--UI/UX balsamiq

--SEM/SMM/SEO
--decode & conquer
--e-commerce industry
--OLA solutions

acquisition
retention
activation
bounce rate
CAC
conversion rate
Cashback
drop rate
ROI
CPA
CPI
CPC

--market sizing problems

--Describe one thing you could add (in terms of a feature) to Olacabs mobile app
--general PM questions about feature prioritization, product roadmapping,
technology that I've worked on.
--My insights on today's e-commerce environment.
--Estimate the number of airports in the US
--design refrigerators for blind people
--What do you think are the most important skills to being a strong PM (problem
solving, business accumen, visionary, customer first attitude, lead without
authority, detail oriented, pragmatic & clear communicator, enough technical
understanding to know why few things are difficult to implement, good relationship
with engineering teams, decisive)
--strenght and weaknesses as a product manager (problem solver, little business
accumen, pragmatic & clear communicator, relationship builder)
--Resume review, projects, product I like and what I will change about it
typical day at office

CV - very strongly
DB and SQL (left join, right join, inner join, self join)
UI/UX & Wireframing -important
A/B testing (done)
GA
Growth Campaigns
SDKs
what does PRD consists of
(Title & author information
Purpose and scope, from both a technical and business perspective
Stakeholder identification
Market assessment and target demographics
Product overview and use cases
Requirements, including
functional requirements (e.g. what a product should do)
usability requirements
technical requirements (e.g. security, network, platform, integration, client)
environmental requirements
support requirements
interaction requirements (e.g. how the product should work with other systems)
Assumptions
Constraints
Dependencies
High level workflow plans, timelines and milestones (more detail is defined through
a project plan)
Evaluation plan and performance metrics)

I am Vipin Mendiratta an MBA from Great Lakes Institute of Management, Chennai.

I started my professional career as a software engineer with Infosys in Nov 2010
and than moved on to Max Life Insurance as an Assitant Product Manager where I led
a policy inititation product and drove the online policy issuance product as well.
Than I moved on for my MBA and joined Paytm post completing my Post Graduation. So,
currently I am working with Paytm as a product and growth Manager. I own the growth
of a business vertical and my responsibilties majorly include driving product
changes for utilities vertical(plus I am working on a new product creation as
well), designing and running growth campaigns on various communication channels
(majorly digital) to achieve GMV targets within the allocated budgets.

own product growth - identify key issues in the products and suggest changes that
impact numbers. (Google Analytics helps a lot - saw that bounce rate is very high
so added offers tab, default FF option didn't work was an attempt to reduce
cashback, we identify goals and than work on to improve the metrics defined ex
retention, so what we did was that we added reminder service and recents tab, PG
failure reduction by converting add and pay accounts to hybrid)
own growth campaigns - customer acquisition campaigns (cross sell to other paytm
users), customer retention campaigns (bill generation reminders & dormant user
campaigns)
communication channels - App push, in-app, SMS, mailers, FB, google (yet to be
optimized, not all channels required parallely, plus some channels not required
completely, and consumer specific reminders)
Cashback strategy - what should be the cashback. (lucky since first mover in lot of
accounts)
onsite marketing for my vertical -
go to market plan

Major Product Changes/Enhancements :

Built bill generation and product reminders in electricity, water and gas and low
balance reminders in metro.
Added offers and recents tab.
Changed the complete UI. Yet to be launched. Will come out in next product release.
integrations done on add and pay converted to hybrid mode
alert on electricity icon. Though it was not picked up as is but was picked up to
show offers.
converting all drop downs to type and search
manage bills section
pending bills on order summary
retry on order summary for failed transaction
repeat removed from order summary
drop from product page to summary page improved by just changing an error message

Few in pipeline :
my bills section
pending bills on order summary page

Go To Market Plan: how to reach consumers and gain competitive advantage

product ready
Testing one round
cashback offer
digital marketing plan - SMS, mailers (if we have the data from the merchant good
else we use our DB), SEM (search/display), FB
cross sell campaigns - target consumers on multiple channels (SMS, mailers, FB)
Offline ATL/BTL - radio, bill space, newspaper, hoardings, posters, canopy
Product Strategy & Roadmap - Metro & Water Product. 2 new products under POC. both
successful, will be launched soon

FF to be autoselected, that decreased the cashback but also decreased the

conversions significantly.
have a promo section to be highlighted and have a promocode to be enlarged.
position of icons on app
landing on offers page or recents age in app

How to A/B Test:

study website data
observe user behavior
construct hypothesis
test the hypothesis
analyze test data & draw conclusion
Report the results

Achievements:
Retention improved by 25%.
- started cashback for repeat consumers and gradually decreased it to a minimal
value.
- started reminders.
- added recents section in web/app
- next task is to solve the problem of auto debit

Out of 27 merchants listed on paytm, paytm's share of collection is greater than

50% for half of the merchants

10 merchant have already told us that we have helped them increase their online
collection significantly

bses rajdhani and bses yamuna launch has been a big success. Added 6 lakh new
customers in 2 months.

launched product for 2 categories with 5 lakhs txn per month run rate at present

significantly optimized spends on cashback and digital marketing. cashback spend

reduced from 10% of GMV to .2% of GMV