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You went into this pivot made it very focused and you launch it walk us through that phase. That's probably the 0 to 10 phase of the middle. Absolutely. So we are like about eight of us at that time to very tight team. We launched it. We I read up like crazy at that time about growth hacking and that concept was just starting to you know, come out in the open at that time Airbnb PayPal bunch of these companies at that time Facebook to a small degree. I used growth hacking and nobody knew that was at that time. So there were like reading tons and tons and tons of online case studies and examples of growth hacking and we understood what A/B Testing was experimenting was segmentation was cohort Behavior cohort analysis retention, you know, you learn all of that and that's when you start understanding that what is product Market fit. So I think product Market fit is when you have a good predictable estimate of CAC and lifetime value or if not lifetime value at least a payback period Right because I had early stage. You might not know when people will actually stop using a product. So yeah, lifetime value is harder, but the fact if you can build a business model with a payback period of about one to two years which initially should be one year then you know that this is product Market fit. So can you walk us through the numbers in those early days the what is the like whatever you remember of cat to 1 year payback? What does that what does that mean Arc a QB shocked as a VC if I tell you my You'll be like no wonder we didn't invest our tack was 5,000 rupees. Okay? So someone had to spend more than five thousand a year for you to make money off that know someone had to spend 35 thousand. Okay, because you can 15% Okay, because the the pool gets the red that's right. We are the house, right? So wewe are platform fees yet fifteen percent. So you have to spend around 35,000 rupees a year for us to make a 5000 back got it. But we did Yeah, we actually had that early user Behavior pointer to that direction got it. And obviously that was like Coming out of the gauge terrible conversion metrics funnels. Nothing optimized right very quickly. We went from five thousand two one thousand in the next three years got it. And so, you know at that 1000 level people have to spend, you know, whatever fifteen thousand or so. Yeah, you know year for like they spend about fifteen thousand but then even in that 15,000, they're not actually spending fifteen thousand and I think that's something Don't understand in our business. Let's say you put hundred rupees you pay for the first time from your wallet from your from your actual Wallet not like online wallet from your card or credit card debit card net banking whatever. So let's say two of us put a hundred hundred rupees one of us will walk away with about 180 rupees. Let's just take 10 percent as a simple sure that we go tell 170 rupiah. So one 70 rupees now if you reinvest that, You've still played now for to 70 rupees, but you've only gone out of pocket 400 rupees. Yeah, so when I say people are playing for like 10,000 15,000 even 35,000 a much smaller percentage of that is the amount of actually spent out-of-pocket. What is that ratio? 1 is to 85 changes mouth say it can be anywhere between 1/3 to 1/2. Okay. Got it. It can be as long as the total which is money. Yeah, right, but it's not like poker where 1 in 9 and the winning. No, no. No, it's okay. So that is one of the lessons we learned earlier on we used to give a lot of weight Edge to the top Runners over time when we decide realizing that how important retention is and how much more valuable are retained customer is than trying to resurrect a churned out customer. We kept increasing our Tails. So today on average users on dream Levin 50% of them win the money back. at least And that makes it that entertainment fun product rather than the ROI driven product, which you don't want to have right. We want fantasy sports to be the fun thing that you do. It's not supposed to be like, oh I put in this much money, you know you I got out this much. This is an investment. No, it's supposed to be like going to the movies or like watching a match and going to a club with your friends and ordering some food and drinks and watching a match. It should give you much more pleasure and entertainment of watching. Much with the much lesser spend right 45 rupees average ticket size has a very small amount to pay to make the match 10 times more fun. Got it. So in this phase you focused on getting the CAC and the LTV retention all that working. How about the team side of things you guys have a fantastic team in culture and all that. When did you start thinking about that? I think culturally we start thinking very late. Okay, and I think that is one of the key takeaways. Takeaways for the route love to give first time founders of Founders which are early in the journey write down your culture. What are you better? Yeah, you know many people talk about. Oh, we have a great culture and then some people talk about. Oh we have like, you know sleeping pods and we have like a going out every week or those are perks culture is what happens when you know like that famous quote read cultures. When what happens when no one's looking culture. Is cultures what people do in every meeting whenever they're doing anything at the company cultures what you live by it's not a perk. It's not a pool table at office or TT table or you know going to play football or you know, whatever nap pods Etc. So we sat down for a long time and started writing down what culture meant to us and we came up with these five principles. Data ownership performance user first and transparency data ownership performance users. Okay and transparency? Okay, and we put a nice little acronym do put a culture first. So if you CDO PUD, yeah, right. So it was you also need to make it like easy for people to remember. Yeah, if you have like ten culture points, right? We saw that even the management team at any point couldn't remember it. Yeah. Now you have to look at some book or some poster to remember what what are the ten different tenants? Yeah, I think five is where we found that people should remember it got it. And so when I say data has to be, you know, data-driven 99% data, but one percent got you still can't have a hundred percent data because you know, otherwise we'd never like Henry Ford said, right if people if I asked people what they wanted, they would have said more horses. Yeah, not a car. Yeah, right or Steve Jobs. If you did a market research before the first iPhone, no, no doubt. You would have given us a keypad with a small little screen which was exactly like Blackberry, right? But there's no screen. There was no manual there was nothing in market research is great. But I think disruption cannot happen with market research. Yeah, right so they told how do you account for that? In this case? Because if you go only by data ownership right and and performance users in transparencies or yeah hook isn't Inspiration see how do you drive Innovation? Right? So because that is to certain extent the gut call you talk right? And that's why we have that one percent. It's actually one percent is just a message to people saying rely on data, right but like you'll take some decisions whether data says don't do it. Yeah, but have that, you know ballsy approach to take those dishes decisions and to say that you know, what as long as I can fail fast and learn and not have ears. Camille damage right have a easy thing to change and move back go for it. God just keep experimenting. That's that's a very very strong point right got it. And yeah, so obviously ownership is hire the best people and get out of the way. We don't have Juniors a trim level. So it's also factor of our Market Bombay, you know Mumbai we knew we are not going to be able to hire a thousand Engineers, right? So and we are going to stay in Mumbai. We're not moving to Bangalore at any point of time. Right? So we said look we have to build something bigger. We want to have very culture focused but you you know culture becomes harder to maintain the larger you grow. So we said let's hire only people who are three to four years experience. At least. Let's pay top of market and we are very very fortunate to be one of the true product Tech Platforms in the country. We don't have inventory Logistics delivery shipping warehousing sales. None of it. Right literally like we're more like WhatsApp right where it's a pure platform and virtual goods. And so we said we can we can actually build out a team where we said even in our series a I said one of our targets would be to build out to a million dollars of net revenue per employee, which is actually I believe more of as a symmetric but I think b2c companies also can use use some of it. We are able to do million because of what I said other companies might not be able to do that kind of efficiency numbers. Yeah, but you know keeping a target for efficiency is very important because we keep saying that can you know as we grow as we scale up we get more efficient. I think that should be tracked. And so what I can say is that we are we've come a long way from series a to very close to that number today.