Konark Sharma

Currently, we have about six active customers.

In FMCG, our model is not a traditional SaaS model in that sense.

It's more of an enterprise SaaS model.

The churn essentially happened because a lot of the brands that we started out with were D2C brands.

So let's say vendor sampling takes place, like product sampling takes place when you launch a new product, or let's say expanding a geography from one state to another.

If you want to distribute new samples, understand how the audiences are doing, behaving for your offering.

So it's against certain actions.

Smaller brands don't expand so quickly, right?

Geographically speaking, they enter into geography.

No, it's slightly different that way because in the DTC space, right?

So there is a CAC threshold, right?

That makes sense and does not make sense, right?

So when you do digital sampling, it's slightly more expensive than most other types of marketing that a brand can be executing.

So let's say if you do display ads, let's say you're getting, you know,

a return over ad spend of you know close to let's say three four right uh and whatnot so it there is a there's an equation where like it stops making sense to do sampling for a lot of d2c brands smaller size brands right so uh that's so we we went to a lot of d2c brands in this year right uh to kind of build the platform because they were a lot more easier to build with

iterate through it and whatnot, right?

And to ultimately land to enterprises because the demand is really there with enterprises, right?

Enterprises turn out to be a larger customer because, let's say, think of a large size enterprise company, they're launching about 60 to 70 new products on an annual basis.

Understood.

So our recurring usage comes on the basis of the new products launched, not, you know, on an annual basis.