IMPACT OF PANDEMIC ON INDIA’S ECONOMY

The COVID-19 pandemic continues to adversely impact lives, livelihoods, and the economy in India, with a devastating second wave wreaking havoc even as the threat of a third wave looms large. Rising uncertainty has reduced consumer and business confidence. This follows an economic slowdown during the three years preceding the pandemic. With investments and trade performance weak, the Indian economy was firing mainly on consumption, which the first and second waves of the pandemic have hit badly.

Renewed restrictions to curb the current coronavirus wave have stalled economic activity, leaving many millions out of work and pushing economists – who have broadly been bullish – to downgrade their views for the second time since early April

India’s unemployment rate soared to a near one-year-high of 14.73% in the week ending May 23, according to the Center for Monitoring Indian Economy (CMIE), reflecting the impact of the economic slowdown.

The Reserve Bank of India has kept its monetary policy loose, including several liquidity measures, and was expected to stay on an easy course for this fiscal year.

While calls have increased for more fiscal stimulus to speed up the economic healing, the government has limited space to respond to challenges posed by the health crisis.

“If the Indian government increases spending … it will probably prevent a loss in economic output in the short term, but this simultaneously puts more pressure on the sustainability of debt in the longer term, essentially mortgaging their future,” said Rabobank’s Eijkelenburg.

“India’s policymakers find themselves between a rock and a hard place when it comes to decisions on additional fiscal stimulus.”

Experts expressed apprehensions about the emergence of new and more virulent strains of the novel coronavirus, which might necessitate the re-imposition of lockdowns across the country, leading to a further (and possibly dramatic) reduction in growth estimates and adding to dampening demand. Complicating matters further is the fact that, as one economist noted, it is not known how consumers and households will react following the end of the second wave: How would household savings be impacted? Will consumers be reticent about spending again?

India’s already stressed banking sector, which is saddled with legacy non-performing assets, remains of concern. Experts fear a fresh wave of bankruptcies that add stress to the books of commercial banks, and that loan repayment schedules could be further delayed. India’s non-banking financial sector – which has traditionally lent to small and medium enterprises likely to be most affected by first and second wave lockdowns – could also contribute to the stress on the banks that lend to them. Similar fears hold about how pressure on microfinance institutions could systemically affect the banking sector.

SUNDER LAL BAHUGUNA- THE MAN BEHIND CHIPKO MOVEMENT

Born in 1927 in Tehri district in what is now Uttarakhand, Bahuguna grew up surrounded by sal, oak and fir trees and sweeping pasture lands. Bahuguna, who died with Covid-19 on Thursday aged 94, was known the world over as the man who taught Indians to hug trees to protect the environment. He was one of the main leaders of the Chipko movement in northern India in the 1970s. In Hindi, chipko literally means “hugging”.

A devastating flood in Uttarakhand in 1970 had come as a rude awakening for villagers. Three years later, Bahuguna and fellow activists began embracing trees. Young men took an oath in blood to protect nature.Very soon, women in the Himalayas became an integral part of the movement too, embracing trees and tying rakhis – a symbolic red thread tied around a brother’s wrist during the Hindu festival of Raksha Bandhan – onto the bark of trees. They walked in the snow and took away tools from loggers to stop felling.

Bahuguna, who grew up in the Himalayas, connected the dots well. He wrote that deforestation led to erosion of fertile land and pushed the men out of the villages to look for jobs in cities.

This left women to “bear all the responsibilities of collecting fodder, firewood and water, apart from farming”. Not surprisingly, the Chipko movement became an important milestone in the fight to secure women’s rights.

Over the years, Bahuguna, with his flowing beard and trademark bandana, went from strength to strength. College students and women joined him in greater numbers. They staged peaceful demonstrations, hugged trees and went on fasts.

It yielded results: a fast in 1981 led to a 15-year ban on commercial felling of trees in Uttarakahand. Two years later, he marched 4,000km (2,500 miles) in the Himalayas to draw attention to environmental degradation.

In 1992 he shaved his head and went on a fast to protest at the Tehri dam, India’s tallest. He was among those who lost their ancestral homes due to its construction.

Bahuguna was a charismatic ascetic, a spartan man of Gandhian principles. He lived in a small ashram, denounced violence and was essentially non-political. He believed in self-reliance and not in “so much foreign trade”. He despised materialism.

To become energy secure in a “non-violent and permanent society”, he said, India needed to produce biogas from human waste, harvest solar and wind energy and hydro power from the run of the river. Improve machines so they consume less energy, he suggested.

Story of the Man Behind OYO Rooms

OYO Rooms was started as Oravel in 2011 by the then 18-year-old Ritesh Agarwal. After graduating from the Peter Thiel Fellowship program, Oravel pivoted to Oyo Rooms – a chain of branded budget hotels across several cities in India. OYO Rooms is the country’s largest budget hotel chain with about 1 million rooms in 23,000 hotels all over India.The company is backed by investors like the Softbank Group, Greenoaks Capital, Sequoia Capital, and Lightspeed India and is one of the leading startup unicorns in the hotel industry.

The teenage boy – Ritesh Agarwal is the young Founder & CEO of OYO Rooms – the fastest-growing branded network of hotels offline & online. A college dropout, who once wanted to sit for an engineering exam, Ritesh today heads among the most valuable start-up by a person who never studied beyond school. The journey of our hero began rather early than normal!

Born to a humble family in Cuttack, his journey of becoming a successful entrepreneur wasn’t a very smooth one. In fact, in the era of start-ups, he had to face certain difficulties in trying to battle it out to make his unconventional idea work.

To pursue his passion for becoming an entrepreneur, he enrolled in the Indian School of Business & Finance, Delhi but left college mid-way to start his own company. He was hesitant about his decision but from the beginning, he was very clear about what he wanted to do and took some tough choices to accomplish his dreams.

Ritesh was born to a business class family in Bissam Cuttack in Orissa and attended the Sacred Heart School in Rayagada, Orissa. During the growing up days in Rayagada, Odisha, it was all about fun and learning for him but his ways were rather unconventional from those of other kids. His fun elements included screwing around with the computer and trying hard to find opportunities to make mistakes so that he could learn new stuff. And doing that he gained a keen interest in software!

This started with the idea of it, moved on to know about it and then the hunger just went on increasing. To quench his thirst, he borrowed his elder brother’s books for programming. Some of the basic languages like Basic and Pascal were taught in the school itself and the rest he managed to learn from Google. He even sold sim cards to survive, afraid his family would end his entrepreneurial dreams and summon him back home to Odisha if they knew of his struggles.

In Kota(Rajasthan), where he was ostensibly preparing for his IIT entrance exams, Ritesh says he couldn’t wait every weekend to slip out to Delhi and meet those doing their own thing. This 19-year-old had traveled for months staying at budget hotels, attended customer calls every day, and immersed himself in every possible experience to learn about budget hotel customers and their expectations. That was the kind of on-the-ground learning that helped him pivot Oravel to Oyo.

He has traveled all over the country and during such travels, discovered the problem with budget hotels. At the age of 17, he launched Oravel travels, modeled after Airbnb, which later branched out to become OYO rooms. Soon he discovered that the problem with budget hotels was bigger than just availability, so, to counter other issues, he launched OYO.

In 2014; the company raised Rs. 4 Cr from Lightspeed Venture Partners (LSVP) and DSG Consumer Partners, at a pre-money valuation (valuation of a company before investment or financing) of Rs 14 Cr. What motivated Ritesh, even more, was that by now the company was clocking gross bookings of more than Rs.1 Cr. per month.

Since then; OYO Rooms has gone on to become India’s first technology-driven network of standardized branded budget hotels and has also widely expanded its presence to 20,000+ hotels and more than 1 million rooms in 337 cities like Delhi, Gurgaon, Noida, Bangalore, Mumbai, Pune, Goa, Jaipur, Hyderabad, etc.

Additionally, their OYO Rooms mobile app has been downloaded more than 10 million times and more than 5 million bookings have been made so far. The app ranks amongst the best-rated apps on Google Play Store and has also been listed as one of the top three apps in the ‘Travel & Local’ category.

The company has also raised another $25 Million from Lightspeed, Sequoia and others. In the latest news, OYO’s founder Ritesh Agarwal has purchased $2 billion in shares from venture capital firms Sequoia Capital and Lightspeed venture partners.

How PharmEasy’s Net Worth Became 700 Million Dollars in just 5 Years

PharmEasy was founded in 2014 by Dharmil Seth and Dhawal Shah. Its parent company is API holdings private limited. It provides doorstep delivery of medicines and other medical equipment in India across 98% of Indian pin codes.  The customers can order their items through PharmEasy’s Website or its mobile app. The idea behind this startup was to digitize the pharmacy sector and bring it under the umbrella of E-commerce. During the pandemic, PharmEasy doubled its revenue to 637 crores. The Pandemic has helped in accelerating its growth. The company’s current net worth is around $700 million. The company is all set to get listed in stock exchange and raise money through IPO (Initial Public Offering). On September 22, 2020, PharmEasy merged with Medlife and API Holdings Private Limited has acquired 100% stake of Medlife.

BUSINESS MODEL OF PharmEasy

The Business Model of PharmEasy is similar to any E-commerce Website like Flipkart, Amazon and Myntra. It sells Medicines and other equipment at cheaper rates and provides doorstep delivery of the products. The customers need to upload their prescriptions of medicines for verification. They can also verify their prescription from a doctor appointed by PharmEasy if the customers face any problems in verification. They provide up to 20% discounts on bookings done through mobile app so that more people download their app. They also earn money by displaying sponsored results of various pharmaceutical entities.

CHALLENGES AND COMPETITORS OF PharmEasy

  •  The foremost challenge faced by PharmEasy was to attract customers to buy their medicines and other medical equipment online. Generally, People preferred buying their medicines from a physical pharmacy store.
  • India has low smartphone penetration among its population. Also, Internet users in India compared to the entire population is also quite low. Thus, It narrows the customer base for PharmEasy.
  • Customers hesitate in providing their prescriptions online. They are also afraid of getting expired and fake medicines.
  • The Competitors of PharmEasy are MedPlus, Netmeds, 1mg, Myra etc. PharmEasy has the market dominance and generates the maximum revenue in comparison to its Competitors.

FUTURE OF PharmEasy IN INDIA

  • PharmEasy has been expanding its network by investing more in Capital expenditure. It has been in talks that it is going to buy Thyrocare at 7000 crores which will increase its customer base and capital assets.
  • The Covid-19 Pandemic has provided a conducive Business Environment for PharmEasy. Now, People prefer to shop online and contactless delivery of products.
  • The increase in the demand of vitamins, immunity boosters, and other medicines has also contributed to the growth of PharmEasy. Pandemic has led to increase in demand of medicinal equipment.
  • There has been increase in the number of Internet users and the smartphone users in India in the past few years. It will help in increasing their potential customer base.
  • PharmEasy will have to face tough competition from other players which are aggressively participating in the market to increase their revenues.

How PharmEasy’s Net Worth Became 700 Million Dollars in 5 Years ?

PharmEasy was founded in 2014 by Dharmil Seth and Dhawal Shah. Its parent company is API holdings private limited. It provides doorstep delivery of medicines and other medical equipment in India across 98% of Indian pin codes.  The customers can order their items through PharmEasy’s Website or its mobile app. The idea behind this startup was to digitize the pharmacy sector and bring it under the umbrella of E-commerce. During the pandemic, PharmEasy doubled its revenue to 637 crores. The Pandemic has helped in accelerating its growth. The company’s current net worth is around $700 million. The company is all set to get listed in stock exchange and raise money through IPO (Initial Public Offering). On September 22, 2020, PharmEasy merged with Medlife and API Holdings Private Limited has acquired 100% stake of Medlife.

BUSINESS MODEL OF PharmEasy

The Business Model of PharmEasy is similar to any E-commerce Website like Flipkart, Amazon and Myntra. It sells Medicines and other equipment at cheaper rates and provides doorstep delivery of the products. The customers need to upload their prescriptions of medicines for verification. They can also verify their prescription from a doctor appointed by PharmEasy if the customers face any problems in verification. They provide up to 20% discounts on bookings done through mobile app so that more people download their app. They also earn money by displaying sponsored results of various pharmaceutical entities.

CHALLENGES AND COMPETITORS OF PharmEasy

  •  The foremost challenge faced by PharmEasy was to attract customers to buy their medicines and other medical equipment online. Generally, People preferred buying their medicines from a physical pharmacy store.
  • India has low smartphone penetration among its population. Also, Internet users in India compared to the entire population is also quite low. Thus, It narrows the customer base for PharmEasy.
  • Customers hesitate in providing their prescriptions online. They are also afraid of getting expired and fake medicines.
  • The Competitors of PharmEasy are MedPlus, Netmeds, 1mg, Myra etc. PharmEasy has the market dominance and generates the maximum revenue in comparison to its Competitors.

FUTURE OF PharmEasy IN INDIA

  • PharmEasy has been expanding its network by investing more in Capital expenditure. It has been in talks that it is going to buy Thyrocare at 7000 crores which will increase its customer base and capital assets.
  • The Covid-19 Pandemic has provided a conducive Business Environment for PharmEasy. Now, People prefer to shop online and contactless delivery of products.
  • The increase in the demand of vitamins, immunity boosters, and other medicines has also contributed to the growth of PharmEasy. Pandemic has led to increase in demand of medicinal equipment.
  • There has been increase in the number of Internet users and the smartphone users in India in the past few years. It will help in increasing their potential customer base.
  • PharmEasy will have to face tough competition from other players which are aggressively participating in the market to increase their revenues.