e-commerce
FirstCry.com to expand offline footprint
MUMBAI: The last couple of months have been an exciting one for the blooming e-commerce sector. As more and more investors fund the e-commerce sites, the sector’s purple patch is here to stay for a long time.
However, the niche e-commerce sector, FirstCry.com, which was launched in 2010 to solve Indian parents’ problem of not having access to the best brands and products for their kids, is planning to take the offline route as well.
The company feels that e-commerce’s future is looking promising in the country as more and more people come online and continues to be a big focus for us. “But what we see as a larger vision is to build an ecosystem of solutions for parents. Since, parents exhibit hybrid behaviour of shopping online and offline, we decided right at our inception that it was important to have offline stores as well. Today with a footprint in over 20 states with more than 70 stores, we are in a great position to offer the right variety of brands and products to parents,” says Firstcry.com founder and CEO Supam Maheshwari.
With more than 95 per cent sales happening offline, there is still a large part of baby products market to be tapped, it has a vision of reaching 400 stores offline by December 2017. Currently, FirstCry stores have their presence in many Tier I, II and III cities in 45 cities.
However, by entering into the untapped markets, where offline presence of baby products is low, it is highly optimistic about the company’s growth.
On the marketing front, one of the key aspects of its strategy is to keep online and offline integrated. A parent who shops with FirstCry.com should be able to get the same experience online and offline. “We have a strong e-mailing program through which we are able to send personalised mailers making parents aware of store openings, promotions etc. In addition, we have introduced a highly innovative concept of a 32 inch digital Kiosk installed in each store – since a store is limited by physical space, we have used the Kiosk to allow parents to browse the large online variety and order what they like and the order will be delivered at the store. We also have a FirstCry Box program wherein we reach over 60,000 new parents each month with a complimentary gift box. Through this box, we make new parents aware of stores in their area and also offer a gift coupon which can be redeemed online or offline. Through a lot of such initiatives, we are able to ensure that we scale up our marketing plans with the highest ROI metrics,” says Maheshwari.
Franchisee investment of about Rs 3,000 per square feet is required for setting up a store, which ranges anywhere from 1000 square feet to 2000 square feet. The stores act as experience centers, successfully tackling the touch-and-feel challenges faced in purchasing online.
Overall, Firstcry keeps its model robust and scalable by controlling the franchisee’s investments, giving high return on investment and faster payback that has been instrumental in a break-even since inception. Firstcry.com along with its stakeholders looks forward to growing in terms of business and loyalty both.
e-commerce
Flipkart rolls out 105 per cent bonus for 20,000 employees
Strong FY25 performance drives payouts even as layoffs and shifts unfold.
MUMBAI: In a year where belts were tightened and rewards loosened, Flipkart seems to be playing both offence and defence trimming roles on one hand while handing out a generous 105 per cent bonus on the other. The Walmart owned e commerce major has rolled out a 105 per cent bonus payout for 2025, covering nearly 20,000 employees, signalling a year of steady operational momentum even as the company navigates restructuring pressures. The payout, communicated internally by chief human resources officer Seema Nair, is tied to performance across key metrics including growth, operational efficiency, financial outcomes and people indicators, a combination that suggests the company is inching closer to its long stated goal of sustainable profitability.
Employees at SD level and below are set to receive their bonuses in March, while payouts for senior leadership, including vice presidents and senior vice presidents, will follow after the close of the performance cycle. The elevated 105 per cent multiplier stands out in a sector where cautious payouts have increasingly become the norm, pointing to what appears to be a relatively strong internal scorecard for FY25.
Yet, the announcement arrives with a noticeable contrast. Earlier this year, Flipkart reduced its workforce by around 300 roles as part of its annual performance review process. While officially framed as performance driven, the juxtaposition of layoffs alongside above target bonuses reflects a more nuanced balancing act, one that prioritises cost discipline while continuing to reward and retain high performing talent.
This dual approach is becoming increasingly common across the technology and e commerce landscape, where companies are navigating an uneven hiring environment while under pressure to deliver profitability. Rewarding top contributors, even amid selective workforce reductions, allows firms to maintain morale and retain critical talent without losing sight of financial prudence.
At the same time, Flipkart is also undergoing leadership shifts that hint at a broader strategic recalibration. Nishant Verman has been appointed senior vice president for corporate development and partnerships, while group chief financial officer Sriram Venkataraman is set to step down. Ravi Iyer will take on expanded responsibilities within the finance function, marking a reshuffle at the top as the company gears up for its next phase.
These changes come amid reports that Flipkart is planning to shift its holding structure back to India, a move widely interpreted as groundwork for a potential public listing. While timelines remain fluid, the combination of stronger financial discipline, leadership restructuring and employee incentivisation suggests a company preparing itself for greater scrutiny and scale.
For employees, the 105 per cent payout offers a welcome boost in what has otherwise been a period of adjustment. For Flipkart, it is a signal that even as it cuts where necessary, it is willing to spend where it counts. In the high stakes game of growth versus profitability, the company appears to be hedging its bets carefully, rewarding performance while reshaping itself for what could be its most defining chapter yet.
