THE

INNOVERSION
AQUILLA - XLRI DELHI ,NOVA

SM S
TRACKIN
G

COD OPTIO
N

BANKSATH
I
CREDIT

VYOM JAIN KRISH JAIN NIKITA AGRAWAL

EXECUTIVE SUMMARY
GO-TO-MARKET STRATEGIES

S C
SITUATION COMPLICATION Market Entry Approach Channel Strategy
limited, high-demand initial
Localized Collaboration with
Digital Penetration - low in product range, including essentials-
GO SHOP - a leading groceries and basic electronics.
Kirana stores and Dark stores to
Rural Areas reach customers effectively.
e-commerce company,
Infrastructure Constraints Payment Adaptations
strong presence in urban areas Urban dark stores - the central
Inconsistent Addressing Focusing on COD,
Now to expand in semi-urban hubs from which products flow,
Systems Partnership with BankSathi for credit
minimizing rural inventory costs.
and rural areas High Delivery Costs facilitates - EMI options
AIM : to reach millions of new Logistical Inefficiencies
customers in these regions Customer Expectations
Operational Strategy Performance Metrics
Customer Retention - 70%
what3words and djikstra’s

Q A
Minimizing Acquisition Costs -
algorithm for optimized delivery ₹300 to ₹800
routes Delivery Time - 5-7 day
QUESTION ANSWER Sustainable Last Mile Delivery
Order Value - AOV-₹100
Active users - 16.8 lakhs
through Electric Bicycles - Dhruv Adoption rate - 1% with .5% YoY
Expanded Payment and Credit
How can GoShop expand its Vidyut growth
Options
presence in rural and semi- Route Optimization and Location
urban areas by catering the Tracking
Optimal Delivery System Brand Positioning &
inconsistents, logistic Customer Engagement
constraints and ensure a
Infrastructure and Collaborations Collaboration
Community Engagement and Position GoShop as an affordable, awareness raising promotional
smooth delivery system? Employment Generation reliable e-commerce partner events about e-commerce benefits
tailored for rural and semi-urban and payment options
communities.
Ease of SMS tracking for
Sponsoring local and communal transparency and reliability in order

COLLABORATIONS: events to enhance brand visibility

through word of mouth
tracking
QR Scan payment method and COD

EXECUTIVE SUMMARY LAST MILE DELIVERY MODEL FEASIBILITY ANALYSIS APPENDIX

LAST MILE DELIVERY MODEL - [1/2]
Kiranawala Last mile delivery,
with djikstra’s DELIVERY AGENT

Connectivity
algorithm and
Internet Online Order what3words

Through the
APP/WEBSITE
HOW TO
PLACE
ORDER?
Urban Darkstore
Connectivity
No Internet

POS Machine 4. Dhruv Vidyut

set up in community 2. Kiranawalas - For Grocery & Essentials
halls & "Panchayat The Dhruv Vidyut Electric Conversion Kit (DVEC)
Sabhas"
Dominant and Centralised Kiranawale lightweight, durable- enabling the manual rickshaw
on pre monthly order basis purchase to function with an electric motor.
From there, the delivery takes place on It is a self-charging system.
electric bicycles to the customers Sustainability - Delivery through
1. Urban Dark Stores -For 3. Djikstra Algorithm electric bicycle, reducing pollution
Electronics or Heavy Appliances An algorithm for calculating shortest path and fuel consumption
through centralised hubs It will tailor optimal route for each stop - Employment - complementary
Deliver through trucks on weekly ensuring that delivery vehicle travels the job opportunity for rural and semi
basis least urban workforce
This will also reduce the operational costs
and ensures Fast and Timely Delivery

EXECUTIVE SUMMARY LAST MILE DELIVERY MODEL FEASIBILITY ANALYSIS APPENDIX

LAST MILE DELIVERY MODEL - [2/2]
DELIVERY AGENT
Last mile delivery,
Ease in SMS Tracking
with djikstra’s Credit facilities online payment
COD Delivery
algorithm and EMI
what3words

END CONSUMER

5. SMS TRACKING DELIVERY SYSTEM 6. BANK SATHI - a collaborating agency

Increased Basket Size : Act as a brridge between rural
Customers - track order offline consumers and financial institutions
with a message to send Expanding Customer Base : With minimal documentation.
get every detail - location, time and
EMI facility is designed to work even for first-time borrowers.
delivery personnel information
through SMS Boosts E-commerce Adoption in Rural Areas
Digital and Cashless Transactions

7. WHAT 3 WORDS 8. Payment Methods:

A unique combination of 3 words - to
every 3m sq area OFFLINE - Cash on Delivery
Facilitates in locating address and with delivery Personnel having “CHANGE”
delivery ONLINE - 2-step QR scan; customers simply
Catering the inconsistent address
system in rural areas scan the delivery agent's code to pay, no
Timely order fulfillment to customers amount entry required

EXECUTIVE SUMMARY LAST MILE DELIVERY MODEL FEASIBILITY ANALYSIS APPENDIX

FINANCIAL FEASIBILITY ANALYSIS
Cost Analysis:
INDIAN CONSTRAINTS
Parameter Year 1 (1% Adoption) Year 2 (1.1% Adoption) Year 3 (1.5% Adoption)

Fixed costs grow at a steady Active Users 16.8 Lakhs 18.48 lakhs 25.2 lakhs

pace (15.34% increase YoY), Monthly Revenue ₹16.8 crores ₹18.48 crores ₹25.20 crore
Only 40% of rural households
reflecting infrastructure scaling Annual Revenue ₹201.6 crores ₹221.76 crores ₹302.4 crore in the North have access to
stable internet
and other expansions. Logistics
₹1 crore /month = ₹12 crore ₹1.5 crore /month = ₹18 crore
annually annually
₹2.5 crore/month = ₹24
crore annually

Operational costs rise One-time investment

35% of the population in rural
Electric Kits Minimal incremental cost Minimal incremental cost Central India lacks access to
proportionally, maintaining a cost: 5 crores
smartphones

manageable ~7% of annual

Operational Costs ₹ 10 crore annually ₹ 12.5 crore annually ₹14.2 crore annually

Fixed Cost ₹88 crores ₹101.5 crores ₹115 crore

revenue across the years.
Revenue (-) Costs ₹ 86.6 crores ₹89.76 crores ₹149.2 crore

Adoption Rate .5% YOY Growth:

KEY PERFORMANCE INDICATORS
Average Order Value
Main contribution elements :- Nearly 50% of rural
₹100 consumers in the West
(AOV) Continuous Growing Customers ~ 10% growth rate prefer cash transactions
Customer Retention
due to limited accessd
70% TOcredit facilities
Rate
Inventory Turnover
Revenue Growth: Over 55% of rural consumers in
3.36 the East earn less than ₹10,000
Ratio The annual revenue increases significantly from ₹201.6 per month,
Net Promoter Score
(NPS)
50+ crores in Year 1 to ₹302.4 crores in Year 3,
Average Delivery Time 5-7 days indicating steady market penetration and user Internet connectivity reaches
only 60% of semi-urban areas
adoption. and 35% of rural areas in the
Customer South
Acquisition cost
₹300 to ₹800 This represents a CAGR of ~ 22.8%.

EXECUTIVE SUMMARY LAST MILE DELIVERY MODEL FEASIBILITY ANALYSIS APPENDIX

 https://www.fedex.com/en-in/small-business/getting-started/last-mile-
1. Target Population:
2. Total e-commerce users in semi-urban and rural areas = 16.8 crore.
3. Adoption Rate Estimate: https://what3words.com/waffle.files.pancakes
4. Based on typical growth trajectories:
a. 10% adoption in the first year.
b. Gradual increase to 30% adoption by the third year.
5. Average Monthly Spend per User: https://www.capgemini.com/insights/expert-perspectives
6. ₹1,000 per month (moderate estimate).

No. Of Costumers In Semi https://www.capgemini.com/insights/expert-perspectives

Total Population - 130 Cr
Urban & Rural Areas

Income wise classification of Internet Users https://www.banksathi.com/

65 % Lives in
35 % Lives in
SEMI-URBAN & Earnings
RURAL i.e
URBAN i.e
per month (₹)
Semi Urban Rural Total https://www.freecodecamp.org/news/dijkstras-shortest-path-algorithm-
45.5 cr
84.5 cr

Less than 10,000 15 % x 13.18 cr

= 1.97 cr
5 % x 6.195 cr
= .3 cr
2.17 cr https://www.infosysbpm.com/blogs/retail-cpg-logistics/t

Semi Urban : Rural 10,000 -50,000 35 % x 13.18 cr 40 % x 6.195 cr 7.18 cr https://dhruvvidyut.co.in/

No. of Internet Users = 4.61 cr = 2.47 cr
2:3
Population - SEMI URBAN : 13.18 cr
21.97 cr : 17.7 cr RURAL : 6.195 cr More than 50,000 50% x 13.18 cr 55 % x 6.195 cr
9.99 cr
= 6.59 cr = 3.4 cr

Internet Penetration

SEMI URBAN - 60%

RURAL- 35% TOTAL

Thank You!
E-COMMERCE USERS

E-Commerce Users out of Internet Users

(based on income)
16.8 cr
= (1.08 + 5.74 + 9.99) cr
1.08 cr 5.74 cr 9.99 cr by adding e commerce users from
different income slabs
INCOME
SLAB < 10,000 10,000 -50,000 >50,000
%AGE OF
USERS
50% 80% 100%

EXECUTIVE SUMMARY LAST MILE DELIVERY MODEL FEASIBILITY ANALYSIS APPENDIX