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How big is the market opportunity
The addressable market size in terms of GMV in India is at about 600-700 billion USD annually.
Why are we setup best to crack this opportunity
There are 3 factors at play here:
1. India’s B2B ecosystem: Over the years India’s B2B ecosystem has developed very differently vis a vis China or USA. There is a whole chain of large to small wholesalers who act as middlemen. Even though big brands run big distribution networks, there is still a very large portion of goods that move through the wholesale network in the market. Most of the categories barring a few are dominated by very few national level brands, small regional trade brands or no brands at all. Besides, credit plays a very massive role in the B2B market place. Majority of the transactions happen over credit. Given this and many such nuances we believe that no company can come from outside of India and solve these problems. Someone from within this country who is part of the DNA is best placed to solve this problem.
2. No existing player: So far no technology company has gotten around solving the problems for the B2B industry. We believe that the opportunity is massive (bigger than B2C) and the industry has been ready for a while to be disrupted.
3. The Team: The team that we have assembled at Udaan is the same team that was instrumental in building and growing Flipkart. Most of the talent has spent significant amount of time solving B2C related problems at Flipkart. We believe that given the experience and our learning we are best placed to go and create a brilliant user experience for our users.
The role of an engineer in Udaan
Core philosophy of tech
We believe that the role of an engineer at a typical product company in India has to evolve from just working in a request response mode to something more involved. Typically an engineer has very little to no connection with the product, its users, overall success criteria or long term vision of the product that he/she is working on. The system is not setup to encourage it. Engineers are evaluated on their tech prowess and very little attention is given to other aspects of being a successful engineer.
We believe that a successful engineer of the future needs much more than just building cool tech. We believe an engineer should own products end-to-end. That means understanding the Why the product exists? What problem it is trying to solve? What are the success criteria? Who are the customers? Where does it fit in an organisation?
The complete ownership and accountability of the product lies with the engineer. In other words, the engineer is like an entrepreneur running that bit of business within the company. You are expected to work closely with your stakeholders like operations and business growth teams to pave the way for your product.
Lastly, we believe every engineer is responsible for his/her growth in the organisation. Udaan provides all sort of systemic support like dedicated mentorship and regular assessment of product growth to ensure that you are constantly provided feedback and course corrected. We don’t have Engineering Managers. So you don’t report into anybody. We don’t hold appraisals as we don’t believe that evaluation of work and feedback is a constant affair rather than every 6 or 12 months. Besides there is no better testament of your abilities than the growth of the product. We don’t have a concept of hierarchy and hence we don’t have promotions. All we have in Udaan are Software Engineers.
A day in the life of an engineer
At Udaan, engineers don’t own components. We own problem statements. You are not bound by any component ownership boundaries. The entire codebase is your playground and you are here to solve your customer’s problem. That means you never block on some other engineer or team. To solve a problem, say, if something has to be changed in search service or something new has to be built on our App, you as an engineer are expected to make these changes everywhere and plan the launch, training, marketing of your product.
Beginning of every quarter you are expected to publish key capabilities that you intend to launch. It has to be followed with reason why it’s important and what aspect of business or experience are you trying to improve and by how much.