e-commerce
Future of retail in the age of e-commercialisation
The India retail industry accounts for over 10 per cent of the country’s GDP and contributes to around eight per cent of the employment. This space is undergoing transformations due to scores of e-commerce firms gaining huge popularity. In such a scenario, it is the brick and mortar companies that are gradually feeling the heat waves of the rising competition level in the Indian market. The truth is, the future of Indian retail holds value both in offline and online retail, especially in impulse categories like fashion jewellery and accessories.
Over the last decade, the Indian retail industry has grown phenomenally with a remarkable shift towards organised retailing formats. It is gradually shifting towards a modern concept of retailing, which is a seamless blend of online and offline formats. This concept is called ‘Omni-Channel’ retailing, which focusses on employing all kinds of shopping channels like internet, brick and mortar, television, direct mail and radio among many others. Merging the two formats of online and offline retailing is to blend technology with smart merchandising and imbibe community building, customer engagement and targeted marketing in their operations. For instance, to tackle the queue problem at its stores, customers have the option of shopping online and opting for home delivery or store pick up at WalMart. Customer friendly tactics such as this have helped WalMart to be counted among the top five online retailers in the US with estimated revenues of $10 billion in 2013 from the online segment alone.
It is predicted that the Indian retail market will grow by seven per cent over the next 10 years, eventually becoming a whopping $850 billion industry by 2020. Coming specifically to traditional retail, a growth of five per cent is expected in the same and is estimated to reach a size of $650 billion (76 per cent). Organised retail is likely to develop by 25 per cent and reach a size of $200 billion by 2020. Since the last five years, Online Retail, both direct and through marketplaces has had a roller-coaster ride in metamorphosing itself from being at a nascent level to becoming the most promising sector in India.
For the future growth of the industry, retailers are also set to embrace Targetted Marketing to augment their operations and keep themselves on par with global standards. Targetted Marketing aims to make the promotions, pricing and distribution of the products and services easier and more cost effective. It envelopes all the aspects of marketing and involves breaking a market into segments and paying more attention to the ones that are of paramount importance for the company. For instance, firms can create e-mail campaigns and send to a specific set of customers depending on who the company wants to target. In order to know their target audience, companies can use various nifty tools like social media. These have helped marketers and SMEs track the target audience in real time through the fan pages of other companies. Besides this, they also provide an in-depth graphical data about every person who is connected with the page. Targetted Marketing is the mantra for finding the target audience that will help the retail sector survive cut throat competition. Innovative thinking and technology aided growth strategies are what will separate the lions from the lambs when it comes to this ever-evolving industry.
(These are purely personal views of Youshine founder Ashish Sood and Indiantelevision.com does not necessarily subscribe to these views.)
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.
