e-commerce
Thriwe launches an end-to-end digital dining platform – Thriwe Culinary
Mumbai: Thriwe Consulting Pvt Ltd (“Thriwe”) has announced the launch of its latest loyalty offering, an end-to-end digital dining platform – Thriwe Culinary. Thriwe is a multisector-oriented solution for loyalty programs and benefits globally. It provides businesses tailored loyalty solutions and reward engines across diverse industries and has now strengthened its dining offerings for enterprises.
Thriwe Culinary is an innovative solution poised to redefine the way enterprises offer dining benefits to engage their customers. While most dining platforms available today are direct-to-consumer and retail-focused, Thriwe Culinary focuses on enterprises and their consumers. Along with offering exclusive dining benefits and unique experiences, Thriwe endeavours to provide long-term loyalty benefits with a diversified geographical presence.
This program is a global, technically evolved and advanced version of dining as a category within loyalty solutions. This step showcases the company’s determination to grow with the changing consumer behaviour and market dynamics.
The program will have fine dining options, quick service restaurants (QSR), and premium dining chains from India as well as across other countries. It seeks to further offer its esteemed clients a range of benefits from mass to affluent to privileged categories to suit various end-user demographics and cost economies of the client. The program also seeks to easily integrate quick payment solutions with the dining platforms.
For the banking sector, Thriwe Culinary facilitates bank identification number (BIN) blocking and milestone-based reward segmentation to offer curated privileges for specific cardholders.
Speaking on the launch of Thriwe Culinary, Thriwe founder and CEO Dhruv Verma said, “At Thriwe, we have always endeavoured to be at the forefront of offering modern customer loyalty solutions via our various programs. Over the past few years, especially post-Covid-19, we have noticed dynamic shifts in the way consumers are using dining benefits. Today, customers are ordering in on weekdays and dining out on weekends. With increased access to diverse cuisines, which are influenced by social media, the demand for them has risen. Thriwe Culinary is now ready to offer its customers an easy and customized dining experience catering to their needs.”
“Our global merchant network helps us get merchant-funded and unique offers from across the globe. This advanced digitally integrated ecosystem extends our vision in the form of a loyalty tech innovation where we aspire to cultivate a global dining program known for its evolved and personalized service”, he further added.
Thriwe, which was launched in 2012, is one of the most diversified loyalty solution providers across India, Middle East, and South-East Asia, offering a diverse range of incentives, discounts, and rewards, enhancing customer engagement and loyalty. The platform provides customers with curated, intuitive, personalized, and relevant offers customized to their preferences, ensuring an engaging experience, and fostering long-standing customer loyalty. The company actively integrates data-driven software as a service (SaaS) & application programming interface (API) platforms to power personalised customer programs across segments.
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.
