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Robotic Automations

India's Oyo, once valued at $10 billion, seeks new funding at 70% discount | TechCrunch


Oyo, the Indian budget-hotel chain startup, is negotiating with investors to raise a new round of funding that could cut the Indian firm’s valuation to $3 billion or lower, three sources familiar with the matter told TechCrunch.

The startup is engaging with investors, including Malaysia’s sovereign wealth fund Khazanah, for the new funding, the sources said, requesting anonymity as the matter is private. The new funding round is likely to see some secondary transactions as well that will value the startup at as low as $2.5 billion, the sources added.

The proposed terms, if they materialize, would represent a steep drop from the peak valuation of $10 billion at which Oyo raised a funding round in 2019. A valuation of $3 billion or less would also be lower than the amount of capital Oyo has raised against equity and in debt over the years.

The deliberations for the new funding are ongoing, and its terms may still change, or a round may not materialize, the sources cautioned.

The curt in valuation is hardly a surprise. SoftBank, which owns more than 40% of Oyo, internally cut the valuation of the Indian startup to $2.7 billion in 2022. Oyo said at the time that there was “no rational basis” for the markdown of its valuation.

Oyo – which counts SoftBank, Airbnb, Peak XV Partners, and Lightspeed Venture Partners among its backers – disputed the “rumors,” asserting there wasn’t any “concrete transaction.” Khazanah didn’t respond to a request for comment. The terms about the proposed valuation haven’t been previously reported.

The deliberations for the new funding follow Oyo reportedly withdrawing its draft red herring prospectus for an initial public offering for the second time. The Indian startup originally filed the paperwork to go public in 2021, seeking to raise about $1.2 billion at a valuation of $12 billion at the time.

India’s market regulator, SEBI, has not approved the startup’s application for an IPO.

According to local media, Oyo’s founder and chief executive, Ritesh Agarwal, told employees that the company expects revenue for the fiscal year ending March to be more than $682 million.


Software Development in Sri Lanka

Robotic Automations

When a startup is better off saying no to revenue | TechCrunch


When you’re an early stage startup, you are clamoring for customers. It’s imperative that you start generating revenue as soon as possible because it is a metric that investors look at: how fast you’re growing revenue between your seed and your A round.

If you aren’t generating a ton of revenue, you’ll probably have a tough time when it comes to raising your next round. Alex Kayyal, a partner at Lightspeed Venture Partners, speaking at TechCrunch Early Stage in Boston last week, says that finding the right early partners is crucial.

One issue that sometimes comes up for early-stage companies is the single big customer. The company is large and influential, but you aren’t building a product for the needs of one company. You need to address a broad range of use cases to really jumpstart the revenue machine.

“I think as a startup one of the hardest things to do is saying no to revenue, and a customer, who is willing to say, ‘Hey here’s a $200k check for your product,’” Kayyal said. That’s especially true when that check might be so much bigger than your next closest customer. But at the same time, you also don’t want to be an outsourced development shop for one company, and that’s a real danger with the one big customer phenomenon.

The trouble with one big customer is that it has the power to throw its weight around. “You know you see this all the time in retail with Walmart where they can dictate terms. They can drive pricing power, and as a small company you’re at their whim,” he said.

As tempting as it is to take the money and run, a startup can’t afford to take on a customer at the cost of other customers. So sometimes saying no and actually knowing when is the right time to work with a company like that is a key skill for young companies.

“It can lead to a slippery slope where your customizing code and building features just for them, and unfortunately that doesn’t represent the rest of the market,” Kayyal said. “Your real goal is product-market fit and product-market fit that is repeatable across the industry, not just with one customer.”


Software Development in Sri Lanka

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