Exactly, there is no achievement when a company is growing inorganically. Any entity can start raising debt, doing share swaps and then ultimately become a holding company.
And these holding company eventually trade at a discount.
We should be looking to invest in companies with high organic growth from the core product/service.
Dice is Zaggles primary competitor for Zoyer (particualarly Brome). So they get the opportunity a consolidate a fledgling industry. In addition they get to cross sell other Zoyer modules to Diceâs custommer base. As for the price they have paid, a quick search reveals that the company recieved 42 cr in funding from a clutch of VCs last year. Valuation for that capital infusion happened is not clear. However, the number helps put the price paid by Zaggle in context.
These are interesting acquisitions. Whether they add value over time will become clearer in due course.
hello folks,
i am deeply concern about zaggleâs acquisitions and cash burning philosophy. this acquisition didnât excite me much but raised a concern about whether zaggle is using âthe fundâ raised on QIP smartly.
please someone who has deep understanding about all this inorganic growth, please give more clarity on this.
Dis. Invested for more than 1 year but now sitting out.
I looked into Zaggle product offering a few months ago after noticing their growth, but I wasnât impressed by their tech team. Their product pages are all over the place. Some product pages are on the main domain, others on subdomains, and a few on entirely separate domains. The UI/UX is also inconsistent.
https://www.zaggle.in/taxspanner
https://zoyer.zaggle.in/
https://zoyer.zaggle.in/brome
https://www.zaggleems.com/
https://www.zagglepropel.com/
This fragmented structure made me question their product and tech leadership. It hurts SEO, affects user trust, and suggests a lack of focus on customer experience. Even if the products themselves are decent, this kind of disjointed execution is a red flag for me.
Given this, I have doubts on their ability to successfully integrate the companies they acquiring.
I wouldnât read too much into it. Their sales primarily comes through their sales teams, not from people discovering them online.
Go to any Indian software companyâs website - you wonât be able to make out what their product is from the website.
I understand what you are saying 
. However, B2B software targeted at large sized enterprises has a different sales, marketing and user experience profile compared to ones targeted at SMEs or consumers
For B2B software targeted at SME or B2C software, the unit economics of having sales or relationship managers doesnât work. Hence they have to focus on âpullâ marketing/sales strategies and good user experiences.
If you look at some of the biggest B2B softwares in the world - Bloomberg (for finance), Epic (for medical industry), Salesforce (for large sales teams) etc - all of them have very poor user experiences & competitors with much better UI but these software are very functional, reliable and have industry âcredâ so they dominate their niches.
Now I would like to give our guidance for FY '25-'26.
Amid global geopolitical uncertainties and macroeconomic volatility, we currently project our standalone, and I repeat the word standalone, FY '26 revenue growth to range between 35% to 40%. Last year, FY '25, our guidance on standalone EBITDA margin was between 9% to 10%, and we are happy to announce that we are upping our guidance to 10% to 11% in the coming year, in FY '26. Hopefully our entire goal of achieving 12% to 15% EBITDA margin over the next three, four years, this year would be a deciding year for that goal to be achieved.
where did they announce this? kindly share the source.
yes plz always share the source so that we can trust
