Thanks for reading Gokul. Online, EMI financing is ~30%, of which about 70% is via credit card EMIs, according to the source I quoted. Sure, 20% is significant for a single company, but we were drawing comparison btw what it enjoys offline. Moreover, on sites like Amazon as they aggressively push their own Amazon Pay later, doubling down on increasing BFL's EMI share could be challenging. That's why by having their own e store, they get to once again be the prominent financier on goods bought there. Agree with you about the super app. It will be surely be a stretch getting users to use a Swiggy via the Bajaj super app than using it directly. They are doing this with engagement in mind, but customers are unbundling faster than companies that are bundling services. So let's see. In a few quarters we ll know :)

Arundhati Ramanathan

Sure, Kedar. Once the app actually launches and we have some numbers to see, we can make a meaningful comparison. The good thing about Bajaj Fin is they have great disclosures. So we ll get a sense of how they are faring. We'll be back with more then :)

Arundhati Ramanathan

Hello Chandragupta, as mentioned in the story, they made a loss of Rs 10 crore ($1.3 million) in the first half of the financial year ending March 2021.

Arundhati Ramanathan

Thank you Keerthana, fixed it!

Arundhati Ramanathan

It was a Rorschach test ;). Thanks Srikanth!

Arundhati Ramanathan

This is very interesting context, Anandu. Thanks for sharing. Now it makes sense, why companies strictly tout the game of skill line, for any questions raised. Also fixed, the error. Thanks for pointing out.

Arundhati Ramanathan

I understand Rashesh. For instance, the company's motor TP volume is more than motor OD, and we know that can be a challenge going forward. That level of detail IMHO is not relevant to all readers, so did not go into it. They are just about starting with health so there was little to look at there. Hope this helps.

Arundhati Ramanathan

Thanks for reading and writing in Sourabh. Would be great if you can share some details on what you thought was missing from the piece.

Arundhati Ramanathan

Health insurance is a very small part of the business, Harkirat. Motor is the biggest followed by Fire insurance. In health, the company is looking at having just one plan that you can customize to add and remove whatever covers you want. About challenges, I think it's about just how much scale can agents and brokers bring. After all, they are physically limited by how many policies they can sell in a day. But that problem is slightly far away because all they need to do now is match up the levels of a Lombard, which has about 50,000 agents.

Arundhati Ramanathan

Hello Varun, thanks for writing and point out the error. We have fixed it. I agree with your comments, and in fact those were the doubts we had as well as we reported on this. But the proof (atleast for now) is in the numbers. I would be curious to see, say 2 years from now, what are the renewal rates for those like Digit and pure insurtech companies like Acko, that sell directly to consumers. It's going to be a very interesting journey for all types of companies and we are very keen to tell all those stories as they unfold. Cheers.

Arundhati Ramanathan

That's a fair point Muskan. While I was reporting, I learnt that they make 15- yeard olds vet the policy documents to make sure its universally readable and understandable.

Arundhati Ramanathan

Thank you Abhik for reading. When I went in reporting on the story my skepticism was how will an offline distribution model scale, especially when agents are constrained by the number of policies she can sell. But on reporting I realized, selling insurance profitably digitally is many years away. So for now, this is what the market needs. The challenge for the company is futuristic, really. When insurance sales go direct to consumers online, will the company be able to do it profitably? But that's many years away, and we will re-look at how Digit navigates those waters, then.

Arundhati Ramanathan