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Dukaan founder Shah says that with human support staff it took an average of 2 hours and 13 minutes to resolve a customer. With the AI chatbot the same now happens in less than 4 minutes

SaaS platform Dukaan fires 90% of support staff, replaces AI chatbot

Dukaan founder Shah says that with human support staff it took an average of 2 hours and 13 minutes to resolve a customer. With the AI chatbot the same now happens in less than 4 minutes

Dukaan, a DIY platform that allows merchants with zero programming experience to set up their own e-commerce store, has become the latest company to fire employees.&nbsp;
Bengaluru-based startup Dukaan has laid off 90 per cent of its support team and replaced them with AI chatbots.&nbsp;
After annoucning the news on twitter, Dukaan Co-founder and CEO Suumit Shah faced criticism on the social media app.&nbsp;
Attributing the decision to prioritising profitability, he said customer support costs reduced by 85 per cent while resolution time went down from over two hours to three minutes.
"We had to lay off 90 per cent of our support team because of this AI chatbot. Tough? Yes. Necessary? Absolutely," Shah tweeted.
Several Twitter users criticised the tweet, deeming it insensitive.
"Given the state of economy, startups are prioritising "profitability" over striving to become "unicorns", and so are we," Shah added.
He explained in detail about Lina, the AI assistant which he claimed, replaces generic and delayed responses, as well as limited availability of resources and poor communication. After 12 tweets, Shah said that the company is hiring for multiple roles.
When asked by a Twitter user about the assistance provided to the laid off staff, he asked them to look out for his LinkedIn post, reiterating that it was a tough decision.
"As expected, 'someone' will get offended on behalf of 'someone else', so I had this reply ready: Assistance ke bare mein jab Linkedin pe post karunga tab dekh lena mere dost, yahaan Twitter pe log "profitability" dekhte hai "sympathy" nahi", Shah tweeted.
"Laying off is never a pleasant experience, why is the need to proclaim and be proud about it," a Twitter user wrote.
This is not the first tim that the startup has fired its employees. Dukaan earlier made 2 rounds of layoffs in September 2022 and March 2023.

Nasscom Tech & Leadership Forum 2022 puts the spotlight on startups and founders that setting out to redefine the techade.

Nasscom Tech & Leadership Forum: The SAAS focus with Freshworks and Sequoia

Nasscom Tech & Leadership Forum 2022 puts the spotlight on startups and founders that setting out to redefine the techade. Rajan Anandan, Managing Director, Sequoia Capital speaks to  Girish Mathrubootham of Freshworks about the startup journey and the role of India in redefining itself as a product nation in the next techade. 

On the onset of transformation lies the story where India has been a beneficiary of technological adoption, and the IT boom played a significant part in it.&nbsp;

Nasscom Tech &amp; Leadership Forum 2022 puts the spotlight on startups and founders that setting out to redefine the techade.&nbsp;Rajan Anandan,&nbsp;Managing Director, Sequoia Capital speaks to&nbsp;&nbsp;Girish&nbsp;Mathrubootham&nbsp;of&nbsp;Freshworks&nbsp;about the startup&nbsp;journey and the role of India in redefining itself as a product nation in the next techade.&nbsp;
<h3>Here is an excerpt of the conversation-:</h3>
Girish Mathrubhootam:: I think what excites me is the long term story for India&nbsp;SAAS, is a very durable one. We have been, let's say optimists or early believers in 2014- 15, hoping that we will have a lot of Indian companies that are going to go public and build long lasting companies and so on.
But but I think it's time that our dream is actually starting to shape up and I can't be more excited about that. And I think the McKinsey&nbsp;report that was probably published maybe a year ago, I think was a fantastic one on showcasing how many Indian startups we can expect to make the identification of 450 different categories in which we can expect such companies to come in. And I think it's all&nbsp;playing out now over the next few years.&nbsp;
Also Watch:&nbsp;<a href="https://www.editorji.com/business-news/mukesh-bansal-in-conversation-with-rajan-anandan-at-nasscom-tech-and-leadership-forum-2022-1645014690907" target="_blank">Mukesh Bansal in conversation with Rajan Anandan at Nasscom Tech and Leadership Forum 2022</a>
So what we are seeing is new categories emerge like revenue, exhibition place, new verticals focused on big companies like CRM for product LED growth companies and so on and so forth. We&nbsp;are also seeing very interesting place in developer tools like India seeing an explosion of notable tools coming from Indian startups.&nbsp; So I think it's fair to say that this is going to be our decade for India as a product nation that there are challenges like in any other industry. I would say in 2010, my challenge when I was starting Freshworks in Chennai was, we didn't have a good office space for India. I think we have come a long way.
Also Watch :&nbsp;<a href="https://www.editorji.com/business-news/the-giant-leap-of-the-next-tech-nasscom-tech-and-leadership-forum-2022-1645004751413" target="_blank">Nasscom Tech and Leadership Forum 2022: Charting the giant leap of the next tech</a> &nbsp; Today, the challenges are more along, I would say the number one challenge for us is, for all startups and for us as an ecosystem is, Hey, do we have enough experienced talent&nbsp;that all of our startups can quickly ramp up and scale? Right? So we we all know that India has a lot of youngsters and qualified engineers, but are they ready and will we have enough on time? I think that is the biggest challenge, but that's a growth problem. Like we always used to say, a growth problem is always a good problem to have, and I'm an optimist. There will be two or so super excited for this long term story that's playing out for India SAAS. Rajan Anandan:&nbsp;No, can't agree with you more that SAS is really broad based. I want to now move to the journey of Freshworks. You know, you led the company through this meteoric growth phase from founding to IPO. In many ways, you and your team. Girish have had textbook execution in so many areas, right? I wanted to, you know, get your thoughts on two specific questions.
The first one is, look you big red oceans to compete in, right? You know you went after to let's see helpdesk to start with with fresh desk. That was a very competitive space. Then you went after all the other spaces you won after it had been red oceans, you know, as opposed to blue oceans where you have many competitors, which is counter intuitive, right? And still, you were, you know, you guys have been wildly&nbsp;successful. You don't tell us how you thought about this particular strategy of going after sort of red ocean segments. Girish Mathrubhootam:&nbsp;Yeah. Before I talk about decided you, I think let me comment on the textbook execution front because I'm sure there are many founders watching. So from the outside, it may look like textbook execution, but all founders does need to&nbsp;know that from the inside, the kitchen is always messy. So. So it's fine. It's OK, so you don't.
Nobody has textbook execution from the inside, so we make our share of mistakes&nbsp;and you just have to have enough calls made to be able to live to tell the story on the right.So that's something I wanted to tell all the founders that don't get fooled by the execution outside. So but on the strategy, on the red ocean strategy, you are right. See our red ocean strategy was a conscious one. And before your current role, you were head of Google India, so you know what we did exactly well. So when we are targeting global&nbsp;markets, we picked...and we're sitting in India, right? And we are not hiding sales teams around the world in early days. So we needed to compete in established mature markets as a conscious strategy because of the search volumes.
So we were completely relying on online acquisition of customers, making sure the products were super easy to try and buy with credit card monthly payments like we because we were going on, we saw an opening&nbsp;in the market. So and what we used to say is most companies enterprise software companies build for the Fortune 500, we build for the Fortune 5 million, right?
Also Watch:&nbsp;<a href="https://www.editorji.com/business-news/nasscom-tech-leadership-forum-2022-digitizing-pharma-1645088944540" target="_blank">Nasscom Tech &amp; Leadership Forum 2022: Digitizing Pharma</a>
So that is the opening that we saw that is it long tail of the global SMB and we saw a fresh approach like how can we have product line growth, low cost, low touch sales model and building on Google and other online acquisition channels to bring customers to the website and then&nbsp;letting them try and making sure the products are simple, easy to understand and use.&nbsp;

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