Iima Prodman Casebook

rushikesh.kure@gmail.
com
T h e r e h a s b e e n a s te e p inc r e as e i n th e n um be r of f ir m s of f e r in g p r od u c t
m a n a g e m e n t r o l es i n t h e r e c e n t p a s t . T h is i s n o t on ly ma n e uv e r e d by an i n c r e a se
i n t h e n u m b e r o f f ir m s vis it in g t he g r a d u a t e s t u d e n t s , bu t a l s o b y e x p an s i o n i n
t h e i r s c o p e t o a ss oc ia t e p r od u c t m a n a g er r o le s fo r u n d e r g ra d s. In s pi t e o f t h i s ,
t h e r e e x i s t s a g a p in t er ms of a c om p r e h e n s i v e p re p a r a ti o n m a t er i a l s u i t e d f or t h e
I n d i a n a u d i e n c e . F i ll in g t h is ga p w a s a n u ph i l l t a s k , w hi c h co ul d n ’t h a v e b e en
p o s s i b l e w i t h o u t t h e st a ke h o l de rs w h o w e r e a p a rt o f t h e jo u rn e y a t d i f fe re nt
points in time..
F i r s t a n d f o r e m o st , w e w o u l d l ik e t o t h an k th e t e a m o f co ll a b or a t o rs w h o w e n t
t h r o u g h t h e r i go ro u s p r oc e s s o f i d e a t i n g , c o l la ti n g , a n d i t e ra ti n g t he c o nt e n t . W e
w o u l d a l s o l i k e t o ex t en d o u r g r a t i t u d e t o t h e v a ri o us m em b e rs o f th e cl u b ,
s t u d e n t a n d a l um ni c o m m un it y w h o p r ov i d e d t h e i r v a l u a b le i n p u t s t o th e t e x t.
T h a n k s a r e a l s o d ue t o t he c re a t i ve s a n d e d i t o ri a l t e a m f o r br i n gi n g t he c o n t en t
t o i t s p r e s e n t s ha p e .
W e a r e g r a t e f u l to P r of . S a m ra t G u p t a f o r ta k i n g o ut t h e t i m e t o r e v i e w t h e t e xt
a n d o f f e r i n g i n va l ua b l e s u g ges t io n s . W e w o ul d a l s o l i ke t o th a n k ou r w a rd e n P ro f.
N a m a n D e s a i a n d m e m b e rs o f t h e 5 6 th St u d e n ts ’ A f fa i r s C o u n c il ( S A C ) f or t h ei r
support.
F i n a l l y , t h a n k s in a n tic ip a tio n t o th e r e ad er fo r b e c om i n g a p a rt o f t hi s e ffo rt , a nd

e n c o u r a g i n g t h e t ea m t o s tr iv e f o r i m p ro v e m e n t .
Jayant Jain
Coordinator
ProdMan Club
IIM Ahmedabad
rushikesh.kure@gmail.com
What is Product Management
What different companies expect from
a Product Manager
Agile Methodology
User Experience Design for Digital
Products
Machine Learning & Artificial
Intelligence
Augmented Reality & Virtual Reality
Big Data
Internet of Things
Cloud Computing
Blockchain
Economics of Platforms
eCommerce
FinTech
Health Tech
Ride Hailing Tech
Travel Tech
EdTech
Food Tech
Guesstimates
Guesstimates 1
Guesstimates 2
Guesstimates 3
Guesstimates 4
New Product Design
New Product Design 1
Metrics
Metrics 1
Metrics 2
Metrics 3
Metrics 4
Go To Market Strategy
Go To Market Strategy 1
Pricing
Pricing 1
Pricing 2
Pricing 3
Pricing 4
Section 1
Mayank Chauhan, Yuvraj Singh Bawa
Product Management: It Has

Always Been There
I t i s r a r e t o sp ot te c h c o m pa n ie s
today without a pr od uc t m an ag e r.
T h o u g h i n t h e c on te mp or ary bu s in es s
e c o s y s t e m , t h e de f in i ti on of pro du ct
management is by t he rol e of a
Figure 1.1 What, exactly, is a Product
product m a n ag er in the so ftw a r e
Manager ?
f i e l d . H o w e v e r, i f w e l oo k a t i t i n
hindsight, t r ad i ti on ally , e ve r y It is like when someone asks, “Where
b u s i n e s s h a s b ee n c re ati n g pr o d u ct s is the Statue of Liberty?” and gets a
s i n c e t h e i n c e p t ion of i t, lo ng b e f o r e reply, “It’s between Manhattan,
t h e a d v e n t o f t ech no lo gy, c o mp u t e rs , Jersey City, and Governor’s Island.”
a n d s o f t w a r e . T h e h ist or y of bu si ne s s This kind of information is orienting
i s f u l l o f e x a mp le s of p e o ple w h o but incomplete. So, what does a
h a v e c o n c e p t u a li z ed i d ea s t o s o lv e a product manager actually do? Do not
p r o b l e m . T h e y h a ve bu ilt t he se i de as , worry, no one knows!
t e s t e d t h e m , a nd d e liv ere d t he m t o
c u s t o m e r s f o r b ri ngi ng a s ig ni f ic a nt There are numerous definitions of
c h a n g e i n t h e i r liv es . A lo t o f ti m e s , Product Management around the
they have f a i le d to o. Bu t they world, and the internet is full of
r e i t e r a t e d , t h ey pi vo ted , k eep in g a them. The most popular one is
single goal in mind cre at i ng perhaps that " A product manager is
the CEO of a product." This makes
s o m e t h i n g t o s o lve a pr ob lem a n d t o
sense in a way because a product
m a k e s u r e t h a t the so lu tio n is b ui l t
manager indeed possesses almost the
a n d s h i p p e d i n t h e ri ght w ay . A n d
entire responsibility of the product.
this is p r e c i s ely w ha t a pr o d uc t
But it may not entirely be true in a
m a n a g e r d o e s i n org an iz atio n s to d a y .
lot of cases.
So, what is P rod u ct M a na ge m e nt ?

T h e m o s t c o m m o n e xp lan at ion s l o o k
like this one:
However, w h at ev ery pr o d uc t Going back to Steve Jobs's quote, he
m a n a g e r d o e s in co mm o n is to "g ui d e indeed went ahead and showed the
a t e a m i n d i s co v e r in g, de vel op i n g , world what they wanted. So does it
a n d s h i p p i n g t he r ig ht pro du ct t o mean that you are better off by not
users and b r id ge th e g aps among listening to your customers?
different s t ak eh old er s of t ha t
product." Absolutely not! You should listen to
your customers to understand the
In contrast to w h at th e na m e problem, but not when you are

building the solution. Your job is
suggests, a p ro d u c t ma na ge r may
essentially to manage the solution,
a c t u a l l y n o t a m a na g e r o f a ny b o d y . A
your way. The quality of the solution,
P M i s a c o m m un i c a tor th at p u ts a l l
regardless of its acceptability, is
the pieces to ge the r by g et t in g
what differentiates great product
f e e d b a c k f r o m all th e s tak eh o ld e rs
managers from average product
i n v o l v e d . T h e P M is als o a p r io ri ti ze r ,
managers.
a r e s e a r c h e r , a pre s e nte r a nd t h e
most r e s p o n s i b le for the u lt im a t e
Solutions Prioritization and
s u c c e s s o f a p r od u c t .
Decisions
Coming up with multiple
The “Job” of a Product Manager ideas/solutions is just the starting
step. Prioritizing them comes next.
The words " job " an d " pr o d uc t " While prioritizing work, PM needs to
i m m e d i a t e l y m ak e u s th i n k o f S t ev e not only look into internal factors
Jobs, one of th e m o st s i gn i f i ca nt but also look into external factors.
p r o d u c t v i s i o n a ri es of a ll t im e. I n t h e Prioritization of work will enable the
s u b s e q u e n t s e c ti on s, w e w il l tr y t o team to work on the most critical
d r a w s o m e l e a r ni ng s f rom h is wo rks . features first, and these
O n c e h e s a i d , " A lo t o f t im es , p e o p l e features/work will be delivered to
d o n ' t k n o w w h at th e y w an t u nti l yo u the customer as soon as possible.
s h o w i t t o t h e m . " Th i s q uo te bec a m e
l e g e n d a r y a s o n e o f t he m os t po pul a r Here customers' needs play an
o p i n i o n s o f a h ig hl y o p in ion at ed ma n. essential role.
L e t u s l o o k a t a fe w . Based on the objective of the
deliverable, a Product Manager can
use the below metrics to prioritize
T o l i s t e n o r n o t t o li st e n
the work. Based on the impact and
T h e f i r s t , f o r e m os t, a nd p erh ap s t h e
feasibility of the work, PM can decide
most essential tra it of a P r o d uc t
which one to pick from the list. There
Manager is to li st en to yo ur
are other metrics as well, such as
customers. To so lve a c us to m e r
based on revenue generation, the
p r o b l e m , y o u n ee d t o u nd ers tan d t h e
effort required, etc. to prioritize
c u s t o m e r ' s n e e ds , b oth s t ate d a n d
work and make informed decisions.
u n s t a t e d . I t m igh t s o un d c lic hé an d
v e r y o b v i o u s , b ut th a t' s i n de ed t he
h a r d e s t t h i n g t o d o, f ol low in g t he
u n s t a t e d n e e d s. T o u n de rst and t h e
c u s t o m e r s ' u n s ta ted ne ed s, yo u n e e d
t o " r e a l l y l i s t e n ." W he n y ou d o n ot d o
t h a t , y o u e n d u p b ui l d in g s olu ti o ns t o
p r o b l e m s , w h i c h n o on e w an ts .
have alignment with your company's
vision. PM defines the vision and
craft a strategy to achieve this vision
and translates the strategy into short
term and long term product roadmap.
This product roadmap should be
made known to all the stakeholders
involved in the product as well as to
the executive management team.
Product Ideation: Once the

customer's needs have been
identified, the next step for PM is to
come up with new and innovative
ideas to address the needs. Multiple
Figure 1.2 Impact vs Feasibility Matrix brainstorming sessions with the team
for a PM and iterative revision of ideas lead to
the final selection.
Formal Roles and
Responsibilities of a Product Product Design & Execution: PM
Manager aims to provide a unique customer

experience, so the design of the
product is customer-centric. PM
A s a l r e a d y d i sc us se d, t he ro le s o f
design the product in an innovative,
product m a n a g er s and t h eir exact
simple, yet easy to understand way
responsibilities c han ge ac ro s s
using wireframe or other mock-up
different i n d u str i es a nd di f fe re nt
tools. Further, PM writes user stories
c o m p a n i e s . I t als o d e p en ds on th e
and communicate this information to
p r o d u c t t y p e , s iz e o f th e pro du ct , l if e
the engineering team. The product
stage of the pr o d u ct , and
manager continually supports the
organizational s tr uc tur e of t he engineering team throughout the
c o m p a n y . H o w e v er, t h e e sse nc e o f i t development and testing process.
r e m a i n s t h e s a m e. W e w ill t alk a b o u t
t h e g e n e r a l d u ti es of th e p ro d uc t Marketing Strategy: PM collaborates
manager. with the marketing team to create a
marketing strategy for the product.
M a r k e t R e s e a r ch : A s a P M, yo u ne e d PM shares all the required
to understand th e c us tom e r ' s information about the product,
r e q u i r e m e n t s a nd th e la te st i nd u s t ry customer's needs, and vision to the
trends. E x t e n s ive m ar k et re s e ar ch marketing team to create a unique
will help you to ge t re le v a n t marketing campaign. PM plans the
information t h at ca n be us ed to marketing activities in the roadmap
understand the n ee d s and make of the product. Based on the
decisions. F u rt he r , Po rt e r 's fi v e product's launch timeline, marketing
forces f r a m e w o rk can be use d to team starts the campaign and reach
u n d e r s t a n d t h e in du st ry ’s dy na m ic s . out to target customers.
V i s i o n a n d S t r ate gy : P ro du ct v is io n Product Launch: Finally, the day of
i s s i m p l y t h e c r ux o f th e p ro d u ct - launching the products to customers

arrives. PM plans and coordinates
w h y a r e w e b u i ldi ng t hi s pro du c t, fo r
with different stakeholders to launch
w h o m , a n d b e n ef i t o f i t. I t sh ou ld
the product.
P M n e e d s t o e n su r e th a t t h e re i s a Excellent C o m m un ic a tio n S ki ll s :
c u s t o m e r s e r v i c e te a m t o ad d r e s s a n d Explaining the sa m e t h in g to the
resolve all c u s t om er q u eri e s. Th e C E O , t o t h e m a rk e t in g t e a m , t o th e
s u c c e s s o f t h e la un ch i s me as ure d P r o j e c t M a n a g e r, t o t he d e si gn t e a m
using specific me t r ic s suc h as a n d t h e d e v e l o p m e n t t e am , c al l s f o r
customer u s ag e, c us to m e r different sets of v o c a b ul a ry and
s a t i s f a c t i o n , c u sto me r ret en t io n, an d r e q u i r e s t h e P r o d u ct M an ag er t o h a v e
other metrics. excellent c o m m u nic a t io n sk il ls
d i r e c t e d a t t h e sp e c i fi c re qu i re m e n t s
Traits and challenges of being a of the person.
product manager
No matter how ex ci t in g th a t may
A P M s h o u l d b e c ap ab le o f c rea t in g a s o u n d , l i k e a l l r o le s, a P M r o l e c o m es
v i s i o n f o r h i s / he r pr o d uc t(s) . A P M w i t h i t s o w n s e t o f c h a l le n g e s . Th ree
n e e d s t o h a v e a s tru ctu re d t h i n k in g s u c h s i t u a t i o n s t h a t a P M c a n f ac e
c a p a b i l i t y r e g a r d ing t h e v isi on , a n d are:
t h e a b i l i t y t o le ad th e c olla bo r a t io n 1. M u l t i p l e , n ev e r- e n d in g and
between people in vo lve d in t he different s e ts of de m a nd s a nd
process, guide th e e xec uti o n and opinions from different t ea m s
courage to take ac co un ta b ili ty for p u l l i n g o n t he w o rk i ng t im e o f a
t h e p r o d u c t . F i ve qu ali ties th at m a k e PM d i s r u p t in g t he p er s o n a l
a g r e a t P r o d u c t M an ag er are : working plan.
2. T h e t e m p t a ti o n to g et too
Strategic T h in ki n g : A s tra te g ic technical or too b u si n e s s-
mind-set is r eq u i red to c r e a te a o r i e n t e d , w h ic h re s u l t s in l o s in g
v i s i o n a n d b u i ld a ro ad m ap for t h e the required ba l a n c e b e t w ee n
product. both.
3. T h e f e e l i n g o f a l a c k o f c o n t ro l
D e c i s i v e n e s s : I t i s t he ab ilit y to m a k e t h a t a n u n r ul y an d u n o r g an iz e d
a d e c i s i o n . I t is a d e sir ab le sk i l l t o t e a m b r i n g s a lo n g c a n d i sm a n tl e
e n a b l e d r a s t i c p r ior i t iz ati o n . the composure of a PM.
E m p a t h y f o r th e C ust om er : It i s t o Key Performance Indicators

u n d e r s t a n d t h e u ns tat ed ne ed s o f t h e (KPIs) for a Product Manager
c u s t o m e r , a n d th eir w il lin gn es s t o
p a y c a l l s f o r t h e ab ili ty to em pa th i ze Y o u c a n s a y i t l o u d th a t y o u r pr o d u ct
w i t h t h e c u s t o m e r. i s s u c c e s s f u l , o r yo u h a v e e x c e ed e d
e x p e c t a t i o n s . B u t n o o n e is g o i n g t o
Lead through Inf l ue nc e: In most b e l i e v e i t u n t i l yo u pr o ve i t u sin g
c a s e s , n o o n e rep or ts to a P ro d u c t d a t a . S o , t h e p e rf or m an c e of P M c an
Manager except for oth er pro d u ct be measured u sin g a ct ivi t ies
m a n a g e r s . T h e de ve lop me nt te a m in associated w it h p ro d u c t s uc c e ss,
g e n e r a l r e p o r t s to a Pr o jec t M a n a ge r c u s t o m e r s , a n d t h e o v e ra l l p ro ce s s o f
o r a P r o g r a m m e M a na ge r . I t is th e p r o d u c t d e s i g n a n d la un c h. KP I s h e l p
a b i l i t y t o l e a d thr oug h t he in f lu e n c e , t h e P M t o t r a c k t h e p rog r e ss a n d
w h i c h h e l p s t o g et th e w or k d on e a n d identify risks. The f o l lo wi n g a re
d e l i v e r e d b y t h e t eam . e x a m p l e s o f s o m e o f t h e m e t r i cs u s e d
to measure performance.
T h e s e K P I s w i ll v ary ac co rd i ng to References
d i f f e r e n t p r o d u ct ty p es an d b u s in e s s
requirements. 3 Types Of Product Management. Daniel
Demetri - https://medium.com/earnest-
Monthly R e v en ue – M on th - w ise
product-management/3-types-of-
r e v e n u e g e n er ate d b y th e pr od uc t
product-management-dec4b2d77271
D e l i v e r y - O n - Ti m e - D e live ry of Blog Archive - Page 4 Of 75.
p r o d u c t o r n ew f e at ure on ti me https://www.luzinehappel.de/?
Product Q u ali t y - Nu m b e r of cat=1&paged=4&lang=en
deviation from st a n d a rd qu a l i t y Online Courses - Anytime, Anywhere.
(n.d.). Retrieved from
practices
https://www.udemy.com/course/beco
Customer C ou nt s - In cre as e in me-a-product-manager-learn-the-skills-
customer ove r a sp eci f ied get-a-
duration job/learn/lecture/4764764#overview
Stickiness Ra tio - D ai ly a c t ive So What Does a Product Manager Actually
Do? Karthik Raman Follow Product-
user/ d a i ly m on th ly user
Karthik -
(DAU/DMU) https://www.linkedin.com/pulse/so-
C u s t o m e r R ete nt ion - Nu mb e r of what-does-product-manager-actually-
c u s t o m e r s s ta y w i th th e c om p a n y do-karthik-raman
o v e r a s p e c i f ie d pe r i od
Customer Sa tis f ac t io n S co r e -
Measures o ver all s ati sfa ct io n of
customers wit h th e p ro du c t or
new features
Product Management Vs Project

Management
P r o d u c t M a n a g er s a r e res p o ns ible fo r
the success of a p ro d u ct . He re ,
s u c c e s s i s d e f i n ed b y K PI or m et r ic s.
The method by w hi c h t h ey reach
t h e i r g o a l i s n o t d ef in ed . I t is u p t o
t h e m o r t h e i r te am . O n th e ot h e r
hand, P r o j e ct Ma na ge rs are
responsible f or a c c om pl is h i n g a
p r o j e c t , n o t a g oa l. A pr oje ct us u a ll y
has a timeline an d a b ud ge t as
constraints. A Pro d u c t M an a g e r
n e e d s t o h a v e the sk i ll o f pr o j e c t
m a n a g e m e n t a l so , i n o rd er to ma n a ge
t h e e x e c u t i o n o f t he pro du ct .
Mahendra B, Mounica R
In this chapter let's look at the to build.

different kinds of PM’s there are and
what different companies expect The Designer Product Manager
from their PM’s. PM’s in these roles should strongly
sense the future needs of consumers
According to an article from Deepak and focus on design and aesthetics.
Singh, there are mainly 5 different
types of PM. Some advantages of this role are PMs
empathize well with customers which
The Tech Product Manager helps them build much needed and
These PM’s mainly solve the beautifully designed products.PMs
engineering problems, eventually can understand the difference
they can end up as engineering between stated and unstated goals
managers rather than product design wise. Some challenges that
managers. In this role one should PMs can face are as the design PM
focus on WHY you are building and would not have much idea about
WHAT you are building and leave the coding it might create troubles when
HOW to engineers. working with the engineering team
because they have different styles of
Some advantages of this role are it's working.
easy to gain trust and respect of
engineers and PMs work well with the Instagram, Facebook, Apple and Tesla
engineers. hire for these roles. Some of the
examples for this type are Steve Jobs,
Google and Amazon hire for these Brian Chesky and Joe Gebbia.
roles. Some of the examples for this
type are Elon Musk and Marissa What should you focus on:
Mayer. prioritizing things in this role is
really important so developing
What should you focus on: Build good business sense helps. One should get
business sense and user empathy to really good at recognising flows in a
see the big picture and what product product. Prioritisation is the key.
The Business Product Manager T h e G r o w t h P r o d uc t M a nag e r
These PM’s are well versed with Growth for d i ff e re n t or ga n is at i on s
terminologies in business, finance h a s d i f f e r e n t m e a n in gs . S o m e m a y
and operations. They communicate find it hard to generate demand while
really well and understand people s o m e m a y f i n d it h a r d t o su ppl y w he n
around them. they have demand, PMs in t his
c a t e g o r y c o m e up w i th i d ea s t o s o l v e
Some advantages are they are able to these problems.
think through and paint the bigger
picture and lead teams. Some
P M s i n t h e s e r ol e s a re s t ro n g w i th
challenges can be because the
data and c o m m u ni c a t io n . Some
understanding on topics like
a d v a n t a g e s o f th i s r o le a re b y s o l vin g
technology is limited it might create
t h e p r o b l e m t h e y m a ke a r e a l i m p ac t
trouble when working with engineers,
in the company, c le a r m e t ric s
makes it hard for PMs to build
i d e n t i f i c a t i o n w o ul d h el p th e m mo ve
credibility and respect with
in the right d ire c t i o n . Some
engineers. Ken Norton is an example
c h a l l e n g e s w o u l d b e t h ou gh th e re a r e
for this category.
a l o t o f i d e a s t o s ol v e l a ck o f qu ick
e x p e r i m e n t s a n d ri gh t pri o ri tis a t io n
What should you focus on: One
should start by focusing on the will lead to l ow im p a ct w or k .
technology. Have an eye for detail Chamath P a l i h a pi t iy a fa ll s in t h is
and rigor. category of gr o wt h p ro d u c t
managers.
The Data Product Manager
This is one of the emerging roles What should you f oc u s on :
with the advancement of AI, ML. They Prioritization is im po rt a nt . U s er
mainly focus on personalisation, r e s e a r c h a n d p s y c ho l o g y w ill h e l p
recommendation products etc., They y o u u n d e r s t a n d w h a t t o b ui ld an d
make all their decisions based on why.
data, they will gain influence for
sound decisions they make over time. Companies and what they expect
Some advantages are being well Amazon

versed with data and good analytical A m a z o n i s a A m e r ic an m u l t i na t io n a l
skills will help understand business
t e c h n o l o g y c o m p an y f o u n d e d in 1 99 4 .
and product, but relying on data so
They work on a w i de va rie t y of
much sometimes is harmful because
p r o d u c t s . A m a z o n e xp e ct s a PM t o b e
one loses to see the bigger picture.
excellent p l a n n e rs , h a ve a b i l i ty to
develop long t e rm pl a n s, g oo d
Netflix, Amazon and Google would
a n a l y t i c a l s k i l l s a nd g o o d w rit in g an d
love PMs in this category. Sebastian
communication s k il l s. A m az o n
Thrun is one of the examples in the
focuses a lot on good c us t o m e r
category.
service, so e m p a t hy and
u n d e r s t a n d i n g w h a t c u s t o m e rs n e ed
What should you focus on: PMs
should concentrate on WHY, i s a m u s t . A m a z o n h a s 14 p ri n c ip l e s
combining WHY with data will work t h a t d r i v e t h e ir w o rk a n d l e a d t h e m

wonders. Concentrating on design t o s u c c e s s , a l i gn in g y o ur g o al s to
aspects along with data will help. t h e m i s r e a l l y i m p o rt a n t f o r a P M .
In summary this is what Amazon Product thinking
wants Problem-solving
Understanding and utilising Leadership skills
analytics Domain and Tech
Launch preparedness Execution Excellence
Customer centricity
Communicating and collaboration Sprinklr
Sprinklr, founded in 2009, is a
Microsoft Software as a Service company that
Microsoft is a American multinational develops a Customer Experience
technology company founded in 1975. Management (CXM) platform. It
It is best known for its software utilizes artificial intelligence, and
products. Microsoft expects its PM to combines different applications for
be analytically good, and understand social media marketing, social
technology. They are mainly advertising, content management,
interested in the big picture and how collaboration, employee advocacy,
it solves customer problems. They customer care, social media research,
want the PM to be able to think and social media monitoring. Sprinklr
clearly, understand business and PMs are expected to be client
prioritise the important features to focused.
have maximum impact.
Media.net
PayTM Media.Net, founded in 2010, is a
Paytm is an Indian e-commerce leading global advertising technology
payment system and financial company. It got acquired by Beijing
technology company founded in 2010. Miteno Communication Co. in 2016
At PayTM, they mainly focus on for $900M. They connect advertisers
product development strategy. to the websites that want to host the
Product managers are expected to advertisements. They aggregate the
take control of every minute detail ad space supply from different
and be obsessed with technology and websites and offer it to the potential
product innovation.They expect advertisers.
people to be good at communicating
not just with the insider team but Media.net expects PMs to be
external customers as well. analytically sound. Good
understanding of basic algorithms
Flipkart and the ability to build analytical
Flipkart, founded in 2007, is an models is usually tested during the
eCommerce platform that started by interviews. PMs should know how the
selling books before expanding to advertising industry works and where
various other product categories. It exactly Media.net fits in the value
has acquired companies like Myntra, chain.
PhonePe over the years. In 2018, US
retail giant Walmart acquired a major Adobe
stake in Flipkart for $15 billion. Adobe, founded in 1982, is best
known for its media products like
5 competencies that Flipkart looks at Photoshop, Illustrator, etc. They have
in a PM candidate: a wide range of products both in the
B2B and B2C segment. PMs in Adobe
are expected to be highly creative
and have a great story-telling ability.
They look for PMs who care deeply References
about the customers, mostly in
creative fields, and work towards h t t p s : / / w w w. u pg ra d.c o m / b lo g/ p
improving their experience. PMs r o d u c t - m a n ag e r s- w h o - c h a n g ed -
should understand the fundamentals the-world/
of business, ability to coordinate h t t p s : / / i g o t a n o f f e r .co m /b log s/ pr
with multiple functions while
o d u c t - m a n a g er / a m a z o n -p r o du c t -
working quantitative data.
m a n a g e r - i n t e r vi e w
h t t p s : / / j o b s .l ev e r. c o / p a y tm / 96 f5
Product Managers in general:
d b a 0 - 2 b 7 b - 4 a ea -9 8 c 6-
should have a good understanding
6e1fb55e6d65
of the industry they are working
h t t p s : / / i g o t a n o f f e r .co m /b log s/ pr
in. They should be able to identify
o d u c t - m a n a g er / m icr o so f t-
trends within the industry and use
p r o g r a m - m a n a g er - i n t er v ie w
these insights to develop a
roadmap for the product.
act a bridge between various
functions (engineering, design,
marketing, etc) and therefore
communication becomes vital skill
in aligning these teams.
is the voice of the customer. User
Empathy, in terms of
understanding the user, their
needs and pain points, is essential
for PMs to succeed. This helps
PMs better understand the
motivations behind users and
‘why’/’how’ they use the product.
Section 2
Shubhangi Singhal
Waterfall model – Software The waterfall model poses a number

Development Life Cycle of drawbacks, and is not suitable for
projects with unexpected and
frequent revision. Few of the
W a t e r f a l l M o d e l is o n e o f t he e ar l i es t
shortcomings of this model are
Software D e vel op m e n t Lif ec y c le
mentioned below:
approach. It re p re sen t s the li ne a r
sequential flow of the s o ft wa re
Not adaptable to change
d e v e l o p m e n t p roc e s s. I n th i s m o d e l
It lacks adaptability at all the stages
any phase in the d ev e lo p m e n t
of development. A design flaw found
process begins o n ly a f t er t he
in the testing phase can lead to a big
p r e v i o u s p h a s e i s co m p l et e a n d t h e
fall back to the earlier stages of the
p h a s e s d o n o t ov e rla p . T h is t yp e o f
process and can even lead to serious
m o d e l i s m o r e sui t ed f or s m a ll an d
flaw to the legitimacy of the entire
l e s s c o m p l e x p r o j ect s w h e r e goa ls a re
system. The rework and delay due to
clear and minimum ch an g es are sequential processes can lead to late
e x p e c t e d d u r i n g t h e c o urs e of t he delivery of the product and can affect
p r o j e c t . S h o w n b e l ow a re t h e ph as e s the competitive edge of the client
that a typical w a te r f a ll s of t wa re over its competitors.
d e v e l o p m e n t l i f e c yc l e fo l l ow s.
Risk of defects in the end phase
The testing is done at the end of the
process and might result in delays, in
case defects are found. The risk that
a project might fail is concentrated
to the end phase of the cycle.
Absence of Client feedback

mechanism
It does not have a mechanism to
continuously collaborate with the
client and incorporate the feedback
of the client in between the
development phases.
Figure 3.1 Illustration of the waterfall
model
Agile Agile gives greater i m po rt a n c e to
p e o p l e o v e r p r o c e ss an d t o o l s .
A g i l e i s t h e a b i lity t o r esp on d t o
c h a n g e . I t i s an it e ra tiv e a nd t im e Working so ftw ar e over
b o x e d a p p r o a c h t o s of tw a re de liv e ry c o m p r e h e n s i v e d oc um e n t at io n
t h a t b u i l d s s o f tw a r e in inc rem e n ts While required d o c um e n t a t io n is
f r o m t h e s t a r t to t he e nd of t h e necessary, in the ag il e mi nd s et ,
project, working s o f t w a re is t he pr im e
importance.
In Agile m et h od olo g y , the
collaboration b et w e en se l f- Customer c ol l ab or a ti on ov e r
organizing c ro ss - fu nc tio na l teams c o n t r a c t n e g o t i a ti o n
leads to the evo l u ti o n of Agile p r om o t e s c u st o m e r
requirements an d s olu ti o ns . A g il e collaboration and f e ed b a c k
d e v e l o p m e n t h el ps a c ros s- f un c t io n a l t h r o u g h o u t t h e li fe cy cl e .
t e a m t o d e l i v e r va l ua b le w o rk fa s te r.
I t a l s o h e l p s i n re sp on di ng q ui c kl y t o R e s p o n d i n g t o ch an g e o v e r fol low i n g
t h e c u s t o m e r n ee ds . It en ha nc e s t h e a plan
q u a l i t y a n d p r e d ic ta b il ity of t he w ork Agile works in s pr i n t s t ha t are
done. a d a p t a b l e t o c h an g e .
A n y d e v e l o p m e nt pr oc ess th at clo s el y A g i l e a c k n o w l e dg e s t h e v a l u e i n th e
f o l l o w s t h e c o n c ep ts p ut in th e Ag ile i t e m s o n t h e rig ht b u t i t s e e k s t o
Manifesto is k no wn as A g il e value the items on the l ef t m o re
development. T he A g ile M an if e st o w h i l e w o r k i n g o n a n y p ro j e ct .
c a m e i n t o p l a c e w he n a g r ou p o f
f o u r t e e n s o f t w a re e nth us ias ts c a m e Agile Principles
together to d evi se a n ew w ay of
working. O u r h i g h e s t p ri or i ty i s t o sa tis fy t h e
customer t h ro u g h e ar l y and
Agile Manifesto continuous d e liv e ry of v al ua bl e
W e a r e u n c o v e rin g b et te r w a y s o f software.
d e v e l o p i n g s o f t w ar e b y d oi n g i t a n d T h e c u s t o m e r e x p e c t s fa s t d e l iv e ry of
h e l p i n g o t h e r s do it. Th r o u g h t h i s t h e p r o d u c t , a n d e ac h d el iv e r y s h o u l d
w o r k w e h a v e c om e t o v alu e: a d d s o m e v a l u e f o r t he cu s to m e r.
Welcome c h a n g in g re qu ire me n t s ,
even late in d e v el o p m e nt . A g ile
processes h a rn e s s c han ge fo r the
c u s t o m e r ’ s c o m p e t it iv e a d v ant ag e .
The market an d b us i n e ss e s are
c o n t i n u o u s l y c h a n g in g a n d it ' s a l mo st
impossible to pr ed i c t e x a ct
requirements. A g il e em b ra c e s the
Figure 3.2 Agile Manifestto c h a n g e s , e v e n la t e i n t h e c yc le . T h e
l a t e s t p r o d u c t g iv e s a c o m pe t it i v e
Individuals and i n t era ct i on s o v er edge to the c u s t o m e rs o ve r it s
p r o c e s s e s a n d to o ls competitors.
P r o c e s s a n d t o o l s a r e tim e c on su m i n g
a n d l e s s r e s p o n s ive t o c h a n ge so
D e l i v e r w o r k i n g s o f t w a re f re q u e n t l y , A g i l e p r o c e s s e s p r om o te s u sta ina b l e
f r o m a c o u p l e o f we ek s to a co up l e o f development. Th e sp o n so rs,
m o n t h s , w i t h a p re f ere nc e t o t he d e v e l o p e r s , a n d u se r s s ho uld b e a b le
s h o r t e r t i m e s c al e. to maintain a c o n st an t p a ce
It promotes i n c r e me nt de li ve r y of indefinitely.
w o r k a b l e s o f t w a re . Fr e q u e n t de l iv e ry T h i s p r i n c i p l e t a lk s a bo u t id e n t i f y in g
l e a d s t o f r e q u e n t fe e d b ac ks f ro m t h e t h e v e l o c i t y o f t h e t e a m a n d ma k i n g
c u s t o m e r s a n d l e ss de f ec t s in t he everyone work co l l e c tiv e l y w it h a
delivered software. constant pace.
B u s i n e s s p e o p l e a n d d e v e lo pe rs m us t Continuous a t t e n tio n to t ec hn ic a l
w o r k t o g e t h e r d a i ly th ro ug ho u t t h e e x c e l l e n c e a n d g o od d e s i gn e n h an c e s
project. agility.
This agile p r in c ip le e n c ou ra g e s W e s h o u l d a v o id c re a t i n g te c hn ic a l
o r g a n i z a t i o n s t o in c r ea se t h e d a i l y debts and look for te c h n i c al
c o l l a b o r a t i o n b e t w ee n th e d e ve l o p e r s e x c e l l e n c e a n d ef f ic ie n t d e s ign in g o f
and the b u s i n e ss , in c r ea s in g the t h e d e l i v e r e d s o f t wa re .
mutual u n d e r s ta n d in g and r es p e c t .
Communication b a rr ie r s sh o u ld be Simplicity—the ar t of m ax i m i z in g
removed and t ea m s sh o u l d be t h e a m o u n t o f wo r k n ot do n e — i s
m o t i v a t e d t o in t er a c t w it h bu s in es s essential.
people. T h i s p r i n c i p l e h e l p s u s id e n t if y th e
w o r k w h i c h i s n o t v e ry im p o r t a n t f or
Build projects a r o un d m o t i v at e d t h e e n d u s e r . A g il e s ay s th a t t h e w o rk
individuals. Give th e m th e w h i c h d o e s n ’ t a d d m uc h v a l ue t o t h e
e n v i r o n m e n t a nd s u p p o rt th e y ne ed , customers can be p o s t po n e d or
a n d t r u s t t h e m t o g e t the j o b d o n e. avoided.
T h e m o t i v a t e d d e ve l op ers sh ou ld be
enabled with c o r re c t c oac hi ng , The best a r c hi t e c tur es ,
e n v i r o n m e n t , a n d t oo l s t o d o t he i r r e q u i r e m e n t s , a nd d esi gn s e m e rge
w o r k p r o f e s s i o n a l l y an d c on t ri b u t e t o f r o m s e l f - o r g a n iz in g t e a m s.
the team. A g i l e p l a c e s a l o t o f i m p o r t an c e in
t h e r o l e o f s e l f - o r ga n i z in g t e a m s . I t
The most e f f i ci en t and ef fe ct i v e g i v e s p o w e r t o th e s e t e a m s t o m ak e
m e t h o d o f c o n ve y i n g i n fo r m at i on t o d e c i s i o n s a n d a l lo w s m a n ag e m en t t o
a n d w i t h i n a d eve lo p m en t t eam i s t r u s t t h e t e a m s w i t h t h e o u t co m e s. I t
f a c e - t o - f a c e c o nv er s ati on . believes that the s e l f - o r g a niz in g
T h i s p r i n c i p l e p r o mo t e s th a t t ea m t e a m s a r e c a p a b l e o f c o m in g u p w it h
m e m b e r s s h o u l d ha ve mo r e of f a c e - t h e b e s t a r c h it e ct ure s, de s ig n s a n d
t o - f a c e c o m m u ni ca tio n r at h e r t h a n ideas.
e m a i l s , m e s s a g e s an d c a ll s .
At regular in te rv a l s, th e t eam
Working software is th e pri m a r y reflects on h ow to b e c om e mo r e
measure of progress. e f f e c t i v e , t h e n tu n e s an d a dj u sts it s
W o r k i n g s o f t w a r e a t t h e e n d of e a c h b e h a v i o r a c c o r di n g ly.
cycle is the pr im a ry m e a s ur e of Self-organized team tune to it s e lf
p r o g r e s s a n d i f th e wo r kin g so f tw a re a n d d o t h e r e g u l a r r e t r o s p e c t ive o f
i s n o t d e l i v e r e d t h en n o pr o gr e s s is i t s p r o c e s s e s , b e h a v io rs t o a d a pt a n d
considered.
change a c c o r d in g to the c ha ng in g Timeboxing - is required for all the
realities. R e t ro s p e c t io n he l ps in activities of the Sprints. A sprint may
c o u r s e c o r r e c t i on . last from a week to a month
depending upon the nature of work
Agile Best Practices and the delivery schedules. Daily
Scrum meetings are timeboxed at
Iterations - A gi l e t ea m s p i ck t he about 15 minutes.
r i g h t a m o u n t of w ork t o b e d o n e
based on the t e am ’s ex per i e n c e , Integration - Continuous integration
productivity and vel oc i ty . W or k is of code is done incrementally. Every
d o n e i n a n i t e r a ti v e m an n e r in o rd e r increment of code is verified and
t o l e a r n f r o m t h e m ist a ke s do n e in tested before it is merged with the
t h e p r e v i o u s i t e rat io n . existing code. It also expedites and
simplifies the testing of new user
C u s t o m e r - o r i e n t ed a p pro a c h - A g i l e stories.
team should c o l la bo r at e w it h th e
customer and pr o v id e al l t he Test-driven development – All the
information required by th e m and tasks start with writing programming
a l s o k e e p t h e m up da te d a bo ut t he adaptive tests and unit tests followed
p r o g r e s s o f t h e w or k . C on st an t a n d by writing of the code specific to the
t r a n s p a r e n t c o m m u n ic a ti on sh ou l d b e user stories.
a p a r t o f t e a m c ul t ur e.
Agile Frameworks
P r o d u c t b a c k l o g - P r od u c t ba c kl o g s
are ordered d e p en d in g on th e Agile is a development methodology
b u s i n e s s p r i o r it i e s o f t he t a s k s . It and it requires a framework to
i n c l u d e s p r o d u c t f e at u r e s, k n o wl e d g e implement its principles into a
a c q u i s i t i o n , e n vir on m e nt se t up , b ug s project. Agile is implemented through
a n d o t h e r t e c h n ic a l wo rk . numerous frameworks, some of the
most frequently used frameworks are
U s e r s t o r i e s – Th e w or k i s l o gi c a l l y described below:
b r o k e n d o w n i n to s m a l le r c h u n k s o r
u s e r s t o r i e s . A u s er s to r y t y p ic a ll y
c o n t a i n s a d e s c r ip t i on of th e p ro b l e m
from the u ser 's p er sp ec t i v e ,
a c c e p t a n c e c r it eri a f o r c o mp l e t i o n ,
a n d e s t i m a t i o n o f t h e t i me re q u i re d
to finish it.
Value stream a n a l ys i s - The

Figure 3.3 Illustration of some popular
m e t h o d o l o g y t a l k s a bo u t de f i n i n g th e
agile frameworks
p r o d u c t b a s e d o n u s er st o r ie s a n d
a b o u t d e f i n i n g d e p en d e nc ie s be t we e n
the business a nd te ch n i c a l
functionality.
S c r u m F r a m e w o rk
I t i s a n a g i l e f r a me wo r k u se d fo r
developing and d e l iv er i ng c o m pl e x
projects. S c r u m is l ig h t w e ig h t, e a s y
to understand, b ut d if f ic u lt to
m a s t e r . S c r u m is dri ve n by f iv e v a l u e s
that include C o ur a g e , F oc u s ,
C o m m i t m e n t , R es pe c t , a nd Op e n ne s s .
R o l e s o f t h e sc r um t eam i n c l u d e s Figure 3.5 Illustration of the kanban
product owner, the d ev el o p m e n t framework
t e a m , a n d a s c r u m m a st er . P il l a r s o f Source - Kanbantool.com
the scrum f ra m ew or k are
transparency, a d ap t at i o n and X P – E x t r e m e P r o g r am m i n g - It i s
inspection. o n e o f t h e m o s t s op h i s ti c a te d a g i l e
frameworks. It is u se d w h en t he
requirements are f r eq ue n t ly
changing. It c om es w i th a set of
e n g i n e e r i n g p r a c t ic e s t ha t s h o u l d be
f o l l o w e d i n o r d e r to f u lly ex p er i en c e
t h e c a p a b i l i t i e s of XP .
References
h t t p s : / / a g i l e m a n i f e st o .o r g/
h t t p : / / s a i h a s of t .c o m/ te ch no lo g y
/agile-
m e t h o d o l o g y# :~ :t ex t= I n % 2 0 A g i l e
% 2 0 M e t h o d o lo g y % 20 th e% 2 0 req ui r
e m e n t s , r e s p o n A gi le % 20 M e t ho do l o
g y A g i l e % 2 0 m et h od o lo gy %2 0 i s % 20
an
h t t p s : / / w w w. a g i le a l li a nc e .o r g /a g i
l e 1 0 1 / 1 2 - p r i n c i pl es - be h i n d- th e -
Figure 3.4 Illustrative summary of the a g i l e - m a n i f e s to/
scrum framework h t t p s : / / h y g ge r .i o / blo g / li s t-b es t-
Source - agileconference.org a g i l e - p r a c t i c e s/
h t t p s : / / w w w. p ro f es s i on a ld ev e l o p
Kanban m e n t . i e / w h a t -a r e- a g i l e-
I n t h e K a n b a n f r a m e w ork , t he t a s ks f r a m e w o r k s # : ~:t e xt = K a n b a n% 2 0 i s
a r e v i s u a l l y r e p r es en te d o n a b oa r d % 2 0 s i m i l a r % 2 0t o% 2 0 S c r u m, a % 20
c a l l e d t h e K a n ba n B oa rd . T h e b oa r d K a n b a n % 2 0 b oa r d %2 0o r % 2 0 f lo w c h
c a r r i e s d i f f e r e n t s ta t es su c h a s “t o art.
d o ” , “ i n p r o g r e ss” , “ c om p l et e d ” e t c t o
d e p i c t t h e s t a tu s of ea c h ta s k . The
b o a r d h e l p s i n a v oi d in g b ot t l en ec ks
a n d t r a c k t h e p ro g r e ss o f t he ta s k s .
Jayant Jain
Design Thinking Process Empathize

In this stage, one should try to get a
A s d e f i n e d b y the In t e ra c t io n D e s i g n better understanding of the problem.
F o u n d a t i o n , U s er E x p eri en ce D es i g n This will begin with secondary
i s t h e p r o c e s s o f f a b ric ati n g pr od u c t s research through databases, books,
t h a t p r o v i d e p u r po se f u l a n d r el e va nt journals, etc to understand the
e x p e r i e n c e s t o u s er s . T o ac h i e ve th i s , context and the current state of the

art. At this stage, one can also
designers f o l lo w t he p r oc e ss of
perform a competitive analysis to
d e s i g n t h i n k i n g . D e si g n t h in k i n g i s a
identify the market gaps. This is
problem-solving m e tho do l o g y
followed by primary research.
through an i t er a ti v e p ro ce ss , in
Through primary research, one
w h i c h d e s i g n e r s se e k t o s t ep in t o t h e
should try to gather the information
users’ shoes, to u n d e rs t an d t he i r
that can be used to fulfill the gaps
needs, goals, and fr u s tr a t i o n s ,
identified in secondary research.
r e d e f i n e t h e p r ob l em , a nd i d e n t i fy
Some of the tools that can be used to
a l t e r n a t i v e a p p r oa ch es to so l ve th e
perform primary research are as
problem. Figure 4.1 il l us tr a te s th e
follows:
p r o c e s s o f d e s ign th i n k in g. T h e s ix Ethnography research
s t a g e s i n v o l v e d w il l no w be di s cu s s e d Focus groups
in detail. Diary study
Cultural probe
Surveys, interviews and digital
questionnaires
Interviews of subject matter
experts
Define
After completing the research, one
can use the process of affinity
Figure 4.1 The design thinking process diagramming (also called KJ Method)
t o u n d e r s t a n d t h e re se a r c h d a t a, a n d Secondary: T he y a re m os tl y
t o c a p t u r e i n s i g ht s, g a p s, a n d i d en ti f y satisfied w i th t he pr i m a ry
pain points. It is a p a rti c ip at o r y p e r s o n a ’ s d e s i g n , b u t ha ve s p e c i f i c
p r o c e s s , a n d t h e w h ol e p rod u c t te a m additional ne e ds th at can be
t a k e s p a r t i n it . Th e q u al ita t iv e d a ta i n t e g r a t e d w i t h o u t up se t t i n g t h e
from the research is b r ok e n in t o product’s a b i li ty to s er ve th e
smaller chunks and is wr i t t e n on p r i m a r y p e r s on a .
cards. The t e am m em b e r s S u p p l e m e n t a l: T h e ir needs are
collaboratively o r g a n iz e the car d s completely r e pre se n t e d by a
i n t o g r o u p s o f r ela t e d in fo rm at i o n . combination of p ri m a r y and
T h e p r o c e s s r e su l ts in ide n t if y in g t h e s e c o n d a r y p e rs o n a .
opportunities fo r fu t u re studies, C u s t o m e r : T h e y a dd r e ss th e n e e d s
identifying the ra n g e of pr o b l e m s , of c u s t o m e r s, who can be
and uncovering s im il a riti es am o n g d i f f e r e n t f r o m en d- us e rs .
p r o b l e m s f r o m m u l t i p l e st a ke ho ld e rs . S e r v e d : T h o ug h t he y a re n ot u s e rs
o f t h e p r o d uc t , th e y ar e d ire c tl y
T h e n , o n e m o v es f o r w a rd to se g m e n t e f f e c t e d b y th e u se of th e pr o d uc t .
their users and de ve l o p user Negative: T h ey are used to
p e r s o n a s . A s d e f in e d b y A la n C o o p e r, c o m m u n i c a t e t o s t a k e h o ld e rs a n d
“ P e r s o n a s a r e a rc he ty p a l u s e r s t ha t p r o d u c t t e a m me mb e r s th at th e se
r e p r e s e n t t h e n ee d s o f l a r ge r g r ou p s a r e t h e t y p e of u s e rs t ha t t he
o f u s e r s , i n t e rm s o f t he i r g oa l s a nd p r o d u c t i s n ot b e in g d ev el o pe d t o
personal c h a r a ct e r i s t ic s.” Pe r s o na s serve.
c o m m u n i c a t e t he pr o d u ct ’s g oa l s an d
users’ behavior p a tt e r n s to the A f t e r d e f i n i n g th e u s er s , t h e pr o d uc t
product team. One s t ar ts with team moves f or w a rd to define a
i d e n t i f y i n g b e h a v io r a l va r ia b l es l ik e problem s t a t e m en t . Th i s helps in
a c t i v i t i e s , a t t i t u d e s , s ki ll s , a p ti t u d e s , d e f i n i n g t h e pu r p o s e o f th e d e s i g n
a n d m o t i v a t i o n s o f r e s e a r c h s u b je ct s . i n i t i a t i v e , f o r b o th t h e p e r so n a s a n d
T h e n , o n e m a p s t h e su bj e c ts to t h e s e for the business. F o l low i n g is an
behavioral v a ri a b l es an d i d e nt i fi e s e x a m p l e o f a p r ob le m s ta t em e n t.
significant b eh av io r pa tt e rn s . For
each persona, s yn t he si z e relevant “ C o m p a n y X ’ s c u s t o m er sa t i s f a c t io n
g o a l s a n d c h e c k f or co m p l e t en e ss a n d r a t i n g s a r e l o w a n d ma rk et s h a r e h as
redundancy. La st l y , ex p a n d th e d i m i n i s h e d b y 1 0 % o v e r th e p a st y ea r
description of a t t r ibu te s and because users don’t h av e adequate
b e h a v i o r s f o r e a s e in c om m u ni c a t io n t o o l s t o p e r f o r m A , B , a n d C t a sk s th at
a m o n g t h e p r o d u ct t ea m . w o u l d h e l p t h e m m ee t t h ei r g o al o f G. ”
A product team can pr e pa r e the

f o l l o w i n g t y p e s of p e r so n a s:
Primary: I d e n t i f ies th e pr i m a ry
t a r g e t u s e r f o r the d e si gn .
Implement b a s k e t ’ o r ‘ A d d to c a r t’, b ut t he y
After p r o t o t y pin g and t est in g , s h o u l d n o t b e u s e d i n t er c h a n g e ab l y .
d e v e l o p e r s t a k e o ve r th e p rot o ty p e
f o r d e v e l o p m e n t . Du r in g t his s t ag e , it E r r o r p r e v e n t i on
is essential to c ol l ab or a te wi t h T h e s y s t e m ’ s f l ow an d de s i g n s ho ul d
developers to e ns u r e th a t t he b e s u c h t h a t i t el im i n at e s e rr or p ro n e
w o r k f l o w o f t h e d eve l o p ed p r od uc t is c o n d i t i o n s a n d c on f i r ms th ei r i np ut s
a s p l a n n e d , a n d t h a t th e a e s t he t i c s of b e f o r e t h e y p e r fo r m the a c ti o n . Eg :
t h e d e v e l o p e d p r o du ct m a t ch es wi t h c h e c k i n g i f t h e p a s s w o r d p ro t o c ol s
that of the p ro t oty pe p re p a re d are met before th e user pr e ss e s
e a r l i e r . A b a s i c kn o w le d g e o f C SS a n d register.
J a v a s c r i p t i s a p lu s f o r t his ty pe o f
collaboration. R e c o g n i t i o n r a th e r t h a n r e c a ll
The system s ho ul d d e c r ea se th e
Heuristics for User Interface users’ cognitive lo a d by making
Design a c t i o n s a n d a l t e r n a t i ve s a va i la b le . E g:
a u t o c o m p l e t e i n s e a rc h .
Nielsen and M or i c h de ve lo p ed 10
general p r i n c ip l es fo r in t e r a c t io n F l e x i b i l i t y a n d e f f i c i e n cy of u se
d e s i g n w h i c h ca n b e u se d a s b ro a d T h e s y s t e m s h o u l d c at e r t o t h e n e ed s
r u l e s t o t e s t t h e u s a b il i t y o f a n o nl i ne of both, n o v i ce and ex pe r ie n c e d
product: u s e r s . E g : u s e o f sh o rt cu t s b y e x pe r t
users.
V i s i b i l i t y o f s y st e m s ta tu s
T h e u s e r s s h o u l d be k e p t in f or m e d A e s t h e t i c a n d m i ni m al i st de s i g n
about what is g o in g on u s i ng T h e s y s t e m s h oul d n o t b e c l ut t e re d
f e e d b a c k w i t h i n a p p rop ria te t im e. E g : a n d s h o w o n l y r e le v an t i n f o rm a t io n
l o a d i n g i n d i c a t or s. u p f r o n t . E g : k ee pi n g de ta i ls h i d de n
u n d e r ‘ v i e w m o re ’ h y per li n k.
M a t c h b e t w e e n s y s t em a nd t h e r e a l
world H e l p u s e r s r e c og niz e , d i a g n o s e , a n d
The phrases us ed in the system r e c o v e r f r o m e r ro r s
s h o u l d b e f a m i l ia r to th e u ser a n d fi t T h e e r r o r m e s s ag es s h o ul d b e u se fu l .
their mental m o d el. Eg: u s i ng T h e y s h o u l d c o n v e y t h e r eas o n fo r
a p p r o p r i a t e i c o n s a s m e ta p h ors a n d w h y e r r o r h a s o c c ur r e d a n d h ow to
using language w h ic h m a t ch e s the o v e r c o m e t h e is s u e .
r e a l - w o r l d c o n v e nt i on s.
H e l p a n d d o c u m e nt a t i o n
User control and freedom The system s h oul d p r o vid e
If users get in t o an un wa nt e d d o c u m e n t a t i o n i n th e i n te rfa c e . T h e
s c e n a r i o b y m i s ta ke , th e y sh ou ld ha v e documentation se c ti o n should be
a n e m e r g e n c y exi t o p t i o n . E g: u n d o e a s y t o s e a r c h , c ri s p a n d f o cu s s e d o n
and redo. the user's tasks.
C o n s i s t e n c y a n d s ta nd a rd s
A consistent te rmi n o log y and
p a r a d i g m s h o u l d be us ed t hr ou g h ou t
t h e s y s t e m . E g : u s e e i th er ‘ A d d t o
References
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D. (2007). A bo ut fac e 3: the
e s s e n t i a l s o f i n t e ra c t io n d e s i g n.
I N p o l i s , I N : W il ey P u bl i sh i n g.
What is U se r E x p er i en ce (UX)
Design? ( n .d .). R et r ie v ed fr o m
h t t p s : / / w w w. i n t er a c ti on -
d e s i g n . o r g / li t era tu re / to pic s/ u x -
design.
D a m , R . , & S ia n g, T . (2 0 19 ) . W ha t i s
D e s i g n T h i n k in g an d W h y I s I t S o
Popular? Re t r ie ve d f ro m
h t t p s : / / w w w. i n t er a c ti on -
d e s i g n . o r g / li t era tu re / ar t icl e / w h a
t - i s - d e s i g n - t h in k in g- an d - wh y- i s -
i t - s o - p o p u l a r.
M i l l e r , B . H . ( 2 01 7 , S ep te m be r 4 ) .
What is D es ign T h in ki n g ? (And
W h a t A r e T h e 5 S t a g es As so c i a te d
With it?). R et ri e v ed f ro m
h t t p s : / / m e d iu m . c o m/ @ bh mi ll er 07
1 2 / w h a t - i s - de si gn - t h in k in g- a n d -
w h a t - a r e - t h e - 5- s t a g es -
a s s o c i a t e d - w it h- it - d6 2 8 1 52 c f2 2 0 .
W h a t m a k e s a su cc ess f u l p r o d u c t
manager?. (2 0 15 , D e c em b er 10 ).
Retrieved fr om
h t t p s : / / f r a n k lio. we eb l y.c om / bl o g
/ c a t e g o r y / p r od u ct m a n a g e m e nt .
Affairs, A. S. for P. ( 2 01 3,
September 6 ). S y st em U s a b i li ty
Scale ( S U S ). R e tr i e ve d f rom
h t t p s : / / w w w. u s a bi l it y .g o v/ h o w -
t o - a n d - t o o l s/ m e th od s/ sy st e m -
u s a b i l i t y - s c a l e .h t m l.
N i e l s e n , J . ( n. d.) . 10 H eu r is t i c s fo r
U s e r I n t e r f a ce D es i gn : Ar t ic l e b y
Jakob N i e l se n. R et ri e ve d fr o m
h t t p s : / / w w w. n n gro u p .co m /a r ti c l
e s / t e n - u s a b i l ity - h eur ist ic s /.
Maurice Patel
Introduction t h e i r u s e c a s e s t o b ui l d in no va t iv e
f e a t u r e s . F o r e x a m p l e , G m a i l ’s a u t o-
I n t h e p a s t d e c a d e, te c hn ol o g y a n d completion f e a t u re , Smart V o ic e
c o m p u t i n g h a v e ev o lv e d s i g n if i ca nt l y . Assistants, etc.
Machine L e a r nin g & A rt if i ci a l
Intelligence have d is ru p t ed almost What is Product Management?
every i n d u st ry. Tr a di t i o n a l
businesses w e re f or c ed to a d a p t, A p r o d u c t m a n a g e r c o n n e ct s b us in e s s
change their bu si n e ss mo de l , and strategy, d e s ig n k n o wl ed g e, an d
d e v e l o p t e c h n ol o gi cal e x p er ti se . I n customer needs to d ev e l o p a
2 0 1 9 , 7 o u t o f t h e 1 0 m o s t v a l ua b le relevant, f e a s ib l e, and va l ua b le
companies, b as ed on market product. They c o nn e c t t h re e
c a p i t a l i z a t i o n w er e te c hn ol ogy fi r m s . different e n t it ie s: u se r s (a nd
They have r e pl a ce d b ig oil an d customers), d e v e l op e rs (in c lu di n g
natural gas com p an ie s , w hi c h designers and e n g in ee r s) and t he
d o m i n a t e d t h e m a r k e t for t h e las t 5 0 business team (s a l es , m a rk e t i n g ).
years. Companies l ike Fa c e b o o k , Each team h as the fo ll o w in g
A l i b a b a , W h a t s A p p, I n st a gra m di d n o t functions:
e v e n e x i s t 2 0 y ea r s a g o. W ith a n T h e c u s t o m e r/ u s e r is t h e o n e w h o
exponential i n cr e a s e in the d at a s u f f e r s f r o m a pro b l e m , s o l v in g it
being g e n e r a te d ev er y se c o n d , c r e a t e s v a l u e f or t he fi r m.
utilizing it p r op er l y g iv e s a ny T h e d e v e l o p m e n t t e a m - d e sig n e r s
company a c om p et i tive a d va n t a g e . a n d e n g i n e e rs c r ea t e a p ro d uc t to
Why is it r e le v a nt f or a p ro d u c t solve c u s t om er p ro b le m s by
m a n a g e r ? A p r o du ct m a n a ge r's r o l e i s u t i l i z i n g t h e b e st p r ac tic e s s o tha t
d e f i n e d a s ‘ T h e C EO o f a p ro d u ct ’ , it is e a s ie r to d ev e l o p and
a n d t h e y a r e ex p e ct e d t o im p r o ve m a i n t a i n i n t h e l o n g t e rm .
u p o n e x i s t i n g p ro d u ct s or d e v e lo p
n e w p r o d u c t s . H e n ce i t is v i ta l to
u n d e r s t a n d t h e t o ol s a v a i la b le, a n d
B u s i n e s s o r g a n iz a t ion o n t h e ot h er A r t i f i c i a l i n t e ll ig e n c e i s a f ie l d o f
hand is sol ely f o c us e d on computer science d e v elo p e d to
increasing sh ar e h o l de rs ’ value. g i v e m a c h i n e s th e a b i l i ty to th in k
The main a im is to ge n e r a te l i k e h u m a n s . It is a b ro a de r f ie l d
w e a l t h b y s e ll i n g its s e rv ice s a nd t h a t i n c l u d e s are as li k e M a c h i n e
products by u ti liz in g t he f ir m ’ s L e a r n i n g , D ee p L e arn i n g , N a tu r a l
resources. Language P ro ce s s i n g , C o m pu t er
V i s i o n , R o b o t i c s , e tc .
T h e r e i s a n i n h er e nt co n f l ict b e t w e e n
t h e m ; a f e w e x a m p l e s w ou l d b e: Definition of Machine Learning
E n g i n e e r s w o u l d w a n t to w o r k o n
cutting-edge t ec h n olo g ie s , " A c o m p u t e r p r o gra m i s s a i d t o le a r n
irrespective of how u se f u l and f r o m e x p e r i e n c e ( E ) t o so m e cl a ss o f
v a l u a b l e i t i s f o r th e u s er s o r h o w t a s k s ( T ) a n d pe rf o r m a n ce m e as u re
e x p e n s i v e i t is f o r th e bus i n e s s ( P ) , i f i t s p e r f o rm a nc e a t ta sk s in T, a s
t e a m . A c c o r di ng to the cu st om e r , measured by P, improves w i th
d e s i g n e r s w is h f or a n a es th e t ic e x p e r i e n c e E . " - T o m Mi tc h e ll
d e s i g n e v e n th ou g h i t is n ot t h e
m o s t p r e f e r r ed o n e. Compared to ru l e- b a s e d s y st e m s
C u s t o m e r s w a nt mo re f ea tu r e s a t followed earlier, Ma c h i n e L e a rn i n g
a cheaper c os t , and bu s i n e s s e s h a s t h e a d v a n t a g e th at w i th m o re
want to e x t ra c t profits by d a t a , t h e s y s t e m i m pr o ve s it s e l f a n d
c h a r g i n g a p r e mi um . g e t s r i d o f u n d e rl y in g b i a s e s . F or
e x a m p l e , i n a b a n k , t o s el l a de pos it
H e n c e a p r o d u c t ma n a g er i s ex pe c t e d product, they d ec id e on p ote n t i a l
to strike a balance b et w e e n the buyers based on t he i r savings
p a y o f f s a n d t r a de of f s o f e ac h p art y . a c c o u n t b a l a n c e . T h us , i f th e b a l a n c e
i s g r e a t e r t h a n th re s h o ld , th e n s e n d
t h e a d v e r t i s e m en t to th e b uy er . In
t h e m a c h i n e le a rn i n g a pp r oa ch , w e
c a n l o o k a t t h e c ha r a c te ri st i cs o f
p e o p l e w h o b o u gh t t he pr o d u c t in th e
past and match s i m i l ar c u s to m er
profiles to r e du c e the c os t of
advertisements and i m pr ove d
c o n v e r s i o n r a t e s.
Figure 5.1 Relationship between AI & ML
Figure 5.2 Machine learning and related

areas
M a c h i n e L e a r n i n g c a n be d iv id e d i n t o th r e e m aj o r a re a s :
S u p e r v i s e d L e a r ni n g
M a k i n g a p r e d i c t ion ba se d o n a s e t w h er e th e o ut pu t i s l a b e l e d .
Regression: To p red ic t a co n t in u o u s v ari a b l e . For e x am p l e , w e a th e r
f o r e c a s t i n g , in d i ca t in g t h e p r i c e o f a s t o c k, e tc .
C l a s s i f i c a t i o n : C las s if yi n g i n p ut i n t o a se t o f pr e d e fi n e d c la s s e s. F o r e x a m p le ,
f r a u d d e t e c t io n , im a ge c l as sif i c a ti on , s pa m d e te c t i on , e t c.
U n s u p e r v i s e d L e a rn i n g
O r g a n i z i n g / d e sc rib in g th e s tru ct u r e of un la be le d d a t a .
C l u s t e r i n g : F in d i ng sim il a r g r o u p s b e t w e en da t a . F o r e x a m p l e , cu sto m e r
s e g m e n t a t i o n , re co mm en d er s y s t em s , e t c .
D i m e n s i o n a li t y R ed u c t io n
R e i n f o r c e m e n t Le a r nin g
T o t a k e a c t i o n t o m a x im i z e t h e no ti o n o f c u m ul a tiv e re wa rd . F or e xa m p le , g a m e
A I i s t r a i n e d f o r s eve r a l gen e r a t i o n s u n t il it l e a r ns fr o m i t s m is t a k e s h o w i t ou gh t
t o t a k e e a c h s t e p , so th a t i t w ou l d l ea d to v i c t o ry o r s u rv i v a l .
Figure 5.3 Training testing flow of an ML model
I n t h e a b o v e d i a g ra m, t h e c r iti ca l s t e p i s to d e ci d e w h i c h m o d e l t o u s e b a s e d o n
e a c h a l g o r i t h m 's l im ita t io n s . B e l o w ar e a f e w of t h e st a n da rd a l g o r i t h m s w i t h
t h e i r p r o s a n d c on s.
O n e o f t h e m o s t im p o rt an t cl a s s e s o f a l g or ith ms i s re c o m m e n d e r s ys t e m s .
C o m p a n i e s l i k e N et f l ix , A m a z on , Fa c e b o ok , G o o g l e, Y o u T u be , S p ot i f y re ly o n
r e c o m m e n d e r s y ste m s f or t h e i r co r e pr o d u c t . A s S t e v e J ob s s a i d , “ P e o p l e do n 't
k n o w w h a t t h e y w a n t u n t il y ou s h o w i t t o t h e m .” R e c o m m e n d e r s y s t e m s h e l p
p e o p l e i d e n t i f y t h e ir ne ed s, w hi ch t h e y a r e n o t a w a re o f . I t ca n b e d e t e rm i n e d b y
l o o k i n g a t r e l at ion s h ip s c ha rac te r i s e d by i d e a s l i k e , “ p e o p le b o u gh t X p r o d u c t s
a l s o b o u g h t Y p r o d u c ts .”
Types of Recommender Systems
C o n t e n t - b a s e d : Th is a p p r oa c h id en ti f i es a tt r i b u t e s / d e sc ri p t i v e k e y w o r d s f ro m
d i f f e r e n t i t e m s a n d r eco m m e n d s o n t he ba s i s of s i m i l a r i ty b e tw e en tw o i t e m s.
T h e d r a w b a c k o f t hi s a p pr o ac h i s th a t i f t h e re i s no c o m m o n a t tr i b u t e t h en t he
u s e r s w o n ’ t b e re co mm en de d a p a rt i c u l a r it e m .
K n o w l e d g e - b a se d: T h is a p p ro a c h is u s ed i n t h e i n i t i a l s t a g e s w h er e a u s er i s
e x p l i c i t l y a s ke d f or hi s /h er pr e f er e n c e s a n d c r e a t e s a m o d e l t o re c o m me n d
t h e n e x t i t e m s. E x a m p le : N etf l i x a s k s u s e rs to s e l e ct t h r e e p re fe r re d m o v i e /t v
s e r i e s o f t h e ir l ik i ng .
C o l l a b o r a t i v e f ilt e rin g: T hi s a p p r o a c h ut il i z e s b o t h it e m at t ri b u te s a n d u s e r
p r e f e r e n c e s , in c l u d in g th e i nfo rm a ti o n o b t a i n e d f ro m ot h e r u s e r s ’ r a t in g s .
H e n c e i t i s k n ow n a s c ol l a b or a t i v e f i lte ri n g .
W e ’ l l n o w l o o k a s ex a m pl e o f th e a bo ve re c o m m e n de r s y s t e m s:
Content Based T h e a b o v e e x a m ple c o n t a in s a li s t o f
u s e r s a n d i n f o r m a t i on a s to w h e th e r
t h e y l i k e d a p a r ti c ula r mo v i e or no t .
I f S c a z l i k e d t h e mo vi e In si d e O ut, w e
w a n t t o k n o w w h i c h m ov i e w e sh o u l d
r e c o m m e n d t h at h e w a tc h n ex t . W e
take a w e i g h ted a v er age of the
o p i n i o n s o f p e o p le w h o h a v e s i m i l a r
r e v i e w s a s S c a z d o e s f o r I n s i d e O ut,
a n d c h o o s e t h e m ov i e w i t h m a xi m um
v o t e s . I n t h i s c a s e , An t- m a n ha s th e
highest votes. T hi s a p p ro a c h ' s
d r a w b a c k i s t h at i t d oe s n 't c on s i de r
t h e f a c t t h a t w e h a v e n o i n fo r m a ti o n
Figure 5.4 Example of content-based a b o u t t h e g e n r e p r ef ere n c e . W e a re
recommender systems not utilizing th e m o vie - at tr i b u t e
i n f o r m a t i o n i n th i s s ce n a r io .
T h e t a b l e c o n t ai ns a l is t of m o vi e s
a n d t h e i r a t t r ib u te s. It s ho ws th a t
C o l l a b o r a t i v e F i l t e r i ng
Inside Out is an animated, n o n-
marvel m o v ie w i t ho u t a ny
s u p e r v i l l a i n , w h ic h f a il e d th e be c h d e l
t e s t , a n d i n c l u d e s p e o p le fr o m “P a rk s
and R e c r e a t i o n ”. B a s ed on t h is
information, if s om eb od y had
w a t c h e d I n s i d e O u t , we w an t t o kn o w
w h i c h a m o n g t he t hr ee – A n t- M a n ,
Avengers and M i n io ns we s h o u ld
r e c o m m e n d . W e t a k e t h e s im il a r it y
b e t w e e n t h e f e a t u res of ea ch m ov i e
Figure 5.6 Example of collaborative
a n d I n s i d e O u t . T he hi ghe st si m il a ri t y
filtering recommender systems - step 1
i s w i t h M i n i o n s, a n d h e n c e M in i o n s
should be r ec o m m e n d ed . The The matrix c on tain s ha lf - fi l l ed
drawback is t h at t his a pp r o a ch i n f o r m a t i o n w i t h r ev i ew s t ha t u se r s
doesn't c o n s i d er u s er p re f er e n c e s h a v e f i l l e d f o r d i f f er e n t m ov i e s . T he
and relies solely on th e m o v i e' s m i s s i n g v a l u e s c o rr e sp on d t o m ov i e s
attributes. t h a t h a v e n ’ t y e t b e e n w a t c h ed b y
t h o s e u s e r s . T h e a i m i s to f in d th e
K n o w l e d g e B a s ed
missing values. We w i ll try to
decompose the m a tr i x into two
m a t r i c e s , k n o w n as la t en t fa c t o rs .
Figure 5.5 Example of knowledge-based

recommender systems
Figure 5.9 Example of collaborative
Figure 5.7 Example of collaborative filtering recommender systems - step 4
The predicted values are
W e s t a r t w i t h ra n d o m v al u es i n t h e r e c o m m e n d a t i o n s c o re s .
t w o m a t r i c e s a n d m u l t i p l y th em to
get the i n f o r ma ti o n m a tri x . We This method ta ke s care of user
calculate the d i f fer en ce b et w ee n preferences a nd o b je c t a t t ri b ut e s ,
a c t u a l a n d p r e dic t ed va lu es . F in al ly , a n d i s a v e r y p ow e rf u l a nd s i m p l e
w e f i n d t h e o pt im a l v a l u es f o r b ot h r e c o m m e n d a t i o n a l g or it h m.
m a t r i c e s b y u s in g gr a d i en t d es c e n t ,
w h i c h m i n i m i z es the er r or be tw e e n Neural Networks
predicted and g ive n in f o r m a t i o n
matrix. A l l t h e a l g o r i t h m s d e s c ri b e d ea r li e r
w o r k e d d i f f e r e n tl y fr om h o w hu m a ns
l e a r n . T h e g o a l o f m a c h in e l e a rn i n g
and artificial in te l li g e n c e was to
mimic our way of l ea r n i ng in
computers. N e u ra l N e t w o rk s were
d e v e l o p e d i n th e 1 9 6 0 s b u t g ai ne d
p o p u l a r i t y i n th e c u r re n t e r a , w it h
i n c r e a s e d c o m pu ta t i o n a l c a p a b i l i ti e s
of existing s y s te m s . B e lo w is a
d i a g r a m t h a t c o m p a r e s th e w o rk in g
m e c h a n i s m o f a b i o l og i c a l n e u r on a nd
Figure 5.8 Example of collaborative a n a r t i f i c i a l n e u ro n.
U s i n g t h e t w o m a t ric e s , m u l t ip l y a n d
g e t t h e m i s s i n g q u e s t io n m a r k v al u e s .
Figure 5.10 Comparison of biological

neuron vs artificial neural network
I f o n e p u t s t h e ir h a n d o n a h o t s t o v e , o f D e e p L e a r n i ng N e ur a l N et w o r k, a
t h e i m m e d i a t e a c ti on w ou l d b e to pul l s t a t e o f t h e a r t ne tw o r k , k n ow n fo r
t h e i r h a n d a w a y f r om t h e s t o ve . In i t s f u t u r e p o t e n t i a l.
this process, in fo rm a t i on t ha t t he
s t o v e i s h o t , i s t a k en a s in p u t f r o m Generative Adversarial
d e n d r i t e s t o t h e n u c le u s, wh e re i t Networks
decides if it is h ot ter t ha n some
t h r e s h o l d ; i f y e s, t h e n e ur o n is f i re d .
The axon c a r ri es th e im pu l s e or
s i g n a l t o t a k e t he h a n d a w a y , t i ll a x o n
t e r m i n a l s . S i m ila r l y, in an a r t i fi c i a l
neural network, in pu t s ar e t a ke n
from all the x i, an d w e ig ht s are
a s s i g n e d t o m i n i m iz e er r o r. Ba s e d o n
Figure 5.12 Illustrative diagram of a
t h e v a l u e o f t h e we ig ht e d s um a n d
generative adversarial
activation f u n c ti o n , th e o ut p u t is
predicted. I t i s a s p e c i a l t y p e o f n e u ral n et w o rk
where we h a ve tw o o pt i m iz in g
E a c h n e u r a l n e t w o rk h a s a d if f e re n t f u n c t i o n s i n s t e a d o f o n e , a n d bo th o f
a r c h i t e c t u r e , a n d i s use d f or d if f e r e n t t h e m c o m p e t e w i t h o ne a n ot he r . W e
purposes. H ow e v e r , n e uro ns , have a g e n e r a to r ne t w o rk and a
a r t i f i c i a l n e t w o r k s , a n d h i dd e n l a y e r s discriminator n e t w o r k, wi t h t he i r
a r e c o m m o n , w hi ch e x t ra c t h i d de n l o s s f u n c t i o n s , a n d t he t a s k is t o
features. reduce the loss. I ni t i al l y , the
g e n e r a t o r i s p r o v i de d w i th r a n d o m
T h e m o r e t h e n um be r o f la yer s , th e i n p u t , a n d h e n c e th e d i s c r i m in at o r
m o r e c a p a b l e t h e AN N o f e x t r a c ti n g c a n e a s i l y d i s t i ng ui s h be t we e n re a l
f e a t u r e s o f a h i gh er d im en si o n . a n d f a k e i m a g e s . T h e g en e r at o r lo s s
will be too high. A ft e r s e ve ra l
iterations, generator lo s s is
m i n i m i z e d , a n d i t c r e a te s a m o re a n d
m o r e r e a l i s t i c i ma g e . In a nut s h e l l ,
b o t h n e u r a l n e t wo rk s h a v e a ch i e v e d
state of the a rt by letting one
m a c h i n e c o m p e t e w i t h th e o t he r. T h e
f i n a l o u t p u t i s tw o ne t wo r ks , on e t o
g e n e r a t e f a k e i m a g e s a n d th e o th e r to
d e t e c t . B o t h o f th e m ca n b e u s e d
Figure 5.11 Illustration of a deep neural independently.
network
Conclusively, t he p ro d u c t m a na g e r
T h e d e e p n e u ra l n e tw o r k h a s m o r e
should understand what d i ff er e n t
n u m b e r o f h i d d en l a y e r s, wh ich h e l p
t o o l s t h e y h a v e av a i la b l e , a n d ho w t o
i n f e a t u r e e x t ra cti on . C om p a r e d t o
i m p r o v e t h e p ro d u c t by a p p l y in g M L
classical ML m od els , w he r e users
and AI. The f ol l ow in g f ra m e w o r k
h a v e t o d e r i v e o r s p e cif y fe a t u re s
p r o v i d e s a n i d e a a s t o wh e th e r y o u
f r o m t h e d a t a s e t. In De ep Le a r n i n g ,
should apply ML to t he e x i s t i ng
t h e m o d e l i t s e l f se le ct s a n d c re a t e s
product or not:
f e a t u r e s . W e s h a l l se e a sp e c if ic ty p e
D o e s i t f i t t h e p ro d u ct g o a l ? h t t p s : / / m e d i u m . c o m/ @ ne a l _ l a t hi
How does t he p ro du c t re v o lv e a / m a c h i n e - l e a rn i n g - fo r -p r od uc t -
a r o u n d t h e M L? m a n a g e r s - b a 9 c f 8 7 24 e 5 7
How should the p ro du c t s ta r t h t t p s : / / m e d i u m . c o m/ @ y a e l g / p ro
using ML? d u c t - m a n a g e r-p m- st e p - by - s t e p -
B e n c h m a r k t o co m p a r e it wi th ? t u t o r i a l - b u i l d i n g -m a c hi n e -
H o w q u i c k ly s hou ld th e p r od u c t l e a r n i n g - p r o d u c t s - f fa 7 8 1 7a a 8a b
change? h t t p s : / / w w w. a ha . i o / r oa dm a p p i n g
What i n t e ra ct i on s, a ct i on s, and / g u i d e / p r o d u ct -
c o n t r o l d o u se rs h a ve ? m a n a g e m e n t/ wh a t - is - a -p r od uc t
h t t p s : / / w w w. m c k i n s e y . c o m / in d u s
Several i n n o v a t ive so l u ti on s like t r i e s / t e c h n o l o g y -m e d i a - a n d-
Tesla s e l f - d r i v in g cars, se n t im e n t t e l e c o m m u n i c at i on s / o u r -
analysis, and obj e ct d e te c t io n in i n s i g h t s / p r o d uc t- m a n a g e r s - f or-
r o b o t i c s a n d th e fu t ur i s t ic st o r e – t h e - d i g i t a l - w o r ld #
Amazon GO, w ou l dn ’ t h av e been h t t p s : / / h b r .o rg / 20 1 7 / 1 2 / w h a t -i t -
p o s s i b l e w i t h o u t a n u n d e rst a n d i n g o f t a k e s - t o - b e c o m e - a -g re a t -
a d v a n c e d a l g o r it hm s a n d w her e t h e s e product-manager
t o o l s c o u l d b e u s ed . T he ex p e c ta t io n h t t p s : / / w w w. y o u tu be .c o m/ w a t c h
is not to c o d e, b ut k n ow what ?
r e q u i r e m e n t s t o a sk of t he t e ch n i c a l v = r Z u f A 6 3 5 d q 4 & li s t = P L tB w 6 n jQR U
team member! -
r w p 5 _ _ 7 C 0 o I V t 2 6 Z g j G9 NI & i n d e x=
References 4 & a b _ c h a n n e l = A l e x a nd e rA m i ni
h t t p s : / / w w w. y o u tu be .c o m/ w a t c h
h t t p s : / / t o w a r ds d a t as c ie n c e. c o m / ?
t h e - r e m a r k a b l e- wo r ld -of - v=njKP3FqW3Sk&list=PLtBw6njQR
r e c o m m e n d e r - sy s t e m s- U-
bff4b9cbe6a7 r w p 5 _ _ 7 C 0 o I V t 2 6 Z g j G9 NI & i n d e x=
h t t p s : / / t o w a r ds d a t as c ie n c e. c o m / 1 & a b _ c h a n n e l =A l e x a n d e rA m i ni
w h a t - a r e - p r o d uc t- h t t p s : / / t o w a r ds d a t as c i e nc e . c o m /
r e c o m m e n d at ion -e n g in e s- an d - i n t r o d u c t i o n - t o- re c o m m en d e r-
t h e - v a r i o u s - v e rs i on s- o f- t he m - systems-6c66cf15ada
9dcab4ee26d5 h t t p s : / / t o w a r ds d a t as c i e nc e . c o m /
h t t p s : / / w w w. a n a l y t ic s vi dh ya . c o m u n d e r s t a n d i n g - c o n fu s i o n- m a tr i x -
/ b l o g / 2 0 1 5 / 0 8 /b egi n n er s - g ui d e- a9ad42dcfd62
l e a r n - c o n t e n t - b a se d- h t t p s : / / w w w. y o u tu be .c o m/ w a t c h
r e c o m m e n d e r - sy s t e m s/ ?
h t t p s : / / w w w. y ou tu be .c o m/ w a t c h v = I m p V 7 0 u L x y w & a b_ ch an n e l = L u i s
? Serrano
v = j h F F O m v P n e4 & a b _ ch a n n el = 5 M i n
utesEngineering
h t t p s : / / w w w. y ou tu be .c o m/ w a t c h
?v=n3RKsY2H-
N E & a b _ c h a n n e l =A r to f th eP r ob le m
h t t p s : / / t o w a r ds d a t as c ie n c e. c o m /
m a c h i n e - l e a r n in g- f o r - pr od u c t -
m a n a g e r s - p ar t -i - pr ob l e m -
m a p p i n g - 5 4 3 6 13 2 c3 a 6 e
Somitra Baldua
Introduction In VR, we are c re a ti n g a p a ra ll e l

reality itself. We a re c re a t in g an
A u g m e n t e d R e a lit y a n d V irt u a l R e a li t y e n t i r e s i m u l a t e d e n v i ro nm e n t f o r a
are two p a rt i cu l a rl y p o pu l a r c o m p l e t e , i m m e rs iv e e x p e r ie n c e .
b u z z w o r d s . T h e y ha ve b e e n a p ar t o f
p o p u l a r c u l t u r e s i n ce a t l eas t 2 01 2- A user is p l a ce d in s id e a v ir t ua l
1 3 , w h i c h i s q u it e a l o n g tim e i n th e e n v i r o n m e n t , w h ic h in t u r n t ri es t o
t e c h - w o r l d . H ow ev e r, c l ari t y ab o u t t r i g g e r a n d e n g a g e ( i. e . si m u l a t e ) a s
t h e i r f u n c t i o n in g a n d u se ca se s i s many senses as p o s sib le . The
still pretty l im it ed an d n ic h e . u l t i m a t e m o t i v e is t o c r ea te a n a l l -
F r e q u e n t l y , t h e se t w o t e rm s a re u s ed r o u n d e x p e r i e n ce w i t h co mp le te s e lf -
interchangeably as w el l. H o we v e r , i m m e r s i o n . T h e o n l y l i m i t s t o v ir t ua l
there is a sig n i f ica nt d i ff e r e n c e r e a l i t y ( V R ) a r e th e av a i l a b i li t y o f
b e t w e e n b o t h t h e t ec h n ol o gi es. content and c o st e f f e c t iv e
c o m p u t a t i o n p o w e r. A s is a p p ar e n t
Augmented R e a li ty (AR ) r ef er s to f r o m t h e d e f i n i t io n i t se l f , d e t a il e d
o b s e r v i n g t h e r ea l - li fe e n v ir o n m e n t g r a p h i c s a r e a n i m p o rt a n t p a rt o f a
w i t h a d i g i t a l a u gm e n ta t io n o v e rl a id powerful and co nv in c in g vir t u a l
o n i t . T h e f u n d a me n t a l id e a her e i s t o r e a l i t y ( V R ) e x p eri e n c e , a n d h en ce
enhance r e a l - l ife e x p er i en ce s with the r e q u i r e m en t fo r h ig h
relevant c o n t e n t, in fo r m a ti o n e tc . c o m p u t a t i o n p o w e r. ( Ba rd i, J . 2 0 1 9 )
( “ W h a t i s A u g m e n t ed R e al i t y ”, 2 0 19 )
Popular Products & Brands
I n A u g m e n t e d R e a li t y ( AR ), w e a r e
using a c o m p u te r to d ec r y p t, or A R h a s a w i d e ran g e o f a p p l i ca t io n s,
understand the li ve vid eo stream a n d h e n c e i t s p ro du ct se t is a l s o
f r o m c a m e r a . B y u nd er sta n d i n g , w e diverse. Examples of AR in cl ud e
m e a n i d e n t i f y i n g & r ec og n iz in g t h e m u l t i p l e a p p b a se d s of tw a re p ro du ct s
o b j e c t s i n t h e v id eo a n d u s ing th e like “Pokémon Go”: an AR b a se d
c o n t e n t s o f t h e v id e o t o c r ea te a s m a r t p h o n e g a m e t h a t b e ca me a vi r al
c o n t e x t . T h e c om p u t er t he n r en d e r s s e n s a t i o n i n 2 01 6 -1 7 . S im il ar l y, t he
the relevant 3D g r a p h ic s a nd “IKEA Places” ap p by IK E A- a
s u p e r i m p o s e i t on t h e l ive ca m e ra f u r n i t u r e r e t a i le r h a s a n A R f e a t u re
f e e d t o e n h a n c e a u se r ’s e xp er i e nc e
of the real world.
w h i c h a l l o w s c u st o m er s t o vi s u a li s e d u r a t i o n u s e , t o t h e t u n e o f a n e n t i re
t h e s e l e c t e d I K EA p r od u c t in t h e ir day at a time. As a result, the make or
homes to c o n f irm p r od u c t fit. break features i nc lu d e the device
Amongst h a rd wa re- ba s ed AR being light in w e ig h t and having
p r o d u c t s , “ s m a r t g l a ss e s” is t he m os t l o n g - l a s t i n g b a t t e r i e s . G o og l e G l a s s ,
p o p u l a r c a t e g o ry, wh ich is l e d b y f o r e x a m p l e w e i g h s a ro u n d 4 6 g m s
b r a n d s l i k e G o og le ( “ G oog le gla s s ” ), a n d h a s a b a t t e ry w h i c h i s s u ff i ci e n t
Epson ( “ M ov er i o” ) , T os h i b a f o r a t y p i c a l d a y ’ s u s e . H ow e v e r, it
( “ d y n a E d g e ” ) e t c . T h e “ sm a rt gla s s e s ” c o s t s t h e c u s t o m e r a ro u n d $ 15 0 0 .
c a t e g o r y i s h i g h l y f ra g m en t e d w it h no
clear winner. V R d e v i c e s o n t h e o t he r h a n d a r e
t y p i c a l l y u s e d fo r s h or t d u ra ti o ns , i n
V R p r o d u c t s c a n a l s o b e se gm e n t ed t h e r a n g e o f 2 - 3 h ou rs o f co nt i n u ou s
into Hardware and S o f t wa r e. VR u s e . T h e y w e i g h m o re , i n t he ra n g e o f
headsets, p o p u la r ly ca l l ed “Head 4 0 0 - 6 0 0 g m s a nd h a v e le s s b a t t e ry
M o u n t e d D i s p l a y ” ( H M D) is t he m o s t life, to the tune of 3-4 hours. With
p o p u l a r h a r d w a r e p r o d uc t c a t e g or y l o w e r b a t t e r y li fe a n d h e a v i e r w e i g ht ,
i n V R . H M D s a re fu r t he r c l as s if i ed h o w e v e r c o m e s t h e b e n e f i t o f a lo w e r
into three types: p r i c e t a g c o m p a re d t o A R d e vi c e s .
C a t e g o r y 1 : V R he a d s e ts t o b e us e d P r i c i n g s t a r t s f ro m $ 1 2 0 a n d t o u ch e s
i n c o m b i n a t io n w it h S m a r tp h o n e s . $ 6 0 0 - 7 0 0 . T h e i n e f f i c i e n c y in p ro d u ct
Category 2: VR h e a ds ets to be d e s i g n ( b a t t e r y l i f e a n d w e i g h t ) a re
used in c o m b i na t io n w it h PCs the major b o t t le ne c k s in VR a nd
(Personal C o m p u t e r s), or provide i m m e ns e scope f or
Consoles. improvement.
Category 3: S ta n d a l on e VR
headsets. How AR Works
E a c h c a t e g o r y ha s a d if f er e n t s o u r c e Computer Vision is t he most

o f c o m p u t a t i o n po w er . Fo r e x am p l e , fundamental building bl o c k of AR
i n c a t e g o r y 1 , s ma rt p ho n e s p ro v i d e t e c h n o l o g y . I n t h i s s e c t io n, w e w i ll
the c o m p u t a t io n p ow er , w hil e in f i r s t i n t r o d u c e Co m p u t e r v is i on a n d
C a t e g o r y 2 P C s o r c o n so les pr o v i d e t h e n f u r t h e r e x p lo re t h e wo rk i ng o f
t h e s a m e . I n ca t e gor y 3 , t h e o n us of AR technology.
computation is em b ed d ed in the
h e a d s e t i t s e l f . G e ne ra ll y , c a t eg o ry 2 C o m p u t e r V i s i o n B a s ic s : T he g o a l o f
and category 3 HMDs a re also C o m p u t e r V i s i o n is “ t o u s e o b s e r v e d
a c c o m p a n i e d w it h “ han d co n t r oll e r s ”, i m a g e d a t a t o i nf e r s o m et hin g a bo u t
w h i c h i m p r o v e mo t io n t ra cki n g a n d t h e w o r l d . ” ( B ro wl e e , J . 20 1 9 ) Gi v e n
therefore, the vir t ua l d e vi c e a n i m a g e ( o r v i d e o s t r e a m – wh i ch i s
experience. The m a j or br a nd s a g a i n a s e t o f i m a g e fra me s ), w ha t
o p e r a t i n g i n t h e V R h ea d s e t s p a c e a r e c a n w e u n d e r s t a n d a b ou t t h e s ce n e
Sony P l a y S t a t io n , HTC V i ve a nd b e i n g p o r t r a y e d i n t ha t i m ag e ? D o e s
F a c e b o o k ’ s O c u l u s. i t h a v e a n o b j e ct , w h a t k i n d of o b j ec t ,
h o w m a n y s u c h o bje c t s a re t h e r e e t c .
Pricing and Product Features These are the key qu e s t i on s tha t
c o m p u t e r v i s i o n f o c u s e s on . It i s a n
AR devices, h a v ing varied extremely a d v a n ce d re s e a r ch field
a p p l i c a t i o n s , a r e me an t fo r lo n g a n d c a n b e f u r t h e r b r o ke n d o w n i nt o
s u b f i e l d s l i k e o bje ct de te c t i o n, o b j e c t feature e x t r a ct i on a l g o ri t h m used
c l a s s i f i c a t i o n , o bj e c t ve ri f ica ti o n e t c . e a r l i e r , t h u s d e ri v i n g a fe a t u r e v e c t o r
W e ’ l l d e l v e a l it tl e d e ep e r in t o ob je c t Y . W e t h e n c o m p a r e f e a t u re v e ct o r Y
c l a s s i f i c a t i o n , t o d e v e l o p a c le a re r w i t h X c a n d X e , t o i d e nt i fy wh i c h on e
i d e a o f h o w c o m p u t e r v isi on wo r ks . i t i s c l o s e r t o . I f i t i s c lo s e r t o X c, o u r
a l g o r i t h m w i l l c la s si fy t he i m a g e a s
We will try to u n d e rs t a n d t he C l a s s “ c ” . I f i t i s c l os e r t o Xe , o u r
underlying t h e ory of ho w o b j ec t a l g o r i t h m c l a s s i fi e s i t a s X e. In t h i s
classification w or ks t hr o u g h the e x a m p l e , s i n c e o n l y t w o c l a s s e s a re
c h a r a c t e r r e c o g n it io n p r o bl e m. used, not b e l o n g in g to cl a ss “c ”
i m p l i e s b e l o n g i n g t o c l as s “e ” . Bu t , i n
The problem st at e m en t fo r us is : c a s e o f 3 o r m ore c l a s s e s , t h e s a m e
g i v e n a s e t o f i m a ge s c o n ta in in g o nl y w o u l d n o t b e p os s i b l e .
t w o c h a r a c t e r s : “c ” a n d “e ”, h o w ca n
w e d e v e l o p a n a u t om at ed a l g o r it h m N o t e: T h i s i s a v e r y s i m p li st ic m o d e l .
t o c l a s s i f y e a c h im a ge as ei th er t h e A d v a n c e d a l g o r i t hm s w h i ch a r e us e d
c h a r a c t e r “ c ” , o r c ha r ac te r “e ” ? for c l a s s i f i c a ti o n a re much m or e
sophisticated.
T h e s o l u t i o n h er e is b r o ken in t o t w o
parts: the t r a in i ng phase a nd th e
testing phase. The two p o s s i b le
outcomes (“c” or “ e” ) a re called
c l a s s e s . A n y g i ve n i ma ge wi l l b el o n g Figure 6.1 Basic character recognition
t o e i t h e r c l a s s “c ” , o r c l a s s “e ”. algorithm
AR technology wo rk s th r o u g h th e
I n t h e t r a i n i n g p h a s e, a l a b el l ed d a ta
following steps:
s e t i s p a s s e d th r o ug h t he “f e a t u re
First step is C o m p u te r v is io n ,
e x t r a c t i o n a l g o r it h m ” . A l a be l le d d a t a
w h e r e a c o m p u te r u n d e rs t an d s t h e
s e t i s a s e t o f im a g e s , w he re e a ch
content of t he video s t re a m i ng
i m a g e i s l a b e l l e d a s eit h e r cl ass “ c ” o r
f r o m c a m e r a f e e d a n d g e n e r at e s a
c l a s s “ e ” . W e a l w a ys us e la bel led d a ta
b a s i c c o n t e x t fo r t h e w o r l d a ro u n d
sets for the t ra i n in g p h a se . For
the user.
example, a u se r w ou ld know
S e c o n d s t e p i s R e n d e r in g . O n c e
b e f o r e h a n d t h a t t he im a g e w hi ch i s
t h e c o m p u t e r h as un d e r s to o d ( i n
b e i n g p a s s e d t o t h e al g or i t hm f o r
t h e s t e p 1 ) w h a t t h e c a m e ra ( an d
t r a i n i n g i s o f c l a s s “ c” .
h e n c e , t h e u s e r ) i s l oo ki n g at , i t
s e a r c h e s f o r t h e re l e v a n t d i g it a l
In the testing p ha se , we use an
c o n t e n t a n d t he n s u p e r i mp os e it
unlabelled d a t a se t. T he o nl y
o n t h e c a m e ra fe e d , s o t h at i t
i n f o r m a t i o n t h a t w e h a ve ab ou t th e
l o o k s l i k e a p a r t o f r e a l w o r l d a nd
u n l a b e l l e d d a t a se t is th a t e ac h i m a g e
e n h a n c e s t h e e x p e r i en ce .
i n t h e d a t a s e t w il l e i t h e r b e o f c l a s s
“ c ” o r o f c l a s s “ e ” . U n lik e t he la b e l l e d
A R i s a r e a l t i m e a p p l i c a t i on & h e n c e ;
d a t a s e t , w e d o n’ t kn ow b ef o re h a n d
both the above steps have to be
w h e t h e r a g i v e n im ag e is of cl as s “ c”
p e r f o r m e d o n e v e ry fr a m e th at t he
o r c l a s s “ e ” . H o w e v e r , w e n ow h a v e a
camera c a p t u re s . i P h on e 11 ha s a
c l a s s i f i e r i n p l a c e. W e w i l l p as s t h e
c a m e r a w h i c h c ap tu re 4 k r es ol u ti o n
u n l a b e l l e d d a t a th r o u g h t h e s am e
f r a m e s a t 6 0 f p s , w h i c h g i v es u s
a r o u n d 1 6 - 1 7 m ill i se c on d p e r f ra m e to h e a d s e t s h a v e s o p h i s ti c a t e d t r a c k i n g
c o m p l e t e b o t h t h e ab ov e s te p fo r a 4k s e n s o r s , w h i c h a re e s s e n t i a l t o cre a t e
f r a m e . C o n s i d e r in g t he co m pu t at i on a l a q u a l i t y e x p e r i e n c e . T ra c k i n g o f t h e
s p e e d o f m o d e r n p ro ce ss ors , 16 - 1 7m s user’s head is d on e via i n t e rn al
is a very long t im e . Th is gives components li ke g y r o s co p e s ,
developers enough b an d w id th to m a g n e t o m e t e r s a n d a c ce l e r o m e te rs .
d e s i g n s o p h i s t i c a t e d A R a lg or it hm s . M a n y h e a d s e t s h a v e a s e t o f e x t e rn a l
s e n s o r s l i k e L E D l i g ht s an d ca m e r a s
How VR Works to further i m p ro v e the t r ac kin g
accuracy. Image data from the
I n t h e c a s e o f V R , i t is a t h re e -s te p h e a d s e t c a m e r a i s u s e d t o cr ea t e a 3D
process: model of the ro om a nd d e t ec t
S t e p 1 : V i d eo is se n t f r om PC ( v i a external l a n d m a rk s l ik e s ta i r s ,
HDMI c a b l e), or sm a r t p h o n e c o r n e r s i n t h e ro o m et c . T h e e a r li e r
s l o t t e d i n t o h e a d se t, o r f r om t h e mentioned c om p u te r vision
graphics c on tr oll e r in he a d s et t e c h n i q u e s a r e u s e d he re . R o ta t i on a l
i t s e l f , f o r a s ta nd alo n e V R h e a ds e t. and linear a c c e le ra t i o n d a ta f ro m
S t e p 2 : V R h e a d s et s e it h e r se nd 2 s e n s o r s i n t h e ha nd co nt r ol l er s i s
f e e d s o n a s in g le d isp l ay , o r ha v e used to track the u s e r’ s h a nd
t w o L C D d i sp l a ys : e a c h f or o n e movements.
eye.
S t e p 3 : V R h e a ds et s h a v e a l e n s L a t e n c y i s a n i m p o r ta n t p e rf or m a n ce
a s s e m b l y b e t w ee n th e us e r’ s ey e s p a r a m e t e r i n V R . H e a d - tr a ck i n g te ch
a n d t h e d i s p l a y , w h ich r e sh ap e s n e e d s l o w l a t e n c y to b e e f fe c t iv e - 5 0
t h e p i c t u r e ap p ro p ria te l y f o r ea c h m i l l i s e c o n d s o r l e s s o r w e w i ll d e t e c t
e y e a n d c r e a t e a 3D im a g e . t h e l a g b e t w e e n o u r h e a d m o ve m e nt
a n d t h e V R e nv ir o n m e nt c ha ng i n g .
W e a r e j u s t t r y i n g to m im ic t h e w a y T h e O c u l u s R i f t h a s l a g o f ar o u n d
o u r e y e s w o r k . Th er e i s a m i n i m u m 30ms.
r e q u i r e m e n t o f 60 fp s f r om t h e V R
h e a d s e t f o r a c on vin c i n g ex p er ie n ce . F O V E V R h e a d s e t ha s i m p l em e nt e d
T h e m o d e r n d e vic e s h a ve ca pa bi l i t ie s e y e t r a c k i n g a s w e l l , u s i n g a n i n t e r na l
w h i c h f a r e x c e ed th i s l i m i t . O cu lu s camera and i n fra r ed s e ns o r tha t
g i v e s 9 0 f p s l e v e l p er fo r ma n c e , wh i l e m o n i t o r s t h e u s e r ’ s e y e . Ev e n k e e p i n g
Sony’s P l a y S t a t ion VR g iv es 12 0 fp s o n e ’ s h e a d s t il l , w hi l e m o v in g o nl y
l e v e l p e r f o r m a n c e . A n o t he r s pe c . t o o n e ’ s e y e b a l l , w i l l l e ad t o th e V R
f o c u s o n f o r V R he a d s et w i l l b e fi e l d environment changing.
o f v i e w . I d e a l ly , V R h e a d s et sh o u ld
provide a 3 6 0 - de g re e d is p la y to Industrial Application
m i m i c t h e r e a l l if e, bu t th at wi ll be
too expensive. M ost of the VR A R a n d V R h e a d s e ts a r e e x p a n d i n g
h e a d s e t s h a v e 1 0 0 t o 1 1o d e g r ee f ie ld t h e i r m a r k e t b y cr e a t i n g e n t e r pr i s e
o f v i e w w h i c h i s e n o u gh f o r h u m a n use cases. T he re a re multiple
capability. companies using AR smart glasses in
t h e i r s u p p l y c h a i n t o im pr ov e t h e ir
Tracking is an a re a wh er e VR productivity. F or d d e s i g ne rs use
headsets try to di f fe r en t i a t e Oculus Rift to v i s u a l is e and
t h e m s e l v e s f r o m eac h o t h er , in o rd e r e x p e r i e n c e t h e i n t e ri or a n d e x te ri o r
t o j u s t i f y t h e i r p rem iu m pr i ci n g . V R d e s i g n o f t h e i r c a r s . L o ck h ee d
M a r t i n ’ s e n g i n e e rs u se AR g las se s t o O v e r a l l , t h e i n d u s t ry i s m o v in g a w a y
g e t r e a l t i m e v i sua ls o f t he ir a ir c ra f t s f r o m h a r d w a r e b a s e d t e c h n o lo g ic a l
a n d o v e r l a y i m a g es wit h in st r u c t io ns i m p r o v e m e n t s a n d t o w a rd s s o ft w a re -
i n a r e a l w o r k in g e nv i ro n m en t . T h e b a s e d i m p r o v e m e nt , w i t h a fo c u s on
company has r ea l ise d an a n nu a l c r e a t i n g e n t e rp ri s e l e v e l u s e ca s e s ,
s a v i n g s o f $ 1 0 m i l li o n i n i t s p r o d u c t w h i l e c r e a t i n g mo re c o n t e n t on pl a y
l i n e ( S o u r c e : S ta ti s t a) . s t o r e s . C u s t o m e r en te r p r is e s a r e a l s o
i n t h e p r o c e s s o f e xp lo r in g h o w t o
V i t a l E n t e r p r i se ha s c re a te d a n AR u s e A R - V R f o r p ro d u c t i v it y re la t e d
software which m a k es i n s tru c ti o n s i m p r o v e m e n t s i n t he i r v al u e c ha in s ,
a v a i l a b l e i n a h a n d s f ree a n d v oi c e - s u c h a s p r o d u c t i o n s u pp l y c ha in s . P M
controlled format. As se mb l y and roles in customer e n te r pr i s e s are
maintenance e n g in eer s can access e x t r e m e l y g e n e ri c a n d e xp lo ra t o ry ,
i n s t r u c t i o n s u s in g A R g l a sse s i n s t e a d while in A R -V R m a n u f a c t u ri ng
o f r e a d i n g l o n g p df s of i n st r uct io n s . enterprises, PM ro le s a re more
software focussed.
“ F o c u s i s s h i f t i n g fr o m ta l k in g a bo u t
t e c h n o l o g y b e n ef it s to sh o w i n g r e a l References
a n d m e a s u r a b le b u s i n e ss o u tc o m e s,
i n c l u d i n g p r o d u c t iv it y an d e ff ic i e nc y B a r d i , J . ( 2 0 1 9 , J u l y 03 ). W h a t i s
g a i n s , k n o w l e d g e tr a n s f e r , e m p l o y e e 's V i r t u a l R e a l i ty ? V R D e f i ni t io n a nd
s a f e t y , a n d m o r e en ga g i n g c us t o m er Examples. R e t ri e v e d S e p t e m be r
e x p e r i e n c e ” – I DC r ep or t 20, 2020, fr o m
h t t p s : / / w w w. m a rx e nt l a b s . c o m / w
Industry Status and Product h a t - i s - v i r t u a l - re a li ty /
Manager Roles Brownlee, J. ( 2 01 9 , July 05 ) . A
G e n t l e I n t r o d u ct i o n t o C om pu t er
F i g u r e 2 s h o w s t h e c u rr en t i n d u s t ry Vision. R e t ri e v e d S ep te m b e r 20,
s i z e a n d t h e f o rec a s ts fo r 2 0 20 . T he 2020, fr o m
industry is expected to go through a h t t p s : / / m a c h i ne l e a r n i ng m a st er y .c
high growth p e rio d, w it h a C A GR o m / w h a t - i s -c om pu t e r-v i s i o n /
f o r e c a s t o f 7 7 % fo r th e AR -V R ma r k e t W h a t I s A u g m e n te d R e a l it y ? ( 2 01 9 ,
s i z e o v e r t h e 2 0 18 0 - 2 0 2 3 p e r iod . December 1 8) . R e t ri e v e d
September 20 , 20 20 , f rom
h t t p s : / / w w w. f i .e d u / w ha t -i s -
augmented-reality
Figure 6.2 AR-VR market size and 2020

forecasts
N o t e : t h e s e f o r ec as ts a r e P r e -C OV ID
f i g u r e s . T h e a b so l ut e v a lu e m a y c a r r y
l i t t l e v a l u e , b u t t re nd s a re u s e fu l.
Bhavnoor Singh, Ishmeet Singh
What is Big Data V a r i e t y r e f e r s to t h e div e rs ity o f

data g e n e ra t ion s o urc es and
D a t a i s t h e m o s t e ss en t ia l c o m p o ne n t f o r m a t s . S o u rc e c a n b e s t ru c t u re d ,
i n d e c i s i o n - m a k i n g a n d s e r ve s a s t he n u m e r i c d a t a t o u n s t ru c t u re d t ex t
r a w m a t e r i a l f o r ac co u n t a bil i t y. B i g documents, e m a ils , vi d e os and
D a t a r e f e r s t o d a t a w h ic h is s o l a r g e , f i n a n c i a l t r a n sa ct io n s .
g e n e r a t e d a t s u c h a pa c e a n d i s s o
c o m p l e x t h a t i t is d if ficu l t t o p r o c e s s Over the y e a rs, many a dd i tio na l
a n d u s e i t w i t h t r a di tio n a l m e t h od s . dimensions have be e n added, bu t
Major i m p r o v em en ts in p r oc es s i n g m a j o r l y t h e r e a r e t h re e m o r e :
p o w e r , s t o r a g e d e n s it y an d i n te r n e t Variability r e f e rs to c h an g e of
a c c e s s w i t h c l o u d h a ve l e d to a r a p i d meaning w it h co n t e xt . Al so ,
e v o l u t i o n i n t h e f iel d , m a k in g B i g businesses n e ed manage d a il y,
D a t a a c c e s s i b l e t o a ny c o m p a n y . s e a s o n a l a n d e ven t - t rig ge r ed pe a k
data loads.
B i g D a t a w a s c ha r a c t er ise d i n t h e Veracity of d at a r e f e rs to
f o r m o f t h r e e V ’ s by D o u g L an e y , a n r e l i a b i l i t y a n d a c c u ra c y a s p e c t s o f
i n d u s t r y a n a l y s t b a c k i n t he 2 0 0 0 s : i t . A s d a t a c om e s fr o m v a r ie t y o f
V o l u m e r e f e rs t o th e l a r g e s iz e o f sources, t h er e are a lo t of
the d a t a s e t s. Data c o m es fr om challenges associated w it h
many sources r an g i n g from cleaning, l i n k in g , m a t ch ing and
transactions, I oT s en so r s a nd , t r a n s f o r m i n g t h e da t a t o ma in ta in
industrial and m a n uf a ct u ri n g u n i f o r m i t y o f o p e ra t io n s.
equipment, a u d io - v isu a l data, V a l u e r e f e r s t o u si n g da t a a s a
s o c i a l m e d i a m in in g a nd m ore . game c ha n g e r . Le v e ra g in g
V e l o c i t y r e f ers t o th e h igh s p e e d technologies su c h as Machine
o f d a t a g e n e ra t io n. Wi t h ad op t io n learning and S im u la t io n ,
of IoT, data co m es at an companies ca n t ran s f o rm t he i r
unprecedented s pe e d a nd is business model and e xp lo r e
handled in real t ime . E g. R F ID f u t u r i s t i c s c e n a r io s .
t a g s , s e n s o r s an d s m a rt m e ter s .
B i g D a t a c a n b e c l as s if i e d b a s e d o n
t h e s o u r c e t h a t i t i s c om i n g f ro m , or
b a s e d o n t h e fo r m in w h ic h i t i s
coming.
Internal Data Big Data Architecture
D a t a g e n e r a t e d w it h in the o p er a t i o ns
of a b u s i n es s. Fo r ex a m p l e, T h e a r c h i t e c t u r e c om p o ne nt s o f a b i g
transactions, i nv en to r y, c u s t om e r d a t a s y s t e m t y p i c a ll y c on s is t o f fo u r
data etc. layers:
1. S o u r c e s L a y e r – T hi s i s t h e l a y e r
External Data w h e r e w e s o u r ce t h e d a t a f ro m .
Data sourced from e x te rn a l T h i s i s d i f f e re nt f ro m wh e re d a t a
s o u r c e s . F o r e x a m p l e , tr a ff ic, ce ns u s , i s o r i g i n a t e d , a s th e S o u r c e s l a y e r
industry data etc. r e f e r s t o d a t a w h i c h h a s a lr e a d y
b e e n r e c o r d ed a n d s t o re d i n t he
Structured Data f o r m o f d a t a w a re h o us e s , D a ta ba s e
D a t a w h i c h i s h ig hly sp e ci f ic a nd i s management s y s t em s (SQL or
s t o r e d i n a p re d ef in e d f o r m a t . F or NoSQL) etc.
example, g e o - l oc at io n s , employee 2. S t o r a g e L a y e r – H e re , th e d at a i s
d e t a i l s , m a r k e t in g c a m p a ig n s e t c . t a k e n f r o m t h e s o u r ce la y e r a n d
stored in a s u i t a bl e fo rm a t to
U n s t r u c t u r e d D a ta p r o c e e d w i t h a na ly s i s . T h e f o rm a t
D a t a s t o r e d i n va r ie d f o rm s , w h ic h is decided ba s e d on the
c a n n o t b e a n a l yse d in a f ix e d fo rm . r e q u i r e m e n t s of t he d a ta a n a l y t ic s
For example, so ci a l m e dia , b l og tool.
c o m m e n t s , v i d e o /im a g e et c . 3. A n a l y s i s L a ye r – In this l a y e r,
there are various a n a ly t i c s and
N o w a d a y s , t h e co n c ep t o f ho r iz o n t a l b u s i n e s s i n t e l l i g e n ce to o l s wh i c h
scaling (more m a c h in es w o r ki n g e x t r a c t i n s i g h t s f ro m t he s t o r e d
p a r a l l e l l y ) i s u s ed f o r in te n se d a ta data.
s t o r a g e o r p r o c e s si n g. Ho we ve r , th i s 4. C o n s u m p t i o n L a ye r – T hi s i s t h e
s t r a t e g y i n c u r s a n a d d it io n a l p en a lt y final layer of the ar c h it e c t u r e
of c o m p l e x it y. M o st cloud which i n t e r f ac e s w i th t he end
applications a re on di s t ri bu t e d u s e r . T h e o u tp ut o f t h e an a ly s i s
systems (network that s t o r es and later is presented in visual or
s h a r e s d a t a o n m o re t ha n on e n o d e at d a s h b o a r d t y p e of f o rm a t s .
t h e s a m e t i m e ) . Th e C A P th e o r em
states that while d es ign i n g a
management s ys t em we c an on ly
choose 2 out of t he fo ll o wi n g 3
characteristics – C on s is te n c y ( a ll
clients see the sa m e d a ta across
n o d e s a t t h e s am e t i m e ) , A va il a b il i ty Figure 7.1 Big Data Architecture
( a n y c l i e n t m a k in g a r e q ue st g e t s a
B i g D a t a T e c h n o l og ie s
valid response al l the t im e ) a nd
Partition T o l era n c e ( cl u s t e r
T h e p l a t f o r m o f B i g D a ta i s l i k e a n
continues to w o rk d e sp i t e any
ecosystem. There are t h re e b r oa d
number of c om m un i c a t io n
components associated – D a ta
b r e a k d o w n s b e t w ee n t he n o d e s i n a
M a n a g e m e n t , D a t a A n a l y s i s a n d t he
system).
I n f r a s t r u c t u r e s id e .
Data Management – W it h in d a ta Infrastructure – In fra s t ru c t u re
management, t h er e are in g e s tio n r e f e r s t o t h e m e d i u m t h ro u g h w h i c h
platforms like Flume and S qo op , these t e c h n o lo g ie s a re s t o r ed ,
t h r o u g h w h i c h da t a i s t r a n sp o r t e d provided and accessed. These ar e
f r o m v a r i o u s so ur ce s t o a st o r a g e mainly cloud services like AWS,
medium. Then t h e re are st o ra g e Azure, GCP, W hi r r e tc . Fi g ur e 2
t e c h n o l o g i e s l i k e H a do op a n d N oS Q L . shows M i c ro s o ft ’s Big Data
T h e y h e l p i n s t or i n g t h e da t a i n t h e ecosystem.
form of c l u s t er s , w it h a node
a s s i g n e d , t h a t c a n be ac c es se d f ro m
a n y p a r t o f t h e sy ste m. Th er e a r e a l s o
cluster a d m i n i str a t io n tec hn ol o g i e s
l i k e A m b a r i a n d C hu kw a, w h i c h h e l p
i n m a n a g i n g a n d m on it o rin g c lu s te r s .
Finally, we have data g ov e r n a n ce
t e c h n o l o g i e s l i k e Ea gl e a n d F a l co n ,
w h i c h h e l p i n c o n t ro ll in g t he q u a l i t y
a n d s e c u r i t y a s p e ct s o f d a t a . Figure 7.2 Microsoft HDInsight
ecosystem
D a t a A n a l y s i s – Fo r d a t a a n a l y s i s ,
B2C Applications
there are q u e ry t ec h n o l og i es l ik e
H i v e , I m p a l a a n d Dr il l , wh ic h p r ov id e
M a j o r c o m p a n i e s u s in g B i g D a t a i n
interactive query s up p o rt f or the
their operations c an be c l a s s if i e d
stored data. Th er e are b a t ch
b a s e d o n t h e i r i n d u st ri e s.
p r o c e s s i n g e n g i n e s l ik e E TL , Pi g a nd
Oozie, which h e lp in sc a l i n g out
BFS – B an ki ng and fi n a n ci a l
c o m p u t a t i o n s , in o r der t o ha nd l e a
service i nd u s t r y i n c l ud e s
l a r g e v o l u m e o f d at a . U n l i k e re a l-
i n s u r a n c e p r ov i d e rs , ba nk s , c r e d i t
time processing, ho w e ve r , ba t c h
c a r d p r o v i d e rs , e t c . B i g D a t a i s
processing is e xp ec ted to ha ve
used in insurance a nd t r a d in g
latencies (the t im e b et w e e n data
operations, i d e n t i fy i n g a nd
i n g e s t i o n a n d c o m p u ti n g a r e s u l t) ,
detecting fraud, a n a ly s in g
t h a t m e a s u r e in m in u te s t o h ou r s .
portfolio a nd v a l ua t io ns . Data
T h e r e a r e a l s o d a ta s tr e am e n gi ne s ,
s e c u r i t y a n d g ov e r n a n ce i s cri t i c a l
w h i c h a r e a n i m p rov em en t o ver b a t c h
in this industry.
p r o c e s s i n g . T h ey p ro ce ss da t a o v e r
Retail – This includes sales of
rolling windows or m os t recent
g o o d s a n d s e rv i c e s a n d u s e c a s es
records, r e m o vin g th e la te n c y .
across s u pp l y chain, v en d o r
E x a m p l e s o f s u c h t e c h n ol og i es ar e
m a n a g e m e n t, a n a ly s i n g s h opp i n g
K a f k a a n d S p a rk . F i n a l ly, t he r e a re
baskets, and other service based
A d v a n c e d a n a l y t ics t e chn ol og ies lik e
categories.
Mahout and S p ar k w hi c h a p p ly
H e a l t h c a r e & L i fe Sc i e n c e s – T h is
Machine l e a r n in g to B ig D a ta to
includes bi ot e c h companies,
perform m or e a d v an ce d
research institutes, h e a lt h
computations.
i n s u r a n c e p ro v i d e r s , w ho u s e b i g
data for p h a rm a R&D, disease
m a n a g e m e n t, d r ug e f f i c a c y e tc .
ICT – This i nc l ud es co m p a n i e s c a u s i n g e q u i p m e n t f a i l u r e a nd th e n
that work on s of t w a re and perform maintenance a ct i v i ti es in
information s y s t em s , and o th e r time, leading to m a i n te na nc e c os t
t e c h n o l o g y b a s e d c om p a nie s . U s e s a v i n g s . S o m e e x am pl e s i n c l u d e :
c a s e s i n c l u d e da t a a n a ly sis . S c h n e i d e r E l e ctr i c’ s P R i S M, a b i g
Media & E n t e r ta i nm e n t – This d a t a s o f t w a r e s ol u t io n, d i a g no s e s
includes c o m pa nie s w ork ing in e q u i p m e n t i s s ue s in a d v a n c e a n d
print media, te le vi s io n , radio, p r o v i d e s e a r l y w a rn i n g s . S o u t h er n
gaming, and o nl in e a d v e r ti s in g . C o m p a n y i n t h e U .S c ur r e n t ly u s e s
M o s t c o m m o n ly b ig d at a is u s e d in the system.
d e l i v e r i n g c o n te nt a n d o p ti m i z in g GE’s Predix p l a t fo r m uses
workflows. a d v a n c e d p r e d i ct iv e a n a l y t i c s t o
T e l e c o m m u n i c a t io n s – T e le c o m identify p a t t e r ns f ro m da ta s e ts .
service p r ov id er s and o p er a to r s E n e l , a n I ta l i a n M N C, a c ti v e i n
u s e b i g d a t a t o i m p r ov e c u s t o m e r electricity g en e r a t i o n and
service, churn m a n a ge m e n t a nd d i s t r i b u t i o n s e c t o rs , u s e s P r ed ix
f o r o p t i m i z i n g t h eir n e t wo rk . p l a t f o r m t o a c h i e v e t he f o l lo wi n g
Government – Th is in c lu d e s all 4 g o a l s – i n cr e a s e d p e r fo rm a n ce ,
government a f fil ia t e d en ti ti e s increased r e li ab i l i t y , o pt i m iz e d
such as i n te ll ige nc e agencies, o u t p u t , a n d re d u c e d c os t s.
d e f e n c e & m il it a r y. So me o f t h e
most c o m m on use ca s e s are B i g d a t a p l a y s a l a rg e r o l e i n ut i li t i es
Cybersecurity, d e fe nc e , legal c o n s u m p t i o n m a na ge m e n t – U ti l i t i e s
intelligence, d i s a s t er c o m p a n i e s u s e a d e ma n d re s p o n s e
p r e p a r e d n e s s , & la w en fo rce m e n t . strategy to s p re ad th e energy
c o n s u m p t i o n f r o m t h e p e a k h o u rs of
B2B Applications t h e d a y t o o th e r p a r t s o f t h e d a y
w h e n d e m a n d i s l ow e r .
B i g d a t a a n a l yt ics c a n a d dr ess a n d T h e n a t i o n a l g ri d i n t h e U .K h a s
improve many iss ue s in B2B partnered w i th Open E ne rg i to
industries – o p era ti o na l , strategic, explore the us e of a u t o ma t e d
f i n a n c i a l , e t c . Co ns id e r t h e e xa m pl e d e m a n d r e s p o n s e i n s t a bi li z i n g t he
o f t h e p o w e r se ct o r . The i n d u s t ry g r i d . T h e f o c u s w a s o n f re q u e nc y
infrastructure is be c o m in g s m a rt , control w h i ch requires fast
with b u i lt - in pr o ce s s in g , r e s p o n s e f r o m th e s y s t e m .
connectivity, and se n s in g
c a p a b i l i t i e s . T e c h no lo gy sys te ms l i k e Big data to be u se d to o p t i m i ze
e l e c t r i c v e h i c le s (E Vs ), i nt e r n et of electric vehicle c h a rg i ng – EVs
things (IoT), sm ar t h o m es , g r id generate datasets of v a ri o u s
m a n a g e m e n t s y s te m s, a n d ot h e rs a r e p a r a m e t e r s a n d f r o m v a ri o us s o u r c e s
l i k e l y t o i n t e r f a ce wi th u t il i t ie s a nd w h i c h c a n b e c ol l e c t e d vi a v e h i c le -
provide them w it h p o t en t i a l l y t o - g r i d ( V 2 G ) c ha rg i n g s y s t e m s . T h i s
v a l u a b l e d a t a . Cu rr e n t l y , t her e a r e d a t a c a n t h e n b e a n a l y s e d t o d e v e lo p
f e w p l a y e r s i n t he w or l d wh o h a v e new effective charging s t a t io n
a c t i v e l y a d o p t e d big d a t a a n a l y ti c s . policies, d e v e l op smart ch ar g i n g
a l g o r i t h m s , s o l v e t h e i s s u e s of e n e rg y
Big Data a n al y tic s h el p power efficiency, and even c a lc ul a t e the
c o m p a n i e s a v e r t tu r b in e f a il u r es – B y required c a p a ci t y of e l e c t ri c a l
utilizing p re dic tiv e models, distribution systems to manage the
c o m p a n i e s c a n s t ud y v ar iou s f ac t o rs future load.
PM & Big data t h e s e M V P s , P r o d u c t a na ly t i c s c a n
i n f o r m P M s a b ou t t h e f e a t u r e s t h a t
Organisations u s ua l ly h av e data a r e w o r k i n g a n d t h o s e w hi c h ar e n o t .
scientists l e a d in g a te a m of da t a A n a l y t i c s h e l p i n c re a ti ng a pro d u c t
analysts for a ll the big d a ta r o a d m a p , w h i c h c a n t e l l w he r e t h e
o p e r a t i o n s . B y cr e a t i ng a se p a r a t e product is c u rr e n t ly , wh e r e th e y
t e a m , b u s i n e s s e s so m e t im es c re a te want it to go and how to get it there.
y e t a n o t h e r ‘ s il o’ , w h ich i s i so l a t e d
from the rest of the f un ct i o n a l T e s t – P r o t o t y p e s a r e t e s te d i n f r on t
g r o u p s . F o r a p ro d u c t m a na g e r , b i g of users at this s t ag e . Usually
d a t a c a n b e a n im po r ta n t to ol in a p r o d u c t s a r e re le a s e d i n t o a pp s o r
t y p i c a l p r o d u c t d e ve l op m e n t c y cl e . websites for A/B testing, he n c e
We explain it t hro u g h the Design a p p / w e b A n a l y ti c s d a t a g i ve s a b r oa d
Thinking method: user feedback. No w a d a y s , s o ci al
media mining helps p e r f or m
E m p a t h i z e – T h is p ha se i s a l l a b o u t sentiment a n a ly s is , and gauge t he
u n d e r s t a n d i n g th e c us to m e r - wh o p e r c e p t i o n o f u s e r s a s w e l l.
they are, t h e ir p a in s, pr o bl e m s ,
a t t i t u d e s , a n d wh a t t he ir e m o t io n a l Things To Look Out For
g o a l s a r e . P M s c an l ook a t w e b s i t e o r
app analytics, ob se r ve the user P e r s o n a s – U n d e r s t a n d t h e e nd u s e r
j o u r n e y s , u n d e r st an d t h e h e a t m a p s o f t h e p r o d u c t. Di f fe re n t g r o u p s w i ll
and where u s er s end up , to gain b e a t d i f f e r e n t l e v e l s o f d a t a li t er a cy .
insights. S o , p o s s i b l e g r o u p i n gs co ul d b e : d a ta
producers, data c on s u me rs , data
D e f i n e – I n t h i s p h as e, a PM d e fi n e s maintainers etc. T he se co u l d be
t h e p r o b l e m t h a t t h ey a re go in g t o further divided i nt o d if f e r e n t
s o l v e . D a t a v i s ual iza t io n t oo ls a l l o w functional r o le s a nd use case
P M s t o i s o l a t e p a in p o in ts a n d at t ac h scenarios. For example, data
root causes to th e m. It is also producers c o u ld be d i v id e d i nt o
i m p o r t a n t t o c h a r t o ut d if f er e nt u s e r e n g i n e e r s , e x e c u t i v e s ( we b b a s e d u s e
personas, w h er e th e p r od u c t or phone based), etc.
p o s i t i o n s i t s e l f vi s- à -v is c o m pe ti t o rs
to segment users. Analytics – This i n v o l ve s the
application p ar t of th e da t a and
I d e a t e – H e r e , P M s c om e up w it h a e x t r a c t i n g i n s i g ht s f ro m i t . O ne m u s t
b u n c h o f d i f f e r e n t w a y s t o s ol v e t h e b e c o g n i z a n t o f a ll t h e s t e p s i n vo lv e d
p r o b l e m . I t i s n ec e s s a r y t o e v al ua t e b e t w e e n s t o r i n g d a t a a nd re t ri e v in g
different ideas. L ar g e amounts of it to perform a n a l y si s . One must
h i s t o r i c a l d a t a (in t e r na l + e xt e rn a l) , consider how the data will be
along with th e data f r om t he retrieved and p ro c e s s e d , and
empathize p h a se can be used to c o n s e q u e n t l y w h a t t he re q u i r e m e n ts
assign w e i g ht s to di ff e re n t of it are. T he r e a re m u lt i p le
parameters and s ho rt l i st t he m o st companies o f f e ri n g re a d y to use
relevant ideas. s o l u t i o n s , a n d s om e o f t h e s e c a n b e
outsourced as well.
P r o t o t y p e – T h e ide a s a r e tu r n ed i n to
a n M V P i n t h i s st a g e. A s t h e y b u i l d
V i s u a l i z a t i o n – To m a k e t he be st u s e o f t h e d a t a p re s e n t i t i n a n i n t u it i ve a n d
u s e r - f r i e n d l y w ay . A P M m us t u nd e r s t a n d t h e us e r pe r s o n a s an d d e m o g ra p h ic s ,
t h e i r m i n d s e t w h e n u si n g da ta a n d t h e a c c o m pa n y i n g f or m fa ct o r .
S t o r a g e – W h i le a PM d o es no t d e fi n e t h e t e c h ni c a l re q u i re m en ts , h e / s h e is
r e s p o n s i b l e f o r d e fin in g t he us e c a s e s an d bu si n e s s m o d e l . Th e d a ta t yp e u s ed
w i l l i m p a c t t h e k in d o f d a t a b as e t o u se . F o r e x a m p l e , fo r a s t ru c t u r e d da t a bas e a
r e l a t i o n a l d a t a b a se l i ke a n SQ L Se rv e r w o u l d w o r k, b ut fo r u n st r uc tu r e d d a t a , o n e
w o u l d u s e a s c he m a l e s s d at a b a s e s uc h a s M o n go D B o r H a d o o p . A P M ’ s jo b i s to
d e f i n e c l e a r l y t he u s e c a s e s a n d t h en c on v e y t h o se t o th e e ng i n e e ri n g t e am .
S i m i l a r l y , o n d e ci din g wh er e to s t or e d a t a , o n cl o u d o r o n - pr e m i s e , a P M m u s t
a n a l y s e t h e R O I f or e a c h a p p r oa ch .
M u l t i p l e A c c e s s P o i n t s – T he re ar e m ul t i p l e p r od u c t s t ha t d i f fe r en t p e o p le
p r e f e r , a n d i t i s di ff ic u l t t o m ak e a on e - st o p t oo l . H e n c e i n cl u d e i m p o r t a n d
e x p o r t c a p a b i l i t ies an d o th er m i g ra t io n f ea t ur es t ha t a ll o w t h e u s e r t o t r an s f e r
d a t a b e t w e e n s ys t em s t h rou gh va r io u s m e th o d s , a n d n o t re s tr ic t e d ju s t t h r o u gh
t h e u s e r i n t e r f a c e s (U I s ) . C re a tin g an o p e n A P I is o n e w a y to d o s o .
S e c u r i t y – S e c u r i ty is a b i g c o n c e rn for v a r i ou s s t a k e h o ld e r s , s i nc e w e are
d e a l i n g w i t h p ri va t e a nd se n s i ti v e d a t a . A s a P M o n e m u s t e n su re t h a t s e c u r it y i s
kept a priority s in c e t he be g i n n i n g of t he de v e l o p m e nt p ro c e s s and is
i n c o r p o r a t e d i n a l l fea t u r es of t h e p ro d u c t , a c r o s s t he fu ll s ta c k , ri g h t f r o m t h e
d a t a b a s e t o t h e U I an d AP Is. C orr ec t q u a li t y c on t r ol m e a s u r e s s h o ul d b e i n p la c e
a n d b u g s r e m o v e d i n f r eq ue n t t es t s .
Practice Case Study
S a m p l e – B 2 B s oc i a l me d i a d a ta a n a l y t i c s p r o c ess in a fi r m lik e S p ri nk lr
T h e s t e p s i n v o lv e d i n th i s p r o c e s s w ou ld b e – Id e n t i f y i ng d a t a s ou rc e s , C a p t u r i n g
d a t a , P r o c e s s i n g da t a , Pr e se n ti n g fi n d i ng s , a nd f i na l ly G e n e ra t in g In s i gh ts .
Figure 7.3 Social Media Data Analytics
E x e r c i s e – C a n B ig D a ta an d Des ig n h t t p s : / / w w w. a c c e n t u re .c o m / t0 0 0
thinking be u s ed to he lp co m b at 1 0 1 0 1 T 0 0 0 0 0 0Z _ _ w _ _ / m x -
COVID 19? e s / _ a c n m e d i a / A c ce nt u re / C o n v e r
sion-
References A s s e t s / D o t C o m / D o c u m e n t s / G lo b
a l / P D F / D u a lp u b _ 7 / Ac c en tu re -
h t t p s : / / l i n k .s p ri ng er.c om / ch ap t e Big-Data-POV
r / 1 0 . 1 0 0 7 / 9 7 8-3 -3 19- 67 92 5 -9 _ 1 h t t p s : / / w w w. s c i e n ce d i r ec t . co m / s
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Prakhar Gupta, Seema
What is IoT
T h e I n t e r n e t o f Th in g s is e ss en tia l ly a
b u n c h o f d e v i c e s co nn e c t ed to ge th e r.
I o T d o e s n ’ t r e q u ir e t ha t th e n et wo r k
connecting the d evi ce s be the
internet. H o w e ve r , g ive n t ha t th e
Figure 8.1 The IoT stack
I n t e r n e t i s t h e n e tw o rk co n n e c t in g
m o s t s y s t e m s , t h e t e rm in o l o g y ho l ds .
D e v i c e H a r d w a re
The device hardware forms t he
I o T i s w i d e l y re ga r d e d a s t he f o u r t h
b o t t o m - m o s t l a ye r o f t h e I o T T e ch
s t a g e o f t h e i n d us t ri a l r e v o l u t io n a nd
s t a c k . T h e t w o pr i m a r y co m p o n en t s
i s t o u t e d t o b e a s im pa ct f u l a s t he
of the device h ar d w a r e a re the
steam engine, a s sem b ly l in e , or
s e n s o r s a n d t h e p ro ce s so rs .
personal c o m pu t e r . Th e r a pi d
d e v e l o p m e n t i n a r t ifi c i al i n t e ll i g e n c e ,
T h e s e n s o r s c o l l e ct raw d a ta fr o m t h e
big data a n a lyt ics , and in t e r ne t
surroundings, wh i c h is pr o c es s e d
c o n n e c t i v i t y , a re t he ke y d r iv er s in
f u r t h e r t o g e n e ra t e a n o ut pu t t h at
t h e a d o p t i o n o f In t e r ne t o f T h in g s
c a n i n f l u e n c e so m e ot h e r s y s t e m . A
b a s e d t e c h n o l o gi es .
t y p i c a l I o T s y s t e m c an ha v e a n yw he r e
b e t w e e n t e n s a n d m il l i o n s o f s en s or s
The IoT Tech Stack depending on its complexity.
T h e I o T T e c h s t ac k co ns ist s of 5 T h e m i c r o p r o c e ss o r s f o rm a n i n t e gra l
layers. These a re the device p a r t o f t h e d e v ic e h ard w a r e, a n d a l o t
hardware, d ev i ce so ft w a r e , o f t h e m p u t t o g et h e r, fo rm t he b a si s
c o m m u n i c a t i o n , d a t a & a n a l yt i cs , a n d f o r c r u n c h i n g t h e h ig h - ve lo c it y da ta
t h e a p p l i c a t i o n l a y er . t h a t a r e g e n e ra t e d b y t h e sen s o rs
a n d u s e i t f o r pr o c e ss in g i n o t h e r
stages.
Device Software T h e m o s t i m p o rt a n t t hi n g t o c o ns i d e r
T h e d e v i c e s o f t wa re is p ri ma ril y t h e w h e n d e s i g n i n g a n Io T s y st e m i s t o
operating s ys te m and the u n d e r s t a n d t h e n a t u re a n d v o lu m e o f
applications b u il t on to p of the d a t a y o u w i l l re ce i v e , an d s e e w hi c h
o p e r a t i n g s y s t e m , t o c o n n ec t t o th e o f i t i s r e l e v a nt an d n e e ds to b e
u p p e r l a y e r s i n the t e c h st a ck . extracted. U s in g t h is i n f o r m a ti o n ,
one can then design the system to
T h e o p e r a t i n g sys t em t o b e u s e d i s h a v e t h e a b i l i t y t o p r o ce s s s u ch d a t a .
determined on the b as is of th e
complexity of t he sy s te m, a lo ng T h e r e a r e a l o t of c lo ud A P Is t ha t c a n
d i m e n s i o n s s u c h a s w het he r i t ha s to help generate i n s ig h t s using
b e r e a l - t i m e , a n d t h e a m o u n t of d a t a sophisticated data analytics
t h a t n e e d s t o b e p ro ces se d . An o t h e r t e c h n i q u e s a n d c an h e lp ma ke s e ns e
c r i t i c a l f a c t o r i n d e c id ing on t he OS o f t h e d a t a c o l l e c t e d a n d p ro c e s s e d
i s t h e k i n d o f in te rf a ce av a il a bl e i n so far.
the layers a b ov e. L in u x is on e
o p e r a t i n g s y s t e m t h at i s w id e l y us e d Applications
in IoT design. T h e l a s t l a y e r i n t he t e c h s t a ck i s t h e
applications layer. These can t a ke
C o m m u n i c a t i o n Lay e r different forms l ik e web-based or
T h e c o m m u n i c ati on l a y er f o r m s t h e app-based depending on th e
backbone of any Io T s ys t em and r e q u i r e m e n t . T h e a p pl i c a t io n s l a y e r
c o n n e c t s t h e d iff er e n t d e vic e s t ha t i s t y p i c a l l y t h e l a y e r t ha t t h e e n d -
c o m p r i s e t h e s y st e m . user interacts with and sees.
There are f iv e b ro a d t yp es of T h e r e a r e m u l ti p l e e x a m p l e s o f are a s

c o n n e c t i v i t y : b l u e to ot h, r a dio , w i -f i , i n b o t h B 2 B a n d B 2 C se g m e n t s o f I o T
c e l l u l a r , a n d sa t e ll ite . T h e se d i f f e r a p p l i c a t i o n s . S o m e e x a m p l e s i n th e
m a i n l y i n t h e ir op er a t in g f r eq ue nc y B2C space are Pawscout (A dog
a n d t h e r a n g e (d is ta n c e) t ha t t h e y tracking app), or Amazon go.
s u p p o r t . T h e tr a de -o f f b e t w e en the
t y p e o f c o n n e c t i vit y i s o f t e n in t e r m s O n e E x a m p l e in t h e B 2B s p a ce i s
o f c o s t a n d t h e ki n d of ha rd wa r e a n d S o u t h E a s t W a te r , wh i c h m a d e a n a p p
s o f t w a r e t h a t ha s be en u s ed in t he to improve its c li e n t s ' s e rv ic e
lower layers. delivery and CRM scores. A n o t he r
c o m p a n y C S G h a s m a d e Io T s o l u t io n s
There are a l so c om m u n ic a t io n specifically fo r th e
protocols that de f ine h ow t he s e t e l e c o m m u n i c a ti o n s s e ct or .
devices interact w ith each ot h e r .
Some examples in c lu d e IP V4 / V 6 ,
J S O N - L d . a n d W eb S oc k e t.
D a t a a n d A n a l y tic s
There is a l ot of data th a t is
g e n e r a t e d i n a n I oT s y st e m . T h e d at a
c a n b e e i t h e r in a st r uc t ur e d or a n
u n s t r u c t u r e d f o r m at (w hi c h n e e ds t o Figure 8.2 Images of pawscout and
amazon go
be i n t e r p r e te d be f o re b e in g
p r o c e s s e d f o r f u r t he r us e) d e p e n d i ng
o n t h e k i n d o f s ys te m.
Growth Potential S m a r t C i t i e s - O n e o f t h e m os t
i m p o r t a n t a n d pr om is i ng u s e c a s e s
T h e I n t e r n e t O f T hin gs i s tak in g o ve r of IoT is in d e v e l o p i ng s m a rt
m a i n s t r e a m b u sin es s u se ca se s, a nd cities. IoT systems can sync up
provides o p p o r t u nit ies to c re a t e different t ra ff i c li g h t s across
d i s r u p t i v e s o l u t io n s f or di f fe r en t u s e c i t i e s a s p e r re a l - t im e d a t a , wh i ch
c a s e s a c r o s s i n d u st r ie s . T h e n u m b e r w i l l h e l p r e d i re c t a n d s y n ch ro n i z e
o f I o T c o n n e c t e d d evi ces is es tim a te d t r a f f i c a s a n d w h e n n e e d e d . T he
t o i n c r e a s e f r o m 9 . 9 b i l l io n i n 2 02 0 t o sensors in bu i l d i ng s l ik e CO 2
21.5 billion in 2 02 5 . As per the s e n s o r s , s m o k e d e t e ct or s , ca m e ras
g r o w i n g d e m a n d I o T m ar ke t w il l g ro w e t c . c a n o p t i m i z e b u i l d in g s ' e n e r g y
g l o b a l l y a t a 2 6 .9% C AG R , fr om $ u s a g e . P o w e r e ne rg y g ri d s c a n b e
170.57 billion in 2 01 7 to $5 6 1 . 0 4 s y n c e d f u r t he r t o pr ed i c t e n e rg y
b i l l i o n b y 2 0 2 2 . T h e ad op t i o n o f th e surges and then r e d i s t ri b u t e
cloud p la t fo r m, di gi t a l energy as per r e q u ir e m e n t .
t r a n s f o r m a t i o n , 5 G , a n d r ed u c t io n in N u m e r o u s o th e r f u n ct i on s c a n b e
the cost of s en so r s are other i n t e g r a t e d u s i n g Io T d e v i ce s t o
a t t r i b u t e s t h a t ha v e c o n tri bu te d t o m a k e c i t i e s m o re e f fic i e n t .
t h e f a s t g r o w t h of t he In t e r ne t o f H e a l t h c a r e - H e a lt h tr a c k e rs a n d
Things. w e a r a b l e s a r e a l r e ad y u s e d h ea v il y
in urban areas. H ow e v e r, IoT
Important Use Cases provides a m u ch bigger
opportunity to re v o l ut io ni ze
A m a z o n i s r e i nv e n t in g wa r e hou s i n g m e d i c i n e c o m p l e t e l y . Io T d e v ic e s
a n d u s e s " a r m i es " of w i-f i co n n e c te d are b e i n g u s e d t o co l l ec t c r it ic a l
robots to l oc a t e and di sp a tc h p a t i e n t i n f o rm a ti on a n d se n d i t t o
p r o d u c t s a t i t s wa r eh ou se s. s o m e o t h e r l oc a t i on . T he y a re a l s o
used to c o n t in uo u s ly m o ni t o r
P o w e r a n d R o b ot i cs M ajo r A BB ha s heart rate, blood p re s s u re , and
u s e d c o n n e c t e d s e n so rs to m o n it o r g l u c o s e f o r p a t ie nt s li k e d ia b e t i c s
t h e p e r f o r m a n c e o f its ro b o t s a nd w h o n e e d r e g u l a r a t t e n t i o n . A p a rt
maintain them. from r e m ot e m o n i to ri n g ,
caregivers can use IoT devices to
A i r b u s i s b u i l d ing t h e f a ct o ry o f t h e m o n i t o r a n d a d m i ni s te r m e d i c i n e
future to improve op e r a t i on a l remotely.
efficiencies and have in c or po ra t e d Industry 4.0 - Io T has only
f e a t u r e s l i k e t h e s m a rt g la s s e s to a c c e l e r a t e d a l l u s e c as e s r e l at e d
m i n i m i z e e r r o r s. t o I n d u s t r y 4 .0 . R e a l t i m e d a t a a re
collected t h rou g h s e n s o rs , RFID
T h e s e a r e j u s t g l im p s e s of a f ew u s e t a g s , a n d v a ri ou s e l e c t ro ni c s a n d
cases of the way I oT has seen then integrated with in d u s tr ia l
adoption. machines an d various systems.
F r o m a s s e t m a na g e m e nt i n re a l
t i m e a n d t ra ck i n g t o p r e d i c t i ve
m a i n t e n a n c e, a l l ha ve t h e u se f u l
a p p l i c a t i o n o f Io T .
Autonomous a nd C on n e c t e d References
V e h i c l e s - C a m e r as , L I D A R , a n d
other o n b o a rd se ns or s can get Goel, A. ( 2 0 18 , May 2 4 ). IoT
d a t a a b o u t r oa d con d i t io n s an d technology s t a ck e xp l a i ne d in
i n f o r m a p p ro p r i at e dr ivi n g a c t i o n s detail. R e tr i e v e d October 09,
t o p r e v e n t . I oT is p la y in g a p ar t i n 2020, fr o m
m a k i n g " v e h ic l e- to - ev e r y thi ng " or h t t p s : / / e n g i n e e ri n g .e ck ov a t io n. c o
" V 2 X " t e c h n o l o gy a r ea l ity . m/iot-stack/
O b e a r , B . ( 2 0 1 7 , S e p t e m b e r 1 1 ) . T he
IoT Product Management Internet of T h in g s ( Io T ) T ec h
Stack E xp l a i ne d . R e t r ie v e d
A n I o T p r o d u c t c om b in e s ha rd w a r e ( s ) October 09 , 2 0 20 , from
a n d s o f t w a r e ( s ), me a s ur e s r e a l - wo r ld h t t p s : / / w w w. c o g n i t i v e c l o u d s . co m
d a t a , a n d c o n n ec ts t o t he in te r n e t t o / i n s i g h t s / t h e -i n t e rn e t -o f- th i n g s -
c r e a t e v a l u e f o r th e u se r. i o t - t e c h - s t a c k -e x p l a i n e d /
I n t e r n e t o f T h i ng s ( Io T ) M a r k e t.
A n I o T p r o d u c t m a n a g er wo ul d b e ( n . d . ) . R e t r i e v e d O c t ob er 16 , 20 2 0 ,
d i f f e r e n t f r o m ot h ers b eca u s e o f t h e from
c o m p l e x i t y o f m u l ti p le l ay e rs in t he h t t p s : / / w w w. m a rke t s a nd m a rk e t s .
I o T s t a c k , a n d t he n ee d t o k e e p a ll c o m / M a r k e t - R e po r t s /i n t e r n e t -o f-
l a y e r s a n d v a r i ou s in t e r fa c es in m in d t h i n g s - m a r k e t -5 73 . ht m l
w h i l e d e s i g n i n g. O n e d o e s n ot n e e d I a r o v i c i , S . ( 2 02 0 , J u ly 1 6 ). T o p 1 0
t o b e a n e x p e r t in a l l la y e r s, b u t it i s I o T U s e C a s e s . R e t ri e v e d O c to b e r
vital to h a ve a f un d a m e nt a l 16, 2 0 2 0, f ro m
u n d e r s t a n d i n g o f t h em . I t's ess e n ti a l h t t p s : / / w w w. i ot ev o lu t io n w o r ld .c o
t o a d o p t a s y s t em t h in k in g a p p ro a ch m / i o t / a r t i c l e s / 4 46 0 3 2- t o p -1 0 -
f o r t h e s u c c e s s of t h e I oT pr o d u c t . i o t - u s e - c a s e s .h t m
Shiwani Jaiswal
What is Cloud Computing? IBM Cloud

O r a c l e C l o u d I nf ra s t ru ct u r e
C l o u d c o m p u t i n g ca n b e d e fi n e d a s SAP Cloud
t h e c o l l e c t i o n o f c o m pu t in g ser vi c e s
t h a t a r e d e l i v e r ed su c h a s se rv e rs , Types of Cloud
databases, n e t w o rk in g , storage,
a n a l y t i c s a n d e ve n in t el l i g en ce ov e r Public Cloud: Amazon Web Service or
t h e i n t e r n e t , ak a “ th e cl o u d ” . Th i s Microsoft Azure are example of third
helps in a c h i e v in g not jus t faster party cloud vendors who deliver their
i n n o v a t i o n b u t f l e x i bil i t y as we l l a n d computing resources like storage and
one of the r e a s on s fo r v e ry fast server over the internet. All
a d o p t i o n h a d b e e n l o w er i n g ov e ra l l Software, hardware and other
operating c o st s, no or lo w supporting infrastructure
management of in fr a st r uc tu r e and management is done by the cloud
o p t i o n o f q u i c k sc a li n g u p a s a nd vendors. The resource model can be
when needed. shared and dedicated, hence helps to
leverage economies of scale.
Market Size and Key
Characteristics Private Cloud: It can be defined as a
cloud computing offering that can be
1. B y 2023, th e g lob a l c lo ud described as a proprietary
c o m p u t i n g m a rk e t i s e x pe c t e d t o environment of resources used
r e a c h 6 2 3 . 3 b il l io n US D a n d b y dedicatedly by a single organization
2 0 2 7 i t w o u l d be 9 27 . 5 1 b il lion U S D or many a times the cloud
( S o u r c e : R e p or t L in k er ) . environment given by public vendor
2. A s per the cloud co m p u ti ng itself but the environment is
growth stats, t hi s in du s tr y is completely isolated. This option
e x p e c t e d t o gr ow a t a C A GR of results in less cost saving but
1 6 . 4 % f r o m 2 0 2 0 to 20 2 7 .. ensures high security. The resource
model is dedicated, hence it is capital
Major Players intensive.
A m a z o n W e b S er vic e s (A W S ) Hybrid Cloud: Hybrid clouds

M i c r o s o f t ( A z u re ) combines flavor of both public and
G o o g l e C l o u d ( G CP ) private clouds. Hybrid Cloud allows
Alibaba Cloud both application and data to be
s h a r e d b e t w e e n . Thi s e as y s h a r in g have fine g ra i n c o nt ro l in the
model allows b u s i n e ss to ha v e a e n v i r o n m e n t , a s t h e y w ou l d h a v e h a d
g r e a t e r f l e x i b i li t y as w e l l a s m a n y on PaaS. Here t he cloud p r o v id er
m o r e d e p l o y m e n t op tio n s wh ic h h e l p s h a n d l e s t h e s e t up , c a p a c i t y p la nn i ng
i n o p t i m i z i n g e x is t ing in f r as t ru ct u r e , a n d s e r v e r m a n a g e m e n t f or y ou . T he
c o m p l i a n c e a n d sec u r it y. u s e c a s e c a n b e fo r d e v e lo p in g a n y
e v e n t - d r i v e n p r o g ra m m in g .
Types of Cloud Services
FaaS [Function as a s e r v ic e ] :
IaaS [ I n f r a s t r uc tu r e a s a S er v i c e ] : Function as a service (FaaS) is a very
I a a s i s t h e b a s ic o f fe rin g of cl o u d new model w hi ch is b ec o m i n g
computing s e r vic e s w it h no fr il l s . i n c r e a s i n g l y f a m o u s . T h e d e s ig n of
With IaaS, IT in fr a st ru c t u r e s like Faas is based on the p r em i s e of
virtual m a c h in es ( V M s), s e r v e rs , s e r v e r l e s s a r c h i t e ct u re . It p ro v i d e s
s t o r a g e , n e t w o r k s , op e ra ti n g sy s t e m s environment to develop, run and
c a n b e r e n t e d . I t i s a p a y- a s -y o u - g o d e p l o y t h e c o d e u n i t o n t he f l y a n d
b a s e d o n t h e u sa g e . Us er s m an a g e gets executed in response to any
t h e i r o w n i n f r a st r u ct ur e . I n s i m pl e e v e n t . F o r e x a m p le , L a m b d a f u nc ti on s
t e r m s i t c a n b e un de r s t o o d a s a n o n - f r o m A W S , M i c r o s o f t A z u r e f u n c t i on s ,
p r e m i s e m a c h i ne t ha t y o u b uy o n O r a c l e C l o u d F n e tc .
c l o u d a t a v e r y l o w c o st . F o r ex a m p le ,
AWS EC2, R a c k s pa c e, Go og l e
Computer Engine.
P a a S [ P l a t f o r m a s a S e rv i ce] : V e ry
similar to IaaS, P a aS pr ovi de s a
f r a m e w o r k a r o u nd t h e o f fe ri n gs . H e re
t h e b a r e b o n e i n f r a s tr u c t u r e i s h id d e n
f r o m t h e e n d u ser s. It p rov i d e s th e
developer with va r io u s too ls an d
s e r v i c e s . P a a S is m o re fo c us ed o n Figure 9.1 Types of Cloud Services
providing an e n vi r on m e nt for
d e v e l o p e r s t o s t a r t w ork in g in st an tl y . Benefits
F o r e x a m p l e , A W S E l a s t ic Be a n s t a l k,
Windows Azure. I t i s e s t i m a t e d t ha t i n t he U S A , 6 9 %
o f b u s i n e s s e s a re u s in g c lo u d i n o ne
S a a S [ S o f t w a r e a s a Se rvi c e ] : T he or the other form, a nd 18% a re
most opted off e ri n g where c o n s i d e r i n g a d o p t i n g i t . S o l e t ’ s l o ok
applications is p r ovi de d o ve r th e a t w h a t m a k e s t he cl o u d s o a p p e a l i ng .
I n t e r n e t t o t h e en d - us e r o n d e m a n d
a n d t y p i c a l l y o n a su bs cr ip ti on ba si s . Cost Savings – Adopting C lo u d
For example, G o og l e W or k sp a c e , Services can h e lp to d ra s t i ca l l y
D r o p b o x , S a l e s f o rc e . r e d u c e t h e h u g e c a p e x i n c ur re d wh i le
s e t t i n g u p c o m pu ti n g in fr a s t r u c t u r e s
Serverless Computing: I n t e rs e c t i n g like machines or even l ar g e- s ca l e
with PaaS o f f e rin g, se rv e r l e s s data centers. M os t c lo u d s e rv i c es
computing i n t ri ns ica ll y f oc us es on give you the flexibility to c ho os e
b u i l d i n g a p p f u n c t io na lity an d s c a l i n g w h a t y o u w a n t t o d o a n d p ay o n l y f o r
u p - d o w n . T h e d e ve l op e r d oe s n o t h o w m u c h y o u u s e . F o r e x a m p l e , fo r
s t o r a g e , t h e p a y -a s - y o u -
go model en su re s th a t t he Freemium – In t hi s model, the
o r g a n i z a t i o n / i n d iv idu a l is p a id company offers their product fo r
e x a c t l y f o r t h e spa ce o n e is c u r r en t l y f r e e , w i t h l i m i t e d f e a t ur es b as e d on
u s i n g . T a k e n t o ge t h e r, su c h fa c t o rs u s e r s , b a n d w i d th , a nd ot h e r c r i te r i a .
lead to huge c o st sa vin gs , and W h e n y o u c r o s s t ha t t h r es ho ld , y o u
o r g a n i z a t i o n s n e ed n o t w orr y a bo u t might need to upgrade to a paid
scalability at a ll. In on e w o rd it account.
r e d u c e s t h e t o t a l co s t o f o wn e r s h i p
(TCO). T i e r e d p r i c i n g - S om e s e rv i c es h a v e
v o l u m e p r i c i n g t ie rs a c ro s s c e rt a i n
Mobility and c ol la b o r at i on - As u s a g e d i m e n s i o n s t h at l o w e rs p ri c e
resources are o ve r the i n te rn e t , rates when usage i n cre a s e s . W i th
c l o u d e n s u r e s th a t r e so u r c e s c a n b e consolidated billing, t he s y s te m
accessed from a n y w h ere , an y t im e determines w hi ch volume p r ic i n g
2 4 X 7 , a n d o n a n y de vic e . T h i s m a ke s t i e r s t o a p p l y , g i v i n g a l ow e r o v e r a l l
collaboration a si mp le pr o ce ss by p r i c e w h e n e v e r po s s i bl e .
empowering e mp loy ee s to co n n e c t
a n d s h a r e i n f o r m a ti o n se a m les sly a n d P a y - a s - y o u - g o / U sa g e ba s ed - P A YG
securely. cloud computing is a p ay m e n t
m e t h o d t h a t c h a r g e s t h e u s e r e x a c tl y
Reliability – B a c k up and di s a s te r o n t h e a m o u n t o f us a g e . F o r e x a m p le :
r e c o v e r y i s a n i nt r in si c fe at u re . Ev e n T h e e l e c t r i c i t y bi ll i s c h a rg e d o n th e
the backups are g e o g ra ph i ca l l y entity based on the usage.
distributed, to add a la y e r to
reliability. For ex am p le , loss Reserved c a p a c it y – For c e rt a in
p r e v e n t i o n o f d at a t ha t w o u ld n ot r e s o u r c e s f l a t m o nt h l y o r y e a rly ra t e s
have been p o s sib le in case of are charged.
h a r d w a r e f a i l u r e i n a l o ca l co mp u t e r.
Challenges in Cloud Computing
S e c u r i t y - C l o ud h o s t 's f u l l -ti me j o b
t o c a r e f u l l y m o n it or sec ur it y, w h ic h N o c o n t r o l o ve r i nfr a s t r uc t u r e :
i s s i g n i f i c a n t l y m or e ef fic ien t th an a Backend i n f ra s tr u ct u r e
c o n v e n t i o n a l i n - ho u s e sy ste m . C l o u d g o v e r n a n c e a n d c o n t ro l i s w i t h
s t o r a g e p r o v i d e r s im p l em e n t ba se l i n e t h e c l o u d v e n d o rs .
p r o t e c t i o n s f o r t h e ir pl a tf o rm s a nd P o l i c i e s a re d e c i d ed b y v e n d o rs
the data t he y p r oc e s s, such only.
a u t h e n t i c a t i o n , a c ce s s co n t r ol , a n d L i m i t e d c o nt ro l ov e r ba cke nd ,
encryption. M an y e n te r pr is e s system m e t ri cs , t e l em e t r y
supplement t h e se p r ot e ct i o n s w it h i n f o r m a t io n e tc .
a d d e d s e c u r i t y m e a su r es of th e ir o w n M o n i t o r i n g a nd m a i nt en a nc e t o o ls ’
t o b o l s t e r c l o u d d a t a p r ot e c t i on a nd shortcomings – The t o ol s for
tighten a c c es s to se n s i ti v e m a i n t e n a n c e a r e n o t v er y m a t u re
i n f o r m a t i o n i n t h e c lo u d . i n t h e m a r k e t . T h e d a t a m o n ito r e d
a t t h e i n f r a s t ru ct u re l e v e l i s v e r y
Revenue Models g e n e r i c , a n d m i g ht no t b e h e l p fu l
f o r p r e d i c t i n g p e r fo rm a n c e i s s u e s .
The revenue m od el for cloud
resources are u nd er t he f o l l o w in g
buckets:
Privacy of da ta – T h is is th e Use Cases
b i g g e s t b l o c k e r f or no n -a do p t i on
of cloud in many or ga n iz at i o n s Cloud strategy - T hi s is used by
and specially in da ta s e n si t i v e companies f or t he business
d o m a i n s l i k e h e a l t hc a re , m il i ta r y t r a n s f o r m a t i o n s t r a t e g y . I t h e l p s th e
a n d g o v e r n m e nt . T h er e h a v e b e e n o r g a n i z a t i o n t o u n d e rs t a n d t he b es t
reports around data b r ea ch e s , way to use cloud se r v ic e s . For
insecure access of da t a e tc . e x a m p l e , w h i c h a pp s a r e r i g h t fo r t he
A n o t h e r r e a so n i s t h e s ec on d a ry c l o u d , w h a t a r e t h e p re re q u is i te s f o r
u s a g e o f d a t a by c l o u d c om p a n i e s c l o u d a p p l i c a ti on , m i g r a ti o n , c os t
resulting in l o ss of p ri vac y , b e n e f i t a n a l y s i s , R O I e tc .
t a r g e t e d a d v er ti s em e n t .
Service levels – A lt h ou g h most C l o u d f i r s t a p p li c a t i o n d ev e l o pm e n t
cloud v e n d or s g u a r a n t ee 99 . x % - E 2 E s e r v i c e s – P ro je c ts t o b u i l d
S L A ’ s ( s e r v i ce l ev e l ag r eem e n ts ) , progressive, scalable, v al u e d r iv e n
for mission c r i tic al ap p l ic a t i o n cloud a p p l i c a ti on s to match t he
this is still a no go. business needs.
C l o u d m i g r a t io n a n d i nt e gr a ti o n –
Although cr ea t in g a ne w C l o u d m i g r a t i o n - D e s ig n in g (o r r e -
a p p l i c a t i o n in t h e c lou d i s v e ry designing) your s of t w a re to f u ll y
easy, m ig r a t in g existing leverage cloud d e p l o ym e n t a nd to
a p p l i c a t i o n s t o t h e c lo u d i s no t s o gain a c c e ss to scalable
straightforward. It m i gh t even infrastructure, as b u s i ne s s needs
require an a r ch ite c t u r e ch an g e . require it.
M a n y t i m e s , t he ap p l ic at i on m ig h t
have a d e pe n d e n cy on o t he r H i g h P o t e n t i a l i n S ME ’ s - W it h r i s e
a p p l i c a t i o n s , or t oo ls t ha t in tu rn o f g r o w t h s t a g e S t a rt u p s a s w e ll a s
m i g h t b e o n - p r em is e. S u c h is s u e s e x i s t i n g S M E s m o v i n g t o w a r d s d i g i ta l
l e a d t o a l ot o f in t er op e r a b i l i t y transformation , t he cl o u d s e r vi ce
issues. market forecasts a huge g row t h .
C o m p l i a n c e - Tr a n sf e r r in g d a t a o n Major reason being cost saving and
t h e c l o u d c an in vol v e c om p li a n c e flexibility.
clearings. F or mu lt i n a t i on a l
c o m p a n i e s , it ca n b e v e r y d if f i c u l t D e s i g n C o n s i d er a t i o ns - T o de si g n
to remain in c o m p li an ce wi t h cloud a p p l ic a ti on s fo l l o wi ng
r e g u l a t i o n s o f a l l c o u n t ri e s. G D P R , c o n s i d e r a t i o n c a n b e u se f u l :
Canada’s p r iv acy act or h ea l t h 1. S c a l a b i l i t y
l a w s a n d t h e U . S p at r io t a c t a r e 2. R e s i l i e n c e
t r y i n g t o f o r ce st o p e xp os ur e o f 3. L o o s e co u p li n g b et w ee n
d a t a t o t h i r d p ar t ie s . M a n y a t i m e s interacting modules
companies n e ed to do due 4. T a k e a d v a n t a g e of mu l t i t e n a n c y
d i l i g e n c e o r c on su l t d a ta se c u ri t y t o o p t i m i z e r e s ou rc e s a n d c o s t .
professional to e ns u r e they 5. P e r f o r m a n c e M o n i t o ri ng
c o m p l y w i t h th e l aw .
To conclude : T i ll r e ce nt l y IT w a s
c o n s i d e r e d a s a c os t c e n te r, bu t n o w
w i t h a d v e n t o f c lo u d , IT i s c o n s i d e r e d
as a business e n a b l e r, helping
tremendously in o r g a n iz a t i o na l
transformations.
References
h t t p s : / / w w w. b m c .c o m / blo gs / s a a
s - v s - p a a s - v s - ia a s- wh a t s-t he -
d i f f e r e n c e - a n d - ho w- t o- ch oos e /
h t t p s : / / e n . w i kip ed ia . or g /w ik i / C l
o u d _ c o m p u tin g
h t t p s : / / w w w. s al esf o rc e. c o m / i n / p
r o d u c t s / p l a t f or m / bes t-
p r a c t i c e s / b en e f its -o f -c l ou d -
computing/
h t t p s : / / w w w. g lo ba ldo t s .c o m / bl o g
/ c l o u d - c o m p u t i n g -b e n e fit s
h t t p s : / / w w w. c io . co m / a rt ic l e/ 24 2
4 8 8 6 / c l o u d -c om pu ti n g -
d e f i n i t i o n s - an d -s o lu t ion s. ht m l
h t t p s : / / w w w. b m c .c o m / blo gs / s a a
s - v s - p a a s - v s - ia a s- wh a t s-t he -
d i f f e r e n c e - a n d - ho w- t o- ch oos e /
h t t p s : / / a z u r e . m i cr oso f t . co m / en -
in/overview
Akash Padmane, Kunal Jain
Introduction T i m e - s t a m p e d: Each
transaction/block ha s an
A blockchain is a f orm of a immutable t i m e s ta m p associated
m a t h e m a t i c a l d a t a s t ru ctu re an d i s w i t h i t . H a vi ng a t im e s ta m p f or
programmed su c h that it is very e a c h e n t i t y no t o n l y he l p s in it s
difficult or e ve n im p o ss ib l e to unique identification but al s o
m a n i p u l a t e i t . A b l oc kc ha in c on si s t s ensures e as y t ra c i n g of th e
o f a l i s t o f r e c o rd s c a l l e d bl o ck s t ha t chronology of events at any
keeps on g r o w in g as m o re subsequent stage.
i n f o r m a t i o n i s a d d e d . T h ese r e co rd s P r o g r a m m a b l e: B l oc kc ha i n
( b l o c k s ) a r e l i n ke d w it h on e a n ot h e r t r a n s a c t i o n s c o u l d be a u to m a te d
u s i n g c r y p t o g ra p h i c f u n c t io n s . T h e r e using p r o g ra mm e d codes c a l l ed
a r e t h r e e e l e m e nt s in ea c h bl o c k - s m a r t c o n t r a c t s . Sm a r t c o n t ra c t s
1. A c r y p t o g r a ph ic h ash f un c t i o n a r e s t o r e d o n t h e b loc kc h a i n a s
p o i n t i n g t o t h e p r ev iou s b l o ck i n lines of codes and g iv e
the chain. blockchains th e a bi li ty to
2. T r a n s a c t i o n d a t a o f t h e c u r r en t automatically complete
b l o c k + T i m e st a m p, co r r e sp on d in g transactions when ce r t a i n
t o t h e c u r r e nt blo c k . p r e d e f i n e d t e r m s a n d c o n d i ti o n s
3. A c r y p t o g ra ph i c hash of the w r i t t e n o n t he c o nt r a c t a r e m e t .
c u r r e n t b l o c k.
Types of Blockchain
S o m e o f t h e p ro p e rtie s t ha t m a k e
b l o c k c h a i n v e r y i n t e r e s t in g a r e li s te d Traditional e n t e rp ri s e a p p l ic a ti o n s
below- a r e b u i l t o n a c l i e n t - s e r v e r -d at a ba s e
D i s t r i b u t e d: A ll ne t w o rk architecture, where a c e n t r a li z e d
p a r t i c i p a n t s p o ss e s s a co p y o f t h e s e r v e r s e r v i c e s re q ue s t s fr o m cl i e n t s.
l e d g e r , a n d a n y a d di t io n to t h e T h e d a t a b a s e a ct s a s a n i nf o rm a t i on
records wi l l ref l ec t for storage device that c o m m u n i ca t e s
p a r t i c i p a n t s in re al- t im e. w i t h t h e s e r v e r . In th e b l o c kc ha in
I m m u t a b l e: Any re co rd o nc e e n v i r o n m e n t , t he re i s n o c e n t r a l i z e d
v a l i d a t e d a n d a d de d t o t h e l e d g e r s e r v e r o r d a t a b a s e ; e a c h n od e i n t h e
cannot be c ha ng ed an d is network owns th e ir c op y of t he
i r r e v e r s i b l e . I n or de r t o ch a n g e s h a r e d l e d g e r . T h e f o l l o w i n g d i a g r am
a n y b l o c k , e ve ry b l o ck pr ec e di ng i t gives a brief no t e on po s s ib le
must be ch a n ged , w hi ch is architectures in a b l o c kc h a i n
c o m p u t a t i o n a l l y im p os si bl e . e n v i r o n m e n t , b a s e d o n d if f e r e nt
n o d e s ' a b i l i t y t o a c c es s a n d e d i t t h e b y u s i n g a p r i v a t e k e y . T h e r e c e i ve r
shared ledger. o f t h e m e s s a g e a n d s i g na tu r e w i l l u s e
t h e s e n d e r ’ s p u b l i c k e y t o v e ri fy t h e
m e s s a g e ' s a u t h e n t i c i t y . T h i s a l l ow s
secure and a n on y m ou s m e s s a g in g
within a network.
B r o a d l y , e a c h b l o ck i n a b lo ckc ha i n
c o n s i s t s o f t h r e e m a jo r p a rt s - t he
hash of the pr e v i o u s b l ock , the
c o n t r a c t s p e c i fi c d a t a al o ng w i th a
t i m e s t a m p , a n d a l s o th e h a s h o f t he
Figure 10.1 Types of blockchain current block. Since e a ch bl o c k
refers to the p r e v i ou s b l oc k, the
Technical Details
chain essentially is an im m u t a b l e
s t r u c t u r e . I f s o m e o n e t am p e rs w i t h
A b l o c k c h a i n i s t ec h n i ca l ly de fi n e d as
an intermediate b l oc k' s data, they
a c o l l e c t i o n o f b lo c k s t ha t co n t a in
will also have to c ha n g e every
d a t a o r i n f o r m a t io n lin k ed t o ge t he r
subsequent b l o ck to make the
i n a n i m m u t a b l e a n d d ec e n t r al iz e d
blockchain consistent again.
structure. The f ol l ow in g tw o
c o m p o n e n t s a r e u se f ul t o u n de r s t an d
E x a m p l e : T r a n s a c t io ns Le dg er - T h i s
h o w b l o c k c h a i n s fu n ct ion a t it s c o re .
s e c t i o n w i l l c o v e r t h e w o rk i ng o f a
sample t r a n s a c ti o n le d g e r th at
Cryptographic H a sh F u n cti on - A
records every t r a n s a c ti on on a
s p e c i a l t y p e o f fu n c t io n n am ed th e
decentralized and i mm u t a b le
cryptographic ha sh f u n ct i on is
database. The n e t wo r k c o ns is t s of
pivotal to the functioning of the
f i v e n o d e s , a l l of w hi c h ha v e a c o p y
blockchain p ro t o col . It ca n be
o f t h e b l o c k c h a i n w i th r e c ord s o f
i m a g i n e d a s a B la ck B o x , t ha t t a ke s
e v e r y t r a n s a c t i o n s i n c e t h e i n c e p t i on
some random in p u t (im a g es, text,
of the chain. This re c or d of
e t c . ) a n d w i l l c o nv er t i t i n t o a u n iq u e
transactions is d e p i c te d i nt o a
o u t p u t o f a f i x e d s i ze . T he r e is n o
s i m p l i f i e d l e d g e r, wh i c h s t or e s th e
m a p p i n g p o s s i b l e b et w e e n t he i np u t
a c c o u n t b a l a n c e o f e a ch n od e. In t h i s
a n d t h e o u t p u t of t h e h a s h f u nc t i o ns ,
n e t w o r k , e v e r y n o d e a l s o a ct s a s a
and the only way to i n ve rs e t hi s
verifying node. C on s i d e r a case
f u n c t i o n i s b y b ru t e f or c e ch eck in g .
where the Node “A ” w is he s to
t r a n s f e r t w o u n i t s t o no d e “ B . ” In t h is
Digital S i g n at u re s – Di g i t a l
scenario, “A” w il l t ra n s m it th e
s i g n a t u r e s a r e p iv ot a l t o a l lo w s e c u re
m e s s a g e “ A p a y s 2 u ni t s t o B ” i n a
messaging in any n et w or k . Each
protocol that is fi x e d by th e
identity c o n s is t s of t wo u n iq u e
b l o c k c h a i n . T h i s m e s s a g e 's v a l i d i t y is
c o m p o n e n t s – pu bl ic k ey a n d p ri v a t e
e s t a b l i s h e d a s s o o n a s i t re a c h e s t he
key. These keys a re gen e r a te d in
r e s t o f t h e s e no de s u s i n g a d i g i t al
p a i r s b y a m a t h e m a t ic a l f u n c t io n . T h e
s i g n a t u r e . O n c e t he m e s s a g e se n d e r
p u b l i c k e y o f a us er i s v isi bl e t o
is verified, each n od e w il l th e n
e v e r y o n e i n t h e n e tw or k, w he r e a s t he
s e p a r a t e l y v a l i d a t e t h e t ra n s a c t i on i n
p r i v a t e k e y i s o n l y vis ibl e t o th e u s e r .
t w o s i g n i f i c a n t s t e p s . I n i t s fi r s t s t e p ,
E a c h m e s s a g e t h a t i s se n t o ve r th is
e v e r y n o d e w o u l d c h e c k i f “ A ” h a s t he
n e t w o r k i s c o n v e rt ed in to a s ig na tu re
required amount of b a l a n ce to Improved T r a c e a b il it y - On a
complete the t r a ns a c ti o n (g r e at er blockchain l ed g e r , each
t h a n 2 u n i t s i n t his ca se ) . B l o ck ch ai n s transaction/exchange of goods is
have u n d e r l y in g p r o t oc ol s that recorded in a timely manner. This
determine how t ra n sa ct i on s get time sorted i nf or m a t i o n h e lp s in
verified. One c om mo n pr o to co l is t r a c k i n g t h e m ov e m e n t of t h e g o o d s
t e r m e d a s “ P r o o f o f W o r k ,” wh ic h is a a s a s i n g l e p o i n t o f t h e pro o f tr a il i s
consensus m e c h a n ism that cr u d e ly present. This h e lp s in i mp rov in g
s t a t e s t h a t t h e n o de in t he n et w o rk security and prevent c o u n te r fe i t
that has the hig he st ava i l a b le related frauds. This ha s b e co m e
computing p o w er w i ll v al id at e a e s p e c i a l l y i m p o r t a n t i n the c u rr e nt
t r a n s a c t i o n , c r ea t e a n u p d at e d le d g e r p a n d e m i c c o n t e xt w h e r e c o n s u m e rs
a n d s e n d t h e u p d at e d l ed ge r a c r o s s n e e d a n d d e m a n d t he a bi li ty t o t r a c k
t h e n e t w o r k . Th e p r o c e ss of f in d i n g t h e i r p r o d u c t ' s o ri g i n .
t h e n o d e w i t h t he hig he st c o mp u t i ng
p o w e r d i f f e r s a c ro ss ea ch bl oc k c h a in , B e t t e r s e c u r i t y - B lo c k c h a i n i s h i g hl y
but all have t he same g oa l – to secure as e a ch tr a ns a c t i o n is
v a l i d a t e a t r a n sa c t io n. Th e n od e t ha t encrypted and linked to t he
achieves this g ets a re w a r d , n e t w o r k ' s p r e v i o u s t r a n sa c t i o n. T hi s
essentially t he t ra n sa c ti o n f ee s . makes t a m p e ri ng with a ny past
F i n a l l y , t h e t r a n s a c t ion is co m p le te d transaction p r a ct i ca l l y i m p o ss i b le .
a s a l l t h e n e t w o r k pl a ye rs r ec ei v e a n This i m m u t a b le a nd i n co rru p ti b l e
updated l e d g er f ro m the v er if y i n g n a t u r e o f B l o c k c h a i n m ak e s i t s a f e
node. f r o m f a l s i f i e d i n fo rm a t i on a n d ha c ks .
Blockchain Business Value Business Applications of

Blockchain
The discussed pr o pe r tie s of
blockchain i n f r a s t r u ct u r e ma k e it The uses of B lo c k c h a i n can be
suitable for a v ar i et y of b u s i n es s categorized two f u n d a me n t a l
sectors due to th e f o l l o wi n g functions-
advantages-
Record Keeping - T he f e a tu re of
Greater T r a ns p a r e n c y - immutability and easy a c c e s s i bi li t y
T r a n s p a r e n c y d ue to the d i st r ib u t e d makes Blockchain a po we rfu l
ledger t e c h n o l o gy. It in c r e a s e s candidate that could be used f or
a c c o u n t a b i l i t y fo r e a c h st a k eh o l d e r s t o r i n g s t a t i c i nfo rm a t i o n , w hi c h h a s
a n d m o t i v a t e s th em to act in t he b e s t p o t e n t i a l u s e s i n ke e p i ng re c o r d s fo r
i n t e r e s t o f t h e f ir m . land titles, p a te nt s , go v e r nm e n t
d a t a b a s e s l i k e ID s a nd s o c i a l se c u r i t y
I n c r e a s e d E f f i c i e n c y - P ee r -t o - p e e r numbers. S t o ri n g of vo te r
t r a n s a c t i o n s r e m o ve t h e n ee d f o r a information on b lo ck ch a i n co u ld
m i d d l e m a n e v e n wh i le do in g c ro s s - p o t e n t i a l l y b e t h e fi r s t s t e p t o w a rd s
border t r a n s a c t io ns . P ro g r a m m a b l e s e c u r e a n d t r u s te d d i g i ta l v o t i n g .
contracts or sm a r t c on t ra c ts
automate many m an u a l p r oc e s s es D y n a m i c t r a n s a c t io ns Re g is t r y - A s
b a s e d o n s o m e p re d efi n e d c o n di t i o ns the transactions of a b lo c kc h ai n
f u r t h e r i m p r o v i n g ef f i ci e n cy . network are time s t a mp e d and
p r o g r a m m a b l e ( v i a s m a rt c o nt r a ct s ) ,
t h e y c o u l d b e u s e d f o r s t o r in g a nd
real-time u p d a t in g of tr ad ab l e
i n f o r m a t i o n . W id esp re ad u s e o f th i s
is the Bitcoin n et w or k, where
transaction i n for m a ti o n is
dynamically s t or ed and a ct s as a
s i n g l e p o i n t o f t ru th f or e v e r y on e .
O t h e r u s e c a s e s i n c l u d e m on it o ri n g
supply c h a in s in re a l-t i m e ,
information of d r ug t ri a l s, cr os s - Figure 10.2 Blockchain augmented
border p e e r - t o - pe er t ra n s ac t i o n s , Supply-Chain
i n s u r a n c e , a n d m e d i ca l c l ai ms , e tc .
G o v e r n m e n t / C i v ic T e c h A p pl i c a t i o n s
- A s g o v e r n m e n ts p u s h t h e i r d i g i t a l
T h e f o l l o w i n g s eg me n t hi g hl ig h t s a
initiatives, e n s u r i ng that t he
few industry use - c as e s wh e r e
government’s r e c or d -k e ep in g
blockchain can be u se d to dr i v e
facilities are t a m pe r-fr e e and
business value
t r a n s p a r e n t i s e s s e nt i a l. B l o c k c ha in ’ s
trust-based re c or d- k e e p in g and
B l o c k c h a i n A u g m e n te d S up p l y- C h a in
transaction mechanisms can be used
– A s b u s i n e s s e s g ro w c om p le x , t h e
to solve this issue, e s p ec i a l ly by
n e t w o r k t h a t al low s fir m s t o d e li v e r
enabling services s u ch as D i g i t al
manufactured p r o du cts to m a r ke t
Voting. Since b lo c k cha i n s are
a l s o g r o w s c o m pl ex . In th is s ce n a ri o ,
immutable, secure and a n on y m o us ,
a trust-based m e th o d to transfer
t h e y c a n b e u s e d t o cr e a t e d i g it a l
information is c ru c i a l to e n s ure
voting a l t e r n a ti v e s to e xi s t in g
operational e f f ic ien c y . A lo n g w i th
systems.
operational ef f ic ie nc y, su c h a
m e c h a n i s m w o ul d a llo w p lay e rs in a
B a n k i n g a n d Fi n a n c e – T he b a nk i n g
s u p p l y c h a i n t o t r ust t he n od a l f ir m .
a n d f i n a n c e s e c t o r h a s b e en o ne of
C u r r e n t l y , o n ly l im it e d in f orm a t io n
t h e e a r l i e s t a d o p t e rs of b lo ck ch a i n
about p r o d u c ts is re c or d e d, wi t h
technology. Bitcoins and o t h er
n o n e o f t h e p la y e r s h av in g c o m p le te
cryptocurrencies f u n c ti o n on t he
visibility or a cc es s to a p rod uc t’ s
infrastructure of B l o c k ch ai n . T he
origin or pa t h. Pro vid i n g a
primary need for b l o c k c ha in
centralized d at a b a se to t ra c k
t e c h n o l o g y a r i s e s fr om t h e n e e d f or
p r o d u c t s i n a s u p pl y ch a in w o u ld no t
peer-to-peer t r a n sa c t io ns to
b e a p p r e c i a t e d by o t he r p l a y e rs , a s
f a c i l i t a t e c r o s s -b o rd er p a y m e n ts an d
trust is not r ein fo rc e d. A p ri v a te
t r a d e . C u r r e n tl y , m a ny i nt er m e d i a r y
permissioned bl o ck c h a in - b a s e d
b a n k s a n d f i n a n c ia l i n s t i tu t i o n s t h a t
s o l u t i o n c a n b e u se d in t hi s sc en a r io ,
f a c i l i t a t e c r o s s bo rd e r t r a n s a c t io ns .
w h e r e o n l y s u p p l y c h a i n p a rt n e r s ca n
N e v e r t h e l e s s , d u e to t h e p re s e n c e o f
a c c e s s a n d e d i t p r o du ct q u a li ty an d
i n t e r m e d i a r i e s , th e p roc e s s i s b o t h
t r a n s a c t i o n d a t a . Th is h a s m u lt i p l e
t i m e - c o n s u m i n g an d c os t ly . U ti l i z i n g
use-cases such as f la g g in g
the framework used f or Bitcoins,
c o u n t e r f e i t p r o du c t s /r a w m a te ri a l s ,
blockchain i n f ras t ru ct u re co ul d
tracking p r o ve n a nc e of damaged
e l i m i n a t e t h e n e e d f o r i nt e rm e d i a r i e s
g o o d s , e t c . A b loc kc ha in ba se d s up p ly
f o r a n y t r a n s a c ti o n. T h e b lo c kc ha i n
c h a i n s o l u t i o n w i ll t h u s a d d bu si n e s s
p r o t o c o l s a l s o e l i m i n a t e t h e p ro bl e m
v a l u e b y a l l o w i n g bu sin es se s t o a v o i d
of double-spending, which is
r i s k a n d e n s u r e b et t e r p la n n in g .
p r e v a l e n t i n o t h e r d i g i t a l c ur r e n ci e s .
Healthcare – H e a l t hc ar e in d u s t r y Blockchain and Product
needs the f un c t ion a li ty of Management
immutability and a d is t r ib u t e d
d a t a b a s e o f b l o ck ch a in s. Th e p r i m a r y Deciding whether to a d op t a
need arises due to the n ee d f or blockchain i n f r as t ru ct u r e for your
a c c e s s i b i l i t y o f m ed ic a l r e co r d s to organization could be a h i g h ly
accelerate c l i n ica l and b i om e d i ca l c h a l l e n g i n g t a s k, a s t h e r e a r e t r a d e -
r e s e a r c h . C u r r e n t ly, c en t r a liz ed d at a offs between speed and
s t o r e d w i t h m e dic a l i ns tit u t e s, w hi ch security/reliability. While th e
i s s h a r e d a c c o r d in g to t he i r w ill , a nd traditional database system would
g e n e r a l l y , t i m e -c o ns u m in g p ro c e s s e s work better in s p e ci f i c i nd us t ri e s ,
are involved in o b t a in i n g t he se blockchain would p ro v i d e
r e c o r d s . U s i n g b lo c k c ha in t ec h n o l o g y unparalleled a d va n t ag e s in o th e r s .
a n d t h e a b i l i t y o f d is t ri bu t ed st o ra g e T h e b e l o w f r a m e w o r k c ou ld b e re al ly
with correct a c c e ss p er mi ss i o n s , helpful in choosing between various
m e d i c a l d a t a c o u ld be d e m o c r a ti z e d . options of data s t o r ag e
T h i s w i l l a l l o w m e d ic al in s t it ut i o ns infrastructures.
o t h e r t h a n h o s pit a l s t o l ev er a ge th i s
d a t a f o r f u r t h e r de ve lop m e n t.
Figure 10.3 Assessing need for blockchain solution
References
Medium. 2020. How D oe s The Bl o ck c h a i n W o rk ? . [o n li n e ] A v a i la b le at:

< h t t p s : / / o n e z er o .m ed iu m. co m / ho w- d o e s -t he -b l o c k c h a i n - w o rk -
9 8 c 8 c d 0 1 d 2 a e> [ Ac ce ss ed 1 4 O c t o b er 20 20 ] .
2020. [ o n l i n e] A va i la b l e at: < h t t p s : / / w w w . m c k i n se y .c om / bu s i n e s s-
f u n c t i o n s / m c k i n s e y- d ig it a l / o ur -i n si g h ts / b l o c kc ha in -b e y o n d - t h e - h y p e - w h a t-
i s - t h e - s t r a t e g ic - bu sin e s s-v a lu e - > [ Ac c e s s e d 1 4 O c t ob e r 2 0 2 0 ].
M I T T e c h n o l og y R ev i ew . 2 0 20 . E xp l a i ne r: W h a t I s A B l o c k ch a i n ? . [ o n li ne ]
Available at:
< h t t p s : / / w w w . te ch no l og yre vi e w. co m / 20 1 8 / 0 4 / 2 3 / 1 4 3 4 77 / e x p la i n e r- w ha t -i s -
a - b l o c k c h a i n /> [A cc e ss ed 14 Oc to b er 2 0 20 ] .
Dhavala V S Aditya
Understanding th e m ic r o e co no m i cs I n t r o d u c t i o n t o t he Fr a m e w o r k
o f a n i n d u s t r y in d e e d le n ds o n e a n
excellent t h e o r e t ic a l u n de r st a n d i n g T h e d e f i n i t i o n of p l a t f o r m s f or th i s
o f t h e b u s i n e ss , e ve n a s a co m p le te c h a p t e r i s g o i ng t o b e v e ry b ro a d .
o u t s i d e r . M i c r o e c on om ic s f or m s t he P l a t f o r m b u s i n e s s e s ar e e s s e n t i a l l y
b a c k b o n e o f m a n a g e m e n t e du ca t i on a n y b u s i n e s s w h i c h cr e a t es v a l u e b y
a n d i s m o s t c r i t ic a l t o un d er s t a nd f a c i l i t a t i n g a n e x ch a ng e be t we en on e
various s u b j e ct s. Na tu r al ly , it a ls o or more "sides" or "s e g m e n t s of
l e n d s i n s i g h t s to p r o d u c t m a n a g e r s , users," e.g. in t he case of U b er ,
a n d i t i s f i t t i n g t o st a r t th e bo o k b y d r i v e r s a n d r i d e rs a r e t h e t wo s i de s
l o o k i n g a t t h e t ec hn o lo gy ind us t ry o f t h e p l a t f o r m . V a ri o u s e x a m p l e s o f
t h r o u g h t h e l e n s o f m ic ro e co n o m i c s . platform businesses i nc l ud e U be r,
G o o g l e , A m a z o n , Fa c e b o ok a n d e ve n
This chapter w i ll h el p PMs and Windows OS.
a s p i r i n g P M s t o u n d e rs ta nd wh at t y p e
of features a re es s en tia l , ho w to T h e r e a r e t h e fo l l o wi ng thr e e fa c t o rs
c o m p e t e w i t h c o m p a n i e s, a n d t o a l ig n c o m p r i s i n g t h e f ra m e w o rk :
p e r s o n a l g o a l s wi th t he s t rat e g y o f
the o r g a n i z a t io n to m o ve in t o a E c o n o m i e s o f S c a l e : W h e n l oo ki n g a t
s t r a t e g y r o l e e v e n tu a ll y . e c o n o m i e s o f s c a l e , w e t ry t o a s k t he
question “how much does it cost the
The chapter has been structured into company to p r od u c e o ne e xt ra
t h r e e p a r t s . T he f i rs t pa rt in tr od uc e s unit/to service on e ex t ra u s e r/ t o
a f r a m e w o r k t o un d e r st a n d v a ri ou s produce one e x tra minute of
elements to u n d e r s t an d p la t for ms . s t r e a m i n g e t c . ? ” W e wi l l on l y l oo k a t
T h e s e c o n d p a rt h a s ex e r cis es w h i c h e c o n o m i e s o f s ca l e f ro m t h e p o i nt o f
help drive the c o n ce pts f u rt h e r. view of costs.
F i n a l l y , w e h a v e t hr e e c a s e s ( G o o g l e ,
A m a z o n & U b e r ) w h e re w e a pp ly t h e N e t w o r k E f f e c t s : N e t w o rk e f fe c ts a re
above framework and draw insights about customer v a l ue . Network
about the s t r a t egi es tha t th e e f f e c t s a r e s a i d to e x i s t w h e n t h e
c o m p a n y s h o u l d ch oo se. value of the p ro d u c t / p l a t fo r m
i n c r e a s e s b y i n cr e a s in g o ne e x tr a
c u s t o m e r o r u s er on t h e p l at fo r m .
T h e q u e s t i o n t ha t w e a s k h er e i s
" W h a t t y p e o f n etw o r k e f f e ct s d o e s
t h e c o m p a n y h a ve i f i t d oe s ha ve
n e t w o r k e f f e c t s ?"
Differentiability: Di ff e r e n t ia bi li t y
helps us u n d e r st a n d co m p et it iv e
e v o l u t i o n . D i f f e r en tia t io n is cr e a te d
w h e n t h e r e i s a u n iq u e s pa ce i n t h e
c u s t o m e r ' s m i n d a b ou t t h e c om p a ny 's
p r o d u c t . I t i s a bo ut t h e p e rce p t i o n o f
t h e c u s t o m e r a nd is n o t in te r n a l .
Figure 11.1 Demand Supply Curve

Economies of Scale
T h a t b e g s t h e q u e s t i on i f t h e s u p p l y
E c o n o m i e s o f s c a l e a r e sa id to e x i s t curve is just th e m a rg i n a l c o s ts
w h e n t h e c o s t of p r o d u c in g o n e e x t ra curve, why is th e supply cu rv e
unit or s e r v i cin g on e e xt r a u se r (marginal cost c u rv e ) in cr e a s i n g ?
reduces. U s u a l ly , w h en t h er e are What h a p p e n ed to economies of
f i x e d c o s t s l i k e a fa c t or y w hi ch c a n scale? S h o u l d n 't the cost be
produce m u l t ip l e u n it s or s er v e reducing?
multiple u s e r s, the co s t s get
distributed. T h e r e f or e , o nc e a
c o m p a n y h a s i n v es t e d in a fa c to ry
with a c a p a c it y of 10 0 u s er s and
c u r r e n t d e m a n d i s 5 0, th e e x t ra co s t
i n c u r r e d t o p r o du c e o n e e x t r a u n it ,
i . e . t h e 5 1 s t u n i t is m in i m a l.
The extra c o st a s s o c ia t ed with

producing one un it is c a l l ed the
m a r g i n a l c o s t. On t h e r igh t s id e , w e
see the standard De m a n d - S up p l y
curve. The y - a x is rep re se n t s t he Figure 11.2 Marginal Cost
p r i c e , w h i l e t h e x - a x is r ep r es en t s th e
W e l l , e c o n o m i e s o f s c al e d o e x is t .
n u m b e r o f u n it s. T h e d em a n d c u r v e
T h e a c t u a l c o s t c u rv e ( s u p p ly c u r ve )
r e p r e s e n t s t h e c u st o m e r s, i.e . w ha t
l o o k s l i k e t h e o n e i n t he fi g u r e b e l ow .
t h e c u s t o m e r i s w il l in g t o b u y a t t ha t
S o , t h e e c o n o m i e s o f s c al e d o e x is t
p r i c e . T h e s u p p ly c u r ve re p r e s e n t s
for the first few units, but then the
what the s u p pl i ers are w ill in g to
m a r g i n a l c o s t c u r v e g o e s up w a rd , a n d
serve when t he y a re get tin g the
d i s e c o n o m i e s of s c a l e se t in . T hi s
p r i c e . T h e r e f o re , t he s up p l y c u r v e i s
starts to happen because a ft er a
n o t h i n g b u t t h e m a rg i n a l c os t c ur v e
c e r t a i n p o i n t s e v e ra l c o s t s b eg i n to
of the s u p p l i er s , b e ca us e the
i n c r e a s e , e . g . m a na g e r i a l c o st s , c ost s
s u p p l i e r w o u l d b e w il l in g t o s u p p ly a
o f r a w m a t e r i a l s , c os t o f c a pi t a l e t c .
p a r t i c u l a r u n i t o n ly w h e n h e g et s a
In the above example of a factory, to
p r i c e h i g h e r t h a n it s ma rg in a l c o s t .
p r o d u c e t h e 1 0 1 s t un i t, th e c o st
i n c u r r e d w i l l b e t o s e t- u p a n e n t i r e l y the product or p l a t f o rm i n c re a s e s
n e w f a c t o r y w h ich is g o i n g t o b e w h e n o n e a d d i ti on a l u s e r i s u s i n g th e
m u c h h i g h e r t h a n t h e m a r gi n al co s ts product. The s i mp le s t e xa mp l e of
f o r t h e p r e v i o u s u n its . network effects is messaging
s e r v i c e s . T h e s e rv i c e h ol d s z e ro v a lu e
W e c a n a l s o s e e t h a t t h e s iz e o f t h e t o a p e r s o n w h e n t he y a r e t h e o n l y
c o m p a n y i s l i m ite d b y th e u p w a rd p e r s o n o n t h e p la tf o rm . A d d 1, 0 00
c u r v i n g s u p p l y c u r ve , w hic h lea v e s m o r e p e o p l e , a n d y o u h av e p r o ba b l y
s p a c e f o r c o m p et i to r s t o c a r v e o u t got some people w ho kn ow each
the remaining c us t o me r s and o t h e r . K e e p a d d i n g mo r e pe o p l e o n
c o m p e t e w i t h th e com p a n y. We c a n t h e p l a t f o r m , an d t h er e w i l l b e a
also see from h er e that highly p o i n t w h e r e t he p la t fo r m r e a ch e s a
s c a l a b l e c o m p a n ie s d e l a y t h e u p w ard critical mass w h e re t he value
c u r v i n g o f t h e m a r gi n a l c o st cu r ve , addition for e ve r y c u s t om e r
which a u t o m a t ica ll y re s ul t s in a s n o w b a l l s . E v e n t u a l l y , th e re is a p oi n t
b i g g e r s i z e d c o m p a ny . reached where the value t ha t is
c r e a t e d b y a d d i n g m o r e p e o p le t o th e
Hence, there a re a l so n a t u ra l p l a t f o r m d i m i n i s h e s a n d t he ne t w o rk
monopolies w h ic h ex i st , whose effects begin vanishing.
m a r g i n a l c o s t c u r ve i s l ike th at s h o wn
i n t h e f i g u r e o n t h e l e ft . T h e c u r ve T h e r e a r e t w o d i ff e r e n t ca te g ori e s of
suggests that the c o m p a n ie s are network effects:
i n f i n i t e l y s c a l a bl e , w hi ch me a n s t h a t S i d e N e t w o rk E ffe c t s : C r o s s s i d e
t h e r e i s n o s p a c e l ef t i n the m a r ke t network effects vs Same side
f o r a n o t h e r c o m p e t it or – h en ce th e network effects.
name natural m o n o p o l ies . S om e S c a l e N e t w o r k E f f e c t s : G lo ba l v s
e x a m p l e s o f n a t u ra l m o n o p o lie s a re L o c a l N e t w o rk E f fe c t s .
r a i l w a y s , p i p e l i n e s e tc .
S i d e N e t w o r k E ff e ct s
F o r s i d e n e t w o r k e f f e ct s , w e c a n ha v e
either cross-side or sa m e -s i de
network effects.
C r o s s S i d e N e t wo r k Ef f ec t s
When the value of the p l a tf o rm
i n c r e a s e s w h e n u s e rs g e t a d d e d t o
Figure 11.3 Marginal Cost t h e o t h e r s i d e .I n c a s e o f U b e r, i f
there are m o re d ri ve r s on t he
T h e c o s t c u r v e s o f m o s t t ec h n ol o gy p l a t f o r m , i t i s m o re a t t ra ct i v e f o r t he
c o m p a n i e s a r e s i m i la r t o th at o f a r i d e r s b e c a u s e t h e w a i ti n g ti m e s w i l l
natural m o n o p o ly , i.e. h ig hl y be lower because of hi g h e r
scalable. a v a i l a b i l i t y a n d l o w e r s u r g e p ri c e s .
S i m i l a r l y , t h e m o r e t he nu mb er of
Network Effects riders, the more a tt ra c ti ve it
becomes for d r iv e r s to j oi n the
T h e s e c o n d e l e m en t of th e f r a m e w o r k platform, and take advantage of the
i s N e t w o r k e f f e c ts . N et w or k e f fe ct s h i g h c a p a c i t y u ti li z a t i o n a n d h i g h e r
a r e s a i d t o e x i s t w h e n t h e va l ue o f prices.
S a m e S i d e N e t w o rk Ef f ec ts a d d i t i o n a l d r i v e r i n Mu m b ai d o e s no t
When the value of the p l atf o rm help a rider in Delhi.
i n c r e a s e s w h e n m o r e u s e rs g e t ad de d
t o t h e s a m e s id e . M e ss a g in g se rv i c e G l o b a l N e t w o r k Ef f ec t s
t h a t w e d i s c u s sed a b o ve, h a s s am e - W h e n t h e n e t w o rk e f fe c t s are s pre ad
s i d e n e t w o r k e ff e c ts . T he m o re t he a c r o s s g l o b a l g e o g ra p h i c a l r e g i on s o r
n u m b e r o f p e o p l e u s in g t h e s erv i c e, s e v e r a l s e g m e n t s o f c u s t o m e rs , t h e
the higher va lu e it h o ld s fo r n e t w o r k e f f e c ts a r e g l o b a l . I n t h e
everyone. case of Airbnb, where h a v i ng an
a d d i t i o n a l r o o m i n N e w Y o rk p r o v i de s
S a m e s i d e n e t w o r k e f fe ct s a r e m o r e v a l u e t o a c u s t o m e r t ra v e l l i ng f r o m
potent than c ro ss- si d e n et w o r k Mumbai.
e f f e c t s b e c a u s e of t he e x is ten c e o f a
flywheel. M o re p eo pl e keep
i n c r e a s i n g t h e va lu e fo r cu s t o m e rs
b e c a u s e o f w hi ch e v e n m or e p e op l e
j o i n b e c a u s e o f w hi c h va l u e in c re a s e s
e v e n f u r t h e r . I t is no co in c id e n c e
t h a t t h e a p p s a n d c om p a n i es w i th t h e
m o s t m a s s i v e s c a l e ha ve sam e - s i de
n e t w o r k e f f e c t s ( W h a t sA pp , Go o g le ,
Facebook).
Figure 11.4 Demand Curve

In cross-side n e t w o rk e ff e ct s ,
however, t h e re is a l w ay s an
Global n e t w o rk e f fe c t s a re more
e q u i l i b r i u m w h ich is r e a ch ed . I n t he
p o w e r f u l b e c a u s e i t h e l ps co mp a n i es
c a s e o f U b e r , a dd in g m or e d r iv er s
s c a l e o v e r a br o a d e r m a rk e t m u ch
m a k e s m o r e c u st o m er s jo in in , a n d
faster, while fo r c o m p a ni e s which
the cycle ends th er e cr ea ti n g an
h a v e l o c a l n e t w o r k e f fe c t s i t r e q u i r e s
e q u i l i b r i u m . O n e s id e n e e d s to b e
m u c h m o r e i n v e s t m e n t t o re a c h a
consistently i n cen t iv i z e d to ke e p
s i m i l a r s c a l e . S i nc e ne t w o r k e ff e ct s
joining the p l at fo r m to make the
are a demand-side e ffe ct , le t us
o t h e r s i d e j o i n . T h er e is n o f l yw he e l
examine how th e shape of the
e f f e c t i n p l a c e , a n d h en ce i t i s m o re
d e m a n d c u r v e c h a n g e s d u e t o the
c h a l l e n g i n g t o g r o w in t hi s c a se .
existence of ne t w ork ef f e c t s . The
demand curve is t he c u m u la ti v e
S c a l e N e t w o r k E ff ec ts
willingness to pay of all the
F o r s c a l e n e t w o rk e f f ec ts , ag a in , w e
customers, and we can see t he
h a v e t w o t y p e s , i.e . l o c a l an d g l ob al
r e s u l t i n g c u r v e on t h e i m a g e on t h e
network effects.
right.
L o c a l N e t w o r k E f f ec t s
Initially, the v a l ue added by th e
When the n et w o rk ef f ec ts are
n e t w o r k e f f e c t s i s m i n i ma l, a nd he nc e
restricted to loc al ge og ra p hi c al
the demand c u rv e keeps f al l i n g .
r e g i o n s o r a pa rt ic u l a r s e g me n t of
However, when cr it i c a l ma s s is
customer, the n et w o rk ef fe ct s a re
r e a c h e d , t h e v a l ue i n c r e a s e s d u e t o
c a l l e d l o c a l n e tw o rk ef f e c t s.I n th e
p o w e r f u l n e t w o rk ef f e c t s . A t so m e
c a s e o f U b e r , t he n e t wo rk e f f e c t s
p o i n t , t h e m a r g in a l v al u e pro vi d e d b y
w h i c h e x i s t a r e lo c a l . H a vi ng an
n e t w o r k e f f e c t s g o e s to z e ro , a f te r
w h i c h t h e d e m a n d c ur ve re t u rn s t o h i g h , t h e n t h e f ir s t m o ve r i n t he
normal. market has a significant advantage.
H a v i n g h i g h c u s to m e r s w i t c h i n g c os t s
The demand c urv es of most c a n l e a d t o d i f fe r e n t i a t i on s in c e t he
technology co m p a n ie s ar e p l a t f o r m s d o n o t ha v e a n i nc e n t i v e t o
characterized by the above c ur v e c o n v e r g e f e a t u re s .
where the n et w o r k e f f e ct s are
s t r o n g a n d p e r va s iv e . Putting it All Together
Differentiability I n i t i a l l y , l e t u s as s um e t h a t t he r e i s
no competition and c o n s id e r the
T h e t h i r d e l e m e n t of t h e f r am ew or k effect of e c o no m i e s of s c al e &
i s d i f f e r e n t i a b i l it y . Di f fe r en tia bil it y i s n e t w o r k e f f e c t s o n t he d e m a n d c u rv e
w h e n o n e c r e a t e s a un iq ue s p a c e i n a n d t h e s u p p l y cu rv e in c o nj u n c ti o n .
the customer's mind ab ou t the B e f o r e w e d o th a t , l e t u s l o ok a t th e
p r o d u c t . I t i s s t ric t ly e x t er n a l a n d company and cu s t o m e r s u rp lu s in
n o t r e l a t e d t o i n t e rn a l p ro c es se s . I f case of a s t a nd a r d d e m an d -s u p p l y
U b e r c r e a t e s a ne w a lg or i t hm w hi c h c u r v e a n d t h e n a t u ra l m o n op o l y .
increases cab a va i la bi lit y fo r
c u s t o m e r s , b u t t h e c us tom er s d o n o t
perceive any si g n i f ic a n t d if f er e nc e
over Ola, then Ub er has n ot
d i f f e r e n t i a t e d i t se l f . A d i f f e re n c e i n
the internal p ro c e ss es of the
company should c h a n ge in t o a
tangible, customer value to be
c o n s i d e r e d d i f f er en t ia t io n .
C o s t o f C o n v e r g e n c e : Di f fe r en t i a ti o n
r e q u i r e s a u n i q u e v a l ue p r o po si t io n .
A u n i q u e v a l u e pr op o si t ion i n th e Figure 11.5 Supply Demand Curve
c o n t e x t o f t e c h n o lo g y p la tf o rm s i s
provided t h r ou gh u ni q u e features. F o r a s t a n d a r d d e m a n d -s u p p ly cu r v e
H o w e v e r , m a i n t a i n i n g t he u n iq u e n e s s s h o w n o n t h e ri gh t, t h e d a r ke r a re a
o f f e a t u r e s i n t ech n ol o gy pro du c t s i s represents the consumer s u rp l u s,
not easy. As so on as co m p an y A while the e n t i re li g ht blue ar e a
launches a n ew fe a t u r e , product r e p r e s e n t s t h e s u rp l u s of a m on op o ly
m a n a g e r s i n c o m pa n y B a n d c om pa n y firm. F o r a t e c h no l og y p l a tfo rm ,
C i m m e d i a t el y st a r t r ev e rs e - w e j u x t a p o s e th e d e m a n d cu rv e an d
e n g i n e e r i n g t h e f e at u re to a d d i t t o the supply c u rv e we discussed
t h e i r p r o d u c t s . T h is is b ec au se t h e p r e v i o u s l y a s i s s h o w n i n t h e f i g u re
c o s t o f t h e m c op y in g t h e fe at u r e i s a b o v e o n t h e l e ft . S in c e te ch n o l o g y
quite low, i.e . the c os t of p l a t f o r m s c a n a l s o p ri c e d i s c r im i n at e ,
c o n v e r g e n c e i s q uit e lo w . t h e e n t i r e s u r p l u s is c a p t u re d by t he
company. Even a v e ry p re li m i na ry
Customer S w i t c h in g Costs: T he c o m p a r i s o n r e v e a l s t h a t t e ch no lo g y
s e c o n d a s p e c t we sh ou ld t a k e a l o o k c o m p a n i e s c a n c a p t u r e a va s t a m ou n t
a t a r e c u s t o m e r s w it c h in g co s t s . If o f s u p e r n o r m a l p r of i t s. N o w l e t u s tr y
t h e c u s t o m e r s wi t ch i ng c o st s a re and introduce co m p e t i t io n a nd
u n d e r s t a n d h o w t h e m a rk e t e v o lv e s .
Figure 11.6 Marginal Cost
I f t h e r e a r e p ow e r f u l e c on o m i e s o f As a result, we can draw three

s c a l e , p o w e r f u l n e t w o r k ef f ec t s an d important i m p l i ca ti o ns fr o m th e
low d i f f e r e n t i a bili ty (l ow c u st o m e r entire d i s c u s s i on a b ou t the
s w i t c h i n g c o s t s a nd hi gh c o n v erg e n c e f r a m e w o r k t h a t wa s i nt r o d u c ed .
c o s t s ) , t h e i n du st r y w il l un d o u b t e d l y 1. N e w c o m p a n i e s bu rn ca s h t o r e a c h
e n d u p a s a m o no p o l y. the critical ma s s p o i nt . T he
c o m p a n i e s ra m p u p fa s t b ec a u s e
B e c a u s e t h e r e a re sc a le ec on om ie s , t h e y a r e l i ke l y t o g e t el i mi na t e d
t h e b i g g e r p l a y e r c a n p ric e lo we r f r o m t h e m a rk e t i f t h e y d o n ot
b e c a u s e o f w h ich t h e b i gg er pl a y e r reach the point first.
grows faster. If t h er e are s t ro n g 2. A company needs to ask it s e l f
network e f f e c ts , the b ig g e r p la y e r whether it i n he re n t ly h as vast
adds customers f a s ter , be c a u s e of e c o n o m i e s o f s ca le . I f i t ha s 1 00
w h i c h t h e b i g g er p la yer gr ow s f as t e r. users today, it ne e d s to
T h e b i g g e r p l a ye r w o u ld a ls o fi n d i t u n d e r s t a n d w he t he r i t ca n h a n d l e
a t t r a c t i v e t o a c q u ir e sm a l l er p l a y e r s 5,000 u s e rs t o m or r o w an d a
and increase its s ca l e. Hence, m i l l i o n u s e r s i n a ye ar, if i t d oe s
whichever c o m pa n y ( ty pic a ll y th e b u s i n e s s t h e s am e wa y i t h a s b e e n
f i r s t m o v e r ) r e a ch es t he cr it ic a l m a s s doing until now.
of users faster w il l b e co m e the 3. A s a s m a l l e r p l ay e r i n t he m a rk e t,
d o m i n a n t p l a y e r. In f in it e ec on om i e s t h e o n l y w a y t o co m pe t e i s b y
of scale l e av e no sp ac e fo r differentiating. I nc r ea s in g
competitors, and r ob u s t n et wo rk s w i t c h i n g c o s t s a n d i n t ro d u c i n g
e f f e c t s m e a n th e c om p a n y g row s to f e a t u r e s t h a t m a k e i t d i ffi c u l t fo r
occupy the space fa ste r th a n a ny the bigger p la y e r to copy, will
other company. c r e a t e d i f f e r e n t ia ti o n .
A s a l a t e m o ve r , th e on l y w a y to Exercises
compete is by c re a t i ng
differentiation. To cr ea te th e Which company amongst Uber and
d i f f e r e n t i a t i o n , t h e c om pa n y n e e d s Airbnb would fi n d it easier to
f e a t u r e s w h i c h ca n inc re a se t h e c o s t e x p a n d o v e r s e a s?
of convergence or i n cr ea s e the A i r B n B h a s g l o b a l ne t w o rk e f f e c t s ,
c u s t o m e r s w i t c hi n g co st s . w h e r e a s U b e r p ri m a r i ly h a s l o ca l
n e t w o r k e f f e c t s . H e n ce , A ir B n B w o ul d s m a l l e r c o m p a n i e s o r f o r v e r y e ar ly -
find it much ea sie r to expand s t a g e c o m p a n i e s , w he r e f l ex i b i l i ty is
o v e r s e a s , w h i l e f or U be r to e x p a n d , it essential, cloud s e r vi c e p r o v i d e rs
w i l l n e e d c a b s op e ra tin g in se v er a l w o u l d b e b e s t. H o we v e r, w he n t h e
local regions. scale increases, a nd the c o m pa ny
starts getting bigger, o w n i ng
You are e x am i ni n g a st a r t - u p i n f r a s t r u c t u r e i s m o r e c ri t i ca l .
c o m p a n y y o u w a nt to j oi n . I n i t s
chosen m a r k e t, a bi gge r p l a ye r Y o u a r e a P M in Fl ip k a r t . A m a z on
a l r e a d y e x i s t s . Th e s w i t ch i n g c os t s h a s a p p r o a c h e d y ou w i t h a p ot e n t i a l
a r e l o w , a n d c o nv erg en c e co s t s a r e c o l l a b o r a t i o n . T h e y w a nt t o pa r t n e r
h i g h . D o y o u t h in k t h e s t art - u p w i l l t o c r e a t e a t o o l w h i ch l et s s u ppl ie r s
do well? m a n a g e t h e i r i n v e nt o r y a n d pa ges
S i n c e t h e c u s to m e r s wi t ch in g c o s t s t h r o u g h a c o m m o n p or t a l f or a l l e -
are low, there is s co pe for th e commerce p l a t f or m s . S ho u l d you
c o m p a n y t o a t tr a c t a se g m e n t o f th e accept?
customers of the big ge r company F l i p k a r t i s t h e f i rs t m o v e r i n I nd ia
w i t h s o m e n e w f e a t u res . T he b i g ge r w h i l e A m a z o n i s t h e s e c o nd mo v e r.
company cannot a ls o c op y t he B o t h c o m p a n i e s h av e s i m i l a r s c a l e .
f e a t u r e s t o w i n ba ck t h eir ori g i n al T h i s w o u l d r e s u l t in r e d u c i n g t h e
customers. c u s t o m e r s w i t c hi n g c o s t s b y w a y o f
which differentiability w o u ld be
You are e x am i ni n g a st a r t - u p r e d u c e d . S i n c e y o u n e e d to m a i nt a i n
c o m p a n y y o u c a n i n ve s t i n . In i t s y o u r o w n s p a c e in t h e m a rke t , i t i s
c h o s e n m a r k e t , t he sw it c h i n g co s t s best not to go a he a d w i th the
a r e l o w , a n d c o nv erg en c e co s t s a r e proposal.
l o w . T h e r e a r e no o t h e r p la y e r s i n
t h e m a r k e t , w i ll yo u i n v e s t? Case Studies
S i n c e t h e c u s to m e r s wi t ch in g c o s t s
a r e l o w , t h i s c o m p an y m ig ht qu ic k l y G o o g l e & t h e S e a r c h M a r ke t
lose c u s t o m e rs to new p la y e rs . Economies of Scale: Go og l e has
However, since t he c on ve r g e n c e considerable e c on o m i e s of scale.
c o s t s a r e l o w , t he s ta r t- u p c a n e a s il y Google's file system is hi g h ly
copy any new f ea t ur es the o t he r scalable. In fact, t he r e is an
p l a y e r c o m e s u p w it h . interesting story a s s oc ia t e d with
Google and Y a ho o. E ve n t h o ug h
When should you go for a c l o ud Y a h o o w a s t h e fi rs t m o v e r , G o o g l e
s e r v i c e p r o v i de r a nd w he n s h o ul d w o n t h e s e a r c h m a r k e t . W h y ? T hi s i s
y o u o w n y o u r i n fr a s t ru ct u re ? b e c a u s e G o o g l e b ui l t i t s f il e s ys t e m
Having your ow n in f r a str uct u re t o b e h i g h l y s c a la bl e w h i le Y a h o o ' s
e n s u r e s v a s t ec on om ie s o f sca le a n d s t o r y i s c a p t u r e d i n t he f o ll ow i n g
s c a l a b i l i t y . H o w e ver , h a vi n g y o ur ow n sentence extracted f ro m a
infrastructure a l so u nd erm i n e s Techcrunch a rt i c l e . Y ah oo w as
flexibility. H a v in g a cloud se rv i c e " u n a b l e t o k e e p u p w i t h i n cre a s i ng
provider s i g nif ica n t l y i n c r e a se s d e m a n d d u e t o c om p l e x & i n e f fi c i e n t
flexibility. H ow e v e r , si n c e th e infrastructure a nd ri s i ng ve n d o r
m a r g i n a l c o s t s in cr ea s e w it h sc al e , i t costs."
u n d e r m i n e s s c a la bi lit y . H en c e , fo r
Network E f f e c ts : G oo gl e ' s se a rc h higher overheads t ha n A m a z on .
a l g o r i t h m i m p r ove s w i th e ve r y n e w Hence, the e c o no m i e s of sc al e of
search. Google al s o ha s global Amazon are m o re s i g n i fic a n t t h an
network e f f e c ts . G oo g l e has been s t a n d a r d r e t a i l ch a i n s .
further s t r e n g th en in g it s g l ob a l
network e f f e c ts by e xp a n d in g the Network E f fe c t s : Amazon ha s
languages it s up p o rt s . Go og l e c o u n t r y w i d e n e t w o r k e ffe ct s a s it s
primarily has sam e -si de n et w o r k i n t e r n a t i o n a l s up p ly ch ai n s a re s ti l l
e f f e c t s . C r o s s s id e n et wo r k e f f e c ts n o t v e r y w e l l d e ve l op e d . A m a z o n a l s o
exist for b u s i n e ss es that want to h a s s t r o n g c r o s s - si d e ne t wo rk eff e c t s
a d v e r t i s e o n G o o gl e Se a rc h. M or e th e w h i c h m e a n s t h a t o n e si d e n e e d s to
s e a r c h m a r k e t s h a re , m or e b usi n e s s e s be continuously incentivized.
a r e i n t e r e s t e d i n G oo gl e.
Differentiability: In t e rm s of
Differentiability: T his is a classic differentiability, t he c o n ve rg e n c e
e x a m p l e o f a m a rk et wh e re a sm a ll e r costs are low, but the c u s to m e r
company n e e ds d i f f e r en tia b il it y to s w i t c h i n g c o s t s o f i t s c u s to m e rs a re
c r e a t e s p a c e f o r it se lf . Th is c a n b e very high.
d o n e e i t h e r b y d e cre a s in g sw it c hi n g
c o s t s o r b y i n c re a si n g co n v e rg en c e Anyone who has taken a l ook at
c o s t s . G o o g l e h a s s o m uc h o f o u r d a t a Amazon's b u s in e s s model f l y w he e l
s t o r e d w i t h i t , i n c lud in g p a ss w o r d s w i l l r e a l i z e t h a t A m a z o n u n d e rs t o o d
and search h is t or y, w h ich m a ke s t h e e c o n o m i c s of i t s bu s i n e s s w e l l .
browsing the in t e r ne t much mo re A m a z o n u n d e r s to od t h a t th e s c a l e o f
comfortable, he n ce t he s w it c h i n g i t s r e t a i l b u s i n e s s i s l im i t e d an d k ne w
c o s t s a r e r e l a t i vel y h ig h . H en c e , a t h a t c o m p e t i t or s w o u l d s o o n b e a b le
feasible way to in c re a s e to create space for th e m s e l ve s.
differentiability is by in c r e as i n g H e n c e , t h e y c r ea t e d hi g h c u s t o me r
convergence c os ts. D u ck D u c k G o switching costs in t he f or m of
e x p l o i t s p r e c i s el y t ha t c ha r a c te ri s ti c A m a z o n P r i m e . A m a z o n d i d n o t fo c u s
o f t h e i n d u s t r y . Si n c e G oo gl e w i ll f i nd o n f e a t u r e s b e c a u s e it k ne w th a t th e
i t e x t r e m e l y c o st l y to p r ov id e p r i v a cy c o n v e r g e n c e c os ts a r e lo w . I n s t ea d ,
to people, D u c k D u ck Go p os it i o n e d o n c e t h e y c r e a t e d a g o o d we bs i te ,
i t s e l f a s a c o m pa n y wh ich p r ov i d e s t h e y h a v e h a r d l y m a d e an y s i g n i fi c a n t
privacy. c h a n g e s t o i t o v e r t h e p a s t fe w y ea rs
and moved on to newer, m or e
H e n c e , t h i s w a y , w e c a n d ra w in si g h t s attractive b u s i ne s s e s li k e cl o u d
a b o u t h o w G o o g l e c am e t o d om i n a t e service.
t h e s e a r c h m a r k e t , o ve r t oo k Y a h oo
a n d h o w s o m e ni ch e p l a y e r s a r e s t i l l Amazon can im p r ov e by creating
c o m p e t i n g w i t h th e g ia n t. m o r e n e t w o r k e f fe ct s a s it s c u rr e n t
ones are u n d e r wh e l m i n g . He n c e ,
A m a z o n & t h e E - C o mm e rce M ar k e t A m a z o n h a s ta ke n a fe w m e a s u re s
E c o n o m i e s o f S c a l e : A ma zo n d oe s n ot recently, which, w he n put in the
n e c e s s a r i l y h a v e hig h e co n o mi e s of c o n t e x t o f t h i s , m ak e s m o re s e ns e .
s c a l e . T o e n s u re d e live ry, it n e e d s to Amazon has i nt r o d u c ed v e rn a c u l a r
build and m a in t a in a l on g s u p p ly l a n g u a g e s t o m a k e t h e co u n t ry w i d e
c h a i n . H o w e v e r , t he a l t ern a ti ve , i. e . network e f f e c ts m or e p ow er f u l. It
p h y s i c a l r e t a i l s t o re s ha ve m u ch i n t r o d u c e d a s o c i a l n e t wo r k fo r
c u s t o m e r s t o t a lk a b ou t w ha t th e y Though the m a r ke t has not
shopped. It is a ls o in t ro du c i ng completely e v o l ve d yet, we can
a d v e r t i s e m e n t s f o r s el l e rs an d t hi r d p r e d i c t t h a t t h e m a r k e t w i l l e nd u p i n
p a r t i e s t o s t r e n g t h e n t h e c r o ss s i d e l o c a l m o n o p o l i e s o r d u o p ol i e s . Si n c e
effects further. the economies of s c al e are not
p e r v a s i v e , a n d t h e n e tw o r k e f fe c ts
U b e r a n d t h e R id e - h ai li n g m a r k e t a r e l o c a l , o t h e r c o m p an i e s c a n c r e a te
E c o n o m i e s o f S ca l e : Ub er 's s of tw a re s p a c e f o r t h e m s el v e s .
d e v e l o p e d a n y w h e re ca n be de plo y e d
across the w o r l d. Ub e r also ow n s W h a t c a n U b e r d o t o d a y to i mp ro v e
s o m e o f t h e c a r s i n s om e m a r k e t s ; v a l u e ? O n e , s i n c e i t h a s e co n o m i e s of
hence higher c a p a c it y utilization s c a l e , i t s h o u l d lo ok fo r m e rg e r s a n d
d r i v e s i t s e c o n o m ie s o f s ca l e. a c q u i s i t i o n s i n a l l ke y m a rke t s. T w o ,
Uber should take m e a s u re s to
Network E f f e c ts : Uber h as st r on g i n c r e a s e c u s t o m e r s wi t ch ing c o st s b y
cross-side n e t wo r k e f f ect s b ut is i n s t i t u t i n g h i g h ly a t t r a c ti v e l oy a l ty
r e s t r i c t e d l o c a l ly t o c it i e s . O n e s i d e p r o g r a m s . T h re e, th e co m p a n y ca n
n e e d s t o b e c o n t i nu ou sl y i n c en t iv iz e d i n s t a n t l y c r e a t e v a l u e b y g e t t in g i n to
to join; hence it u nd er m in es th e t h e t r a n s p o r t a t i on b u s i ne ss a n d n o t
e c o n o m i e s o f s ca l e . j u s t a r i d e - h a i l i ng b u s i n e s s b e c a u s e
t h a t c r e a t e s g l o ba l n e t w o r k e f fe c ts .
Differentiability: U b e r 's m od el h as
b e e n c o p i e d a c ro ss t h e g l ob e bec a u s e
it could not ex p a nd fa st eno u g h
o w i n g t o i t s l o c a l n e tw o r k e f f ec ts .
The r i d e - h a i l in g m a rk et c u rr e n t l y
a l s o h a s v e r y l o w sw it c hin g c os t s ,
a n d t h e c u s t o m e r g o e s to t he p l a y e r
with lower c ost s a nd higher
availability.
Section 3
Ravi Koshal
Understanding e-commerce
E-commerce (e lec tr o n i c c om m er c e )
is the a c t i v it y of e l ec t ro ni c al l y
buying or s e l li n g of pr o du ct s on
o n l i n e s e r v i c e s o r o ver th e in t e rn e t .
T h e i n d u s t r y c an be c l a ss i fi ed i n t o Figure 12.2 E-commerce user persona
following c a t eg or ies ba s e d on the
b u s i n e s s a p p l i c a t ion . T y p i c a l U s e r J o ur ne y
A typical user jo u r ne y on an e-
c o m m e r c e p l a t fo r m s t a rt s of f w i th
f i r s t a c q u i r i n g a u s e r fro m a ny o f th e
c h a n n e l s a v a i l a b l e o n t h e i n t e r ne t.
T h e c h a n n e l s ma y b e p a i d , o rg a n ic ,
d i r e c t o r r e f e r ra l.
P a i d: P a i d c h a n n e l is a c ha n n e l wh e r e
Figure 12.1 Industry categories a p l a t f o r m h a s t o p a y d i r e c t ly t o t h e
a c q u i r i n g c h a n n e l t o a cqu ir e u s er s .
User Personas
F o r e x a m p l e , G o o g l e SE M , f a c e b o ok
ads, retargeting on websites, app
Building any p r od uc t or se rv i c e
s t o r e a d v e r t i s e m e n t s , e t c.
r e q u i r e s a k e y u n d er s ta n d in g o f t h e
various user pe r so na s that w il l
O r g a n i c: O r g a n i c c h a n n e l co m p ri s es
i n t e r a c t w i t h t h e p l a t fo r m. I n c a s e o f
c h a n n e l s , w h e r e t he u s e r( s )/ t ra ffi c i s
e-commerce t he va ri o u s user
n o t p a i d f o r d ir e c t l y t o t h e a c q u i r in g
personas i n v o lve d a re as in th e
c h a n n e l . F o r e x a m p l e , G o og l e S EO ,
figure. (Note- d ep e nd in g on the
etc.
p l a t f o r m , t h e u s er p e r so n a s m a y b e a
s u b s e t o f t h e l i st e d).
D i r e c t: D i r e c t tr a ff ic i s t ra ffi c th a t
directly lands on y o ur a pp / t ra f fi c
a n d n o t t h r o u g h a ny o t he r c h a n n e l .
T h e r a t e o f c ha ng e o f t h is tr a ff i c
s e g m e n t i s a g o o d w a y t o g a u g e b ra n d
r e c a l l o f y o u r p la t for m . Fo r e xa m p l e , P a y F o r O r d e r: T h i s s t e p p ro vi d e s
d i r e c t a p p t r a ff ic, us er s ty p in g i n v a r i o u s p a y m e nt m e t h o d s a va i l a b l e
w e b s i t e U R L s i n t he b r ow ser d ire c tly f o r s e l e c t i o n f o r a u s e r on th e
r a t h e r t h a n s e a r c hin g o n go o g l e a nd platform. T he payment m e th o d s
t h e n c l i c k i n g o n a l i n k to ar r ive a t a may vary d ep e nd i n g on t he
platform. p r o d u c t a n d p la t for m .
P l a c e O r d e r : H e re is w h e r e t h e
T h e r e o n , t h e p l at f or m j ou r n e y c a n be u s e r i s a s k e d t o c o n f i rm t he o r de r
classified into key b u c ke t s of a n d t h e o r d e r is p l a c e d wi t h th e
r e s e a r c h , s e l e c t , s c h ed ule or d e r , p a y platform.
f o r o r d e r a n d p la c e or de r. Th e s t e ps
m e n t i o n e d a b o ve a r e t he ty p ica l s e t O n c e p l a c e d , t he o r d e r fu l fi l lm e n t i n
o f s t e p s i n v o l v ed . T he s t ep s m ay v a r y a l m o s t a l l c a s e s h a p p e n s o ff l in e b y a
depending on t he l a n d in g d e l i v e r y e x e c u t i v e . T h e fu l fi ll m e n t on
page/screen of th e use r. F or p l a t f o r m s l i k e B oo kM y S ho w d o e s n o t
i n s t a n c e , i f a u se r se ar c he s f o r a n e e d a n e x e c u t i v e a s t h e t ic ke t i s
p r o d u c t o n g o og l e a n d cl i ck s o n a m a d e a v a i l a b l e o n li ne i n t h e f o rm o f a
l i n k t h a t d i r e c t s th e m to th e P DP QR code.
(product d e s c r ip t i on p a ge ) of the
p r o d u c t o n t h e ec o m m e rc e p la t fo r m , Once done, t he re is a n ee d for
v i a a d e e p l i n k , t h e n th e r e se a rc h p l a t f o r m s t o g e t t h e u s e r s ba c k a n d
p a r t h a s h a p p e n e d o f f t he ec om me rc e increase the ov e ra l l LTV ( l i f et i m e
p l a t f o r m . H o w e ve r , i f t h e u se r f i r e s v a l u e ) o f a u s e r. T h i s i s a c h ie v e d by
up the app d ire ct ly , t h ey w ill be use of n o t i fi c at i on s and p i xe l
t a k e n t o t h e h o me sc r e en a n d t h e n r e t a r g e t i n g o n o t h e r pl a tf o rm s .
h a v e t o r e s e a r c h/ se a r c h t he p ro d u c t
a n d c o n t i n u e t he re o n . V a ri ou s s t e p s
i n t h e u s e r j o u r n ey fu n n e l a n d w ha t
they constitute are:
R e s e a r c h : S e a rc h f o r a p r o du ct on
the platform. T he se a r c h can
h a p p e n t h r o u gh va r io u s a ve nu e s ,
d e p e n d i n g o n av a il ab il it y o n t h e Figure 12.3 Illustration of the user
platform. The ty p ica l s ea r ch journey
a v e n u e s i n c l u d e , b ut n ot l im i t e d
Platform Structure
to, free-text s ea rc h, me nu
n a v i g a t i o n u sin g c a t e go r y l is t i ng ,
A p l a t f o r m t y p i ca l l y h a s 3 s e c t i o n s .
i n - a p p p r o m o t io ns a n d b a n ne rs ,
etc.
Section I
S e l e c t : H e r e a u se r s ele ct s t h e
This comprises the r e s e a r ch an d
p r o d u c t t h e y a r e in t ere st e d to bu y
s e l e c t i o n p h a s e . T h e s c re en s / p ag e s
a n d a d d s t h e sa m e t o t he ca rt.
t h a t c o n s t i t u t e a re :
Schedule O r de r : T hi s in c l u d e s
s c h e d u l i n g wh e n a n d wh e re th e
p r o d u c t i s t o b e d e li ver ed . F e w e -
commerce p l a t fo rm s l i ke
B i g B a s k e t , a s o n d a te, a s k f o r t h e
t i m e o f d e l i ver y. T h i s i s f oll o we d
by the l o c a t io n or th e a d d re s s
w h e r e t h e p rod uc t( s ) is /a re to b e
delivered.
L a n d i n g P a g e : Th e la n di n g pa g e i s P r o d u c t D e s cr i pt i o n P a g e (P D P ) :
the p a g e / sc re en that t he user This is the p a g e / s c re e n that
e n t e r s t h e p la t fo r m o n or s t a rt s p r o v i d e s i n d e pt h d e t a i ls a b o u t
t h e i r j o u r n e y f ro m . I t wil l b e th e t h e p r o d u c t . T h e e l e m e nt a l d e t a il s
home screen in case the user u s u a l l y i n c l u d e t he p ri c e , m e d i a
l a n d s b y d i r ec tl y fir ing u p t h e a pp ( p h o t o s / v i d e o s ), u s e r r a ti n g s a nd
f r o m t h e m o bi l e s cr e en o r l a n d i ng reviews, similar p rod u c t
on the homepage d ire c t l y or r e c o m m e n d at i on s , c o m p l e m e n ta r y
through SEO or SEM. In some p r o d u c t r e c o m m e n da t i on s , e t c .
c a s e s i t c o u ld a ls o b e a s pe c i f ic
page. For in st a n ce a m a r k e t i ng Section II
c a m p a i g n o r n o t ific a ti o n m a y l ea d C a r t P a g e : T h e c a rt p a g e / s c r ee n
a u s e r t o a l a n din g p a ge t ha t i s n ot l i s t s a l l t h e p ro d u ct s i n th e c a rt
n e c e s s a r i l y t h e h om e pa g e b u t a with q u a n ti t y of each. A few
t a r g e t e d l a n d i n g p a g e /s cre en . p l a t f o r m s a l lo w a u s e r to m o d i fy
P r o d u c t L i s t in g P a g e ( PLP ): T hi s i s q u a n t i t y t o o rd e r f ro m t h e c a rt
t h e c a t e g o r y p a g e w he re a ll th e page.
constituent p r od u c t s are li s t ed . C o n f i r m D e l i v e ry S c h e d u le : T hi s i s
T h i s p a g e is l a de n w it h fi lt e r (s ) where the user enters the
a n d s o r t i n g o pt ion s f o r a u se r to s c h e d u l i n g a n d cu s t o me r c o n ta c t
e a s e t h e r es ea rc h an d se le c t io n details. The details to be captured
p r o c e s s . T h e k ey el em e n ts to t ak e depend on the p l a t f or m , bu t
c a r e o n t h i s p a ge i s ho w to s o rt t y p i c a l l y i n c lu d e the t i m e s lo t o f
t h e v a r i o u s pr o d u c t s b y d e fa u l t . delivery, t he address, co nt a ct
Should it be p r ic e , r e l ev a n ce , i n f o r m a t i o n o f t h e c u s t o m er , e tc .
r a t i n g s e t c . Th e ch oic e o f d e fa u lt M a k e P a y m e n t : T h i s b l oc k t ak e s
sort is very p l a t fo r m and goal c a r e o f p a y m e n t m e th o d s a v ai la b le
dependent. t o t h e c u s t o m e r.
Figure 12.4 Illustration of detailed the user journey
Section III G i v e R e v i e w : O nc e t he o r d e r h a s
A l l o r d e r s pa g e/ O r de r Tr a c ki n g : b e e n p l a c e d , i t ' s i m p o r ta n t f o r a n
This p a g e / scr ee n l is ts all th e e - c o m m e r c e p l a t fo r m t o kn o w t he
p r e v i o u s o r der s w it h th e i n vo ic e q u a l i t y o r p r od u c t a nd s e l le r . T hi s
and s t a t u s. It a ls o l ist s the u s e r d r i v e n f e e d b a c k me ch a n i s m
o r d e r ( s ) t h a t h a ve no t y et be e n h e l p s t h e p l a t f o r m k e e p c h e c ks o n
fulfilled a lo n g w ith es t im a t e d f r a u d u l e n t s e l l e rs a n d a ls o he l p o n
d a t e / t i m e o f d el ive r y a n d c u rr e n t p l a t f o r m p o t e n t i a l b u y e rs m a ke a
status. m o r e i n f o r m e d d e c i si o n .
Based on the framework provided

a b o v e l e t ’ s n o w l o ok a t t h e fl o w of
amazon.
Figure 12.5 Home Page Figure 12.6 Product listing page
Figure 12.7 Product description page Figure 12.8 Cart page
Risks and Challenges C u s t o m e r l o y a l t y a n d re te nt i o n -

W i t h m u l t i p l e p l a y e r s i n th e s p a ce ,
T h e v a r i o u s c h a ll en ges a n d r is k s fo r i n c r e a s i n g L T V of a u s e r a t a l ow
e - c o m m e r c e p l a y e r s a r e a s b e lo w : r e t e n t i o n c o s t i s a b i g p ro b l e m f o r
B r i c k a n d m o r tar re t a il st or e s - e c o m m e r c e p l a t f or m s .
I n s t a n t g r a t if i cat ion is s o m e t h i ng New s t ri n g e n t c o ns u m e r
t h a t b r i c k a n d m o rt a r r et a il st o r e s p r o t e c t i o n g u i d e l i n e s - A n t it ru s t
have an u p p er ha nd over laws across g eo g ra p h i es are
e c o m m e r c e pl a tf or m s. getting s tr i n g en t wi t h t he
Data S e c u ri t y - W it h s a v in g d i s c o u n t i n g m od e l o n e c o m m e rc e
customer c o n ta c t in fo rm a ti on , p l a t f o r m s a n d i n t ur n h u r t in g s m a l l
c u s t o m e r c a rd d e ta il s on p la tf o r m , businesses.
t h e o n u s i s o n t h e e co m me rc e Foreign D i r e ct In v e s tm e n t ( F D I)
p l a t f o r m t o m a k e su re the de ta i l s r u l e s i n e - c om m e r c e - C h a n g i ng
are secure. g o v e r n m e n t r e g u la t i on s o n F D I i n
e c o m m e r c e i s a c on s t an t c h a l le n g e
of the platforms.
R u r a l a r e a r ea ch a n d l a st m il e d e li v e ry c o n s tra i n t s - W i t h v e ry l o w p e n e t rat i o n
in rural a r e a s, h ig h co st of cu st om e r e d uc a t i o n, poor i n f r a s t ru c t u r e ,
e c o m m e r c e p la t for m s a r e f in di ng i t h a rd t o ge t t he n e x t b i l l i o n u se rs o n t h e ir
p l a t f o r m s . F ur t he r m o r e , h ig h co s t a n d u n c e r t a i n ty i n l a s t m i le d e li v e r y i s a
p r o b l e m a l l p l a ye rs ar e f r a u g h t wi t h .
R e v e r s e l o g is tic s - Ea sin g a nd re du ci n g r e ve rs e l o g i s t i c s i s i m p o r t a n t f o r th e
s e l l e r a n d t he p la t fo rm to f un ct i o n a t lo w er c o s ts , e sp e ci a lly i n t h e a p pa r e l
domain.
S E O - W i t h v oic e a s t h e n ew u p c o mi n g w a y o f s e a r c hi n g a n d p l ac i n g o rd e r s,
S E O e v o l u t i o n is so me thi n g t ha t t he s e p la t fo rm s a r e w a r y o f .
Entrepreneurial Opportunities
V a r i o u s e n t r e p r e n e u ria l op p o r tu n i ti e s a v a i l a b le i n t h e E c o m m e r c e s p a c e a r e a s
below.
Figure 12.9 Illustration of future developments
Tech Stack
T h e t e c h s t a c k of A m a z on is as on d a te o f th i s do c u m e n t , i s a s b el ow :
Figure 12.10 Tech Stack of Amazon
Abhishek Kikani
Fintech Space in India and F i n t e c h B u s i n e s s M o de l s i n I nd ia

Fintech Business Models
There are a few fintech bu s i n e s s
F i n t e c h i s o n e o f t h e fa s te st gr o w i ng models which a re a l r e a dy popular
s e c t o r s i n I n d i a , an d I nd ia is a m o n g s t a m o n g c o n s u m e r s , b a nk s , S M E s , an d
t h e f a s t e s t g r ow in g f int e c h m ar ke t s corporates a m on g o t he rs . The l is t
globally. The ove r a ll t r a n s a c ti o n includes:
v a l u e i n t h e f i n t e c h s p ac e i s e x p e c t e d P a y m e n t G a te w a y s
t o j u m p f r o m $ 65 B n i n 20 19 t o $ 1 4 0 B n Digital Wallets
in 2023. D ig it a l p a y m en t s are D i g i t a l I n s u r a n c e / I n su r T e ch
e x p e c t e d t o g r ow a t a C A G R o f 2 0% Digital lending
till 2023. NEFT, R TG S, IMPS and PoS
d i g i t a l w a l l e t s ha ve p la yed a b ig ro le Neo banking
i n t h i s d e v e l o p m e n t a lo n g w i t h t he Wealthtech
demonetization d r iv e in November
2016 by GoI. T he r e has be e n Payment G a t ew a y s and Digital
c o n t i n u o u s g o v er n m e n t su pp or t a n d Wallets
i n n o v a t i o n i n t h e b a n k in g a n d f i n a n ce E v e r s i n c e d e m o n e t iz a t i o n h a p p e ne d
i n d u s t r y w h i c h h a s a ls o le d to t h e i n I n d i a , t h e e m e r g e nc e o f p a y m e n ts
a d o p t i o n o f n e w b us in es s m od e ls i n has been p h e n om en a l. With 37 5
this domain. The f ol l ow in g is the p a y m e n t s t a r t - u p s i n t h e c ou nt ry , t h e
n u m b e r o f s t a r t u p s a cr os s d if fe re n t d i g i t a l p a y m e n t s m a rk e t i n I n d i a i s
f i n t e c h m o d e l s in In d i a a s o f 2 0 19 . e x p e c t e d t o g ro w e x p on en ti a l ly ti ll
2 0 2 3 . A p r o a c t iv e g o v e rnm e n t , a n d
deep mobile p e ne tr a ti o n are t he
d r i v i n g f o r c e s f o r t h i s i nd u s tr y . S o m e
e m e r g i n g c o m p a n i e s i n t h is s p a c e a re
PayTM, MobiKwik a nd Fr e e C h a rg e
and RazorPay.
Digital Lending
D i g i t a l l e n d i n g F i n T e c hs a re m a i n l y
Figure 13.1 Number of startups by targeting the unmet d e m a nd of
fintech model MSMEs as well as consumers, f or
c r e d i t . T h e e m e rg e n c e of t ec hn ol o g y ,
e a s y a c c e s s t o d a t a h as le d t o t h e Zerodha
p o p u l a r i t y o f d igi ta l l en di n g ba se d o n
c r e d i t s c o r e s fo r l oa ns , m ort g a g e s , Zerodha pioneered the on li n e
a n d s m a l l b u s i n e ss es. So me p r om i s i n g d i s c o u n t b r o k e ra g e mo d e l in I n d i a .
start-ups in t hi s s p a ce are K i t e i s t h e f l a g s h i p t r a d i ng p l at f o rm
LendingKart, C a p ita l F lo a t, which offers RT m a r ke t da t a ,
R u p e e P o w e r a n d Ru p ee k. a d v a n c e d c h a r t s , a n d a n e l e g a nt U I .
Coin is the p la t f or m to buy
P o i n t o f S a l e ( P o S) c o m m i s s i o n f r e e d i r e c t m u tu a l fu n d s .
T h e p o i n t o f sa le ( PO S) o r p o in t o f Z e r o d h a a c c o u nt s f or a bo u t 15 % of
p u r c h a s e ( P O P ) is t h e tim e a n d pl a ce the retail t r ad i n g volume w i th a
where a r e ta il tr an s a ct i o n is c u s t o m e r b a s e of 2. 8 m il l io n . T h e
c o m p l e t e d . A d ig i ta l re t ail p o in t o f average age of t he cu s t om e r is
s a l e s y s t e m t y p ic a ll y in cl u de s a P O S b e t w e e n 2 5 t o 35 y e ar s . Z e r od ha h as
t e r m i n a l t h a t c a n r ea d d eb i t / c r e d i t b e e n a b l e t o s u s t a i n or g a ni c g r o w t h,
c a r d s a n d e n a b l e p ay m en ts th rou g h a a n d i t r e c e n t l y de ci d e d t o b u y b a c k
s w i p e . S e r v i c e p ro vid er s t h a t p ro v i d e t h e c o m p a n y ’ s s h a r e s g iv e n t o it s
both POS h a r dw a re and s of t w a r e e m p l o y e e s w h i c h t o o k i ts v a l u a ti o n to
s o l u t i o n s a r e c a l l ed PO S c om p a ni es . $1Billion. Below is the c om p a r is o n
between ICICI s e c u r it ie s and
S o m e o f t h e n o tab l e PO S t erm i n a l Zerodha.
p r o v i d e r s h e r e a r e E z et ap , M sw i pe ,
Pine Labs, I n n o vit i , M o sa m b e e ,
P a y s w i f f ( e a r l i e r k n o wn a s Pa yn e a r) ,
among others.
NEO Banking
Neobanking is a r e la t iv e l y new Figure 13.2 FinTech Financials
c o n c e p t i n I n d i a . B e in g a di gi ta l- o n l y
Z e r o d h a f o l l o w s t h e d is c o u n t b r ok i n g
p l a t f o r m , n e o b a n k s ar e f a st , ef f ici e n t ,
m o d e l a n d b a n ks o n hi g h e r us a g e t o
s t r a i g h t f o r w a r d , a d a p ta ble a n d h i g h l y
g e n e r a t e r e v e n u e . S i n c e i t o n l y h as a
cost-effective. D i f fe re n t n eo ba n k s
p r e s e n c e o n l i n e , c o mp a re d t o o t h e r
h a v e d i f f e r e n t foc u s es – s om e h e l p
traditional b r o ke r s it also ha s
w i t h m a n a g i n g on l in e ba n k ac c o u n t s ,
relatively lower op e r a ti n g costs
a n d w i t h b u d g e tin g a n d s a v ing to ol s .
compared to t r a d i ti o na l b ro k e ra g e
S B I Y o n o , O p e n , K o t a k 8 11 a re s o m e
houses.
o f t h e e x a m p l e s o f n eo b a n k s i n In d i a .
Business Model Analysis

Wealth Management
W e a l t h T e c h d e sc rib e s a n ew cl as s o f
The Osterwalder’s bu s i n e s s model
financial t e c hn ol o g y c o m pa n ie s
f r a m e w o r k h a s be e n us e d t o c o m p a r e
w h i c h a r e c r e a ti n g d igi ta l so l u ti o n s
a n d a n a l y z e Z e ro d h a w i t h it s p e e r s .
to transform t he i n ve st me nt
m a n a g e m e n t p r oc e s s . T h is i n c l ud e s
b o t h e n d i n v e s t or s a nd fi rm s t h at
s e r v i c e t h e m . S om e o f the p r ofi t in g
c o m p a n i e s i n t h is s p a c e a re Ze r o d h a ,
P a y T M M o n e y a n d Gro w w.
Figure 13.3 Zerodha business model canvas
Zerodha Tech Stack lists and can look for the stocks
a c r o s s a l l t h e li s ts i n a s ea m l e s s a n d
C++, Java, V u e J S, F l u tte r , K a f k a, efficient manner.
S e n t r y , G r a f a n a , P ro me t he us
Feature Enhancement
Zerodha App Critique
Stock History
Login Page Zerodha does no t provide any
The login page is d e sig n e d in a information a p ar t fr o m p ri c e and
m i n i m a l i s t i c m a n n e r, a n d d o es n o t trends on the s t o c ks . The u s er
a s k f o r a n y a d dit io n a l in f or m a t i o n . e n g a g e m e n t w i l l i n c re a s e if i t c a n
H o w e v e r , t h e p ag e ta ke s tim e t o l o ad , p r o v i d e r e l e v a nt n e w s i n fo rm at io n ,
o n c e y o u o p e n the a p p a n d th i s i s s t o c k a n a l y s i s a n d r e c e n t E P S s o t h at
s o m e t h i n g Z e r o d ha ca n w o r k o n i n users can access that i n fo rm a t io n
t h e f u t u r e . O t he r r el e v a n t a p p s op e n i n s t a n t l y . T h i s w i l l a l so in c r ea s e u s e r
r e l a t i v e l y f a s t e r w hil e Z er o dh a t a ke s e n g a g e m e n t a n d l e a d t o b e t t e r us e r
a b o u t 3 - 5 s e c s t o o p en th e c re d e n t ia l experience.
page.
Home Page
Stock Trend View T h e r e i s n o d e d i c a t e d ho m e p a g e . T h e
The mobile app ha s bee n cr e a t e d h o m e p a g e s h o w s t h e p or t fo l i o v a l ue
s u c h t h a t i t ’ s a c op y of t he w eb s i t e . and the stocks that the user holds.
A s a r e s u l t , f o r re vi e wi n g t h e s t o c k T h e d e s i g n c a n b e i m pro ve d t o j u s t
trends the i n fo rm a t i on lo o ks v e ry s h o w t h e p o r t f o l i o v a l u e , a n d th e n
c l u t t e r e d o n t h e p ho ne s c r ee n . T h is s h o w d a i l y n e w s u p d a t e s , a nd ha v e
p o r t i o n o f t h e a p p c a n b e m o d if ie d t o pre-selected fi l t e r s of s t o c ks li k e
r e f l e c t t h e m o s t im p o rt a nt f ea t u r e s N i f t y 5 0 , N i f t y S m a ll C ap e t c . T hi s
t h a t u s e r s w o u l d n e ed , a n d th e o t h e r a l l o w s u s e r s t o c l i c k o n t h os e fi lt e r s
o p t i o n s c a n b e d i sa ble d to h a v e a a n d l o o k u p s t o c ks t ha t t he y c a n
b e t t e r u s e r e x p e r ie n c e. invest in.
Watchlist N e w s a n d P a r t n e r A pp s
T h e w a t c h l i s t f e at ur e i s ve r y u s e r Z e r o d h a h a s a s e p a r a t e t a b fo r i t s
f r i e n d l y . T h e u s er c a n cr e at e m ult i p l e partner apps and the user needs to
download them as s ep ar a t e a p p s. h t t p s : / / i n c 4 2 . c o m / f e a tu r e s / wh a t
F r o m a u s e r e x p e rie nc e P O V it w i l l b e - a r e - t h e - m o s t -i n t e r e s t i n g -
h e l p f u l i f t h e s e c a n b e inc or p or a te d f i n t e c h - b u s i n e s s -m o d e l s /
into the Kite app to im p ro v e h t t p s : / / z e r od h a . co m /h tt ps : / / c r e
engagement. a t e l y . c o m / h t t ps : / / ww w . i nv es t i n d
i a . g o v . i n / s e c to r / b fs i - fi n t e ch -
References financial-services
h t t p s : / / i n c 4 2 . c o m / re s o u rc e s / h o
h t t p s : / / w w w. b u sin e s sin sid e r . i n / b w - c a n - n e o b a nk s -p o t e n ti a l l y -
u s i n e s s / s t a rt u p s/ ne w s/ ze r o d h a - t r a n s f o r m - s m e -l e n d i n g /
f o u n d e r - d e f e n d s-t he- se l f-
v a l u a t i o n - o f -n ea r l y -a -bi ll io n -
d o l l a r s - a n d - w h y - h e- n e v e r - ra i s e d -
funds-from-
i n v e s t o r s / a r t i c le sh o w /7 69 91 6 07 . c
ms
h t t p s : / / z e r od h a . t e c h/ b l og / h e l l o-
world/
Nikhil Kedia, Utkarsh Kumar
Industry Overview Healthcare Apps
Healthcare T ec hn ol o gy , a ls o
popularly known as H e a lt h t e ch ,
a l l u d e s t o t h e u sa ge of te chn ol o g ie s
c r e a t e d t o i m p r o ve a ll as p e c ts o f t he
m e d i c a l c a r e s y st e m . F ro m t ele h e a l t h
to r o b o t i c -a s si st e d medical
procedures, f ro m s p o rt s a pps to
calories c o u n t er s , al l d om a in s of
health a s s is ta n ce le ver a g i ng
technology can be t e rm e d as
Figure 14.1 Healthtech apps in different
healthtech.
spaces
Drivers of H e a l th T ec h – A big T h e h e a l t h t e c h i n du s t r y i s g row i n g a t

o p p o r t u n i t y f o r th e f u t u r e a v e r y f a s t r a t e , a nd i s a t tr a ct i n g a
lot of VC fu n d i ng , w hi c h has
1. A g r o w i n g l a n d s c ap e - I n c r ea s e i n b o l s t e r e d s t a r t u p s b u i l d i n g a pp s t o
h e a l t h t e c h f irm s . c r e a t e s p e c i f i c s o l u t i on s i n t he s p a c e .
2. G r o w i n g m a r k et o pp or t u n it y f o r T h e g l o b a l h e a l t h m a rk e t i s e x p ec t e d
Indian Health Tech p r ov i de rs - to reach $ 1 1 1. 8 b i ll i o n by 20 25 ,
I n c r e a s e i n m a rk e t si z e. g r o w i n g a t a C A G R o f 4 4 . 2% . A s c a n
3. A c c e l e r a t i o n i n f u n din g - B irt h o f be seen from the a b ov e f ig u r e ,
n e w h e a l t h t e c h f oc u se d s t a rt u ps . h e a l t h t e c h i s a v e ry b ro a d s e g m e n t
4. I n c r e a s e i n c o ns u m er aw a r e n e s s - w i t h s e v e r a l d i f fe r e n t c a te g o r ie s of
P r o l i f e r a t i o n o f B 2 C se gm e n t s . a p p s - f r o m b u i l d i ng up h a bi t a n d
p r o d u c t i v i t y , t o h e a l t h ca r e c h e c ku ps ,
from meditation a nd fi t ne ss to
m e d i c i n e d e l i v e ri e s a n d r em in d e r s . I n
this chapter, we have taken up the
I n d i a n s t a r t u p - P r a ct o t o d i ve i nt o
d e t a i l s f r o m a P ro d u c t Ma n a g e me nt
perspective.
Figure 14.2 Practo data flow
Key a c t iv it ie s: Sof t w a r e Key r e s o u r ce s : W e bs i te , P ra c t o

development, N e t wo r k in g w i th a p p , M a n p o w e r s k i l l s, IT .
m u l t i p l e s t a ke ho l de r s, Pr o m ot i o n s .
C o n s u m e r / P a r tn er se g m en ts :
Patients, C lin i c s , H osp i t a ls ,
Pathology L a b s, P h a r m ac ie s ,
Insurance c om p an ie s , D oc to r s ,
D e l i v e r y p a r t n ers .
Figure 14.3 Practo revenue model
How Practo crossed the ‘chasm’ book doctors seamlessly, a v oi d i n g

unnecessary e x i st i ng h a s s l e. T h is
C r o s s i n g t h e c ha sm is a th e or y b y m a d e P r a c t o a m u l ti -s i d e p la tfo rm
Geoffrey Moore b uil t around the w i t h s e v e r a l o t h e r s ta ke ho l de rs l i ke
technology l if ec yc l e for tech c l i n i c s / h o s p i t a l s , e v e n fo r th e M V P .
p r o d u c t s . A s w e c a n s e e i n t h e g r ap h
b e l o w , t h e r e i s a c h a s m be tw ee n t he Most s u c c e s s f ul m u l t i - s id ed
e a r l y m a r k e t a n d ma in s tre am m ar ke t , p l a t f o r m s f i r s t n e e d t o s e t u p th e
c r o s s i n g w h i c h c a n on ly he lp m a ke s u p p l y s i d e , a n d o n l y t he n c a n th e y
a n y c o m p a n y l ev er a ge ga in s a n d a e x p e c t t h e d e m a n d s i d e. T h i s me a n t
s i z a b l e m a r k e t ch u n k f o r t he pr o d u ct . doctor onboarding was a ve ry
T o c r o s s t h e ch a s m, co m p a n ie s n e e d i m p o r t a n t s t e p . T h e pa i n p o in t f o r
t o p r o v i d e p r o d u ct s th a t a d d v a l u e t o d o c t o r s , c l i n i c s a n d h os p it a l s a t t h e
c o n s u m e r s a n d a re e a sy e n o ug h t o time was maintaining p a ti e n t
use. i n f o r m a t i o n , r e c ord s a n d m a in t a i ni ng
b i l l i n g d e t a i l s . S o , P r a c to f ur ni s he d
them with a complete e nd -t o -e n d
p r a c t i c e m a n a g e m e nt e l e c t ro ni c t o o l
that managed their c o n s u l ta t i o ns ,
prescriptions, bi l l s , and medical
records. Within 2 y e a rs , had
o n b o a r d e d 5 0 0 d o c t o rs a nd 5 00 , 00 0
patients.
Figure 14.4 Crossing the chasm Crossing the c ha s m : Now t he y

n e e d e d t o o n b o a rd l a r g e a n d p o p u l ar
W h a t p r o b l e m d i d th e y s ta r t w i t h : T o d o c t o r s , a s o n l y t h a t c o ul d p u l l i n
m a k e c l i n i c v i s it s ca s h les s , p a p e r l e s s , more patients, and thereby c re a t e
and painless. n e t w o r k e f f e c ts t o p u ll in fu r t he r
more doctors a nd more p a ti e nt s .
MVP - Building th e m u lt i -s i d e d T h e y c a m e u p w i t h s e ve ra l fe at u re s
p l a t f o r m: Practo was, in a way f o r t h e d o c t o r s , to a s s i s t th e m a n d
d e s i g n e d t o h e l p t h e pa tie n t f in d a n d h a d a 3 - t i e r p r i ci n g p l a n a n d a fre e
v e r s i o n w i t h l i m ite d fea t ur e s. Fr e e s h o w i n g n e t w o rk e ff e c ts a nd h el p e d
service for p a ti en ts and minimal them cross the chasm.
m o n t h l y c h a r g e fo r l is ti n g d o c t o rs ,
o n c e t h e n u m b e r st a r t e d gr o wi n g . In E n t e r i n g t h e T o r n a d o : T h i s i s t he
t h i s n e x t y e a r , the n u m be r of d o c t o rs p h a s e r i g h t a f te r c ro s s i ng th e c h a s m ,
j u m p e d f r o m 5 0 0 t o 8 00 0 d oc t o r s a n d surviving which, the co m p a n y
3 million patients. b e c o m e s a b l e t o re a p t h e b en e fi t s o f
the mainstream m a rk e t. They
F o r m a r k e t i n g , t h ey we nt a h ea d w it h i n t r o d u c e d s e v e ra l f e a t u re s i nc l ud in g
t h e ‘ F l e e t o n s t ree t m o d e l’ . Th i s s a m e P r a c t o s o f t w a r e a n d a d s . T h ey s t a rt e d
m o d e l h a s b e e n u se d b y B y ju’ s , t o w i t h m u l t i p l e a c qu i s i ti o ns i n 20 1 5 .
grow. This m od el was to b r in g They also expanded t h ei r p r o d u ct
doctors o n b o a rd as we a l r ea d y p o r t f o l i o - m e d i ci ne d e li v e ry , c h a t
discussed, this was t he key in with doctors and even u n d e r to ok
g r o w i n g t h e a p p. Th ey a ls o i nit ia t e d g e o g r a p h i c e x p an s io n .
developing for B2 C f ea tu re s –
d i s c o v e r i n g t h e d oc t or s a n d bo o k i n g User Profiling and Jobs To Be Done
the a p p o i n t m en ts c o m pr e he n si v e ly . T h e m o s t i m p o r ta n t s t e p i n d e s ig n in g
‘ P r a c t o R a y ’ g o t d oc to r s o n b oa r d a n d any product or s o l ut io n is to
‘ P r a c t o S e a r c h ’ go t p a tie n t s o nb o a rd . u n d e r s t a n d t h e W H Y a nd W H O M . I t
T h e y b e g a n a s pr e e t o m ap e ve ry b e g i n s b y t r y in g t o un de r st a nd t h e
d o c t o r a n d c l in ic t o e n su r e g en ui ne u s e r a n d c r e a t e a u s er p ro fi l e , w h i c h
d o c t o r s . B y 2 0 13, t h e y ha d 10 ,0 00 + is more than just d e m o g ra p h i c
r e g i s t e r e d d o c t or s a nd 7. 5 m n+ u n i q u e information. A go o d u s er p ro fi le
v i s i t o r s . O n c e d o ct o rs we re o n bo a rd , should i l l u s t ra te the be h a v i or ,
they became h a b it u a t e d, so e ve n t e n d e n c i e s a n d p a i n p o i n ts of t h e
t h o u g h t h e c o s t o f a cq u is it io n w as user. From the JTBD primary
h i g h , L T V w a s h ig he r . I t wa s th e tw o- s t a t e m e n t , w e cre a t e a j o b m ap . T h i s
s i d e d m a r k e t p l a c e w h ic h b e g a n i s a s t e p b y s t e p , w h a t a c u s t om e r i s
t r y i n g t o d o . I t g iv e s a ‘ n e e d s v i e w ’,
r a t h e r t h a n a ‘ s o lu ti o n v i e w ’ .
App Critique - Customer How is it facilitated on the app - A
Journey Snapshot Critique:
Identification of s y m p t om -
I n g e n e r a l , a p at ie nt o r a p ot en t i a l S y m p t o m t o i s su e m ap p i n g i s s t i l l
p a t i e n t o r t h e i r re l at i ve / w el l- w i s he r r e l a t i v e l y w e a k , a nd d o e s n’ t c o m e
f o l l o w t h e s e s t e ps in c a s e of m ed ic a l o u t i n t h e U I , th o u g h t he r e i s a
issues. These st e ps ha v e a lo t of p r o v i s i o n f o r t he s a m e .
d e t a i l i n g w i t h in a s y ou ca n i m a g i ne , Q u i c k r e s e a r c h a n d s e lf- tr e a t m en t
w h e n y o u r e c a l l a t im e y o u we re no t - T h e a p p p rov i d e s a rt ic le s on
d o i n g g r e a t h e a lt h -w ise . i s s u e s a n d f re e e x p e rt a n sw er s .
However, it does no t seem to
S t e p s i n g e n e r a l: p r o m o t e t h i s i d e a , a s t he ho m e
1. I d e n t i f i c a t i o n o f sy m p to m s c r e e n s h o u l d h a v e h a d a s e a rc h
2. Q u i c k r e s e a r c h a nd se lf - t r ea t m e n t b u t t o n t o r e a ll y m ak e t h is a p a rt
3. D o c t o r s e l e c t i on o f t h e i r o f f e ri n g .
4. A p p o i n t m e n t
5. P o s t a p p o i n t m e n t
D o c t o r s e l e c t i on - T h e p r oc e s s o f Here, we w i ll only look at the
s e l e c t i n g d o c t or s is se am l e ss a n d snapshots of o nl y some of the
e v e n p e r s o n a l i ze d, a s t he d oc to r s processes:
p r e v i o u s l y c o n su l te d , s ho w up on
t h e h o m e sc r e en . T h is ha s b ee n Home page:
t h e c o r e o f fe rin g o f t h e a p p f o r a P r o s: T o b e g i n w i t h , h as a v e ry g o o d
l o n g t i m e . A l s o p r ov ide s r ev i ew s o f l o o k i n g , f a m i l i a r U I. M a j o r o f fe r in g s
doctors. in the home s c re e n an d other
Appointment - S e a m l e ss o f f e r i n g s c a n b e e a s i l y a c ce s s e d fro m
appointment b o o ki n g p ro c e s s , t h e m e n u b a r i n t h e h om e . H a s a v e r y
w h e r e a f t e r sel e c t in g t h e d o c t o r, e f f e c t i v e n u d g e t o t h e “ Pr a ct o P l u s ”
y o u c a n e a s il y se l ec t t h e re q u i re d f e a t u r e , w h i c h is a p a i d s u bs c ri p ti o n .
d a t e a n d t i m e f r o m the si mp l e U I. H a s m a j o r f e a t u r e s l is t e d o n th e to p
P o s t a p p o i n t m e nt - Th is i s a n e w of the home s c r e e n. Also, h as a
s e g m e n t t h a t t he y h a v e en te re d p e r s o n a l i z e d h om e s c r e e n w i th i n f o
a n d h a v e b e en a dd in g fe atu re a ft e r o n d o c t o r s c o n s u l te d .
feature wi t h f l a v or of C o n s: I t ’ s a l l w e ll a n d g oo d un ti l ‘ N ot
p e r s o n a l i z a t io n . Be it ord e r i ng f e e l i n g t o o w e l l ’ , w h i c h p r o v id es a
medicines, or la b t e sts and simple way to choose b et w e e n
checkups, or r em in der s - th e o p t i o n s . A t t h i s s t a g e u s a g e s ta r ts
U I / U X i s s e a m l e ss . g e t t i n g o v e r w h e lm i n g. A v e r y l e n g t hy
h o m e p a g e ( m o s t l y s e e m t o b e ad s ).
A user’s j o u r n ey b egi ns wi t h t he T h e a p p s h o u l d h a ve fo ll o w e d t h e
signup and o n bo a rd in g. Then t he y m a x i m u m 3 - s c r o l l s cr e e n ru le . P e o p l e
c a n d i r e c t l y b o ok a n a ppo in tm e n t or will just s c r o ll t h r o ug h w i th o u t
a d d m o r e p r o f il e d et a il s . Th e a p p ha s r e a d i n g . H a s t o b e s o m e b if u r c at i o n .
a l o t o f o t h e r f ea tu re s, l i k e se tt i n g Additionally, th e plus fe a t ure o n ly
reminders, a d d in g m e d ic a l h is to r y , supports debit and c re d i t c a rd
viewing p e rs on a li ze d a rt i c l e s , payments.
o r d e r i n g m e d i c in e s et c .
Figure 14.5 Practo home page
Menu bar C o n s: Your p r of i l e op t io n is
P r o s: A v e r y w e l l m a de m e n u b a r w i th c o m p r e h e n s i v e w hi c h i s a g oo d t hi n g .
s t a n d a r d i c o n s th a t ar e in t u it iv e, a n d B u t p e o p l e m a y no t w a n t t o f il l i n s o
w i t h f e a t u r e n a m es t ha t a re e as y t o much detail m a nu a l l y w i th o u t a ny
u n d e r s t a n d . O pt i on to a d d m e d ic a l i n c e n t i v e . E i t h e r t h e pro c e s s c o u ld
records, add r e m in d er s. Very b e m a d e m o r e s e a m le s s or it c o u l d b e
p e r s o n a l i z e d . A ls o, t he fe a t u r es a r e incentivized.
v e r y s i m p l e a n d e a s y t o u se . T h e
d e s i g n i s i n t u i t ive .
Figure 14.6 Practo menu bar
Figure 14.7 Practo reminder feature
App critique - Parametric v e r s i o n i s 4 . 6 , c l e a r l y s ho wi n g t he
Review u p s i d e p o t e n t i a l o f i m p r ov e m e n t in
Android. We w i ll a n a l y se the app
T h e a p p h a s o v er 5 m il l io n do w n lo a d s b a s e d o n s e v e r a l s t a n d a r d p a ra m e te rs
o n t h e P l a y S t o r e an d a ra ti n g of 4 . 2. of app critique:
H o w e v e r , t h e r a t in g i n t h e iO S
Product Management and M o b i l e A p p li c at i o n - H a s t o b e

Healthtech mobile, a l wa y s on a l w ay s
connected.
Future Trends B l o c k c h a i n B a ck -e n d - B l oc kc h a i n
Forefront v e rsa t il e h eal t h c a re is r e v o l u t i on i z i ng s ec u ri t y a nd
i n n o v a t i o n s a r e g oi n g t o be fo un de d s u p p l y c h a i n. H e a l t hte c h a lr e a d y
o n t h e f o l l o w i n g l ay e r s : h a s d a t a p r iv a cy c o n c e rn s a n d a
O p e n M a r k e t p l a c e - A g r ea t m u l t i- g r o w i n g n u m b e r o f s t a k e ho ld e r s.
sided p l a t fo r m th at s ea m le s s ly AI & Big Da t a A na ly s i s -
integrates th e e n ti re h e al t h c a re P e r s o n a l i z a t io n, o p ti m i z e d
ecosystem. r e c o m m e n d at i on s , s e l f d ia g no s i s ,
the entire doctor, c l i ni c and
hospital e c os y s t em wi l l be
a v a i l a b l e o n t he ph o n e .
Things to keep in mind when C r e a t e a p l a n fo r u s e r ori e n t a ti on
designing an app: and onboarding.
1. U s e r E m p a t h y : Th e m o st i m p o r t a n t M a k e U I M o c k u p s fo r t wo o f t he
thing to keep in m in d wh e n modules, s h ow i n g i nt e ra ct io n
d e s i g n i n g a s o lu ti o n i s t h e u s e r . between them.
W h a t d o e s t he us er w a n t , wh at a re S h o w t h e s t e p s fo r A / B te s ti n g .
her pain p o in t s a nd be ha v i o ra l D e f i n e t h e KP Is y ou w i l l m e a s u re
t r a i t s . D e f i n e y ou r t a rg et s e g m e n t a n d s h o w h o w t h ey w i l l he l p y o u
and build MVP f eat u r e s for it i n i m p r o v i n g y o u r a pp f r om a P M
b e f o r e e x p a n d in g f ur th er . PoV.
2. P e r s o n a l i z a t io n: He a lt h is a Create a business plan for t he
personal t h in g . Any user wo ul d M V P t o c r o s s th e c h a s m .
o n l y w a n t a n a p p t ha t c a t e r s t o
t h e i r n e e d s a n d th a t u nd er s t an d s References
their issues.
3. H a v i n g d ee p m ul t i - l ev e l S a r a n s h S o l a n k i , P r a c t o d e s ig n
a r c h i t e c t u r e i n t h e a p p ca n l e a d t o h t t p s : / / s a r a n s h s o l an ki . i n/ p r ac to .
u s e r s m i s s i ng ou t o n i m p o r t a n t html
f e a t u r e s o f t he ap p . T o n y U l w i c k , M e d iu m , J o b s to b e
4. V i s u a l d e s i g n sh ou l d b e co n si s t e n t d o n e m a p p i n g h t t p s : / / j o bs - to -b e-
w i t h t h e i n t e n d ed c o m mu n i ca t io n . d o n e . c o m / m a pp i n g - t he -jo b- to -
F o r e x a m p l e , a n o t if ic a t i o n i c o n b e - d o n e - 4 5 3 36 4 2 7 b 3 bc
s h o u l d b e u se d f or n o t ifi c at i on s A J u n i o r V C , W ha t H a p p e ne d t o
only. Using it to say ‘b o ok an Practo
appointment’ is n on -e m p a t hi c h t t p s : / / a j u n i o r v c . c o m / p ra c to -
design. h e a t h c a r e - h e a lt h te c h - s ta r tu p-
m e d i c a l - p r o v i d e r -d o c t or /
Exercise to solve H o w t o c r e a t e a h e a lt h ca r e a pp
D e s i g n a h e a l t h c a r e a p p (M V P) si m i la r like Practo
to Practo w it h i mp r o v e m e n t s or h t t p s : / / w w w. w e bc l u e s in fo t e c h. c o
f e a t u r e s t h a t ar e r eq uir e d bu t n ot m / h o w - t o - c r e a t e -a - h ea l t hc a r e -
p r e s e n t c u r r e n t l y, In th e p r oc es s , y o u a p p - l i k e - p r a c t o/
w i l l h a v e t o d o t he fo l l o wi n g as a p a r t U X C o l l e c t i v e , A c in g t he a p p
of the exercise: c r i t i q u e p r o d u c t d e s i g n i n t e rvi ew
P r e s e n t a s um m a ry u p f r o n t u s i ng h t t p s : / / u x d es i g n . c c/ a c i ng -t h e -
CIRCLES m et h od to sh ow th e a p p - c r i t i q u e -p ro d u ct - d e s ig n -
c o m p l e t e p r oc e s s. i n t e r v i e w - 2 6 0 ca 7 1e 8d 22
V e r y d i s t i n c t iv e u se r p r of il in g a nd Fitts’s law,
j o b s t o b e d o n e. h t t p s : / / l a w s o fu x . c o m / f i tt s s - la w
I d e n t i f y t h e p l a t f or m a n d b u s i ne s s H e a l t h T e c h M ob i l e a p p s
s t r a t e g y . W hic h m o d u l e w i ll y o u L a n d s c a p e o v e rv i e w - 2 0 18
m a k e f i r s t a n d w ha t f e at u r e s w i ll h t t p : / / a n a l y ti c s . dk v .g l o b a l / d a t a /
you add: p d f / H e a l t h - T e c h -M o b il e - A p p s -
P a t i e n t P a n e l M od u l e A n a l y t i c a l - R e p or t .p d f
D o c t o r P a ne l M o d u l e
A d m i n P a ne l M o d ul e
C l i n i c P a n el M o d u l e
D i a g n o s ti c P a n el Mo du le
D e l i v e r y P a n e l M o du l e
Arindam Raj, Shivani Spriha
Industry Overview C u s t o m e r S e g m e nt - U nd e r s ta n d th e
user who will i n t e ra c t w i th the
T h e t a x i - b o o k i n g m ar k e t w a s h i g h l y p r o d u c t a n d h o w t h e y w il l u s e it .
fragmented, and there wa s no
t r a n s p a r e n c y i n t he en tir e p r o c e s s C h a n n e l s - T h e w a y s th e p r od uc t
( f r o m b o o k i n g t o pa y m e n t ). E ar l i er , reaches the customer.
t h e r e w e r e s o m e r e gi on a l p l a yer s , b u t
t h e y w e r e n o t e st a b l ish ed pl a y e r s , Customer R e l a t i o n s hi p s -
and the value p r o p os i t i on th e y Relationships th a t the customer
offered were not s ig n if i ca nt l y e x p e c t s f r o m th e c o m p a n y , a nd th e
d i f f e r e n t f r o m t he t ra d i t ion al t a x i - c o s t r e q u i r e d to p rov i d e t h at .
booking services.
K e y A c t i v i t i e s - A ct i v i t i e s r e q u i r ed t o
U b e r a n d O l a b r o u g h t t ra n sp a r e n c y p r o v i d e t h e v a l u e pr o p o s i t i o n , a nd t o
t o t h e e n t i r e p ro ce ss , a n d ha ve al s o maintain the c ha n n e l, c u s t o me r
improved the re lia bi l i ty of ca b relationships and revenue source.
s e r v i c e s s i g n i f ic a n t l y. Low e r se a r c h
c o s t i s a l s o o n e o f th e ad d it i on al K e y R e s o u r c e s - R e s ou r c e s r eq ui r e d
value-adds that a c u st o m e r/ u s e r t o p r o v i d e t h e v a l u e p r o po s it i o n an d
enjoys t h r o u gh t h es e se rv i c e s. t o m a i n t a i n t h e ch a n ne l , c u s t o m e r
C u r r e n t l y , t h e r id e -h a ili ng m a r k e t i n relationships and revenue source.
India is e s t i m a t ed to be ₹2 0 00 0-
2 5 0 0 0 c r . ( P h i l i p , 20 2 0 ) . K e y P a r t n e r s - M e n t i o n t he pa r t n e rs
a n d s u p p l i e r s , a n d k e e p i n m in d t h e
Business Model Canvas r e s o u r c e s t h a t t h e y p ro v i d e .
T h e f o l l o w i n g m u st b e k e p t i n m i n d T h e b u s i n e s s m o d e l c a nv a s i n t h e
w h e n y o u a d d r e s s t he q u e st i o n . I t r i d e - r a i l i n g b u s in e s s i s a s fo l lo ws :
g i v e s u s a n e x h au s ti ve list of t h e
b u s i n e s s d e p e n d en cie s.
Value P r o p o s it io n - W ha t is the
problem/need a d d re s se d by the
product to the d if f er e n t cu s to m e r
segments? A l s o, t a lk ab ou t the
competitive a d va nt a g e of th e
product.
Figure 15.1 Business model canvas for ride hailing
W h e n a n a l y s i n g p la t fo r m a p ps , i t i s Tech Stack
i m p e r a t i v e t o c on su l t th e i n t e rvi e w e r
r e g a r d i n g t h e si de to b e e x pl ore d a n d Follow a b o t t om - u p ap p r o a c h, i . e.
t h e m e t r i c t o be f oc u s e d o n . Fo r f r o m t h e b a c k e n d to t h e U I / U X , t o
e x a m p l e , i n U b e r a n d O l a, th e y w i l l e n s u r e w e d o n ’ t m i s s a ny p a r t o f t he
h a v e d i f f e r e n t a p p s f or t he p a ss en g e r technology stack.
a n d t h e d r i v e r . A l so , k e e p in m i n d th e
1 0 h e u r i s t i c s o f u s e r in t e rf a ce d e s i g n Infrastructure an d S t o r ag e - A
t h a t w e r e d e v el op e d by N i e ls en an d hybrid cloud model is used, that is a
Morich and are m en t io n e d in t he mix of cloud data c e n t re s an d
c h a p t e r , “ U s e r E x pe r ien c e D e sig n f or p h y s i c a l d a t a c e n t re s. T h is e ns u re s
D i g i t a l P r o d u c t s” . Th e p r o du ct ca n b e that while h a nd l i n g bi g d at a , the
a s s e s s e d f r o m t h e f o ll o wi n g po i n t of compromise b e t w ee n a v a i la b i li ty ,
view: c o n s i s t e n c y a n d pa rt i t i on to le r a n ce i s
m i n i m i s e d . C u r re nt l y d a ta i s h a n d l ed
UI/UX u s i n g S c h e m a l e s s a lo n g w i t h S Q L , f o r
C u r r e n t f e a t ur es long term s t o ra g e and Riak a nd
Metrics used C a s s a n d r a f o r hi g h a v a i l a bi l i t y a n d
N e a r f u t u r e im pr o ve m e n ts low latency. Uber is also wo rk i ng
L o n g t e r m p r o du ct r oa dm ap towards b u i l d in g a r e al -t i me data
platform.
T h e m e t r i c s t h a t c an be fo cu se d o n
are: L o g g i n g - I t r e fe rs to t h e i n t e r a c t io n
Awareness b e t w e e n t h e p ro f i l e s . In ca s e o f a
Acquisition r i d e - s h a r i n g a p p , d r i v e r-r i d e r i s t h e
Activation only interaction p o s s ib le . This
Engagement interaction is e s ta b l i s h e d t h r ou g h
Retention clustering, u s in g a d is t ri b u t e d f i le
Monetisation system in Hadoop. T he c l us t e r i n g
Referral h e l p s i n d y n a m i c p r ic i n g . Cl u s t er i n g
i s d o n e t o e n s u re sh ort t e rm ( us i ng
K a f k a ) a n d l o n g t e rm a v a i l a b i l i t y
( u s i n g H a d o o p ) . D a t a is a lso i n ge s te d too large to be ha nd l e d w i th th e
i n r e a l t i m e a n d in de xe d in t o a n E L K c u r r e n t t e c h n o l og y . (L o z i n s k i, 2 0 2 0)
stack for se ar c h i ng and
visualizations. App Comparison
App Provisioning - C he ck i ng the L o g i n - I n U b e r , t he re i s a m i n i m a l i s t

scalability of a m o d ul e of th e d e s i g n , w h e r e t h e u s e r i s f oc u s e d on
a p p l i c a t i o n . A n d co llec t iv e s ca l a b i li t y entering only i n fo r m a ti o n (t h e i r
of various modules. For running phone number), or proceeding
m i c r o s e r v i c e s , d o c k e r c on t a i n e r s a r e t h r o u g h s o c i a l lo g i n . O l a d if f e r s i n
u s e d o n m e s o s. A u r ora is u s ed f o r t h i s a s p e c t . I n a d d i t io n t o t h i s , O l a
l o n g r u n n i n g s e rv ic e s a nd c ron j o bs . m a k e s i t i m p e r a t i v e f or t h e us e r t o
s w i t c h o n t h e i r G P S . D o i n g th i s g i v e s
R o u t i n g a n d S e rvi ce D is c o v ery - An l e s s U s e r c o n t r ol a n d f re e d o m . W he n
essential part of a r id e- ha il in g Ola app prompts t he user f or
application, o p t im a l d is p a tch not s e l e c t i n g a m o b i l e n u m b e r ( i n c a se o f
o n l y i m p r o v e s th e se rv i ce r at e b u t d u a l s i m ) , t h e i nt e r fa ce i s p l a in , a nd
a l s o m i n i m i s e s t h e c o s t o f d is p a t c h . i n c o n s i s t e n t w i th t h e i nt e r fa c e o f t h e
T h i s i s a c h i e v e d b y usi ng AP I s (b a s e d ola app.
o n g o o g l e m a p s). A s erv ic e o r ie n t e d
a r c h i t e c t u r e ( S O A ) is u s ed a n d t he L a n d i n g s c r e e n - I n U b e r , t h e s cr e e n
services are w r it t e n u si n g any s h o w s o n l y o n e p ro m p t a n d p r o c e e d s
language or f r a me wo rk (a l l the according to steps in t he user
s e r v i c e s n e e d n o t b e wr i tt e n in t h e j o u r n e y . T h i s p re v e n t s t he us e r fr o m
same language). C o m m u n ic a t io n being distracted. In Ola, the user is
b e t w e e n s e r v i c es oc cu r s u si n g t oo l s presented with the option to select
l i k e H A P r o x y a n d H y p e rba hn . s o u r c e a n d d e st in a t i on , f o ll o w e d b y
r i d e o p t i o n s o n t h e s am e s cr e e n . A s
Development, D e pl o y m e n t a nd t h e G P S i s s w i t c h e d o n , a s te p i s
T e s t i n g - T h i s is ach ie ved th ro u g h m i n i m i s e d , i f t he re i s n o c h a n g e in
s i m u l a t i o n s o n vi rt u a l m a c hi ne s. pick up point. The shade of t he
s o u r c e m e n t i o n e d h er e i s v e r y li g h t
T h e t e c h - s t a c k m en t io n e d a bo v e is a n d a t f i r s t s i g h t , i t s e e m s l i k e it i s a
j u s t a t i p o f t h e ic eb e r g , f o r e x a mp l e, p l a c e h o l d e r t e x t a n d t h e s o u rc e i s
T h e h y b r i d c l o u d m o de l it s e lf h a s n o t s e l e c t e d . I n a d d i t io n, t h er e a r e
m a n y f u n c t i o n a l i t ie s , a n d i t ke e p s o n o t h e r t i l e s t h a t t a l k a bo ut o f f e r s a n d
e x p a n d i n g w h e n t h e da ta be c o m e s measures put in place because of
Figure 15.2 User Journey
Figure 15.3 Illustrative comparison of ola and uber
booking screens
C O V I D . T h e o f f e r f r o m Ph on eP e h el p s t h e r i d e . F u r t h e r, O l a m e n ti on s th e
Ola in m o n e ti z in g and al s o in c o l o u r o f t h e c a r, w hi c h c a n p r ov i d e
r e t e n t i o n o f u s e r s , b u t a t t h e s a me a m i r r o r t o t h e r e a l w or l d .
t i m e , t h e y d o n ot p la y a m ajo r ro l e i n
decision making. Fu rt h e r , t h is S c h e d u l i n g t h e r i de -T he o p t i on to
information is pr o vid e d at other r i d e l a t e r c o m e s o n t h e l an di ng p a g e
screens as w el l . T hi s c r ea te s a o f U b e r , b u t i n c a s e of O l a , it c o m e s
r e d u n d a n c y . T h e d e sig n of Ub er ’s a p p once the user has selected the route.
c o m p l i e s w i t h H ic k’ s la w w h ic h s t a t e s Further, Uber i n te gr a t e s th e r id e
t h a t “ t h e m o r e op t io n s a re a va i la b l e details with the calendar. These
t o a p e r s o n , t h e l o ng er it w il l ta k e f o r factors make it ea s i e r fo r t he
h i m o r h e r t o ma ke a d ec is i on a b o u t c u s t o m e r t o u s e U b e r . t h e b u t to n on
w h i c h o p t i o n i s th e b es t.” U b e r t o c o n f i r m t h e r i d e co ve r s th e
b r e a d t h o f t h e s c re e n . T hi s m a k e s i t
C o n f i r m i n g t h e r i de - U be r h a s a e a s i e r f o r a n y u s e r t o e a s i l y o p e r at e
d e f a u l t o p t i o n t ha t is b as ed o n t h e t h e a p p . I n O l a , t he b ut t on t o co nf i rm
previous rides ta k en by th e u s e r. t h e r i d e i s o n t h e ri g h t s i d e o f t h e
O l a ’ s d e f a u l t op t io n is “ Bo ok A n y ” s c r e e n , w h i c h i n a w a y f a v o u rs th e
m o s t o f t h e ti me , w hic h i s n ot a n right-handed users.
e c o n o m i c a l c h oic e f or e ve ry r id e r.
O n c e t h e r i d e i s c o n f ir m ed , an d t h e C O V I D - 1 9 u p g r a d es - Be fo re a r i d e i s
r i d e r c l o s e s t h e a p p, a n d t h e n re - c o n f i r m e d o n O l a , a s c re e n pro m p t s
opens, the s cr e en d oe s n ’t show the user to follow the s a fe t y
c u r r e n t b o o k i n g ; th ey m u st g o to t h e g u i d e l i n e s . T h i s c a n i n s t i l t ru s t i n th e
r i d e h i s t o r y o p t ion a n d s el e ct t he i r user regarding th e ri d e . Fu rt h e r,
c u r r e n t r i d e , t o c h ec k t h e s t a t u s o f t h e r e i s a p a g e i n t he a p p re g a rd i n g
C O V I D - 1 9 , t h a t e x p l a in s in det a i l th e Philip, L. ( 20 20 , S ep te m b e r 2 7) .
s t e p s u n d e r t a k e n fo r a s e cu r e r id e . Stuck in fi rs t gear: C ar
That page also ma ke s t he use of subscription s e rv i c e s a re not
a u t h o r i t y , b y sh o w in g f e ed ba c k fr o m gaining m o m e n t um . R e tr i e v e d
t h e c u s t o m e r s reg a rd in g t h e sa m e . September 2 8, 2 0 2 0, from
T h i s w a s n o t o b s e r v e d in Ub e r. h t t p s : / / e c o n om i ct i m e s . i n d i a t i m e s
. c o m / i n d u s tr y / a u t o/ a u t o-
References n e w s / s t u c k - i n - f i rs t -g e a r -c a r -
s u b s c r i p t i o n - s e r v ic e s - a r e -n o t -
L o z i n s k i , L . (2 02 0 , Fe b ru a ry 27 ). gaining-
T h e U b e r E n g in e er i ng T e ch St a ck , m o m e n t u m / a rt ic le s h o w / 7 8 33 7 0 6 3
P a r t I : T h e F ou nd at i o n . R et r ie v e d .cms
September 2 8, 2 0 2 0, from Uber Business Model E x p l a i ne d:
h t t p s : / / e n g . u be r .c o m /t e ch - F r o m S t a r t t o F i n i s h . ( 202 0, M a rc h
s t a c k - p a r t - o n e- f o u n d a t i on / 1 1 ) . R e t r i e v e d S e p t e m be r 2 8, 20 2 0 ,
from
h t t p s : / / m o b i s of ti n fo t e c h. c om /r e s
o u r c e s / b l o g / u b e r- b u s i n e s s -
model-explained/
Naimil Shah, Neha Mazumdar
The COVID-19 pa nd em i c has v e ry T h e r e a r e a v a ri e t y o f p l a y er s i n e a c h

s e v e r e l y a f f e c te d t h e t ra ve l in d u st r y , s t e p o f t h e u s e r jo u r n e y a n d m a ny
a n d w i l l p r o b a b ly c o n t inu e t o b e t h e players that cut a c ro s s a ll thr ee .
reason for its t r an sf o r m a t i on . The G i v e n a v e r y l o n g c u s t o m er j o u rn e y
sector was a lr e a d y tr a n sf o r m i n g a n d t e c h n o l o g y a d v a n c e m e nt s i n bo th
before the lo ck do w n , w ith t e ch t h e d i g i t a l a n d p h y s i ca l w o rl d, t h e
c o m p a n i e s e n a bl ing u s er s to t r a v e l strategy of a company is determined
b e t t e r . I n 2 0 1 9 t h e tr a v el i n d u s tr y by the choices it makes on it s
was at its p e ak wi t h o nl y leisure business model.
travel spending at $ 4 .7 tr il l io n
( S t a t i s t a , 2 0 2 0 ). A us er jou rn ey fo r O n t h e b a s i s o f a k n o w n u m b re ll a
travel, currently c om p ri se s m ai n l y b u s i n e s s m o d e l, w e l i s t n i n e d i f f er e n t
d i s c o v e r y ( w h e r e t o g o, w hat to d o ), categories which a re s h a p i ng th e
booking (for t r a n s p or t , lo d g i ng , m o d e r n d a y t r a v e l e x p e ri e n c e o f t h e
a c t i v i t i e s ) a n d e x p er ie n c e (s u p p o r t in g customers (Skift, 2016).
t h e d u r i n g t r a v el n ee ds ).
Figure 16.1 List of choices across business model

elements for travel tech Companies
Figure 16.2 Examples of companies in different
business categories
C o n v e n i e n c e a n d a b il it y t o c om p a r e 1. D e s i g n for your users, not fo r

p r i c e s h a v e p us he d t he a d op t io n o f y o u r s e l f : B u i l d fo r a n id e n t i f i e d
Online Travel A ge nc ies (O T A ) in u s e r p e r s o n a a n d n o t for y o u r s e lf .
I n d i a . T h e l e a d er s n ow c om p et e f o r a M a k e i t e a s y a n d d e li g h tf u l fo r
l a r g e r s h a r e o f th e m ar k et , an d t o d o t h e s e u s e r s to u s e t h e p ro du c t.
the same, co n t in u a l l y f oc us on 2. F e e d b a c k : G i v e u s e r s a l i tt le v i s u a l
offering better se rvi ce s and c o n f i r m a t i o n / r e sp on s e f or t he ir
i m p r o v i n g c u s t o m e r e x pe r ien ce . T he actions.
w e b s i t e a n d m ob i le ap p e x p e ri e n c e 3. D i g e s t i b i l i t y : Sh o w u s e rs only
b e c o m e a b i g p art of th e o ve r a ll u s e r l i m i t e d c o n t e n t , wh i c h t h e y c a n
i n t e r a c t i o n w i t h a n O TA . comprehend.
4. C l a r i t y : D e si g n to m i ni m i z e
To develop or e va lu a te UX in a confusion by e n su r in g elements
p r o d u c t w e m u st l oo k a t it by ke e p i ng w o r k a s e x p e c te d .
i n m i n d f i v e b a sic p r in c ip les o f U X 5. F a m i l i a r i t y : T a ke de si g n c u e s f r om
D e s i g n ( B a r u a , 20 19 ) real word or a c ce p t a bl e digital
standards.
W e c o m p a r e t h e U X o f t w o p op u la r
O T A a p p s i n In d i a : M a k eM y T ri p &
Yatra.
Recommending a new feature D o e s t h e f e a tu r e h a v e to b e i n a n y
using CIRCLES Framework s p e c i f i c d o m a i n o f t he c urr en t a p p
structure, e.g. Hotels, F l i g ht s ,
T h e C I R C L E S f r a m e w o rk ( Le w i s , 2 0 16 ) etc.?
is used by p ro d uc t m an ag e rs for Y e s , i t h a s t o be c o h e s i v e w i t h
i d e n t i f y i n g n e w f ea t u re s & p r od u c ts t h e e x i s t i ng s t r u c t u r e
as it provides an e x h a u st i v e & No, it has to cover a new
s t r u c t u r e d f r a m ew o r k fo r t he s a me . domain
We have c l a r i fi ed t ha t the ne w
S t a g e 1 : C l a r i f y Y ou r G o a l s f e a t u r e n e e d s t o i nc r ea s e r e v e n u e s
A t t h i s s t a g e , o n e m u st a i m t o c l ar i f y through one of the three revenue
d o u b t s i n o r d e r to p r ov id e s u i ta bl e s t r e a m s , a n d i t ha s t o b e c o h e s i ve
r e c o m m e n d a t i o n s. So m e p o s s i b le w i t h t h e e x i s t i n g s t ru c tu re .
q u e s t i o n s a t t h i s s ta ge c o ul d be :
What is the en d go a l of this S t a g e 2 : I d e n t i fy U s e r P e r s o na s
feature? Knowing and u n d e r s t a nd i n g
I n c r e a s e u se r e n g a ge m e n t customers and t h e ir ne e d s a re
I m p r o v e U I/ U X crucial. Let us co n s i d e r th e
I n c r e a s e r e ve nu e / s a le s c u s t o m e r s w e h a d i d e n t if i e d u s i ng
A d d i t i on a l In-App t h e B u s i n e s s M o d e l d e ve l op e d e a rl ie r
Purchases i n t h i s c h a p t e r. W e w i l l a tt e m p t t o
I n c r e as ed bo o k in gs c r e a t e a b a c k g ro u nd o f t h ei r ge ne ral
I n c r e as ed ad ve rt i si n g behaviours, d e m o g r a ph ic s , app
revenues j o u r n e y a n d p o s s i b l e n e e d s t o a ch ie v e
Increase m a rk e t s h ar e of clarity.
product
S t a g e 3 : R e p o r t U se Ca se
I n t h i s s t a g e , w e t ry t o c o n n e c t t h e a fo r e m e n ti on e d u s e r p e rs o n a s w i t h th e i r
needs.
S t a g e 4 : C u t T h ro ug h U s e C as e s
I n t h i s s t e p , w e c u t t hro u g h di ff e r en t u s e ca s e s l i s t e d a b o v e a n d c h oo se a fe w
t h a t s t a n d o u t b a s ed on o u r c ri te ri a o r g oa ls l i ke r e ve n u es ( in t hi s c a s e ) or
c u s t o m e r b e n e f i t s. B as ed o n th e a b o v e us e c a s es & ou r e n d g o a l o f in c r e as i ng
r e v e n u e , w e s h o rt l ist o u r t o p c as e s :
1. Q u a l i t y A i r p o rt Se a ti n g
2. C o m p a r e / F il ter Ho t el s
T h e s e a r e c h o se n a s t h e y wo u l d b e m o r e l i ke l y to h a v e a hi g h er fr eq u e n c y o f u s e
a n d b e r e l a t i v e l y e a s ier t o mo n e t i z e a s c om p ar e d t o t h e o t h e r o p t io n s .
S t a g e 5 : L i s t S o lu ti o ns
I n t h i s s t e p , w e li st a c o up le of so lu t i o n s t o s o lv e th e a b o ve -s ho r tl is t e d u s e c as es .
T h e m o s t f e a s ib l e s o lu t io ns , m e e t in g u s e rs’ n ee d s p o s t t h is s t e p , w i l l b e
considered for evaluation.
S t a g e 6 : E v a l u a te Tr a d e of f s
I n t h i s s t e p , w e e v a lu a t e th e so l ut i o n s o n v ar i ou s me tri c s t o i d e n t i f y w h ic h
s o l u t i o n w i l l b e m os t b en ef ic ia l fo r th e e n d- u s e r w h i l e s i m ul t a n e o us ly m e e t in g
o u r g o a l s a n d n o t o v er bu r de n in g ou r d e v e l o p m e n t r e so u r c es .
S t e p 7 : S u m m a ri ze
I n t h e f i n a l s t e p , w e d is cu ss ou r i d e n t if i ed s o lu t io n a n d t h e r a ti o n a le b eh i n d t h e
s a m e : “ F o r o u r ide n t ifie d go a l o f i nc re a si n g r e v e n ue b y de vel o p i n g a n e w f e a t u r e
w i t h i n t h e c o n str a i n ts of t he e x is t i ng in f r a s tr u c t u re , I r ec o m m en d d e v e lop in g a
L o u n g e D i s c o v e r y a n d B o o k in g F e a t u re . T h is fea t u re w i l l pr im a r i ly t ar g e t B us i n e s s
u s e r s w i t h f a m il i e s be in g s e c on d a ry ta rg e t s . I t h a s b e e n c h o s e n a s b u s in es s
t r a v e l l e r s t y p i c a l l y h a ve a h ig h fr eq u e n c y o f t r av e l, a n d s in c e t he i r bi ll s a r e
r e i m b u r s e d t h r ou gh c o m p a n y a cc o u nt s, t h ey a re le s s l i ke l y t o b e p r ic e e la s tic . W e
c a n p r o m o t e t h is f ea t u re to b e a n a l t e rn a t i ve t o b oo ki n g h o te l ro o m s fo r s h o r t e r
t r i p s . T h i s f e a t u r e is a l so l es s co m pl e x t o d e ve l o p t ha n th e a l te rn at i v es a n d th e
K P I s a r e e a s i e r to m ea s u r e f o r a n in cre as e in r e v e n u e a s th e y s ha r e a d ir ec t l i nk
a s c o m p a r e d t o a d v er ti si n g r e v e n u e s ”
References
B a r u a , S . ( 2 0 19 , N ov em be r ). 5 P r i n c ip le s o f U X D e s i gn . R e t r ie v ed f r o m
U X P l a n e t : h t tp s:/ /u x p l an e t .o rg / 5 -p r i n c i pl e s - of - u x- d es i g n -d 1 5 7 9 e7 26 7d b
L e w i s . ( 2 0 1 6 ). i m p ac t in t e rv ie w. R e t ri e v e d fr o m C i r cl e s M e th o d P ro d u c t De si g n
F r a m e w o r k : ht t ps : // w ww .im p a ct i n te r v ie w . c o m / 2 0 1 6 / 0 6 / c ir c l e s -m et ho d -
p r o d u c t - d e s ig n - f ra m e w o r k /
S k i f t . ( 2 0 1 6 ) . Sk if t Tr a v el T ec h 2 5 0 . R e t r i ev e d fr o m S ki f t:
h t t p s : / / s k i f t .c om / t ra vel t ec h2 5 0 / S t a t is t a . ( 20 2 0 ) . Gl o b al le is u r e t r a v e l s p e nd
2 0 0 0 - 2 0 1 9 . R et r ie v e d f ro m St a t is t a:
h t t p s : / / w w w . st a tis ta . co m / s ta ti s t ic s / 10 9 3 3 3 5 / l e is u re - tr a v el - s p e n d i ng -
worldwide/
Amrit Verma
Industry Overview Customer Needs
‘EdTech’ refers to t he us e of C u r r e n t l y , t h e a p p s i n th e m a rk e t
t e c h n o l o g y i n t he ed uc a ti o n se c to r, work as a supplement to th e
starting from s m a rt d e v ic e s in c l a s s r o o m s , l i k e t h e tu i t io n c l as s e s
c l a s s r o o m s , t e st p r e p p l a t for m s a n d w h e r e t h e s t u d e n t ' s l e a rni n g i s s e l f -
online c e r t i f i c a t io n s for s ki ll p a c e d a n d t a i l o re d t o t h ei r l e a rn i n g
development. India has o ve r 1 ,1 00 speed.
m i l l i o n w i r e l e s s i nt e rn et s u b s c r i b e r s
( S t a t i s t a , 2 0 1 9 ) wi t h a h ig h ra te o f A s c h o o l s t u d e n t ma y s t a r t u s i n g s u c h
a d o p t i o n . T h e Ed Te ch se c to r s to o d a n a p p a t a ve ry y o un g ag e , a nd
f o u r t h a m o n g s t a ll se ct or s , w it h 8 . 5 % c o n t i n u e u s i n g i t t h rou g h t o g ra d e 12 ,
o f t o t a l s t a r t u p in ve s t m e n ts i n 2 0 1 8 and for a s so ci a te d c om p e ti t i v e
(Statista, 2018). e x a m s . H e n c e , t he i r jo u rn e y b ec om e s
a l l t h e m o r e c r i t i c a l . T h er e fo r e , t h e
The startups in vo lv e d in K 12 and experience s h o u ld no t be
o n l i n e c e r t i f i c a t i on s ha ve ac co un te d h o m o g e n o u s f o r e v e r y o ne , a s i s t he
f o r a s i g n i f i c a n t s ha r e ( ~ 8 8 % ) of $ 1. 6 c a s e i n i n d u s t r i e s l i k e r i d e - h a i l in g ,
b i l l i o n w o r t h o f in ve st m en ts , in th e where the service is t he s a me
e d u c a t i o n s e c t or be t w e e n 2 0 14 a n d i r r e s p e c t i v e o f t he c h ara c t e ri s t ic s o f
2019 (inc42, 2 0 2 0 ). T his s ke w e d t h e u s e r . I t n e e d s t o be ta i l o r e d to
f u n d i n g i s i n p a rt du e t o t he g r ad e s - i n d i v i d u a l a b i l i t y a n d i nte r e s t s .
f i r s t a p p r o a c h o f t h e I n dia n ma rke t
a n d t h e n e e d f o r sk i ll e d la b ou r in t h e Student Journey
fast-growing s erv ice s s e c t or .
Moreover, I n d ian s have a higher T h e t y p i c a l c u s to m e r j o u r n e y of a
w i l l i n g n e s s t o pa y fo r e du c a t io n , a n d school student on an E du T e ch
c o n s u m e r i n c o m e in e l a st ici ty i n t h i s platform looks like:
market is g r e at er t ha n even
healthcare in some cases.
Figure 17.1 Student Journey
Parent Journey
P a r e n t s p l a y a n e ss en ti a l ro l e i n a ll t h e m a jo r d e c is i o n s of t h e i r k i d s , a n d
e d u c a t i o n i s n o d iff er e n t. As t h e a m o un t in v o l v e d i s s i gn i f i ca n t w it h t y p ic a l
y e a r l y p a c k a g e s in t he tu n e o f 1 00 00 a n d a bo v e , t h e sa l e i s o n ly po s s i ble w he n
b o t h t h e s t u d e n ts an d the i r p a r e nt s s e e v a lu e i n t h e p la t f o r m .
Figure 17.2 Parent Journey
Byju's
F o u n d e d i n 2 0 1 1, By j u 's is t he hi g h e s t v a l u e d E d T e c h c om p a n y i n In d i a w i t h a
v a l u a t i o n o f $ 1 1 bi ll io n a s o f S ep t em b e r 20 2 0 ( i n c 4 2 , 2 02 0 ) . I t e n g a g e s i n o n l i n e
t u t o r i n g w i t h p r e-r e c or d ed c o u rs e v id eo s , w h i ch ca n b e v i e we d e i t he r t h ro u g h a
m o b i l e a p p l i c a t io n ( i OS / A n d r o id ) or on t h e B y j u' s t a ble t .
B y j u ' s h a s a r a n g e of ap p s , w h ic h t a r g et s s t ud e n ts fr om k i nd e r ga rt e n ri g h t u p t o
g r a d e 1 2 , a s w e l l a s fo r c om pe t it i ve e x a m s , w hi ch s ig ni f i c a n t l y i n c r e a s e s t h e
c u s t o m e r l i f e t i m e va l u e .
Figure 17.3 Byju’s range of apps
Vedantu
F o u n d e d i n 2 0 1 1 , it o p e r a t e s a s a m ar k e t p l a c e f or t e a c he r s a n d s t u d e n t s wh e r e
t h e s t u d e n t s ca n e n r o l in c l as s e s o f t h e t ut o r o f t he i r c ho i c e . It u s e s a
proprietary v i r tu a l l e a rn i n g e n v i r on m e n t, WAVE (W h i te b o ar d A ud i o Vi d e o
E n v i r o n m e n t ) t o d e li ve r liv e c l a s s e s t hro u g h i t s w e b si t e a n d m o bi l e a p p li c a ti o ns .
V e d a n t u c a t e r s t o s tud en t s o f g r a d e s 6 t o 1 2 , pr i m a r i l y f r om t h e C B S E a n d I C S E
b o a r d s . T h e y p r o vid e s u m m ari s ed n ot e s a t t h e e n d of e a c h c la s s .
Business Model Canvas
T h e p o i n t s i n r ed a r e sp e c ifi c t o B y j u ' s & th o s e i n y e l lo w a r e s p e c i fi c t o V e d an tu ,

w h i l e t h e r e m a i n in g po int s a pp l y to b o t h t h e co m p a n i e s .
Figure 17.4 Business model canvas
Evaluation of the Product
T h e c o m p a n i e s op er a ti n g o n t he s u b s cr i p ti o n mo d e l ha v e t w o p r i m a ry t a sk s a t
h a n d . F i r s t l y , s ign in g u p t he c u st o m e r, a n d s e c on d ly , r e d u ci ng t h e c h ur n th r ou g h
h i g h e r e n g a g e m e nt a n d v al u e de li v e ry . T h e U I / U X a n d f e a t ur e s o f t h e a p p s h a v e
b e e n e v a l u a t e d b a se d on t he f o llo wi n g th re e s t a g e s :
T r i a l & O n - b o a rd in g
N u r t u r i n g & Ex p a n s ion ( N iel se n 's H e u ri s ti c s)
R e n e w a l & L o y al t y
Recommendations and Product I n c l u s i o n o f a H el p D o c u m e n t : A
Improvement g u i d e t o h e l p r e s ol v e is s ue s o n t h e
go would i m p r ov e th e user
I n t r o d u c t i o n of a S ea r ch Ba r : I t experience, as the c u rr e n t
w o u l d a l l o w st ud en t s t o d ire c t l y m e t h o d s o f c a l l i n g u p th e se rv i ce
look for t he l es so n, wi t ho u t e x e c u t i v e , o r w a i t i n g f o r a re pl y
w a s t i n g t i m e i n r e m e m be rin g t h e o n t h e m a i l i s t oo c u m be r s o me .
p a t h , a n d n a v iga t in g t o t he sam e . In-app P u rc ha s e s : A l lo w up-
g r a d a t i o n o f t h e co nte nt b y p ay i n g
from within the app, without
c a l l i n g u p t h e s e r v i c e c e n t re , w i th
t r a n s p a r e n t p r i c i ng .
Figure 17.5 Disney Byju's early learn app (v 2.8.0; 21st sep 2020)
Figure 17.6 Byju's parent connect app (v 3.3.0; 21st sep 2020)
Figure 17.7 Vedantu app (v 1.7.3; 21st sep 2020)
References Statista. ( 2 0 1 8) . R e t r i e v ed fr o m
i n c 4 2 . ( 2 0 2 0 , F eb ). R e t ri e ved f r o m h t t p s : / / w w w. s ta ti s t a . co m / s ta t i s t i
h t t p s : / / i n c 4 2 .c o m /d a ta l a b / t he - c s / 1 0 1 8 6 0 1 / i nd ia - s h are -o f - s t a r t -
l a n d s c a p e - o f -ed t e ch- m a p p i n g - u p - d e a l s - b y - s e c t o r/
t h e - i n n o v a t i o n - r ev am p in g- Statista. (2019, Dec). R e t r i e v ed
e d u c a t i o n - i n - in d i a / from
inc42. ( 2 0 2 0) . R et rie v ed f ro m h t t p s : / / w w w. s ta ti s t a . co m / s ta t i s t i
h t t p s : / / i n c 4 2 .c o m /f e a tu r e s/ by j u - c s / 2 5 8 7 9 4 / m o b i l e -t e l e c om -
b e f o r e - b y j u s - t he - m a k i ng -o f -t h e - s u b s c r i b e r s - i n -i nd ia - by -
w o r l d s - m o s t - va l u a b l e - ed te c h - company/
company/
Dhiraj Kulkarni
Industry Overview H o m e F o o d t o t he of f ic e : T h e s e
c o m p a n i e s e n a b l e us e rs to p la ce
Foodtech a p p l ic a t io ns h av e seen d e l i v e r y o r d e r s , a n d o ffe r pi ck u p
t r e m e n d o u s g r o w t h in re c en t y e a r s . f a c i l i t i e s f o r t h e f oo d p r e p a r ed b y
T h e c o n t r i b u t i o n of on lin e o r de rs to h o m e c h e f s . F or e x a m p l e , O ot a bo x.
t h e o v e r a l l f o o d d e l i ver y m a r k e t h as R e c i p e D i s c o v e r y : T he s e p l a tf o r m s
g r o w n f r o m 2 % in 2 0 16 t o 1 1% in e n a b l e u s e r s t o s e a rc h , s t o re , an d
2 0 2 0 . Z o m a t o h a s s ho wn a n in c r e a s e u p l o a d t h e i r re c i p es . F o r e xa mp l e ,
o f 4 x i n t h e n u m b er of o rd er s in th e Tastemade.
f i r s t q u a r t e r o f 2 0 2 0 a s c om p a re d to Personalized n u t r i t io n: These
2019, showing the in c re a s in g companies o f fe r personalized
p o p u l a r i t y o f t h e o nl in e f o od d eli v e ry n u t r i t i o n pl a n s a nd d i e t t o t he
a p p l i c a t i o n s . T h e in d u s t r y c o m p r i s e s u s e r s . F o r e x a m p l e , Da y T w o .
a m u l t i t u d e o f bu sin es s m od e l s. S om e
of the prominent bu si n es s m od e l s O t h e r b u s i n e s s m o d el s i n c lu d e , b u t
include: are not limited to dine out apps,
R e s t a u r a n t A g g r e ga to r : T h es e a r e recommendation apps, in no v a t i v e
the platforms t ha t h ost the r e s t a u r a n t s , c a t e r i n g pl a t f o rm s , c he f
restaurants and allow users to marketplaces, an d n ov e l fo o d s . Fo r
search for r es t a u ra n ts . For further discussion, the r es ta u r a n t
e x a m p l e , Z o m a t o , S w ig gy . a g g r e g a t o r b u s i n e s s m o d e l i s c ho s e n ,
On-Demand F oo d : These a n d i n p a r t i c u l ar, Z o m a to an d S w i gg y
restaurants ha ve th e ir own a r e t h e f o c u s a p p l i ca t i o ns .
centralized k it c h e ns a nd t ak e
orders t h r ou gh t h ei r own Business Model Analysis
a p p l i c a t i o n / w e b si t e. F or ex a m p l e ,
R e b e l F o o d s , F r e sh m e nu . S w i g g y: S w i g g y i s l i mi te d to he l p i ng
R e a d y t o h e at fo o d : T h e p l a t f o r m s users to find re s ta u r a n t s / d i s h e s .
w h i c h p r o v i de t h e r e a d y t o h e a t Once the user places an o r de r,
m e a l s d e p e n d in g o n t he d e m a nd o r S w i g g y ’ s d e l i v e r y pa r t ne r s wi ll v i s i t
the s u b s c ri pt io n. Fo r e xa mp l e , t h e r e s t a u r a n t t o p i c k t h e o r d e r an d
Freshly. w i l l d e l i v e r t o th e cu s t o m e rs .
Figure 18.1 Swiggy business model canvas
Z o m a t o: I n a d d it io n to w ha t Sw i g g y o f fe r s, Zo m a t o a l so p r o v id es a p la t fo r m to
e x p l o r e t h e d e t a il e d re v ie w s o f t he re s ta ur a n t a l on g w i t h a p i c ku p o p t i on . T h e y
a l s o p r o v i d e a ‘ hy p er p u re ’ opt ion t o re s t a u r a n ts , a i m e d a t p r ov i d i ng h i g h q u a li t y
f r e s h r a w m a t e ri a l t o t he r es ta u ra n ts . T h e e le m e n t s o f b u s i ne ss c a nv a s wh ic h
d i f f e r f r o m S w i g g y a r e c ol o re d i n r e d .
Figure 18.2 Zomato business model canvas
User Persona
T h r e e d i f f e r e n t u s e r p e r son a s c a n b e d e fin e d o n t h e b a si s o f t he fr eq u e n cy o f
o r d e r s a n d t h e a f fin it y to w a r ds d i s h e s .
1. A u s e r w h o i s n e w t o th e p la t fo r m a n d w an t s t o ex p l ore v ar i o u s re s t a ur an ts , o r
t h e u s e r w h o d oe s n o t ha ve an y b i a s t o wa r d s a p ar t i c u l a r re s t a u r a n t o r d i s h .
2. A repeat u se r who wa n t s to ex pl o re th e d is h e s of a p a rt ic u lar
c u i s i n e / r e s t a u ra nt o n l y.
3. A r e p e a t u s e r w ho o rde rs pr e v i o u s l y o r d e r e d i t e m s f r om f av o r i t e r es t a u ra n t s
frequently.
Typical User Journey
S w i g g y: T h e t y p ic al u s e r j ou r n e y i n S wi g gy i s a s b e l o w :
L o g i n / S i g n u p : T he us er l og s i n, e i th e r u s in g m o bi l e n u m b e r / e m a il or so c ia l
m e d i a a c c o u n t s. T he us er c a n s k i p t h e p r o c e s s o f l o g i n a n d e x p l o r e t h e m e n u
o f t h e r e s t a u r a nt .
R e s t a u r a n t Se a r c h : Th e u se r s e a r c h e s fo r th e re s t a u ra n t a n d s e l e c t s a
r e s t a u r a n t f rom w hi c h t h e y w a n t t o o rd er .
P l a c i n g t h e O r d er: Th e u se r s el e ct s t h e d i s h e s th a t th e y w a n t t o h av e f r o m a
r e s t a u r a n t a nd t h en p l a c es an or d e r .
T r a c k i n g : A f t e r t h e p a y me n t is do ne , t h e u se r tr ac k s t h e p ro g re s s of t h e o rd e r .
Z o m a t o: T h e t y p ic a l u s e r j our n e y i n R e s t a u r a n t E x p l o r e r P a ge : T hi s i s t he
Zomato is: p a g e w h e r e t h e u s e r s w i ll e x p l o r e t h e
Login/Signup: T he user l o gs in d i f f e r e n t r e s t a u ra nt s a v a i la b le .
e i t h e r u s i n g m o bi l e nu m ber /e ma il S w i g g y: S w i g g y ’ s r e s t a u r a nt ex p l o r e r
o r s o c i a l m e d ia a cc ou nt s. T he u s e r page looks cluttered, w it h off er s
c a n s k i p t h e p r oc e s s of l og i n a nd floating e v e r y w h e re . They co u ld
explore the me n u of th e i n s t e a d h a v e o n l y o n e r o w fo r of f e rs ,
restaurant. rather than b o m b a rd i n g the users
Restaurant Se a rc h : The user w i t h o f f e r s . T he y d o p ro v i d e ‘ T o p
s e a r c h e s f o r t h e r e s t au ra n t a n d Picks for You’ at the b e g i n ni n g ,
s e l e c t s a r e sta ur a nt f r o m wh i ch a c c o u n t i n g f o r t h e u s e r p r e fe re n c e s
t h e y w a n t t o o r de r. o r t h e p a s t o r d e rs o f a u s e r . I n t h e
T h e r e a r e t w o cho ic e s a v a ila bl e t o r e s t a u r a n t d i s p l a y p a ne l , t he y h a v e
t h e u s e r s o f Zo m a t o , e it h er s i m i la r t i m e f o r d e l i v e r y , th e a v er a g e co s t
t o t h e S w i g g y u se r, t h ey ca n pl a c e p e r p e r s o n , a nd t he ra ti n g of t h e
t h e o r d e r , o r c an ex p l o re m o re r e s t a u r a n t . B u t t he y d o no t h av e a n y
about the re s ta u ra nt t h r o ug h filters on t he page. Also, the
d e t a i l e d r e v iew s a n d p ho to s . extracted number of people who have
Tracking: If the u se r g oe s fo r rated the r e s ta u ra n t is u n k no wn ,
p l a c i n g a n on l in e o rde r t hr o u g h impacting the tr u s t of t he user.
t h e a p p l i c a t io n , h e/ s h e c an t ra c k T o w a r d s t h e b o t t om o f t h e p a g e , t h e
t h e p r o g r e s s o f th e o rd e r. u s e r h a s s e a r c h, c a r t , a nd a c c o u n t
options. The c a rt o p ti o n seems
App Critique and Comparison u n w a r r a n t e d w he n t he re a re no i t e m s
i n t h e o p t i o n . T he op ti on c o u ld h a v e
D i s c l a i m e r s : T h e cr i t iq u e is d o n e o n been made dynamic.
t h e b a s i s o f t h e ap p s ’ d e si g n as o n 1 s t Z o m a t o: Z o m a t o ’ s re s ta u ra n t e x p l ore r
Oct, 2020. p a g e c o n t a i n s a l is t o f r e s t a u ra n ts ,
similar to the Swiggy. But t he
S i g n - i n O p t i o n: L a z y sig n - in i s a n i n f o r m a t i o n r e l at e d t o the n u mb e r o f
important f e a t u re , co ns id eri n g a o r d e r s s i n c e t h e l o ck d o wn h as b e e n
h u n g r y u s e r w il l b e lo o ki n g f o r fo o d i m p o s e d i s g i v e n s o a s t o g a i n th e
q u i c k l y a n d h e n c e f o r c e d s ig n in a t trust of the user. There is also an
t h e s t a r t c a n in cr e a s e t he bo u n ce option to b o ok m a rk a p a rt i cu l a r
r a t e . B o t h t h e a p p l ica t io n s gi v e a n r e s t a u r a n t . A l s o, t h e f il t e ri ng op t i o ns
o p t i o n o f l a z y s ig n in g in a n d a ll ow including cuisine, ra t i n g, cost pe r
users to e x p l or e th e d is hes and p e r s o n a l o n g w i t h s o rt i ng o p t i o n s b y
r e s t a u r a n t s w it ho u t m a n d a ti n g th e m d e l i v e r y t i m e , c o s t, a n d p o p u la r i t y
t o l o g i n . T h e s ign in ca n be d o n e a r e a v a i l a b l e , e a s in g o u t t h e p ro ce s s
w h e n t h e u s e r i s pl a cin g t h e o r d e r . of finding the best s u it a b l e
B u t , t h e o p t i o n t o sk i p th e lo g i n is r e s t a u r a n t f o r t h e u s e r . T he a p p al s o
m o r e i n t u i t i v e in t h e ca s e o f Zo ma t o o f f e r s t o p b r a n d s in t h e s p o t l i g h t ,
w i t h t h e b u t t o n t it l e a s ‘S ki p ’ . I n t he what’s new on Zo m a to , and o t he r
c a s e o f S w i g g y , t h e o p t io n o f l a z y o p t i o n s t o h e l p o u t e x p l or e rs t o tr y
s i g n - i n i s a v a i l a b l e wit h b ut ton ti l e n e w i t e m s o r t h e i t em s l i k e d b y t h e
‘ S w i g g y ’ m a k i n g it l e ss int u i t iv e t ha n c o m m u n i t y . T o w a rd s t h e b o t to m o f
Zomato. the screen, t h e re a re op t i o n s for
h i s t o r y , v i d e o s , a nd ac c o u n t
m a n a g e m e n t . T he h ist o ry o p t io n i s reviews for a ll t he dishes in th e
particularly u se f u l fo r th e t hi r d r e s t a u r a n t f o r g a i ni n g t he tr u st o f
p e r s o n a , w h o m ig h t be in t e r e st e d i n t h e u s e r . T h i s , in m y o p i n i on , i s o n e
r e p e a t i n g t h e p a st or d e rs f re q ue n t l y . o f t h e t o p d i f f e re n t ia t i n g f e a t u r e s i n
A l s o , t h e v i d e o op t io n g ive s a cc e s s t o Z o m a t o , a s n o t a l l t h e d i sh e s in t h e
Zomato o r i g i n a l s, c o ok w it h p ro s , r e s t a u r a n t s a r e e q ua l l y g o o d . I t a l so
e a s y t o c o o k re c ip e s i n cr e a s in g t h e provides best s e ll e r d is he s , a nd
u s e r e n g a g e m e nt in th e ap pl ica tio n. u n l i k e S w i g g y , be s t se l l e r di s h e s a re
displayed at the t op , m a k in g the
R e s t a u r a n t L a n di n g Pa ge: W he n the o r d e r i n g p r o c e s s co nv e n i e n t fo r t h e
user finalizes which res ta ura n t to u s e r s . Z o m a t o a ls o t ri e s t o in c r e a s e
order from, t he y l an d on the t h e o r d e r v a l u e t hr ou g h s u g g es t i o n s
r e s t a u r a n t ’ s l a n di n g pa ge , w h er e t he y s u c h a s p o p u l a r a dd -o n s, w h ic h g e t
can select d is h es , f r om th e d i s p l a y e d w h e n t h e u s e r i s in th e
r e s t a u r a n t ’ s m e nu . p r o c e s s o f c o m p l e ti n g t he p a y m en t.
S w i g g y: T h e r e st au r a n t la n d in g p a g e
i n S w i g g y s h o w s a r a tin g, d e l iv e r y C o v i d R e l a t e d I n i t i a t iv es : In t i m e s
t i m e , a n d c o s t pe r pe rs on o n t h e l i k e C o v i d , u s e rs ca r e a b o u t s a f e t y
p a g e . T h e n u m b er o f p e o pl e w h o h av e the most. In any food delivery
rated the r e s t au ra n t is n ot made platform, food t r an s f e rs f r om
p u b l i c a n d i s s h o wn a s 20 + o r n u l l o n restaurant personnel to d e li v e r y
the page. S w i gg y c ou l d sh ow th e p a r t n e r s t o c u s t om e r s. A s m u l t i p l e
number of r e vie w e rs e x pli c it l y , to p e o p l e a r e i n v o l v e d i n t h e e n d - t o-
g a i n m o r e c u st om e r t r u s t an d a d d end delivery of fo o d , g a i n i ng th e
c r e d i b i l i t y t o t h e r a t i n g sy s te m . A ls o , t r u s t o f t h e u se rs , pr o vi d i n g t he m
it provides an o p t io n to m a rk a w i t h c o n f i d e n c e a ro u n d t he s a f e t y
r e s t a u r a n t a s a f a vo rit e . A s c om pa r e d m e a s u r e s t a k e n b y t h e p la tfo rm i s o f
to Zomato’s b ook m a r k fe a t u r e, p a r a m o u n t i m p ort a n ce t o a n y f o o d
m e n t i o n e d i n t he r es t a u ra n t ex p l o re r delivery platform.
p a g e , t h e f a v o r ite r es t a u ra n t f ea t ur e S w i g g y: Swiggy m e n t io ns ‘d e l i v er y
i n S w i g g y i s w el l p la c ed , a s t h e u s e r partner safety’ on its r e s t a u r a nt
w i l l m a r k a r e st a u ran t f a v or it e o n l y explorer page. Bu t it d oe s no t
a f t e r l o o k i n g a t t h e m en u . T h e p a g e mention the safety precautions
a l s o m a r k s s o m e of the dis h e s a s be s t followed by a restaurant. A l s o , th e
s e l l e r s o n t h e m en u, bu t th ey a r e d e l i v e r y p a r t n e r s a fe t y b a nn e r i s n o t
r a n d o m l y p l a c e d on th e m e n u . S w i g g y a t t h e t o p o f t h e p a g e . H e nc e , t h e
could have p l a c ed the bes t s e ll e r u s e r a t f i r s t g l a n c e , wo u l d n o t s e e
i t e m s a t t h e t o p . t o pro v id e t he u s e r t h e i n i t i a t i v e s t a k e n b y S w ig g y t o
c o n v e n i e n c e o f f in d in g t h e p o p u l a r d e l i v e r t h e f o o d s a fe l y .
dishes. Z o m a t o: Z o m a t o me nt i o n s h ow f o o d
Z o m a t o: Z o m a t o’ s l a n d in g p ag e h a s d e l i v e r y i s s a fe an d ho w cu s to me rs ’
d e t a i l e d r e v i e w s o f th e r es ta u r an t, s a f e t y i s a p r i o ri t y fo r t h e m. T h e y
along with time for d el i ve r y . T he h a v e a l s o m e n t i on e d th e nu mb e r o f
r e v i e w h i g h l i g h ts ar e a l s o pr o v id e d , o r d e r s d e l i v e r e d s i n ce t he l o c kd ow n
t o g e t t h e g i st of al l t he r ev i e w s started. They also m e nt i o n the
m a k i n g t h e p r o c e ss o f go in g t h r o u g h number of o rd e r s fr o m each
t h e r e v i e w e a s y a n d c o mf or t a b l e for r e s t a u r a n t , g i v in g a se n s e o f s a f e t y t o
t h e u s e r . T h e a p p al s o p ro vi d es t h e c u s t o m e r s . O n th e r es ta u r a n t ’s
landing page,
Z o m a t o e x p l i c i t ly m e nt ion s t h e s a fe t y References
measures f o l l o we d by a pa r ti c u l a r
r e s t a u r a n t i n a n a t te m p t to r e in fo r c e h t t p s : / / b r a nd ri d d l e .c o m / z o m a t o -
t h e t r u s t i n t h e cu sto m er . business-model/
h t t p s : / / b r a nd ri d d l e .c o m / s w i g g y -
I n a n u t s h e l l , z o m a t o a p p e ar s t o b e business-model/
d o i n g b e t t e r i n t e rm s o f c u s t om er h t t p s : / / b s t r a te g y h u b. co m / z o m a t
c o n v e n i e n c e , e a s in g o u t t he p r o ce ss o - b u s i n e s s - m od e l - ho w - d o e s -
o f f o o d o r d e r in g , b ri ng ing in m ore z o m a t o - m a k e - m on e y /
transparency and c us t o m e r h t t p s : / / b s t r a te g y h u b. co m / s w i g g y
e n g a g e m e n t . O rd er tr ac ki n g on t h e - b u s i n e s s - m o d e l- h ow - d o e s -
a p p s i s n o t c ov er e d in t h is c h a p t e r, s w i g g y - m a k e - m o ne y /
a n d i s l e f t t o t h e r e a de r to e x pl o r e .
Section 4
Ishmeet Singh, Yuvraj Singh Bawa
Problem p e r s o n a l u s e r s on In s t ag r a m w i t h th e
I n t e r v i e w e r: E st i m a te t he n u m be r o f a v e r a g e n u m b e r o f u pl o a d s t he y m ak e
I n s t a g r a m u p l o a d s o c c u r r in g in I n d i a e a c h d a y . F i r s t , I s h a l l es t i m a t e t h e
n u m b e r o f p e r s o n a l us e rs . T h e n I wi l l
A s k c l a r i f y i n g q ue s t io n s c o m e u p w i t h t he a v e r a g e n u m b e r o f
C a n d i d a t e: I’d l ik e to a sk some uploads figures by s p l i t ti n g these
c l a r i f y i n g q u e s tio n s . D o y ou wa nt me users into c a te g o ri e s based on
t o e s t i m a t e t h e nu m be r of u p lo a ds f r e q u e n c y o f u s e.
p e r d a y o r p e r y e a r?
I n t e r v i e w e r: A l ri g ht , g o a he a d .
I n t e r v i e w e r: U p l o ad s pe r d a y.
Guesstimate
C a n d i d a t e: Do u p lo a d s c on si s t of ( C a n d i d a t e w r i t e s d o wn t h e f o ll ow i ng
p o s t s o r s t o r i e s o r bo t h ? o n a s h e e t o f p a p e r)
I n t e r v i e w e r: C o n si de r on l y po sts . General equation:

# uploads = [# of u s e rs on
C a n d i d a t e: Are we c on sid e r i ng I n s t a g r a m ] * [ a v g . n um b e r o f u p lo a d s
p e r s o n a l o r b u s i n es s a cc ou n t s ? per person each day]
I n t e r v i e w e r: C o n s id e r o n ly p e rs o na l C a n d i d a t e: T o e s t i m a t e t h e n u m b e r o f
accounts for now. p e r s o n a l u s e r s of In s ta g ra m , I w i ll
multiply the fo ll o w i n g p a r am e t e rs:
C o m m e n t s: T h e c la r if y ing q u e s ti on s ( C a n d i d a t e w r i t e s d o wn t h e f o ll ow i ng
showcase th e c a n d i da t e ’ s o n a s h e e t o f p a p e r)
u n d e r s t a n d i n g o f th e d iff er e n t ty p e s
of uploads that can be ma de on [# of users on In s t ag r a m] =
I n s t a g r a m ( p o s ts , st ori e s) , a n d th e [ p o p u l a t i o n o f In d i a ] * [ % p o p u la t i o n
u s e r p r o f i l e s ( pe r s on a l , bu sin es s ) . It with smartphone and a cc e ss to
portrays a sense of internet] * [% of pe o p l e on
c o m p r e h e n s i v e ne ss . I n s t a g r a m ] * [ % o f m o n t hl y a c ti v e
users]
S t r a t e g y F o r m u l at i o n
C a n d i d a t e: I w i ll a p p r o ac h t hi s
p r o b l e m b y e s t i m a t in g t he n u m be r of
C a n d i d a t e: T h e p op u la t io n of I n d ia is Comments:
1 . 2 b i l l i o n . D u e to a n a l l-t i m e h ig h
penetration of mo b i l e s er v ice s , I T h e c a n d i d a t e pr o v i d e s ra t i o na le for
estimate that 40% u se r s have a e v e r y e s t i m a t e t he y m a ke . T h ey a l s o
s m a r t p h o n e w i t h a cc e s s t o in t e rn e t . simplify t h e ir c al cu l a t i o n s by
I n s t a g r a m i s t h e t hi r d mo st p op u la r r o u n d i n g o f f . T h i s i s a g o o d t ri c k , as
a p p o n t h e P l ay S tor e w it h o ve r a numbers can s t a rt g e tt i n g
b i l l i o n d o w n l o a d s, s o I a ss u m e t h at complicated when s e g m e n ta t i on is
5 0 % o f t h e s e u se rs h a v e I n s ta g r a m . d o n e . T h e C a n d i d a te a l s o p r o v i d e s
A b o u t 3 0 % o f th e s e a c co un ts w o u l d a l t e r n a t e w a y s of s eg m e n t in g , w hi c h
b e f a k e o r i n a c t iv e, l ea v in g u s w i th shows that t he y u nd e rs t a n d th a t
7 0 % m o n t h l y a c t i ve us ers . trends can v ar y a cr o s s user
demographics.
I n t e r v i e w e r: S o u nd s r e as on a b l e.
( C a n d i d a t e w r i t es do wn t h e f oll ow in g
o n a s h e e t o f p a p e r)
[ # o f u s e r s o n In st ag r a m ] = 1. 2 b i ll i o n
* 4 0 % * 5 0 % * 7 0 % = 16 8 m il lio n
C a n d i d a t e: I ’ l l r o u n d t ha t of f t o 1 7 0
m i l l i o n . N o w , I ’ ll e st im a te t he a v e r a g e
n u m b e r o f u p l o ad s pe r pe r so n p e r
d a y . F o r t h i s , I ’ll d ivi d e t h e m o n t hl y
a c t i v e u s e r s i n t o t h re e c a t e go ri e s ,
with rough e st i ma t es for the
p e r c e n t a g e o f u se rs in ea c h ca t eg o r y
f r o m m y o w n e x p erie nc e:
1. L i g h t u s e r s : 1 p os t e v e r y m on t h on
a n a v e r a g e - 3 0% = 5 1 mi l li o n
2. M o d e r a t e u se rs: 1 p o st e v er y 10
d a y s o n a n av era ge - 60 % = 10 2
million
3. H e a v y u s e r s : 1 p o st e ve r y 2 d ay s
o n a n a v e r a g e - 1 0% = 17 m il lio n
T h e r e f o r e , n u m b er of p os ts p er d a y =
5 1 * 1 / 3 0 + 1 0 2 * 1/ 10 + 1 7 * 1/ 2 ≈ 20
million posts
A d d i t i o n a l w a y s o f s eg m e nt i ng wh i c h
could be done:
A g e / g e n d e r wi se s eg me n t a ti o n f o r
posting habits
U s e r s c o u l d b e I nd ia n s o r t o u r is t s
m a k i n g p o s t s in I n d ia
I n t e r v i e w e r: S o u nd s g o o d, t ha n k y o u .
Akash Shukla
I n t e r v i e w e r: E s t im a te th e re ve nu e F o r e s t i m a t i n g t h e t o t a l n u m b e r of a d
t h a t Y o u T u b e m a k es in a d ay ? v i e w s , t h e r e a r e t w o wa y s w e c a n g o
about it - es t i m a t i ng f r om th e
I n t e r v i e w e e: I n te res t in g! T o e st i ma te d e m a n d s i d e a s t o h ow m a n y v id eo s
t h e t o t a l r e v e n u e , I w il l h av e t o br e a k d o p e o p l e w a t c h on Y o u T u b e o n a
d o w n t h e s a m e i n t o rev en u e s tr e a m s . d a i l y b a s i s . T h e s e c o n d w a y i s fro m
A s p e r m y k n o w l e dg e , Y o u Tu be ha s the supply side as to how many video
multiple revenue s t re a m s - Ads, views does Y o u T u be have the
Y o u T u b e m u s i c , Y ou Tu b e TV , a ff il i a t e c a p a c i t y t o s e r v e . S i n c e , i n th i s c a s e
m a r k e t i n g , e t c . A d r e ve nu es f or m th e c a p a c i t y w i l l n ot b e a p ro b le m a s
m a j o r i t y o f t h is . A m I m iss in g a ny Y o u T u b e c a n e as i l y s ca l e u p i t s in fra
r e v e n u e s t r e a m ? D o yo u wa n t m e t o t o s e r v e t h e d e ma nd , w e s h o u l d g o
g o i n t o a p a r t ic u l a r r e ve n u e s tr e a m via demand e s t i m a t i on . D oe s t h is
or across all of them? sound fair?
I n t e r v i e w e r: S in ce y ou m en t i o n e d I n t e r v i e w e r: A l ri g h t , t h a t d o e s s o u n d
t h a t a d r e v e n u e s fo rm a b ul k o f i t , like a plan. Lets go ahead.
l e t ' s d e e p d i v e i n t o t ha t .
I n t e r v i e w e e: F o r e s ti m a t i n g t h e to ta l
I n t e r v i e w e e: S u r e, d o yo u wa n t m e to n u m b e r o f a d v i ew s i n a d a y , I w i l l
c o n s i d e r t h e a d r e v e n u e s of Yo u T u b e s t a r t w i t h t h e p op ul a ti o n o f t he U S ,
g l o b a l l y o r i n a sp ec ifi c ge og ra p h y ? segment it i n to age i nt e rv a l s and
t h e n a s s u m e a p e rc e nt a g e o f th e m
I n t e r v i e w e r: G oo d tha t y ou as ke d t h a t w a t c h e s Y o u T ub e v i d e o s o n a
that! Lets look at e st im a t i n g t he d a i l y b a s i s . T h i s w i l l g iv e m e a v e r a g e
r e v e n u e s s p e c i f ic a ll y in t h e U S. t o t a l d a i l y Y o u t u be v i e w e r s i n t h e U S .
T h e n , I w i l l a s s u m e t he n u m b e r o f
I n t e r v i e w e e: A l ri g h t s o t he ap p r o a c h v i d e o s w a t c h e d b y e a c h o f t h es e a g e
I ’ m g o i n g t o t a k e i s a s f o ll ow s - s e g m e n t s o n a d a i l y b a s is to g e t t o
t h e t o t a l n u m b e r o f Y o u t u b e vi d e o
Y o u t u b e a d r e v e n ue s = To ta l n um b e r views in a day. A s s u m i ng a
o f a d v i e w s x a v g c h ar g e p e r a d vi e w p e r c e n t a g e o f th i s h a s a d s o n i t, we
c a n g e t t o t h e t ot a l a d v i e w s p e r d a y
Youtube ad rev en u es = Vi d eo s in the US.
w a t c h e d p e r d a y x A vg a d s/ vid e o x
a v g c h a r g e p e r a d vie w
I will start wi t h the t o ta l US I n t e r v i e w e r: A l r ig h t a n y t hi ng el s e
p o p u l a t i o n a s 3 0 0 m w ith a n av e ra g e t h a t y o u w o u l d wa nt t o s e e i n t h i s?
life expectancy of 80 years and
a s s u m e a u n i f o r m a g e dis t ri b u t io n . I n t e r v i e w e e: I w o u ld l i ke t o h a v e a
sanity check on t hi s answer. I’ m
Estimating the avg n u m be r of getting a per a n nu m Youtube
Y o u T u b e u s e r s pe r d ay - revenues of = $10 * 365 = $3. 6 5
0 - 5 y r s : d o e sn’ t w a t c h = > 0 billion
5 - 1 0 y r s : wa t c hes o n 5 0 % of t he
d a y s = > ( 5 / 8 0 ) *3 0 0 *5 0 % = ~ 10m I know that G o og l e makes ad
10 - 20 y r s: watch d ai l y => revenues of ~$ 1 0 0 billion on an
( 1 0 / 8 0 ) * 3 0 0 * 10 0 % = ~4 0m annual basis of which Y ou T u be
20 - 40 y rs: watch d a i ly => contributes a ro u n d 10-15%. T h is
( 2 0 / 8 0 ) * 3 0 0 * 10 0 % = 7 5 m brings global youtube r e v e nu e s to
4 0 - 6 0 y r s : wa t c h o n 7 5 % o f t h e a r o u n d $ 1 0 - $ 1 5 b i l l i o n.
d a y s = > ( 2 0 / 8 0 ) * 30 0 *7 5 % = ~ 6 0 m
6 0 - 8 0 y r s : w a tc h o n 5 0 % d a y s = > $ 3 . 6 5 b i l l i o n f o rm s a b i g c hu n k o f t h i s
( 2 0 / 8 0 ) * 3 0 0 * 50 % = ~ 4 0 m r e v e n u e c o m i n g f ro m t h e U S a lo n e . It
sounds sane g i ve n the higher
S o n o w w e h a v e th e d a ily vie w e r s i n t e r n e t p e n e tr a t i on i n t h e co u n t ry
a c r o s s a g e s e g m e n t s w e c a n go a he a d as compared to other geographies.
w i t h c a l c u l a t i n g t h e d a il y vie ws -
0 - 5 y r s : 0 d a ily vi e ws I n t e r v i e w e r: A lr ig h t , s ou nd s fa i r, we
5 - 1 0 y r s : w a t ch 5 v id e o s p er d a y c a n e n d t h e i n t e r v i e w h e re .
= > 5 * 1 0 = 5 0 m vi e w s
1 0 - 2 0 y r s : w a tch 2 0 v ide os pe r
d a y = > 2 0 * 4 0 = 8 0 0 m vie w s
2 0 - 4 0 y r s : wa t c h 1 0 v id e os p e r
d a y = > 1 0 * 7 5 = 7 5 0 m v ie w s
4 0 - 6 0 y r s : w a t ch 5 v i d eo s p e r
d a y = > 5 * 6 0 = 3 0 0 m v ie w s
6 0 - 8 0 y r s : w at ch 5 v id e os p e r
d a y = > 5 * 4 0 = 2 0 0 m v iew s
H e n c e , w e g e t t he t ot a l n u m be r of
v i e w s a s = 5 0 + 8 0 0+ 7 5 0 +3 0 0 +2 00 = 2 .1
billion views
We will assume that of t he se 2. 1

b i l l i o n v i e w s , 5 0 % o f t he m h a ve a d s
s h o w i n g u p o n t he m => T h is gi ve s u s
a t o t a l o f ~ 1 b n a d vi ew s p er d a y .
T o t a l e s t i m a t e t he ad r e ve n u es , I’ l l
a s s u m e a p e r $ 1 0 c ha rg e p er 1 0 0 0
v i e w s t o t h e a d ver tis er s .
Total ad r e ve nu es = 10 * 1
b i l l i o n / 1 0 0 0 = $1 0 m il l io n p e r d ay
Akash Shukla
I n t e r v i e w e r: E s t im a te th e m ar k e t I n t e r v i e w e e: U nd er s to od ! S o h e r e ’ s
s i z e f o r d r i v e r l ess c a r s . h o w I ’ l l s t r u c tu re t hi s pro b le m a s -
I’ll formulate the m a r ke t size of
I n t e r v i e w e e: I nt er e st i n g ! I ’ v e a fe w d r i v e r l e s s c a r s a s a p e r ce n t a g e o f t he
questions regarding the p r o b l em t o t a l n e w c a r p u rc ha s e s i n th e U S -
statement b e fo r e I g et i nt o
s t r u c t u r i n g a s ol u t io n f or t he sa m e . Driverless cars unit sales = New car
S o , i s t h e r e a p art icu la r g e o g rap h i c p u r c h a s e s i n t h e U S x M a r ke t sh a re
a r e a t h a t w e a re c on s id er i n g f o r t h e of driverless ca rs N e x t , I w ou l d
estimation? e s t i m a t e t h e t o t a l c a r p u rc h a s es i n
t h e U S i n a n y e a r b y c o n s i d er i n g the
I n t e r v i e w e r: Y es ! I w ou l d li ke y o u t o r e p l a c e m e n t c y cl e o f t h e c a r -
e s t i m a t e t h e m a r k e t siz e f o r th e sa m e
in the US. N e w c a r p u r c h a s e s i n a n y e a r = T ot a l
number of c a rs in the US/Car
I n t e r v i e w e e: S u r e. Al s o, d o yo u w a n t replacement cy c l e T o e s ti m a t e t he
m e t o e s t i m a t e m a rk et s ize in te r m s t o t a l n u m b e r o f c a r s i n a c ou nt ry - I
o f u n i t v o l u m e s or in t er m s of to t a l w i l l s t a r t w i t h t h e po p u l a t i on o f t h e
value of cars sold? c o u n t r y a n d e s ti m a t e t h e nu m be r o f
h o u s e h o l d s i n th e s a m e b y a s s u m i n g
I n t e r v i e w e r: T ha t’s a g o o d q ue st i on . a n a v e r a g e h o u s e h o ld s i z e . Fu rt h e r, I
L e t ' s l o o k a t i t i n t e r m s of t h e un it w i l l t h e n m u l t i p l y t h e s a me w it h a n
volumes. average car per ho us e h o ld
assumption -
I n t e r v i e w e e: G re a t , w e c an a lw a y s
g e t t o t h e t o t a l v a l u e b y m u lti pl y i n g T o t a l n u m b e r of c a rs i n t h e U S =
w i t h a n a v e r a g e u n it pri ce . S o , t ha t T o t a l n u m b e r o f h ou s e h o l d s x A v g .
m a k e s s e n s e . L as t ly , t h e m a rk e t s i z e cars per household
w i l l i n c l u d e b o t h B 2 B a n d B 2 C s a l es .
S h o u l d I c o n s i d e r b ot h ? T o t a l n u m b e r o f h ou s e h o ld s = T ot al
p o p u l a t i o n / A v e ra g e ho us e h o ld s i z e
I n t e r v i e w e r: L e ts o n ly go f o r t he B2 C
o r p u r c h a s e s m a d e b y US ho us e h o l d s . So, does this s ou n d like a fa i r
approach?
Interviewer: Y e s, t ha t so un ds f a ir ! I n t e r v i e w e e: I kn o w t h a t i n t h e U S ,
Lets go ahead. Tesla is the l a rg e s t p ro d uc e r of
driverless cars. F u rt h e r , w it h t he
I n t e r v i e w e e: G re a t ! So , l e t' s start m o d e l 3 b e i n g i ts m o s t a ff o r d a b l e c a r
with the US p op u l a t io n of 30 0 i n t h e d r i v e r l e s s s e g m e nt , T e s l a h a d
million. I will a ss u m e an a ve ra g e s o l d a b o u t 3 0 0 k c a r s w hi c h i s a r o un d
h o u s e h o l d s i z e o f 4 in t h e US to g e t 1 . 6 6 % o f t h e t o t a l ma rk e t s i ze . I ’ l l
t h e t o t a l n u m b e r o f h o u seh o l ds i n t h e a s s u m e t h i s m a rk e t s h a re t o fu r t h e r
country as - 30 0 / 4 = 75 mi l li o n i n c r e a s e m a r g i na ll y t o ar oun d 2 % t o
households. get total driverless cars sale as -
F u r t h e r , g i v e n t h at t he U S is a h i g h 1 5 m i l l i o n x 2 % = 3 0 0, 0 00 c a r s
income c o u n tr y c o m bi ne d w it h a
m u c h h i g h e r p e rc e n ta g e o f w om e n i n H e n c e , w e r e a c h a m a r ke t s i z e o f
the workforce, we can safely assume 3 0 0 k d r i v e r l e s s c a rs be i n g s ol d in t h e
t h a t o n a n a v e r a g e, t h e ho u s eh o ld s in US per year.
t h e U S w i l l h a ve a c a r ea ch f o r b ot h
t h e e l d e r m a l e a n d f em a l e m e m b e rs . I n t e r v i e w e r: I n t e r e s t i n g ! Al r ig h t , w e
H e n c e , I w i l l c o n t i n ue b y ass um i n g c a n c l o s e t h i s y e a r.
the average n um b er of ca r s per
household as 2.
H e n c e , w e c a n fo rm u la t e t he t o t a l
n u m b e r o f c a r s in th e U S a s = 7 5 * 2 =
150 million
N o w , I ’ l l e s t i m a t e th e tot al c a r s al e s
i n t h e U S o n a n a n n ua l ba si s. F or t he
s a m e , u s i n g m y p r io r k n o w l e dg e, I ’l l
a s s u m e a c a r r ep l a ce m en t cy c le o f 10
years. This means that ea ch car
w o u l d b e r e p l a c e d by a n e w o n e af t e r
1 0 y e a r s o f u s ag e . Th is g i ves u s th e
t o t a l n u m b e r o f ca r s s old i n a n y e a r
i n t h e U S a s - 1 5 0 m i l lio n / 10 ye a rs =
1 5 m i l l i o n c a r s p e r ye ar
I n t e r v i e w e r: G re at , so n o w th a t w e
h a v e r e a c h e d t he to t a l n um b e r o f c a r
sales in a year, ho w wo u ld you
e s t i m a t e t h e d r i ve rl e s s ca r s m a r k e t
size?
Yuvraj Singh Bawa
Problem I n t e r v i e w e r: You can consider

I n t e r v i e w e r: E st i m a t e Z oo m ’ s da il y b u s i n e s s a c c o u n t s fo r no w .
server usage d ur i n g t he l o ckd ow n
period C a n d i d a t e s: A mo n g b u s i ne s s
a c c o u n t s , s h o u l d I a c c ou nt fo r bo th
A s k c l a r i f y i n g q ue s t io n s e v e n t s t r e a m i n g o r j u s t p ro f e s s i o n al
C a n d i d a t e: I’d l ik e to a sk some c a l l s b e t w e e n e m p lo y e e s ?
clarifying q u es tio ns . My
u n d e r s t a n d i n g is t h a t Z o o m ’ s s e rv e r I n t e r v i e w: Y o u m a y p r oc ee d w i th th e
usage would co m pr i s e of t he latter.
following:
1. S t o r i n g i n f o r ma t io n a bo ut its C o m m e n t s:
u s e r s a n d t h e ir c a ll log s The clarifying q u e s ti o n s s ho w c a s e
2. S t r e a m i n g t he da t a (a u dio , v i d e o t h e c a n d i d a t e ’ s u nd e r s ta n d i ng of t h e
a n d t e x t ) t o an d f ro m pa r t ic ipa n t s d i f f e r e n t t y p e s of da t a us a g e t h at
in a zoom call Zoom may have and the t y pe s of
3. M i s c e l l a n e o u s p r oc es sin g tasks u s e r s i t c a t e r s t o.
(backend)
Strategy Formulation
Among these, I be l ie ve th a t th e C a n d i d a t e: I w i ll a p p ro ac h this
second point w ou ld ta k e up t he problem by estimating the number of
m a j o r i t y s h a r e o f t he se r v e r u s a g e . e m p l o y e d p e r s o n ne l i n In d i a w o rk i n g
S h a l l I p r o c e e d w it h th i s a s s u m p t i o n ? white collar jobs. My assumption is
t h a t m o s t o f t h e s e p e o p l e w o u ld b e
I n t e r v i e w e r: Y e s, t h a t so u n ds r ig ht . u s i n g s o m e v id e o c o n f e re nc i n g a pp
f o r t h e i r w o r k d a y . Z o om h as t w o
C a n d i d a t e: Do yo u want me to m a i n c o m p e t i t o rs t h a t I ca n t h i n k of -
account for g lo b a l u sa g e or Microsoft Teams and Google Meet.
c o n s t r a i n e d t o p ar t icu la r g e og r a p hy , H o w e v e r , Z o o m h a s t h e m a j o r s ha r e
such as India? o f v i d e o - c o n f e r e n ci ng a p p u se rs , s o I
w i l l a s s u m e t h a t 6 0% o f t h e w h i te -
I n t e r v i e w e r: C on si de r th e u sa g e f or c o l l a r e m p l o y e e s u s e Z oo m .
India.
I n t e r v i e w e r: A l ri g ht , g o a he a d .
C a n d i d a t e: Are we c on sid e r i ng
personal, s t u de n t, or business
accounts?
C a n d i d a t e: I w il l u s e t h e f ol l o w i n g C a n d i d a t e: F i n a l l y , t o g e t th e d at a
general equation: usage per hour, d ra w i n g f ro m my
D a i l y s e r v e r u s a ge = # o f Zo om u se r s personal experience, a zoom c a ll
* d a t a u s a g e p e r u se r f u n c t i o n s b e s t w h e n I h a v e a c c es s t o
= 6 0 % o f w h i t e c o ll ar em p l o y e e s * a t l e a s t 1 M b p s of d a t a . So I w i l l
d a t a u s a g e p e r ho ur * # h o ur s p e r a s s u m e t h a t a z o o m c a l l u s e s 1 Mb p s
user o f d a t a i n a c a l l . T hi s e q u a t e s to 3 6 0
M b o f d a t a i n a n ho u r.
C a n d i d a t e: F i r st , I w i l l s t a r t w ith t he
n u m b e r o f z o o m u se rs . A s t he r e a re a So, finally we have:
l a r g e n u m b e r o f j o bs in I n d ia t h a t a re 3 0 m i l l i o n z o o m u s e rs * 2 ho u r s * 3 6 0
i n t h e m a n u f a c t u r in g a n d a g r ic ul t u re M b / h o u r = 2 1 , 6 0 0 m i l l io n M b = 2 1 . 6
s e c t o r , I w i l l a s su m e th a t 10 % o f t h e Tb/ day
w o r k f o r c e i s e m p lo y ed in wh it e c o l la r
j o b s . A n d t o e s t im a t e t h e w or k f o r c e , I I n t e r v i e w e r: S o u nd s g o o d , t ha n k y o u .
w i l l a s s u m e t h a t 8 0% o f a du lts i n t he
age range of 20 -6 0 in I nd ia are C o m m e n t s:
employed. I w i ll a ssu m e that the T h e c a n d i d a t e pr o v i d e s ra t i o na le for
p o p u l a t i o n i s u n ifo rm l y d ist r ibu te d e v e r y e s t i m a t e t he y m a ke . T h ey a l s o
b e t w e e n t h e a g e s of 0 - 80 , s o 5 0 % o f simplify t h e ir c al cu l a t i o n s by
the population is in the 2 0 -6 0 r o u n d i n g o f f . T h i s i s a g o o d t ri c k , as
r a n g e . # o f w hi t e c ol l a r em p lo y e e s = numbers can s t a rt g e tt i n g
1 0 % * 8 0 % * 5 0 % * p o p u l a t ion o f I n d ia complicated when s e g m e n ta t i on is
= 4 8 m i l l i o n . 60 % o f th is i s r ou g h l y done.
30 million.
A m o n g t h e w hi t e c o l l a r em p l o y e e s
t o o , t h e r e w o u l d b e a g r ad a ti on in
usage based on how cr i t i c a l
c o l l a b o r a t i v e t a sks a r e t o t h e ir jo b or
h o w m u c h t i m e o f t h ei r w or k d a y i s
s p e n t i n a m e e tin g. S o f o r es t im a t i n g
data usage, I w il l co ns ide r t h re e
c a t e g o r i e s o f u ser s:
H e a v y u s e r s : > 5 0% of t he w or k d a y
s p e n t i n a m ee ti n g => > 4 ho u r s
M e d i u m u s e r s : 1- 2 h o u rs
Light users: <1 hour
C a n d i d a t e: I w ill ma k e a si m p l i f y i ng
a s s u m p t i o n t h a t u se r s a r e di st r ibu t ed
among these c at e go ri e s r o u g hl y
n o r m a l l y , s o 2 0 % o f t h e u s e rs a r e
h e a v y u s e r s , 6 0% a r e m e d i u m a n d
20% are light u se r s and that th e
u s a g e f o r t h e c a t e go rie s is e x ac tl y 4 ,
1.5 hours an d 0.5 h o urs
respectively.So, a ver a g e u sa g e per
u s e r = 2 0 % * 4 + 6 0 % *1 . 5 + 2 0 % * 0 .5
= 1 . 8 h o u r s , w h i c h is r ou gh l y 2 ho u r s .
Shivam Kumar
I n t e r v i e w e r: D e si gn a m o bi l e d e s i g n . A l s o , I be l i e v e w e a re n o t
application for an of f i c e space focusing on m on e t i z a t i on fo r t he
s h a r i n g b u s i n e s s fo r A irb n b . b u s i n e s s a s o f no w, l a t e r f or s u re ,
please correct me if I am wrong.
C o m m e n t: The f i r st st e p of the H o w e v e r , I w i ll a d d r e s s t h e p a y m e n t
candidate is to c l ari f y any i s s u e s b e t w e e n t h e o w ne r an d th e
ambiguities in t he p r o b l em person renting it. Now tha t I
statement. u n d e r s t a n d t h e b u s i ne s s , I w i ll lo o k
f o r u s e r s e g m e n t s , t h e n fi n d t h e i r
C a n d i d a t e: B e f o r e m ov in g f urt h e r , I n e e d s , b u i l d u s e r s t o ri e s , s e a r c h fo r
w o u l d l i k e t o u nd ers t a n d a b it m o re s o l u t i o n s a n d c re a t e a n M V P t o f i t
a b o u t t h e p r o b l em a t ha n d . W h a t i s these solutions.
the exact b u s in es s model of this
o f f i c e s h a r i n g a pp ? F or w ho m w o u ld C o m m e n t: After u nd e rs ta n d i ng t he
w e b e d e s i g n i n g t h e a p p , t he o w n e r problem statement, the c a nd id a t e
o r t h e r e n t e r ? A nd l a st ly , w ha t is th e clears all his/her as s u m p ti o n s
o b j e c t i v e o f t h i s a pp. beforehand. Also, h e / s he gi v e s an
overall flow of how he/she is
I n t e r v i e w e r: Good q ue s tio ns . The a t t a c k i n g t h e p rob l e m . T h is he lp s t o
w h o l e b u s i n e s s i d e a i s th a t p e o p l e k e e p t h e i n t e r v i e w e r i nt a c t w ith t h e
w i t h e x t r a o f f i c e s p a c e c a n re n t o u t broad view, and a l ig n e d with the
t o s t a r t - u p s o r fre el a n c ers , A ir b nb c a n d i d a t e ’ s t h o ug ht . It ’s a l w a y s g o o d
will take the em p t y s p ac e and t o f i r s t g i v e a h i g h -l e v e l v i e w a n d
r e m o d e l i t , b u t the ow n e r w il l ta ke t h e n g o o n t o t h e d e t ai l i n g .
c a r e o f t h e o p e ra t io n s. W e n e e d t o
d e s i g n t h e a p p f o r b ot h o w n e r a nd C a n d i d a t e: T h e re a r e 3 us e rs fo r thi s
t h e r e n t e r . A s o f n o w , th e ob jec t iv e i s application
t o g e t a s m a n y c u st o m ers a s p o ss i b l e 1. O w n e r
on board. 2. T h e p e r s o n r e nt i n g i t
3. A i r b n b
C a n d i d a t e: T h at ’ s helpful. I am W h i c h o n e s h o u l d I f oc u s o n ?
assuming that th e p e rs on who is
r e n t i n g t h e s p a c e is t h e o w n e r, ju s t I n t e r v i e w e r: Y o u m a y d e c id e t h a t .
t o r e d u c e t h e c om pl e x it y o f t h e
C a n d i d a t e: For an y m u lt i - s i d e d C o m m e n t: I t ’ s a l w a y s g o o d t o br ea k
p l a t f o r m , i t i s i m p or t a n t t o so l ve t h e down the whole p ro c es s in t o
chicken-egg p ro b l e m . T a k in g t he i n t e r m e d i a r y s t a g e s an d f i g u r e ou t
e x a m p l e o f U b e r w h o fi rst f oc us e d on t h e c u s t o m e r i n t h e s e s ta g e s , t hi s
o n - b o a r d i n g t h e d r i ve rs, I w il l a ls o h e l p s i n g e t t i n g t h e e x h a u s t i v e li s t o f
focus on o w n e r s. Si nc e we a re u s e r n e e d s , a n d a v o i d s m i s s i ng o f a ny
f o c u s i n g o n t h e o wn er , we m us t fi rs t important part.
define their pe r s o na . M os t ly , the
o w n e r w i l l b e a p e r so n or a co m p a n y I n t e r v i e w e r: F ai r e n o u g h . B ut h o w
who have e x tr a sp a c e in t h ei r will you prioritize a m on g the
building which ca n be mo n e t i z e d . d i f f e r e n t n e e d s o f t h e us e r?
T h e y w i l l b e c o mf or t a b l e in sh a ri n g
t h e i r s p a c e t o a st r a n ge r . I f it i s a C a n d i d a t e: S i n c e w e a re f oc us i n g o n
c o m p a n y , t h i s wi l l b e a n a dd iti o n a l M V P , I w i l l l o o k a t th e m o s t n e e d e d
source of money. f e a t u r e s w h i c h a r e 2, 3 , a n d 4 . S o m y
u s e r s t o r i e s a s a n ow ne r a r e : Ke e p a
C o m m e n t: The c a n d id a t e c ho s e a check on the o f fi c e s u p p li e s and
p a r t i c u l a r u s e r t o foc us , b u t he / s he other f u r n i t ur e, re p l e n i s h them
a l s o g a v e a p r o p e r r a ti on a l e f or t h a t. w h e n e v e r n e c e s s a ry I w a n t t o k no w
He/she b a c k ed it up a s im i la r t h e r e n t I w i l l g e t s o t ha t I c an d ec i d e
b u s i n e s s m o d e l lik e of U be r t o ri g ht l y w h e t h e r i t i s m e a n i n g fu l fo r m e o r
c h o o s e t h e u s e r . I t w o u l d h ave b e e n n o t A w a y t o i n t e ra ct w i t h t h e s y s t e m
b e t t e r i f t h e c a n d id a t e w o u l d be g o n e to c o n f i r m / c a nc e l b oo kin g s and
d e e p e r a b o u t t h e u se r(t he ow n e r) l i ke settlements
t h e i r d e m o g r a p hic s, t he ir siz e, t he i r
location etc. C o m m e n t: P ri o ri t i z i n g the
r e q u i r e m e n t s is o ne o f th e k e y r ol e s
C a n d i d a t e: F e w o f t he n ee d s o f t he o f a p r o d u c t m a n ag e r. S i n c e i ts a
owners would be boundary spanning role, p r o du c t
1. F i n d i n g r e l i a b le p eo pl e to r e n t i t managers are bo m b a r d e d with
t o , a l s o t h e a b il it y to a p pr o ve o r m u l t i p l e t a s k s of t he p r od u c t , f r o m
d e c l i n e r e q u es t s the business team, f rom t he
2. F u r n i s h a n d m a i n ta i n t h e s p a c e e n g i n e e r i n g t e a m , fr o m t h e m a r k e t i n g
w i t h o f f i c e s u p pli es t e a m e t c , b u t t h e pr o d u ct m a n a g e r s
3. E s t i m a t e d r e n t a n d in f or ma tio n o n have to make h a rd calls on
r e n t a l p e r i o ds a n d o w n er ’ s r u le s p r i o r i t i z i n g t h e r e q u i re m e nt s. S o m e
4. P a y m e n t a n d c u sto m e r s u p po r t o f t h e m u s e t h e e f fo r t - i m p a c t m a t r i x
5. S e c u r i t y o f t he p la ce to do this, h ow e v e r, th e r e are
m u l t i p l e o t h e r f ra m ew or k s a s we l l.
T h e u s e r n e e d s c a n b e an aly ze d by
navigating t h ro u g h the ste p s th e C a n d i d a t e: F o r a n M V P , I w i l l a dd re s s
o w n e r w o u l d n ee d to go t hr ou g h t h e a l l t h e s t o r i e s i nd i v i du a ll y fi r s t
whole process.
S o t h e n e e d s of t he u s e r s ho u l d b e
identified at ea ch st a g e of the
process.
Solution to story 1: I n t e r v i e w e r: Would you go ahead
D i s p l a y t h e li s t o f al l t h e s up p li e s with all of these?
and f u r n i t u re a v a i la ble in th e
location. C a n d i d a t e: N o , I wi l l e v al u at e t he
P r o v i d e t h e ca p a bil it y to t h e p l a c e solutions in e a ch story based on
orders t h r o ugh th e app i ts e lf , customer impact and its ease of
A i r b n b c a n p r ov ide su p p or t . i m p l e m e n t a t i o n . A f t e r t he e v a l u a t i o n,
A n a b i l i t y t o d i sp la y to t h e r e n t e rs I w i l l s e l e c t 1 , 2 in S 1 , 2 i n S2 , 1 , 2 in S3
w h a t a l l f u rn i tu r e a n d e qu ipm e n t f o r t h e M V P . D o y ou li k e m e t o g o in
i s p r e s e n t i n t h e of f ic e . detail about these?
Solution to story 2: I n t e r v i e w e r: N o , t h i s i s g o o d . T h an ks
O p t i o n f o r t he ow n e r to se nd th e f o r y o u r t i m e a n d a l l t he b es t .
r e n t t o t h e p er so n re nt in g it
R e n t e s t i m a t io n ba se d o n C o m m e n t: Candidate c o ul d have
S p a c e o c c u p i ed e x p l a i n e d h e r e a b i t m o re a b ou t ho w
No. of days s e l e c t e d t h e f e a t u re s f o r t h e M V P ,
Special however, since th e i n t e rv i e w e r
r e q u e s t s / Cu s to m isa t io n c o n f i r m e d t h e n i t ’ s f i n e . I t ’ s a lw a y s
N u m b e r o f p e op le/ em p lo y e es b e t t e r t o b a c k u p y o ur a r g u m e n t s
w i t h d a t a a n d l og i c, i n t er v i e w e rs a re
Solution to Story 3: l o o k i n g f o r c r it i ca l th i n k i n g o f t h e
A tab to manage r eq ue st fo r a b i l i t y o f t h e c a nd i d a t e .
r e n t i n g . O p t i o n t o c on f irm / ca n c e l
o r c h a t w i t h a n in te re s t ed pe r s o n .
H a v e a p a ym e nt ga t ew a y t o p a y
full rent in a d van ce . Provide a
weekly s e t t l em e n t into th e
owner’s ac c o u nt .
C a n c e l l a t i o n s /R ef u nd s wil l be
handled by Ai r bn b in be t we e n
settlements
Yuvraj Singh Bawa
I n t e r v i e w e r: D es ign a n A l e xa s k i ll f or is that of graphic ar t i s ts and

a r t i s t s / d e s i g n e rs t ha t can be designers. They use p r od u c t s l i ke
monetized. Adobe I l l u s t r a t or, GIMP, etc. to
c r e a t e d e s i g n s r a n g i n g f ro m p o s te rs
C o m p r e h e n d t h e s i t u a ti o n a n d f l e x e s t o l o g o s f or c l i e n ts . T h i s i s
o n e m a r k e t s e g m e nt t h a t I c a n t h i n k
C a n d i d a t e: L e t m e ju st cla rif y t he of targeting. T h e ir needs i nc lu d e
p r o b l e m s t a t e m en t . I n ee d t o d e s ig n s e a r c h i n g f o r a p p ro p r ia t e g ra ph ic s t o
a n A l e x a s k i l l f o r a r ti st s or d e si g n e r s . be used in their designs and being
I a m a s s u m i n g t h a t t h is m ea n s th a t a b l e t o c r e a t e th e d e s i g ns in a t im e -
t h e s k i l l I a m d e si gn i ng sh a ll h a v e a efficient manner.
voice-interface?
T h e s e c o n d s e g m e n t I ca n t h i n k o f
I n t e r v i e w e r: Y es. Y o u ma y f e e l fr e e a r e U I d e s i g n e r s wh o c re a t e m o c k
t o a d d o t h e r i n t er f ac es too . u p s o f a d s , a p p s , a n d w e b s i t e s . T he s e
c u s t o m e r s c a n b e c at e re d t o w it h t h e
C a n d i d a t e: O k a y . A re w e ta r ge t in g a v a l u e p r o p o s i ti on of ha v i n g v o i c e -
particular s eg m en t of a r t is t s ? assisted designing.
S c u l p t e r s / p a i n t e r s/ gra ph i c art i s t s ,
etc.? I n t e r v i e w e r: S o u nd s g o o d .
I n t e r v i e w e r: Y ou c a n c on si de r a n y C o m m e n t: T h is p ro b l e m s t a t e m en t
a r t i s t s o r d e s i g n e r s. requires you to cr e a t e a re v e n u e
g e n e r a t i n g p r o d u c t , s o i t i s g o od to
I n t e r v i e w e r: Y ou c a n c on si de r a n y identify use cases up front that have
a r t i s t s o r d e s i g n e r s. d e m o n s t r a b l e m o n e t iz i ng p o t e nt i a l .
Identify the c u st o m ers & R e po rt C u t , t h r o u g h p r io r i t i z a t i o n

their needs C a n d i d a t e: A s t he b u s i ne s s g o a l i s t o
C a n d i d a t e : I w i ll f ir s t t r y t o i de nt i fy have a m o n e ti z a b le s ki ll , I w i ll
c e r t a i n u s e r p e r so n a s t h a t th e A le x a p r i o r i t i z e a m o n g t h e t w o p e r s on a s o n
s k i l l c a n c a t e r t o. A m o n g a r t is ts , t he m o n e t i z a t i o n p o t e n t ia l . I a m a w a r e
m o s t a t t r a c t i v e m ar k et th a t h a s a t h a t A d o b e p r o d u c t s a r e p ro v i d e d f or
d e m o n s t r a b l e m o n e t iz at i o n p o te n t i a l a h i g h s u b s c r i p ti on f ee s . T h u s , I t h i n k
t h a t p r o f e s s i o n a l g ra ph i c d e s i g n e r s
a r e m u c h m o r e w il l in g to p a y fo r a C a n d i d a t e: The p ri m a ry re ve nu e
p r o d u c t t h a t t h e y ca n u s e , w he r e a s s t r e a m i s f r o m th e s a le s o f t h e A l e x a -
f o r U I d e s i g n e r s, p ro t ot y p ing is a b a s e d a d d - o n (w h i c h wo u l d h a v e to
secondary a c t i vit y. S o, I w ou ld be done in c o n j u n c ti o n with the
choose g r a p h ic d esi g n e rs as my g r a p h i c d e s i g n s o ft w a r e ). T h e s e c o n d
target users. s t r e a m i s f r o m co m m is s i o n o n s a l e of
p r e m i u m d e s i g n s f ro m s h u t t e r s t o c k .
List Solutions
I n t e r v i e w e r: I n w ha t w a y w oul d t h i s E v a l u a t e T r a d e -o f fs
Alexa skill c a te r to g r ap h i c I n t e r v i e w e r: As a PM, would you
designers? w o r k o n t h i s p ro d u ct t o b r i ng i t t o
market?
C a n d i d a t e: T h e t yp i ca l us e r jo u r n e y
f o r a g r a p h i c d e si gn er i s: i d e at io n - C a n d i d a t e: N o . M y re a s o ns fo r n ot
> p l a n n i n g - > s e a r ch i n g for pursuing this p ro d u c t to m a r ke t
g r a p h i c s / v e c t o r c li p a rt t o be u s ed - would be:
> d e s i g n i n g - > i t e r a t in g. One of the 1. T h e s i z e o f th i s m a r k et i s v e ry
i s s u e s t h a t I u s ed to f a c e w he n I s m a l l , a n d d e v e l o p ing s u ch a s ki l l
w o u l d c r e a t e p ost er s fo r m y co l l e g e would require a lot of product
f e s t w a s f i n d i n g a p p ro p ria t e gr a p h i cs d e v e l o p m e n t e ffo rt . It i s n ot e a sy
t o b e u s e d o n t he p o st e r s. Th a t is o n e to s e a m l e s s ly i n te gra t e voice
pain point that ca n be ad dr e s s e d plugins w it h s op h i s t i ca te d
a m o n g t h e u s e r s: sea r c h f or gra p h i c s s o f t w a r e l i k e I ll u s t ra t o r.
t o b e u s e d i n t h ei r d esi gn s , a s a n a d d 2. A m a z o n f o c u s e s o n c re a ti n g v a lu e
on tool for s om e g ra ph ic d es i g n f o r u s e r s a n d c re a t i ng a co m p l e t e
software. e c o s y s t e m . A s a s k i ll t h a t w o u ld be
a s e c o n d a r y a d d o n t o a g ra p hi c
I n t e r v i e w e r: S o, how would t hi s s o f t w a r e , t h a t w o u l d b e op t e d b y a
work? f e w g r a p h i c d e si g ne rs , a n d t ha t
shows l i m i te d p o te nt ia l o u ts i d e
C a n d i d a t e: T h e u se r c a n c a l l, “A l e x a , this market, I w o u ld no t
f i n d m e a n i m a l c l i p- a rt s” . Ap a r t fr o m recommend d e v e lo p i n g t h is
a s k i n g f o r c l i p -a r t s f r o m a p re m iu m product.
library that can be b u ilt by
partnering wi t h fir ms l i ke C o m m e n t: T h e c a n d i d a te d r a w s o n
S h u t t e r S t o c k , t he u s e r s ca n a lso u s e p e r s o n a l e x p e r i e n ce . T hi s g i ve s m ore
A l e x a t o m a k e u se of v o i ce a s s i st a n c e c r e d i b i l i t y t o th e ir as su m p t i o ns a n d
to rapidly p r ot o t yp e d e s ig n s and prioritization cr i t e r i a . T h ey a l so
s t o r y b o a r d s . T he y c an a s k f o r t he s h o w t h a t i t i s o ka y t o a n s we r t he
right elements and w ith a t ou c h ‘Would you build th i s p ro d u c t?’
interface and t he vo ice in te r fa c e q u e s t i o n n e g a t i ve l y , i f y ou ca n g i v e a
r e p o s i t i o n e l e m en t s on th ei r c a nv a s l o g i c a l a n d / o r bu s i n e s s r e a s o n fo r
t o g e n e r a t e q u i ck de sig n s . the same.
I n t e r v i e w e r: W ha t a r e th e p o ss ib le
r e v e n u e s t r e a m s f ro m t h is pr od u c t ?
Mounica Rudra
I n t e r v i e w e r: D es i gn a p r od uc t for I n t e r v i e w e r: T h a t s ou n d s o ka y
s o c i a l m e d i a a p p s to f ig ht C o vid - 1 9
I n t e r v i e w e e: D e f in in g u s e r ne e d s f o r
C o m p r e h e n d t h e s i t u a ti o n e a c h o f t h e c a t e g o r ie s
I n t e r v i e w e e: I s t he m a in p u r p os e o f
t h i s p r o d u c t t o ac ce ss in f or m a t i o n H e a l t h c a r e w o r ke r s :
easily and r e d u ce m isi n f o r m a t i on N e e d t o c o m m u n i c a te w i th o t h e r
g o i n g a r o u n d a n d b e a r e li a b l e s ou r ce hospitals a nd g ov e rn m en t
for data? o f f i c i a l s t o co n fi rm p r o to c o l s t o
be followed
I n t e r v i e w e r: Y e s, A lo n g w it h th i s we A v a i l a b i l i t y o f k it s , m e d i c i n e s e t c .
w o u l d a l s o u s e t h is p r od uc t t o b u i ld A s t h i s i s a he a v y s t r e s s p e r io d ,
s t r o n g s u p p o r t c o m m u n it ie s in t hi s c o n c e n t r a t i o n s h o u l d be t h er e o n
difficult times t h e m e n t a l h e a lt h o f h e a lt h c a re
workers.
I n t e r v i e w e e: S u r e, W e ca n als o s ha re E x p r e s s c o n c e rn s a nd u p da te the
s a f e p r a c t i c e s t o b e f ol l o w e d . status of patients etc.
I n t e r v i e w e r: S u re , G o a he a d C o v i d - 1 9 P a t i e nt s :
Confirmed patients: Steps to be
Customer I d e n ti f i c a ti o n and f o l l o w e d n e x t a n d a c t i on s to be
reporting their needs taken
I n t e r v i e w e e: I w ou l d l i ke to N o n - c o n f i r m e d p a ti e nt s : S t a r ti n g
segregate users b a se d on the f r o m t e s t i n g p ro c e d u re , w ha t a r e
e m e r g e n c y a n d th ei r im p a ct o n th e t h e s t e p s t o b e fo l l o we d
situation. So, the m a in seg m en ts
would be Government:
H e a l t h c a r e w o rk e rs Send alert m es s a g e s when new
C o v i d - 1 9 p a t i e n ts c a s e s a r e d e t e ct e d
Government G e n e r a l i n f o r m a t i on a nd ru le s t o
Others ( F ri end s, f a m il y and be followed - in t e rm s of
e v e r y o n e e l s e) conveying t he m to ci t i z e ns or
checking if they a re b e i ng
I w o u l d l i k e t o f ir st d ef i n e t h e u s e r f o l l o w e d e t c .,
n e e d s o f t h e s e se gm e n t s an d p ic k t h e Track confirmed p a t ie n t s and
m o s t c r i t i c a l on e t o so l ve . I s t h a t r e t u r n e e s f r om a b ro a d
okay?
A c t a s s i n g l e c ha nn e l t o a d d r e s s I n f o r m a t i o n p o rt a l : T h i s wi l l a c t
all the frequent c o n cer ns and a s a s o u r c e w h e r e d o c t or s f ro m
q u e s t i o n s t h a t p u bl i c m ig ht h a v e d i f f e r e n t h o s p i t a l s w i ll be a b l e t o
A c t a s a m e d iu m to le t pu bl i c k no w update d i f f e re nt requirements
of the ne w s c h e m es by t h e y h a v e ( l i ke bl o od , p la s m a , P P E
government kits etc.,) and u p da t e m u l ti p l e
things like nu m b e r of patients
A l l t h e o t h e r u s er s e t c . , a n d b e c a u s e l a rg e a m o u n t o f
A c t a s s i n g l e t r us te d s ou r ce f o r al l people a l re a d y us e d i ff e re nt
the information p l a t f o r m s t h i s wi l l b e h e l p f ul
Protocols to be fo l l o w e d as One of the other o bj e ct i v e s in
advised by W HO and o th e r t h e s e t i m e s i s mo r a l e b u i ld i n g . If
governments w e e n a b l e u s e r s o n f a c eb o o k to
a p p r e c i a t e t he re a l w o r l d e v e n t s
F o r t h e p u r p o se o f t h is i n t e r vi ew I happening a ro u n d th e m, t hi s
w o u l d l i k e t o a d d r e s s t h e iss ue s fa c e d would act as a m ot i va t o r f or
b y h e a l t h c a r e w o rk er s a s t h ey a r e t h e h e a l t h c a r e w o r ke r s in t h e s e to ug h
ones most i m p a c t ed and h a ve to t i m e s . T h i s ca n p r o b a b l y in c lu d e
s p e n d l o n g h o u rs at ho sp it a l , a wa y sending a p p r e c i a ti on s to r i e s to
f r o m f a m i l y a n d a r e rea l ly im po rt a n t t h e i r p r o f i l e , o r g i v e s o m e ba d g e s
for us to catch a ho ld of the o r r a t i n g s o n d i ff e r e nt p l a t fo rm s .
situation.
W h i l e s u g g e s t i n g t h es e y o u m a y f a c e
To define these p e r s o n as a li t t l e s o m e q u e s t i o n s l i ke b y w hom , wh o
more, they are mo s tl y d oc t o r s , w i l l s u p p o r t t h e p l a t f o rm a n d fu n d in g
n u r s e s , h o s p i t a l s ta f f a nd ot he r s t a ff etc., be c a re fu l to no t quote
related to h ea l t h ca r e. The s o m e t h i n g t o t a l l y u n r ea li s t i c .
a s s u m p t i o n h e r e w il l b e th a t mo s t of
t h e s e p e o p l e a r e w el l c o nn ec t ed w it h C u t t h r o u g h p r io ri t iz a t i o n
t e c h n o l o g y a n d ar e of t en 2 5 ye a rs o r T o c o m e u p w i t h t h e p r i or i t iz a ti o n
older. l i s t l e t ’ s c o n s id e r e n g i n e e ri n g c o s t s
a n d t h e n u m b e r o f p eo p le th i s w i ll
Possible s o l u t io n s - h e al t h c a r e impact.
workers e s p e c i a l ly d oc to r s an d S o , i n m y o p i n i on t he In for m a t i o n
nurses portal has the hi g h e s t ROI
I n t h e p r o b l e m s m e n ti o n e d a bo ve fo r amongst the s u g g e st ed o p t i on s
the healthcare w o r ke r s I w ou ld b e c a u s e i n t he s e t o u g h ti m e s , it i s
s u g g e s t t h e f o l l o w in g s o l u t io n s hard to get co r re c t data a nd
Online c o u n se ll i ng ap p to h a r d e r t o f u l fi l l t h e r e qu i re me nt s
healthcare w o rk e r s wo r ki n g n e e d e d . T h i s m i g h t ac t a s o ne o f
d i r e c t l y w i th C ov id p a t ien ts : T h i s t h e w a y s i n br i d g i n g th a t g a p .
will be a v a i l ab le f or both T h i s c a n b e fo l l o we d b y On l in e
h e a l t h c a r e p r of e ss ion a l s a n d t he i r counselling a pp as keeping
f a m i l i e s t o h el p t hem g e t t hr o u g h d o c t o r s m e nt a lly he a lt h y is a l s o
t h i s s t r e s s f u l s itu a t io n critical.
A t t h e e n d w e c a n h a v e f a ce b o o k Summary
stories w h er e ot h e r s can T o s u m m a r i s e , d a ta h a s a c r u ci a l r o l e
appreciate t he r ea l word t o p l a y t o u n d e rs t a n d t h e s p r e a d o f
h a p p e n i n g s t o in cr e a s e m o ral e of disease, c a p a c i ty of wo rk fo r c e we
d o c t o r s a n d n u r s es . h a v e , n e c e s s i t y o f m e d ic a l e qu i p m e n t
e t c . , s o t h e p r o c e s s o f d a ta s h a ri n g
Success metrics s h o u l d b e s e a m l e s s , fo r t h is r ea s o n
#people u s in g t h is ser vic e (i n t h e i d e a o f a n i n fo r m a ti on p o r t a l i s
t e r m s o f r e g io n s, pr of e ss i on s i n a prioritised.
time frame lik e 1 mo n t h s , 3
months e t c .,) - h el p s us
u n d e r s t a n d t h e a t t r ac tive n e s s o f
our features
#of r e q u es t s a n sw er ed by
g o v e r n m e n t o ff ic i a l s i n t er m s o f
supplying k it s , f i l l in g up
vacancies, ad d r e ss in g c on c e r n s
( c o n v e r t e d ) - o n d a il y b a si s
Jayant Jain
I n t e r v i e w e r: D es ign a n e w bi c y c le Residents:
r e n t i n g a p p t o b e u sed in a co l le g e ’ s C o l l e g e s t u d e n ts : T h e y w o u l d
campus. b e y o u n g ( ge n e r al l y , 1 8 y r s t o
30 yrs) and tech savvy.
I n t e r v i e w e e: So w e h a ve t o d e s i g n a H o w e v e r , th e y w i l l ha v e l o w e r
b i c y c l e r e n t i n g a p pl i ca tio n f or t he w i l l i n g n e s s t o p a y . T he y m i g h t
people staying in large co l l eg e use the bicycles fo r f a st e r
c a m p u s e s . I w a n t to co n f i rm th a t th e commuting between ho s te ls
g o a l o f t h i s p r o du ct w il l be t o pr o v i de a n d a c a d e m i c c o m p l e xe s, a n d
a n e a s y m o d e of c o m m u t e for t h e f o r l e i s u r e ca mp u s r i d es .
c o l l e g e ’ s r e s i d e n t s? Al s o , wil l t h es e F a c u l t y m e m b e rs : T h e y o un g e r
bicycles be a l l ow ed to be driven section of faculty me m be r s
outside campus? m i g h t b e i nt e re s te d i n u ti li z i n g
the bicycles f or co m m u t i n g
I n t e r v i e w e r: Y e s , t his is t h e g oa l . T h e within c a m p u s. Their
b i c y c l e c a n b e d r ive n o n l y in si de t he willingness to pay w o u ld be
campus. h i g h e r t h a n t ha t o f s t u d e n t s .
College s t a ff : They would
I n t e r v i e w e e: T he n t hi s can be a c o m p r i s e g u a r d s , m es s wo rk e r s
m o b i l e a p p l i c a t io n , thu s, g iv i ng u s e rs a n d w o r ke rs i n fo o d ou t l e t s .
t h e f l e x i b i l i t y to p l a n th e c o m mu t e Fewer of these w il l be t e ch
from anywhere. M ov i n g f o rw ar d , I savvy and have hi g he r
w i l l f i r s t i d e n ti fy t he cu st o m e rs f o r willingness to pay t h an
the product, t h en lis t down and students. Their main goal
p r i o r i t i z e t h e i r n e e d s. T h e n , I w i ll w o u l d b e t o t ra v e l fr o m o n e
brainstorm the so l ut i on s a nd l o c a t i o n t o a n o t he r fa s t e r a n d
p r i o r i t i z e a m o n g t he m f or t h e M V P. carry goods.
Lastly, I will de f in e t he su c c es s Visitors: They may v is i t th e
m e t r i c s f o r t h e pr o d u ct . D oes t h i s c a m p u s d u r in g f e s t s , c o n f e r en ce s
plan look good? and competitions. T h e ir
w i l l i n g n e s s t o p a y m i g h t be hi g he r
I n t e r v i e w e r: Y e s, p l e a se co n ti n u e . when c o m p a re d to r e s i d e nt
s t u d e n t s . T h e i r g oa l w o u ld b e to
I n t e r v i e w e e: T he r e ca n b e f ol l o w i n g travel from d o rm s to event
type of users: l o c a t i o n s f a s t e r a nd s i gh t s e e in g .
Whom shall I focus on f or t h is 5 . S h e w i l l e n d th e r id e af t e r r e a c hi n g
interview? t h e d e s t i n a t i o n s o t h a t s he ca n s t o p
the meter fro m ch arg i n g her
I n t e r v i e w e r: L e t s f o cu s o n stu de n t s . anymore.
I n t e r v i e w e e: S u r e. I w il l f ir s t list 6. She would want to ma ke th e

d o w n t h e n e e d s of a s t ud en t as p e r payment through th e apps she
t h e i r u s e r j o u r n ey. c o m m o n l y u s e s s o t ha t s h e do e s n ' t
1 . A s t u d e n t w o u l d w a n t t o fin d t h e have to maintain a new wallet.
n e a r e s t a v a i l a b le b ic yc l e so t ha t s h e
i s a w a r e o f w h e r e t h e b ic yc l e ca n b e 7. She would want to g e ne ra te
p i c k e d f r o m . F u r t he r m o r e, sh e w o u l d r e c u r r i n g b i c y c l e b o o k i n g re qu e s t s s o
b l o c k t h e b i c yc l e f or so me ti me s o that she can have a mode to commute
t h a t n o o n e e l s e t a ke s i t b y t h e t im e f o r e a c h o f h e r c la s s e s .
she reaches there.
8 . S h e m i g h t w an t t o s y n c h ro n iz e h e r
2 . S h e m i g h t n e e d d i rec t io ns t o re a ch academic c a l e nd a r with b ic y c l e
t h e n e a r e s t b i c yc le s t a n d . booking so that a bi c yc le can be
tentatively blocked for her.
3 . A f t e r r e a c h in g t he l oc a t ion , s h e
w o u l d h a v e t o ide nt i f y her bi c y c l e F o r M V P , w e w o u l d i n i t i a l ly fo c u s on
a n d u n l o c k i t t o s t a r t t h e r ide . f u l f i l l i n g t h e f o l l o w i n g n e e ds s o t h a t
s t u d e n t s r e n t t he bi c y c l e fo r e a s y
4 . N e w s t u d e n t s m ig h t wa n t t o b e commuting: 1, 2, 3, 5, 6.
navigated to the d es t in at i on .
Students will a lso re qui r e an B r a i n s t o r m i n g fe w fe a t u r e s f o r M V P
emergency c o nt a ct n u m be r whom of mobile a p p l i c a t i on a nd also
t h e y c a n r e a c h ou t i n c a se t h e b ic y c l e m e a s u r i n g t h e i r im p a c t :
b r e a k s i n t h e r o u t e.
B a s e d o n t h i s , I w il l p ri or it ize t h e f ol l o w i n g f e a t u re s : 1 , 2, 3 , 8 , 10 , 11 , 1 2 , 1 3 , 1 6 .
T o m e a s u r e t h e su c c e s s o f t h e p r o d u ct, I w o u l d t r a c k t he fo l l o w i n g m e t r i c s:
N o . o f a p p d ow n l o a ds p e r m on t h
N o . o f n e w r eg ist r a t ion s p e r m o n t h
N o . o f r i d e s pe r m o n t h
A v e r a g e d u r a t io n of a r id e
A v e r a g e d i s t a n ce o f a r i d e
P e r c e n t a g e o f pic k u p s f r o m ea c h p o i nt
P e r c e n t a g e o f dr op s f r om e a ch po i n t s
W o u l d y o u l i k e m e t o d o s om eth i n g m o r e ?
I n t e r v i e w e r: T h is is g o o d . T h a n k y o u !
Yuvraj Singh Bawa
I n t e r v i e w e r: H ow w il l y o u m ea s u r e E n g a g e m e n t : T h e y c a n e x p a nd th e
the success of Wh at sA p p’ s in - a pp video to full s c re e n , or s t op
v i d e o p l a y i n g f e a t u re ? v i e w i n g b y c l i c ki ng on th e c lo s e
button
D e s c r i b e t h e f e a tu re & i ts go a l A l t e r n a t e l y , th e y c a n c li c k o n t h e
C a n d i d a t e: F i r st , I w o u ld lik e to Y o u T u b e b u t t o n t o be t a k en t o th e
describe the f e at u r e and my YouTube app
understanding of i ts o bje c t i v e . I f t h e y c ho s e th is op t i on , t he y
W h a t s A p p h a s int r od u c ed a n i n - a p p c a n e i t h e r c on t in u e bro ws in g
v i d e o p l a y i n g f ea tu re , w he r eb y u s e r s on YouTube ( L e a k a g e) , or
c a n p l a y Y o u T u be vi de os f r o m w i t h i n r e t u r n t o W h a ts Ap p
t h e c h a t w i n d o w i t se l f. I th in k t he
o b j e c t i v e o f t h e f ea t ur e i s t o k ee p t h e Q u a n t i f y b e h a v io u r i n t h e c u st o m e r
u s e r s w i t h i n t h e a p p c on t e x t, s o t h a t journey
t h e t i m e s p e n t on W h a t s A p p c an be C a n d i d a t e: S i n c e t h i s fe a tu r e w ou l d
i n c r e a s e d . T h e r e a re t h re e t y pe s o f b e a v a i l a b l e o n ly o n p h o n e s w it h a n
i n t e r a c t i o n s t h a t ca n b e d on e w h e n A n d r o i d v e r s i o n t h a t s u p p or ts i n- a p p
t h i s f e a t u r e i s i n u se : windows, and an update version of
1. E x p a n d t h e v i deo to fu ll s cr e e n the app, all the m e t ri c s s ho u l d
2. C l o s e t h e v i d e o account for that.
3. W a t c h t h e v ide o on Yo u T ub e b y
c l i c k i n g o n t h e Y ou T ub e i co n Activation
% o f u s e r s t ha t p la y a l in k th e y a re
I n t e r v i e w e r: T ha t so un ds g oo d . sent
Please proceed. R e l a t i v e a c t i v a ti o n r a t e : % o f u s e r s
with this f e a t u re a v a il a b le th a t
W a l k t h r o u g h th e c u s to m e r j ou r ne y play a video v/s % of users
C a n d i d a t e: The u se r ’s j ou r n e y f or w i t h o u t t h e fe a tu re wh o p l a y a
u s i n g t h i s f e a t u re wo ul d l o ok l ik e v i d e o ( w h i c h o p e ns t he Y o u T u b e
this: app instead)
Activation: Th e u ser re cei v e s a
link to a Yo u T u b e vi de o on Engagement
WhatsApp % o f u s e r s w ho p l a y e d th e l i n k a n d
Engagement: They click on the w a t c h e d t h e v i d e o ( e it h e r pa rt l y
l i n k , a n d t h e v id eo s t a rt s pl a y i ng or wholly)
within the app
R e l a t i v e r e t u rn ra t e: % of us e rs Wrap up
w h o s t a y e d in W ha t sA p p a f t er t he y C a n d i d a t e: T o s u m ma ri z e , t he i n -a p p
s t o p p e d w a t c h in g t he vi d e o v / s % v i d e o p l a y i n g f e a tu re i s a n e f fo r t b y
o f u s e r s w i t ho u t t h e fe at u re wh o WhatsApp to boost ti m e s pe n t by
r e t u r n t o W h a t sA pp a ft e r w a t ch i ng users within W ha ts A p p as well as
the video e n a b l e m o r e m e d ia c on s u m p ti o n fo r
T i m e s p e n t on W h a t s A pp b y u s e rs users. P r i m a ri l y , the r e l a ti v e
w i t h t h i s f e a tu re v/s w ith ou t t h i s a c t i v a t i o n a n d r e t e n t i o n r at e s w i ll
feature help evaluate these v a lu e
p r o p o s i t i o n s o f t h e f e a t u re .
Leakage:
% o f u s e r s w it h th e f ea t u re o p t i ng
t o v i e w t h e v id eo o n Yo uT u b e
% o f u s e r s w ho o pt ed t o v iew t h e
v i d e o o n Y o u T ub e t h a t r e t ur n e d t o
WhatsApp
E v a l u a t e t h e m e t ric s
C a n d i d a t e: T h e en ga ge me nt m e t r i cs
w i l l g i v e a p i c t u re o f w he the r t h e
f e a t u r e h a s b o o st ed tim e s p e nt on
WhatsApp and wh e t her it en a bl es
users to e n g ag e w ith Yo uT u b e
c o n t e n t m o r e f r e q u e nt l y.
E a s e o f m e a s ur em e n t : T he m e t r i c s
can be easily t r a c ke d by l o gg i n g
a c t i o n s o f t h e u se rs .
Shivam Kumar
I n t e r v i e w e r: H ow d o y ou m e as u r e t h e these accounts. C o n v e r s io n might

success of the I n st a gr a m s to ry m e a n d i f f e r e n t t h i ng s f o r d i f fe r e n t
h i g h l i g h t s f e a t u re s? accounts, for i ns ta n ce , for the
personal a c c o u nt it c ou ld m ea n
Understand the f e at ure and it s increased fo ll o we rs/ l i k e s , fo r
objective business a c c o u n ts , it c ou l d m e an
C o m m e n t: T h e fi rst st ep f or d e c id i n g i n c r e a s e d p r o d u c t s a l e s e tc .
p r o d u c t m e t r i c s is to un de rs t a n d the
p r o d u c t o b j e c t i ve s w e l l . Also, Instagram has i n t ro d u c e d a
s t o r y a r c h i v e fe a t u re w hi c h i s t he
C a n d i d a t e: I w o u l d li k e t o cl a rif y my b a c k b o n e o f h i g h l i g h t s fe a t u r e . S o ,
u n d e r s t a n d i n g o f th e I n s t ag ra m s to r y even after 24 hours of p o s t i ng a
h i g h l i g h t f e a t u r e a n d it s o bje c ti v e . s t o r y , y o u c a n g e t t h o s e s t o ri e s i n
Y o u m a y i n t e r ru pt an d cor r ec t m e i f the archive.
my u n d e r s t a n d in g is w r o n g. So,
basically, the In st a gr a m s t o ry I n t e r v i e w e r: B a n g o n. Y o u a re r i g ht ,
h i g h l i g h t s i s a fe a t u r e t o de scr i be a please go ahead.
p a r t i c u l a r a c c o un t in c risp se l e c t e d
stories. The int en t io n of t he C a n d i d a t e: T h an ks . So, u s e rs can
highlights c o ul d be m u lt ip l e. Fo r make any old s to ri e s a h i g hl i g h t,
i n s t a n c e , i f w e t a lk o f a p h ot o gr a p hy which will be pr e s e n t on th e
p a g e , t h e h i g h l igh t m igh t i n c l ud e i ts I n s t a g r a m a c c o u nt u n ti l a n d u n l e s s i t
b e s t p h o t o w o r k s t o in d ic a te t h e l e v e l i s r e m o v e d m a n u a l l y b y t h e ac c ou n t
of quality to i ts cl i en t s . If the owner. It just a c ts l ik e key
Instagram page is a bo u t a t e ch highlighted posts for the a c c o u nt .
product, its h ig hli gh t may in c lu d e These highlights a re like small
h o w t o u s e t h e p r o d u c t in st epw i s e , c i r c u l a r i c o n s , s i m i l ar t o s t or y ic on s
or maybe the a ns w er to t he p r e s e n t o n t o p o f al l o f t he p o s t s o n
f r e q u e n t l y a s k e d qu e st io n s a bo u t t he the account page.
product. So, the o bje ct i ve of th e
s t o r y h i g h l i g h ts f e a t u re i s to r e d u c e S o , t h e r e a r e t w o s t a k e ho l d e rs i n t h i s
viewer’s time to u n de r s t a n d/ kn ow system:
a b o u t t h e I n s t ag r am p r of il e/ p r o d u c t
i n a s h o r t s p an of t i m e a n d t hu s
i n c r e a s e t h e c o nv e r s io n r a t e f o r
Account o wn e r : The account Engagement: The e n g a g e m e nt here
o w n e r f o l l o w s the b elo w s te p s : i n d i c a t e s w h e t h e r th e a c c o u n t o w n er
C l i c k o n t h e n e w b u t ton o n i s a b l e t o e n g a g e w i th t hi s fe at u re or
account page not, basically t he hi g hl i g h ts t he y
S e l e c t t h e I n st a g ra m s to ri e s t o created. For account vi s it o r s , the
b e h i g h l i g h te d engagement depends on va r io u s
Confirm the st o r ie s to m ak e other factors li k e time s p e nt by
t h e m t h e h i gh l ig ht visitors on o t h e r ’s account s ee i n g
A p a r t f r o m t h i s, th e r e is o n e mo re these highlights and so on.
way to add I n s t ag ra m h ig hli g ht s . P e r c e n t a g e o f n um b e r h ig hl i g h t s
Once the u s er has p o ste d one c r e a t e d t o t he n u m b e r o f s t o ri e s
I n s t a g r a m s t o r y, t h e y c a n v i sit t h e i r p o s t e d p e r u s e r p e r mo nt h .
story and click on the h ig h li g h t s P e r c e n t a g e o f n um b e r h ig hl i g h t s
b u t t o n b e l o w . Th en co n fi r m t o ma ke c r e a t e d , f r o m a c co u n t p a g e t o th e
it a highlight. n u m b e r o f s to ri e s p o s t e d p e r u s e r
per month.
Account v is it o r: O n ce a user P e r c e n t a g e o f n um b e r h ig hl i g h t s
visited the Instagram a cc o u nt , c r e a t e d , f r o m s t o ry p a g e t o t he
t h e y c a n s e e a l l t h e hig h l igh t e d n u m b e r o f s to ri e s p o s t e d p e r u s e r
story in c irc ul a r ico ns on the p e r m o n t h . A v e ra g e t i m e s p e n t on
a c c o u n t p a g e . Th en th e y c a n c l i c k watching o t he r a cc o u n t' s
o n t h e h i g h l igh t o f t h e i r c h oi c e h i g h l i g h t s p e r u s e r p e r m o nt h.
a n d t h e y w il l b e a b l e to g e t t he
story like any ot h er I ns ta g ra m C o n v e r s i o n : T h e w h o l e p u r po s e of t he
story. f e a t u r e i s t o i m p ro v e th e c o n v e r s i o n
for users. So, o nc e a user has
I n t e r v i e w e r: Y e s co r re ct, yo u h a v e engaged with o t he r’ s h ig h l ig h t s ,
g o t t h e p r o d u c t c o rr ec t ly . No w t el l he/she should be able to q u ic k ly
m e , h o w w i l l w e m e a s ur e i t s s uc c e s s . u n d e r s t a n d a b o u t th e o th e r’ s a c c o u n t
a n d m a k e d e c i s i o n s w he t he r t o fo l lo w
C a n d i d a t e: L e t’ s go t hr ou gh t he o r n o t , w h e t h e r t o b u y t he i r p ro d uc t
c u s t o m e r j o u r n ey in ph as es . I h a v e or not etc.
a l r e a d y e x p l a i n ed th e d et a il e d s te p s Average time s pe nt on a n ot he r
for both the a c co u nt ow n er a nd account's page per u se r per
visitor. Now, l e t’ s ge t in t o the month.
c u s t o m e r j o u r n ey st a g e s. Percentage of h i g h li g h t v i e w e rs
following o t he r’ s page per user
Awareness: The a cc oun t owner per month.
s h o u l d b e m a d e a w a re t ha t su c h a Percentage of h i g h li g h t v i e w e rs
f e a t u r e e x i s t s . It is c ur r en t l y b e i ng ordering s e rv i ce s fro m o t h e r ’s
d o n e a t t w o p l a c e s, on t he a cc o u n t account per user per month
page and on the story page. Average time s p e nd on o th e r’s
Average # of t im e s hig hl i g ht a c c o u n t b e f o r e f ol l o w i n g t h e m p e r
button c l i ck s per st o ry on th e u s e r p e r m o nt h
story page Average time spent on o t he r ’ s
Average # of t im e s hig hl i g ht a c c o u n t b e f o r e p l a c i n g t h e ord e r
b u t t o n c l i c k s o n t h e a cc ou n t pag e for their p r od u ct s / s e rv i c e s per
p e r a c c o u n t p a ge v i si t pe r us e r u s e r p e r m o nt h .
C o m m e n t: A l w a ys tr y to q ua n ti f y t h e m e t ri c s li k e w h at i s t h e t i m e r a n g e w e a r e
t a l k i n g a b o u t , is i t p e r m o n t h , i s i t pe r d a y e tc . A l s o, e a c h s t a g e o f t h e p ro d u c t
h a s d i f f e r e n t o b je c t iv e s a n d th u s t he m et r i c s s h o ul d b e a l ig n e d w i t h t h a t . T h u s ,
w e m u s t b e f i r st c le ar w ha t w e e x p e c t fr om a pa rt i cu l ar s ta g e , f o r i n s t a nc e , wh at
i s e x p e c t e d o u t of Aw ar e n ess s t a g e , o r co nv e r s i o n st a g e a nd t he n a l i g n yo u r
m e t r i c s t o t h e ir ob j ec tiv e s .
Premnandhakumar K
Interviewer - Yo u are a p r o d uc t D i s t r i b u t io n o f 5 s t a r s v s 1 s ta rs
manager at a leading E -c o m m e rce Signup
c o m p a n y . W h a t w i ll be t h e m e t ri c s N u m b e r o f n e w r e g i s t ra t i o n s
t h a t y o u w o u l d f o ll ow / o b s e r ve ? Number of e x i s t in g
r e g i s t r a t i o ns us in g i t f o r t h e 1 s t
C a n d i d a t e - W ha t a re t he pl a t f o rm s t i m e ( S w i t c h i ng t o t he m ob i l e
o n w h i c h t h e c o m p a n y e x it s ? a p p f r o m t he in t e rn e t s it e )
% of logged-in customers
I n t e r v i e w e r - Th e c o m pa n y h a s a Browsing the product
p r e s e n c e b o t h in a m o bil e a p pl ic a t i o n T o t a l S e a r c h e s t hr o u g h u s e r s
a n d o n t h e i n t e r n et pl a tf o rm . The number of org a n i c
searches fo r a p a r t i cu la r
Candidate - O k a y. T he p o in t s of product
c o n s i d e r a t i o n f o r a PM a r e Rev e n u e , Number of re c o mm e n d a ti o n s
U s e r E x p e r i e n c e a n d O f fe rin g li st i n g s l a n d i n g to t h e p ro d uc t p a g e
t o e n s u r e t h a t t he re a r e ple n t y o f A d d i n g t o t h e ca rt
choices. N u m b e r o f p r o d u c t s a dd ed t o
the cart
F o r a m o b i l e a p p l ica t io n, i de nti f y t he V a l u e o f th e c ar t
j o u r n e y o f t h e c on su me r t hr o ug h t h e Number of p r o d u ct removals
app. f r o m t h e c a rt
Purchase
I’d like to f o l l ow the c us to m e r Cart to f i na l purchase
journey and q u a nt if y c us to m e r s conversion
b e h a v i o u r a t d iff e r e n t p oi n t s o f th e C a n c e l l e d pu r c ha s e s
journey. Number of tr a ns a c t i o n s in a
period
D o w n l o a d t h e ap p t hro ug h G oo g l e S i z e o f t r a ns a c t i o n s
or apple p la y s to r e . So the After Purchase
q u a n t i f i a b l e m e tr ic s ar e R e t u r n r a t e - % of p r od u ct s
N u m b e r o f d o w n l o ad s p er d a y t h a t a r e re t u r n e d o u t of t o t a l
Number of d ow nl o ad s per sales
month R e f u n d r a t e - m on e t a ry va l ue
N u m b e r o f u n i n sta l ls pe r m on t h t h a t i s r e f u nd e d o u t o f t he to t a l
( t o i d e n t if y t h e c hu r n r a te ) sales
R a t i n g o n t h e p l a y st or e p a g e N u m b e r o f s e rv i c e c a l ls
F o r a n e - c o m m er ce sit e , i de n t i fy t h e C a n c e l l e d pu r c ha s e s
j o u r n e y o f t h e c on su me r Number of tr a ns a c t i o n s in a
period
I ’ d l i k e t o f o l l o w a s im il a r pr o ce d u r e S i z e o f t r a ns a c t i o n s
for identifying the m et ri cs to be R e a c h e s o u t i n c as e o f is s u e s
f o l l o w e d f o r t h e w eb site . Return Rate
G o o g l e s e a r c h es Refund Rate
Google Se ar c h O rg a n i c S u p p o r t c a l l s i n c a l l c e n t re
I m p r e s s i o ns - Nu m b er of C o m e s b a c k a nd s t a rt s a l l o v e r
i n s t a n c e s w hen t h e c u s t om e r again
sees the w e b sit e in G oo g le Retention Rate
s e a r c h r e s ul t s. Frequency of usage
R a n k o n G oo g l e s ear ch e n g in e R e t u r n o n I n ve s t m e n t
results C u s t o m e r a c q ui si t i o n c os t
C l i c k - T h r o ug h Rate - % of M o n t h - o n -M o nt h g ro w t h
instances wh e n t he w e bs i t e C h u r n r a te
gets c l i c ke d out of all th e Stickiness
impressions th r ou gh se a rc h D a i l y / M o nt hl y a c t i v e u s e r s
results. D a i l y s e s s i o n s p er u s er
CTR on pa id Ad s - % of S e s s i o n d u ra t io n
instances wh e n t he w e bs i t e L i f e t i m e to d a t e
gets c l i c ke d out of all th e C u s t o m e r L i f e t i me V a l u e
i m p r e s s i o n s t hr ou gh pa i d a d s . A v e r a g e re v e n u e p e r u s e r
V i s i t s t h e p r od u c t
T o t a l U s e rs T h e M e t r i c s t h a t a re re l e v a n t fo r t he
O r g a n i c s ea r c h es company:
B r o w s e s t h e p ro d u c t R e t u r n o n I n v e s t me nt
B o u n c e R ate - % o f v isi t or s w h o C u s t o m e r a c q u i s i ti o n co s t
e n t e r t h e s it e a n d t he n l e a v e Retention rate
r a t h e r t h a n c on t in ui n g t o v i e w Churn rate
o t h e r p a ge s w it h i n t h e s a m e Stickiness
site. D a i l y / M o n t h l y a ct i v e u s e r s
P a g e s / S e s si on - N o o f pa g e s Daily sessions per user
v i s i t e d p e r se ss io n . Session duration
Time on S ite d. E x it rate on Lifetime to date
Product pages C u s t o m e r L i fe t i m e V a l u e
Registers T h e a v e r a g e re v e nu e p e r u s e r
% o f L o g ged In Us er s o u t o f M o n t h - o n - M on t h g ro wt h
Total users
% o f N e w Si g n u ps T o s u m m a r i z e , t h e c u s t om e r j o u r n e y
Adds to Cart i s a l m o s t t h e s a m e f o r w e b s it e a n d
N u m b e r o f it e m s i n c a rt p e r m o b i l e a p p e x c e p t fo r t he d i s c o v e ry
user p a r t , w h i c h h a p p e n s v i a S e a r c h an d
C a r t A b a n d o nm e n t R a t e - th e Playstore re s p e c t i v e l y . The
rate at w hi ch th e c u st om e r quantifiable m e t ri c s across t he
a b a n d o n s t h e c ar t in st e a d o f customer j o u rn e y are enumerated
m a k i n g a pu rc h as e h e r e . F i n a l l y , w e a ls o l i st ed d o w n th e
Pays metrics that t he c o m p a ny should
Cart to f ina l p ur c h a se follow.
conversion
Jayant Jain
I n t e r v i e w e r: Y ou ar e the D i g i ta l I n t e r v i e w e r: Y ou can d e f i ne the

P r o d u c t M a n a g e r of Bi g B a sk et . W h a t m e t r i c s f o r o n l y th e w e b si t e f or no w .
w o u l d b e t h e m e tr ic s yo u w o u ld l i k e
to follow? I n t e r v i e w e e: S u r e. The value of
o r d e r s c a n b e f o r m u l at e d a s f o ll ow s :
I n t e r v i e w e e: O ka y, f ir st I w an t t o
c o n f i r m t h a t m y u n d er sta nd in g o f B i g T o t a l V a l u e = # o f o rd e r * a v e ra g e
B a s k e t i s c o r r ec t . B ig Ba ske t i s a n value per order
Indian food and g ro ce ry store e- # o f o r d e r = # o f v i s i t o rs * % o f
r e t a i l s t o r e . A u s er ca n o rd e r e d i bl e Viewed/added items to cart * %
p r o d u c t s a n d g et t h em de l iv er e d a t bought the items
their doorstep. T h ey ha ve also # o f v i s i t o r s = # o f n e w v i si t o r s + #
cataloged few other p ro d u ct s like o f r e t a i n e d v i s i t or s .
a l u m i n i u m f o i l a n d m u gs. M ore ov e r ,
t h e u s e r s c a n u se b o t h a m ob ile a p p The user would go t h ro ug h th e
a n d w e b s i t e f o r p l a c in g a n o r d er. following journey:
T h e u s e r e i t he r l a n d s t he h o m e
I n t e r v i e w e r: Y e s, yo u may m ov e p a g e t h r o u g h u r l or t he p r o d u ct
forward. p a g e t h r o u g h a s e a r ch e n g i n e .
T h e u s e r t he n br o w s e s t h rou g h
I n t e r v i e w e e: C ou l d y o u p l e ase sh a r e the website either t h rou g h
t h e b u s i n e s s g oa l w h ic h w e wo u ld n a v i g a t i o n o r t hr ou g h t he s e a rc h
l i k e t o r e p o r t t h ro u g h th e m et r ic s . box.
T h e u s e r a d d s t h e p rod u c ts he
I n t e r v i e w e r: A ss u m e t ha t t h e g o a l o f w a n t s t o p u r c h a s e t o t he b a s k e t .
t h e b u s i n e s s i s t o i nc rea s e t h e v a l u e The user ca n also s av e the
o f o r d e r s p l a c e d. product. For s av i ng , Big B a s ke t
will ask the user to login or
I n t e r v i e w e e: I w il l c r e a te a user register. The user can c r e a te
j o u r n e y m a p , id en t if y w hic h a c t i o n s c u s t o m l i s t s a n d a d d t h e i te m s t o
i n d i c a t e s u c c e s s an d f ail u re to wa rd s the list for repeated purchase.
p l a c i n g o r d e r a n d t h e n d ef in e t he F o r o r d e r i n g t h e p ro d u ct s f r o m
a c t i o n a b l e l a g g in g i n d ica tor s. S ho ul d t h e b a s k e t a l s o , Bi g Ba s ke t w il l a s k
I d o i t f o r b o t h, we bs ite a nd mo bi l e t h e u s e r t o l o g in o r r e g i s t e r . T h e
app? u s e r c a n r e v i e w t he i t e m s w e w a n t
t o b u y a n d t h e n cl ic k o n ch e c k ou t .
Following t his , the u se r is Average time of a s e s s io n per
n a v i g a t e d t o t he c h ec k ou t s c re e n . month Average q u a n ti t y per
H e r e , t h e u se r c a n s el e ct o r a d d p r o d u c t a d d e d t o t h e b a s k e t p er
t h e d e l i v e r y a d dr e s s. H e ca n a l s o month
s e l e c t a n a p pr op ria t e d el i ver y s l ot Number of s a v ed l is t s p er
a n d a p p l y f o r a v ouc h e r . m o n t h P e r c e nt a g e o f u s er s u s i n g
Users can also o pt to buy the referrals per month
B B s t a r m e m be rsh ip if he p la n s to P e r c e n t a g e o f l og g e d i n u se rs p e r
o r d e r f r e q u en t l y w it h h ig h v a l u e month
carts. Percentage of new re g i s t r a t i on s
T h e u s e r i s th e n n a v ig a te d t o h i s per month
preferred p a ym en t g a t ew ay fo r N o . o f c o m p l a in t s p e r m o n th
placing the order. N o . o f o r d e r s p e r u s er p er mo n t h
A f t e r p l a c i n g th e or d er , th e u s er i s V a l u e o f r e t u rn s p e r m o nt h
navigated to the c o n f i r m a ti o n D a i l y a c t i v e us e r s
screen. C o n firm a t or y email and Monthly active users
m e s s a g e i s a ls o d el i ve r ed .
T h e u s e r c a n c on n e ct wi th t he Conversion: After adding th e
c u s t o m e r c a r e a n y t im e t o m a k e a products to the basket, the user
c h a n g e i n o r d e r o r de l ive r y t i m e r e v i e w s t h e b a s ke t a n d c h e c ks ou t .
s l o t o r r e q u e st ing c a n cel l at io n . T h e f o l l o w i n g c an b e m e a s u re d t o
The user r e c e iv es th e i m p r o v e c o n v e r s i on :
confirmation a ft e r t he or d er is Average number of items in the
d e l i v e r e d a t t h e d oo r st ep . basket per month
Average value of i te m s in th e
I n t h i s j o u r n e y , t h e u s e r g oe s th ro u g h basket per month
5 stages: Basket a b a n d o nm e n t rate p er
A w a r e n e s s : T h e u ser s c a n vi sit B i g month
B a s k e t e i t h e r t h ro u g h u r l o r s e a rc h O r d e r c a n c e ll a t i o n rat e p e r m o n th
e n g i n e . T h r o u g h se a r c h e n g in e s a l s o , A v e r a g e o r d e r va l ue p e r u s e r p e r
the user can na v i ga t e t hro u g h month
o r g a n i c s e a r c h re su l ts or i n o rg a n i c Percentage of u s e rs wh o se l e ct
paid results. H en c e we ca n h av e s i m i l a r p r o d u c t s d u ri ng c he ck o u t
following metrics: per month
N o . o f v i s i t s p er m o n t h Percentage of users applying
Percentage of v isit s th ro u g h v o u c h e r s p e r m o nth
o r g a n i c r e s u l t s p er m o n th Value of v o uc h e r s a p p li e d per
Percentage of v isit s th ro u g h month
i n o r g a n i c r e su l t s pe r m o n t h
R a n k o n s e a rc h en g in e r esu l t s R e t e n t i o n : T h e u s e r s h o u l d a g a i n op t
f o r B i g B a s k e t f o r f ur t h e r p urc ha s e s
Engagement: T he us er br o w s e s w i t h i n 2 w e e k s . T h e fo l l o w i n g ca n be
t h r o u g h t h e w e bsi te t o fin d p ro d u c ts . m e a s u r e d t o i m p r o v e r e t e n ti o n:
T h e f o l l o w i n g c an b e m ea su re d t o Percentage of u s e rs op ti n g f or
i m p r o v e u s e r e n ga g e m e n t : B B s t a r m e m b e rs h i p p e r m on th
Bounce rate per p ro d u c t or P e r c e n t a g e o f u s e rs bu y i n g a g ai n
c a t e g o r y p a g e pe r m on th per month
A v e r a g e n o . o f pa ge s v i si t ed p e r
s e s s i o n p e r m on th
R e f e r r a l : T h e u se rs c an al s o b e a
marketer for ou r p r od u c t th r o u g h
w o r d o f m o u t h a n d s ha r in g re f e rra l
code.
Percentage of u s e rs sh a ri ng
r e f e r r a l s p e r m on t h
I n t e r v i e w e r: T h is is g r ea t. T h a n k y o u !
Mahendra B
I n t e r v i e w e r: You a re PM at the u s e a d s t o g e n e ra t e r e v e nu e . O ne o f
F a c e b o o k b u i l d in g f or I nd ia . Y o u ’ r e the main reasons fo r a fre e m iu m
tasked to come up w it h a Go to m o d e l i s t o g e t t he u s e r s to u s e th e
Market s t r a t egy for a dating p r o d u c t a n d r e al i z e t h e v a lu e be fo re
a p p l i c a t i o n t h a t F a c e bo ok h a s c om e a s k i n g t h e m t o p a y . T he r e i s a l s o t he
up with. a s p e c t o f n e t w o rk e f f e c t s. G e t t i n g
m o r e u s e r s o n t h e p la t f or m i s v e ry
C a n d i d a t e: B e f o r e I m ove o n , I w a n t i m p o r t a n t f o r it s s uc ce s s .
t o c l a r i f y t h e m a r k e t in g g o a l . It i s to
l a u n c h t h e a p p l ic a t io n in I nd ia ? I n t e r v i e w e r: S o h ow d o e s F a c e b o o k
f i t i n t h i s m a r k e t ? W h a t c a n F a c e b oo k
I n t e r v i e w e r: Y e s, yo u n e e d to com e do differently?
u p w i t h a s t r at e gy t o l au n c h t h i s
a p p l i c a t i o n i n I nd ia . C a n d i d a t e: T a l k i n g a b o u t F a c e bo ok , I
t h i n k t h e g o a l o f F a c e b oo k i s t o b r i n g
C a n d i d a t e: S u r e . I w o u l d lik e t o s t ar t t h e w o r l d c l o s e to g e t h e r a n d h e l p
o f f b y a n a l y z i n g t he c u rre n t d a t in g b u i l d c o m m u n i ti e s . A d a t i ng p l a t f orm
a p p l i c a t i o n m a r ke t. Da t in g is a m o ng that enables b ui l d in g new
t h e t o p - g r o s s in g ca t eg ori es on t h e c o n n e c t i o n s f i t s ri g h t i nt o i t s v i s i o n .
G o o g l e p l a y s t o re i n I n d ia . Pe op le a r e The key strength of Facebook is its
w i l l i n g t o p a y f or s u c h p r od u c t s . T he d a t a . I t c a n l e v e ra g e t hi s da t a t o f i nd
t o p a p p l i c a t i o n s w hi ch i n ca n r e ca l l a n a l m o s t p e r f e ct m a t c h. H o we v e r ,
a r e T i n d e r , B u m b le . Th ey a r e a g lo b a l d a t i n g e x p e r i e n ce s v a r y fr o m c ul tu r e
p r o d u c t . T h e r e ar e q u it e a f ew lo c a l t o c u l t u r e . F a c e b o o k h a s t o ke e p i n
p r o d u c t s a s w e l l. B u t a l l th e se a re mind that dating e xp e c t a t i o n s a re
dating a p p l i c a t ion s f irs t . N on e of completely d i ffe re nt in In d i a
them have th e c a p a b i li t ies th a t c o m p a r e d t o w e s t e rn c ou nt r i es . So
Facebook has, in t e rm s of S o ci al t h e d a t a o n u s e rs a n d t h e i r n et w o r ks
g r a p h , u s e r p r e fer e n ces , e t c. M o s t o f c a n b e l e v e r a g e d t o b u i l d a p ro du c t
t h e u s e r s a r e be t w e e n t h e a ge s o f 1 8 that people can trust. D at i n g
- 2 7 . T h e y a r e u sua ll y in c ol l e g e o r p l a t f o r m s i n t h e m a rk e t s tr u g g l e t o
early stages of the i r p r o f es si o n a l k e e p t h e p l a t f o r m c l e a n of b o t s an d
c a r e e r s . M o s t o f t he d a t in g p la t fo rm s fake accounts. This is a h ug e
f o l l o w a f r e e m i u m m o d el . T h e y a l s o p r o b l e m , w h i c h is h a r d t o s o l ve
w i t h o u t t a x i n g t he a ct u a l u se rs to Post-launch - Facebook sh o u l d
give out p e r so n a l inf orm a t io n. actively market the p ro d u c t and
H o w e v e r , t h e c u rr en t p l a t f o rm s h a v e e d u c a t e t h e u s e rs a b ou t h o w t h i s
t h e a d v a n t a g e of u n de rst a n d in g t h e platform is d i f f e re nt fro m its
u s e r s ’ b e h a v i o r . T he y a lso h ave b ra n d c o m p e t i t o r s . T h e y c a n u s e e x i s ti n g
e q u i t y . T h i s w o u ld t a ke q u it e s o me products like F a c e b oo k and
time to build. F a c eb o ok c an ha ve M e s s e n g e r t o m a r ke t th i s p ro du c t .
f e a t u r e s l i k e f r a u d d e te ct i on an d a
better r e c o m m e n da tio n sy st e m to Now, talking about d i st ri b u t i o n ;
w i n o v e r t h e c u sto m e rs ’ t r u st . S o Facebook can launch t hi s as a
F a c e b o o k s h o u ld fo cu s o n p ro vid i n g a separate application. Facebook has
platform for b u il d in g l a s ti ng a c c e s s t o 3 0 0 m i l l i o n I nd ia n u s e r s
relationships as t h ey ha v e e n ou g h a n d t h e y c a n u s e t h i s u s er b a s e t o
data about t he us er s and t he i r m a r k e t t h e p r o d u c t t o.
behavior.
I n t e r v i e w e r: N ow l e t ’ s m o v e o n t o
I n t e r v i e w e r: Okay, th is is good. the retention of these users.
Considering t h is to be wh a t th e
a p p l i c a t i o n d o e s, ho w w o ul d yo u g o C a n d i d a t e: S u r e . W h e n i t co m e s t o
a b o u t l a u n c h i n g it ? dating p l a t f o rm s , re t en ti o n is
d e p e n d e n t o n t h e v a l u e p e o p l e d e r iv e
C a n d i d a t e: S u re. I w ou ld l ik e to in terms of c o n ne c t i o n s made.
d i v i d e t h e m a rk et in g a c t iv iti e s i nt o Facebook should not focus on
t h r e e b u c k e t s . P re- la u n c h, L au n c h , w h e t h e r t h e s a i d m a t ch go e s o n a
a n d P o s t - l a u n c h . I wo u l d l ik e t o g o d a t e o r m e e t u p i n re a l l ife a s t h e r e
t h r o u g h t h i s o n e b y o n e. a r e a l o t o f o th e r f a c t o rs b e y o n d
F a c e b o o k c o n t r o l . T h e p r i m a r y fo c us
I n t e r v i e w e r: S o u nd s g re a t . G o on s h o u l d b e o n h o w ha p p y a u s e r i s
w i t h t h e k i n d o f p e op le t he y m e e t o n
C a n d i d a t e: O k a y . the platform. We can measure this by
s e e i n g h o w l o n g t h e y i n te ra c t w i t h
P r e - l a u n c h - F a ce bo ok sh ou ld id e a l l y e a c h o t h e r o n t h e p la t fo r m a n d a l s o i f
s t a r t b y t e s t i n g i t in a f ew r e g io ns t h e y a d d e a c h o t h e r o n Fa c e b o ok a s
within India. P r ob ab l y st a r t with friends. We can also ask them for
m e t r o c i t i e s l i k e M u m b a i , Ba ng a l o re feedback a week a ft e r t he y s ta r t
where the d a t in g c ul t ur e is m or e i n t e r a c t i n g w i t h e a ch o t he r . W e n e e d
p r o g r e s s i v e . F a ceb oo k s ho ul d c r e a t e t o m e s s a g e t h e fe e d b a c k in su c h a
h y p e a r o u n d t h e p r o du ct . Th e y c o ul d w a y t h a t t h e us e rs r e a l iz e w h y t h e
r e l e a s e t e a s e r s , sm a ll c l ip s s h o w i n g f e e d b a c k i s b e i ng t a k e n .
w h a t t h e p r o d u ct cou l d do .
I n t e r v i e w e r: H o w w o u ld y ou g o a b o u t
Launch - They sh o u l d l au n c h the pricing this product?
p r o d u c t b y c r e at in g a v irt u a l / l iv e
event. All the c om p e tit o r s in the
m a r k e t a r e k i n d o f e st a bl i sh ed , s o
F a c e b o o k s h o u l d se e k to m a k e a n
i m p r e s s i o n o n i ts u s e rs .
C a n d i d a t e: The p r o d uc t s ho u l d be C a n d i d a t e: S u re . The g oa l fo r
f r e e f o r a l l u s er s. N ew e xp e ri e nc es F a c e b o o k w o u ld b e to s t a nd o u t a n d
can be added l a t er w hi c h ca n be differentiate itself f ro m t he
m a d e p a i d . W e c a n a ls o t ap i n to li v e c o m p e t i t i o n . T h e f oc u s s h ou l d b e on
experiences w it h v i rtu a l p a rt i e s , b u i l d i n g l o n g t e rm r e l a t i o ns hi p s, b e i t
e v e n t s , e t c . T h e y ca n al s o cr ea t e a f r i e n d s h i p o r d a t i ng . M ov i n g o n t o
p r o v e r s i o n f o r t h e u se r w h ic h w ou l d m a r k e t i n g , F a c e b o o k s ho ul d fo c u s o n
u n l o c k s e v e r a l f ea tu re s to f in d be t t er c r e a t i n g h y p e t o w a rd s t he p r o d uc t .
matches or eve n f in d m at ch e s This will also set the ri g h t
quicker. expectations fo r t he users. They
s h o u l d b a c k t h a t u p w i t h a la u n ch
I n t e r v i e w e r: T his is g o od . C o u l d y o u t h a t i n v o l v e s it s u s e rs . H o we v e r , i t
p l e a s e s u m m a r i z e t h e w ho le p la n? would be a p ro d u c t that w o u ld
determine s u c ce s s . Mo s t p l a t fo r m s
d o n ’ t h a v e e n o u g h d a t a to f in d t he
perfect match f or a p e r s on .
T h e r e f o r e , t h e v a l u e d e ri v e d fr o m t he
p l a t f o r m i s n o t m a x i m u m . A ls o , t h e s e
p l a t f o r m s s t r u g g l e t o i d e n ti fy b o ts o r
fake accounts on th e ir p l a t fo r m .
F a c e b o o k c a n d i ffe r e n t i a t e i ts e lf b y
s o l v i n g t h e s e v e ry p r o b le m s .
Premnandhakumar K
I n t e r v i e w e r - T h e c om pa n y “G r o ce rs ” introduce new s e rv ic e s , make the

w a n t s t o l a u n c h a p r od uc t w hi c h d o e s l o g i s t i c s c h e a p e r . T h e p ro d u c t h as
g r o c e r y d e l i v e r y s e r v ic e . G i v e u s a f e a t u r e s l i k e s c h e d u l i ng o f d e l i v e r y ,
Go-to-market st ra t e gy for th e taking limited credit, v e rn ac u l a r
company. l a n g u a g e s u p p o rt .
C a n d i d a t e - W h a t a r e t h e g oa l s o f Weaknesses: S e cu r i t y of c u s t om e r
the company? What are the data, Technical g l i t c he s in the
c o m p a n y ’ s s t r e n g t h s a nd we ak n e s s e s? p r o d u c t , M i s m a t c h or e rr or s by th e
human agents in th e sy s t e m l ik e
I n t e r v i e w e r - Th e c om p a n y w a n t s t o delivery agents.
c a p t u r e m a r k e t s h ar e in T i er - 2 c i ti e s
and towns in t he c o u n t ry . The Candidate - H ow do competitors
product has ve rna cu la r language position their p rod u c t s ? W ha t a re
s u p p o r t , w h i c h ad ds f u r th er s t r e ng t h t h e i r s t r e n g t h s a n d w e a kn e s s e s ?
t o t h e c o m p a n y ’s go a l o f e nt e ri n g
T i e r - 2 c i t i e s a n d t ow n s . Interviewer - Gi v e n the c u r re n t
c h a n g i n g s c e n a r i o, we c a n d i v id e th e
C a n d i d a t e - W ha t d oe s t he pro d u c t competitors based on t he d e l i v e ry
d o a n d w h a t i s t he va l ue pr o po s i t i o n c h a n n e l s a s O n l i ne D e li v e ry pl a t fo rm s
for the c u s t o m e r? Wh at ar e the and physical stores.
strengths and w e ak n es se s of th e
product? Within Online P la t fo r m s , we ha v e
H y p e r l o c a l s e r v i ce s ( li ke B ig b a s ke t ,
I n t e r v i e w e r - Th e p rod uc t d el i ve rs G r o f e r s , S w i g g y G e n i e et c ) a nd E -
g o o d s l i s t e d o n t he ap p / w e bsi t e t o Commerce p l a t f or m s (l i k e A m a z on ,
your doorstep, with a m in i ma l F l i p k a r t e t c ) . T h e h y p e rl oc a l d el i v e ry
d e l i v e r y c h a r g e . W i th t h e s t re ss on s e r v i c e s n o w h a v e a qu i ck e r d e l i v e ry
s o c i a l d i s t a n c i ng , th e p r o d u c t g i v e s time when c om pa re d to the E-
t h e f r e e d o m o f sh op pi n g f r om h o m e . commerce p l a t fo r m s . E - C om m er c e
p l a t f o r m s a r e v e n t u r i ng i n t o g ro c e ry
S t r e n g t h s : T h e p ro du ct c a pt u r es d at a d e l i v e r y n o w la t e l y . T he a d v a nt a g e
a n d t h e s a m e c a n b e u se d t o p r ed i c t t h a t t h e o n l i n e p l a t fo r m s h a v e a re
d e m a n d , i m p r o ve p r od u c t fe a t u re s , t h e a g g r e g a t i o n o f o r d e rs a n d t ha t
successively h elp s in planning the W e o f f e r d i f f e re nt p a y m en t o p t i o n s
deliveries and p ro c ur e m en t be t t e r . f o r t h e c u s t o m e r s l i k e C a r d s , W a l le t s ,
Also, tech p r o d uc t s g iv e a bu nd a n t U P I a n d a l s o t a k e cr e d i t w it h a l i m i t
u s e r d a t a , f r o m w hic h i n s i gh t s c a n b e b a s e d o n t h e c u s t o m e r p r o fi le . T h e re
mined and used. is s u b s c r i p t i o n -b a s e d p a y me nt fo r
c e r t a i n p r o d u c t s s u c h a s m i l k, w h i c h
Within the t ra di tio na l p hy s i c a l c a n b e d e l i v e re d d a i l y . O u r r ev e n u e
stores, we h a ve O rg a n is e d and s t r e a m i n c l u d e s t h e d e l iv e r y fe e a n d
Unorganised r e t a i l. In organised the margins t ha t we get on ea c h
retail, we h a ve b ig p l a ye r s (l i k e order.
R e l i a n c e F r e s h , B ig B a z a a r , D - M a rt
etc) and small p la ye rs ( l ike local C a n d i d a t e - W ha t a re t he tre n d s ?
s u p e r m a r k e t s ) . Big p la y ers h a v e t h e What are the le g a l and re g io n a l
advantage of b ig b a sk et siz e a nd issues?
enjoy economies of sca l e Under
u n o r g a n i z e d r e ta il, we ha ve t h e lo ca l Interviewer - The O nl i ne e-
k i r a n a s t o r e s . T he u n or g a n iz ed re t a i l commerce i n d us t ry is c ur re n t ly
u s u a l l y w o r k s w it h lo w vo l u m e a n d g r o w i n g v e r y f a st d u e t o t h e C o v i d ’ 19
h i g h m a r g i n s a l es . s c a r e . M a n y n e w pl a y e rs a r e c om i n g
in, like A m a z on , Flipkart who are
Since our target m a r k et is Ti e r - 2 g e t t i n g i n t o t he g r o c e ry c a te go r y to
c i t i e s a n d t o w n s , w e d o no t h a v e B i g meet the increased demand amidst
Organized r e t a i le r s and H yp er l oc a l Covid’19.
d e l i v e r y s e r v i ce s t o a l a rg e e xt e nt .
T h e m a j o r c o m p e ti to r s st i l l w ou l d b e C a n d i d a t e - I wa nt to s e g re g a t e t h e
p h y s i c a l s t o r e s on l y . marketing a c ti v i t i e s in 3 headers,
p r e - l a u n c h , l a u n c h , a n d p o s t- l a un c h .
C a n d i d a t e - W h o a re o u r cu st o m e rs ? I’ll cover different a s p e c ts like
W h a t d o c u s t o m er s w a n t to u se t he Product, D i s t ri b u t i o n , P r o m o t io n,
p r o d u c t f o r ? H o w d o t he y p a y fo r t h e Partnerships, R e t e n t i on s tr a t e g y ,
product? P r i c i n g t h a t a re as s o c i a t e d w i t h th e
launch.
Interviewer - With t he p a nd e m ic S p e a k i n g a b o ut t he f ea tu r e s t h a t
situation, w o r k in g p r of e ss i on al s in the product m us t ha v e , W hi l e
m e t r o s h a v e m o ve d t o W F H . T h e y a re m o v i n g t o T i e r -3 ci t ie s a nd to wn s ,
e i t h e r w o r k i n g f r o m th e i r h om e s i n it is n e c e s s a ry to f o cu s on
t h e s a m e c i t y o r ha v e m ov ed t o t h ei r r e g i o n a l f e a t u re s l i ke v e rn a c ul a r
h o m e s i n T i e r - 2 c it ie s a n d to w n s . languages, b uy i ng habits of
T h e y n o w l i v e w it h t h e i r p a re n t s , w h o consumers, t r a d i t i o na l customs
a r e a g e d a n d h a v e a h ig her r is k du e etc.
t o t h e p a n d e m i c. Regarding d i s t r ib u t io n , the
p r o d u c t c a n b e a v a i l a b le a s a n A p p
They would take s uf f ici e n t on the P l a y s t o re , W eb s it e and
p r e c a u t i o n s t o e n su re t ha t t h e a g e d O r d e r i n g v i a P ho n e . O rd e r i n g v i a
parents are sa f e and w ou l d be p h o n e i s a n i m p o r t a nt ch a n n e l t o
inclined to u se al l th e m ea ns consider because our goal is to
available to e n su r e t ha t . The c a p t u r e t i e r -2 c i t i e s a n d t o w n s .
c u s t o m e r s c a n u se ou r pr o du ct t o d o
their usual g r oc e r y s h o p p in g in a
safer manner.
About P r o m o t io n s , An ou tb o u nd Partnerships wi t h farmers and
m a r k e t i n g s tr a t e gy ca n b e u se d to mandis would enable p ro c u r in g
cover the a u di en ce in ma s s e s, f r e s h s u p p l i e s i n a l o w e r c o s t.
again due to t he na t ur e of Loyalty p r o g r am s to e n s u re
c o n s u m e r s i n Tie r- 2 c it ie s. W h i l e c u s t o m e r r e te n t i o n, a c c u mu la t e d
a s i g n i f i c a n t n u m b er of p e o pl e i n d a t a w o u l d e n a b l e b e t t e r l og i s t i cs
t h e s e p l a c e s w ou ld ha ve or d e re d planning and hence c he ap e r
online, our ou tb o un d m a r ke t i n g delivery costs.
strategy s h ou l d be f oc u se d on T h e p r o d u c t p i tc h e s in t h e e n a b l e
m a k i n g t h i s a ha bit . t h e c o n v e n i en c e of s h op p i n g f r o m
P a r t n e r s h i p s w it h w h ole sa le r s a n d h o m e , a m i d s t a n d p o s t C ov i d ’ 1 9
s u p p l i e r s . P a r t n e r sh ip s w ith l oc a l w h e r e p h y s i ca l d i s t a n c in g i s v e ry
f a r m e r s t o b u y f re sh pr o d u c e , a t i m p o r t a n t . T h e c om p e ti t o rs h e re
low prices. a r e L o c a l s u p e rm a rk e t s a n d K i r a n a
T o k e e p u s e r s ac tive l y u s ing t h e s t o r e s w h e r e t he c o n su m e rs h a v e
p r o d u c t , r e t en t i o n s t r a t e g ie s l i ke to interact physically. W h e r e as
P r o m o t i o n s a n d dis co u n t s b a se d our product enables consumers to
o n a L o y a l t y p rog r a m. f o l l o w p h y s i c a l d i s t a n c in g .
Our Pricing st r at e gy ca n be
offensive or d ef en siv e . T he
offensive c o ul d be price
leadership, p e ne tr a tio n p ri c i n g ,
p r i c e / p e r f o rm a n ce p ri cin g, or
p r o m o t i o n a l d isc o u n t s . D ef e n s i v e
c o u l d b e v a lu e - ba se d , m a in ta i ni ng
t h e h i g h e s t p ri ce , p r i ce sk im m i n g ,
or b a i t - a n d - sw it c h p r ic in g . We
c o u l d g o w i t h a n Of f en s i ve p ri c in g
with p r o m o t i on a l d is c ou nt s to
c a p t u r e m a r k e t s ha r e f rom L oc a l
s u p e r m a r k e t s a n d K ira n a st or e s .
I n t e r v i e w e r - C a n y ou su m ma r iz e t he
l a u n c h s t r a t e g y f o r t h e co mp a n y an d
wrap it up?
C a n d i d a t e - T he c o m p a n y is a i m i n g
t o c a p t u r e a m a r k et sh a r e in th e
g r o c e r y s p a c e in Ti e r -2 c i t i e s a n d
towns in I n dia , th r o u gh O n li n e
delivery service.
T o t a r g e t t h e T ie r - 2 co ns u m er s
effectively, t he p ro du c t has
vernacular l a n gu a g e s u pp or t ,
Ordering vi a C all s, O u tbo un d
m a r k e t i n g s t ra t eg y t o e du ca te a n d
create a w a re ne ss a mo n g the
people.
Aditya Doiphode
H o w w o u l d y o u l a u nc h a M u lt i -C l o ud The key p a r t ne r s hi p s f ro m th e
a r c h i t e c t u r e s e r v ice in Ind i a ? p r i m a r y b u s i n e s s c a rr i e s o v e r t o
t h i s b u s i n e s s s m o o t hl y . T h e r e are
Marketing Goal synergies in b o th s id e s of th e
Ask c l a r i f i c a t io n q ue s t io ns to business.
u n d e r s t a n d w h a t t h e m a i n o bj e c t i v e B e c a u s e t h e co m p a ny is no t w e l l
is- known in the space, ra i si ng
T h e o b j e c t i v e i s t o r a is e a w a r e n e s s a w a r e n e s s o f th e i r c ap a b il it i e s a n d
f o r t h e t e c h no l og y a nd h o w ca n the variety of s o lu ti o n s is
the company h el p w it h the important.
a s s e m b l y a n d d e p l oy m e n t o f t he
solution. P r o d u c t- What e x a ct l y is t he
A s y o u c a n a ss um e, th i s is a B 2 B product? What a re the key
m a r k e t i n g c a s e. d i f f e r e n t i a t i n g fa c t o rs ?
T h e p r o d u c t is a s e r v i c e p ro v i d e d
Analysis b y t h e c o m p a n y w h e r e t h e y wi ll
C o m p a n y — W h a t a re t h e g oa l s o f t he c r e a t e a p la tf o r m fo r t h e c l i e n t
c o m p a n y ? W h a t a re t h e c o m p a n y ’ s which can host i nfo rm a t i o n on
s t r e n g t h s a n d w e a k n es se s? b o t h p u b l i c c l o u d s l i k e M ic r os o ft
The company is an em e r g in g A z u r e , A W S e t c . a nd p r iv a t e cl oud
player in the c l ou d s er v i c e t h r o u g h d a t a c e n t re s . T h e s e rv ic e
industry with p a r t n e r s hip s with w o u l d i n c l u d e bo t h g a i ni ng a c ce s s
multiple cloud i n f ra str u c t u re to public cloud as well as
p r o v i d e r s . T h e f o cu s i s s ell i ng t h e deployment of p r i va t e da ta
clients on the id ea of h av i n g c e n t r e s t o h o s t a pri v a t e c l o u d .
p u b l i c a s w el l a s p ri v a t e cl o u d fo r T h e d i f f e r en ti a t i n g fa c t or i s t he
a s e a m l e s s a c ce ss t o a l l t he d a t a. n u m b e r o f d i f fe r e n t pa rt n e r s h i ps
T h e c o m p a n y h a s b e e n a pi o n ee r t h e c o m p a n y h a s w i t h d i f fe r e n t
in the tech wo r ld and is we l l c o m p o n e n t m a n uf a ct u re rs , OE M ’ s
renowned for it s ha r d w ar e a n d I S V ’ s . H e n c e t h e o p t i m i s a t i on
p r o d u c t s . T h e y a r e l oo k in g f o r a n o f p a r t s a nd i n t e g r a ti o n do n e b y
e x p a n s i o n t o oth e r s ec t o r s a s th e the p a r t n e rs hi p is much m or e
competition in th e ir pr im a ry efficient than d o i ng this
industry is g ro w i ng at a rapid i n d i v i d u a l l y . T h i s a s p e c t n e e d s to
space. be highlighted.
C o m p e t i t o r s- W ho a re t he major p o i n t o f t i m e , i t w ou ld b e g o o d t o
competitors? W h at a re t he have a private cloud which hosts the
s u b s t i t u t e s t o t h e p ro d u c t s ? i n f o r m a t i o n a s w e l l. T h i s a l s o w o r ks
A c o u p l e o f o t he r G l ob al Sys t em t h e o t h e r w a y a r ou n d .
i n t e g r a t o r s ( G S I ’s ) h a ve a s er vi c e i n
this domain b ut the co m p a n y ’ s M a r k e t i n g A c t i v i t ies
o f f e r i n g i s m o re d e t a il e d a n d i t T h e a c t i v i t i e s a r e bi f u rc a t e d o n t h e
h e l p s w i t h t he gro u n d u p b u il d. In b a s i s o f t h e o b je c t i v e b e i n g fu l f i l l e d
comparison to c o m pe ti t iv e by them, feel fr e e to use th e s e
s e r v i c e s w h ere y ou w o u l d h a ve t o e x a m p l e s f o r a n y ot he r c a s e w he r e
a v a i l m u l t i p l e s e r vic e s t o a ch i e ve you can i d e n t i fy a p p l i c a ti on fo r
t h e s a m e e n d re s u lt . them-
T a l k i n g a b o u t t h e s ubs t it u te s , t he Lead A c q u i s i t io n- Mass b r o a d ca s t
c o m p a n y c a n op t t o h a ve e i t he r programs can be c o nd u c t ed to
p u b l i c c l o u d l e t’ s sa y fr o m A WS or g e n e r a t e o p t - i n s a s we l l as l e ad s fo r
j u s t g o f o r p riv a te cl o u d w he re targeted c o m m u n i ca t io n. The
l e t s s a y L e n ov o w o u l d bu il d t h e m programs can i n cl u d e b ro a d
t h e s e r v e r s an d t h e co mp an y g o e s technology p o d ca s t s , n e w s l e tt e rs ,
t o s o m e I S V fo r the s of t wa re a n d c o n t e s t s ( e g . H a c k a t h on s ) e t c .
i n t e g r a t e i t t he ms el v es .
R a i s i n g A w a r e n es s- T hi s n e e d s t o b e
C u s t o m e r s- W h o a r e the c us t om e rs ? m o r e s o l u t i o n s p e c i f i c. T a lki ng m o re
Which d e c i s i on m a k er s s hou l d be a b o u t t h e a p p li c a ti o n o f t he s o l ut i o n
t a r g e t e d f o r t h e c a m pa i g n s? a n d i t s b e n e f i t s . T hi s c a n in c lu de
T h e c l i e n t s a r e b ig c om p a n i e s w it h Webinars, t ho u g h t le a d e rs hi p
a l o t o f d a t a w hi c h n ee d s to b e p r o g r a m s , P r o d u c t d e m os e t c .
accessed e a s il y . Co n v ey in g to
them the a d va n t a ge s of h a v i ng T a r g e t e d e n g a g e m en t- T hi s i s a m o re
M u l t i - c l o u d in f r a st r uc tu r e is k e y . f o c u s e d p r o g r a m . T h is wi ll i n c l u d e
I d e a l l y t h e d e c is io n m ak e rs l i k e d e m o s f o r t h e p r o d u ct fo r a s e l e c te d
CIO’s should be t a r ge t ed fo r a set of p e o p le . E ng a g em e n t w i th
more focused ca mp aig n . Bu t p e o p l e a l r e a d y i nt e re s te d i n c lo u d
engaging with managers and i n f r a s t r u c t u r e a n d tr a i n i n g t h em i n
t e c h n i c a l a r c hit e ct s is im po rt a nt . w a y s o f e n g a g i n g w it h t h e c o m pa n y .
R a i s i n g a w a re ne s s for th e s ol u t i o n
amongst the b ot t om of th e Strengthening ex is t i ng a c co un t s-
p y r a m i d i s i m p or t a n t . T h i s i s f o c u s e d fo r d e c i s i o n m a ke r s i n
T h e r e v e n u e fo r t h e co mp an y i s existing c l i e n ts . E ng ag i ng w it h
from both, d e p l o y m en t of the c l i e n t s w h o a l r e a d y d o bu s i ne s s wi t h
solution as w e ll as t he se r v i ce t h e c o m p a n y i s e a s i e r th a n g a i ni n g a
provided for k eep in g the n e w a u d i e n c e . T h e b a r r i e rs to e n t ry
infrastructure up and running. a r e l o w e r a n d t he y a l r ea d y tr u st t he
c o m p a n y t o g i v e t he m a g o o d se r v i c e
M a r k e t L a n d s c ap e- I n t h e po s t c o v i d a s t h e y a l r e a d y d o b u s i n e s s w i t h th e
w o r l d , t h e r e i s a n ee d f or o n the g o company. I n c e nt i vi s i n g f i rs t ha n d
access to i n f or ma ti o n and t ha t is u s a g e o f t o o l s n e e d s t o b e i nc ul c a te d
made possible by a Mu lt i- cl ou d i n s o m e m a n n e r.
s o l u t i o n . T h e r e ar e i ss u es w ith pu b l i c
c l o u d , t h e y m i g ht sh u t d o wn , a t th a t
Messaging Utilise the new leads to
U s e f u l n e s s o f M ul ti- C l o ud in a p o s t u n d e r s t a n d t r e n d s a n d d o ta r g et e d
c o v i d w o r l d - T he pa i n p oi n t w h ic h c a m p a i g n s li ke W e b i na r s , d e m os ,
n e e d s t o b e d e sc r ib e d i s h ow s o m e t h o u g h t l e a d er s h ip e ve n t s e t c .
companies felt ha n d ica pp ed when Engage with t he s c a t t e re d
t h e y h a d t o m o ve to w o r k f r o m h o m e . d e c i s i o n m a k e rs
M a n y c o m p a n i e s di d n ’t h av e t he r i g ht H a v e f o c u s e d pro g r a m s f o r CIO ’s
i n f r a s t r u c t u r e t o f ac i l ita t e wo rk fr o m to educate them on ways of
home. That is where co mp a n i e s i m p r o v i n g t h e I T in f ra s t ru c t ure of
h a v i n g a m u l t i cl o u d ar c h itec t u r e ha d their c o m p a ni e s . C o ll a b o ra t i ng
n o i s s u e s m o b i l is in g th ei r wo r k fo r c e . with t e c h n ol o g y a na ly s t s or
I n t h e f u t u r e it w o u l d be gr e a t t o b r a n d s l i k e C IO b y I D G c a n h e lp i n
have the o p t io n to ho st t he i r g e t t i n g l e g i t im ac y fo r t he e v e n t s .
workforce in a w o rk f ro m h o me C r e a t e s o l u t i o n co l la t e r a l s a lo n g
setting. with the p a r t ne rs . H a vi n g jo i nt
c o l l a t e r a l s w i l l he l p a s t he re a c h
Usefulness of P a r tn e r s h i p- The w o u l d b e b roa d e r i f c o n t a c t s f or
different p a r t n er s h ip s need to be all the p a r tn e r s a re l e v e r a g ed .
h i g h l i g h t e d . I t w ou l d b e g r ea t t o u s e Solution collaterals ca n i nc lu d e
the partner’s m a r k e ti ng rea ch and creating W h it e p a p e r s and
end user i n f l u e nc e to d r iv e t he S y n d i c a t e r e p o rt s .
campaigns. Hi gh li gh t t he
o p t i m i s a t i o n c a p a b il i tie s w hi c h c o m e F o l l o w i n g a l l th e s e p ra c ti c e s w o u l d
o n w o r k i n g w i t h t he p a r tn e r. surely help in d iff e re nt i a t i ng t he
product for the c o mp e t i t or s a nd
Wrapping up m a k e i t m o r e a p p e a l i ng co m p a r e d t o
t h e s u b s t i t u t e s . In a l l , a wa re ne s s f o r
R e s t a t e t h e O b j ec t ive of M a rk eti n g Multi-Cloud s ol u t i o n s would be
T h e o b j e c t i v e i s t o e du ca te p e o p l e increased.
on the u s e f u ln es s of h avi ng a
M u l t i - C l o u d in fr a st ruc tu r e.
R a i s i n g a w a r e ne s s fo r th e p r od u c t
a n d t h e v a r i ou s p ar t n e r sh ip s d o n e
b y t h e c o m p a n y t o d el i ver t he b es t
product.
S u m m a r i s i n g a c t i vi t ie s
T h e m e s s a g in g f or the m ar k e t i n g
a c t i v i t i e s n e e d to b e a s d es cr i b ed
i n t h e p r e v i o us se ct ion .
W h e n i t c o m e s to a ct iv it i e s, t he
p r a c t i c e s n e ed to st ar t w i t h b ro a d
reach c a m p a ig n s to gain ne w e r
leads.
Mounica Rudra
I n t e r v i e w e r: L yft w a nt s to enter L e t s n o w e x p l o r e t h e op p o r tu ni ty o n
I n d i a n m a r k e t , w ha t s h ou l d b e i t s g o t h e s e g m e n t s . o n e o f th e m a i n t h i n g s
t o m a r k e t s t r a te gy ? t o k e e p i n m i n d i s t h e t ra f f ic i n Ind ia ,
a l o n g w i t h t h i s w e a l s o n e e d t o ke e p
C a n d i d a t e: L y f t h a s b oth rid e sh a r i n g in mind demand and supply for these
a n d F o o d d e l i v e r y . I s t he r e an yt h i n g s e g m e n t s . M y s u g g e s t i o n in h er e i s t o
s p e c i f i c t h a t I s ho u l d b e f oc us i n g o n ? take use of h ig h nu m be r of c ar s
existing already a nd give good
I n t e r v i e w e r: L et ’ s f o cu s on ride b e n e f i t s t o d r i v e rs s o t he y u s e l y ft
sharing. m o r e t h a n o t h e r c om p e t i t o rs
C a n d i d a t e: I n r id e s ha rin g sho ul d w e C o m i n g t o o u r cu s t o m e rs mo s t of
f o c u s o n o n l y c a r s or sh o u ld we a ls o t h e m m i g h t n o t kn o w a b ou t t h e b ra n d
l o o k a t A u t o s a n d bi ke s ? i t s e l f a n d m o s t o f th e m m ig h t b e
regular c u s t o m e rs to other
I n t e r v i e w e r: W e ’ ll jus t ke e p it t o c a rs c o m p e t i t o r s w e ha ve . W e n e e d t o g i v e
for now. t h e m a c o m p e l l i n g r e a s o n t o tr y o u t
our app, can be d i s c ou nt s , more
For this lets f ir s t a na l yz e the safety etc.
s i t u a t i o n i n t h e m ar k et.
As we know we ha v e 2 m a j or
Company competitors c u rre nt l y a nd many
L y f t i s a r i d e sh ar i ng a p p l i k e O LA u p c o m i n g o n e s . U b e r e x p an d e d i nt o
and Uber. It co nn ec t s r id er s a nd t h i s m a r k e t w i t h a l ot o f c o m pe t i t i o n
d r i v e r s a n d a l l ow s a n e a si er m od e o f and was successful, if we h av e a
transportation. Ly f t ha s many c o m p e l l i n g d i f f e r e nt i a t i n g f a c to r w e
v e r t i c a l s i n o t h e r c o un t rie s l ik e U b e r c a n a l s o b e s u c c e s s fu l as c u s t o m e rs
d o e s i n I n d i a ( Au t o s , S ha r ed , n o r m a l l o o k f o r b e s t op t io n s f o r th e m . We
e t c . , ) . W e n e e d to de ci d e i n w hi c h c a n p r o b a b l y t i e u p wi t h lo ca l c a r
segments we are goi ng to l au n c h d e a l e r s t o c r e a t e l oc a l i s a t i on f e el in g s
i n i t i a l l y a n d t h e f utu re p l a n. among customers which w ou ld
p r o b a b l y e n c o u ra g e d r i ve rs t o jo i n us .
W e s h o u l d a l s o i n v e s t h e a v il y in t o
m a r k e t i n g i n i t i a ll y a n d pr ob ab l y b e a Launch
l o s s m a k i n g f i r m l ik e A m a zo n in i t i a ll y Promotions and discounts f or
t o g e t c u s t o m e rs t o t r y o u r p rod u c t . r i d e r s , c u s t o m e rs
In addition to thi s our p ri c in g Advertisements in local news
s t r a t e g y i s u n i q u e an d wil l he l p u s i n papers, pamphlets Tie ups with
r e m a i n i n g c o m p e t it i ve . corporates
B l o g s w i t h i nf l u e n c e r s / c el e b ri t i e s
Market Conditions t o c r e a t e p o s i t i ve i m a g e s e t c . , ca n
If we divide I nd ia in t o r u ra l, be done.
s u b u r b a n a n d M etr o p o l it a n w e ne e d
t o d e c i d e o n w he r e to l a u n c h f i rs t Post Launch
and what would make s en se to This is where we measure t he
achieve our goa l . Be c a u s e major m e t r i c s . I t h i n k t h e s e a r e t h e m et r i c s
c u s t o m e r s a r e t he r e in Me t ro p o li ta ns w h i c h w e m a k e m ore s e n s e i n t h is
that would be t he f irs t pla ce to case.
launch according to me.
For Acquisition
Regulatory Issues # c u s t o m e r s i n t i me f r a m e s l i k e 1
A l o n g w i t h t h e se w e a ls o ne e d to m o n t h , 3 m o n th s a nd 6 m o nt h s
c o n s i d e r r e g u l a t o ry iss ue s a n d ru l e s #drivers in time fr a me s like 1
t h a t t h e c o u n t r y h a s so t h a t we wo n ’ t m o n t h , 3 m o n th s a nd 6 m o nt h s
g e t i n t o t r o u b l e la t er w h ic h m i g h t # a p p d o w n l o a d s i n t im e fr a m e s
s p o i l t h e b r a n d re pu t at ion . like 1 month, 3 m o n ths and 6
months
N o w t h a t w e h a ve a n al y s e d d iff e re nt
components we s ho ul d go to t he For Revenue
l a u n c h i n g s t r a t eg ies . L e t ’ s d iv id e t h e E x p e n d i t u r e / ri d e - 3 m o nt h s V s 6
a c t i v i t i e s i n t o 3 s ta g es : P r e l a un ch , months
L a u n c h i t s e l f a n d Po st la u n c h. Revenue/ride - 3 m on t h s Vs 6
months
Pre-launch
M a r k e t i n g A ct ivi t ies F o r C u s t o m e r E x pe r i e n c e
B i l l b o a r d a d s, n ew s p ap e r a d s , # o f r e p e a t cu s t o m e rs i n a w e e k
p a m p h l e ts , e x p er ie n c e v id e o s W a i t t i m e ( a v e r ag e ) i n a d a y
f r o m o t h e r co u n t ri es e tc . # c a n c e l l a t i o n s i n a d ay
E n o u g h s u p ply ac co rd ing t o t h e Ratings given by cu s t o m er s on
d e m a n d i n t h e a r ea average
Offer m o n et a ry b e n ef it s to
d r i v e r s b e t te r t h a n c o m pe t i t o rs In addition to all this we should
R e f e r r a l p r og ra m m es p r o a c t i v e l y r e a ch o u t t o c u s t o m e rs
T i e u p s w i th lo c al d e a l er s with complaints to resolve them soon
T r a i n i n g a n d a d h e r ing t o ru le s f o r b e t t e r e x p e r i e n c e a n d a l s o r ea c h
C o m p u l s o r y t r a in i ng f or d r iv e r s out to p e o p le for f e e d b a ck fo r
to i m pr o v e cu sto m e r c o n t i n u o u s i m p ro ve m e nt .
e x p e r i e n c e a s t hey a r e t h e fa c e
of our brand
Mahendra B
I n t e r v i e w e r: Ji o S a a v n is a music a s s u m e J i o S a a v n ’ s m a i n u s e r b a s e is
streaming s e r v ic e th at w a n ts to t h o s e l i s t e n i n g t o r e g i o na l s o n g s a n d
l a u n c h a f a m i ly m u s ic p l an f or i ts t h i s p l a n w o u ld b e t a rg e te d to w a r ds
u s e r s . H o w w o u l d y o u g o a bo u t i t? t h e s a m e u s e r s e g m e n t . ( O ne c a n u s e
a matrix to better re p r e s e n t the
I n t e r v i e w e e: S u r e, from what I market)
u n d e r s t a n d J i o Sa a v n w a n t s t o l a u nc h
a new s u b s c r ip t io n p la n aimed at I n t e r v i e w e r: S u re , g o a he a d .
f a m i l i e s . S o I h a v e t o c om e u p w i t h a
p r i c i n g s t r a t e g y fo r t his p l a n ? I n t e r v i e w e e: I t h i n k G a a na an d W y n k
a r e t h e a p p r o p r i a t e c o m p e t it o r s . I
I n t e r v i e w e r: Y e s, go a he a d. w o u l d l o o k a t t h e i r p ri c i ng s t ra t e g i es
a s w e l l a s t h e of f e ri n g s t h e y p r o v i d e
I n t e r v i e w e e: O k a y , a n d I a s su m e t h e to their customers.
g o a l o f t h e p r ic ing s t ra t eg y i s to
a t t r a c t m o r e us er s . E sp e ci all y , t h e I n t e r v i e w e r: H e re is the p ri c i ng
u s e r s w h o a r e n ot e a rn in g or t h o s e chart.
w h o a r e t a k e n c ar e o f by o t he r s i n
the family.
I n t e r v i e w e r: F a ir en ou g h . H ow wo u l d
y o u g o a b o u t p r ic ing su ch a pl a n ?
I n t e r v i e w e e: F r o m wh at I k n o w m u s i c
streaming is a ver y c om p e t i t i v e
m a r k e t i n I n d i a a n d I w ou ld l ik e to
concentrate on co m p et i t or based
pricing. H o w e ver v a ri o u s players
t a r g e t d i f f e r e n t c u st o m er s e g m e n t s .
To identify t he mo st ap pr o p r i a t e
c o m p e t i t o r s t o be n c h m a r k a ga i ns t , I
w o u l d l o o k a t t h e cu sto m e r s e g m e n t
t h a t w e w o u l d b e t a r ge t in g t h is p l a n
and identify the c om pe ti t o rs
t a r g e t i n g t h e s a m e c u s to m er ba se . I
I n t e r v i e w e e: L oo k i n g a t t he c ha r t , I T o s u m m a r i z e , I w ou l d p ri c e i t the
see that there is ve ry l i t t le s a m e a s t h e c o m p e t i ti o n b u t m ay b e
differentiation wr t to the o ff e r in g r u n a f e w e x p e r i m e n ts t o f in d t he
f r o m e a c h s t r e a m ing s e rv ic e . I t h in k r i g h t v a l u e p r op os i t io n. I w o u l d a l s o
t h e a p p r o p r i a t e pr ici n g wo u l d b e R s t a k e i n t o c o n s i d e ra t i on t h e m a r ke t
4 9 9 f o r 5 u s e r s o r R s 39 9 f o r 4 us e rs . a n d J i o S a a v n s p o s i t i on i n t h e m a r ke t .
W e c a n p r o b a b l y ru n e x pe rim e n ts t o I would make s u re the p r i c in g
s e e w h i c h o f th es e of fer s w ou l d b e s t r a t e g y i s a l i g n e d w i t h t h e o ve r a ll
m o r e a t t r a c t i v e to t he u se r s . T he r e i s s t r a t e g y o f t h e co m p an y .
a n o t h e r d a t a p oin t I w o u ld l o ok a t to
e n s u r e t h a t w e ar e n ot m is si n g ou t on I n t e r v i e w e r: Great! This s o u nd s
a n y o p p o r t u n i ti e s. I w o uld lo o k a t t h e good.
number of s u b sc r ib e rs to each of
t h e s e s t r e a m i n g se rv ic e s. E s pe c ia ll y
t h e n u m b e r o f p a id u s e rs . I f we a r e
significantly l a g gin g be h in d the
c o m p e t i t o r s , I w o u l d co ns id er p r ic in g
i t m o r e a g g r e s siv e l y . I f n ot , I w o u l d
stick to the c om p et it o rs ’ p r i ci n g
range. The m a rk e t is v e ry
competitive, and b e in g a gg r e s s i v e
a b o u t p r i c i n g m ig ht lea d t o a pr i c e
war.
Aditya Doiphode
I n t e r v i e w e r - W it h t h e l a un c h of th e Interviewer - T h e s cr e e n s i ze s a re
i P h o n e 1 2 a f ew m o nt h s a w ay a n d g o i n g t o b e 5 .4 ” , 6 . 1”, 6 . 1 ” a n d 6 . 7”
keeping in co n s id er a tio n Ap p l e ’ s r e s p e c t i v e l y w i t h 1 2 0 HZ XD R O L E D
f o c u s o n g r o w i n g t h eir ma r ke t s ha re d i s p l a y f o r t h e P r o m od e l s . T he P r o
a c r o s s t h e w o r ld . H o w d o yo u t h in k models will have a triple c a m e ra
A p p l e s h o u l d g o a bo ut pr i cin g t h e s e t u p w h e r e a s t he n on P ro m od e l s
iPhone 12 lineup? w i l l o n l y h a v e d ua l c a m e r a s. A p ar t
f r o m t h i s y o u ’ re fr e e t o m a k e a n y
Candidate - I s t he re a n y pa rt ic u l ar other assumptions.
manner would you like me to go
a h e a d w i t h , f o r ex a m p le : Candidate - Who are the main
C o m p e t i t o r b a se d p ri c in g c o m p e t i t o r s f o r t h e i P h o n e 1 2 a nd
V a l u e b a s e d p r ic in g iPhone 12 Pro models?
C o s t b a s e d p r ici ng
Interviewer - Y o u c a n c on s i d e r t h e
Interviewer - Yo u a re f re e t o g o OnePlus 8/Huawei P 30 P ro a nd
a h e a d a n y w a y y o u w ou l d lik e. S a m s u n g S 2 0 + t o be t h e c o m p e t i t o rs
respectively.
Candidate - S u re , in th a t ca s e I
would prefer go in g w it h the Candidate - How much do those
C o m p e t i t o r b a s ed p r ic i ng . I t w o u l d b e retail for?
g r e a t i f y o u c ou ld f u r th e r e x pl a in t h e
p r o d u c t p o r t f o lio f or t he iP ho ne 12 Interviewer - OnePlus 8 retails for
lineup? $ 6 9 9 , H u a w e i P 3 0 P r o r e ta il s f or $ 59 9
a n d S a m s u n g S 20 + re ta il s f o r $8 9 9 .
Interviewer - Su re, t h er e a r e g o in g
t o b e f o u r m o d e l s , na m e ly - iP h o ne 1 2 , Candidate - D o I n e ed t o co ns i d e r
i P h o n e 1 2 M a x , iP h o n e 12 Pr o a n d different storage variants or just a
iPhone 12 Pro Max. s i n g l e b a s e s t o ra g e v a ri a n t fo r a l l t h e
models?
Candidate - C a n y o u t el l m e th e k ey
d i f f e r e n t i a t o r s be t we e n t h e m o d el s ? I n t e r v i e w e r - Ju s t c on s i d e r th e b a s e
m o d e l s w i t h 1 2 8 G B s t or a g e .
Candidate - T ha n k s fo r the s a l e s s e v e r e l y i n s u c h m a r ke t s . H e nc e
background i n f or m a t io n , t h er e are i t i s s u g g e s t e d t h a t t h e i P h o n e 12 be
t h r e e d i f f e r e n t wa y s we c a n l o o k a t p r i c e d b e t w e e n $ 5 9 9 a n d $ 6 9 9.
pricing
C u s t o m e r ’ s w i ll in gn e s s to p a y A s f o r t h e i P h o n e 1 2 P r o m od e l , it s
C o m p e t i t i v e p rici ng c o m p e t i t o r t h e S a m s un g S 20 + r e ta i l s
C o s t - b a s e d p ri c in g f o r $ 8 9 9 . W e a ls o n e e d t o c o ns i d e r
t h e b i g g e r i P h o n e 12 P ro M a x m o d e l.
F i r s t I ’ l l s t a r t l o o k in g a t th e p r o d u c t I t w o u l d b e b e t t e r t o h a v e a P ro
f r o m t h e c u s t o m e r ’s p er sp e ct ive . T he model iPhone which costs higher
customer will l oo k fo r t he best t h a n S a m s u n g ’ s f la g s h i p m o d e l. T h er e
a l t e r n a t i v e t o o u r pr o d u ct o r f in d a i s a l w a y s t h e b i g g e r i P h o n e 1 2 P ro
s u b s t i t u t e p r o d uc t . N e g o t ia t or s c a ll M a x m o d e l t o b e t h e b e s t t h a t Ap p le
i t B A T N A o r t h e be st a lt e r n a tiv e to a o f f e r s w h i c h c a n c o m m a n d a p r em i u m
n e g o t i a t e d a g r eem en t . He re I w o u l d over other c o m pe t it o r s f l ag s h i p .
c a l l i t t h e c u s t o m e r’ s wi l lin gn e s s to P r i c i n g A p p l e ’ s fl a g s h ip iP h o ne 1 2 P r o
pay. Max higher t ha t all the other
competitors will help in two ways-
I n t h e c a s e o f t h e iPh on e 12 , t he n e x t H e l p m a i n t a i n Ap p le ’s bra n d i m a g e
b e s t a l t e r n a t i ve s ar e p r ice s a t $ 5 9 9 of being the m os t p re m iu m
and $699. T h is gap of $ 1 00 is smartphone a nd its a l wa y s a
something Apple ca n t h in k a bo u t s t a t e m e n t t o c a rr y a n i P h on e .
p l a y i n g a r o u n d i n . T he pe rc ep t ion fo r I t w o u l d h e l p s ki mm in g f ro m th e
a n O n e P l u s d e v ic e is tha t it ’ s a g o o d top and t ap into t he s u p e r-
p r o d u c t b u t t h e c o st do e s n ’t ju s ti f y p r e m i u m / l u x u ry s m a r t p h on e
t h e h i g h p r e m iu m t he y a r e as k i n g f or market.
t h e i r b r a n d . W h e n it c o me s t o H u a w e i
P 3 0 P r o t h e b r a n d im a g e i s n ot th at Interviewer - So what are y ou r
o f a p r e m i u m s m a rt p ho ne but t h a t of recommendations?
a Chinese m a n u f a ct u re r. If A p p le
p r i c e s t h e i P ho n e a t a co st lo w er C a n d i d a t e - F o r t h e i P h o n e 12 m o d e l ,
t h a n t h a t o f t h e H u a w e i P 30 P ro th e n I w o u l d s u g g e s t t o c o s t i t a t $ 6 49 .
t h a t w o u l d g i v e ou t t he p er ce p ti o n T h i s w o u l d h e lp u n d e rc u t t he m a s s
t h a t t h e i P h o n e 12 is jus t a c h ea p e r p o p u l a r O n e P l u s 8 w hi l e p re s er v i ng
v e r s i o n o f t h e su p er i or P r o m o d e l s . the iPhone’s br a n d name by no t
That would be de t rim e n t a l to the b e c o m i n g a c h e a p p h o n e or b e i ng
iPhone 12 as a st a n d al o n e p h o n e. c o m p a r e d t o t h e H u a we i P 30 P r o.
H e n c e i t i s l o gi ca l t o co st t he i P ho ne T h i s c a n h e l p i n s e l l i n g m o re q u a n t i t y
1 2 m o r e t h a n $5 99 .A p pl e a l so n e e d t o o f i P h o n e s a n d t h e re v e n u e w o u l d b e
consider the s cre en si ze of t he d r i v e n b y t h e su r g e i n d e m a nd f or t h e
i P h o n e 1 2 . A t 5 . 4” th e iP hon e 1 2 w o u l d a p p l e a c c e s s o r i e s , a pp st o r e l i c e n s i n g
be s i g n i f i c a n tl y s ma l le r th a n th e f e e s a n d a l s o f r o m ot h e r s e rv ic e s l ik e
O n e P l u s 8 . I n m a ss co ns u m e r ma r ke ts a p p l e m u s i c a n d i C l o u d s t o r a g e t ha t
like India, the p er ce p t io n is t ha t iPhone provides.
bigger the s m a rt p ho ne sc re e n t he
m o r e p r e m i u m an d d es ir a ble i t i s .
H e n c e p r i c i n g t he i Ph on e 12 at a c os t
h i g h e r t h a n O n eP lu s 8 w o u ld hi t t h e
T h e l a r g e r o f t h e n on Pr o m od el s , th e Interviewer - Ca n y o u s um m a ri z e
i P h o n e 1 2 M a x c a n b e p r ic e d a t $ 7 4 9 the pricing for me?
a s a b e t t e r a l t e r n a t iv e to t h e i Ph o n e
1 2 a n d w o u l d a l so s e e m s u p e r i o r t o Candidate - T he i P h o n e 1 2 s h o ul d b e
t h e $ 6 9 9 p r i c e d O ne Pl u s 8 . p r i c e d a t $ 6 4 9 , t h e i Ph o n e 12 M a x
s h o u l d b e p r i c ed at $ 74 9 . T h e P ro
C o m i n g t o t h e Pr o s e r ies o f p ho ne s , models would ch a rg e a s i g n i fi c a n t
h e r e I w o u l d s u gg es t t ha t t h e i P h o n e premium, partly b e ca u s e of the
n e e d s t o p r e s e rve it s p r em iu m b ra nd t e c h n o l o g y u s e d i n t h e m a n d p a r tl y
i m a g e . E v e n i f S a ms u n g c om e s u p because of it b ei n g t he f la g s h ip
with a more e xp en si v e se r ie s of o f f e r i n g b y A p p l e . H e n ce , t h e i P h o ne
p h o n e s b e f o r e t h e n ex t c y cl e of A p p l e 1 2 P r o s h o u l d b e p r i ce d a t $9 9 9 a n d
i P h o n e s , t h e co st o f iPh on e 1 2 P ro t h e i P h o n e 1 2 P ro M a x s h o u ld b e
s h o u l d b e a t l ea st o n pa r wi th t h e priced at $1099.
flagship phones fr o m other
manufacturers. Hence I would
s u g g e s t t o p r i ce t h e iP ho n e 1 2 P ro
m o d e l $ 1 0 0 o v e r t he p ri c e o f th e
competitor. T h er e is always a
cheaper non P ro s e r ie s for a
c u s t o m e r w i t h a s m a l l e r b u dg et . T h e
i P h o n e 1 2 P r o M a x , b e in g th e f lag s h i p
p r o d u c t o f f e r e d b y A p p l e, co m m a n d s
a p r e m i u m f o r t he l ar g er s c r e e n ov e r
the standard pro mo d e l . Hence I
w o u l d s u g g e s t to pr i c e it a t $1 09 9 .
Akash Shukla
I n t e r v i e w e r: R ec en t l y , D isn e y has I n t e r v i e w e e: A l ri g h t , w e ca n l oo k a t
p a r t n e r e d w i t h H o t s t ar to p r o vid e i t s t h e p r i c i n g p o li cy of N e t fli x th r o u g h
D i s n e y + s t r e a m in g s er v ice s i n I n d i a . three lenses –
T h i s p o s e s a m a jo r t h r e a t t o t he u s e r C o m p e t i t o r b a s e d p ri c i n g
b a s e o f N e t f l i x . As a p r o du c t m a n a g e r V a l u e b a s e d p ri c i ng
a t N e t f l i x , y o u n e ed t o f o rm ul a te a C o s t b a s e d p r ic i ng
c o m p e t i t i v e r e s p o ns e i n t e rm s o f th e
pricing and p ro d u ct s tr at e gy of I would look at H o t st ar and
Netflix in India. P r i m e v i d e o a s th e on ly t w o m a j o r
c o m p e t i t o r s o f Ne t fl i x . Ca n y o u t e l l
I n t e r v i e w e e: S o , I u nd er sta n d t h a t m e m o r e a b o u t t h e c u r r e n t p r ic i ng
t h e o b j e c t i v e he r e is t o p r e ser ve a n d p o l i c y o f t h e s e p l a t f o rm s ?
g r o w t h e u s e r b a s e (m a rk e t s h ar e ) of
N e t f l i x i n I n d i a . I s t h at ri g ht ? I n t e r v i e w e r: F ol lo w i n g are t he
p r i c i n g m o d e l s of t h e th re e p la y e rs .
I n t e r v i e w e r: Y e s, t h a t so u n ds f a ir . G o
ahead.
I n t e r v i e w e e: I t s ee ms t h a t f r o m a Moreover, it would not n e g a ti ve l y
competitive a n g le, a Ne t fl i x i m p a c t t h e t o p - li n e , a s t he c h a n g e in
subscription b e c om es ec o n om i ca l product mix is l ik e l y to be
o n l y w h e n s h a red a m o n g 4 d iff er e n t c o m p e n s a t e d b y th e hi g h e r n u m b e r o f
users. Further, N e tf l ix d oe s n ’t users buying the l o w -p r i ce
provide annual su b s c r ip t i on s. T hi s subscription.
can increase c h u rn rates du e to
h i g h e r m o n t h l y co st s f or t h e us e rs . F u r t h e r , I a l s o re c o m m e n d a s e c o n d -
Further, N e t f li x sh o w s a cl e a r degree price di s c r im i na ti o n by
i n s t a n c e o f d e c o y p ric in g w h e r e i n i ts p r o v i d i n g a n n u a l su b s c r i p t i o ns . T h i s
c h e a p e s t p r i c i n g su b sc r i p t io n o f 5 00 w o u l d a t t r a c t t h e u s e rs w i t h a l o w e r
i s a d e c o y t o s t im u l a t e u ser s t o o p t p r i c e p o i n t p e r c e i v e d o n a m on t h l y
for the m a r g in a l l y hi ghe r p ri c e d b a s i s a n d w o u l d a ls o h e lp r e d u ce u s e r
o p t i o n s w h i c h in tu r n c os t us er s l e s s churn that happens on a m o nt h ly
o n a n i n d i v i d u a l ba s is . basis due to higher monthly
subscription c ha rg e s .I nt e rv i e w e r:
L o o k i n g a t t h e p ri c in g st r a te g y o f Alright, that sounds fair. What else
c o m p e t i t i o n , I wo u l d su g g es t N e tf l i x y o u w o u l d b e l o o k i n g a t?
to decrease its low es t p r ic e to a
c o m p e t i t i v e l e v e l c l o se t o 30 0 . T hi s I n t e r v i e w e r: A l ri g ht , t h a t s o un d s fa i r.
g o e s i n l i n e w i t h in cr ea s in g t h e u s e r W h a t e l s e y o u w o u l d b e l o o k in g a t ?
base within t he h i g h ly p ri c e
conscious c u s t om e rs in I n d ia. It I n t e r v i e w e e: W e a l s o n e e d t o a n a ly ze
w o u l d b e e c o n om i c al f o r v ie w e r s t o t h e v a l u e p r o p o s i t i o n o f t h e th r e e
buy a single sc r ee n p la n wh i le platforms and ho w they st i m u l a t e
eliminating t he m a rke t f r i ct io n t r i a l a n d s t i m u l at e re ne w a l . H e nc e,
i n v o l v e d i n f i n d in g a c o-s ub sc ri b e r t o d o s o , I w o u ld b e lo o k in g a t t he
f o r t h e “ 2 s c r e e n s ” ve r sio n t o re d u ce following p a r a m e te rs a c ro s s the
cost. platforms.
T h e v a l u e t h a t N e t fl ix p ro vid e s l i e s i n I w o u l d a l s o r e c o m m e n d N e tf l i x t o
i t s o r i g i n a l l y pr o d u c e d co n t e n t s u c h inculcate third-degree p ri c e
a s H o u s e o f C a r d s, e tc . H ow ev er , t hi s d i s c r i m i n a t i o n b y p ro v i d i n g s e pa ra t e
c o m p e t i t i v e a d va n ta ge is w e a th e ri ng c o n t e n t o p t i o n s t o u se rs a t d i f fe r e n t
o f f d u e t o p o p u l a r Di s n e y a n d M C U p r i c e p o i n t s . I n c a se of N e t fl i x , t h e s e
c o n t e n t c o m i n g u p o n H o ts t a r . T h i s p r o d u c t o p t i o n s c an b e
e n t a i l s t h a t f r o m a v a lu e p er s p e c t i ve , N o n - o r i g i n a l c o n t e n t – A m e ri c an
i t ’ s d i f f i c u l t f o r Ne t f l ix to ju st i f y a TV shows, movies, etc.
price premium ba se d ju st on i ts N e t f l i x o r i g i na l s c on te nt + N o n -
e x c l u s i v e c o n t e n t. o r i g i n a l c o n te nt .
N e t f l i x s h o u l d lo o k a t in cr ea s i n g it s Decoy pricing s ho u l d be used in

t r i a l . A n o f f e n s ive st ra t egy f o r t h e t h e s e p r o d u c t o p t i on s t o s t i m u l a t e
s a m e c a n b e t o p r o vi d e so m e c on te nt u s e r s t o b u y t h e c om p l e te b u n d l e of
f o r f r e e c o u p l ed w i th it s ex ist i ng 3 0 - Netflix originals and no n - o r i g in a l
d a y f r e e t r i a l p o lic y, so me t hi n g th a t content.
Hotstar has b e en do in g s inc e its
i n c e p t i o n . T o i n c r ea se c o n v er s ion o f Further, Netflix should lay emphasis
t h e s e p r o s p e c t s t o p ai d - u ser s, N e t f l ix o n d u b b i n g a t le a s t t h e mo s t p o p ul a r
c a n a d o p t a s t r a t e g y o f p r o vi d in g t he content to regional languages to
p i l o t e p i s o d e s of so m e of it s m o s t enhance its r e a ch to p e op l e f ro m
popular web se r ie s f or f r ee . This across the country.
would p s y c h o l o gic a l l y in c re as e th e
tendency of us er s to b uy a
subscription.
Further, moving on to cos t based Further, should al s o i m p l e me nt
pricing, it d o es n’ t m ak e s en s e to a n n u a l s u b s c r i p t i on s t o p rov i d e f o r
a n a l y z e i t f r o m a c os t p ers p e ct i v e a s l o w e r p r i c e m o n t h l y p ri ce p o i n ts f o r
t h e v a r i a b l e c o st i n v ol v e d in se rv in g t h i s p r i c e - c o n s c i o u s m a rk et a n d a t
e v e r y a d d i t i o n a l s u b sc r ib er i s c l os e the same time re d u c i ng th e
to null. This in du s try c om p ri s e s s u b s c r i p t i o n c h u rn r a t e .
primarily of hig h f ix e d c o sts of
o b t a i n i n g c o n t e nt l ic en se s, co n t e n t I t c a n a l s o l o o k a t i n c r e a s i n g t he tr i a l
p r o d u c t i o n , I T i n f ra s tr u ct ur e co st s , b y p r o v i d i n g s e l e c t c o n t e nt fo r fr e e
e t c . a n d h e n c e sh ou l d n ’ t b e lo o k e d a t and adoption a partially fr e e mi u m
t h r o u g h a c o s t - p l u s p ric in g a n g l e. m o d e l . A l s o , g i v e n t h e h et e r o g e no u s
market, N e t f l ix should f o c us on
I n t e r v i e w e r: S u re , t ha t l o ok s g o od . r e g i o n a l c o n t e n t to p ro v i d e v a l u e t o
So, can you su m m a r ize your t h e c u s t o m e r s a n d ju st i fy i ts p r e m i um
r e c o m m e n d a t i o n s f or t h e p r icin g a n d pricing.
p r o d u c t s t r a t e g y.
I n t e r v i e w e r: Alright, s ou n d s good.
I n t e r v i e w e e: A l ri g h t ! S o, w e s a w t ha t W e c a n c l o s e t h e ca se he r e .
f r o m a c o m p e t i t iv e v iew p o i nt , N e tf l ix
is priced m u ch hi ghe r than its
competitors. F ur t h e r , due to its
d e c o y p r i c i n g , it s lo we st p r ic e p o in t
o f 5 0 0 c o m e s a t a m uc h hi gh er l e v e l
than its c o m pe t it o r s . H en c e, I
r e c o m m e n d r e d u c in g t his l o we r p ri c e
p o i n t t o a c o m pet it iv e l e v e l o f 3 25
a n d s h i f t t h e d ec oy p r i cin g t ow ard s
t h e 2 p r o d u c t -b a s ed o p tio n s of n o n -
o r i g i n a l c o n t e n t a n d n on - or i gi n a l +
N e t f l i x o r i g i n a l c o nt e nt .
Mayank Chauhan
E x c e r p t: W h il e m o st pr ic i n g I n t e r v i e w e r: Currently we have a
questions cater to se tt i n g th e pay-per-use p a y me nt m od e l . Here
a p p r o p r i a t e p r ic e fo r n e w p ro d u ct s the amount to be paid per u s er
or services, n eg ot i a t i ng vendor d e p e n d s o n t h e b a n d i n w hi c h t h e
c o n t r a c t s i s a n o t h e r k i n d o f p ri ci n g l u m p s u m r e q u i re m e n t s o f t h e s e rv er
problem that a ma n a ge r might c a p a c i t y l i e s . D u r in g t h e t i m e s o f
encounter COVID, there has been a surge in the
server capacity used by our
I n t e r v i e w e r: H i, Y ou a re a p r o d u c t a p p l i c a t i o n , w h i c h h as mo t i v a te d t h e
m a n a g e r a t a la r g e g a m in g c om p a n y . v e n d o r t o d e m a n d a n ov e r a g e .
I t h a s o n l y o n e a p p li c a t io n i n th e
m a r k e t - a m u l t ip l a ye r f irs t -p e r s on C a n d i d a t e: A l r i g h t . S o t h i s s u rg e i n
s h o o t e r g a m e . Th e s er v er fo r t hi s usage could be both du e to an
g a m e i s h o s t e d w it h a t hir d-p a r t y i n c r e a s e i n t h e u s a g e p e r a ct i v e u s e r ,
v e n d o r w h o i s di s sa t is f ied w ith t h e o r a s p i k e i n th e n u m be r o f a c ti v e
p r i c i n g c o n t r a c t t ha t is cu r re nt l y i n u s e r s i t s e l f . W h i c h o n e ha s b e e n t he
p l a c e a n d i s a s kin g f o r the p ay m e nt case with us?
o f o v e r a g e c h a rge s . Ho w w o ul d y o u
proceed? I n t e r v i e w e r: G o o d qu e s t i on . S o w e
h a v e h a d a s p i ke i n t he nu m b e r of
C a n d i d a t e: T h at’ s an i nt e re s t in g u s e r s a n d i n a d d i ti o n , th e a v er ag e
q u e s t i o n . T o b e g in w it h I wo u l d l i k e t i m e f o r w h i c h a u s e r e n ga g e s wi t h
to clarify some aspects of t he t h e a p p l i c a t i o n ha s i n c r e a s e d t o o.
problem.
C a n d i d a t e: A l s o , t o u n d e rs t an d t he
I n t e r v i e w e r: G o a he a d business requirements b et t e r, I
w o u l d l i k e t o k no w m or e a b ou t t h e
C a n d i d a t e: I w o u ld li k e t o u n d ers ta nd business model in place. T y pi c a l l y
what kind of pr ici n g st ruc t ur e is such a p p l i c a ti o n s would e i t h er
c u r r e n t l y i n p l a c e , a n d wh a t is t h e g e n e r a t e r e v e n u e b a s e d o n ad v e r t s or
r e a s o n f o r w h i c h t he ve nd or is a s k i n g b a s e d o n r e g i s t ra t i o n f e e s , o r a m i x
f o r t h e r e n e g o t iat i on ? o f t h e t w o . I f t h e m o d e l i s a d -b a s e d ,
w e w o u l d b e i n a m a r g i n a l ly b e t te r
position, because the i nc re a s e in
e n g a g e m e n t t i m e w o u l d t r a n sl a te to
h i g h e r a d r e v e n u e p er u se r . I n t he O n t h e p r i c i n g e n d . We c a n e i th e r
c a s e o f r e g i s t r a t io n f ee s, t he ex i s t i ng continue with t he cu r re nt p ri ci n g
fee would ha ve b e en d e c i d ed s t r a t e g y o r s h i ft t o a ne w o n e . T h e
considering the b re a k- e ve n point new strategy can, in turn, be
w i t h t h e o n g o i n g ser ver c o st s - h e nc e r e g i s t r a t i o n - b a s e d or u s a g e -b a s e d .
t h e l o s s o f p r o f its wo u l d b e h igh er. Is there s o m e th i n g e l se I s h o u ld
consider?
I n t e r v i e w e r: F a ir a na l ys is. As s um e
for simplicity t h at t h er e ar e no I n t e r v i e w e r: N o t h is l o o k s p e rf e c t.
a d v e r t b a s e d r e ve nu e s , w e a r e si m p l y W h a t p a r a m e t e rs wo ul d y o u e v a lu a t e
u s i n g a r e g i s t r a t io n fe e -b a se d mo d e l . t h e s e o p t i o n s o n?
C a n d i d a t e: G r e a t so w e c a n a p p r oa c h C a n d i d a t e: We c oul d e v a l ua t e t he
t h e i s s u e i n t h e f ol lo w in g w a y . T h er e o p t i o n s o n t h e r e v e n u e s ( a p r o x y of
a r e t w o c o u n t e r f o rc es t o s ha pe th e pricing s u c c e s s ), co s t (a p ro x y of
r e s p o n s e t o t h e s itu a tio n - S e r v e r c o s t i n g s u c c e s s ) , a n d ri s k ( a s a n i ty
c o s t i n g a n d P r o d uc t p r ic i ng . c h e c k o n w h e t h e r t h e o p t i o n m a ke s
s e n s e f o r t h e b us i ne s s ).
S e r v e r s c a n ei th e r b e o u r o w n o r
f r o m a t h i r d - p a rt y . T he thi rd- p a rt y I n t e r v i e w e r: G re a t. Now you can
s e r v e r a d d i t i o n al l y c a n b e e x ist ing o r present your a n a ly s is a nd
n e w . T h e e x i s t in g on e ca n h a v e t h e recommendations
o n g o i n g c o s t i n g m od el , o r i t ca n be
renegotiated. C a n d i d a t e:
H=High, M=Medium, L=Low
S i n c e t h e o n g o in g c os t in g m od e l i s
clearly l o s s -m a k in g, we w o u ld
e x c l u d e t h a t f r o m o u r a n a l ys is.
B a s e d o n t h i s I w o ul d l ike t o r e c o m m e n d op t i o n s 3 a nd 5 , d u e to l o w ri s k s an d
high returns.
I n t e r v i e w e r: T h a t ’ d be a l l , t h a n ks !
It is time to...
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a y u d a - a - e v i t a r -l a -q ui ebr a /
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f l a t - d e s i g n _ 3 27 12 0 0 . h tm # p a g e = 1 & q u e r y =p r o d u c t % 20 m a n a g e m e n t & p o s i t i on = 1
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c o n c e p t _ 3 2 71 318 .h tm #p a g e=1 & q u e r y = pr o d u c t % 20 m a n a g e m e n t & p o s i ti o n= 20
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ j o b - in t e r v ie w -
c o n v e r s a t i o n _ 9 6 50 00 7. ht m # pa g e = 1 & qu e ry = jo b % 2 0i n te rv i e w & p o si t i o n =3
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ m o b i l e -s oc ia l- m e d i a -
m a r k e t i n g _ 9 9 86 52 1 .h t m# p a g e = 1 & q ue r y = i n f o rm at i on % 2 0 t e c h no lo g y & p os it i o n =
25
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ t e em - d i s c u s s i ng - p ro je c t - ka n b an -
b o a r d _ 4 9 5 1 5 7 0 .h t m # p a g e= 1& qu e ry = a g i le & p o s i ti on =0
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ c u s t om er -g iv i n g - q u a li t y -
f e e d b a c k _ 8 27 0 9 8 8 . h t m # p a ge = 1 & q ue r y = u se r% 20 e x p e r ie nc e & po s i t i o n= 1
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ s ci e nt i s t s -m a k in g -ro b o t s- l a b -
i s o l a t e d - f l a t - v ec to r - il l u s t ra t ion - c a r t o o n -p e o pl e -c re a t in g - c o m p u t e r-
h a r d w a r e - m ac hi n e s-s cie nc e- t e c h n o lo g y-d e v e l op me n t -
c o n c e p t _ 1 0 6 1 35 7 9. h t m # p a g e= 1 & q u e ry = a r ti f i c i a l %2 0 i nt e l li g e nc e& p o si t i o n = 9
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ a u g me n te d - r ea l i ty -b a c kg r o un d -w it h -
d e v i c e _ 2 3 1 7 11 2 .h tm #p a g e= 1 & q u e ry = au gm en te d % 2 0 re a l i t y & p o s i t i o n = 9
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ g ro u p - a na ly s t s -w o rk i n g -
g r a p h s _ 5 5 6 1 8 7 5 . ht m # p a ge =1& q u e ry = b i g % 2 0 d a t a &p os it i o n = 1 8
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ f a c t o r y - wo r k e rs -r ob ot i c - a r m-
r e m o v i n g - p a c k a ges -f rom -c o n v e y o r-l i n e -en g i n e e r- u s i n g - c o m p u t e r -o p e ra ti n g-
p r o c e s s - v e c t o r -i ll u str a t io n - b u s i n e s s - p r o d u c t i o n- m a c h in e - t e c h n o l o g y -
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h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ i s o m e t r i c - i c o n s - c l o u d - w i t h -b o o k s -
computer-
s m a r t p h o n e _ 10 1 0 8 794 .h t m # p a g e = 1 & q ue r y = clo u d % 2 0 co m pu t i n g & po s i t i o n = 0
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ c ha ra cte rs - p e o p le - h o l d i n g -
blockchain-
n e t w o r k _ 2 9 2 1 442 .h t m # p a g e=1 & q u e r y= bl o c k c h a i n & p os i ti o n =1 # p os i ti o n = 1 & p a g e
= 1 & q u e r y = b l o c kc ha i n
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ b i g - d a t a - c e n t e r - s e r v e r -r o o m -ra ck -
e n g i n e e r i n g -p r o ce s s- t ea m w o r k - co mp u te r- te c h n o l o g y -c l o u d -
s t o r a g e _ 4 1 0 3 163 .ht m # pa ge =2 & q ue r y = b i g +d a t a& p o s i t i o n =2 9
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ a p p - d e v e l o pm e n t-
i l l u s t r a t i o n _ 10 35 4 2 35 . ht m# p a g e = 1& qu e r y= m o bi le % 20 a p p l i ca t i o n & p o s i t i on =1
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ o nl i n e - s h o p p in g - c o n c e p t -
i l l u s t r a t i o n _ 7 01 0 8 2 3. h tm # p a g e = 1 & qu e r y = e c o m m e r ce & p os i ti o n =2
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ m an - t ra ns fe rri n g -m o n e y- w o m a n - v i a -
s m a r t p h o n e -o n l ine - tr a n sac t io n- ba n k i ng - fl a t- ve c t o r - i ll u s tr a t i o n -f i n a n c e -
d i g i t a l - t e c h n o lo gy -
c o n c e p t _ 1 0 6 1 319 8 . ht m # p a g e = 1& q ue ry =f i n a n ce %2 0 t e c h n o l og y & p o s it i o n = 9
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ o nl i n e - d o ct o r - w i t h -
c o m p u t e r _ 7 87 86 78 .ht m# p a ge = 1 & qu er y = h e a l t h % 20 t e c h no lo g y& p o si t i on = 5
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ t a x i -a p p -c on c e p t -
i l l u s t r a t i o n _ 7 60 7 04 1 .h t m #p a g e = 1 &q u e r y = t a x i &p os i t io n = 7
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ t r a v e l- o n b oa rd in g - a p p-
s c r e e n s _ 6 6 8 8 5 5 4.h t m #p a g e = 1 &q ue ry = tr a v el % 20 te ch n o l o g y & p o s i t i o n = 4 8
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ g ro u p - s t u d e n t s -w a t ch i n g - on l i ne -
w e b i n a r _ 8 2 7 1 02 0. h tm #p a g e= 1& q u e ry = e d u c a t i o n% 2 0t e ch n o lo g y & p o s i t io n= 14
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ d e l i v er y - i l lu s t r a t ed -c on c e pt - l a nd i n g -
p a g e _ 5 5 3 8 6 7 8 .h t m #p ag e=1 & q u e ry = d e l i v er y %2 0 t e c hn o lo g y & p o s i t io n =2
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ r o b ot s - h um a n - c a n d i d a t e s - w a i ti ng -
l i n e - j o b - i n t e r v ie w - b u s in ess m e n- b u s i n e ss w o m e n -c o m pe t i n g -w it h -m a ch i n e s -
h i r i n g - v e c t o r - ill u st r a t i o n -em p l o y m e n t -b us i ne ss -re cr ui t m e nt -
c o n c e p t _ 1 0 6 1 35 5 3. ht m # p a ge= 1 & qu e ry = j o b %2 0 i n t e rv i e w & po s i t i o n = 7
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - p s d / s oc ia l- m e d i a - i ns ta g r a m -p os t-
t e m p l a t e _ 6 3 5 3 5 5 4. htm # p a ge= 1 & q u er y = i n s t a g ra m& p o s i t i o n = 16
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ y o u tu b e - p la ye r- d e v ic e - w i t h -f la t -
d e s i g n _ 2 4 4 8 0 62 .h t m # p age =1 & q u e r y= y o ut u b e & p o s i t i on = 1 7
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ f u t u r i s t ic -a u to n o m o us - c a r - w it h -f l a t -
d e s i g n _ 2 6 0 6 48 6 .h t m # p a g e =1 &q u e ry = d ri v e r l es s% 20 c a r& p o s i t i o n = 20
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ t e le c om m u t i ng - co nc e p t -
i l l u s t r a t i o n _ 7 32 1 31 6 .h tm #p a g e = 1 & q u e r y= v i d e o % 2 0 c o n fe re n c e & p o s i t i on = 2
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ m an y - o ff i c e -b u i l di n g s -
c i t y _ 6 0 5 2 3 8 3 .ht m# p ag e =1 & qu e r y = o ffi ce % 2 0 b ui l d i n g & p o s it i o n = 0
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ a r t- w o rk s h o p -
s t u d i o _ 7 7 3 2 5 90 .ht m # pa ge = 1& q u e ry = a r ti s t & p o si ti o n = 3
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ s oc i a l -m e d i a - m a rke ti n g -
c o n c e p t _ 6 7 44 06 2 . h tm # p a g e= 1 & q u e ry =s o c i a l % 2 0 m e d i a & po s i t i on = 2 # p o s it i o n= 2
& p a g e = 1 & q u er y= s oc i a l% 2 0m e d ia
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ p e o p l e - d ri v i n g - e le c t r i c- t r an s p or t-
c o l l e c t i o n _ 8 4 45 5 96 .h t m #p a ge = 1 &q ue r y = b y ci c l e & p o s i t i o n= 5
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ w h a ts ap p- s c re e n -
t e m p l a t e _ 3 0 4 9 3 01 . ht m # p a ge = 1& q u e ry = w h a ts a p p & po s it i o n = 11
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ i n st a g ra m- po s t -w i t h- t ra n s p a re nt -
b a c k g r o u n d _ 23 8 7 0 35 .h t m #p ag e = 1 &q u e r y= in st a g r a m & p o s i t i o n = 1 3
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ a d d - c a rt - co n c e p t-
i l l u s t r a t i o n _ 7 140 74 1.h t m # p a ge = 1 & q ue r y = e c om m e rc e & p o s i ti o n= 1 4
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ e -b u s i ne s s -
c o n c e p t _ 7 5 67 82 .ht m # p a ge =1 & q u e r y = e co m m e rc e & p o s i t i on = 1 6
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ p e o p l e - le a n i n g - p h o n e - w h i l e -c h a t ti ng -
c o n c e p t - i l l u st ra t io n _ 5 45 3 4 17 .h t m # p a g e = 1 & q u e ry = d a t i n g & p o si t io n= 1
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ o nl i n e - g r o ce ri e s- c o n c e p t-
i l l u s t r a t i o n _ 7 709 34 3 . ht m # pa g e = 1& qu e r y = o n l i n e % 20 g ro c e r y & po s i t i o n = 0
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ c om p u t e r -t e c h n o l o g y - i s o m e t r i c - i co n -
s e r v e r - r o o m -d ig i ta l- d ev i c e- se t-e l e m e n t -d e s i gn - p c -
l a p t o p _ 4 1 0 3 1 5 7. h t m #p a g e= 1& q u e r y = d a ta b a s e % 2 0h o s t i n g % 20 c lo u d % 2 0 co m p u t i
ng&position=0
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ t a x i -a p p -i nt e rf ac e -
c o n c e p t _ 7 4 0 21 9 8 .h t m #p a g e= 1& q u e ry = c a b & p os it io n =4
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ h ap py -ti ny -p e o p l e -l i s t e n i ng - s p i r i t u al -
m u s i c _ 8 6 0 9 3 38 .ht m# pa ge =1& qu e r y= m u s i c % 20 te c h n o l o g y &p os i t i o n = 0
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ i p ho n e - x - w i t h -d if f e r e n t -v i e w s -
realistic-
s t y l e _ 2 4 3 0 7 9 1 .h t m# p a g e =1 & q u e r y = i ph o n e & p os i ti o n =1# p o s i t io n = 1 & pa ge =1 &q u e
ry=iphone
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ l i v e - st re a m -
c o n c e p t _ 7 9 16 7 8 0 .h t m #p ag e= 1& q u e ry = s t re a m ing & po s i t i o n = 1 7
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ o nl i n e - g a m e s -
c o n c e p t _ 8 3 9 98 76. htm # p a g e= 1 & q u e ry = g a m i n g %2 0g a me % 2 0 t e c hn o l og y& p os it io
n = 4 9 # p o s i t i on = 49 & p a ge =1& qu e r y = g a m i n g %2 0 g a m e % 20 t ec h n o lo g y
h t t p s : / / w w w. f r e ep i k. c o m /f r e e - v e ct o r/ t e am w o r k- c o n c e p t- la n d i n g -
p a g e _ 5 1 6 8 2 5 9 .ht m # p age =1 & q u e r y = t e a m & p o s i t i o n= 5
This is a book for the aspiring Product Manager, new age tech product enthusiast and
truly anyone interested in understanding what makes the technology around us so
engaging and effective.
Rather than repeat and reuse the wealth of jargon and frameworks that the internet
buries one in, this book focuses on 2 simple and powerful ideas. First, it brings the
average reader up to speed on today’ s most relevant technologies, including artificial
intelligence and machine learning, and methods of problem solving, such as design
thinking. Secondly, it cuts straight to learning by doing, critiquing apps that every reader
has used, ranging across Uber, Amazon and Zomato.
Depending on the reader’s level of knowledge and understanding of Product Management,

they may find tremendous value in each chapter of this book, or crisp insights by leafing
through specific sections.
Why is this book needed?

In today’s age of information, it is easy enough for aspiring Product Managers to find
resources which layout the basics of the PM interview, as well as information on what to
expect from the industry. As Product Management continues to grow as a career of
choice, and become increasingly competitive, a need was felt for a resource which builds
not just a theoretical understanding, but a practical experience and intelligence.
This book therefore was born out of industry relevant discussions and sessions
conducted by the ProdMan Club of IIM Ahmedabad & the ProdX Club of IIM Ahmedabad.
In each chapter, the learnings and perspectives of the youngest generation of students
entering the industry are used to provide the reader with the advantage of cutting edge
industry knowledge. These chapters are further refined with insights, springing from a
healthy discussion and dissection of concepts, by a group of budding Product Managers.
Finally, ideas are presented through simple user journeys and relatable app critiques.
@prodmaniima
facebook/prodmaniima
linkedin.com/prodmaniima
twitter.com/prodmaniima

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F i n a l l y , t h a n k s in a n tic ip a tio n t o th e r e ad er fo r b e c om i n g a p a rt o f t hi s e ffo rt , a nd

Product Management: It Has

So, what is P rod u ct M a na ge m e nt ?

In contrast to w h at th e na m e problem, but not when you are

Product Ideation: Once the

Manager aims to provide a unique customer

V i s i o n a n d S t r ate gy : P ro du ct v is io n Product Launch: Finally, the day of

i s s i m p l y t h e c r ux o f th e p ro d u ct - launching the products to customers

E m p a t h y f o r th e C ust om er : It i s t o Key Performance Indicators

Product Management Vs Project

In this chapter let's look at the to build.

Some advantages are being well Amazon

combining WHY with data will work t h a t d r i v e t h e ir w o rk a n d l e a d t h e m

Waterfall model – Software The waterfall model poses a number

Absence of Client feedback

Value stream a n a l ys i s - The

Design Thinking Process Empathize

e x p e r i e n c e s t o u s er s . T o ac h i e ve th i s , context and the current state of the

A product team can pr e pa r e the

Figure 5.1 Relationship between AI & ML

Figure 5.2 Machine learning and related

Figure 5.3 Training testing flow of an ML model

Types of Recommender Systems

Figure 5.5 Example of knowledge-based

Figure 5.10 Comparison of biological

Introduction In VR, we are c re a ti n g a p a ra ll e l

E a c h c a t e g o r y ha s a d if f er e n t s o u r c e Computer Vision is t he most

Figure 6.2 AR-VR market size and 2020

What is Big Data V a r i e t y r e f e r s to t h e div e rs ity o f

Practice Case Study

Figure 7.3 Social Media Data Analytics

There are f iv e b ro a d t yp es of T h e r e a r e m u l ti p l e e x a m p l e s o f are a s

What is Cloud Computing? IBM Cloud

A m a z o n W e b S er vic e s (A W S ) Hybrid Cloud: Hybrid clouds

Blockchain Business Value Business Applications of

Figure 10.3 Assessing need for blockchain solution

Medium. 2020. How D oe s The Bl o ck c h a i n W o rk ? . [o n li n e ] A v a i la b le at:

Figure 11.1 Demand Supply Curve

The extra c o st a s s o c ia t ed with

Figure 11.4 Demand Curve

I f t h e r e a r e p ow e r f u l e c on o m i e s o f As a result, we can draw three

Figure 12.4 Illustration of detailed the user journey

Based on the framework provided

Figure 12.5 Home Page Figure 12.6 Product listing page

Risks and Challenges C u s t o m e r l o y a l t y a n d re te nt i o n -

Figure 12.9 Illustration of future developments

Figure 12.10 Tech Stack of Amazon

Fintech Space in India and F i n t e c h B u s i n e s s M o de l s i n I nd ia

Business Model Analysis

Industry Overview Healthcare Apps

Drivers of H e a l th T ec h – A big T h e h e a l t h t e c h i n du s t r y i s g row i n g a t

Key a c t iv it ie s: Sof t w a r e Key r e s o u r ce s : W e bs i te , P ra c t o

How Practo crossed the ‘chasm’ book doctors seamlessly, a v oi d i n g

Figure 14.4 Crossing the chasm Crossing the c ha s m : Now t he y

Figure 14.5 Practo home page

Figure 14.6 Practo menu bar

Figure 14.7 Practo reminder feature

Product Management and M o b i l e A p p li c at i o n - H a s t o b e

App Provisioning - C he ck i ng the L o g i n - I n U b e r , t he re i s a m i n i m a l i s t

Figure 15.2 User Journey

The COVID-19 pa nd em i c has v e ry T h e r e a r e a v a ri e t y o f p l a y er s i n e a c h

Figure 16.1 List of choices across business model