Everyone is working for success, to make the process easier we’re here with few insights shared by Kunal Bahl, co-founder of Indian e-commerce Snapdeal, these insights could help entrepreneurs to build strong businesses in today’s competitive age.
Drawing from his experience in helping shape India’s e-commerce sector, Bahl emphasized that modern entrepreneurs face different challenges than their predecessors. “Today’s entrepreneurs have the advantage of operating in a mature market, but focus remains a key element in building a successful business,” he noted.
Sitting in his office overlooking Gurugram’s skyline, Bahl reflects on the transformed landscape since Snapdeal’s early days. “Back then, we were creating markets from scratch,” he says, running his hand through his hair. “Now entrepreneurs step into mature markets, but that brings its own challenges.”
Three themes dominate our conversation: focus, economics, and culture. Bahl leans forward when talking about focus, his voice carrying the weight of hard-learned lessons. He’s seen too many startups fail by chasing every shiny opportunity.
The economics piece hits home particularly hard. In an era where fundraising headlines dominate startup news, Bahl takes a contrarian stance. “Building a profitable business isn’t just about raising capital,” he states flatly. “I’ve seen companies with massive funding rounds collapse because they never got their unit economics right.”
Personal sacrifices color Bahl’s entrepreneurial journey. Late nights, missed family events, and health challenges taught him crucial lessons about balance. “Nobody tells you this part,” he admits, “but building a sustainable business means building a sustainable lifestyle first.”
His eyes light up when introducing a new concept – “Indicon.” It’s his term for companies that have graduated from the volatile startup phase to achieve lasting impact. Unlike unicorns, these companies prioritize solving real problems over chasing valuations.
The conversation shifts to Titan Capital, where Bahl now backs promising startups. His investment philosophy reflects his battle scars. “I don’t need fancy pitch decks,” he says, waving off PowerPoint presentations. “Show me you understand your unit economics and can adapt when things go wrong.”
Snapdeal’s own story illustrates his points. In 2015, facing fierce competition, they made the controversial choice to focus on specific market segments rather than burn cash for market share. Industry critics called it a retreat. Bahl calls it survival.
His views on India’s startup ecosystem challenge conventional wisdom. “We need to stop copying Silicon Valley,” he argues. “India’s markets demand Indian solutions.” He cites examples of startups failing because they didn’t understand local nuances.
Looking ahead, Bahl sees gold in India’s smaller cities. “The real opportunity lies in understanding tier-2 and tier-3 markets,” he explains, pulling up market data on his laptop. “These consumers have different needs, different behaviors.”
As our conversation winds down, Bahl shares a final thought about technology’s role. “Technology should solve problems, not create them,” he says. “I see too many startups leading with tech instead of customer needs.”
For future entrepreneurs, Bahl’s message cuts through the startup hype. Focus on fundamentals. Build sustainable operations. Create real value. In a landscape obsessed with unicorns, it’s refreshingly grounded advice from someone who’s weathered the storms.
The next wave of Indian entrepreneurship, Bahl believes, will be written by those who understand these principles. As he puts it, “Success isn’t about headlines. It’s about building something that lasts.”
Meeting Bahl at Titan Capital’s office offers glimpses into his current mindset. Between investment pitches, he shares war stories from Snapdeal’s early days. “Every crisis taught us something valuable,” he says, referencing a particularly challenging period in 2016.
His investment approach reflects these lessons. Recently, he passed on a startup with impressive growth metrics because their customer acquisition costs didn’t make sense. “Growth means nothing if you’re losing money on every customer,” he explains.
Markets have shifted dramatically since Snapdeal’s launch. Bahl pulls up comparative data showing how Indian consumer behavior has evolved. “Today’s customers are more discerning,” he notes. “They want value, not just discounts.”
His perspective on leadership has also evolved. Early in his journey, Bahl focused primarily on growth metrics. Now, he emphasizes building strong teams and healthy company cultures. “Your people determine your success,” he reflects. “No amount of funding can fix poor culture.”
Technology remains crucial but shouldn’t drive business decisions. Bahl cites examples of startups that failed despite superior technology because they misread market needs. “Understand your customer first,” he advises. “Then figure out how technology can serve them better.”
India’s entrepreneurial future excites him, particularly beyond metro cities. He’s seeing innovative solutions emerging from unexpected places. A recent investment in a tier-3 city startup opened his eyes to untapped opportunities.
As evening approaches, Bahl shares a final thought about entrepreneurial success. “Build businesses that can stand on their own feet,” he says. “Everything else is just noise.”
His message resonates in today’s startup environment, where sustainable growth increasingly trumps rapid scaling. For India’s next generation of entrepreneurs, Bahl’s battle-tested wisdom offers a valuable roadmap to lasting success.