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2 Years, 100 Customers, 14 Countries: Customer Analytics Startup CloudCherry Believes In A Billable Viable Product

2 Years, 100 Customers, 14 Countries: Customer Analytics Startup CloudCherry Believes In A Billable Viable Product

For Vinod Muthukrishnan, the muse to begin CloudCherry did no longer come from any previous involvement in dealing with purchaser revel in. On the contrary, it came from being an give up consumer and feeling that manufacturers did no longer apprehend the cease clients.

Says Vinod, “We have been no longer from the patron revel in domain. We normally felt that manufacturers did now not recognize us. There became a massive emphasis on transactional loyalty – you get a deal, you get a reduction for being unswerving. But, today, we realize from ecommerce models that cut price does now not buy loyalty. So, with that in mind, we wondered what will we need?”

That question brought about the realisation that manufacturers which apprehend the patron’s needs and who customers love in go back are those that tend to have interaction them over a lifetime. “They supply us splendid merchandise, remarkable carrier, first rate studies and are with us even when the goods don’t paintings. So, if manufacturers want to fully control the patron experience, they need to be able to engage with the purchaser throughout the complete lifetime cycle of a consumer,” he explains.

But that’s wherein it receives complicated. When one thinks of the way one interacts with a logo, there are a gamut of options – from a store to a website to a cell app to revel in throughout social media and the experience they sense throughout these types of touchpoints ultimately remains back in the customer’s heads.

Or as Vinod aptly puts it, “Unknown to you, most of these little studies throughout these channels shape your final opinion of the logo. So, when you have to engage with the purchaser across a existence cycle, you must be absolutely omnichannel. You must be present wherein the patron is present and tasty with the emblem. Hence, it becomes very crucial for manufacturers to react, respond, and manipulate purchaser revel in on a actual-time foundation.”

And, hence, it became those three keywords – ‘across the lifecycle,’ ‘omnichannel,’ and ‘actual-time’ which fashioned the genesis of why Vinod – along along with his 3 co-founders Vijay R Lakshmanan, Prem K Viswanath, and Nagendra CL – created CloudCherry – a SaaS-based totally, real-time, consumer sentiment mapping and revel in analytics startup. Launched in 2014, the startup collaborates with manufacturers to help them tune, degree, and improve consumer pleasure, and at the identical time additionally offer actual-time analytics for distinctive departments of the enterprise via its products.

From Retail To Hospitality And A 100 Customers

When one thinks of client experience, the first segment that involves mind is hospitality. But very counter-intuitively, well-knownshows Vinod, that the brands which began using CloudCherry had been retail brands – for the easy motive that it changed into a extra analytics-driven platform. Their first consumer became out to be Titan, obtained as a consumer by using the end of 2014.

Retail, banking, and economic services have now end up their pinnacle vertical. Today, CloudCherry’s clients are spread throughout healthcare, hospitality, meals, and beverage, banking, and economic services, and retail (which include ecommerce) numbering around a hundred. These consist of Indian brands such as HDFC, Air Vistara, Central, Caratlane, Nova IVI Fertility, and a fairly international spread comprising a hospitality logo in Singapore, monetary provider customers in North America and within the Middle East.

A sizable component of those customers are organisation and mid-market, at the side of some SMB clients. Geographically speaking, the startup will cease this yr with having almost 60% of its commercial enterprise from outside India. While Vinod did now not disclose the ARR, he found out that within the last one year, sales have grown 4x instances.


He exhibits, “Our customers fall into 3 brackets i.E. Those who spend as much as $15K in ARR, $15K-$75K which might be the mid-marketplace customers, and above $75K which can be the corporations. The majority of our clients fall within the middle bracket.”

So at the same time as the sub-$15K is inbound sales-driven, the $15K-75K is protected by means of each inside and subject sales at the same time as the above $75K bracket comes in in general via discipline sales.

As a ways as funding is worried, the startup raised seed investment from Chennai Angels and IDG Ventures India to the music of $1 Mn in May 2015. Last yr in September, it received Series A spherical of $6 Mn led by using Vertex Ventures, IDG ventures and Cisco Investments. On the anvil are plans to elevate funds within the subsequent half of of 2018. The crew has also grown to 65 humans in India and  in North America.

Made In India, Targeting The World

Vinod believes that massive growth for CloudCherry will come out of doors of India. So an awful lot so that Vinod has himself moved to California as the company is focussing heavily on increasing into the North American marketplace.

And step one in the direction of this consciousness has been hiring Rose Bentley from California-based totally Satmetrix, a provider of the global industry benchmark on consumer retention, to go operations in North America. Satmetrix, in truth, is the company that co-created the popular Net Promoter Score metric. As Vinod famous, Rose’s role might be to build out the income team in Salt Lake City, Utah to truly hit the North American marketplace. In this course, the startup additionally plans on hiring eight greater people in North America this 12 months.

But this is not the sole step they've taken toward extending their customer base. There are three important partnerships that the startup has solid in this course. The first one among them is with Microsoft in their worldwide startup management programme. Reveals Vinod, “We are doing lots of co-advertising and solution promoting throughout India, Southeast Asia, and the United States.”

The 2nd one comes with Cisco which, except being an investor, also brings strategic cost to the partnership. These partnerships give it a massive get admission to to broader markets which someone at an early level won't have. For Vinod, the purpose in the back of these partnerships is the simple need to interrupt into area of interest markets.

“This is the 12 months when we choose the ecosystems we need to succeed in. We are placing lot of effort to make certain that integrations with others provide us a strategic leg up. It will allow us to crack niche markets,” he explains.

SaaS From India – Challenge Or Cakewalk?

But how difficult has it been to sell from India to the 14+ international locations it's miles now found in?

Vinod explains that there are two parts to the tale – selling from India and selling to India. “If you have a look at the common deal size in North America (NA) as opposed to average deal length in India, glaringly, NA trumps on this regard. But if you look at the fee of doing enterprise in NA as a ratio of what's a median deal length and do the identical for India, it's miles nonetheless an awful lot more worthwhile to do enterprise in NA.”

He is going on to add that the nascent market for organisation merchandise is smaller in India, the wide variety of businesses is less, the deal size is smaller, deal cycles are longer, and accounts receivables is normally a good deal more. In assessment, markets like North America are greater predictable, deal sizes are larger, and account receivables isn't always a chief subject.

Another project is, while you are promoting to companies, it takes around 3 to 6 months for a deal to shut, with 4-5 meetings, at the least. So, so that it will develop sustainably, methodically, and to scale, one has to be near the markets. Which explains his circulate to North America because the startup gears up for a deeper play in that market.

Aiming For $10 Mn In ARR

Expansion plans apart, CloudCherry faces stiff opposition from competition in the US like Medallia and Qualtrics. But Vinod believes that the actual opposition to what CloudCherry does will come from younger, extra nimble organizations within the next five years than present ones.

To fight them, he is relying on product differentiation to set them apart. He explains, “Our platform is open by the construct. Our capacity to give dynamic, real-time, analytic insights to our customers is built internal and isn't always a tactical concept. That’s how we're built it. Hence, the product is on the heart of the differentiation.”

Additionally, on the product aspect, the startup is investing heavily in upgrading person experience.

“Our plan inside the next two years is to go the $10 Mn mark in ARR,” asserts Vinod. And a lot of that growth will come from out of doors India.  Despite that, he believes in: “Build in India, For the world.”

He cites times of Freshdesk, Capillary, and Zarget amongst many others who're correctly selling to global clients. “Before services, we were exporting intellect. This become the primary wave. In the second one wave, we exported services. In the 1/3 wave, we're developing products. In the following 10-15 years, the mixed net well worth of these kind of SaaS corporations out of India may want to thoroughly be same to the combined really worth of the services enterprise out of India,” he asserts.


While it would look like a tall order, Vinod believes that it is very a great deal feasible in the subsequent 15 years.

Build A Billable, Viable Product

Vinod believes that MVP is a self-proscribing phrase. So, for SaaS companies from India aiming to move international, they have to rather focus on building a billable, possible product – which means building what will be paid for in either service or product form, preferably both.

Also, if one has global ambitions, the method of building first for India after which the sector doesn’t work. “Build for the arena already. The beauty of the Internet age is that you may build for the world on day one itself,” advises Vinod.

Lastly, he concludes that because of their tradition, Indians are typically a little reserved and understated in promoting their abilties.

“I suppose we need to be aggressive – and I am no longer talking approximately idle aggression right here. It comes from knowing that I even have constructed an excellent product. For instance, take a look at Freshdesk – once they launched their CRM, they had the gumption to mention which might be coming after Salesforce. That kind of self belief does not come from a marketer’s slogan. It comes from the DNA of the enterprise which honestly believes that it may take on a $50 Bn corporation.”

For those seeking to build million-dollar SaaS groups from India, those could simply be the minimum viable factors, first of all.

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