not say Kya subtahtam, we will do that. LSE or journey? How has been the journey of offline and online? Or what is the mix? So what we believe is that we have to use online as our first data set. Offline always will be 15 to 17 days delay, but offline will be lot more conversion driven from it. Experience driven. How big is offline for you? And how are you planning for it? How big is today? I think almost 23% of our business comes offline today. With 22 stores, we are adding 28 stores this year. That's about 28 stores more in next nine months from now. What are the influencers of conversion at the store? Customers say that online is very variety. That is, variety. Customers say that online is 15 to 17 days delay. Offline is 15 to 17 days delay, impossible. Location. Where is the store? There is no customer. It's very far. I'm sharing first time in public forum. We are the only companies that use software for the store staff as well. We are three to four years, not the reception. And me, even the last person on the shop floor, who doesn't see it. What are the mistakes you have made in this whole journey? We thought that it was the ultimate thing. I don't have a baggage. I'll say that you are lucky. You should have a baggage. There are a lot of people who build D2C brands and all in the fashion space. And they struggle a lot. So what is your advice to them from your journey? What you would advise them? For new age brands, it's about DNA on day one. Would you have found out? What would be DNA? Will you be a distribution that comes to me? Or a brand that comes to me? I'm doing a podcast. What has been your biggest learning in last two and a half years working in the retail space? What's your biggest learning or biggest advice to people on this podcast? How do you see how much are the reality of India in the next five years? What will change in five years? So welcome to the Delseh Omni Talks, Amit. It's great to have you here in the city of Bangalore. I still remember two years ago we connected when your store in Goodgarh and Iria all opened up. Yes. And we were talking about different and it was a very lovely store. I think so it must be one of your top performing stores, top five. First of all, again, I saw up. Thanks for inviting me. Great to meet you again. And always when I meet you, I learn so much things from you. I think when we met for the first time, it was our number four, number five store. Most important thing was we were always evolving over a store by store. So that store became the stepping stone to build next 20 stores of new me. So I always see that how do you raise the bar? So inside new me, this is something I learned from Amazon called Barrazer. I put the same thing to my retail team that I want to raise the bar from every store. But raise the bar bar bar. You raise the bar bar bar maybe that way. But most importantly, I think as founders, retail is such an evolving category. And I want to take this opportunity through you that I think the next five, six years, we will see a massive disruption retail industry in India. I think 20 years, it has been about just serving customer by distribution. That game is over. Now, the game is about experience, evolving technology and marrying it with data to put it demand. Amazing. I couldn't have explained it in a better manner. This is a philosophy I live with. But before we go further, you are wearing a lovely t-shirt to branding new me. I would want to know what is that green thing out there and this backstory behind it. Yes. It's a logo. It's a Camelian. This logo depicts the brand ethos of new me. At new me for the audience, we are building a fast fashion brand for Gen Z woman. In India, women have always been the fashion forward or maybe they are women who decide fashion. And I think the new generation is actually a lot more aware of fashion. I strongly believe that the fashion industry is going to a very important inflection point in India where trends of global are coming to me immediately. So the Camelian actually allows a young woman to express herself with a different moods. The same woman can have different moods in same day. And she can have different occasion life, where she can have different outfit for that occasion. So the idea of building the new me was day one for us to allow women to have more fashion. But this logo actually amplifies that with the help of the persona of a young woman which can change multiple times in a day. On top of it, it allows adaptability. Women are very adaptable in India. Yes. They are working as well. They are studying as well. They are managing families, are managing offices. So I think I don't see anybody better. It is a woman actually to go on with you. Okay. So new me is a pure woman's brand. Yes. Never ever you will go into men's. We will. We will. At some point. We will for sure. Again, I think the fundamental reason of why we always have decided to go with women first sort of you know us. And again, we always been a data and tech company mindset. The supply chain is where we feel we feel we have built some good modes. Good innovation happened at new me in supply chain. And I think the fashion supply chain for women fashion is extremely complicated. And in last three and a half years, we have tried to give us crack towards that. We try to at least give our best shot towards that. We strongly believe that once we have perfected the supply chain for women fashion, we will also have a better center of men's fashion also. And I also believe that it is much simpler for women's fashion because the kind of shirts and all is more textile play not a cut play in women fashion. It is deep neck less over neck backless non back lot of different cuts are there in men that's not the process. So it must be blue shirts on me. No, but that's changing now by the way. Now the young boys, young men also looking for a lot more fashion and a lot more things. So I feel that the play on fabric in men is become much more. I myself, she and my wardrobe a lot in last two years. I have become lot more basics but a lot more fabric play compared to that. Yeah fabric and then also the colors and then the texture and the cut. Yes, texture texture has become a very big thing for my wardrobe. But I think young people are more about colors, vibrancy, but still texture please a big role there for men. So my wife used to be a fashion merchandiser and for men's garment. So she used to tell me that she is four seasons and then she used to plan for two years. Now if you see I don't know how many seasons are there and would love to know about how is the fast fashion planning. I think it's a decoded for her audience. So I think first of all fast fashion is not a season. No, no. No, no. No, no, no. No, no, no. No, no. No, no. We plan for one month. Okay. So this business about catching trends making the product, launching it and selling and moving on. So it's a very, very fast cycle. So traditionally the players or people who work in traditional industries can't much of the fast fashion cycles because they cannot understand, you are not saying that you plan for two years. No, no. No, no. It's not about the market. It's about mind-setting. The thing is that the customer needs to be used tomorrow. We will ask for that. We are solving for one month, one and half month cycle. And how do you discover what you need? I know that. But most important thing is that one month and a half of the month window is very opportunity to find. Yes. So that becomes a very important way of fast fashion. Now comment to how to make a base. We are building a lot of tech on trend identification. Got it. Where are the trends coming from? Trends coming from runways, trends coming from celebrities, trends coming from stylists, global markets coming from Instagram, trends coming. We are searching for our best. We are using it. So we are merging a lot of data from different data sources to bid it or demand trend. The trend becomes and again I feel AI is very successful. And I was always been very vocal about it. Trend identification will democratize. So AI to create trends or AI to identify trends? Both. Both. But there is no reason for it to be used. That is open to you. urally you also even i toe are the right to win is fast this tour my biggest internal word because you identify the trend of this design how does it flow so somebody identified how it is first of all it is not a trend it is a mix of trends colors, patterns, pole cards, different trends what is a trend? in that trend you launch 50-80 designs okay now designs are not produced collection but its not invented so you just it is an imagery it is also made from ice okay we do not shoot that is an AI every Friday we call it Friday FOMO okay 12th of July is launch in the day in 42 our Friday FOMO is launch I was on a call before this for that so 12th of July is launch by in 40 hours we know what are top sellers okay so there are ads too organic too it goes ad immediately to a low clock it goes on ads also it is all fully integrated in a supply chain in 40 hours we print them on every style now let you get today on that front almost 20-30% styles don't see life okay you are not even produced ok the imagery will be the image now we have to move on to the top points only 5% of my styles I have to move on to the top okay this is where you build inventory that is where you are and now the time, the speed matters here we have found 5% styles how fast you make them for the consumer okay and whoever make fastest hits a market fastest consumer will take it till then you will copy it you will get it okay so the game is this by the time people catch up with you you are not on the next move okay and that's where fast-fringer amaze are built very differently and in the world they are very less than if I put name only 4-5 names I can pick up on the world the map actually fast-fishing is being made on the world level if I had to name the map which we all know they are the masters of it H&M then she she took the next step we have technology built in Zara was always I would say Zara was more data first or consumer first she was what tech first and Zara is between them she made a full tech so they are their algorithm they are their engine recommendation and all that is superiused I would say in fashion world so I think these are three or four companies which are very big but they are not very big they are very different so do like traditional retail companies or fashion companies they have these evergreen styles so you have a concept in that I think Zara you know I have a concept that I should finish I should finish and I will tell you the reason for it and this is again what I have read consumer is very unique I have seen something I will give an example and this is again intrinsic value like you know Jeb Bezos says one thing consumer never wants low delivery they never pay higher for the same product their value is they will always optimise for delivery faster and cheapest pricing this is fundamental of Amazon yes everyday low prices or faster I think fashion is the same imagine when I am a mother's buying sarees when I was kid we should go to a size store mummy will see it will look good then we should see more we should not see the same but they will see 20 varieties we will find the first one first we will design the color then we will see the fabric the fashion in women has not changed fundamentally in terms of the psychology we have to see before the purchase one in mummy's happens people at least browse 40-50 styles before the pick one style but it should be curated that's why market business struggle they are bombarded because it is more driven by the people who are coming so, when you bombarded you will do Gen Z it is not time they have short attention time they want to move things faster so you have to have a very healthy mix of curation plus relevance so I call it these two words which are very important in mummy's curation and relevance in consumer you will see the brand design is not the brand we have a friend is only a man I saw someone wearing it I will not wear it anymore so you have to always this time saying nothing stays more than three months amazing it's very different I think fast fashion and DNA actually in India I have come in fast fashion culture again, I feel it's because of the Indian economy growing up faster you are seeing people actually become more aspirational I think that's the bigger reason for fast fashion in India so it's coming back to the new me story you started in 2022 and you started online and soon in 2023 you started your first store generally people take 4-5 years to make a new car how could you get started in offline so fast so Soura again it's a very interesting story we found out of four three three we have never experienced fashion in life and if I tell you as a founder and CEO I never entered Zara before starting new me I'm being honest here and I never knew Zara is such a big company it was a big company I was a wife my wife is buying it but I never thought it was such a big learning temple for founders like us okay so what happens with this kind of founder DNA is meeting unconventional approaches that's our core DNA of new me we will not say we do all that I'll tell you I met some founders who said online online is top of offline why do we do that? why do we have to tap out if we have to tap out what is tap out online after the point online grows okay the incremental growth is an incremental so I said it's all saying and I want to solve it why do I wait for me to travel to India for a bit and then I will get pressure we also believe that when we are building very first tone, you make a lot of mistakes but our online was growing very fast so pressure of online's offence I could take my time to get the process right get the SO opening the store after four years I have no time to wait and you have been an offline sort of offline is not copy based on one day it has a playable lot of learnings in the first five stores like you were exactly that first five five-line stores have to become a playbook and if I write size, right metrics and then you work towards output of that so I think that was our learning in fact that's the reason the experience control the data, control every single thing plus I feel in a better inventories the biggest risk Yes inventories can kill you Absolutely So for us, the idea was to how fast in the inventory without any paperwork Wow So offline is a very capital intensive thing so how did you solve the investment part like how did you get the investors to support you with your idea just one year so how did you crack that I think it's again for founders we are investors believe in the founders I believe at least with what I have been blessed with is that it was never a push or pull in fact we said we're doing this and they're like go ahead So I think it is how you plan the story or plan the communication also I matter plus I think they have all seen the other branch in India it was always the main time you all you have to come but we pre-poll on it and we said we have four founders we'll put a battle level but not we'll build a test for continuous online So that's a beauty of four founders see four founders have its own pros and cons the biggest pros is you can divide and conquer at the same time so we did that way Amazing online versus offline so I want to explore that dimension but tell us your journey how has been the journey of offline and online and what is this mix how has it been How has it been How has it been how has it been how has it been how has it been how do you get the testing you've understood that it's not possible yes it's not possible I'll tell you one example Zaraa solved it but that was 35 years back today it's not possible because the trend cycle Zaraa was doing two months industry was six months and industry was seven days in fast fashion now so it took real time so what we believe is that we have to use online as a first data set so online and offline and offline they are India's country of countries I've always called it that way Pinco level is so Pinco level mapping we are inventory what is Pinco in this pinco? what is Pinco in this pinco? + 1 thing you'll tell you again we don't have full size sets what is size set? xsx to xx if i have a pin code, my s and m big time then i will sell it consumer per filing me if i have s and m then i will sell it with xsx then i will sell it with a coupon i will create my size set differently in offline now the very anti industry yes industry also has not been a size set so people buy size set we don't do standard form if i tell you that in a market if i behave like this then i will use my data online to build that demand i will sell it with a full size because i will have to buy it with a coupon because my s and m will come later so i think this is a I always call it DNA builder every company can not become data driven from day from day 50 to day 100 the balance is made the seed is made from the tree the seed is made from the tree the seeding is made from the tree we have 4 engineers we have data obsessed people and i will say that this is the case question is not a question why we have to do this? and we have a consumer obsessed people i will say that we are lot more consumer obsessed founders i always say that the design is good the fabric can be used but the consumer has to be a professional i will say that the design is good they are coming for design they are coming for the trend quality is a table stake it should be pathetic it should not be wow as well because it comes at a big price a thousand-be price point customer is very valuable we have to see the price we should boost my confidence i should solve for that so coming to your point always will be 15-17 days delay but offline will be lot more conversion driven for me experience driven i always talk about inputs what inputs are? when we have inputs when the customer enters the store how is the store wide? i will tell you how we are done today i will tell you that second is staff training how much staff is getting trained how we are getting greet we have built a new me life at store where the staff has to wear new me life a young girl is entering the store she should feel irritable there and you have seen it so are girls who are dressed well in store they are always doing better sales than anybody else yes i agree because if you are not able to connect with the customer so customer is coming in the store how does this girl dress up they are people who are outstunning in stores they are always top performers and you look at them they are always dressed up properly yes they will plan their outfits and they are able to tell customers how to plan their outfits see young girls in a store we have almost 8-10 styles it's almost like a style consultant or somebody who is guiding yes so our stores get decent footfall so we don't get time to follow every customer whoever comes and asks the store staff then we guide them but that's how we have built it that way tell me one thing what are the people in store? they say that i saw this style on your Instagram it's daily it's a natural thing for a brand to happen people will be dressed up and they will be dressed up so we are building it how do we build it this information back to the system which i don't know on a consumer level we have got a voice notes and system but that is not scalable what will happen? what will happen? this is how everyday problem in all our stores so what does store give intelligence back to online? so online is giving intelligence to the store what is store giving intelligence back to online? it's a lot of things for example today certain categories don't work in online like ethylisure ethylisure does not work for us it doesn't work it works for us maybe it's more touch and feel we feel it works very well in offline for us people are buying ethyl like good in offline what you didn't discover online online is the price war because there are too many choices but ethylisure is a very comfort driven occasion driven on that also second is bottoms bottoms in offline are always better performers amazing because bottoms fit and fit is very important so figure out this one in the end dial dresses and tops may still go online very heavily but bottoms are always better performing offline so we have built some models how do we do more offline for these categories plus the uptake of jewelry and shape offline just kills it because trust developed trust is not online we have 15,000 styles what is written in the screen how much will it be used offline we have an experience then they also want to buy a shape we are for the route match they will look at the full exactly and you get time you have 30 minutes in the store bit experience centre I think it's much more assisted commerce yeah self commerce amazing so offline gives data point for this so today lot of categories we will build for offline so tell me how big is offline for you and how are you planning for how big is today i think almost 23% of our business comes offline today with 22 stores we are adding 28 stores this year the target is about 28 stores more in next 9 months from here December 2026 we want to 50 stores more jane mko all of them will koko stores we are very clear on that we are avoiding any franchise part than all that we will be koko stores we are trying to do lot more network planning now lot more planning on cities where we have very high demand and you know go deep on those cities there is a priority which are the top cities so the top three where is Delhi Mumbai in Bangalore they compete every month on number one number two all of them are like 10-9% each today these three are very important and which cities have surprised you to store in real demand I was telling you before this podcast Guwahati and Shilong north east is my number four number five markets and they are very fashion conscious super fashionable everyday not even for locations they are built that way i feel they are built that way they are much more aware about fashion i feel that way so you are going till there we are opening a store this month in Guwahati and Shilong so with in online we all look at app installs then people browse and then they convert how is the offline funnel looks to you and is there a difference from the online one i think basics funnel remains similar so i will just tell you how we look at offline first is we track the number of footfalls then we look at from footfall to pick up from the aisle so i will pick up my product because in fast fashion the consumer comes to browse also so almost 30% of the consumer comes because they like to store see again this is a different main versus women if you look in retail industry men consumers come less but they buy more women consumers come more frequently but they buy less in every bill will less value they are more frequent shoppers therefore we have seen in our journey so almost 30% of the customers will just browse and move out there we know that is a browsing consumer there we don't have any measure to cut tech but moment customer picks up product then how many of us actually go into the trial rooms we track that so first is the footfall so our middle funnel is trials consumers go through trials from trial by conversion is 80% so if we track the number of customers and she gets the right size she will end up buying it so i will only lose sale when size is not available in the store so then third day after this how do you do the thank you for her moment she does the billing there is no paper bill in the store it is a whatsapp message which goes to you so you build a full loop there and what are the influencers of conversion at the store influencers of conversion like what influences conversion you mentioned that the style not available in the size is one conversion fallout in the case of medium what else is available in the media the style is not that good the customers are saying that your online meet is very good the customers are saying that the style is in the online the offline is impossible in the online the catalog is very good the catalog is very good the news is very good the online is very good but the data consumer will always switch online offline the online offline is very good the third important thing is the location the store is not available it is very far this we learned in Bangalore we had only two store in Bangalore we had only two store in Bangalore goes down your staff moment becomes better you are more well for city. We've done same thing in now daily and CR, Bungal or Npune. We built network there. Got it. What is the role of store staff? So like, how do you see the influencing sales? Yeah, I think this something I have a very strong point of view. First of all, I want to take this up point to explain to people that in India, retail staff is always the most underpaid and undervalued also unfortunately. And I feel that has to change with founders who's coming retail now. They are your actual mouthpiece of the brand new consumer. I'll give you an example of this all up. You have two companies for coffee Starbucks and say third wave anybody else. Coffee might be better any of the two, but experience of Starbucks is always top notch. Yeah. For me, I have never had experience which is pathetic at Starbucks. Other brands might have opened down the experience for me inconsistent. Starbucks is solved by experience by so be there. I feel India will have to go there now in detail. We are still and I asked for new me as well, but I'm not saying we're the best on that. We're trying to work on processes and learning and development for people to become lot more consistent experience. That's one thing. Second is respect to the staff as founders that come from top-down. We respect the top the last part of the floor gets equal as a storm manager also from us. When I visit the store, I make sure I meet all of them spend half an hour with them on a coffee, give them bigger picture of company. That's important for me because they don't get time to do other companies. I'm going to do that. Imagine the person is doing some other company which is very big. I don't see them as founders. I don't even know the name of the brand. I went to the store for two days and I did an entire store staff coffee. With me. One and a half of our session. People, I think that's how I think we respect them back here. In fact, what I think is in detail is that they are on third party payrolls. So there is no emotional connection with the brand. We didn't do that. Everybody is on the payroll of new me. All our staff is on payroll of new me. And also I've shared one more thing which I'm sharing first time in public forum. We are the only company that is ESOP for the store staff as well. We have a very structured policy for a store manager and store staff. People who are stayed with new people for three years have got very good ESOP on store staff as well. Because we feel and I strongly believe that you are three and a half years old. Disruption is not going to happen. People will drive people a lot more on these fronts. Yeah. That's very good. I've seen companies not even doing for their core corporate employees. You're going till that level of me. Even the last person on the store floor. Who does an ESOP? Yeah. So I used to work with the company called MotherSansumi. So, we were away. And the founder also has a very similar mindset. Where ESOP was not there, you could pay money and every month they will come out with a number. You can pay money and take the shares. You can do the COB. Take as much as you can. And there was a guy. I remember when he was a public. So there was a guy who had one lakh shares. He took him to his house and the gym. He had a lot of money. And then he invested everything and he was one of the guys who made a lot of money with that. Now I think again, I think see, we don't think we can do miracles. But I feel that if we're able to change even five people's life, when we decide to go public, that will be a very good moment for founders. There will be a lot more emotional at a person on the ground who was getting 20 hundred rupees per month salary. We would take home few lakh rupees of maybe a few crores rupees. And he's a person. And he has created wealth. And in fact, the reality is in offline retail. The attrition is very high. 25, 30% to C.A.G. are minimum. Yes. You're right. We're cut down that because of that sort of. I think for NewMe, two things are doing right now. One is the esophagus policy, which is one of our very strong policy. We have rolled out for all these staff in stores. Second is a lot more pressure on training and development. We are doing very aggressive investments on training development. We're trying to work with third parties now to take the next level of experience for the staff or the. See, I think again, I feel that what happens here, people think it's an investment, but it costs. I think it's not a cost. It's an investment you do too, but it's better right now. You have to see it in two or three minutes. I'll make a top-line or I'll make a cost. I'll make a top-line. And also see, if the staff is less, then the stability of the store will be good. The conversion will be good. They'll fuel their growth. Exactly. You can then focus on expansion rather than on operations. Exactly my point. You're bang on. We're going to make a cost. Pennywise, thankfully. Yes. This is very amazing. I've not heard of companies moving from. I mean, having full offline staff on their payrolls, plus also looking at this. This is a very big. No, I think that was again. We learned it. We also had a third party before sort of. We realized that we didn't have a field connection with our employees. Or we saw one more thing. We did a pilot. In the extreme, all the staff were on the same third party. The difference of activities is very different. That's a good thing. Almost 20% of the cash pass conversion difference. 20% of the cash pass is almost 50% higher. 20% of the cash pass is a pretty good thing. That's a good thing. But the second thing is, they feel more comfortable with the brand. They will grow through the brand and they will. They'll stay down the next two more days. They actually are able to get more people from the brand. They'll be able to get more people from the brand. They'll start doing more efforts. So the connection with the brand became stronger. Because word of mouth will spread very fast. Like in Tata group, the Taj Hotels story. Yes. So coming to competition, you know. How do you see competition and. Now sheen is an India. You mentioned sheen is one of the top brands. I don't understand how economics works. I ordered a t-shirt for my son. I bought it from Blue Dart's courier. I don't know if I did it or not. But it was. It doesn't average t-shirt. And I'm talking about men's t-shirt. How do you see price force? How do you see this ecosystem growing? Yeah, I think the way we look at today is very different on this front. And as part of our reports, which are public now, which says that a normal fashion will grow 10% here or a year. But fast fashion will go 30% or 40% here or here. That's true. That's for a couple of reports coming the market. And we see a lot of demand happening. So. I think price force is not there. With me. Price force will not change people buying bad designs. And you're not. You've explained it to me. Bad designs don't sell even 200 rupees. - Really? - Consumer will only buy for good designs, which you can wear and flaunt. So, two things are going to be there. First, value for money becomes a lot stronger. Second is brand value. Can you flaunt the brand on Instagram for social media? For our consumer, this is what insights we get into. - Yeah. It should be Instagram available. - Exactly. And plus, I strongly believe, which I've told so many times, if a young girl is wearing a new me product and her friends look good in that, she'll come and buy again next time. And if she's looking very bad on you, I've lost the consumer. What's simple, I'll get one or two chance only. There's a consumer lens for it. On a component point, she's in India today, I think, we have to wait and watch. It's been almost a year now. And I think sort of exactly almost a year back in January, I wrote a big post on LinkedIn about why she will not kill. New me lot of people had started writing about us. That we will tie in one year blah, blah, blah. And obviously, as founders, we have to say that one company cannot make or kill a company. Unless we give up, it will not die. Right? I feel she in today in India still, they're figuring out the model for themselves. I think what we know from them is they're still trying to get the pricing right, get the design right. I would say still, it's a working progress, according to me. And it's not yet. Hit the consumer recall also. I mean, people in tech and founders, I think I know that a lot of people know that. I know, but again, don't want to put anything, what any brand, but adding designs around residents consumers. In my office, everybody knows sheen. They've all tried once, only once then. So that's what I've heard from my team members, my consumers, cohorts. But I think pricing is only one part of it. And pricing, you have to get the right product at the right price, yes, I think that's where pseudo-crack data I feel. Due to not 200 whips price point, it's a 500 whips price point product. But they got a value for money for the consumer. I think Indian consumer has always been value for money. And I'm, I'm not going to go to company called Max here. Max in last one and a half years, all of us turned around and tar game again. They were what I read from media or my researches. Max in two years of turned out entire game of their business. And they've taken Zuduva's surprise. Zuduva was going so fast. Last 18 months, Max has taken a big share back from them. Which is not in public by the way, because Max is not listed. No, Max is not listed. but Maxkey, Joe, in terms of-- - But Zoodoo is also having its SSG problems. - They're stock is all time low every day. Every day they're touching new. - I think so it's also managing expectations versus reality check. - I think it's a reality check, but I think I strongly believe that they are there, their process and it's so tight today. Like I think one brand or one company which I respect the most in that is Tata's, Trent, both Westside and Zoodoo, I think they just pushed so much to us as well as founders, who learned from them. - Westside has changed the game of fashion for Millilmoom, and I would say that way. My wife is now a big fan of Westside. Not very well on them, but offline she loves to go to stores, stores are becoming so premium, more exciting. I think that just shows that the market is so big. So I think at Numi, we don't discover competition. - People will shift, people will not disappear. So you can make people shift. - Exactly. And fashion is what it is. So I always believe in fashion, brands, who state relevant, grew with the consumer. Brands would be an element, became obsolete. So this story about Zara, which I was just familiar, Zara, every 10 year reinvent themselves. - You are the same person, Girgit. (laughs) - We are going to reinvent the game. - We are going to know. - Yes. - So you should also show that movie, that Chachi Charsoobies. (laughs) Remember that character? - Yes. - And what is the other character? - Kamal Asanwala. - Kamal Asanwala. - So tell me about customer experience, especially delivery. Online fast fashion, because of your experiment, had a longer delivery time. - Yes. - How has that evolved over a period of time now? - I think it has evolved massively, Zara. If I look at a mindset two years back, we were always saying, "Key art, 10-10 delivery is okay." Because consumer, one part, design and design become, design still remain a big part of it today. Design still are the biggest winner for us. But expression, consumer become more aggressive on that. Today, we are delivering 60 minutes also. One day also, two day also. So you have built, a lot of models have built on technology side, data side to prick demand on every style. - So how is this 60 minute delivery for online works? - I'll come on that, Zara. Before I'll answer the question, that you once asked me. So from average time, which was around 10, 12, it's gone to six days for us now. - Okay, average 10 days, okay. - Six will be IIMs, who? While keeping inventory and the same numbers. - Okay. - So we don't increase on inventory levels. We were there, we were there, we were there. We were optimized our delivery timelines. That also meant working with delivery partners, working with right partners, with right SLAs with them. That's on the business side. Comments 60 minute delivery, sort of this was an experiment. We did when there was no quick fashion. - Okay. - We were the first company in India to do it without telling anyone. In Delhi, at 20 and a half years, four came the sort of, we did a match-mic experiment. We did a website, we did it, delivered two hours. Without anybody. I was like, "Customer is going to buy it there." - Okay. - "Can we better go to my spot?" But one thing we saw, which was surprising, top seller, same. - Okay. - We were delivering time, we were delivering time. - Hmm. - The thing we are always wondering, is that design will always precede anything else. Design is good, we don't buy it in the fast way. Because it's not food. It's not food that you want to go to. It was going to, people were going to judge you on that. So top sellers, that is an investment in the amount. Like, top sellers are necessary. They come to the store, they come to the store, they come to the store, they come to online. So, yes and ma, I came to the business pattern that fundamentally, new me has to always get great designs. And the great designs, we are going to come to you across India. We got the idea. - Amazing. - So, zip actually just saw last minute occasions. Moment of top seller, go out of stock, zip what does drop massively? So, you have to always optimize zip for top sellers or build all sizes. So, is zip working on through delivery from store or it's still working on the warehouses? - So, it's in Bangalore, it's a mix of dark store and stores now. But soon we're moving everything to store level now. We are shutting down dark stores completely. We're launching in most cities now. We are, as we bring more density of stores, we are built a full tech stack now to unlock our store and mentor and zip model. - Okay. So, you mentioned a lot of tech everywhere. So, generally, Omni channel or retail companies, traditional retail companies, someone takes SAP, someone takes something, what has been your tech playbook? - Obviously in house. - Everything else. - And efficient to talk to each other. Now, I was telling you before this today, we just launched our own post one and a half months back. - Okay. - And there's the best investment done in last one year in retail. - Because you will get to know the customer data, the whole thing. - I think sync what's hot as all of them. I'll give you an example today. Today, and again, I'm-- - And you also don't do Shopify, right? - No, it's all custom tech stack. Today, if you enter the store and you are ready to share your number with us, my staff can tell you what you're browsing to your student website. - Okay. - Because you can-- - I can actually recommend you to come here and meet you. This is good for you. Now, imagine what we do in across all stores. See, fashion is both browsing. - Absolutely. - Now, if I can tell my staff here, this customer gets a size, this is the preference. What is the difference? I tell the staff on the ground. That becomes very exciting for a consumer. Here, I can taste the layer. I can't-- So it may, we're trying this out for now. It's still very early stage for us. But we'll see that if really, uplift the customer experience. - Yeah. Because if you're a data and an analytics-obsessed company, if you get control on your tech and data, it'll really fall out. - I feel that, under the reason why we invest heavy on people on tech. A lot of people always say, "Hey, why are you still losing money?" This and that. We say, "Rumor's not been in one day. She made profit up at 12 years of the business. But today, she's creating profit every year, which is not a complicated thing. I always tell my team also, a lot of people talk about, we're not paying profit table. We're not doing this. Uber, sort of, the year, the year, the loss is lost. Today, what a profit is an rating per year. Just 10 numbers. So, loss is covered, and the other is covered by profit. See, tech companies do that. In tech, compounding is very fast. - Yes. - Once you get the critical mass hit, your compounding is very low. Newmi is also in the way. Newmi will come in the same way. The compounding is also a profit, which is unprecedented. But we'll have to control it. You'll have to invest less. - Because you're building your playbook, which is working for you, and then you will have control through your own tech and agility. - And also, I think, if you've got 100-200 stores, then it'll kind of hit. Exactly my point. And second thing is, good people come at a cost for a, getting the best, best minds in India to work with me comes at a cost. I can optimize that I'll get 100 people, but my vision to build a global company when India doesn't get fulfilled then. And I'll become a mediocre company here. I always believe mediocre people create mediocre outcomes. If I have to become the best founder in India, I have to uplift myself every single hour. If I don't do that, I have no right to become the best founder in India. - What's simple, Ayari life? - You have to pay the right, and you have to attract, and then you'll come at the scale. I've seen it in multiple companies. - I think so. - You're on a lens card now. You've seen it. I've seen it in the past, when I was in a lens card, when I got the information point, what in today is unprecedented. - Yeah. - They are untouchable when you're the company in an interview. - Yeah. - Now, look at the blue stone, look at the carat lane, look at the blue stone. Nobody thought that you will be online, they can't be online. I know one company by a big conglomelate, they've made a website, they're opening stores, they're like last three, four years only. They haven't put a bi-button on the website yet. - They're just playing. - Yeah. - Okay. The review of the stores is a very different problem. So I see that there is a lot of belief in the basics to be done right, versus, yeah. So tell me something now, we talked about tech and your strategy. Tell me about what are some KPIs you obsess about? Like definitely obsess, the sales are going on. But are you an input guy or are you an output guy? And what inputs do you monitor? - What's changed about you? Initially, you were an output person. I was an output person. I think last 24 months, I've worked a lot on my self to become an output person. - And when you say what does output KPI mean for you? - Revenue. - The output of the revenue is getting reduced. It's changed. Today, look at inputs lot more. What are the inputs parameters I'm giving to the company? For example, we talk about inputs in retail. First thing is store staff training. Today we monitor training score of a staff. That's where the exam is. That staff can clearly clear the exam. If you don't clear the exam, you get one or two, one or three, one or three. Why? Acha staff will convert consumer automatically. - Yeah. - If a staff is not well groomed, well dressed up, she will convert the store consumer immediately. See, offline there are a lot of people in CS. And every single touch point is a consumer with a staff. So, what is in the input? It's a footfall. It's not in the offline control. Good to marketing blah blah. - It's not much. - It's not much. - It's 50%. Or you can use free sale. - That's what you're talking about. - Revenue will be reduced. After revenue, it will be reduced. پہنے پہنے میں براکام کرتاம் پہنے میں اسٹافٹرینی اسٹاف ہی جین اسٹاف گرومی سیکنی زنیری اسٹاہٹروڑے رہیٹ ہوں ہوں مچنی زنیری ہوں سے لنگی نسٹوڑ اسٹاہٹریکсائیزیز اسے میں بطاہے کتنے میں topﷺ سے لرمہ پہے ثورڑیز فرشنٹسکور ذ birtham kradyum stv en ki kitne style. ejercitarian warfare о. clamsam kiem saj w add , , , , , , ناووی ٹھو چیزید کتگری؟ iKON1NEVERTRAIT, ناووی ٹھو چیزید کتگری؟ ناووی ٹھو چیزید کتگری؟ او our team to make sure customer will push their cutting in the stoils. Because i'm seeing almost 5% better in frequency of repeat. Because of customer there. So we're learning a lot of data points that how is a consumer behaving? So these are like drugs, right? Consumer insides is in which we keep sitting, what happened? Oh, it's a virus, that's the end of it. I mean it's called juice coming out to happen. And when you open it, the whole thing is going to happen. And it's happening. We're seeing that customer is moving from one of our customers. Why is that moving? It's a good home shift. Do you know where the style of the customer was? Because the customer got married. After that, he got a store. So we're seeing that the government called me. They said that they had a big problem with me. First of all, the regular ones were there. So these are insights for us. That's why we launch the CEO's LEDS and also build a city level density. We'll open the whole thing and we'll go deep into the city. Because the customer is moving towards the bank. If you're marketing is also optimized. Word of mouth is spread. Yes. Amazing. We can talk about it in the day. Depend on how deep you are. You'll tell us inside. But what are the mistakes you have made in this whole journey? So many. Countless mistakes have made. Countless. I feel ashamed. But what were you like? I was thinking that it was a multi-storey building. I mean, it was a traditional belief. Actually, I didn't have a baguette. So I'll say that we're lucky. We should have a baguette. And I think that we should have brought a baguette. We meet anybody. We'll also be able to figure out ourselves. We won't do that today. We'll meet five good founders. We'll learn from the experiences. We'll distill ourselves. What will we make sense of? So what's your learning list? You talk to a lot of people. You learn. But I don't know if I'm learning this. I'm learning about the problems. I'm learning very obsessively. I'm learning about two things. One is how to take the experience. The experience is complete scalable across 50-100 stores in New Me. How do you create a store template? Yes. It's been template. I mean, I think I need to crack the Starbucks. I have a lot of problems. I'm also going to the same obsession. I'll build a split book here. I'm reading a lot of things. I'm meeting some people who are left out. I'm trying to understand for their journeys. Because that's for me. I guess because new me will become more exciting for consumers as we scale to more stores. Second thing is, how do you actually unlock lot more AI and tech in offline? You talked to me last week. Heat maps store in there. I'm just talking to one company. They're saying that we can tell you from the camera the age of the consumer. I know that. So, we're trying to get that information to technology now. We're trying to use the tech options in offline. We're using a lot of tech now. See, we can get a lot of tech on browser. What was the problem? What was the VM? The retail is getting really busy. Today's episode of our episode is about how can you use tech and AI to drive store sales. I'll send you the live. I'll just summarize it in 30 seconds. We said that there are two types of tech. One is customer facing tech and one is operational tech. Yes. Customer facing tech is fast checkout, trials, trials, tri-board chould, tri-ons and all. Which makes customer more engaged. And it's an infinite tile. You saw that you can't see it in online order. It would come in two days. So, this is a store tech. So, this is a customer facing tech. There's a lot of innovation. But in that, there's a bit of a jing bang. Because it looks good. But it can be seen in conversion or in discovery. So, the other is where the store is. The operational tech. As you said, I have integrated digital pass. CRM has integrated. Barcode is going to RFID. There are many opportunities. Because that makes your operations very well. But people are very skeptical. They are doing endless experiments. And they won't increase. Of it, training, SOPs. So, this is a big area which makes you say, the first one. So, the second if you do it well, the first one, templatization will happen. I'll tell you, I do add one point. Because such a good point is made here. So, now, as Indian retailers, we do a lot of work to solve the problems. But I tell you one thing, which is new means. Which I always believe in on day one. The best brands are built behind the scenes. The operational metrics are being said, they are becoming very, very there. Because the scale will be done when the operations are consistent. What is the purpose of this? It's a sweet water. It's going to sell to you. What is the MACD? Same thing is going on. But the supply is unique in the world. I think I've always learned and wrote my team also. The more means, the operations, the supply, the investment will invest. It will be a good result. But the thing is, Jingbang should not be there. Jingbang should not be there. It should be there. Exactly my point. So, all for that. Jingbang is just when you don't have good clothes. It will come here. It seems like it's in a corporate boardroom. It will come here from Jingbang. It won't come next time. If you go to a restaurant, you won't have to eat. You won't get to eat. You'll get to the next job. You'll get good photos, but what's the difference? So, I feel one thing, very clear. I'm not talking about consumer lens. I'm talking about good design and good price. I'm not talking about Jingbang. I'm making myself full. So, Smith, am I supposed to learn about NewMe, this fast fashion, data AI? We'll do more discussion, but offline. But the next question I have is, say, there are a lot of people who build D2C, brand, and all in the fashion space. So, what is your advice to them from your journey? When you struggle a lot, can you be more specific? Where do you struggle? In growth, in online, to offline. Or offline brands, online, how do you want to see? What do you want to learn? Yeah, I think for new age brands, I think I always believe and always said it very, very, with a lot of conviction that it's about DNA on Day 1. We do, we build the founder. What will be DNA? Will you be a distribution-led company or a brand-led company? Can you explain it? The distribution-led company is more about that I will be placing myself everywhere in every, every, every, every hook of the country. It's not wrong. One thing is that I'll keep the brand first. We bought the brand first in NewMe. So, people are asking for names? Yes. We are not on any market, they are still to know. There's no, we're not on QuickCommerce also right now. Everything on our own platform. Own website, own store, own zip. We think we can make a scale, we can launch it tomorrow. We'll have revenue increase, the valuation will increase from the shared. But we solve the business problem, maybe not. We all for believe that it will not create long-term impact. To short term, I'll get more value revenue, I'll get more valuation. But in long term, I only will build a good company. So, we took a tough call, we will not be in a market place. It was a tough call. We are friends, we talk about founders, we'll take a break. We'll shut down the business. It's a drug. Number is a drug. And it's not that good in that. But it's a drug. It takes courage to close a channel. Courage. If doing 4-5 crore-per-months, I'll shut down the channel. I'll get it back. So, for me, I always want to shut down the founders. Get the DNA right. Let's talk about the input. What's the input? I don't want to make a company. There's no right and wrong. And it's a stake. Exactly. It's a good conviction. It's a drug made by distribution. Absolutely. And it's a good product. It's a good product. It's a good product. We take it with our name. I don't want to oppose it differently. No, I don't know. I'm not going to answer that. I've been proven wrong in the next 5 years. I would call the most stupid founder in India. It's possible. But I've gone with my conviction. So, I was in any founder. Whatever you build in any category. Get the DNA right. Take two months, if needed for two months. At any buddy, you're selling a candy. Solve distribution. My brand is very difficult. Okay. But you're making a lot of money. But you have to invest in the marketing side. We're ready for that brand pull. I remember in my time, it was Cadbury's who did very good work. There's a pulse candy. But all the pulse in the beginning of the marketing side. دسمیسوال کیا تھا? 네, Distribution's All. کیا پر اس کے پاس تھا, gong ke paan masala visa rasa. Exactly my pun. Pulse was DS Group. DS Group, right. And they are in all the modern pop shows up. Huh, Harpanwadi Petha. So see, ITC is all the way here, right? IT is in how do you IT build Sun Feast? Pure distribution. Brand became later on. Then they bring bingo, bingo become a good brand. But they're ready to pump in money on distribution also first. I think traditional players now crackers to India. No, it brands cannot crack this one tomorrow. They start with storytelling, brand, content, online source for commerce. Exactly. Quick commerce has unlocked for us. A lot of young brands are going to come and unlock them to bypass the distribution. Yes, that's right. Because quick commerce is also online. So it's like a GT model. So they're solving the, they're Bipronin and GT model. So that's what I feel. So I feel, if I'm any founder, I'll always tell them one thing. Get your DNA right. And right now it won't be long. Give two years to it first. Don't swing everyday. Many people say that tomorrow is not the case. Any project to do today takes your bandwidth, takes your resources. And any initialist, I'm not sure if it's going to be expensive. At least people are looking for it. So you have to pick the one. But you don't have to. What's the need? This is amazing advice. If it's all for your DNA and you have to analyze it and stick to it. Yeah, stick to it. You'll be called mad. If people are calling you mad, it is good. I think, the founder of Aachche is the one who says mad. Steve Jobs was mad. Many people are there. The founder of India can name them. People said what they're doing. But today they're outshining founders. Amazing. So we come to a last, second last section, a small rapid fire. I'll give you five questions. You have to answer whatever questions you want. So what brands are you wearing right now? Including or otherwise? I mean, clothing may be the same. For denims, I'm a vice-friend. For t-shirts, I have two-three brands. If I talk about a consumer, D2C brand, I love brand called March T. That t-shirts fit me very well. So I have around 20 of them. All colors, no logic, just be covered, will come soon. If I'm not wearing March, I'm wearing new me. When I'm going to podcast. So that's my life today. This is where I'm only living right now. And what brands do you admire and learn from? So I'm very. You can google and find out what's his playbook. For example, I'm a very tech-obsessed person. I love technology in my life. While I'm also a marketer heart. So I've done my MBA marketing. I'm more of a marketer first in us. CEO first, I would say. But I love consumer. I love to build brands. In technology, I'm opposite with Apple. For me, that brand has a big part of my life. Like style, chaivo, phone, watch, or MacBook. So Apple is my type. And I think the system is so seamless for me. Drug-induced items are made in 12 months. It's been 16 years. It's been a year since I started working. I've never tried two and twelve onwards. And I don't feel like trying that also. If I look at learning on brand side. My favorite one is Coca-Cola. I'm a big Coca-Cola fan. The branding of Coca-Cola. I just love it. I'm obsessed with the branding of Coca-Cola. And from a childhood, actually. If I look at cars, business, I always observe to brand Mercedes. They always stood out. Like they're also Audi and BMW. But I think Mercedes branding stands out. And they all are selling similar products. Like they are not even inferior to each other. But Mercedes built a brand which BMW always aspired to be I feel. I think these are things I've learned. In the African-American Normal FMCG, they are brand like DAW. Classic branding. What a game-changing from just a woman's brand to today. Complete family brand. Premacian Kiyon Vachanone. And if you look at very traditional brand, Fog. Was this crude axe. You'll never had enough money. I was self-founders. I can't win a car. You'll never had tons of money to protect axe in India. Someone Gujarati guy comes and say I'll build Fog. And takes a market by surprise. To the axe is nowhere in India. Fog has been the de facto normal consumer. Dio. How do you keep yourself healthy? I'm not a very health freak person. Genetically blessed with my parents that my parents are very slim and trim. So I've been blessed. But I think the only thing I do is to control my diet if possible. That's the only thing I do. But you keep moving. I keep moving. I keep moving. I travel a lot. So I walk a lot. But generally, I walk a lot. I prefer walking. So I do that. I can walk easily. I can take a metro also. What is your favorite cheat food? Cheat food. Favorite. I'm a sweet person. I'm a sweet person. I'm a smart person. I get sweets. I get sweets from Japan. I love Japan. I'm a very big fan of moon. Rasgulla. Kaju Kathli. I get sweets from the end. Whenever you come to my house, you'll get sweets. My meal doesn't end without sweets. I don't like the bangles. I get bangles. You find them. Obviously. But I think for me sweets are like a Christmas. I get bangles. I get an annan. I love the ones on sweets. It's very amazing. So I have found my sweets here as well. Yes. And so last question is how do you keep yourself motivated? Do books, podcasts, what is your motivation? I'll tell you a little bit about my type. My team was a student. I was an honest candidate. For me, I'm a hobby. My work is my hobby. So I'm an extremely work-holic person. I get a lot of work. I don't get a lot of work. I mean, the more I dance, I'm more energized. I get a good day today. So I don't get a job. So I don't go to a good day in the morning. When I work, I don't get a lot of work. So if I'm working well, then even if I'm very charged up, I get a lot of charge. I get a lot of work. I get a lot of work. So I have a company. So I have a lot of inspiration in my book. Which I want to bring to people today also. One thing for every fan hotel, which is my Bible, I've already read it for 10 times. And whenever I learn new books, it's hard thing would hard things. I say, "I'm a fan of my Bible." I don't get a book from that person. For a startup founder. Every time I read that book, I don't have any problems. No, I don't have any problems. And that's a chapter. I open the book, I tell the exam, I tell it to you about leadership management. How well I explained it in that book. And the storytelling is not the whole thing. What's realistic? What's the reality? Founder equations. How do you get it? I think that book for me, whenever I'm in a flight, and I feel like I'm in a downfield. I listen to the book a while. I listen to audio book now. But that book is always giving me new insight. And I've made a 40 page notebook, like notes from this book. And I write it in that book. And it's my flight book. I'm doing a flight travel. Because that time you were one hour off. And you have a problem going in mind. And I open chapter, you guys saw it. That's one book which I think is my favorite. Second is the film that book is called Shuwwali. Again, I think very strong for brand. Shudog. Nike. Nike. I feel like it. That is an amazing book for brand side. How to build a brand? How to build the product obsessed? These are two ways which I think are my favorites in terms of reading. And I think that my favorite is meeting good founders. My weekends is where I meet a lot of people. Weekends I always packed for me. I have kept my day, tradition days where I meet at least two or three new people from different industry. And learnt from the journey and experiences. I think I enjoy it. That one and half hour of master class with someone. I met a founder just four days back. And it was evening 730 and we settled night 1031. And he gave me a month's content. Next year. It was fun. I had three hours and I was meeting. I put a voice to my entire marketing group. I had to discuss this with the guys. I think that we became very narrow-minded. We are very musling. We are doing everything. We don't have a lot of work to do. We forget the border picture and the new concepts. This founder, in two and half hours, was a master class. And I told him I would write a script. تو ملکتا کی کئی بار کیا تھا بوکس تو ہیں یا دیکھا لگی ایک کسیشنز ہے۔ بوکس میں کی انڈیا میں ابھی بوکس بہت بلکی نہیں فانڈر اس کے بارے میں۔ اور انڈیان فانڈر اس کے بارے میں۔ نہیں لکی ہے میں بوکس میں۔ but I think if I can learn from people who have been very good companies in India whom I respect a lot, let's say Master Class from here. Amazing yeah, so it has been great learning from you. I know you've learnt from me Swarabh, what are you saying, you've learnt a world. Or else I've learnt from you. You're a, well you're so humble. But I'll tell you one question I have for you. Before we wrap up, if I may ask one question. Sure, sure. Swarabh, you have seen a very strong journey of Lenskart and Omnichannel. How do you think Omnichannel has become, or I think Omnichal is what misused word in India. I'm like that. How do you see Omnichannel the reality of India in the next five years. If you want to share your thoughts on that. See, the good basics change in India. People are spending six, seven hours online. And we are consuming content two to three hours. Book is saying that book is converting into podcast. If you want to learn from someone, you'll see three podcasts. It's in your journey. So maybe you don't have to write a book. Sure. So, discovery is happening online. That is for sure. Sales will happen online. Offline will change. Plus, the word experience is becoming more deeper. I used to go into stores and look at the headphones of the Bose. When I had money, I started buying it. When the time grew. So, this is also a lot. So, what you are working on to me is pretty good. Controlling the end customer tech. So, in the next five years, what will change? The content will increase in authenticity. Because the content of AI is becoming very important. Like we show posts and tell you that AI is made of. Now, we will show you content. Yes. Now, we will get content. So, content is also increasing. The commerce is also increasing. The choices are also increasing. So, how do you stand out? Will be a bigger challenge. And, gamification will also be. So, AR, VR will also be. Like, like Meta's Reban glasses, lens card, etc. So, this will also be. I don't know if you have seen. I mean, you are going to come to the test. I have seen Meta's new Meta. I have seen it. Now, I am just calling it. I think it will be. But, I think it is also a very risky product. It will be. It will be a little bit of an equilibrium. And, in that too, Chinese products will be. They will be unregulated. Meta is increasing in light. But, people are not. Now, people are being more conscious of these things. But, from an operations perspective, I would say use of AI is definitely people talk about. But, use of analytics will be very heavily required. And then, consuming information in an easy manner. Like, you were saying that I am tracking all the APIs of my team. It will be difficult to comprehend. So, how do you get insights from that operations? That's where AI will start coming in. What are they doing? And, my friend was working with a company. So, a meeting to meeting the action item tracking. What did he do? What happened? So, all the things will be simple. So, how do you manage operations will be a bigger thing? Consumer experience will be possible. Improved. So, I think, data, AI, experience, convergence will be coming. And, my worry is, lot of big company's, traditional companies are not working fast on it. They are still skeptical. Like, you said, you have to make a pause for me. You thought of it quickly, you made a team, you hired. So, a building SaaS will be very fast. Like, you say, SaaS stocks have really become. Yes, yes. The slot has been finished. Yes. And, there is also a high over. It's working on its own marketing. Now, try it and change it from the marketing. But, it will not change. It will make your marketing people smarter. But, from there, I don't know if you have tried it. The open clause has come. Open clause is making a difference. This space will be exciting. There will be too much commotion. One day, my job will go, one day, it will be very good. But, the Roti Kapda, the shop. Fundamental remains. Fundamental will remain same. Trust will be more required and experience will count. Got it. One last question, Swaram. And, we'll drop it. You are a big founder, you know. People don't know how to say it. You also are a founder running your own startup. What has been your biggest learning in the last two and a half years, working a lot of startups in the retail space? You have been a very guiding foreshort of young founders. I know that. I am doing an ultra podcast with you. But, big advice that you feel at brands, even for New Me. And, feedback. Happy to open feedback on that. So, I would say, value relationships a lot. People will be a big factor in office or in an offline. You know, you are doing a lot of companies. So, people will be a greatest asset. That's what. And then, invest in training them. Like I was talking to a founder. He said, "I said, "I want to offer you a lot of nutrition." He said, "This is it." So, what do you do with activities? So, he said, "We do bird-de-sillibrations. We have done three months. We have done an impact on nutrition. We have done it." So, what is my opinion? So, like you are talking about the customer experience. We have to also focus on employee experience. Employee training. See, you get paid in Rs.20,000-15,000. If you don't see them with their career, they will move. So, this is also in our manufacturing. And, there is also. That is one thing which I would say. Focus on employee experience and employee training. Fantastic point. The second is, build up culture of input monitoring. What is controllable? What is not controllable? How much will you focus on? So, you will not be able to earn the cost. But, you will not be able to get sales. Then, look at what is not working. Is your marketing not working? Is your not this not working? So, to strong the input KPIs, to unbiased them. And make it automated. They say, "Footfall counting." They are doing a lot of manual counting. Then, what happens in that? They know the age, the demographic, the time. And, these people have cut their jobs. So, stop being skeptical about inputs. Start using it. And, third thing which I would say is, we have to be a constant learner. Like, you are learning people. Just go and learn. I think, that is the end of it. You cannot say, "I have all of them." That person who has come to know, will end up in the founder. And, my reason to start podcasts first to learn. I can't even open my phone for 3 hours without a phone. You can open it. No, it's not easy. I can't even open my phone. Let me be honest. So, getting attention and learning is a big thing. So, that's why I started the podcast. Let's talk in detail in the conversation. How people, So, the last thing I would say, everyone is a content creator. Because, people's content is easily scaled. It is not like the brand's content. You will put a new me, post a link, and you will put a link post of Sumit. So, it has been a long time since I started the podcast. And people join people. So, attracting talent becomes easier. So, I would say, you don't need to go and create thousands of videos, but be open to writing and expressing yourself. So, that's the last thing I would say. One request I have after this podcast, please write a post on inputs on detail. I would love to learn from that. We are trying a lot on new me as well. But, if you want to put, make, whether people found us life easy, want to write something on how, what inputs we should track as founders on details. You can really find a lot of knowledge. We are doing something in some way. We always do this. But, if you could put some 20 metric, which can be tracked on an input level, will really help all the founders. Thank you very much. Thank you, sir. Thanks a lot, man. Great meeting you again. Thank you for watching our DILTSY Omnit Talks. Every fortnight, we bring an expert in the field of Omnit Channel from a deep expert or from a brand. And we share their playbook of success. This entire playbook cannot be covered in one episode. So, it's an evolution. We bring in companies on the product side, martyx side, brand stories and learn together. I hope you learn different things. And if you have questions queries, please put it in the comments and share your feedback. That really helps us grow and looking forward for you to subscribe and keep watching our new episodes. Also, we would love for you to suggest interesting guests and speakers whom you want to see on the show. So, thank you very much and looking forward to you in the next podcast.