Before Baylink, we built what we called "an Amazon for offline retail." The idea was simple: help small brands get discovered and stocked at kiranas at scale. We got to ₹1.5 crore in revenue. We spoke to hundreds of retailers. We understood the category structure, the distributor dynamics, the way a kirana owner thinks about margins and shelf space.
And then we hit a wall that wasn't about product-market fit. It was about the fundamental mechanics of how brands operate in offline retail. Every brand we worked with had the same problem not getting their product into stores, but having zero visibility or accountability over what happened after it got there.
The Brand had no idea
A brand would tell us their product was stocked at 300 stores. We'd visit 30 of those stores and find it in 14. At 6 of those, it was behind the counter. At 3, the price was wrong. The brand had no idea. Their TSE had filed a report. The report said everything was fine.
We pivoted. Not because the original idea was wrong, but because we'd found a deeper, more universal problem and we now had the ground-level knowledge to actually solve it. Two years in kirana stores gave us something no one else building in this space has: we've been the retailer's problem, the brand's problem, and the distributor's problem simultaneously. We know exactly why the system breaks.
Baylink is the infrastructure layer we wish had existed when we were trying to operate in this market. Verified execution. Real data. Pay for what happens. That's it.
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