BAZAAR

Muhammad Aleem Ansari

Taha Shahid Butt (20201-28379)
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Table of Contents
 About Bazaar  Buyer Utility Map
 Bit about Bazaar Tech  Six Pathways
 As – Is Strategy  Evolution of Industry
Canvas  Disruptive Innovation
 Substitute Methods  Non-customers
of Procurement
 To – Be Strategy Canvas
 Bazaar’s Strategy

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About Bazaar
• A one year old startup catering to FMCG B2B buying
• Bazaar's mission is to build an operating system for traditional
retail in Pakistan
• The Bazaar app provides a one stop shop to retailers to purchase
thousands of products
• The products are freely delivered within 24 hours
• The startup has amassed over 750,000 merchants since launch last
year
• Bazaar has over 500 SKUs available on its app

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About Bazaar
• Easy Khata is another app by Bazaar
• It is a digital ledger for simple book-keeping and faster collection
• Bazaar eventually wants to become a super app with more than
one such app under it

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 • Total Employee Count: 250+
• Starting Year: May 2020
• Revenue: $6.3 Million
Bit about • Head Quarter Region: Asia and Pacific (APAC)
Bazaar Tech • Industry: B2B, E-Commerce Market Place, Retail
• Bazaar Technologies is
ranked 1,879,537 among websites globally
based on its 3,686 monthly web visitors.

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What Bazaar Offer

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Integrating Retail with Tech

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Ways to come
on-board

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Sharing Platform with
Another Start-up

• Bazaar also integrated with another start-up

named as Easy Khata.
• Through that, they streamlined the credit and
inventory management for their customers
and for the end consumers too.

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As - Is Strategy Canvas
As - Is Strategy Canvas
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Overall Prices MOQ Lead Time Delivery No. of SKUs Ease of Usage Material Value Added Advertising
Charges Handling Amenities

Bazaar Retailo Dastgyr Jugnu

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As - Is Strategy
• Bazaar’s overall pricing is lower than its competitors
• Bazaar has no MOQ restrictions
• The lead time is 24 hours for all competitors in the market
• Like some others, Bazaar does not charge for its delivery
• Compared to its competitors, Bazaar has a very low number of
SKUs (500 vs 2000)
• Bazaar is the best in terms of ease of usage and material handling
• Bazaar provides value added amenities such as ‘Easy Khata’ to its
customers
• Bazaar has the poorest advertising amongst all competitors

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Substitute Methods of Procurement
Salesman Dealing Physical Wholesale Bazaar
Purchasing

Ease Easy Time consuming Very Easy

Lead Time 3 days On spot 1 day

MOQ High Low No MOQ

Credit Issuance Available Sometimes available Available

Credit Time Limit 14 days 14 days 7 days

Transport/ Delivery No charge Charges applied No charge

Charges

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Strategy as per Michael Porter

• For Porter, strategy is a competitive position of any business within the

industry. He say, it’s “how a business chooses a different set of activities to
deliver unique mix of value.”
• According to Porter, price is not the only factor which influence strategy.
There are 5 other factors/forces which culminates around an industry’s
competitive rivalry.

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Porter’s Five
Forces

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Porter’s Five Forces
FORCES REASONS
Threat of New Entrants (High) - Easy to operate business model
- Demand – Supply can be managed through software
- Easy to copy business model through as there are no
patents available.

Threat of Substitutions (Moderate) - Big retail chains controls their distributors and wholesalers;
they do not need such platforms to operate.

Bargaining Power of Suppliers (High) - Manufacturers can always increase prices or MOQ on which
Bazaar is purchasing their inventory.

Bargaining Power of Buyers (Low) - Retailers can not negotiate or ask for discounts until given
by Bazaar itself or buying in bulk which allows retailers to
decrease the per unit cost for Bazaar.

Competitive Rivalries (High) - There are already many players within the industry who are
operating long before Bazaar started.
- Many Alternatives are available in the market for people to
switch.

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 Buyer Utility Map – Industry
Visit Register Place Payment Wait for Receive Order
market with order delivery
agent
Customer Productivity
9 6 7
Simplicity
3 3 4
Convenience
1 1 11
Risk Reduction
5 6 7 8
Fun & Image
4 5 10
Environmental
Friendliness 2 2

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Buyer Utility Map – Pain Points
1. Customer has to take out time and input effort to visit wholesale
markets physically
2. Fuel spent due to multiple trips to the market
3. Registering with company agents can be difficult and time
consuming
4. Salesmen can be hard to deal with as they are constantly trying
to increase order volume
5. Risk of theft while travelling to/In market
6. Delivery takes an average of 3 days from distributer
7. Possibility of goods being damaged if one is transporting them
oneself

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Buyer Utility Map – Eliminating Pain Points
1. No need to visit market, just install app at home
2. Fuel cost saved and limited carbon emission due to reduced travelling
3. Bazaar agent calls and facilitates the customers
4. Easy app interface makes order placement very simple
5. “Paiya” facility allows customers to win gift items via lucky draw
6. Cash on delivery model virtually eliminates risk of theft
7. Order delivery at doorstep within 24 hours
8. In case of delivery of damaged goods, the goods may be returned/ exchanged
9. Details of previous orders can be viewed at all times for ease in further
ordering
10. Business cards can be made on the app while waiting
11. Bazaar app displays Namaz timings to facilitate customers at all times

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 Six Pathways

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 (SMP) TODAY TOMORROW
Pioneers (Value Innovation) Retailo, Dastgyr Retailo, Bazaar,
Dastgyr
Evolution of
Industry Migrators (Value Jugnu, Tajir, Bazaar
Improvement)

Settlers (Value Imitation) Sary

• Prior to this tech-based disruption in retail supply chain, buying goods

as a retailor from companies and distributors was a hassle.
• Due to this innovation in this marketplace, retailers can now easily
streamline their inventory through Bazaar, even credit and inventory
management services are also offered by Bazaar to facilitate shop
keepers.
• Bazaar entered this industry a bit late, but the contributions and
efforts shown by this start-up make it one of the most inspiring and in
demand application among retailers, as it saves them cost while
ordering for the goods from the comfort of their shop or home.

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Disruptive Innovation
• Apps like bazaar have completely altered the landscape of small
scale retail industry
Previously… After apps like ‘Bazaar’…
Tiring process of registering with distributers
and sales personnel Sales personnel have been removed from the
equation
SME shopkeepers were manipulated by sales
personnel Sales personnel have been removed from the
equation
MOQ requirements No MOQ requirements
Delivery took days Delivery within 24 hours
Time and fuel invested in visiting wholesale Desired items can be selected online within
markets minutes

Risk of damage while transporting existed Risk is now transferred towards Bazaar

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Disruptive Innovation

Positive Negative
Consequences Consequences

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Non – Customers (based on online app reviews)
Soon-to-be Refusing Unexplored
Shopkeepers who are not Shopkeepers who fear People who don’t own
getting approved by the online fraud shops
app
Shopkeepers who don’t Shopkeepers who get Shopkeepers who deal in
have android phones better rates than offered goods other than FMCG
by the app
Shopkeepers who don’t Shopkeepers who get  
have internet packages better credit terms than
offered by the app
Shopkeepers who don’t Shopkeepers who have had  
have the time to visit a bad experience with
wholesale markets Bazaar in the past
physically
Shopkeepers who are    
constantly being
manipulated by sales
personnel

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To – Be Strategy Canvas
To - Be Strategy Canvas
100

90

80

70

60

50

40

30

20

10

0
Overall Prices MOQ Lead Time Delivery No. of SKUs Ease of Usage Material Value Added Advertising
Charges Handling Amenities

Bazaar Retailo Dastgyr Jugnu

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To – Be Strategy
• Bazaar has to link up with more suppliers in order to increase the
number of SKUs it has
• Bazaar has to ensure that it has at least 2000 SKUs to meet the
level of its competitors
• Bazaar has to spend more on advertising to raise awareness about
their app
• Currently, Bazaar has the least online appearance compared to its
competitors
• At least a proper YouTube channel with video details about the app
should be launched

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THANK YOU
Sir Aamir Saeed

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