- Zomato recently filed its draft red herring prospectus in anticipation of a $1.1 billion listing on India's bourses later this year
- While the company now boasts a healthier average order value and contribution margin, revenue and users have dropped
- Zomato's US-based peer DoorDash, was valued at a revenue multiple of 17X. A similar multiple would peg Zomato below its current valuation of $5.4 billion
- Its decision to list in India rather than overseas might have a lot to do with these shaky foundations
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Last week, food delivery startup Zomato
In February, Zomato had raised $250 million in funding at a post-money valuation of $5.4 billion.
A media
Jokes apart, it would come as no surprise if Zomato’s management and investors will be hoping for a valuation that is meaningfully higher than that of the last private funding round and will eventually get it to the coveted decacorn valuation milestone of $10 billion. This would make Zomato the highest valued foodtech startup in India and one of the highest valued Indian startups in general.
There is one impediment to this decacorn dream. Unlike private markets, the public market values companies on numbers rather than narratives. Metrics around profitability, growth, and free cash flows are critical. These aren’t necessarily Zomato’s greatest strengths. Zomato declined to respond to a detailed questionnaire sent by The Ken.
So how does Zomato measure up when it comes to these metrics? What else does the prospectus tell us about Zomato and the market? What are the other imperatives and challenges for Zomato around its public listing?
Let’s take a look.
Pandemic pop?
There is a school of thought that posits that now is the “best time” for Zomato to go public. The main driver for this bullishness is a belief that the pandemic has turned out to be a great tailwind for the company. Like many other e-commerce companies worldwide, the dynamics around work from home and general trepidation around venturing out should be a boost for Zomato’s food delivery business.
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Written by Sumanth Raghavendra
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