BETTING ON ZERO

Team Hertz
Table of Contents
Streamlining of the business......................................................................................................3

Banking and Finance..............................................................................................................5

Paytm Money.........................................................................................................................6

Paytm Dekko..........................................................................................................................6

Paytm First Game...................................................................................................................6

Paytm Insurance.....................................................................................................................7

Paytm Gold.............................................................................................................................7

Paytm Community.................................................................................................................7

Shut down of Paytm Mall..........................................................................................................7

Discontinuation strategy.........................................................................................................7

Employee Retention & Engagement Strategies (Post Integration)............................................8

Strategies to Ensure Productivity.........................................................................................12

Change Management............................................................................................................15

Compensation Structure.......................................................................................................18

Layoff Structure...................................................................................................................19

Additional Services:.................................................................................................................22

KYC integration...................................................................................................................22

Hybrid Payment System.......................................................................................................23

Split Payments with friends & family..................................................................................24

Robust Paytm Search in Home page....................................................................................24

Scan QR or Show QR in Home page...................................................................................24

Introducing Expense Meter to Paytm...................................................................................24

Profitability Strategies..............................................................................................................26

Blockchain in the Application:.............................................................................................26

Internal Blockchain System:................................................................................................26

B2B Blockchain System......................................................................................................27

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 Revenue Model...............................................................................................................27

Paytm Gold:.........................................................................................................................28

Paytm Insurance:..................................................................................................................28

Paytm Banking and Finance:...............................................................................................29

Paytm Dekho:.......................................................................................................................30

Game Streaming:..................................................................................................................30

Paytm Money:......................................................................................................................30

Paytm First Gaming:............................................................................................................31

Paytm Community:..............................................................................................................31

Revenue Model Estimation..................................................................................................32

Key performance indicators.....................................................................................................33

Application KPI:..................................................................................................................34

Debt-equity ratio..................................................................................................................35

Strategies to regain market share.............................................................................................41

Conclusion................................................................................................................................42

Creatives ..................................................................................................................................43

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Streamlining of the business
The current One 97 Communication Limited with respect to Paytm segment has various
segments each of which has a different customer retention rate and acquisition costs.
Streamlining the entire Paytm brand with this varied service does has a lot of added
advantages from a user interface perspective and a management perspective as well.

Creation Of Discontinuation
Upgrading UI
Super App of Paytm Mall

Super app is a marketplace of services and offerings, delivered via in-house technology and
through 3rd party integrations. Today, however, super apps have become synonymous with
the rising array of Chinese super products, namely WeChat and Alipay.

Main issue identified is the user interface and feasibility with its diversified portfolio is that
the various array of services offered are dynamic, not user friendly and unknown to customer.
There is a large need for awareness of the various products that Paytm has diversified into
and easy accessibility for the same. Hence in Figure 1 the new simplistic design of the user
interface can be observed.

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 Figure: Paytm Super app User Interface

Upgradation of an application with maximum information and efficient UI is absolutely

necessary for customer retention and customer satisfaction.

As it can be observed in the figure the integrated product portfolio in the Super app is:

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 Banking and
Finance

Paytm Paytm
Community Money

PayTm Super
App
Paytm
Paytm Gold
Dekho

Paytm Paytm First

Insurance Game

Banking and Finance

The primary business with which the company One 97 Communication Limited had
started Paytm for is its wallet feature which gained a huge boom during the
demonetisation on November 8th 2008. The banking and finance head will include a
varied portfolio of banking products (deposits and borrowing products) along with the
integrated UPI payment system and Paytm wallet as it exists in the application.

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Paytm Money
Paytm’s version of a trading platform along with advanced and modern wealth
schemes in the form of SIPs and mutual fund products are to be offered in this
section. The trading platform will allow trading on NSE and BSE with multiple
products that the customers can take the benefit from

Paytm Dekko
Paytm Dekho is an OTT platform whose first wave of original content as well as
purchased content are all based on business, money, finance etc. What Paytm Dekho
aims to achieve is a singular source for all indigenous ‘smart India’ content. This
would primarily work because of Paytm’s involvement with the Indian start-up
ecosystem as well as with the HNIs of India. A spike in ‘smart India’ content and the
rise of financial content creators shows a clear interest in the country’s newfound
demand for knowledge about economic independence.
The direction that Dekho will take will be in terms of ‘interactable content’ whose
data will be used to track users’ choices and create alternate feeds of video based on
their decision. We believe that this will be an ideal learning mechanism, especially
taking into consideration the nature/genre of content on the platform.

Paytm First Game

Paytm First Gaming, our pre-existing fantasy league equivalent of India’s frontier
gaming experience will also have an overhaul – making it not only a place where you
can play games, but also a place to build a community and watch your favourite
streamers playing the games that you can right now. These games are hyper-casual in
nature and can be streamed directly on the app while being played at the same time –
the integration of paytm first tokens also come into play here and act as token
donations for favourite streamers.
The goal with Paytm first gaming is to start a community of hyper casual gamers that
add to the social angle of gaming and eventually build it into a larger audience of
Esports enthusiasts for main events in partnership with Paytm Insider in the future

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Paytm Insurance
Other than the existing Life insurance available it’s important to give the insurance
product its own head as insurance is an evergreen sector in the finance industry with a
diversified product offering for insurance.

Paytm Gold
Paytm’s digital gold coin is an interesting concept that helps the economies concept of
not hoarding gold and has a large market potential with the new gold exchange
standard to be set up by Indian Government this market has a large prospect in the
future.

Paytm Community
Paytm Community is a concept that allows crowed funding and community
contribution to the creators in Paytm Dekko to have a crowed funded campaign and
platform to benefit those in need of raising funds alternative to bank source. The
culture of crowed funding rose in the United States and the same culture due to
western integration the community building.

Shut down of Paytm Mall

With aggregating of losses of Paytm Mall and increased competitions from Jio Mart,
Walmart’s Flipkart and Amazon its prudential to assume that Paytm malls resources such as
the logistics, human resource and Financial acumen are better used in our newly diversified
product matrix compared to competing in a ruthless industry

Discontinuation strategy

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The Discontinuation strategy of Paytm mall will be done in 3 main steps that should be
focused on. The first being fulfilling obligations and suspending operations on order placing
and processing withing 3 weeks of approval.

The Human Resource Aspect to closure of Paytm Mall is a little more complicated compared
as it involves a large-scale change of job roles and a certain degree of layoffs.

Employee Retention & Engagement Strategies (Post Integration)

 Work Life Balance: Work Life Balance is a very subjective term, however, at
Paytm we ensure that every employee strikes that balance between the two. However,
with emergence of technology striking the balance has become an impossible step
since employees become accessible around the clock. At Paytm we ensure that
employees are not blinded by the concept of perfectionism but rather focus on
progress enabled by training and development. Understanding that employees have
lost the work from home facility we would ensure that with the proper work life
balance an employee would be able to spend ample time with their family and work in
the right working hour and condition.

 Flexible Working Hours: In relation to work life balance we would provide flexible
working hours to our employees and have changed the system towards completing
their objectives. These objectives would be in alignment to their daily tasks. Upon
completion of these tasks employees are given the free will to leave for the day.

 RAG Analysis: In the following circumstance we acknowledge how employees are

frustrated with the current condition therefore we use RAG Analysis an identification
tool based on the differential colour model [Red Amber Green]. This tool is an
extension of the key performance indicators model where qualitative data semantics
are quantified in a criterial model to evaluate those employees’ who may either stay or
leave the organization. [View the Attached Excel File]

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 15% Time Out: At Paytm, employee engagement is not only restricted to their
assigned responsibilities but also extends to their desired roles. This is implemented
by providing employees with an option to spend 15% of their weekly work hours on
roles and activities that they desire or wish to learn or show the capabilities for.

 Career Advancement Opportunities: At the Paytm division, we emphasize on

ensuring ample career advancement opportunities for their employees. The training
and development programs are devised in a manner which not only amplifies the
employees’ skills set to boost their contribution towards the success of Paytm’s
Division but also equips their profile in a fashion which gives them a competitive
edge in comparison to other organisations. The following are a few programs, inter
alia, designed to deliver the aforementioned:
 Courses and on demand training
 Form a mentorship program.
 Provide PTO specifically for time-off related to learning and development.
 Have an on-site library of books selected by employees and leaders.

 Restructure Variable Pay: Valuable or experienced employees who express

disappointment with their respective compensation structure, will be given an option
to restructure their compensation primarily targeting their variable pay. The basis of
determining these employees is based on the following model. The 9-box grid is
based on a 3×3 table in which the employee is assessed on performance and potential.
Employees with high performance but low potential are perfect for their current
function. Employees in the top right corner, those who score high on both
performance and potential, are often designated to quickly advance through the
organizational ranks as they can add more value higher up the ladder.
This 9-box grid is an easy way to assess the current and future value of employees and
is a helpful tool for succession management (i.e. you want to promote your high
potentials).

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  Employee Branding: At Paytm we shall initiate the employee branding technique
which would display in a single statement our company’s work culture and the
working environment. It isn’t about what our employees receive, but what they

Integration To establish a connect

Teams between the companies
To bind the integration in a
Speed stipulated time frame

Leader To define the course of action

ship

Commun To ensure transparent exchange of ideas

ication

Employee To ensure smooth

Retention transition
Culture To bind
managem participating
ent entities

To establish
Results goals
experience. With the help of various corporate online platforms, we shall put forth our
company policies and its nature of adaptability and flexibility. This technique will
help bring clarity towards our employee value proposition.

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Strategies to Ensure Productivity

 Change Management: It is a collective term for all approaches to prepare and

support individuals, teams, and organizations in making organizational change. With
relevance to our companys problem of dissatisfaction amongst employees we would
henceforth want to inlve employees with the affairs of the company and the changes
that will take place in the forthcoming future. The use of change management has a
high effectivity rate amongst various companies that are currently applying this
strategy. The following process shall be followed:

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 Open Door Policy: The purpose of an open door policy is to encourage open
communication, feedback, and discussion about any matter of importance to an
employee. When a company has this policy, employees are free to talk with any
manager at any time. They are also free to approach or meet with the senior leadership
of the organization.

 Family Engagement: To improve on the decision taken by the management, we want

to ensure that every cloud has a silver lining. To make sure that the employees are not
saddened by the decision taken by the management, we are implementing a family
engagement activity. Our family engagement activity will be a 2 – day event that will
be conducted outside office space. Our 2 – day event will consist of several activities
to engage all the family members from different age groups. Also, for employees to
be engaged with the off – site, we will be conducting a Cricket Tournament among
the branches and departments of Krikso India Ltd. A 2 – day long tournament will
allow the family members to participate in this tournament. It will be a medium to
create healthy competition among branches and this will also provide them a platform
to have informal communications with their superiors.

 Workplace Activities: Workplace recreation can be achieved as simply as having a

facility for these extra fun activities within your company. Workplace recreation is
increasingly gaining popularity as a strategy for improving the well-being and
performance of employees in the workplace. This ranges from fitness programs to
mental health programs and entertainment programs. These ranges of workplace
recreation have been proven to have a positive effect on the performance of
employees. And this can translate to a boost in your company's bottom line. This
could also include having a gym, spa or a game room within the office.

 Creche Facility with Day Care Needs: Creche Facilities are something that is very
effective in terms of employee engagement as well as recreational activities. This
facility allows women employees to regain their position after their maternity leave
along with the facility to have daycare of their kids within the organization. We will
provide them the required amount of time to make sure that they spend sufficient time
with their children.

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 CARE Program: Confidential assistance and relief for everyone. This initiative will
be conducted solely targeting employees who would come forward with griervances.
This program not only spreads awareness but also focuses on delivering prominent
solutions to ensure employees feel safe and valued at Google. This initiative aims at
solving the immediate problem of inferiority. We would like to associate our
employee assistance program under the initiative where an employee benefit
program that assists employees with personal problems and/or work-related problems
that may impact their job performance, health, mental and emotional well-being.

 SHAPE Program:
We shall introduce our campaign called SHAPE THE FUTURE that primarily focuses on
shaping and protecting the rights of the employees. We aim at promoting and providing better
wages, reasonable hours and safer working conditions. Our movement focus on eradicating
unhealthy practices, provide health benefits and aid to employees who may have been injured
or retired. Expansion for SHAPE is Safety, Health, Attitude, Pay, and Equality.

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Change Management

The Above structure will be used in each of the operational models.

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 Managing Director

Director

General Manager

Chief of
Chief Finance Chief Marketing Chief Human Chief Public
Operations
Officer Officer Resource Officer Relations Officer
Department

Treasurer Sales Department Payroll Strateegist Banking

Accountant Field Marketing Recruitment Content Writer Finance

Training &
Analyst Online Marketing Paytm Insurance
Deveopment

Clerk Paytm Gaming

Paytm Dekho

Paytm Gold

Paytm Community

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Paytm Money
 Chief of
Operations

Paytm
Banking Finance Paytm Money Paytm Dekho Paytm Gaming Paytm Insurance Paytm Gold
Community

Director

Head –
Head – Head – Human Head – Supply Head –
Process Heads Head – Service Finance &
Operations Resources Chain Information
Operations & Accounts
Management Technology
Business Excellence
Assistant Pickup Team
Executives
Managers Leaders Human Resource Assistant
AM – Executives Supply Chain
Zonal Admin Manager
Operations Management
Managers Managers Executives
SPOC Audit
KYC Executives Information
Supervisor
Technology
AM – Admin Executives
SPOC
Executives
Admin
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Executive
Compensation Structure

There are three Band level that is to be followed across Paytm employees. The following
segregation of employees is completely based on qualification and merit (also known as merit
cum qualification basis).

Band Level 1 Top Level Employees

Band Level 2 Middle Level Employee
Band Level 3 Lower Level Employees

Compensation Structure
Basic Pay
(Rs.)(in
Band Level Lakhs) Quality Contribution (Rs.) Productivity Pay Gratuity
1 60 60000 42000 30000
2 25 25000 18000 10000
3 6 9500 5000 2500

 Quality Contribution is 10% of Basic pay and is provided quarterly.

 Productivity pay is derived from an employee’s efficiency in the organization. If an
employee is efficient he/she shall receive 7% of their basic pay. Productivity pay is
provided on a monthly basis.

Non-Monetary Compensation

 Sweat Equity Option

 Sponsored education and training
 Milestone Bonus
Additional Benefits  Referral Bonus

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  Medical Insurance
 Conveyance Facility
 Employee Discounts
 Health Savings Account
 Lease Accommodation

 Employees with young children, we consider offering childcare

reimbursement instead of/in addition to tuition reimbursement.
 Employees who are recent college graduates, we consider offering
Differential Incentives student loan payment matching instead of/in addition to 401k
matching.
 Employees nearing retirement, we consider allowing them to
invest their professional development funds into their retirement
accounts.

Layoff Structure

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1. Establishing a lay-off management team
We will establish a team of managers who oversee the selection process for layoffs.
These individuals will coordinate the other branches efforts to identify and determine
which departments or work groups should be eliminated or reduced. Once those
decisions are made, this group then coordinates the evaluations of the performance of
employees who may be subject to the layoff. The importance of having a management
team oversee this process is to ensure fairness and consistency in how layoff decisions
are made. The team will establish the criteria to be used when determining who will
be selected for a layoff. Forced rankings will be initiated so that employees within a
given work group or department are ranked from top to bottom based on their
performance. In addition, applicable collective bargaining agreements will have to be
consulted to determine whether they impact any of the decisions.

2. Determining the timing of lay offs

The law mandates that an employer must first inform the staff representatives and/or
the trade unions of the decision to proceed with the collective dismissal. Within seven
days of receiving the notice at the relevant unions, the parties must meet to discuss
and analyse the possibility of avoiding dismissals. The selection of the employees to
be dismissed will follow the criteria provided by an agreement reached during
procedures or, in the event of a negative outcome, the employer will follow the
criteria provided for by law (family conditions, seniority, technical productive, or
organizational matters). We will also provide a written list of the dismissed
employees, including a detailed description of the selection criteria applied for each
one.

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3. Receiving separation agreements and issuing severance packages
An employee will be required to sign a document releasing his or her rights to sue the
employer in exchange for valuable consideration. The following checklist should be
helpful in drafting an effective separation agreement
 Ensuring that the agreement complies with all applicable laws for the jurisdiction in
which the terminated employee worked.
 Making sure that all potential claims both known and unknown, are covered by the
release.
 Drafting the agreement in language that is easy to understand.
 Providing adequate consideration and fully describing the consideration in the
agreement.
 Including confidentiality.
 Agreeing to submit actions to enforce the agreement and address all breaches of the
agreement to binding arbitration.
 Including a clause stating that neither party admits liability or wrongdoing.
 Advising the employee to obtain independent legal advice before signing the
agreement.

4. Determining what kind of compensation will be provided to departing employees

Employees will be entitled to certain benefits such as severance pay, mandatory
benefit continuation, and advance notice of layoff. Most employees call for at least
salary payment during the notice period and additional severance pay thereafter. And
we will be compensating employees for unused vacation claims in case of dismissal.

5. Communicating Lay-off decision

We will coordinate all communication regarding a layoff decision so that all impacted
employees learn about the layoffs at the same time. When information leaks out early
or is provided to certain groups before others, it can create significant morale and
employee relations problems. To keep this from occurring, we will plan how the
communication will occur. The information needs to be provided not only to the
employees directly affected by the layoff, but also to those who are indirectly
affected, as well as, in many cases, customers and vendors who might be impacted.

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6. Outplacement Assistance
Helping departing employees find new work will be a good deed on the part of the
organization. Most outplacement firms are willing to provide these services to
departing employees on a fixed-fee basis for a certain limited period of time.

The types of services typically provided include:

 Career transition training

 Resume assistance
 Interviewing skills
 Job search assistance.

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Additional Services:
KYC integration
Know your customer service is an important feature of the banking and capital market sector.
The most important aspect of this is the know-your-customer integration which is necessary
in any area of the financial sector. Our additional feature is to have an integrated KYC feature
which allows the users to skip the KYC compliance in their further acquiring of banking

Once offline KYC verification

Customers will need to provide necessary KYC compliance once

This KYC will be integrated with Banks and other financial Services

MOUS with Banking Agency's

A seperate agreement is to be made with Paytm and the banks to be

involved
This will help in both the banks speeding up of KYC compliance
speeding up their process

Block Chain and UPI

Integration

The primary data will be integrated in the blockchain of Paytm

UPI integration for other applications
products.

(Note: The Detailed MOUs with different banks are attached separately)

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Hybrid Payment System
Having an offline and Online payment system that integrates with offline payment is essential
to tap the rural market. With telecom providers expanding towards rural consumer base
increases hence giving the oppourtunity to expand into multiple markets in the future

The important expansion features of this plan are:

The contingency fund will be setup from Paytm’s side the working of the offline online
interface can be observed below:

No internet Once online the Amount deducted

connection with transaction gets from users wallet or
either parties initiatied charged to account

Payment made to
The buyer and seller Amount is restored
the Seller
Scan each QRs in the fund
immediately

Deduction made Block Chain

The transaction is
from Paytms Verification of
noted
Contingency fund transactions
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Split Payments with friends & family

At bars or online Netflix, friends would always like to share by splitting the bill among
themselves. Sometimes a few friends won’t be able to pay in equal ratios, we must
allow them to customize their offer. Let’s bring this sharing culture in payments by
bringing split payments on every Paytm payment page. A payment draft is made and
sent to all parties and upon verification with code, payment is made.
Robust Paytm Search in Home page

Rather than exploring for target module, Paytm search can look into all areas such as
contacts, business and all modules navigations in the app. Everyone who uses Paytm
will definitely use the new payment for searching the mobile number for payment. It
will add more ease & direct access to it.

Scan QR or Show QR in Home page

To increase the noteworthiness of this usage, both are kept at the top of the home page.

Introducing Expense Meter to Paytm

Isolation of paying with UPI transactions has made users lose grip on their daily
expenses. And the expenses are wrapped & hidden to the user visually. We need to
introduce expense meter which creates awareness on their spending & usage. This will
help to visualize users’ money control & develop their frugal decisions. This can also
act as buzzer & improve their financial control.
Frugal people would love to have it in their app & also people who are trying to check
their expenses manually looking into previous statements. Paytm would solve these
problems by collecting data from money transfers & transactions, Then simple daily,
weekly, monthly and yearly reports & insights must be produced, as follows:

 Money Credited from Paytm

 Money Debited from Paytm

 Save & Update Bank Balance

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 Track Paytm payments aligned with Bank Balance

 Report based on personal money transfers, which includes contacts list insights.

 Report based on business transactions, which includes all categories such as food,
utilities, entertainment, etc.

 Insights on trouble spots and bright spots with experts curated financial smart
suggestions to educate users will be great.

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Profitability Strategies
Blockchain in the Application:

End to End data security

Proof of Authority

Mitigation of Double
Transaction

We will be integrating blockchain technology onto our new Paytm superapp. All existing data
and new customers information will be stored on the blockchain. This will ensure that one
time KYC is all that is needed making it extremely convenient for the application to be used
repeatedly without any interruptions. All transaction data will be processed through our
blockchain technology as well, ensuring that there is end to end security of the customers data
and there is no means through which a data breach can take place.

By integrating blockchain technology into Paytm, it also mitigates a double spending

problem that exists in other more traditional technologies due to internet connectivity issues
on the customer’s end. Through the blockchain’s Proof of Authority consensus framework of
data validation it is impossible for a transaction to be processed twice as each transaction is
validated and authorized on the blockchain.

Internal Blockchain System:

We will also be integrating blockchain into our organization’s internal functions. This
integration will streamline the internal processes of the organization from regular approvals

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to large scale orders and financial transactions. It also adds a layer of data security and
integrity as mentioned above. The mechanics of the organization’s internal functions will not
be tampered with but the introduction of blockchain will streamline and make the process
extremely fast, reducing costs and increasing margins in the long run.

B2B Blockchain System

We will be integrating Blockchain into our B2B ecosystem. Our B2B clients include all our
merchants and the banks that we will associate with in our one-time KYC program for our
PayTM users. The blockchain system will enable us to provide our vast plethora of business
to business offerings in a much easier and more accessible manner, especially our ‘PayTM
cloud’ services. The blockchain will enable us to integrate our other offerings such as
‘Business Khata’, ‘POS Billing Software’ and ‘Paytm invoices’ within our cloud services.
This ensures that a larger chunk of data is completely secure on the blockchain and
streamlines the businesses compliance through our one stop business solution ecosystem.

Apart from the Data security and integrity that blockchain technology brings to our clients, it
also reduces the cost by a huge margin. In the long run, since there aren’t multiple databases
and centralized systems to take care of, the cost of upkeep of our services exponentially
decreases making our price point more affordable for small and medium enterprises. This in
turn increases our customer base and increasing our profitability through high margins and
economies of scale

Revenue Model

Pay TM
PayTM PayTM
PayTM Gold banking and
Insurance Dekho
finance

PayTMMone PayTM PayTM

y Community Gaming

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Paytm Gold:
1% of the amount invested in gold through PayTM Gold is the commission amount earned by
us.

Paytm Insurance:

Pricing Model for Paytm Insurance

Insurance Category Amount
90days-20yrs ₹ 5,055
21-35yrs ₹ 6,039
Health Insurance Per Annum
36-50yrs ₹ 11,739
51-70yrs ₹ 20,658
Bronze ₹ 19.00
Silver ₹ 34.00
Travel Insurance Per Trip
Gold ₹ 59.00
Platinum ₹ 99.00
Two Wheelers ₹ 4,329.00
Automobile
Light Vehicles ₹ 7,890.00 Per Annum
Insurance
Heavy Vehicles ₹ 42,468.00
Infant ₹ 5,700.00
Teens ₹ 9,664.00
Life Insurance Per Annum
Adult ₹ 16,080.00
Senior Citizen ₹ 24,100.00

1. Health Insurance
We provide health insurance solutions with policy values ranging from with
flexible monthly instalments to provide our clients with utmost convenience.

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 2. Automobile Insurance
We insure all types of automobile accidents and damages stated under the
statutory rules and the transport authorities. We provide insurance solutions
with policy values ranging from with flexible monthly instalments to provide
our clients with utmost convenience.

3. Travel Insurance
We insure the safe travel of passengers through B2B insurance schemes. We are
giving insurance packages to companies like RedBus, ixigo etc. passenger
insurance plans that can be availed for the period of the trip covering accidents
stated under the statutory rules. We provide insurance solutions with policy
values ranging from with flexible monthly instalments to provide our clients with
utmost convenience.

4. Life Insurance
We provide life coverage schemes under our life insurance division through which the
next of kin will be provided with the sum insured pertaining to the cause of death and
liability stated under LIC Act, 1956.

Paytm Banking and Finance:

1. Commission
Our revenue is 2% of the amount deposit into the Paytm wallet, and 3%
commission on all recharge-based transactions like electricity bills, phone bills
etc.

2. Interest
The wallet money we receive from our customers is stored in a new bank account for
which we receive an interest of 4 – 6%

3. Ad Revenue

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 When our client makes a peer-to-peer transaction, they receive benefits. To access
such rewards the client has to watch an Advertisement. This is how we receive ad
revenue on our P2P transactions

Paytm Dekho:
OTT Platform:

Pricing model for Paytm Dekho

Month Amount
1 month ₹ 199.00
3 months ₹ 549.00
6 months ₹ 1,099.00
1 Year ₹ 2,199.00

We will be offering our OTT service in 4 different accessible packages of 1 Month, 3

Months, 6 Months and 1-year plans priced at 199, 549, 1099 and 2199 respectively.

Game Streaming:
We will enable donations to be given to our streaming partners through Paytm first coins.
Each Paytm first coin will be worth 0.1 rupees. At the end of each month, we will discharge
the payment after taking 10% as our fees to our streaming partner.

Pricing Model for Paytm Gaming

Particulars Percentage Commission
Streamers 10%
Content Creators 5%

Paytm Money:
Brokerage fees:

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 We provide stock broking, mutual fund and NPS scheme services with brokerage fees
ranging from 0.5 – 2%. We expect an average of 1% of transaction values made to be
our revenue.

Annual Registration fee:

We will be taking a INR750 fee per annum per service opted for on our Paytm Money
service cluster.

Paytm First Gaming:

Ad Revenue:

We will be placing ads on our Paytm First Game selection interface as well as a 30
second video ad before every game begins.

In-Game Purchases Commission:

We will be taking a 4% fee from the total in-game purchases made before discharging
such payment to the game developers. This is in addition to our game listing fee
which is an initial payment.

Paytm Community:
Subscriber Commission Fee:

We will be charging a commission of 6% of the total subscription amount collected

by the creator on our platform apart from an initial fee to get launched on our
platform.

“Fund Me” Model:

The fund me model will be split into 2 parts:

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 1. Non-Business Listings:
In case of non-business listings, we will be charging a flat 10% rate on the asking
amount of the listing made.

2. Business Listings:
In case of business listings (Anything that shall result in future economic benefit
cashflows) we will be taking 5% of the total direct revenues made through funding
received from the listing.

Revenue Model Estimation

Paytm Revenue Model
Amount (Rs.
Paytm Segments Particulars Divisions  
Crores)
5
Paytm Gold Gold Issue - 11.0%
91.80

Health 0.5%
26.90
3
Automobile 7.0%
76.60
Paytm Insurance Insurance
Tourism 1.0%
53.80
4
Life 9.0%
84.20
8
Wallet Deposits 16.0%
60.80
Commission
1
Recharge Commissions 3.0%
Paytm Banking & 61.40
Finance 3
Ad Revenues - 6.0%
22.80
Wallet Money Bank Deposit 4
Interest 8.0%
Interest 30.40
4
Subscription Fee 7.5%
Business Integrated 03.50
Paytm Dekho
OTT 1
Business Content Creators 2.5%
34.50
Paytm Gaming 1
Streaming Platform Subscription Commission 2.0%
07.60
Games Platform Ad Revenues 2.0% 1

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 07.60
Commission on in-game 2
4.0%
purchases 15.20
2
"Fund me" Model 5.5%
Peoples 95.90
Paytm Community
Community 4
Subscriber commission fee 7.5%
03.50
1
Brokerage 2.2%
18.36
Paytm Money Capital Markets
2
Membership Fees 5.3%
85.14
100.0 5,3
TOTAL REVENUE
% 80.00

Key performance indicators

A Key Performance Indicator is a measurable value that demonstrates how effectively a
company is achieving key business objectives. Organizations use KPIs at multiple levels to
evaluate their success at reaching targets.

A major benefit to using KPI’s in the is the cost optimization perspective of KPI review and
redressal can be used in business terms but getting a perfect matrix for the performance of the
same is necessary. Through the matrix we hope to identify areas of mismanagement,
ineffective resource deployment and inefficient operations carried out.

By doing the same it helps in reduce unnecessary expenditure, outflow of cash, overhead
expenses due to mismanagement. The ideology used is simple by increasing efficiency and
effectiveness standards in the organisation.

KPI ideology: (to be put in smart art)

1. SMART KPIs
2. Past Performance Standards
3. Future expected Results
4. Review
5. Readjustment of progress

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The important KPIs that we chose to highlight in this report

1. Financial
2. HR
3. Operational
4. Sales
5. Application
(The Dashboard of KPIs can be Seen on the Excel File Named PaytmKPI.xlsx)

Application KPI:
A mobile app’s technical and marketing performance over a period of time depends
heavily on analytics and metrics. This KPI addresses the main business model of
Paytm based on performance and operations of Paytm hence is of high importance
The Main Metrix used are:

Metrix Objectives Key Performance Indicators

Average Revenue Per User Revenue generated/ Retained users *100

Total Revenue per user/ Average Customer life

User Life time
time

Purchases Successful purchases made/ total customers

Revenue
Generated
First Time to purchase Time of purchase - Time of ad

Total Cost of acquisition/total customers

Cost of acquisition
acquired

Cost per install Ad spent / Customers Directly tied to ad

Screen Resolution Avg Screen resolution per

Device and operating

OS variance
system
Performance
Load time Avg load time per OS

Crash Reports Crashes per day/ total Crash Reports

Engagement Session and depth Time Users spend on apps/ uninstalls

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Average Screens per visit total screen time / total users

Active Users DAUs/ Total users

Churn Rate total uninstalls/ total overall installations

Retention rate Total users- user unsubscribed (Uninstalled)

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2. FINANCIAL KPI’S

Debt Equity Ratio

Indicates how much debt a company is using to finance its assets relative to
the value of shareholders’ equity

Profitability
To measure the amounts of profits the company earns

Growth
To measure the increase in revenue of the company

Debt-equity ratio

Each industry has different debt to equity ratio benchmarks, as some industries tend to use
more debt financing than others. The ratio differs from industry to industry as follows:

INDUSTRY IDEAL RATIO

Manufacturing 2:1

Service 1.08:1

Financial 1.84:1

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 A higher debt-equity ratio indicates a levered firm, which is quite preferable for a company
that is stable with significant cash flow generation, but not preferable when a company that
is in decline. Conversely, a lower ratio indicates a firm less levered and closer to
shows how efficient
debtistoaequity
company
ratioatvaries
generating profit compared to
NET PROFIT
being fully equity financed. The appropriate
its revenue.
by industry.

measures the proportion of money left over from revenue after

GROSS PROFIT accounting for the cost of goods sold

RATIO SCORE

Ideal Ratio 100

-0.5 < Ideal Ratio > +0.5 90

-1 to -0.5 < Ideal Ratio > + 0.5 to +1 80

-1.5 to -1 < Ideal Ratio > +1 to +1.5 70

-2 to -1.5 < Ideal Ratio > +1.5 to +2 60

-2.5 to -2 < Ideal Ratio > +2 to +2.5 50

-3 to -2.5 < Ideal Ratio > +2.5 to +3 40

-3.5 to -3 < Ideal Ratio > +3 to +3.5 30

-4.5 to -4 < Ideal Ratio > +4 to +4.5 20

-4.5 to -5 < Ideal Ratio > +4.5 to +5 10

Others 0

1. PROFITABILITY

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 2. SALES GROWTH

Growth = Current Sales / Previous Sales *100

Growth KPI shows how many new customers bought your product or subscribed to your
service during the current year as compared to that of the previous year.

3. SALES

 MONTHLY SALES/NEW CUSTOMERS

Monthly conversions KPI shows how many new customers bought your product or
subscribed to your service during the current month. Compare the monthly sales KPIs with
previous month’s results to see whether your sales performance is increasing or declining.

 LEAD-TO-SALE CONVERSION RATE

Conversion rate KPI shows whether your sales team is capable of turning prospective deals
into a real business. There are many ways to improve your lead-to-sale conversion rate. This
can be done by providing better sales materials and offering a greater benefit to the prospect.
You can also try discount offers or improved customer experience throughout the buying
process.

 CUSTOMER TURNOVER RATE

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Customer turnover rate is calculated as a percentage of clients who have stopped using the
service during the previous one-year period

customer goes to another service

Voluntary
provider because they think it’s a
churn
better deal

when a client’s decision is influenced

Involuntary by relocation, bankruptcy, etc. and
Churn they’re unable to continue using your
service.

 NET PROMOTER SCORE

Net promoter score shows how likely is a customer to recommend your brand or service to a
friend. This metric can be measured with customer surveys and interviews. The easiest way is
to ask this question in the follow-up email of a product order or new subscription.

Promoters (score 90-100)

loyal enthusiasts who praise your company to others and drive

your sales

Passives (score 70-80)

satisfied but unenthusiastic customers who leave when they

see a better offer.

Detractors (score 0-60)

unhappy customers who spread negative information about

your company and can damage your brand image

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To calculate the Net Promoter Score, subtract the percentage of Detractors from the
percentage of Promoters.

4. LOGISTICS KPI’S

 Order accuracy

shows the accuracy of orders filled. Not only do managers want to know how many orders
they can fill an hour, but how many accurate orders can they fill.

 Efficiency of Delivery time

It is the comparison between the actual and expected delivery time of a product or service.

 Degree of Logistics Partnerships

It is the percentage of work which is outsourced by the company. It involves services such as
transportation and warehousing.

 Time lapse from product reception to sending

It’s important we measure that KPI and that we know the percentage of deliveries that
surpass the established average time. A percentage of the number of deliveries which are
delayed to the total number of deliveries made is calculated.

{Note: A detailed Explanation and weight wise system of KPIs can be seen in the Excel
Sheet}

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Strategies to regain market share

Safety “Hum Hai India”

Public events.
certifications. Campaign..

Strategic
Tier 3 Bank-mobile partnerships using Merchant -
solutions. ‘Paytm Khata’ milestone events.
solutions.

1. Public events.
Paytm’s online dominance has led it to a position where it’s offline touchpoints are
limited to only to its merchants and related deliverables. Hosting public events, much
like the likes of music festivals and other events where in that controlled space the
only mode of accepted payment will work greatly in Paytm’s favour, especially with
bringing back new customers to experience its new interface and UX.

2. Safety certifications.
Having individuals with an understanding of data security or international
certifications that talk about Paytm’s prowess as a data powerhouse is not enough p
what we need to do is take this information to the world, and folding into the adoption
of blockchain technology for the future of our data only strengthens the argument –
our main goal remains to communicate to the public and users that Paytm has their
data safe and sound, unlike several other wallet systems.

3. “Hum Hai India” Campaign.

Recent sentiment survey data’s have revealed a misconception in the Indian market
leading to the direct decline of users on Paytm – and that being that Paytm isn’t an
Indian company anymore. We believe that our motherland, if anything is our pride
and we will run campaigns to support our country, which will inherently also
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 communicate that Paytm is an Indian company for India – these will take place on 15 th
August and 25th April respectively, where the Paytm foundation will make donation
and cultural events for the armed forces.

4. Tier 3 Bank-mobile solutions.

An introduction of Mobile-banks for document verification and turnkey financial
solutions in undeveloped areas will be set up to be available in village areas so as to
educate and inform them about the nuances of financial services through Paytm.

5. Strategic partnerships using ‘Paytm Khata’ solutions.

Paytm Khata as an audit and ledger software is an ideal companion for SMEs and
companies that don’t want to put themselves through the troubles of financial tracking
– the idea is to integrate Paytm Khata with Village Panchayats and Small business
exchanges.

6. Merchant - milestone events.

We understand that although customer acquisition tends to be at the top of the revenue
food chain, onboarding more merchants becomes more important as well – what this
means is that we’ll be having Merchant only invitee events for every few milestones
being hit in the company and these will be city specific in nature.

Conclusion
The new business model suggested is efficient and effective in terms of gaining market share
therefore its adoption would benefit One 97 Communication Limited and its investors making
it a competitor in the market with its diversified portfolio.

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Creatives

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