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From Malamall’s Bust To MartJack’s Multimillion Dollar Exit: Abhay Deshpande’s Entrepreneurial Baptism By Fire

From Malamall’s Bust To MartJack’s Multimillion Dollar Exit: Abhay Deshpande’s Entrepreneurial Baptism By Fire

There are best two matters Abhay Deshpande, who founded India’s first marketplace Malamall.Com way back in 1998, regrets the maximum.

One, he needs he had commenced Malamall in 2008 in place of 1998.

Second, that he could convey lower back the time he did no longer spend along with his eldest daughter in her developing years because of his overall involvement with Malamall. So tons in order that he needs, “I might need my daughter to be 5 years old again.”

But except those  grouses, Abhay does now not want to exchange a single aspect about his draining yet exciting adventure in building India’s first marketplace within the days whilst human beings have been asking questions like “What is the Internet?” in no way mind comprehending ecommerce, altogether.

He does no longer want to exchange the fact that on day 2 of his marriage, he become working till 2 am, or that he by no means took vacations for 17 years, or that his friends – running with TCS and the likes – had bought apartments and vehicles while he struggled to very own a home and drove his secondhand automobile. He is comfortable with the truth that he often he had to sell vintage newspapers to pay family payments and that he was thrown out of his rented accommodation for now not being able to make hire on time, or that he defaulted in paying his daughter’s college costs, two times.

Not to mention the countless instances he turned into coins-strapped to pay salaries of his personnel or the times his cellphone/Internet connections had been disconnected because of non-payment of dues.

And why might he need to otherwise?

“Because in lifestyles, I most effective understand ecommerce and mobile Internet. I don’t simply recognize whatever else. If anyone offers me 10 petrol pumps to run in Hyderabad, I might not be able to run them,” Abhay starts, with touching candour.

Because in life, I simplest recognize ecommerce and cell Internet. I don’t definitely apprehend anything else.

And that’s why this Computer Engineer from Nanded, Maharashtra, chose to chart the untrodden direction, some thing remarkable in his Brahmin, middle-elegance family populated with authorities servants whose idea of a task did not stretch beyond the 9-to-six cycle.

The Karachi Bakery Biscuits And Naseeruddin Shah Connection

While Abhay mulled approximately turning into an entrepreneur proper from his college days, he wasn’t sure on what exactly he desired to start up. What he become sure of was now not operating as a software program developer in an IT agency, some thing which a lot of his pals aspired for. So, after he passed out of engineering university in 1995, he moved to Mumbai where his father become stationed as a Secretary to the Maharashtra State Government and joined a friend’s organisation.

The company had advanced billing software for retailers and he joined the enterprise development crew. The business turned into a respectable one and the company desired to start increasing it to the South. That’s when Abhay started out frequenting Hyderabad to sell software in that part of the arena.

He used to tour in trains from Hyderabad to Mumbai and, all through the journeys, he stated that a whole lot of passengers would convey the famous Karachi Bakery biscuits from Hyderabad to Mumbai for their friends and family. In reality, many of his buddies from Mumbai who had been Hyderabadis might request him to hold special delicacies from the place as properly.He realised there existed an possibility right here as speciality merchandise have been best to be had in a particular city.

“Those were the times while organizations used to promote it and proudly proclaim that they have got handiest one department. I thought that right here are so many such speciality products of such a lot of one-of-a-kind towns which Indian purchasers might want to consume. That is when the entire concept of ecommerce got here to my thoughts.”

After working for two years with his pal, who eventually close store, Abhay started operating on the concept of this marketplace.

He was watching Naseeruddin Shah’s 1988 comedy flick “Maalamaal” whilst the concept of naming the ecommerce site as Malamall struck him! So he offered the area call, and with a three-member group, commenced constructing the ecommerce internet site.

“I simplest desired first of all ethnic products. Malamall turned into the first marketplace in India in which one should locate these kinds of shops who made speciality merchandise – be it eatables or fashion or garb. I aggregated the ones merchandise in a single region and made them to be had to any a part of the world,” he explains.

Founded in  Hyderabad in 1999, the company also managed to rake in an initial angel funding of INR 30 Lakhs then, accompanied by using another round of $147K (INR1 Cr) from a small fund known as I2DC( thoughts to dotcom). But even as initial funding may have been a walk within the park, ecommerce at that time become a one of a kind ball sport altogether.

Of Excel Sheets And GMVs: Challenges Of An Early-chicken Etailer

Those had been the days whilst no person understood ecommerce – be it VCs or logistics organizations. In truth, while Abhay spoke to logistics company Gati, they really enquired – what is ecommerce? Nevertheless, Abhay’s pursuits remained unhindered.

He laughs as he well-knownshows, “My business plan on the Excel Sheet was a huge one. In 2001, I became alleged to do 1/2 one thousand million GMV (INR 33 Bn) whereas in 2001, the whole ecommerce market in India turned into $147 Mn (INR 10Bn)!”

Despite his over-formidable plans, Malamall still controlled to get respectable traction. With three hundred manufacturers across 27 cities, it claimed to have received a mean of eighty-one hundred orders in line with day from the country and roughly one hundred orders from NRIs also. This intended that even as the NRI portion contributed to excessive margins, the scale required for the enterprise to succeed turned into lacking.

This is understandable given the low Internet penetration, low credit card penetration, and lack of price gateways returned then. In reality in its preliminary days, it entirely depended on global price gateways consisting of CCNow, as there have been hardly any Indian players around. It become most effective later while ICICI released its payment gateway in the early 2000s, and Malamall turned into one of their first few customers.

Similarly, on line tracking became an alien concept at that point. However, logistics became potential for the reason that Bluedart became sufficiently geared up to handle the load for the reason that there have been just a few gamers together with Rediff buying and Indiatimes.

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Another undertaking that beset Abhay was that he had no clarity on how to rent humans or alternatively how no longer to hire human beings.

Abhay says, “I employed my friends and cousins thinking they apprehend me but that was a mistake. I realised later that in case you need to build a precious enterprise you have to rent the right skills. You do now not pass into hiring buddies and household.”

Nevertheless, the first few months had been nevertheless first rate. There were willing investors. As he recounts, “I2DC wanted to make investments INR5 Cr but our angel investor informed us we take the required INR1 Cr and after twelve months, improve money at a higher valuation. I additionally obtained acquisition gives from a Mumbai-based totally company for INR2 5 Cr, when Malamall became still an eight months vintage business enterprise with 12 humans and a GMV of INR 50 Lakhs.”

From Boom To Bust: Malamall’s Time Of Crisis

But the 2000 dotcom bust changed the whole thing, absolutely.

All offers of acquisitions or funding evaporated into thin air, just like so many different dotcom organizations.

Cash-strapped, almost INR5 Cr in debt, suffering to pay worker salaries, and clean dealer dues, the firm had to flow from a somewhat decent office to a flat again. Large scale attrition accompanied, with the team reduced to 20 human beings, one-third its former length. For Abhay, it was a year of reckoning.

“I had two alternatives- both near down the business enterprise and be a part of some other place or preserve Malamall so long as I can. But I did no longer need to shut it and hear from people that I left my personnel and my supplier in lurch. So I determined to retain it, control my expenses, and completely focussed on it from 2001 to 2006.”

I had  alternatives- both near down the organization and join some other place or keep Malamall so long as I can.

As Abhay tells it, it was the hardest time of his lifestyles. Living underneath financial duress and subjecting his circle of relatives to the identical pinched him however he soldiered on. With unwavering help from his wife and his dad and mom, Abhay turned into able to persuade Malamall away from debt and managed to pay off INR three Cr in the ones five years.

“Due to my patience, human beings realised that I am not a guy who will run away,” he recalls. He would in no way shirk from answering the calls of his borrowers or meeting them. Every 12 months, he might diligently pay off INR 50 Lakhs-INR 60 Lakhs of the entire quantity, which infrequently left any price range for him.

He jokes, “Having spent eight years in ecommerce, expertise-smart I had turn out to be maalamaal but no longer cash-sensible.”

But five years later,  in 2006, things began getting returned on course.

MartJack: Changing Gears From Ecommerce To A SaaS Business

By 2006, the market had all started to exchange. Abhay recounts that most of the manufacturers who were on Malamall started asking him for options to begin their own ecommerce web page or keep. That’s in which Abhay sensed every other possibility.

He explains,“I understood outlets and their demanding situations with technology. They don’t recognize or fee it, but on the same time they want the pleasant in generation. They are most reluctant to shop for software program.”

With this understanding, got here the decision to shut Malamall and cognizance his energies on his subsequent venture – MartJack, a multichannel platform built on a subscription version which could permit shops to build their very own ecommerce portal and manipulate end-to-cease ecommerce operations. By the quit of 2006, he started offering his vintage shareholders shares of the brand new employer.

MartJack was launched in May 2007 in Hyderabad.

He says, “I realised, in 2006, that though the ecommerce increase had all started, it might nonetheless take its own candy time. In that respect, even MartJack changed into three years in advance of its time. But as a minimum I made a few progress as earlier I become eight years beforehand of time!”

Which meant, growing yet another Excel sheet. Abhay anticipated onboarding 100K companies in India in 2010, paying the nominal charge of INR 300 in keeping with month.

With Malamall, he had learnt now not what can be executed in enterprise, but what have to not be finished in commercial enterprise. And one of these instructions become about the significance of generation.

As he explains, “I realised at some point of the Malamall years that technology is one of the maximum vital standards of ecommerce. Retailers in no way get get right of entry to to top notch talent, as proficient folks decide on larger manufacturers over becoming a member of a midsize retailer. Hence, shops are constantly in need of a first-rate platform where generation is being sorted by means of a person else and they are able to cognizance on their commercial enterprise. That became the idea in the back of MartJack. The ache that I went via in my first challenge made me comprehend that every store might go through the same ache due to era barriers.”

MartJack enables outlets to construct their personal e-stores without any capital investment and allows them to scale as in keeping with their desires. The fact that Abhay had already burnt so much cash within the consumer Internet business and understood what traders exactly wanted, similarly helped the motive.

Thus, the preliminary consciousness turned into on supporting the hundreds of thousands of SMBs in India. In that route, the first model of the product itself turned into priced at INR 2,999 in line with yr. The version took 1.Five-2 years to construct. Whatever mistakes Abhay had made whilst building Malamall, he tried to rectify with MartJack. Hence, the focus on hiring the right people and constructing the proper team, which helped it live on inside the initial years.

Enterprise SaaS, eighty five Angel Investors, 135 Cheques: The MartJack Story

2009 was the yr whilst MartJack commenced getting suitable traction. And that came about due to one client – Gitanjali Gems.

Gitanjali took place to be MartJack’s first enterprise customer, which opened some other door of opportunity for the SaaS company. This changed into because, until then, only smaller merchants were its middle clients. While it claimed to have onboarded close to 2,000 traders till 2012, Abhay realised that enterprise SaaS become in which the massive possibility lay. Hence, in 2013, the company modified gears to focus on organisations handiest.

And that became the tipping factor for the startup.

Bigger customers fell into its lap – from Future Group to Walmart India, and some 15 first rate clients. By the give up of 2013, MartJack had converted into an corporation platform, developing from a 30-member team to a a hundred and fifty-member agency.

What turned into greater exciting turned into additionally the manner massive cash flowed MartJack’s way. Abhay recounts that the startup raised INR forty two Cr via eighty five HNIs in overall unfold across 12 international locations and 32 cities!

He jokes, “If we had endured MartJack for three more months (before promoting to Capillary Technologies in 2015), we likely would have been the primary personal agency in India with equity from a hundred angel investors!”

So, lengthy tale brief, MartJack ran for a hundred months with the investor money coming in 135 cheques!

1+1=3: CRM + Ecommerce = Acquisition

It become on the end of 2014 when the communique with software maker Capillary Technologies started. Commenting on why he selected to get obtained, Abhay says the concept turned into easy synergy.

“We felt that Capillary is inside the CRM area and we're in the ecommerce space and our end goal customers are the equal. So the idea turned into, are we able to do 1+1 =three?  We wanted to come together in the wish of doing something bigger together. It changed into not a distress sale but was a bargain to create a massive SaaS company for the Indian and Southeast Asian market.”

Added to that was the reality that both the groups gelled nicely as each startups had started their journeys at nearly the identical time- with a time difference of a trifling couple of months. Capillary Technologies started in 2008 in Singapore. As in keeping with the terms of the deal, Abhay, along side MartJack’s one hundred sixty employees moved to Capillary and the combined entity have become a complete omnichannel.

This acquisition holds precise capacity for MartJack’s services, given the opportunity that exists in organisation SaaS these days. As according to a Google-Accel record, a $50 Bn market awaits Indian SaaS startups. Added to this is the fact that even the investor community is getting extreme approximately it.

An Entrepreneurial Baptism By Fire, A Renewal Of Faith

Abhay feels the equal about his ardour, ecommerce, as well. He says, “Ecommerce is here to live and we're very near the tipping factor. Keeping aside valuations, with growing focus on digitisation, ecommerce goes to be the beneficiary inside the subsequent couple of years, although no longer right away.”

Ecommerce is here to live and we're very near the tipping factor.

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For Abhay, the adventure he started nearly  decades ago has come full circle with MartJack’s acquisition. And it's been one hell of a ride for him – from getting married precisely 10 days after the funding,going lower back to paintings tomorrow, taking no vacations for the remaining 17 years, being in debt, going bust, resurrecting, and beginning over and succeeding past his wildest desires – all of it has the makings of a potboiler.

It may not be exactly what every starry-eyed entrepreneur desires of but one can't argue that it has been entertaining, with instructions learnt at every degree. And what become the only issue that kept him sane through this baptism by fire?

“An unseen pressure in my life, a few strength, which actually supports you whilst you definitely try tough. I felt that so generally, again and again once more. I recollect in MartJack, salaries might exit at the 5th every month. Many a instances, we would be low on reserves as earnings day dawned near however by hook or by crook budget would magically materialise on the ultimate day and I might be capable of pay my group on time. Somewhere, I began believing that someone changed into protecting my returned and I changed into supposed to be in this direction. So, I bet, I benefited from the guide of my circle of relatives and my group which become visible and from God which become invisible.”

For every entrepreneur who chooses to trod at the volatile route of entrepreneurship, we will best hope that this force be with him too!

Author Biography.

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