Urban Ladder is a design-led, omnichannel brand which offers furniture and home decor.

With over 5000 designs across 35 categories such as living, dining, bedroom, study, and decor, Urban Ladder was established as an online-first brand in 2012.

Desktop, Mobile, and AppThey have been reaching out to the targeted customers across desktop, and mobile devices through mobile application specifically designed to reach out to the mobile users.

urban ladder founders


Urban Ladder’s Fact Sheet


Brand : Urban Ladder

Founder, CPTO : Rajiv Srivastava.

Co-founder, CEO : Ashish Goel.

Type of Business: B2C (Urban Ladder focused on delivering the furniture to the customers throughout India).

“I was toying with the idea in my mind even when I graduated from college, but I did not want to rush into it. I finally took the plunge eight years later”

~ Rajiv Srivasta, Founder, Urban Ladder

Industry: Home and Furniture.

How Urban Ladder Got Their Early Adopters 

  1. Social Media Platforms
    • Linkedin
    • Facebook
    • InstagramUrban Ladder is actively engaging with their targeted customers across social media channels like LinkedIn, Facebook, and Instagram early from 2012.
  2. Product Listing
    • Flipkart.
    • Amazon.Along with the social media channels they have been listing their products on the most famous e-commerce channels such as Flipkart and Amazon.
  3. PR and News

Urban Ladder is been actively promoting their multiple category products through the above-mentioned PR channels and news websites. Since the PR channels and news websites of high authority, they were able to generate quality targeted traffic to their shopping website

4. VideosYouTube Channel – Store Story – YouTube Videos on Products


Founders of Urban Ladder are so smart that they had a great vision of predicting the fact that YouTube might become one of the most adaptive online channels down the line of 5 years, they started their own YouTube Channel in the year 2012 and started promoting their product review videos.

The founders had given interviews for some of the major authoritative websites like YourStory about their company that has got decent views on YouTube.

Below are some of the reference of the videos:

  • The Making of Urban Ladder by NDTV  – WATCH NOW
  • Ashish Goel Interview on YourStory – WATCH NOW

 5. Ads and Listing

Justdial – Ads and Listing are the most under-rated and under-utilized channel in online marketing, Urban Ladder utilized JustDial for their increased visibility and customer reach.

6. Fundraising
Urban Ladder raised $1 million from Kalaari Capital in August 2012 and $5 million from SAIF Partners and Kalaari Capital in November 2013. In July 2014, it raised $21 million from Steadview Capital. Soon Ratan Tata, Chairman Emeritus, Tata Group made a personal investment in the company in November 2014.

7. Urban Ladder’s Marketing Summary – Today

Urban Ladder’s Marketing Summary:




    • 1 or 2 articles/month – they have stopped blogging on October 2017
    • Average of 600+ word articles with product images & text heavy
    • More Guest Blog Posts and Referral Traffic from
      • W3schools
      • IBM
      • HuffPost
      • Irctc
      • Rediff
    • 58.15% of traffic comes from SEO
    • They also rank for keywords
      • Urban Ladder
      • Urbanladder
      • Furniture online
      • Study table
      • Online furnitureurban ladder website traffic
    • Business – Primary content
      • Product Buying Guides
      • Fun Stuff – about seasonal product sales
    • Industry-based – Secondary content
      • Tools to try
      • Home Décor
      • Everyday Artists
    • Interests & Persona – Tertiary Content
      • Interior Decor Tips
      • How to guides: They have crafted their content so well that matches target audience interests, persona, industry, and business through guest blogging and blog on their own website. On creating the content they haven’t settled down there, they took the important step to promote them across multiple platforms of online such as social media, videos, and etc.
    • Type of Ads they’re running
      • Branded – YES
      • Generic – YES
      • Competitor – NO
      • Product Ads – YES
    • Amount of money they’re spending   – $2.78KThey have been actively promoting their business on Google AdWords and Facebook and Spent around $2.78K on paid advertising.
  4. SOCIALsocial traffic
    • Facebook – FACEBOOK FAN PAGE
      • They have a shop now button integrated
      • They have created many product related events on the page
      • Number of members – 846,374
      • Post x times a month – 20 to 25
      • Change the cover picture to broadcast messages – Monthly once and seasonal offers
      • Do polls that are of
        • Customers live experience of products
        • Weekend Posts with Shortlink added to the images
      • Great Customer Support – the Response rate is high
      • # of members – 37,247
      • # of posts a month – 3 to 4
      • Type of posts that have really high engagement – Founder and Co-founder Interviews
        • Referral Traffic
          • Glassdoor
          • Naukri
          • Sequoia
          • Graben
          • Drawinbox
          • SaifpartnersUrban Ladder is frequently getting high-quality traffic from the above platforms to their site.
    • Events  Events high, Malabar EventThey had organized a few events locally (Bengaluru) to showcase their products to increased visibility and sales.
    • Speaking gigs EconomicTimes, TimesJobs, IndiaTimes (Economic Times)
    • They have done press conferences –
      • Prokerala
      • TheHinduBusinessLine
      • Knowstartup

They have done press conferences to attract local and online customers to increase their brand awareness.


  1. Email
  2. FB – Retargeting Pixel added to the site
  3. Google Retargeting Pixel Integrated on the site
  4. Mobile Application Engagement & 1,000,000+ Installs
  5. Multiple Social Media Platforms – Fb, Twitter, Insta, Pinterest, LinkedIn, YouTube


  1. Sales Call
  2. Thank you page

Top Growth Hacks That Have Stood Out For Them

  • Proper Communication with not only investors but with the internal team as well
  • Product Category Expansion that allows users to choose from multiple options available on the site
  • Latest Designs and Features added to the products
  • Expanding to multiple cities at an early stage
  • Development of Mobile application with user-friendly feature to design the products based on their own design and requirement.
  • Multiple Social Media Platform usage – greater exposure
  • Changed the strategy from Pan India to Tier 1 cities – Bangalore, Mumbai, and Delhi


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Learn more about the Facebook Marketing Strategy of the most Promising Furniture Brand from Bangalore.

Facebook Page: Jaypore

What is the Page about?

Jaypore is an E-commerce website, they curate best designs from artisans and craftsman from across India and deliver them to the global audience.

Some Interesting stats:

  • No of Followers/Page likes: 448,170 as on 1st May 2019
  • Posts per Day: 2 or 3 posts per day
  • Average engagement per posts is between 150 to 400 i. e they at least 100 likes for their posts. And around 3-5 comments.
  • Jaypore gets 10.01% of their traffic from social media channels. And out of 10.01%, traffic from Facebook is 19.59% of their social traffic i.e approximately 2% of their traffic comes from Facebook.
  • Jaypore has 26 people managing their page from different locations.

How they use Facebook?

As a community building channel.

As an assisted conversion channel.

For support.

Type of Posts

  • Image posts with Link to the Product Page
  • Video posts.
  • Sale posts.
  • Event posts.
  • Facebook Live videos

How have they grown to x members- Things they do different

1. Facebook Ads:

  • They run ads displaying their products.
  • Jaypore uses Carousel Ads and Photo Ads displaying their products. These ads are linked to their product page on their website.

2. Types of contents

Primary Content

      • They share their product images.
      • Share their upcoming sale
      • Shares their Offline events
      • Share live videos of their events

Secondary Content

      • They share videos of craftsmen working on a different type of materials.
      • They share craftsmen working on meenakari material, how Lucknowi embroidery is done.

Tertiary Content

      • Jaypore share monument images, Food images from other pages and credit them.
      • They share videos of a traditional form of musical instruments.

3. Each and every post has a link to their website.

4. Good quality product images.

5. Showing top contributors.

6. Responding to the customer’s messages.

Digital Vidya is Asia’s leading Digital Marketing & Data Science training company and the first to launch Social Media Marketing Workshop Series in India. It has its head office in New Delhi but offers training services globally.

Digital Vidya has trained over 35000+ professionals (including CXOs) from 15000+ brands since 2009. Some of the leading brands like Google, eBay, Reliance, MakeMyTrip, Nokia, Reliance, SAP, Star, TV, Cisco, Citibank, Intel, Toyota, ITC, CNBC, Madison, and CII have participated in 3000+ Digital marketing and Data Science training.

Since 2009, over 35,000+ professionals (including CXOs) from 15,000+ brands such as Nokia, Google, eBay, Reliance, Star TV, Cisco, MakeMyTrip, Naukri, SAP, Citibank, Toyota, Intel, ITC, CNBC, Madison and CII have participated in more than 3,000+ Digital Marketing & Data Science trainings by Digital Vidya across Asia.

Fact Sheet

Brand: Digital Vidya

Digital Vidya is a pioneer institute that offers Digital marketing and Data Science training. It offers the Certified Digital Marketing Master (CDMM) course, which is a government certified course.

Founders: Pradeep Chopra & Kapil Nakra

Type: B2C/B2B/B2B2C

One-liner: Quote from one of the founders:

There’s an ever-growing demand of skilled digital marketing professionals. While a lot of academic institutions including IIMs have added digital marketing in their curriculum or even started to offer standalone programs, they have not been able to do justice to this demand

—Pradeep Chopra, Co-Founder, and CEO of DigitalVidya.com

Industry: Edu-Tech

Why The Name Digital Vidya?

Since Digital Vidya’s main motive is to impart knowledge on Digital Marketing & Data Science, they thought of naming it as “Digital Vidya”. Vidya is Hindi means knowledge and so it complemented the vision perfectly.

What Do They Do?

Digital Vidya is Asia’s leading Digital Marketing & Data Science training company and the first to launch Social Media Marketing workshop series in India

They offer customized Digital Marketing & Analytics Training Programs for corporations to scale up their businesses.

They are Google & Microsoft India’s official training partner to train their agencies & partners respectively.

Desktop/App: Mobile only, Desktop only or App

Desktop & Mobile/No App

Table Of Content

Early Days

Launch of Idea

The idea to First Set of Customers

Demand Validation to Growth

Growth to Expansion

Summary of Growth

Future Plans

Challenges Faced By Digital Marketing Industry

Founder Insights

Top Growth Hacks

Early Days

Pradeep Chopra and Kapil Nakra graduated in BTech from IIT Delhi (1995-1999). Chopra worked in TCS for a year while Nakra worked with Kizna a Japanese startup before the entrepreneur bug bit the duo. In 2000 they started Whizlabs Software. Whizlabs proved to be the foundation for their foray into the internet market.

This is where they learned Digital Skills. They were forced to sell their products online recalls Chopra. Since no one was buying their e-learning programme for Jaba certification, they posted it online.

It was picked up by various discussion forums and the product started selling. Whizlabs was so successful that they could sign top clients like Cisco without even meeting them. In 2004 Whizlabs was given the ‘Most Innovative IT company’ award by NASSCOM. The successful use of online marketing for Whizlabs convinced the two that this is the future and they decided to specialize in it.

The Idea

Till 2009 they were informally supporting other professionals and entrepreneurs in learning Digital Marketing by sharing their experience with them. That time a friend suggested that they should consider imparting training formally as that was the need of the hour.

That gave birth to Digital Vidya. Digital Vidya was set up in November 2009 with an initial investment of `5 lakh. At that time it was a completely new field with no formal education available.

The idea to The First Set of Customers

Extensively used SEO to rank on the Google SERP and attract prospects to their program. Conducted free online webinar to convert the prospects to clients. Initially, they started with conducting a two days social media workshop. They called it the social media boot camp and started with only two cities i.e Delhi and Mumbai for the first two years. And gradually expanded to other metro cities like Bangalore and Chennai.

In the year 2011, they also conducted Bootcamp in Singapore.

The biggest challenge the company faces is to convince people to learn Digital marketing as most of the people feel that the all the digital marketing knowledge is freely available on the web and its very easy to learn Digital marketing in a short span.

Demand Validation To Growth

From 2013 they decided to offer a full stack Digital Marketing training program using online platform. This led to the birth of their flagship CDMM program (Certified Digital Marketing Mastery) which is an instructor-led online course.

They started offering training services across three verticals

  • Public training (Workshops & Online Courses)
  • Corporate Workshops(Customised to organizational needs)
  • Institution Workshops (1 day to 1-year programs)

With a view to impart and disseminate information and knowledge on Digital Marketing and the concepts revolving around it, Digital Vidya has been actively associated with NASSCOM and 10000 Startups so as to render the information pertaining to different domains of Digital Marketing, thus equipping the startups with the knowledge of the same.

Digital Vidya has previously mentored several startups. Pradeep Chopra was a guest speaker at an event hosted by Nascom office in Delhi in 2015. He spoke on “Digital Marketing & How to Pitch an Idea to an investor”.

Growth to Expansion

In 2017 they ventured into Data Science & Analytics and launched the Data Analytics certification program. Today Digital Vidya has trained over 35000 professionals through 3000+ trainings across 55+ countries in 9 years.

Their blog gets more than 250000 visitors per month. They are the official training partners for Google and Microsoft.

Marketing Summary (Today)

The Digital Vidya website gets around 5,00,000 visitors out of which 2,50,000 visitors are first-time visitors. Around 58% of the traffic is from India followed by the USA which constitutes 10% of traffic.

Around 70% of the traffic is from Organic search which is because of the SEO tactics that they focus on. Since Digital Vidya has established its brand name so 22% of its traffic is Direct.

The traffic from Emails, Referrals, Social and Paid ads is around 1% to 2%. 56% of the social traffic is mainly from Quora followed by 20%traffic from Youtube and 10% from Facebook. Traffic source images

Top of the funnel

1. SEO (Search Engine Optimization)

  • 1 to 3 articles/day – Check their blog
  • 1,000+ word articles – video & text heavy
  • Soft sell on Webinar
  • Online Scholarship Tests
  • Search-70.10% traffic comes from search( 97.96% organic search traffic and 2.04% paid traffic)
  • They also rank for keywords: Digital Marketing Courses.

2. Type of content they create

Business – Primary content

Industry-based – Secondary content

Interests & Persona – Tertiary Content

3. Paid Ads

    • They get 1.50% of their traffic from paid ads.
    • Type of Ads they’re running: Generic and branded keyword ads.
    • Some of their paid keywords
      • Digital marketing course syllabus
      • Digital vidya
      • Digital Vidhya
      • Digital Marketing course by government
      • Digital marketing course in Bangalore

4. Social

  • 2.74% of Digital Vidya’s traffic comes from social channels.
  • Quora contributes to 52.82% of their social traffic.
  • Youtube contributes to 24.40% of their social traffic.
  • Facebook contributes to 10.96% of their social traffic.
  • LinkedIn contributes to 5.11% of their social traffic.
  • Whatsapp Web apps contribute to 2.43% of their social traffic.

Facebook – Check out their profile

  • Chat window pops out
  • Placed phone number here for easy call
  • Number of members: 72,934
  • Post 2 times a day

LinkedIn – Check out their profile

  • 8226 members
  • 4 posts a month
  • Low engagement

6. Offline

Middle of the funnel/constant engagement with

  • Email: Once a prospect attends the webinar, The Digital Vidya team follows up with them through emails. They share the syllabus and course fees.

Bottom Of The Funnel

  • Sales Call: After a few emails the sales team calls the prospects to understand whether they want to join the course

Future Plans

Digital Vidya plans to start Job oriented courses in the next two years.

They plan to increase their market share by 200%. The COO of Facebook, Sheryl Sandberg has personally endorsed their work on her FB page for helping small scale businesses to go digital. Digital Vidya would like to further strengthen its position in India and also expand to newer geographies. They would also like to tap newer audience in India itself.

Challenges faced by the Digital Marketing Industry according to the founders

  • Finding Right Talent: Finding an appropriate talent in the digital marketing industry is very challenging as there is a huge gap between the demand and supply of skilled digital marketing professionals.

  • Most Dynamic Industry: As Digital marketing is one of the most fasting changing fields it is difficult for traditional companies to experiment with it for getting success in Digital Marketing.

  • Working with Agency: Organisations are still not mature in working with agencies and lack sufficient understanding of what to expect from agencies. There is a low entry barrier in forming an agency. Working with agencies as a vendor (vs partner) is another reason for significantly higher failure rates.
  • Measuring ROI: It is difficult to measure the ROI of digital marketing for a large number of organizations. Measuring ROI is the key advantage of digital marketing still it is a feature that is less unused.

Founder Insights

  • Digital marketing is a volatile and constantly evolving field so it is difficult to predict for a long time.
  • Predictions don’t really give value when you talk about Digital Marketing. The best way to understand the future is to follow the trends and keep monitoring the markets and customer behavior.
  • The more you personalize your Digital marketing efforts, the more edge you will get in promoting your product or service.
  • Regardless of the Digital marketing channel you use, the tactics will go a long way.
  • The best way to get ahead in Digital marketing is to keep yourself updated with the latest trends, find out what’s working best for your website and implement it. Keep learning from top blogs or take Digital marketing courses if possible. Get help from mentors so that you can avoid making some big blogging mistakes.
  • Learning Digital Marketing is for anyone with good analytics & language skills. This is a dynamic field but anyone can enter it. That’s because it is a very logical science.
  • If there’s one thing that can bring massive success to your business, it would be mostly SEO as the visitors who come from search engines convert really high.

Top Growth Hacks


Digital Vidya focusses greatly on SEO to get traffic to their website.70% of their traffic comes from search. They post quality content on their blog regularly. They post around 3 to 5 blog posts a day.


Right from the inception, Digital Vidya has been using Webinars to convert their prospects to customers. That’s have been a key to their success.

Online Marketing Helpline

In 2016 Digital Vidya launched Ask Digital Vidya – an online digital marketing helpline. Ask Digital Vidya is a community of digital marketing enthusiasts and experts, who are committed to contributing to each other’s growth by asking questions and providing answers across various aspects of digital marketing such as SEO, SEM, Social Media, Content Marketing, Growth Hacking, Mobile Marketing and Web Analytics.


  • Company Name: Indeed.com
  • Type: B2B2C
  • FoundersPaul ForsterRony Kahan
  • Year Founded and HQ: November 2004, Austin, Texas and Stamford, Connecticut; USA
  • Quote from the Founders:
    “”When we launched Indeed in 2004, Monster spent $250 million on advertising that year, The only way were going to be able compete with Monster being bootstrapped was to provide a product that is 10x better.”
    – Rony Kahan (2013)
  • Industry: Recruitment/ HR


  • Desktop/App:
    Both  Desktop and Mobile App
    Mobile: Both Android and IOS
    Android : 50M+ Installs ; 832K+ Reviews
    IOS – 7.5K+ Ratings; Ranks #18 in Business Apps


Indeed App Screenshots


What Do They Do?

Indeed is an employment-related search engine. The site aggregates job listings from thousands of websites, including job boards, staffing firms, associations, and company career pages. In the year of 2011, Indeed started to allow job seekers to apply directly to jobs on the site itself. Indeed also started offering resume posting and storage.

Indeed.com is a global company having a presence in over 60 countries and 28 different languages. It has a database of 16 Million+ Jobs.

Table Of Contents:

1. The Idea Behind Indeed

2.How They Got Their Early Adopters

3.Marketing Summary

4.Top Growth Hacks That Have Stood Out For Them


The Idea Behind Indeed

Post the acquisition of their company jobsinthemoney.com, Paul Forster and Rony Kahan were in search of their next big idea. This was at the same time when Google went Public.

Paul and Rony were particularly impressed with Google’s pay-per Click business model as it offered better value to the advertisers. With their knowledge of the Job Market, They decided to come up with a search engine for jobs and Thus Indeed was born.


How They Got Their Early Adopters-

a. Blogging –
Blogged 3-6 times a month on various topics like Job MarketTop JobsIndeed’s New FeaturesUpdates on Indeed.

b. P.R Coverage –

c. SEO– Location-based targeting- Real-time jobs in the location from which one is searching

d. Word of mouth – Word of mouth played a huge role in indeed acquiring its early adopters

Marketing Summary –

              Top of the funnel-


a. Indeed.com has 4 sets of blogs. Indeed Blog, Engineering Blog, Career Advice, Hiringlab. On average, Indeed.com posts 7 articles /month
b. 800+ word articles – text heavy
c. Top web competitors: monster.com, Simply Hired, Glassdoor, Monster, Career Builder and LinkedIn.
d. 51% of traffic comes from SEO, Highest traffic comes from SEO.
e. They also rank for keywords :

Organic :

Keyword Percentage Share
Indeed 48.96%
Indeed Jobs 2.46%
Indeed Login 1.48%
Indeed.com 1.38%
Indeed job vacancies 1.04%

Paid Keywords:

Keyword Percentage Share of Traffic
Jobs 12.27%
Job Search 5.12%
Jobs near me 3.42%
Indeed Resume 3.31%


 Type of Content They Create

  • Indeed  Hiring lab– Hirelab offers insights regarding factors that drive the global labor market conversation.
  • Career Advice– Tips/Tricks to succeed in the job industry
  • Find out/ Compare Salaries–Search and Compare Salaries using either company name or job title

Paid Ads:

Type of Ads they’re running

a.  Google Ads :
Indeed.com is Very Aggressive on Google Ads. It runs ads for generic location specific  Keywords like jobs near me, jobs in X ( X=location), hire and job search; Branded keywords like Indeed, Indeed Jobs, Indeed Resume; Keyword based ads for targeting Hiring Managers eg: Recruit, Recruit top talent.

Indeed ranks for Company names as well


b. Facebook Ads:

Indeed runs ads for:


a. Facebook –
Indeed uses the Global Page feature on FB to provide localized versions of their content for their users/ audience all over the world, but only with one universal brand name, total fan count and vanity URLs for Different Countries.


Indeed also has a specific Facebook page to advertise it’s work culture and jobs at Indeed. The following are the attributes of the Inside Indeed Page

  • Learn More as their primary CTA
  • Send chat button as secondary CTA -Chat window pops out immediately
  • Post 5 times on a weekly basis
  • Recently they have begun to Change the cover picture to broadcast messages
  • Total Likes: 11K
  • They post mostly about the Events organized/ attended by their employees, culture at indeed.com- #insideIndeed, stories about their employees and day in the life of an Indeed.com Employee


Check them out here

c. Instagram
Check them out here

d. YouTube –

  • Youtube plays the biggest role in Indeed.com’s social strategy. Youtube is a frontrunner and drives in 43% of the traffic in all Social platforms.
  • They essentially upload videos that can be run as Ads.
    Check out their youtube channel here
  • They post Videos about Job search tipsIndeed Client StoriesRecruiting and hiring tips and Just like their fb strategy – they’ve dedicated playlist videos for their target countries –USNetherlandsAustraliaGermanyUKIndiaCanada, and France.
  • They have uploaded 444 videos so far
  • Their videos have been viewed over 226,187,493 times.

Referral Traffic:

TOP Referring Sites
a. Indeed.co.uk
b. Indeed.ca
c. Indeed.co.in
d. Indeed.fr
e. yahoo.co.jp


a. Events:
Indeed.com has a dedicated site for conducting events.

b. Conferences:
Through this site they conduct dedicated conferences to help job seekers gain insight into the latest hiring trends, reach out to industry innovators, and gain and network new connections.


            Middle Of The Funnel-

Email :
On the basis of your previous search history, indeed keeps sending you emails containing job openings.


             Bottom Of The Funnel-

Email :
After Applying to the Job, Indeed usually comes up with a list of similar jobs along with a status of the application.

Top Growth Hacks That Have Stood Out For Them:

  • Building a team having local market expertise: Indeed.com started hiring local experts who had a solid understanding of the local job market in every city/state/country they expanded to. This is to ensure the site remains tailored to local job needs/ requirements.
  • Delivering relevant results with proper translation
    Indeed.com has a dedicated team that verifies every translation so that the context still remains the same and has employed a 3 step process to ensure seamless translation.
  • Ensuring searching a Job remains location specific
    Indeed.com lays a lot of emphasis on being accessible to job seekers in markets outside of the US and for this exact reason they keep location-based needs in mind. For eg, In some places, one might need some additional documents other than the resume while applying for any jobs. Indeed.com solves this problem very well- Keeping local needs in mind.
  • Clean interface -Easy to use- Very helpful with the tags that differentiate jobs :

    Indeed.com has a very clean interface

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Zomato's Marketing Breakdown

From 2008 to 2019, Zomato’s marketing has gone through a major upheaval. Find out what worked and what didn’t and how they have transformed to become an international brand with quirky content and a strong online presence.



Company NamePolicy Bazaar Insurance web Aggregator Private Limited.


One-Liner “Compare buy save” – Tagline.

Industry: Insurance.

Sector: Fintech.


Policy Bazaar is an online platform that aggregates insurance plans and serves as a marketplace for policies.

Policy Bazaar has tied up with insurance companies to provide their customer with information like price, terms, insurance cover, benefits, etc. They have more than 9.394M unique visitors to their website every month.

Policy Bazaar had a growth of 228% in 2017-18.

They sell more than 17,000 policies per month.

In 2018, they had raised $200M as funding from the Japanese based conglomerate, Soft Bank. With this Policy Bazaar became the second Fintech company to enter the unicorn club after Paytm. Policy Bazaar has more than 5000 employees headquartered in Gurgaon, Haryana.

Founded: 2008.

Founders: Yashish Dahiya, Alok Bansal, Avaneesh Nirjar

CEO: Yashish Dahiya.

Desktop/App: Responsive and Mobile friendly Website.  App on Google Play and the App Store.

Table Of Contents:

      1. The Idea to start Policy Bazaar

      2. Investors

      3. Competitors

      4. Early Adaptors

      5. Marketing Summary-Today

      6. App

      7. Top growth hacks that have stood out for them

1. The Idea To Start Policy Bazaar

Yashish Dahiya’s first venture was First Europa, a car Insurance comparison service company established in London, 2005, which failed to take off although it served across nine geographical locations. Besides, he had the experience of working with an online travel aggregator. With all these experience he moved to India in 2007-08.

While he was analyzing his father’s financial documents he came to know that his father was not given the full information about his insurance and that his father was cheated by an insurance agent. These suspicious activities lead him to start Policy Bazaar in India with Alok Bansal and Avaneesh Nirjar.

2. Investors:

Policy Bazaar has 12 investors with total funding of around $346M.

Their investors are:

i). Intel Capital, May 2011.

ii). Intel Capital and Inventus Capital Partner, March 2013.

iii). Inventus Capital Partner, Info Edge, and Intel Capital, April 2013.

iv). Tiger Global Management, May 2014.

v). PremjiInvest, Tiger Global Management, Ribbit Capital, Steadview Capital, ABG Capital, April 2015.

vi). Temasek, Tiger Global Management, PremjiInvest, Info Edge(India) Ltd and other investors not disclosed, October 2017.

vii). Soft Bank and Info Edge(India), May 2018.

3. Competitors:

When it comes to business, it is good to have competition. Similarly, Policy Bazaar also has competition.

Here is the list of few competitors of Policy Bazaar:

i). Bankbazaar.

ii). Coverfox.

iii). Easypolicy.

iv). PolicyAdvisor.

v). Acko.

4. How They Got Their Early Adaptors

i). SEO: Yashish Dahuya says that in the early days they had a digital marketing team dedicated to SEO and content.

ii). Guest Blogging: Yashsish Dahiya did Guest blogging on Livemint at the very start.

iii). Television ads and Featuring on personal finance tv/online shows.

5. Marketing Summary – Today



Top of The Funnel


 SEO(Search Engine Optimization):

i). Articles related to the insurance industry.

ii). Text-heavy articles.

iii). Articles with a word count ranging from 500 to 6000.

iv). Policy Bazaar is not consistent with publishing articles.

v). They post 0-13 articles per month. Not consistent. 

vi). 55.13% of their traffic comes from organic search.

Types Of Content They Create:

i). Business-Primary Content: Policy Bazaar shares content explaining various benefits of using their services.

They have written articles like “PB Assurance-mediclaims made easy”,Benefits of Buying Insurance Online and many more.

ii). Industry-Based- Secondary Content: Articles on the insurance industry and insurance companies and their benefits. They cover topics like “What type of policies they are selling and what benefits they are providing to the customers”.

 Articles such as Best Health Insurance Plans in India, Best Insurance plans in India 2018, Top 10 Benefits of United India Health Insurance can be read on their website.

iii). Interests and Persona-Tertiary Content: Policy bazaar aims at solving customer queries and problems with their content. The articles include tips, criteria to consider, guide or methods.

Articles like How to check Life Insurance policy status online, Tips to Buy and Renew Cigna TTK Health Insurance Online,

 Things You Shouldn’t Ignore While Buying Maternity Plans.

Paid Ads:

i). 11.13% of their traffic comes from paid traffic.

ii). Policy Bazaar has 33 Google PPC keywords.

iii). They have around 307 ads running at any point in time.

iv). They run Text ads, Image ads, and HTML ads.

v). Policy Bazaar has a total of 806 image ads, 2071 HTML ads and, 17456 text Ads running.

vi). The total ads spent on Policy Bazaar range from INR 1.5L-3L per month. 

vii). Policy Bazaar runs branded keyword ads, generic keyword and competitors keywords ads.

    • They have ads with brand name+main category, which act as a branded keyword ad.
    • They run generic keywords ads where they target a particular category of the Insurance sector. Example: Life insurance plan 2019.
    • Competitor keyword ads: Policy Bazaar’s competitors are the insurance companies itself, selling their policies directly on their website.

xi). Yashish Dahiya in one of his Youtube video said that Adwords helped them in their starting days. He states how their traffic increased with the use of AdWords.

Social Channels:

1.17% of their traffic is from social media. They are active on major social media platforms, but engagement is not that encouraging.

i). Youtube: Channel Name: Policy Bazaar

  • Policy Bazaar has 12,475 subscribers on their channel.
  • Shares primary, secondary and tertiary videos.
    •  Primary content- explaining policy bazaar and its benefits.
    • Secondary content- explaining the benefits of different types of insurances like SIP, ULIP.
    • Tertiary content: Policy Bazaar conducts discussions and events with common people and guides them. They share views regarding current events, eg. women’s day, Holi, etc.
  • In social media channels, youtube acts as a major traffic driver.
  • They share 7 to 9 video per month.
  • It contributes to 43.64% of social traffic to the website.
  • There are 405+ videos with 12,000 + subscribers on youtube which explains the benefits of policy bazaar, how to use it, how they can make a profit from Policy Bazaar and so on. Traffic to their website is driven by these videos as well.

ii). Facebook: Policy Bazaar

  • Facebook contributes to 27.69% of policy bazaar’s social traffic.
  • They contribute 5 to 6 posts per day.
  • Type of posts: Primary, secondary, tertiary posts.
    • Primary content: Shares features of Policy bazaar website like mentioning benefits of “my account” on their website.
    • Secondary: Shares 2 to 3 articles from their website.
    • Tertiary: Sharing customer feedbacks.
  • Sharing videos from their youtube channels.
  • They have a Facebook page dedicated to their help desk named as PolicyBazaar Help Desk.
  • On their Policy Bazaar HelpDesk page, they share customer feedbacks and features of PolicyBazaar like explaining benefits of “My Account”.
  • They contribute one post per day on their help desk page.
  • They spend on Facebook Ads to reach their customers on Facebook.

iii). Quora:

iv). Twitter: Policy Bazaar

  • 12.2k+ followers.
  • They tweet 4 to 5 times per day.
  • Share content similar to facebook.

v). Linkedin: Policy Bazaar

  • 18,861+ followers.
  • They post 4 to 5 times a day.
  • It contributes 1.66% to their social traffic.
  • Articles from their website.
  • New features of the website.
  • Employees birthdays, employee awards are shared.
  • Events, discussions videos from their youtube channel are shared.

Referral Traffic:

i). 7.39% of Policy Bazaar’s traffic comes from referrals. 

ii). They use affiliate marketing.

iii). Platforms used for affiliate marketing:

  • Outbrain
  • VCommission
  • PopAds
  • Taboola


i). Television ads: Akshay Kumar, the famous Bollywood actor is their brand ambassador 2018-present.

There are Tv commercials featuring Akshay Kumar to generate awareness to the wider population.

ii). They are increasing their expenditure on television ads. HotStar acts as a catalyst to generate awareness among young people about insurance. 

iii). Featuring on personal finance shows: Experts from Policy Bazaar attend personal finance shows and answer queries related to insurance industry. They have appeared on ZeeBiz.comIndia today, News24, CNBC Awaaz, headlinestoday.


Middle Of The Funnel/Constant Engagement With

i). Visit the website to compare policies.

ii). Submit phone number and email id. They send quotes to our email id.

iii). Compare different policies.

iv). Make a purchase.

v). If we don’t make a purchase we get a sales call, helping us to decide and make a purchase.

Bottom Of The Funnel

i). After buying we get all the information to our e-mail.

ii). Thank you page.

iii). “Thank you” e-mail with purchase details.

6. App(Android and IOS)

i). They have 1M+ app downloads.

ii). Policy Bazaar App is easy to use on the go.

iii). All the purchases are visible under My Account section.

iv). The Funnel for the App works the same as the website.

v). As we install the app, we are asked to create an account.

vi). Compare policies.

vii). Get call from sales team explaining policies.

viii). Make a purchase.

ix). Thank message along with purchase details.

7. Top Growth Hacks That Have Stood Out For Them

i). SEO

Articles: Policy bazaar has a praiseworthy collection of quality content on their website. There is a detailed explanation of each and every category/topic. Every category page has a detailed explanation of their products. Content on their website targets various keywords/age-group related to the Insurance industry.

If you type a search phrase related to insurance; Policy Bazaar appears in the first 3 positions on Google. Their articles are very informative. This attracts traffic to their website and in turn results in the sale.

ii). Policy Bazaar has Call to Action on every page and in their article page.

iii). Television Ads:

The use of television commercials to educate the larger population attracted more people to visit their website. The use of famous comedians like Kapil Sharma and Bollywood actor Akshay Kumar worked well for their digital awareness campaigns.

iv). Customer Service:

At Policy Bazaar they believe that business growth is when they solve customer problems faster and effectively. So, Use of Amazon Polly, a text to speech solution helped them solve their customer queries. This resulted in happy customers.


Email us at ani@growthspartan.com with Subject Line: Company name<> Feature Us

For more updates like our page Growth Spartans.


Fact Sheet :

Brand: FusionCharts
Business: Data visualization Products
Founder/CEO: Pallav Nadhani

“Even in this intangible world of software, it is all about people. Customers, employees, vendors, partners, industry watchers, they are all people. And people have their own aspirations, wants and needs, that you need to listen to and take care of. ”

– Pallav Nadhani, Founder and CEO , FusionCharts


Table of contents :


  1. Early days (Marketing)
  2. Idea to demand validation aka 1st Customers
  3. Launch of FusionCharts
    1. Marketing
    2. Product
  4. Expansion
    1. Marketing
  5. Summary of Marketing
  6. Advice from Pallav AKA Words from Pallav


The story that FusionCharts has written :


FusionCharts, part of InfoSoft Global Ltd, is privately held software provider of data visualization products. These are clean readable charts at an affordable price with minimal effort.

In the last decade, the company has been a stellar example of absolute genius of solving data monotony with their fascinating skills.

A 100% bootstrapped company, FusionCharts caters to 23,000 customers and 500,000 users in 120 countries. Apple, Google, ZOHO, Cisco, Facebook, Intel, LinkedIn, Microsoft are some of its major customers worldwide. It has clocked revenues of up to $7 million (Rs 39 crore) and has only been climbing the ladder ever since.  


  1. Early days (Marketing) :  

     A) Launching the Idea :

The ideal choice that Pallav had was to create interesting and fascinating charts for the boring business presentations. In his early days, he encashed on his engineering skills and curated interesting chart that could go along with the articles that he wrote for ASP Today. With time, he received good response and thus developed his first product FXcharts that gave his customers different chart layouts for presenting and analyzing their businesses.

Pallav has directed all his energies in building his idea into a product. He did all the coding single-handedly in almost 3 months. However, to sell the product he had to price it well and check if there was enough demand for it in the market.

Virtual Software Store came to their rescue and gave them the lowest price software could be priced at – $15. The software store also helped them with collecting payments. However, the hefty 25% gateway fee was becoming a trouble. They kept cheque payments as an alternative.

 2. Idea to demand validation aka 1st Customers :

 Now that the product was ready for the market, it was significant to comprehend if the market    was ready for the           product.

  1. Technical sites:  It was his obvious option for writing about the product and marketing it to his customer base. He also went back and discussed about his product with the developers at ASP Today.
  2. Word of mouth: Slowly the word travelled and his first purchase request hit his mail. He describes it as the ‘sweetest email anyone had ever written to him.’ He got his first cheque payment.
  3. Feedback: : He was in constant touch with his customers to understand their needs via the early downloaders and feature requests that kept coming in. He released 4 new versions of the FXgraphs in a span of few months.

   3. First Set of Customer to Growth :

       Launch of FusionCharts :

On 22nd October, 2002, he launched FusionCharts keeping in mind every mistake that he had made in the past.More Chart types, better documentation, a logo and a tagline to go added to the product. He backed this by sound payment options, completely removing cheque payments.

Pallav priced the user edition at $35 and developer Edition at $99. This was a product ready to explode!

He worked at his 2D charts conscientiously and develop a new charting component called Fusion charts.

    A) Marketing :

i) Guest blogging on tech websites :


Blogging on tech websites had been the foundation stone of the FXgraphs and had worked exceedingly well for it. Thus, the tested method was applied at Fusion Charts as well. He drew comparisons between traditional charts and the new age modern choices that his tool presented.

The working and installation of his tool was indeed advanced and yet easy!

ii) Directories :

Tech directories were indeed another major market where the potential customers of Fusion charts could be easily targeted. These directories have a huge relevant crowd that would serve as a ready demand for the product at hand. Demand met supply!


As a startup if you’re interested, here are a 100+ directories that you can list yourself on.

iii) Featured listings :

Realizing the potential of directories, Pallav shelled out a hefty amount of $256 to get featured listings on directories, which was earlier used as a free platform to increase his visibility.

iv) Adwords :

Google Adwords were underpriced then and were indeed the best way to market your product extensively.  He grasped the basics of search marketing and worked his way up to $1.4M company in the single financial year.


If you want to look at their exact SEM strategy, take a look at SEMrush.com and it will give you keywords, ad copy and ad strategy.

v) Resellers :

In non-speaking countries, Fusion Charts used the reseller model to their benefit across countries like China and South Korea. Fusion Charts were now hitting big numbers on all charts across revenues and accessibility! The reseller model is a 3 tier strategy wherein, the sellers are divided into Elite Resellers, Preferred Resellers and Authorized Resellers depending upon the sales they generate and the association they have with their buyers.

vi)  India Trade Shows :

Trade shows in NASSCOM conclave familiarized people with his product and company with creative ideas of ‘make a chart, get a cookie’. It was a huge success.


vii) Huge PR coverage :


Almost all-home and foreign media treated Fusion charts as their own baby and threw immense amount of limelight on it. It a major marketing push!


viii) Slideshare:

Slideshare, a brand that has gone places, picked up a lot of modules of FusionCharts and published them on their websites only adding to the numbers that were accelerating at a good pace.


To understand how Slideshare grew from a tiny start-up into a mammoth in its industry, check this out.   

ix) Growth numbers :

FusionCharts grew to10k users by March 2008 with $2.8M in revenue. It had a lot of the fortune 500 companies as part of their customer list including NASA and World Bank.

B)  Productt :

Customisation was Pallav’s second nature while developing products and launched new widgets. He based newer versions on the feedback he had received on his previous versions.

i) Gadgets for Google :

Stepping up to the opportunity presented by iGoogle, they released FusionCharts Google Gadget. Google put it out as a featured gadget and wrote about it on its blog. This was a classic example of free marketing being more valuable than paid marketing.

ii) Combating Competition:

His competition was twerking Pallav’s product and selling it at cheaper prices. Pallav combated competition very smartly by giving out the previous version for free when he launched a newer version of the product. Thus, making it the most inexpensive.
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Expansion :

 A) Marketing :

 i) Creation of Book

Luck favors the prepared. As the company reached 20k customer mark in 2012, Packt Publications came out with a proposal to write a beginner’s guide to Fusion Charts, making it the first data visualization solution in the industry to have a book!

ii) More trade shows :

International trade shows sealed its presence! It was bound to emerge at some point and it did so globally at these trade shows.

iii) Huge PR:


 A) Obama : “ Obama follows FusionCharts on social media”, “the President loved them” were the biggest marketing stunts that created immense value for the company. Obama had personally put FusionCharts on the map!

 B) Federal Charts : US Federal IT used Fusioncharts to display the statuses of important IT projects to the public. It was easy to build and easy to understand. Huge marketing tactic for the company!

iv) Sales Team :

Pallav decided that it is time to have a dedicated sales team at work. Even while setting up this team, he was clear that, sell FusionCharts to a customer only if he needs it.


FusionCharts came out with a new website that acts as a medium of communication between the company and its customers. All the new features and versions of a product could now be found at one place.

A lot of updates are released as and when the market demands. :

  1. Collaboration Filters on SharePoint in May,2018
  2. Brand new Dev-centre with videos and tutorials in March,2018
  3. FusionCharts v3.4 released in June, 2014


5.Summary of Marketing


If this seemed interesting, take a look at our other marketing breakdowns that we’ve cracked for you earlier.

LAUNCHING THE IDEA Blogging + Charts visualization on technical sites like ASP Today. Lost money on first sale.
  1. Technical sites
  2.  Word of Mouth 
  3. Feedback from Blogging Audience
3D Version of FxGraphs had no buyers.
  1.  Directories
  2.  Featured listings
  3. Adwords
  4.  Resellers
  5.  India Trade Shows
  6.  Huge PR coverage
  7. Growth numbers
  8.  Slideshare
Competition that was stealing from FS.

  1. Writing a book with Packt Publication.
  2. Global Trade Shows
  3. Setting up a Sales Team
  4. Better products

Partnerships with larger events

International stores


  1. PR from President Obama
  2. US Federal IT used Fusioncharts
  3. New revised website


  1. Advice from Pallav AKA Words from Pallav :

Pallav has had his blinkers on for more than a decade and a half. From the horse’s mouth :

The past decade as a sum of business learnings has been nothing short of tremendous. Nothing in the business world is carved in stone. Traditional business wisdom has no guarantee of working for you. Business isn’t just about your product or service, a large part of it is about what people feel about you. A genuine conversation, a good story, they all add up.  “



BYJUs featured image

BYJUs featured image


BYJU’s joined the fast-growing and much sought after Unicorn Club earlier this year after it touched the $1 billion valuation mark. It is the first EdTech company from India to reach this milestone and also enjoys the distinction of being the only member in the club from the Indian Edtech space as at date.

BYJU's Logo

Fact Sheet

Brand: BYJU’s
Business: Developing online learning solutions (K-12 segment) and competitive test preparation platforms in India.
Founder/CEO: Byju Raveendran
Co-founder: Divya Gokulnath

 “The problem with our education system is that it gives more importance to breadth than depth. We tend to create many generalists and very few specialists. The focus is on working hard on your weaker areas. On the contrary, I believe you should focus more on building your strengths.”

– Byju Raveendran

Named after its founder, BYJU’s went from being a pioneering offline learning platform to a successful online learning medium that caters to the K-12 education system of India. It also provides prep solutions for professional courses such as GMAT, CAT, IAS, and JEE. What began as an offline coaching center is now a behemoth in the Indian education market. BYJU’s growth story is that of a startup which purely grew offline based on its founder’s brand to fit the needs of a market perfectly. BYJU’s, one of the largest EdTech companies in the world today, working towards revolutionizing education through technology. It is poised to address the challenges that plague schooling in India – lack of access to good teachers and undue emphasis on exams both of which lead to poor student outcomes.

BYJU’s has had an eventful entrepreneurial journey thus far. A timeline to help capture some key milestones.

BYJU's Timeline

Early Days

During his childhood, Byju studied in a Malayalam-medium school in his hometown of Azhikode, Kerala, both inside and outside the classroom. Despite being born into a family of teachers (mother was a math teacher and father a physics teacher), Byju was accustomed to an unstructured environment which helped him choose between study and play at will. His parents and teachers never interfered in his learning or games which helped him immensely. They encouraged his interests in sports which led to him playing multiple sports at the University level.

After finishing his schooling he went onto pursue a degree in Mechanical Engineering from the local university which was acceptable by his parents. They wanted him to become either a doctor or an engineer (may sound familiar to most Indian children) and they were content with his decision. He graduated and went on to take up a job as a service engineer with Pan Ocean Shipping Ltd, a UK-based shipping firm. This job required him to be at sea for six months of the year. When he docked in 2003 for three months he went to Bangalore to meet his friends which is when Byju discovered his special ability for teaching complex and advanced concepts with relative ease.

Launch of Idea

In 2003 while on vacation in Bangalore, Byju offered to help his friends study for the CAT exam, the common entrance exam for the IIMs and other Indian business schools. He too wrote the exam for a lark. His friends did well and he ended up scoring in the 100th percentile. He did not want to pursue an MBA so he did not give the interview.

He took the exam yet again in 2005 and scored in the top 1 percentile. Got in again and attended the interview. Byju was clearly not interested in the destination but in the process. His approach to studying for an exam such as this was what he wanted to focus on and spread among friends.

Byju’s Approach to Learning

Due to his upbringing, Byju had a different approach to learning.

  • Byju didn’t read a lot of books but picked up English by listening to commentaries.
  • He focused on the underlying problem while trying to find solutions to questions.
  • His efforts were directed towards digging deep and capitalizing on his strengths as opposed to knowing just the basics of everything.
  • Byju did not give in to the general tendency of practicing to perform under pressure. He learned for the exams but learned enough so that the exams were a smooth ride. Like any other day.

Informal Workshops

Byju began sessions with 10 friends who in turn told their friends. The count grew to 15 and the sessions turned into informal workshops being conducted in coffee shops. It slowly grew to 30-40 people which is when they had to take it to a classroom. All these sessions were free. He helped people to understand the problem underpinning a question and break it down into something which was a lot easier to answer. According to Byju, “you learn the best when you start asking questions, not to teachers, not to parents, but to yourself.” The other aspect of his teaching involves getting students to take on the primary responsibility for their learning by taking the pressure off, making the concepts attractive, and getting them excited about learning.

Idea to First Set of Customers

The first signs of monetization came with wanting to conduct the sessions at a larger scale due to increased demand. Once there was a demand for more than 50 people Byju and his friends decided to find an auditorium. The auditorium rental was Rs. 100,000. They decided to charge Rs.1000 per student and gauge how many people actually signed up. The marketing was through word of mouth and references. The attendees were serious CAT aspirants and almost all were working professionals. On D-day the auditorium was filled with 100+ people and they more than met their costs.

BYJUs Workshops

This entire journey began with his halt at Bangalore for a vacation and he stayed on to do this with his friends during his 3-month break. He didn’t think of this as a business at the time.

Demand Validation to Growth

It was 2007 and by now BYJU had figured out who his customers were. Although the CAT had both verbal and math sections, a lot of his hacks and content focused solely on Math and Data Interpretation. The results were promising which led to word spreading about the sessions and students signing up before the exam.

Planned Beginning

During this phase, the approach started informally and only when the results began to show it became a lot more formal and organized when Byju realized that he was clearly not going back to his job at the shipping firm. The plan was to make the classes scalable as a program across cities in India.

Here is how he and his team went about setting things up and how it panned out –

Program Structure

  • It would be a 10-week program but students could also join between Week 1 & Week 10.
  • The program would have a rolling format with multiple ongoing batches.
  • There would be weekday and weekend batches.
  • People would need to pay upfront for the 10-week program.
  • Pricing
  • The initial price point was set just to break even
  • There was an initial free session followed by the 10-week session.

 Competition (at the time)

  • TIME, Career Launcher, PT Education.
  • Organizations, not individuals.

Initial Playbook

  • The team zeroed in on a few select colleges through the respective alumni.
  • All the marketing efforts were student-led. 2 to 3 enterprising and active students in each college served as evangelists who helped promote a free quant workshop which was then followed up with signing up for the program.
  • They did everything from booking the auditorium to getting close to 200 to 300 students to attend by leveraging the alumni connection and building a brand with the use of student power.
  • This was done online through social groups, mailers, and virtual bulletins.
  • They also used offline media such as print flyers, ads and of course, word of mouth to spread the word.
  • The pitch used to help draw in the students was “Classes by a CAT topper. Backed by strong content.”


Until 2007, close to 2500 students in Bangalore had already graduated from the program.

Program’s Success

  • The program was conceptual and motivational.
  • It was divided into intense 4-hour workshops which called for extreme focus. If you blinked you would end up missing something.
  • It was unstructured, unlike the conventional class format.
  • The program offered a lot of hacks on how to beat the exam.
  • It offered tons of conceptual clarity, making it easier for students to solve all kinds of questions.
  • Students were able to see an immediate increase, with some moving from 97 percentile to 99.
  • The format offered plug and play concepts with immediate results.

Growth to Expansion

This phase of growth saw robust efforts being made towards marketing, product development, and expansion activities. BYJU’s had the advantage of speed. The team was able to gauge the need, required aptitude and expand in the respective areas.


Newspaper Ads: Print Ads were placed in national and regional newspapers like The Hindu urging CAT aspirants to try out this “new kid on the block”. A lot of students registered because it was free. More often than not they would receive a call from Byju himself after they registered. A personal account of a student who got to know of BYJU’s through this route.

TV Ads: BYJU’s launched TV campaigns to encourage learning among students. These led to the total number of app downloads crossing 6 million. Despite not spending a great deal of money, BYJU’s managed to tap into serious users (almost 70%) that were present in the non-metros.

BYJU's Fall in love with learning

Large Scale Workshops: The team began organizing workshops on a larger scale with close to 5000-10,000 people in attendance. BYJU’s moved the venue from auditoriums which could no longer house such numbers to stadiums. The app was thus downloaded in large numbers by the attendees.

Workshops in Stadiums

Google AdWords: This form of online marketing was deployed under BYJU’s parent company, Think & Learn Pvt. Ltd.

Word of Mouth: The local student representatives in each city helped spread the word through verbal and virtual bulletins.


Books with Notes: In addition to the classes BYJU’s also sold books which provided simple notes for every topic that facilitated the learning process.

Tab + Preloaded Educational content: It partnered with Samsung to sell a pre-loaded tablet which contained UPSC content. Until the time of the exam the tablet could only be used to study from content related to the exam, but after that, it became a general all-purpose tablet.

Subscription Model: BYJU’s used the subscription model to generate revenues. It charged a yearly subscription of Rs.12000 which was its main income generator. The SD card sold as part of the subscription could be used on a mobile phone or tablet.

Courses: Classes taken as part of the courses were a huge draw and contributed significantly to the revenue stream.

Apps: These provided a range of services and ways of engagement-

Mentoring: It was used to provide mentoring sessions that cost Rs. 1000 for a 45-minute one-on-one session.

  • The user could create the session
  • Choose the individual subject/topic

Quiz: Students could invite friends and challenge other students across diverse subjects. The App provides a Quiz Up like interface for the same which helps improve engagement.

Tests: There were free tests the users could take to increase learning and improve their knowledge.

YouTube Content: With 139,000 subscribers, BYJU’s monetized through ads on YouTube.

BYJU’s The Learning App

BYJU's The Learning App


The app mainly targeted children from Grade 4- Grade 12


  • The app had a freemium model (free and premium) right from the beginning.
  • There was a 7-day free trial @ Rs 299
  • The full course could be downloaded @ Rs 9,900
  • Average price was Rs 10,000
  • It had categories of content
  • No discounts were made available. The logic being the price was pegged at Rs. 1000 a month. This price was maintained from the beginning. Only government schools and those who could not afford it were not charged. However, there was a large market that could afford it. It was a more expensive option when compared to a textbook, but a lot cheaper than a tuition center.

Format of Content

  • Free videos
  • Free tests
  • Unlock complete course and content at a price


  • It took 4 years to fully develop this interactive product through multiple explorations and product focus involving formats and options.
  • The product combined Tech + Media + Content. According to Byju “Most Edtech companies across the globe, ones who actually create content do it in two ways. One is by simply capturing what is being said and the second one is by using 2D animation, 3D animation and characters to teach. What we have done is, we’ve mixed real teachers with animation, making it a seamless experience. It took us so much time and so much effort to bring out the energy through the videos.”
  • The app contains popular videos, free concept videos, guides.
  • It also contains a Live Chat feature.


  • The biggest challenge is the notion that students need spoon feeding.
  • Without the freemium model, it was difficult to demonstrate the potential for the same.
  • Getting students to use a tablet has been a hassle, but the next generation will learn only from tablets.
  • Establishing a pan India brand in the offline model is difficult.

Summary of Growth

Launch of Idea

(2003 – 2006)

  • Unique Approach to Learning
  • Informal Workshops
Idea to First Set of Customers

(2006 – 2007)

  • Formal Workshop (Auditorium)
Demand Validation to Growth

(2007 – 2009)

  • Planned Program
  • Structure
  • Pricing
  • Playbook
Growth to Expansion

(2009 – 2016)

  • Marketing
    • Newspaper Ads
    • TV Ads
    • Large Scale Workshops
    • Google AdWords
    • Word of Mouth
  • Products
    • Books with Notes
    • Tab + Preloaded Educational content
    • Subscription Model
    • Courses
    • Apps
    • YouTube Content
  • BYJU’s App
    • Demographic
    • Pricing
    • Format of Content
    • Product
    • Challenges

Distribution of Traffic

SimilarWeb, a data collection tool was used to gather statistics related to online visitors.

Close to 81% of the traffic is from search due to its high Domain Authority in India which increases the probability of its content showing up on organic results for users in India where it is majorly used. It is also indicative of BYJU’s optimized content. BYJU’s ad budget is mainly taken up by Google’s Display Ads which get featured on sites globally, followed by some local sites and paid referrals.

The social traffic is mainly through YouTube where BYJU’s hosts its training videos. It also receives significant mobile traffic through its diverse and free learning apps which are a roaring success.

As at April 2018, BYJU’s had 15 million users, close to 900K paid annual subscriptions and a high annual renewal rate of 90%.

SimilarWeb BYJUs Overview

SimilarWeb BYJUs Sources

SimilarWeb BYJUs Geo

SimilarWeb BYJUs Social

SimilarWeb BYJUs Ads

SimilarWeb BYJUs Apps


The funding history with specific milestones appears in the Timeline above.

However, there was significant learning before and after the fundraising events that Byju speaks of.

Why Raise Funds

  • Byju did not need funds for operations in India. He needed them because he aspired to make BYJU’s a global brand.
  • He did not copy the US or China when it came to product development. BYJU’s products stand at the intersection of Content, Media, and Technology which cannot be fully automated. The funds are required to propel a brand which clearly goes beyond education. It is an amalgamation of the aforementioned pillars of communication.
  • India is a particularly difficult market in which to get students to learn from a device (mobile/tablet). However other English-speaking countries are a lot more advanced and are already onto this. However, the products in use are below par thus Byju wants to expand and create products for these international markets.
  • It wants to use a significant portion of the bandwidth available from funding to create interactive videos and games.
  • 100% of the revenue earned is retained within BYJU’s. Everything is done in-house. Right down to the background voiceover and music. Byju wants to keep it that way.
  • He has and will continue to use the funding to acquire interesting products that can help the brand gain a competitive edge.


  • Byju selected investors who actually love Edtech, liked the initiative and were not interested in investing only because it is hot.
  • The company saw early and continued interest and support from Aarin Capital, followed by Lightspeed India Partners, Sequoia India and Sofina.
  • BYJU’s was the first Asian company to be selected by the Chan Zuckerberg Initiative for investment towards creating a social impact.

Mark Zuckerberg's FB post

Use of Funds

  • Accelerate product development.
  • Launch new disciplines and a tech piece for students.
  • Hire more people.
  • In 2015 the BYJU’s The Learning App was launched.
  • The app was developed into a highly personalized platform with a very strong tech team.

Founder Insights

On Learning

  • Learn on your own: When you learn on your own, you are making questions. Byju’s learning methods predominantly hinged on visualizing techniques to understand concepts.
  • Take up a Team Sport: Playing outdoor sports from a very young age gave Byju a lot of the social skills and confidence that have taken him far in his business ventures. The balanced focus between study and play helped him both in class and outside too. “That’s how you develop your skills on how to work in a team, lead a team, how to inspire. The killer instinct and controlled aggression, it’s all from what you learn in class and a great deal from outside,” Byju adds.
  • Play with Numbers: Math should be treated as a shorter language and not a subject. A language comprising words, variables, and numbers. Byju structured his learning so as to consistently play with numbers on a daily basis. This also led to a very unconventional way of teaching because of his understanding of the language. Still speaking about Math.

On Working

  • Build a Personal Brand: The efficiency of the product/service should be synonymous with your brand’s persona to reinforce customer confidence and brand recall.
  • Create Offline Communities: The offline model is a lot more crucial at the outset for personalized service and to help spread the word through references. This may be overlooked due to easier access through the online model.
  • Maintain a Lean Operation: BYJU’s clearly had a lot of funding very early on but it took a keenly followed lean model that led to reaching the much-awaited Rs. 100 crore revenue milestone earlier this year.
  • Make it Goal Oriented: Attaining short-term goals consistently while keeping your eye on the prize helps build momentum and keep things moving.
  • Creating more Byjus: According to him “If you ask me where I have been successful, it’s in recreating a lot more Byjus or better than the original Byju. I have been able to sell my vision of making an impact in terms of how the students are learning and why that is important. Coming from my kind of background, I know that education is the reason for what I am today and education is the only way to make it big or the best way to make it big, depending on which section (of society) you belong to.”
  • Building a special culture: For Byju the line between office and family is thin. Friends and family are at work. Every day is a Sunday when you do things that you love with everyone aligned to the same vision.

On Personal Growth

  • Compete with yourself day in and day out: Your competition is not with others, it is with yourself. Especially when you are creating something which people have not done before, the competition has to be with yourself.
  • Increase your aspirational level as much as possible: Even if it means losing, maintain a benchmark that is par excellence.