e-commerce
Startups thriving on mutual synergies
MUMBAI According to a recent industry survey, the total amount invested in the startups more than doubled between 2014 and 2016. The rate of growth was high in India, with the country accounting for more than $4 of every $10 invested in startups. This growth of capital investment in start-ups highlights the significant role that technology and the internet are playing in radically changing the nature of start-ups on a global level.
Partnership and collaboration is key to any successful mentoring arrangement and it is not just the start-up that benefits. Small but growing companies can introduce mature partners to more creative and flexible ways of thinking. Likewise, they can provide access to new customers and innovative products. This is especially true in the start-up sector which is characterised by rapid change and innovation.
One of the biggest examples of this phenomenon is Onspon.com. Onspon.com is a unique start-up that focusses on founded with the objective of automating the process of making sponsorship decisions, and securing access to timely sponsorship.
If you thought this was interesting, Hitesh has more in store. “Sponsorships have become a very vital tool for the start-ups of today. They have started realising that discovering brands and companies that provide them with value in terms of an association or powering an event that can create value for them.”
Onspon.com is providing early-stage start-ups with a brilliant medium for effective outreach and early traction which can be considered gold-dust in today’s fast paced start-up world. Hitesh Gossain, CEO,Onspon.com, elaborates on this, “There are several start-ups and brands nowadays that are in requirement of associations and synergies to leverage each other’s strengths. Our platforms have the special ability to provide brands with the most befitting / high ROI yielding avenues. What they also arereliasing that in this sphere, collaborating together on events and picking up platforms to expose their brand is an effective tool which can make a bigger difference than a media plan at times.”
“We have over 11000 event managers regsitered with us. They range from college sponsorship seeking individuals to IPL teams looking for brands on their jersey. Some of these cases provideStartups with an intriguing opportunity to engage their brand identity and reach out to a concentrated and effective audience. We are one of the examples of a startup offering other companies an opportunities to leverage our strengths and contribute to our platform in return,” says Hitesh smiling.
The success of Startup Bootcamps and similar mentoring initiatives lies in the fact that entrepreneurs and corporate executives now need each other more than ever. Indeed, their requirements and their strengths are often complementary.
Therefore, startups can brighten their global prospects by forming collaborative partnerships thatcapitalise on their complementary strengths while respecting the independence of each party. Nowthats a food for thought. Isn’t it ?
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.
