e-commerce
Goalsquad.com aims to score big; targets Indian fans with sports merchandise
MUMBAI: Last year saw the popularity of Indian football reaching new heights thanks to the advent of the Hero Indian Super League (ISL). While there has always been a moderate fan following for the game in India, it is largely towards the European Clubs.
Trying to cater to this segment for various official and authentic club merchandises is a new entrant in the e-commerce shopping space- goalquad.com.
The venture was started by two Mumbai based brothers, Aashay and Rushang Shah out of their own financial capacity. The Shah brothers have been a part of their family business in real estate and hospitality for the past ten years. Their main aim was to offer Indian fans with official merchandise on a single hassle free platform.
Speaking to Indiantelevision.com, Aashay Shah says that the idea for this concept began in mid 2013 and by the time the duo got in touch with all the clubs and license manufactures, it took about seven months for the supply chain to commence.
“It also took us time to convince the clubs that we were serious about our business and would want to buy in bulk the various category of products,” says Shah.
The first of its kind website in the country was born in January 2014.
Initially the clubs were hesitant and discussed with the Shahs their business initiatives and investment plans including their other business segments. The particular business strategy to be followed was to purchase quantities in bulk orders so that the cost benefit was passed on to consumers.
“Football websites like Manchester United do sell products online but when a single product is bought and the duty and shipping costs are added, the price increases five to six times the cost of the product,” explains Shah.
The idea was born when the brothers sighted a gap to sell official football merchandise in the e-commerce category, which was picking up and decided to venture in the territory where products sell better than in physical stores.
The venture has seen an investment close to Rs 1 crore and much of the sale money gained is invested back into marketing and buying of the inventory. Shah says that over the next three years there would be a total investment of Rs 1.5 to Rs 2 crore. He also hopes to break even towards the end of 2016 or by 2017.
While counterfeit products largely remain a worry, Shah is undeterred as he pins hope at cracking at least 20 per cent of the entire market gamut. Mentioning a Star Sports report released three years back he says that there was around 80-90 million football viewership in the country. Shah intends to target 20 per cent of this market, which would be a substantial number of 15 – 20 million. He feels this number has increased now because of a growing population as well as popularity of the game soaring in India.
The website has merchandise from Clubs such as Chelsea F.C, Manchester United F.C , Arsenal F.C, Liverpool F.C among others. The venture also recently introduced its NBA line of merchandise and has also got Mumbai City F.C of the ISL on board.
The various products include glassware, football, stationary, key chains, badges, flags and clothing among others. The price range begins from below Rs 500 and stretches upwards of Rs 2,500 depending on the products. The brothers are now in touch with the various ISL teams to get their merchandise on board, whose cult following is yet to begin.
For Shah, the ISL, its grassroots programme and the few star players have been positive triggers for the growth of the game in the country. While the website is targeted at the age group between 14 and 45, it has also noticed traction from female buyers who largely purchase products for their male counterparts. “I see a lot of school going girls buying Barcelona merchandises because of their star quality players. Messi and Neymar products are huge sellers for them,” says Shah.
A key challenge for the firm remains the heavy custom duties, which are the standard 30 per cent, besides the Octroi tax in Maharashtra.
For now, close to 10,000 to 15,000 unique visitors log onto the website in a month. As part of its marketing campaign, it has tied up to sponsor various community based events such as that of a youth league it recently sponsored in New Delhi.
On social media, the website is trying to build virtual communities where football news and videos are shared on its pages. On twitter it runs a football fantasy league, which is linked to the official Barclays Premier League. As part of the contest a prize is handed every month to the manager of the month which has around 250 players. Shah looks at spending between Rs 15- Rs 20 lakh on the marketing for this year alone.
The total team strength is around 10 including a social media marketer, a purchase and account manager, a customer care executive besides three people in despatch.
As part of the expansion plans, the website will soon launch their own app, which will allow customers to easily browse through products besides providing football news, highlights and score update. It also plans to expand to cricket and tennis products and in the near future, thus becoming a full-fledged fan merchandise store selling only authentic and official merchandise.
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.
