StoreKing: Taking ecommerce to rural India

Each of my visits to Europe has taught me something new over the past few years. My recent visit in April-May, I had to travel through three countries – Switzerland, Germany, and Italy. What struck me this time was how much the local language was used in a lot of business and commerce, with English being the common language. While looking for similarities between India and the European continent, I was amazed at how much they value their local languages. For instance, my colleagues in Germany did my hotel bookings for Nuremberg and Rome through Booking.com and HRS.com, and the entire communication cycle was in German language. Not surprising. But it triggered the thought about “why don’t we have websites and mobile apps in India’s languages?” What would be the impact of an ecommerce site in a local language like Kannada on a rural consumer in say, the Dakshin Kannada district?

I began my exploration and in a recent road trip to Tiruchchirappalli (Trichy for the phonetically challenged) in Tamil Nadu, I experienced the power of StoreKing. StoreKing is not a traditional retailer or an ecommerce firm. It leverages the power of ecommerce and solves the three major problems faced in rural penetration of ecommerce – language barriers, non-specific addresses, and trust. A detailed description of the StoreKing business model is available in a write-up on YourStory.in (read here), but for the sake of explanation, let me briefly introduce the same.

StoreKing approaches rural retailers (brick and mortar) and convinces them to install the StoreKing kiosk/ buy a StoreKing tablet in their shops. These kiosks or tablets are powered in the local language, and has a large variety of SKUs, ranging from electronics, appliances to digital goods like mobile/ DTH recharges. Customers walk in to the store, and with the help of their trusted retailer, browse and shop on the StoreKing kiosk. Once they have placed an order, they pay the retailer in full, StoreKing communicates with the customer through their mobile phones in their local language. The problem of poor (ill-specified) addresses is taken care of by dispatching the goods to the local retail shop (from their central warehouse in Bangalore) within 48 hours. The retailers receive a 6-10% commission on the sale proceeds. Though I am not sure how StoreKing sources the goods, it uses the standard FMCG distribution network to ship the products to the retailers.

StoreKing’s last-mile connectivity to its rural consumers addresses the three main problems faced by traditional ecommerce firms – lack of scale in rural markets to justify investments in delivery infrastructure, lack of sufficient data about rural consumer habits and preferences, and their (misplaced) perceptions about rural buying power. An older YourStory.in report talks about how StoreKing’s customers bought dishwashers (not one, but two for the same household) and iPhone 6s (read here). The lack of scale has been overcome by adopting a hub-and-spoke distribution system that piggy backs on the FMCG distribution network.

I am not sure this happens, but would it be possible for the customer to change the default language of communication? I appreciate that rural India would not have enough linguistic diversity to justify this, but if StoreKing were to penetrate into border towns like in Belagavi (nèe Belgaum) district, where multiple languages are used, it would definitely need customization.

StoreKing has partnered with Indian Oil petrol bunks (gas stations) as retailers (see here); as well as Amazon.in, presumably for expanding their breadth of products. The recent media reports talk about Amazon.in’s Udaan initiative to reach rural customers with limited internet connectivity, and the synergies Amazon.in will have through this partnership with StoreKing, but not the perspective of StoreKing. Amazon.in would leverage their deep local presence and established distribution network; and I would guess StoreKing would significantly benefit from Amazon.in’s breadth of products list.

StoreKing claims to be neither a discounter nor a premium seller of goods. The primary value proposition is the trust its customers have on the local retailer; and that has enabled them to even collect cash in advance, rather than cash-on-delivery that has become the dominant mode of ecommerce transactions in India. This trust placed by the retailers on StoreKing provides it with a significant first mover advantage. At over Rs.10,000 investment and significant local knowledge of the customers, the switching costs and multi-homing costs for the retailers are very high. Even when a competitor enters the market directly, it would be difficult to convince a retailer to shift out of the StoreKing kiosk/ tablet to another competing solution. It is here, that I believe StoreKing should follow the classic Wal-Mart strategy of “regional rural saturation”, and convince every retail shop/ kirana store in a particular geography to host a StoreKing kiosk.

Four questions pop up in my mind, for which I have no answers right now.

  1. Should StoreKing open its own exclusive stores, as they grow big? What are the costs of signing up with competing retail stores in the same village? Can these costs be overcome by stand-alone StoreKing kiosks?
  2. At the other extreme, should StoreKing allow for a tight integration of the brick-and-mortar retailers’ inventory and their inventory? For instance, if a customer ordered a Micromax mobile phone through the StoreKing kiosk, which was already available with the retail store in his physical inventory, should he fulfill it from his store (and forego the StoreKing sales commission) or block those items that he sells in his store?
  3. If these brick and mortar stores who are trusted by the local customers offer discounts and credit for their offline sales, how does that affect StoreKing operations and business model? Should StoreKing allow a retailer to extend the same credit terms he offers to his customers for ordering good through StoreKing?
  4. As StoreKing expands into more and more geographies (as of June 2016, they operate in the five South Indian States, plus Goa, Maharashtra, Gujarat, and Odisha), is this model scalable? What challenges would a market like Eastern Uttar Pradesh pose?

I am watching this firm and its growth trajectory from the outside. Any answers?

PS: I am nor in any way related to StoreKing or its investors/ founders.

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Author: Srinivasan R

Professor of Corporate Strategy at the Indian Institute of Management Bangalore. All views are personal. The views and opinions expressed here are of the author, and not those of the Indian Institute of Management Bangalore; and are not intended to endorse, harm, malign, or defame any individual, group, or organisation.

3 thoughts on “StoreKing: Taking ecommerce to rural India”

  1. Prof. Srinivasan, your blogs make interesting read and offer probably the most incisive analysis of platforms in the real world. Love it ! Keep it coming !

    There is an interesting company with us at the Microsoft Accelerator, Reverie (https://go.reverieinc.com/), which has taken a technological approach to deal with the problem of rendering popular websites in local languages. There is a yourstory writeup available here – http://yourstory.com/2013/09/reverie-language-technologies-localization/

    Another venture started by Saurabh Chadda and Manoj Kumar, both with decades of experience in the retail space are running a similar venture – eDabba.com.

    While there might be no right or wrong answers, I will take a shot at the questions you have raised.

    Option 1 is not a real option, since it will erode the trust. You mentioned that is the fundamental “value prop” of StoreKing.

    Option 2 – since the retailer has the first access to the information on the StoreKing app and his shelf, he will not let the differences in the prices come to the attention of the customers. He is more likely to keep these channels quite separate using his “power over information”. This may not happen in practice.

    Option 3 is a tougher one. Obviously it depends on a lot of other variables. Discount and credit may not be the driver for sales in certain categories. Flipkart has been selling mobile phones at ridiculous volumes and speed without discounts and credit. Can Store King ride on such “exclusive” deals?

    Option 4 might be best seen in the context of a number of others who have already tried the “in-store e-comm route”, but were unable to gain traction.

    Like

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