For earlier post on this topic, Click
Here
Our company BHEL is building a 500 MW power
plant in MP. It is a small town of MP. Once our entire team was having a party
when one of our Engineer remarked, "we are doing a Great work by building this
power plant”. Although his intention was of common welfare but I just shared
with them my view. I just asked what great “value” this power plant would bring
in the life of the people. What they will do with this power? What Great? They
will use fans, lights, AC’s, watch TV, movies, Laptops, Phones. Are these
great? Whether these are “Valuable”?
I told him that he was living a life more
lavish than Lord Krishna but “this lavish Life” is not valuable to the Lord.
Bring a sword to the neck of a Managing Director or CMD, most will tremble with
fear and fall on feet. But the Lord is the one who will smile at the face of the
Death. Whether we assign any value to the fearlessness and bravery? What PE ratio we will give to a company which
is making people brave? So we realize that value is Subjective. Lord will
assign great value to bravery and we are happy watching Lord in a TV Serial. But
objective consideration is that a business should provide value to the society
at large to attract decent Valuations.
So the game of valuations is just a play of
getting the value added by a business. And we are on our quest to understand
the value added by most of our e commerce startups and whether that value will
sustain.
As we know that E-commerce ventures are valued
in a different way like on the basis of numbers of users of the product/service
or reviews generated if portal is a discovery platform. Although these
valuation metrics look very unconvincing to a common man having firsthand
knowledge of the investing world. But these are not out of the context. I have
given a brief example of newspaper vendor of a small town in part-1 of this
post. Let us delve further.
Dynamics of Normal Business
Take a normal car selling company which has
sold 1000 cars. Now one new customer buys a car. Will it change anything for
old customers? Will it bring future or more business for the company? NO. Same
is the case for a Steel company. The components of these types of businesses
are not linked with each other. Person A buying a new car means nothing to B
already having the same car. C will not give any value to the fact that he
should BUY X car as A and B are having the same. He may choose the X after his
analysis but nothing is contributed by the fact that A and B are using the
same.
Dynamics of E-commerce Ventures
Now watch a telephonic company (assume a
single one in a city) having 10000 customers, if one new person subscribed to
its services, it will change the equation for everyone. Old user may get
benefited to increased network and Telephone Company’s business will become
more valuable as new person and so many others now communicate with each other,
resulting in much more incremental revenue for the company.
E-bay
gets more sellers of products because it is having biggest numbers of buyers. Every
new seller will make things better for existing buyers and new buyers will make
things better for existing sellers. Although new buyers are not beneficial for
existing buyers but for existing sellers, so value addition here is diagonal.
Now move to Microsoft windows, new users make it more valuable because
application developers will make new applications based on windows platform
since more users are having it on their PC's/Laptops. So Application developers have more chances of making money if they make their application softwares based on
Windows.
Naukri.com works in the same way. More job seekers come
to it as it is having one of the largest recruiters registered. More recruiters
will join it as it is having biggest numbers of job seekers, so as advertisers. Naukri.com
is in unique position as it is having three components of business process, Job
seekers, Recruiters and Advertisers. It can monetize all of three although it
is subsidizing Job seekers so as to get more from other Two.
Network Effect
So these businesses have one unique
trait associated with them-Network Effect. They can benefit from network
effect. Network effect emerges where one new user makes the business more
valuable to existing users (either horizontal or vertical). Network effects are
more profound and visible in E-commerce ventures although they were present
earlier also. Like in Video Games, Video
game developers will create games only for platforms that have a critical mass
of players; because developers need a large enough customer base to recover
their upfront programming costs. In turn, players favor platforms with a
greater variety of games.
Wikipedia is another example of Network
effects where more entries are made in it as it is having more users and more
users use it because it is having one of the largest entries.
Facebook derives the benefits of Network effects. Now
suppose there are thousands of social network platforms available and people
are using them equally. So no platform will be valuable…it will not get any
investment and business as it is lacking the scale and it will not grow at all.
But it never happens in real life, people shift their platform to the one which
is having largest users as through it they can connect with more of their
friends and make new friends. Network effect comes into existence on its own.
So in E-commerce ventures you will always see one or two players having the
entire share divided between them. Although existing players cannot relax on
Network effect as there are forces which can disrupt an existing network…more
on these later.
So no doubt, E-commerce ventures are valued on
the basis of number of users as these can bring into play the Network effects
which can multiply the revenue in the future when they are done away with their
user acquisition phase. E-commerce ventures will spend handfuls on user
acquisition initially and when they have critical mass then they start monetizing the entire network. And it can really become very big.
Zomato is just trying to be in a place to
harvest the benefits of Network effects. So it is growing at breathtaking speed.
It has acquired companies all over the world from Italy, UK, Australia to USA.
Latest one was Urbanspoon from USA. Although USA was not the reason for
acquisition as Urbanspoon was not the biggest in USA but it was in Australia
and Canada. Yelp is the biggest in USA and Zomato has to make itself more
useful and relevant if it wants to compete with Yelp.
Yelp is valued around $ 2 billion
(around 13000 cr) down from $ 4 billion a year ago, after the news of its sale
by promoters spread out. It is having around 150 million users every month.
However unlike Zomato whose content is self generated, content of Yelp is
generated by users and it is not restricted to food alone. Its turnover is
around 2500 crores with NP around 250 cr in 2014. So Zomato with its superior
content has all the might to compete with Yelp.
Zomato is present in 22 countries now, 43 offices worldwide, with around 1100 staffers from 65
nationalities. So it should focus on growing its existing business and
monetizing the content. After it has gained some muscle mass, it should think
of competing with Yelp which would require huge resources.
Its promoter Deepinder Goyal is a proud
Punjabi, belongs to Mukatsar about 50 Km away from my hometown Bathinda. Punjabis
are fighters and aggressive by nature. And so one thing that makes Zomato a
class apart from other Indian companies is its aggressive tone. I have never
seen any Indian company which is so aggressive. It is shaping its global dreams
with killing instincts. In 2014, Zomato spent between $1 and 3 million for acquisitions
in the Czech Republic, Slovakia, Poland, Italy and Turkey, but the biggest
catch was Urban Spoon, with operations in the US, Canada and Australia for $ 55
million. Zomato is clearly going for the kill to reap the benefits of network
effects.
Zomato has everything which can
make it relish the network effects. First is its unique set of high quality
content which is very difficult for any rival to replicate in short time and
this is also working as a huge entry barrier apart from network effects.
Zomat’s most critical content is not
user generated but it is aggregated firsthand. While starting afresh in the new
city, one person is assigned in each city to collect data about the restaurants
and clubs around the city. So they meet the owners, take the pictures of menus,
Location, Food and other relevant data which is feed into a questionnaire having around 50-60 variables. There
is a centralized team which processes and cross-checks the data to confirm the
validity. The data is then processed to be put up on the website. There is a
separate team for advertising, which sells the website to the restaurant owners
and attracts them to advertise with Zomato. 95% of the revenues are earned from
advertisements from the local restaurants, while the rest can be attributed to
event ticketing and restaurant booking.
Users can post reviews after visiting
a restaurants, but only after passing some strict criteria. Zomato has algorithm
and other technical expertise in hand to filter out the fake reviews which
further improve the credibility of reviews. Restaurants can place their ads on
the page; ads are appeared relevant to the search made by a user on the basis of
locality and choice of foods. Restaurant owners are given a Dashboard page to
see the traffic coming to them from Zomato and revenue getting generated. They
can track the number of calls being made through Zomato, they can check
the number of map views they got, the number of menu views they got. They
can actually take a lot of metrics.
Restaurants placing their ads on
Zomato are a perfect example of Targeted advertising which is a dream for any
marketer. It is something I feel will change the dynamics of advertising
industry where only 5% of the ads reach to the targeted audience which is
highly expensive.
After the acquisition of Urbanspoon,
its restaurant coverage has increased from about 300000 restaurants to more
than 1 million restaurants across the globe and traffic is around 80 million
per month.
It
is covering around 500 cities across the globe. This number is going to rise at
an astounding rate in the future and these are not small numbers either.
So now Zomato can afford to monetize
its content. Apart from advertising, Zomato is focusing big on Order booking ,
table reservation, Payments all from Zomato platform. It wants to be relevant
from Place discovery to final payment to a user. It has even tied up with Uber
in india where a user can book a taxi from Zomato platform to the restaurant.
Zomato has already acquired NexTable a US based restaurant reservations and table management Platform which competes against the Priceline's Opentable and SeatMe from Yelp.
Consumers will be able to search for a place
to eat, check out recommendations and reviews from others, and then book a
table there. Zomato can make revenues both on advertising on the search
platform, as well as by taking a cut on reservations that it successfully makes
for those establishments.
With this, Zomato is becoming more like
Naukri.com with multiple revenue generating model. NexTable
has developed a technology that lets restaurants update their data on the
platform from smartphones and tablets, which makes a lot of sense considering
the mobile nature of many of these businesses.
Acquisition of MaplePOS-a Potential Game changer for Zomato
In Food ordering Business
In apr-15, Zomato acquired MaplePOS. It
is developed by Delhi based MapleGraph, MaplePos offers
restaurants features such as menu and inventory management, and has a built-in
payment solution to accept debit and credit card payments. It is the first product based
acquisition by Zomato. Food ordering is a big business, of 100000 crores in india
and 30 lac crore globally. So Zomato can integrate this with its Data set and
can offer more B2B solutions to restaurants and this can provide a recurring
source of revenue for transactions on the cloud based platform.
Zomato is offering this with new name
Zomato Base with features like modules for menu, inventory, recipe
and customer relationship management, data analytics, electronic receipts,
offline transaction support, payment gateway integration and a stealth feature
which Zomato claims will change the way restaurants go about their business. As
it is moving into food ordering and reservation services so technology is a
must for smooth handling of the transactions and high end user experience. MaplePOS
provides just that.
Zomato is going to launch this POS
service globally within few months, so it will be a big game changer for it. Imagine
a waiter tapping a menu card on a tablet that beeps an order into the front
office machine that processes the order, deducts a payment against a credit
card or prints out a bill.
The machine would be designed by
Indian engineers but made in China. The plan is to help eateries run everything
from customer intelligence to inventory management from an Android app and a
matching machine.
I am yet to study the more updates
and details regarding this, but will update as and whenever I get these.
It has already launched its food
ordering application Zomato Order, which is a different application from Zomato
restaurant discovery. It has kept it separate probably to unclutter the
application and lightweight apps; although both are inter linked.
Online food ordering is going to be a bigger
market, already Foodpanda and Tinyowl are expanding big. Dominos Pizza gets around
40% of its business through online ordering. Although Zomato is late in entering,
but it is already having huge data base of restaurants and unmatchable sales
force which go to every listed restaurant quarterly to take note of product
updates. Integrating these restaurants into other schemas like food ordering
and reservations are very easy and can be ramped up quickly.
So all in all, I feel it has passed
the first phase of foundation and now ready to go ahead with monetization. How
much it will generate is just a matter of time; nothing more.
Keeping alive the Network Effect-Being Relevant
Now we are at the most critical part. Survival. There is a belief in the investment circles
that network effect is almost impossible to break. But there are some things
which are relevant only in theory. Although they are still used in practical
world by majority and most of the times this following by majority transforms
something mediocre into outstanding…another case of network effect. Like
valuation of companies and businesses by 10 year Discounted Cash Flow model. I
always find it irrelevant. In today’s fast pace world, which is changing too
fast; Relevancy whether technological or commercial is becoming more important than everything. Who can assess the
cash flows of a business for 10 years with even 50% of certainty!!
These are just textbook models relevant mainly
for theoretical and conceptual framework.
So network effects are somewhat overhyped in
touting as a sole killing force in creating a giant E-commerce business. But
that is not the case always. Burrp was the leader when Zomato was just a baby,
today Burrp is nowhere. It vanished as it stopped being Relevant to the needs of users and
competition.
Same thing happened with Orkut when Facebook untangled
its huge web and emerged as the new standard in social networking. So then
Facebook started to enjoy the Network Effects. And today in the wake of
Twitter, Instagram and Linkedin, Facebook is trying hard to be Relevant to its users. Although Twitter and Instagram
borrowed their concept from Facebook. Twitter “instant status” and Instagram “Photo
Sharing”.
But there is more to the story of Orkut than
Irrelevancy. In my view, Google underestimated the power of social networking
and so it did not paid much attention to transform Orkut into something
superior. Had orkut been the brainchild of someone like Mark Zuckerberg, it
would have been alive. Then Orkut might have gone for IPO and would have raised
funds for growth like Facebook Did.
According
to the textbooks, eBay should own the Chinese market. In 2004 it acquired the
largest local online-trading company, EachNet, which enjoyed an 85% market
share at the time. EBay’s CEO, Meg Whitman, had witnessed the power of network
effects in the company’s U.S. business and was confident to own the Chinese market
too.
Things
turned out rather differently. Taobao, a Chinese upstart owned by the Alibaba
Group, completely displaced eBay within a few years.
When
eBay first entered the Chinese market, e-commerce was in its infancy. At the
time, technical equipment such as motherboards made up the bulk of online
auction purchases, and EachNet, the company that eBay acquired, appealed mostly
to technically sophisticated customers. Thanks to strong network effects,
eBay’s platform became an increasingly attractive place to buy tech products.
Taobao’s
Chinese executives recognized that the company couldn’t compete head-on with
eBay in the existing market. So instead they focused on an emerging segment of
online auction customers—people on the hunt for clothing and consumer products.
Although eBay had a leading position in terms of overall market share, its
share of the new segment—which would come to dominate e-commerce in China—was far
less imposing. What’s more, eBay’s strong position with techies was no help at
all in attracting fashion-focused customers, who were more interested in
whether other fashionistas used the site.
Mistakenly
assuming that the company had purchased its way to market leadership, eBay’s
executives committed a series of strategic errors, ones they might have avoided
if they had realized the threat Taobao actually presented. For example, eBay
was slow to offer an integrated payment solution, and it insisted on charging
customers significant transaction fees. Had its network advantage been real,
the model would have made sense—the company with the strongest network effects
can typically get away with higher charges (or lower quality). But eBay was not
dominant in the emerging consumer market—the mutual attraction between
fashionistas and techies was weak—and so its model didn’t fly. In 2006 eBay
shut down its business in China. (HBR, Case Study-Apr-2014 Issue)
So network
Effects alone cannot sustain the success, but there is no denying that if
network effects are properly backed by Relevancy efforts than it becomes a
potent force. Amazon is a testimony to this.
It is
really getting lengthy here. I want to write more on the Disrupting potential
of competition in network effect….but some other times.
I
feel Zomato has its eyes wide open and is not sleeping on the cushion of
Network Effect. In fact it is focusing big on its relevancy efforts.
So Info Edge should not be
valued at present on the basis of valuation given to Zomato in the last funding
round which valued it around 5000 cr. Zomato has just completed the investment
phase so it is better to wait to realize its earning potential. If Zomato can
reap what it has sown till date, it will be an Indian Giant in the making.
So now we have the conceptual
framework of valuing E-commerce ventures. I wanted to cover and assess
the strength of ventures like BookMyShow, Moneycontrol and Firstpost etc. These are all part of Network 18 media and investments which is now owned by Reliance Industries ltd. I never have the faith in any of the reliance group stocks whether it is belonging to Mukesh or Anil Ambani. I don't think that they can ever place shareholders ahead of their personal gains. So Reliance is the major negative for Network 18...that's why i am giving it a miss here and may be forever.
(Views are personal and should not be taken as a recommendation for buying or selling a stock. Stock markets are inherently risky so kindly do your Due Diligence before investing)