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At around $350 billion, India is in the top grocery markets of the world.  This is approximately 70% of the Indian retail business which is around $500 billion. Modern retail accounts for 10 - 20% of this pie.  E-commerce or hyperlocals are obviously a tiny part of the pie just yet. Most companies, therefore, are still at a stage where they have to prove their business models and change consumer behaviour. These type of businesses are expected to reach around 2% of the grocery market by 2020, creating a potential market size of around $10 billion (Rs 60,000 crore). The hyperlocal on demand grocery has mainly two models - a) A large player like Big Basket offering localised services. Inventory is carried by the company. b) An aggregator using the local retailers to source products and handling the delivery c) An aggregator using local retailers to stock and deliver It is a no-brainer that an aggregation model, as it is asset-light, is less capital-intensive than the inventory-

An $8.8 billion write-down of its latest acquisition - Autonomy seems to be the latest mishap in the HP saga. And with it comes proof that HP has been following a path which is heading south. From the exciting times of Lewis Platt and John Young to the bleaker times started by Carly Fiorina, HP has lurched from disaster to disaster. And the list looks endless. Fiorina decided to move to reorient the company to a marketer of computer equipment and enterprise systems. Her acquisition of Compaq Computer so that HP- Compaq would be the leader in low-cost personal computers was a disaster.  She tried to focus simultaneously on high-end enterprise systems. Luckily or unluckily she had bid for the business consulting practice of PricewaterhouseCoopers, but lost to IBM.  NCR's Mark Hurd followed her and appeared to appeal to the stock market. The efficiency expert, he focused on short term sales growth and cost reduction, doubling the company’s earnings and stock price. Hi