I have sat on both sides of these tables. Indian D2C investors — angel investors, micro-VCs, and seed funds — will not read your 40-page business plan. Here is what they actually want:
What specific problem exists for a specific customer segment? Be concrete: ‘[Customer type] struggles with [specific pain] because [root cause]. The current alternatives are [list] but they fail because [reason].’ A vague problem gets a polite no — I have watched it happen.
What are you building? How does it fix the problem differently from what is already out there? Name the one thing a competitor cannot copy over a weekend.
| Metric | Your Number |
|---|---|
| Monthly revenue | ₹___ |
| Monthly orders | ___ |
| Month-over-month growth | ___% |
| Repeat purchase rate | ___% |
| Customer acquisition cost | ₹___ |
| Average order value | ₹___ |
| Gross margin | ___% |
How do you make money? Put the unit economics on the table:
Who’s building this? Show the experience that matters — not just degrees. Investors back founders who know their customer cold.
How much are you raising? What does it buy? What milestones will this capital get you to?
| Year 1 | Year 2 | Year 3 | |
|---|---|---|---|
| Monthly orders (end of year) | 500 | 2,000 | 5,000 |
| Average order value | ₹1,500 | ₹1,800 | ₹2,000 |
| Annual revenue | ₹50L | ₹3Cr | ₹10Cr |
| Gross margin | 45% | 50% | 55% |
| Marketing spend (% of revenue) | 35% | 25% | 18% |
| Team size | 3 | 8 | 15 |
| Net profit/loss | -₹10L | +₹15L | +₹80L |
Key: Show a path to profitability. In 2026, Indian D2C investors back sustainable unit economics over growth at all costs.
At Growww Tech, my team and I help D2C brands build these plans, tighten their unit economics, and get ready to raise. Let’s build your strategy.
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