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Become Indras Advisor Contest (BIAC-8) Phase -2 Submission The Gazab Ghaziabadi, IMT Ghaziabad

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2 E Commerce Industry insights Engage Channel Strategy Phase Wise Model Partnerships Monitoring Performance Agenda Situation Analysis Objective SWOT analysis Strategy Tactics and Action Plan Control E Commerce Industry insights Engage Channel Strategy Phase Wise Model Partnerships Monitoring Performance Cost Benefit Analysis Flipkart Creativity AaramShop.com Accessible Fun Heritage Revenue Amazon Tropicana Consumer Insights Product Strategy Volume Growth Grocery your Passion

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3 With sales at Rs. 12.6 Billion for 2014, an expected CAGR of 30% against 13% CAGR of traditional retail for the next 4 years, E-Commerce is the next big thing in Indian retail E-tailing or selling of FMCG products online, has limited presence primarily through nascent players, a huge potential lies online With sales at Rs. 12.6 Billion for 2014, an expected CAGR of 30% against 13% CAGR of traditional retail for the next 4 years, E-Commerce is the next big thing in Indian retail Situation Analysis E-Commerce is becoming bigger by the day Retail Market* Rs. 25K Billion Organized Retail- Rs. 1.7K Billion Online Retail Rs. 630 Billion Online FMCG Market Rs. 1.4 Billion Pepsi E- Commerce: ? #EY Rebirth of E-Com in India, http://www.ey.com/Publication/...http://www.ey.com/Publication/... *CRISIL Opinion, Feb 2014 http://www.crisil.com/pdf/research/...http://www.crisil.com/pdf/research/... Factors Driving E-Commerce Growth in India # Increase in internet users Increase in Mobile devices More Women Shoppers Rise in Time spent online Increase in Discretionary Spend Multiple Payment Methods Increase in Transaction Value Discounts E-tailing or selling of FMCG products online, has limited presence primarily through nascent players, a huge potential lies online

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4 Situation Analysis 58% of survey respondents would definitely try buying PepsiCo products online Opportunities in E-Commerce for PepsiCo Frequent Purchasers, Bulk consumers Build loyalties among the digital savvy Opportunity at Long tail High ticket size New Products buzz generation Challenges PepsiCo faces on the E-Commerce front Moving low Involvement, impulse products Restrictions on FDI in e- commerce High Cost of Last mile Delivery Competition from QSRs Need to Develop capabilities and scale *Source: Consumer Survey

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5 Demographic & Behavioral SegmentationPsychographic Segmentation of Online Customer Situation Analysis Understanding the Pepsi e-Customer Demographic & Behavioral Segmentation Consumer Drivers of Online Shopping ConveniencePriceFunVariety Too busy Stylish Professionals Conformists Shoppings Fun Interacts with brands Looks for discounts Brand Orientation IndifferentConscious Self Confidence Psychographic Segmentation of Online Customer Low Shopping Experience Boring Fun Style Consciousness Whats RightWhats new High 16 40 year old Male/Female Single or Married with children Comfortable purchasing online Aware of PepsiCo brands Opportunity to deeply interact with brands and offering price discounts would better serve customers

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A target in Volumes and Branding would build Revenues and Loyalty for PepsiCo Objective

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7 Engage Online Engagement and Interaction with 10 Lakh people Volumes Serving 30,000 customers, achieving Operational Revenue of Rs. 88 Lakhs Growth Maintaining Above Industry Growth Rate of 30% Objectives Pepsi on the E-Commerce - The objective is to drive both, Engagements and Volumes

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8 City No of Internet Users* E-Commerce Visitors Month FMCG Visitors per month Pepsi visitors per month Yearly Website Visitors Pepsi Buyers (yearly) Value of Sale 60% of Internet Users 1.4% of E-Commerce Visitors 25% of FMCG Visitors X 12 At 2.7% Conversion Rate Minimum Order Value Rs. 300 Mumbai 12,000,0007,200,000100,80025,200302,4008,165 2,449,440.00 Delhi 8,100,0004,860,00068,04017,010204,1205,511 1,653,372.00 Hyderabad 4,700,0002,820,00039,4809,870118,4403,198 959,364.00 Chennai 4,500,0002,700,00037,8009,450113,4003,062 918,540.00 Kolkata 4,400,0002,640,00036,9609,240110,8802,994 898,128.00 Bangalore 3,800,0002,280,00031,9207,98095,7602,586 775,656.00 Ahmedabad 2,800,0001,680,00023,5205,88070,5601,905 571,536.00 Pune 2,700,0001,620,00022,6805,67068,0401,837 551,124.00 Total 43,000,00025,800,000361,20090,3001,083,60029,257 87,77,160.00 Objectives The market potential is valued at Rs. 8.8 Million for the top 8 cities in Year 1 *Source: IAMAI 2013 Data YEAR 1 8 Cities10 Lakh Engagements 30,000 Customers ServedRevenue Rs. 8.8 Million http://www.slideshare.net/AccelIndiaVC/...

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1.Product Strategy Bundling Cross Selling Upselling 2.Channel Strategy: To attain The target of Rs. 88 Lakhs Growth rate of 30% Maximize engagement in Year 1, all 4 models need to be leveraged Strategy

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10 Home Target Home Consumption Currently, Pepsico brands are consumed/bought with different combinations of food/ groceries/restaurants Food 70% of OOH Snacks consumption takes place in FSRs and QSRs. This consumption is done at But, on E Commerce, Consumption will occur at Tropicana CSD Oats Snacks Aquafina Grocery Restaurants Food Ready To Eat Food PEPSICO COMPLEMENTARY FOOD Edit OOH Strategy Targeting Home Consumption through the e-commerce channel

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11 In House Brand Cross Selling Strategy In-Home Consumption OOH Consumption Time of the day and products consumed Majority of PepsiCo Products have been categorized under Anywhere Consumed Products Quaker Oats, Gatorade and Tropicana are consumed at specific location To Target Home Consumption: Move Bulk Volumes of CSDs and Snacks (Order Value: 300) Cross Sell PepsiCo products with other in-house products Cross sell Beverages with other groceries and ready-to-eat food What are you likely to purchase together online from the following list? ProductsGrocery Restaurant Food Consumer Durables Ready to Eat Food Tropicana61%23% 5%17% CSD69%78%12%75% Oats56%8% 10%55% Snacks65%26% 15%45% Aquafina 10%78% 13%34% Key Points Test Cross In House Brand Cross Selling Strategy Cross Selling Strategy Strategy Cross Selling Strategy in Home Consumption *Source: Consumer Survey

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12 CSD Snacks Quaker Oats Strategy PepsiCo In-house cross-selling Opportunity Chips Puffed Snack Health Drink Flavored CSD Breakfast Food Sports Drink Health Drink Flavored CSD Chips CSD Puffed Snack Respondents consuming Snacks feels that CSDs complements their meal Quaker consuming Respondents felt Health drink/Sports Drink as part of their meal is suitable for their healthy diet Health Drink CSD Breakfast Food Sport Drink Flavored CSD Chips Puffed Snack Quaker consuming Respondents felt Health drink/Sports Drink as part of their meal is suitable for their healthy diet Respondents consuming Snacks feels that CSDs complements their meal Respondents consuming CSD preferred purchasing Chips and Puffed snacks Respondents* consuming CSD preferred purchasing Chips and Puffed snacks CSD Snacks Quaker Oats *Source: Consumer Survey

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13 Strategy Cross Sell Potential Score (CSPS) indicates the potential to sell pairs or groups of PepsiCo products online CSD 0.7 SnacksBreakfast food 2.6 0.3 2.0 0.1 1.5 1.3 0.2 0.7 1.0 6.6 5.0 4.0 3.7 3.3 6.7 5.7 6.7 0.3 CSPS: FM*WOC*Cluster Size Potential to cross sell products in PepsiCo portfolio Calculation of CSPS Form a Meal: Low: 2 High: 10 Willingness of Consumer: Scale 0 to 10 Number of Customers in cluster: 0 to 200 customers (Number in the circle represents score out of 10) CSDSnacksBreakfast food

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14 Impulse Purchased Products Planned Purchased Products BrandPreferred SKU 600 ml X 6, 2L X 3 180 g X 4, 67g X 6 Rs 20 Pack bundled BrandPreferred SKU 600 ml X 6, 2 L X 3 500 ml X 6, 1.2 L X 3 600 ml X 6, 2L X 3 Strategy Products, often impulsively bought, will be sold as larger packs to drive frequent consumption Impulse Purchased Products: Bundling and bulk delivery is preferred by the consumers (Consumed during an occasion such as a party) Planned Purchase Products: Planned purchased products are often consumed indoors Consumer Insight: Purchases for Home Consumption BrandPreferred SKU 600 g, 1 Kg 1L X 3, 200ml X 12 1L X 12 500ml X 6 Preferred SKUs for E Commerce 18 Interviews with: Online Shoppers Age Group: 22-40 PepsiCo products Consumers SEC: A2, B1 Impulse Purchased Products Planned Purchased Products

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15 Engage and Interact with the customers The end result of the interaction would be an order placed on the portal The features of the portal would be: Strategy gopepsi.com would be PepsiCos e-commerce portal to engage the digital audience Niche Products Mobile friendly webpages, Mobile App An 1800 number to order and book Facebook E- Mail login Bundled products in range of Rs. 150 Rs. 300 Minimum order value of Rs. 300 Web enabled payments One day delivery and on demand delivery Cash on delivery Opportunity to engage and brand Customer Details Captured Targeted Offerings Objective gopepsi.com What? and How? Direct Selling Order Products online E-Commerce portal to interact with Brands Entirely PepsiCo Owned Position: Convenience and Fun Tagline: Dosto ke Saath Party Time Promotion through Existing Product Channels & other Economic mediums CSDs and Beverages would have an add-on leaf to promote gopepsi.com On Snacks, promoted through product labels. A stamp impression that would read Buy online at gopepsi.co

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16 Integrated Brand Strategy: Combo packs for in-house brands to drive trial generation and cross-sell Furthermore, Basket Analysis to be carried out to bundle frequently bought products Standalone Brand Strategy: A brand wise strategy to better engage with the Target Group and offer bundled products Strategy A product strategy to increase brand wise engagement, targeted offerings and drive cross-sell Tropicana 6 X 250ml, targeted at mothers. Include nutritional benefits. All the variants sold for the innovators Gatorade: Customer acquisition and building loyalty by increasing bulk purchases; reinstating the replenishment proposition CSDs, Lays and Kurkure bundled as a the Party Pack Quaker Oats and Tropicana bundled as the breakfast combo pack

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17 Site map Home About US About PepsiCo Our Mission and Vision PepsiCo Values & Philosophy Global Code of Conduct Speak Up Brands Pepsi Mt. Dew Tropicana Lays Quaker Oats Gatorade Party Zone Health Zone Shopping Zone Cart | Login Select Product/Combo Pack Add to Cart Payment Request Payment Payment through Credit card/Debit Card Exit Home News Feed News Feed BrandsParty ZoneHealth Zone Shopping Zone Contact US Cart | Login Home News Feed News Feed BrandsParty ZoneHealth ZoneShopping ZoneContact US Cart | Login About US Site map Strategy gopepsi.com Web Portal and Site Map

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18 Objective Implementation Details Objective: To Engage PepsiCo customers on Social Media platform To generate Loyalty for the brand To help them attain Self Recognition among peers Objective: Generate Awareness about GoPepsi.com Engage Customers through peer to peer Referencing Connecting GoPepsi.com as a youth oriented platform What to Do? (Best Selfie Contest) PepsiCo online buyers can upload your Party pictures with PepsiCo products on PepsiCo FB page and Twitter Handle. The Best Selfie will be selected every Week and discount will be given for his next purchase on Go pepsi, thereby building loyalty What to Do? (Get Set Go Moment) Share how Pepsi complemented your peppy moments with your friends. The Get Set Go moment should be posted on #DostoKeSaathArtyTime. The Best Get Set GO moment will will be selected every Week and discount will be given for next purchase on Gopepsi.com, thereby building loyalty Objective: Generate Awareness about GoPepsi.com Utilize the current Distribution Channel of PepsiCo for promotion Minimal cost of Promotion What to Do? (Strapper) Use of Strapper on every bottle of Pepsi. This will be done in limited outlets of the cities where GoPepsi has been launched The retailers will be selected basis Consumer point of congregation Objective: Generate Awareness about GoPepsi.com Utilize the current Distribution Channel of PepsiCo for promotion Minimal cost of Promotion What to Do? (Stamp) The Stamp will be utilized to perform the task of Strapper on Packet products. This stamp will be posted on every Packet product of PepsiCo. This will be done in mass market, (to minimize the cost of selective printing) TestStrategy Objective Implementation Details Strategy Promotional Strategies for gopepsi.com | Digital Media and Traditional Distribution Channel

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19 Strategy Web order Journey and Order Fulfilment gopepsi.com Order Processing Customer is aware of gopepsi.com Searches for gopepsi/Login on the website Landing page - Interacts with the brands Adds items to carts Show Cart, Recommendations Logins via email, Facebook, Create New Account Shipping Information Confirm Order Select Payment Method Pay through portal Cash on Delivery Show Confirmation Page Order Received at Distribution Center Inventory check for particulars Particulars are picked and Packed Delivery Add. attached on Consignment Consignment handed over to deliverymen Deliverymen transports to address Cash on Delivery Receives Payment COD Cash flow settled WEB JOURNEY ORDER FULFILIMENT

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20 Strategy Hybrid Retail Platform: Selling on Flipkart & Amazon to leverage the Marketplace model Playing to its strengths, Pepsi would be an enabler and a marketer on the marketplace model and allow the retailers to differentiate on factors other than price Exclusive Tie-Ins Marketplace Model Retailers, Direct selling PepsiCo direct selling Portals Exclusive seller Only Retailers Low Involvement Facilitator Undercutting Deep Engagement with Customers Channel Conflict Complete Control Drives Profits Involvement and High Costs Low Involvement Greater Control Greater power with Flipkart/Amazon ProsCons Partnership that PepsiCo should setup with major players on Hybrid Retail Platform

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21 Strategy Hybrid Retail Models Opportunities and Challenges Build consumer trust to purchase FMCG products online Testing ground for new product innovations and buzz generation Extremely useful during peak seasons where delivery and distribution center assets would be stretched Most likely earliest to set operations in Tier 2 and 3 cities Single SKUs combined with other purchases can be moved Opportunity to cross sell across product categories First movers advantage Undercutting Since the product is undifferentiated, sellers would compete on price Lack of Customer Intent to buy FMCG product here Low Margins: Sharing of Margins with Distributor, Retailer and the marketplace High delivery times sometimes as high as a week Controlling Distributors and Retailers selling online Uncertainty over when and how theyll sell FMCG products online OpportunitiesChallenges OpportunitiesChallenges

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22 Profits and Costs are being shared at each stage of the Order Fulfilment. The Retailer also bears the cost for the delivery to be carried out The retailer would need to move large volumes to breakeven Hybrid Retail Models Opportunities and Challenges Pepsi Distribution Center Customer Warehouse Retailer Store Customer 3 rd Party Delivery Flipkart Amazon Aaram Shop Strategy Profits and Costs are being shared at each stage of the Order Fulfilment. The Retailer also bears the cost for the delivery to be carried out The retailer would need to move large volumes to breakeven Pepsi must be an enabler and a promoter on this front to increase engagement and drive revenues For long term, the marketplace model would be successful if large volumes are being sold online There may be growth of retailers who dedicatedly serve the online market Profits and Costs are being shared at each stage of the Order Fulfilment. The Retailer also bears the cost for the delivery to be carried out The retailer would need to move large volumes to breakeven Pepsi must be an enabler and a promoter on this front to increase engagement and drive revenues For long term, the marketplace model would be successful if large volumes are being sold online There may be growth of retailers who dedicatedly serve the online market

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23 Strategy Promotional Brief on Hybrid Retail Platforms Basic Description about Product Special Offers, Cross Sell Opportunity Consumers also Viewed (Other items) Customer Reviews Example for PepsiCo FOR DEMONSTRATION ONLY

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24 Strategy Pure e-tailers Business Model and Growth Prospects Big BasketModern RetailLocal BanyaAaram Shop Acts as an inventory center; Just in time purchase from suppliers 3 rd party transport facility for end to end delivery Marketplace model, any seller can register online and sell on the online platform. Possibility of Click-n-buy models Inventory models used, tie- ups with wholesalers and cash-and-carry partners across the city for just in time delivery Market place for Local retailers to sell on online platform. End to end delivery taken care by retailers Revenue earned on profit margin Product Margins Revenue earned on profit margin. Low Investment on inventory Revenue earned by ads, special offers, programsand information shared with marketers Complete Orders delivered in time Unknown Complete Orders delivered in time Low responsibility Most likely to scale higherUnknown. Deep wallets Needs to grow beyond Mumbai 39 cities. Slow growth Online Players Role Revenue Predictability of Delivery Future growth Delivery 3 rd party transport facility for end to end delivery Outsourced to 3 rd partyOutsourced locally Last mile delivery carried out by Retailers Big BasketModern RetailLocal BanyaAaram Shop

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25 Buy Groceries worth Rs. 800 and add a 2L Bottle of Pepsi for Rs. 30 Dedicated e-tail players, have the greatest potential to scale up. These formats should continue to see growth rate as high as 40% MoM Faster delivery times, Smaller SKUs and frequent orders would be reasons for e-tail to have the largest share of Pepsi E-Commerce platform Incremental Growth Targeting working women in the age group of 30 +, brands such as Tropicana, Quaker Oats would move in higher volumes here. Opportunity lies in selling CSDs as a add-on complementary product with groceries such as Ready-To-Eat products to ensure BTL promotion A communications and promotional strategy to ensure impulse purchases such as CSDs and Snacks are added to the cart. E.g. A scheme that adds a Pepsi tin to your cart every time youve added Rs. 300 of PepsiCo products Strategy Pepsi on e-tailers and Modern Trade embracing Ecommerce portals PepsiCo move as an enabler and a marketer on e-tailing platform would ensure volumes.

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26 Strategy Comparative Analysis and Ranking of the Channels GO Pepsi Flipkart Amazon Big Basket Local Baniya Aaram Shop Anticipating the performance of portals on the stated parameters, gopepsi.com stands at the top followed by Flipkart On Consumer engagement, gopepsi.com is ranked above Flipkart and Amazon Long term profitability of Flipkart and gopepsi.com are ranked similar Key Points Parameters to Measure Performance Bubble Size represents Scalability

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The Execution Plan - 1. Timelines 2. Partnerships 3. Cost Benefit Analysis Tactics/Action

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28 Action & Tactics Timelines - gopepsi.com Ideally, Amazon and Flipkart start selling Nationwide Roll out Currently, being sold through e-tailers Test Phase To test and fine tune facilities before the 8 City Rollout Phase 1 8 City, Long duration test. To optimize performance and better manage costs Phase 2 National Rollout targeting 30 odd Tier 2 and Tier 3 Indian cities better manage costs

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29 Action & Tactics Identification of Target Cities for gopepsi.com Phase 1 Key Points Big Basket is the current market leader in Online Grocery Marketplaces Small Players like Aaram Shop and local Baniya are growing by targeting Delhi and Mumbai respectively Currently all the major players are targeting Tier 1 city Keyword: Online Grocery Keyword: Big Basket.com Keyword: Local Baniya.com Keyword: AAramshop.com Keyword Search Results | Relative to Keyword: Online Grocery Source: http://www.google.com/trends/... Keyword: Big Basket.com Keyword: Local Baniya.com Keyword: AAramshop.com No. of Searches Location-wise Keyword: Online Grocery Pune94 Gurgaon86 Bangalore74 Hyderabad46 Chennai46 Mumbai42 New Delhi38 Online Grocery Search Results Pune Pune (Tier 2 City) ranked 2 nd in Online grocery buying searches, can be the next potential market for Online Grocery products

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30 Action & Tactics Test Phase : April 2015 September 2015 Criteria for Selecting Test City High visits on E- Commerce Purchases/Searches for Grocery Purchase online High Internet Penetration Relatively smaller in area High Population per density to limit Delivery costs High Summers to increase sales of Beverages High consumption of all the brands Duration of Test Phase: 6 months. Includes 3 months of Peak Seasons (April June) Pune is suggested to be the test city Sno.ParametersScale 1Conversion Rate2.7% 2Average Number of Visitors per Month5,670 3No. of Orders to be fulfilled in the entire Test Phase920 4Delivery Time1 Day Delivery(Deviations, if any) 5Delivery Cost@ 10% of Total Revenue Metric to be Looked at COD Pay by Credit Card Conversion Rate Pay by DebitCard Test Phase: Points to be checked

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31 As Modern Trade players embrace e-commerce and grow into Tier 2 and Tier 3 cities, consumer trust in buying FMCG products online will increase Providing quick deliveries and high on loyalty, e-tailers, especially city based e-tailers will grow bigger Action & Tactics City Selection for Phase 1 and Long Term Channel Growth S noCityInternet Users Rank: Google Analytics Portals Available 1Mumbai120000007 Natures Basket, Local banya, Big Basket 2Delhi81000008 Aaram shop, Dilli Grocery, City Kirana.com 3Hyderabad47000005 Big Basket.com, Easy Mandi.com, Aaramshop.com 4Chennai45000006 Chennai online Grocery.com, Maliga Kadai.com, Big Basket.com 5Kolkata44000009 Salt N Soap.com, Online grocery Bazaar.com, Big Basket.com 6Bangalore38000004 Big Basket.com, ZopNow.com, Natures Basket 7Ahmedabad280000010 Up2Home.com, Aaramshop.com, GharVakhri.com 8Pune27000002 Order my grocery.om, Natures Basket, Easy Dukaan.com City Selection Criteria Internet Usage Rank: Google Analytics Availability of Portals Interaction with brands on Social Media Deeper Interaction on gopepsi.com Orders Pepsi online through e-tailers Long term Channel Growth As Modern Trade players embrace e-commerce and grow into Tier 2 and Tier 3 cities, consumer trust in buying FMCG products online will increase Providing quick deliveries and high on loyalty, e-tailers, especially city based e-tailers will grow bigger Higher delivery times and greater engagement would move gopepsi.com as an engagement portal. Marketing efforts need to carried out to move gopepsi.com to sustain higher traffic

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32 Action & Tactics PepsiCo will have to partner with a series of players on the digital front Promotions on Flipkart/Amazon to move volumes Consumer Data to better target brands Large Format Players Tie Ups - Enablers of promotions and digital content to engage audiences Sharing of data to better target products and manage distribution Exclusive e-tail Players Timely, Cost effective transportation to customer Cash on Delivery Settlement Tracking, delivery on request time 3 rd Party Delivery Extensive integrated web payment facility Payment Providers End to end solution providers from servers, website, order flow, Customer Mailers, SMS updates CRM/Website Solution Providers Customer support executive to manage orders and customer support to gopepsi Customer Support Executive Existing Digital Marketing agency for PepsiCo brands - provide branding, customer grievance online Digital Advertising Agency

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33 Pepsis E-Commerce strategy profit would increase by 10% YoY until Phase 1 ends Action & Tactics Cost Benefit Analysis: Pepsi E-Commerce will break even within 1.5 years Pepsis E-Commerce strategy profit would increase by 10% YoY until Phase 1 ends

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34 Metrics To optimize engagement and improve customer experience, the e-commerce strategy and action plan must be closely monitored. Furthermore, PepsiCo should measure metrics of its own portal and monitor closely the performance of its brand on other portals The metrics must be brought down to levels of region, Channels, and Customer Profile to better understand and implement better changes The following are some metrics/measure suggested to optimize performance Control Monitoring Performance of Pepsi E-Commerce To optimize engagement and improve customer experience, the e-commerce strategy and action plan must be closely monitored. Furthermore, PepsiCo should measure metrics of its own portal and monitor closely the performance of its brand on other portals The metrics must be brought down to levels of region, Channels, and Customer Profile to better understand and implement better changes The following are some metrics/measure suggested to optimize performance Customer Experience (gopepsi.com) Traffic, Time Spent Site Usage, Orders Cart Abandonment Rate Marketing Metrics (All channels) Customers Acquired, Retained Customer Profile, Shopping Basket Location Analysis Financial Metrics (All channels) Revenues Expenses (Return on Investment) Delivery and Other Costs Change Effected Targets, Growth Rate Product Strategy Channel Management Revenues, Costs Timelines for phases User Experience Partnerships Metrics

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35 Appendix In Depth Interviews and Survey Respondents Demographics and Behavioral 215 (153 Males and 62 Females) respondents filled an online Survey. The survey was designed to understand Consumers behavior specific to PepsiCo. Respondents were majorly- college, school students (Age Group: 16-20 yrs- 15%, 20-25 yrs- 63%, 25-30yrs- 12%, Above 30- 10%) 63% of respondents had purchased on an E Commerce portal atleast once (Females: 72%, Males: 28%) To formulate the bundling strategy, Consumers preferred choice was recorded. Sinilar, was done to formulate the upselling strategy. 42 (25 Males and 17 Females) Interviews were conducted with an objective to find consumer behavior while using an E Commerce platform. 7 (2M, 1F, Bangalore) respondents were younger than 18 years old, 19 (7M, 4F) respondents in age gap of 19 24 and 16 respondents were in age gap of 25 (5M, 2F) and above. None of the respondents were married. The interviewees were regular internet users, having purchased on E Commerce platform atleast once. Interviews were conducted in Preet Vihar and Vikas Puri (Delhi) In Depth Interviews Survey Respondents

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36 Thank you. Akshay Maggu Akshay Nangia Sourabh Surana The Gazab Ghaziabadi, IMT Ghaziabad