e-commerce
Home cooked food at click of a button…
MUMBAI: Food is emerging as one of the most interesting territory in the online business world (e-commerce). If international brands like Dominos, McDonald’s and Pizza Hut amongst others had expectations of running a monopoly when it came to home delivery or accepting orders online, they must rethink and re-strategize. One who stays out of home misses home cooked food, or food cooked by home chef and it is this consumer behaviour which has laid the foundation stone for the startup Cyberchef.
Just after completing her Masters in Marketing and Strategy from Warwick Business School Neha Puri (CEO and founder) teamed up with her brother Anuj Puri to start Cyberchef.
The concept of Cyberchef is different than the local tiffin service providers as it delivers food, selected online by customers and then prepared by home chefs at their residency, which then is handpicked by the venture and delivered at the customers’ doorstep. Based on the demand placed by customers, orders are given to these home chefs, who then have adequate time to prepare the meal.
The venture started its operation in Gurgaon and has so far roped in 55 home chefs who prepare different cuisines on a daily basis. Launched a month back, the startup delivers more than 450 orders per week in Delhi-NCR.
Speaking to Indiantelevision.com Neha Puri says, “We have a number of repeat customers which proves that they are satisfied with our service and that’s a huge encouragement for us.”
In terms of marketing strategy, flyers and road shows are the areas where the venture aspires to explore. Cyberchef has already organised number of road shows in NCR to generate awareness. Apart from that it has associated with many grocery joints to explore joint marketing opportunities.
Hygiene and quality of food are the major criterion for a chef to be a part of Cyberchef. “We are very particular about hygiene factor, so before roping in any chef we visit their house and inspect the cooking arena. Also we do surprise visits and chefs are aware of that so they always keep it clean and tidy. Chefs don’t need to have any professional training or certificates. What they need is just the culinary art needs to be accepted by customers,” asserts Puri.
The venture follows a 60-40 revenue model where 60 per cent goes to the chefs and 40 per cent comes to the organisation. For now sales is the only source of revenue for Cyberchef. “With the help of our marketing we want to enhance our sales, also rope in corporate contracts where we will be serving orders to mass. We have already started party orders where we take bulk orders for party.”
The venture has expansion in its pipeline and Mumbai and Pune are the locations they are targeting. “We already have 20 chefs registered with us in Mumbai and we are getting more entries, Mumbai is next and then we will go to Pune once the monsoon settles. Post that we are looking towards Bengaluru. We sense good opportunities in all these places. In the next two years, I want Cyberchef to be a leader in the food space and have presence in over six cities,” Puri concludes.
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.
