Motilal Oswal is bullish on IndiaMART recommended buy rating on the stock with a target price of Rs 3250 in its research report dated October 27, 2023.

Buy IndiaMART; target of Rs 3250 : Motilal Oswal

The recent vertical decline over the past couple of weeks, starting from around 19,800, presents a formidable challenge for the bulls camp to make a comeback due to substantial overhead resistance. In this context, the range of 19,200 to 19,250 is a formidable resistance zone, that is a breakdown level from a major swing low.

Hot Stocks | Here's why you should bet on Ramco Cements, IndiaMART InterMESH

In Q2FY24, IndiaMart added ~2K (net adds.) paying subscribers (~4.7K in Q1FY24). This was significantly lower than expectations (I-Sec est.: 5.5K) and management outlook shared in Q1FY24 conference call. The shortfall was attributed to muted gross ...

Buy IndiaMart InterMesh; target of Rs 3500: ICICI Securities

27 Oct 2023, 09:22 AM IST Indiamart Intermesh share price Today :Indiamart Intermesh trading at ₹2657.1, down -1.29% from yesterday's ₹2691.9 The current stock price of Indiamart Intermesh is ₹2657.1. It has experienced a percent change of -1.29 ...

Indiamart Intermesh share price Today Live Updates : Indiamart Intermesh closed today at ₹2776.25, up 4.44% from yesterday's ₹2658.35

IndiaMART InterMESH posted a muted 2% growth in its consolidated net profit at INR 69 Cr in Q2 FY24 from INR 68 Cr in Q2 FY23.

IndiaMART’s Q2 Net Profit Flat At INR 69 Cr As Investments Weigh Heavy

Netgear unveiled its enterprise-class AV M4350 Series Switches engineered and certified for AVoIP (Audio-Visual over Internet Protocol) at InfoComm here.

Netgear launches its enterprise-class AV switches at InfoComm India

B2B marketplace IndiaMART InterMesh on Friday reported marginal year-on-year increase in consolidated net profit at Rs 69.4 crore for the July-September quarter (Q2) of current financial year 2023-24 as against Rs 68.

IndiaMART reports Rs 69 crore profit in Q2, revenue up 22 pc

IndiaMART reports Rs 69 cr profit in Q2, revenue up 22 pc

IndiaMART InterMESH's revenue from operations jumped 22% to Rs 294.7 crore for the reporting period. EBITDA for the quarter came in at Rs 80 crore, while margins stood at 27.1%.

IndiaMart Q2 results: Net profit rises marginally to ₹69 crore, revenue jumps 22%

Indiamart Intermesh, Blue Dart Express, Great Eastern Shipping Company, Piramal Pharma, TTK Prestige, Ujjivan Small Finance Bank, Mahanagar Gas, Route Mobile, Intellect Design Arena, City Union Bank, Supreme Petrochem, SBFC Finance, Tamilnad Mercantile ...

Stocks to Watch: RIL, Maruti, Cipla, Voda Idea, Adani Ent, Dr Reddy's, IHCL, and Others

IndiaMART InterMESH

indiamart

Billions of dollars in venture capital have poured into direct-to-consumer (D2C) brands over the past ten years, funding hundreds of upstart brands challenging the incumbents in product category. These brands, once by investors, are now raising multi-million dollar rounds pre-launch and recruiting top talent. nearly every ignored There’s no question that there’s hype around the D2C space, but we’ve seen far less interest in the infrastructure that allows these brands to scale. D2C brands uniquely own every step of their production and distribution process — from product design to packaging to marketing to fulfillment. New brands can struggle to put all these pieces together, while established brands face challenges like figuring out how to serve an international audience and maintaining growth in a capital-efficient way. We see a huge opportunity for the rise of tools that better serve these brands, and we’re excited to share our research on companies in this space and areas where we hope to see further development. If you’re working on something in the D2C infrastructure space, please email us at twins@crv.com — we’d love to talk to you! Playbook for New Brands We’ve compiled a list of the tools we see D2C brands using today, based on our conversations with dozens of brands and data from Siftery . Product Design & Development Most brands handle design and development of products in-house, sometimes with heavy input from customers, which Glossier (and more brands are exploring via Instagram Stories and surveys). The development process typically involves finding a factory or manufacturing partner with expertise in the space, and working closely with them. famously does However, we’ve found a few startups that are aiming to use tech in the product development process. and offer this for 3D-printed products, while and do the same for hardware. and all focus on fashion, doing smaller production runs with quick turnaround times. (customers include , and ), and ( ) both work across industries. Voodoo Manufacturing Shapeways Shape Prototype , Kickr Design , Seeed Studios CALA , IndieSource , Nineteenth Amendment Parcel Supply Birchbox, S’well Blue Apron PCH International Walker and Company, Fitbit, Blaze Manufacturing Many brands find manufacturers through their personal networks or referrals, but there are also established marketplaces that connect companies with domestic and international factories — , , , , and are a few examples. Some of the newer players cater to younger brands who are concerned about eco-friendliness, quality control, and social responsibility — ( , ), , , and (fashion-specific) are a few examples. MFG.com Kompass Alibaba IndiaMart ThomasNet Anvyl LOLA, Hims, S’well Native Sourcify Maker’s Row Sewport Financing There’s a number of firms that focus on consumer brands, many of which combine an investment with incubation or branding, advertising, or other support. is a major player in this space — the company offers as well as financing options, as is is a newer firm that focuses on brands doing $1M+ in annual revenue. CircleUp credit equity Indie.vc . Assembled Brands Other funds include , , , , and invest exclusively in food and beverage. , , and (beauty-focused) all serve as accelerators that combine funding with agency-like support. Outroll Ventures Unilever Ventures Touchdown Ventures Beechwood Capital Simon Capital , Elizabeth Street , VTF Capital *. AccelFoods , First Beverage Group , Distill Ventures Bullish The Brandery SKU , XRC Labs , Sephora Accelerate and remain a popular way to fund an initial production run, as well as equity crowdfunding platforms like , , , and . Along with traditional credit options like small business loans (also offered via startups like , , and ), there are also a few new credit options catered directly to D2C brands. These include , (working capital), and (marketing funding). does the same via merchant cash advances and loans. Kickstarter Indiegogo SeedInvest Crowdfunder Republic Wefunder Fundbox SnapCap Kickfurther CircleUp Credit Advisors Dwight Funding Clearbanc Shopify Capital Inventory Management Inventory management and forecasting are crucial for young brands that are short on cash and storage space. Forecasting is complicated by the fact that these brands can have “viral” moments that are difficult to predict and lead to long waitlists. Like most other software categories, there are existing inventory management solutions (Netsuite, Workday, SAP, etc.). However, the pricing, features, and implementation often don’t work for early-stage, high growth companies. A few startup platforms that cater to D2C brands — ( , ) and ( ). Other options that are popular amongst e-commerce more broadly are , , , , , , and . Fuse Inventory Glossier, LOLA, MeUndies Snowe Stitch Labs Brooklinen, Thinx TradeGecko Finale Lightspeed Retail Ops Unleashed Veeqo Brightpearl Branding Many brands do this in-house, especially if they have a designer on the team or can easily consult with an expert. , and are a few of the more popular tools for managing brand assets, and some also include tools or design space for generating these assets. It’s also common to hire a freelancer on a platform like , , , , , and . Canva , Brandfolder , Bynder , Outfit , OpenBrand Frontify 99Designs , DesignCrowd Dribbble Behance Upwork Toptal Fiverr A number of design agencies have risen to fame for their work with top D2C brands — ( )and ( ) are two of the most popular. Others include ( ) ( ) ( ), ( ), ( ), ( ), and ( . Red Antler Casper, Allbirds, Keeps, Brandless Gin Lane Hims, Sweetgreen, Harry’s, Stadium Goods Pentagram Buffy, Tender Greens, The Wing , Condensed Pair Eyewear, Num Num, Keepers , Partners & Spade Allbirds, Flamingo, Warby Parker , M. Gemi Collins Heyday, Nourish, Archer Farms Motto Even, Keetsa, Crown & Buckle Circus Maximus Roman, Bombfell High Tide Warby Parker, Casper, LOLA) Marketing Like traditional e-commerce companies, many D2C brands devote most of their marketing dollars to Facebook, Instagram, and Google. There is a sea of marketing software tools for new brands to manage this spend. To get a sense of what both early and late-stage brands are using, we used to check out the marketing stack for the top 15 most well-funded D2C brands, as well as the 29 brands who raised a VC seed round last year. We’ve included below platforms that were used by five or more brands out of this group. Siftery Most of the brands we surveyed used at least one option in each of the sub-categories above, making it by far the most complex area of the stack we examined. Seed-stage brands were more likely to experiment with similarly early-stage marketing platforms (perhaps because they are the most hungry to acquire customers!)—particularly in categories that go beyond the basics like referrals, re-targeting, and conversion. We know many brands are also using tools to schedule and post content to social media, which wouldn’t show up in a Siftery stack. Examples include (Instagram scheduler), (Twitter scheduler) as well as cross-platform schedulers and — which we’ve included in the “Customer Success” map below as they also support customer service. Later Tweetdeck Sprout Social Buffer Customer Success Similar to marketing, many of the customer success platforms built for traditional e-commerce seem to be working for D2C brands. Unlike marketing, however, we found most D2C brands used a fairly tight set of customer success solutions — most commonly a live chat tool ( and were the top two), an email/ticketing system ( and —which all also offer social support) and a social-focused service platform ( and ) Olark Zendesk Zendesk , Kustomer , Gorgias , Conversocial Sprout . We’ve also included customer review systems in the “Customer Success” category — though they could arguably be considered “Marketing” tools as well. and were by far the most-used platforms in this category. Yotpo Okendo Commerce & Payments Almost all of the seed-stage D2C brands we surveyed used either or as their commerce platform, while later-stage brands commonly used to process payments. About half of the 43 brands we looked at also used one or more of the following: and is another newer option that handles checkout, analytics, and fraud protection. Shopify Magento Stripe Google Wallet , Paypal , Apple Pay , Amazon Payments . Bolt Payments Outside of the core payment processing functionality, almost all of the subscription-based D2C brands we looked at used for their billing, and several of the later-stage brands used a fraud protection solution like and Brands with higher-priced items also often implements solutions to allow customers to pay over time — with platforms like , , and . ReCharge Payments Riskified Signifiyd . Affirm Klarna Quadpay Fulfillment, Shipping, & Returns We’ve discussed Inventory Management above, so in this category we‘ve focused on packaging, shipping and fulfillment, and returns. In packaging, arguably the most well-known brand is ( ) but many earlier-stage brands that struggle with Lumi’s prices and minimums turn to and also have quite a bit of traction in this space. Lumi Parachute, MeUndies, Rockets of Awesome Packlane . Arka Pakible On the shipping side, ( ), , and are three of the most popular options, though some brands ship directly via USPS or FedEx. helps companies offer same-day delivery. , , , , , and are other popular 3PL and fulfillment options for D2C brands and e-commerce more broadly. Shippo MeUndies, Ipsy, Hims ShipStation ShipBob Darkstore Flexe ShipHero RubyHas Quiet Logistics ID Logistics Dotcom Distribution , Fosdick and are focused on international shipping, which remains a huge problem for brands of all sizes. Brands use platforms like and to help customers track orders. On the returns side, and (sometimes used together!) are the two most popular options we found, with and as other common options. Passport Shipping , Flow , FlavorCloud Arrive , Newgistics , AfterShip , Narvar Returnly Happy Returns ReturnMagic Narvar Brick & Mortar Space As we’ve , D2C brands are increasingly experimenting with physical retail space — usually via pop-ups or by renting shelf space in their early days, and then setting up permanent stores further down the line. The last few years has seen the birth of many startups that aim to help brands tackle this without having to hire a broker or realtor. written about before In the shelf or display space category, some of the biggest contenders are (with an online marketplace and three stores in NYC), (focused on consumer hardware) (in Edmonton and Minneapolis), (Plano, TX), (NoHo in NYC), and (SF). On the short-term or pop-up side, and all offer solutions. assists with longer-term retail placements alongside (formerly thisopenspace), a CRV portfolio company that also helps smaller brands find short-term and shelf space. Bulletin b8ta Fourpost Neighborhood Goods Showfields Re:Store Storefront , AppearHere , Go-PopUp Leap Uppercase (customers include and ), also helps D2C brands with retail — but with a focus on connecting companies to vendors and service providers who can manage store operations. This includes maintenance, events, dry cleaning, and other custom services that brands may not have the time or expertise to set up themselves. Worksmith Outdoor Voices, Casper, Bonobos, Stance What’s Left To Build? There are several areas where we see considerable room for improvement on existing solutions, as well as other categories that have yet to be tackled. Here are just a few areas of opportunity we are particularly excited about: CACs continue to rise on Instagram and Facebook — though consumers remain excited to try new brands, it’s hard to cut through the noise on social feeds. Many brands are turning to cross-promotions with other brands to lower acquisition costs, and sites like have popped up to aggregate brands. We’ve also seen new entrants focus on dominating specific product categories (e.g. in beauty) or distribution via friend referrals (e.g. ). We’re excited to see more scalable, software-based solutions for brands to reach the right customer. Discovery. Newfound Supergreat MASSE It’s surprising how hard it is for brands large and small to ship internationally — just take a look at the variety of products on ! Because D2C brands advertise heavily on social media, where content can be shared globally (even if ads target a domestic audience), it’s especially important to be able to serve these potential customers. We’re very excited about starting to tackle this problem, and are looking forward to seeing these solutions expand to more brands. International Shipping. Grabr Passport , FlavorCloud , Flow We continue to see D2C brands struggle to finance their inventory, particularly given that they often can’t negotiate favorable payment terms with manufacturers early on. This results in many companies raising more venture funding (and taking more dilution) than they need to scale. , , , and have been making progress in providing working capital to brands, and we’re interested in watching how this space evolves. Financing. Clearbanc Assembled Brands Dwight Funding CircleUp As shown by the many categories above, brands have to piece together and manage a huge amount of different resources just to get a first product out the door. This can be especially overwhelming for small teams running on limited capital, who don’t have partnerships or contracts with larger retailers. It will likely take more time and capital in the space, but we’d be excited to see something closer to an end-to-end solution (even just for one category!) that simplifies brand operations. is one example — as well as serving as a subscription platform for brands like , , and , they also offer fulfillment, customer service, and business intelligence. Resource Aggregation. OceanX Ladder Cora Seed Thanks for reading! If you’re working on something in this space, please email us at twins@crv.com — we’d love to hear from you! Like this post? to help more people see our story, and share it with your friends! Clap for it Interested in reading more content from us? You can subscribe to our weekly newsletter, , for more insights on millennial and Gen Z trends: Accelerated https://accelerated.carrd.co/ Thank you to Saar Gur for his help with this post.

D2C 2.0: The Rise of Infrastructure

Top Rated E-Commerce Companies & Platforms Around the World As per the data shared by emarketer company, with the rise of m-commerce, the eCommerce industry has seen . High growth rate has seen not only in the USA or Europe but also in the Asia Pacific region. Read this post to know, how the eCommerce industry is growing all over the world and which are top commerce companies in the UK, USA, India, Australia, & Middle East. Additionally, you can read, which are the best e-commerce platforms to start an online business. unprecedented growth in the last 3–4 years 1. Which are the top 10 E-Commerce companies in the USA? USA e-retail market has grown by 24.8% in the previous years. Here is a graph by Statista, that shows the steady growth rate of ecommerce in the USA: Here are the names of USA top ecommerce companies · Walmart — Established in 1962 · Amazon — Established in 1994 · Overstock — Established in 1995 · Ebay — Established in 1995 · Best Buy — Established in 1966 · Wayfair — Established in 2002 · Macy’s — Established in 1858 · Costco — Established in 1983 · Apple — Established in 1976 · The Home Depot — Established in 1986 Data Source: https://www.emarketer.com/Chart/Top-10-US-Companies-Ranked-by-Retail-Ecommerce-Sales-Share-2018-of-US-retail-ecommerce-sales/220521 2. Which are the top 10 E-Commerce companies in India? Ecommerce sector is growing equally well in India. Here is a graph by statista, that shows the high growth rate of eCommerce industry in India: Here is a list of India’s top 10 ecommerce companies: Amazon India — Established in India in 2013 FlipKart — Established in 2007 Snapdeal — Established in 2007 Indiamart — Established in 1996 MakeMytrip — Established in 2000 Paytm — Established in 2010 Myntra — Established in 2007 BookMySHow — Established in 1999 Yatra — Established in 2006 Ebay India — Established in India in 1995 Data Source: https://www.fundoodata.com/learning-center/top-10-e-commerce-companies-india-2/ 3. Which are the top 10 E-Commerce companies in UAE? Have a look on the growth rate of eCommerce in the middle east countries: source: thenational.ae Here are the names of UAE’s top eCommerce companies: Souq — Established in 2005 Mumzworld — Established in 2011 Aido — Established in 2015 Jadopado Established in 2010 — Dubizzle — Established in 2005 Alshop- Established in 2008 Awok — Established in 2013 MarkaVip — Established in 2013 Axiomtelecom — Established in 1997 Data Source: https://www.go-gulf.ae/blog/ecommerce-sites-middle-east/ Must Read: Live the startup dream — Start your online business with these ready to launch ecommerce systems 4. Which are the top 10 E-Commerce companies in the UK? Ecommerce industry is booming in the UK and 87% of retail purchases have made online. Here is a graph by statista on UK’s eCommerce industry growth: UK’s top ecommerce companies Names: Amazon UK Boux Avenue — Founded in 2011 Play.com — Founded in 1997 Apple Tesco — Founded in 1919 Marks & Spencer- Founded in 1884 John Lewis — Founded in 1929 Superdry — Founded in 1929 Easy Jet — Founded in 1929 Farfetch UK — Founded in 2007 Data Source: https://blue-shark.co.uk/blog/top-10-uk-e-commerce-websites/ 15 of the UK's fastest-growing retailers - Insider Trends 5. Which are the top Ecommerce Companies in Australia? There is an exploding growth of eCommerce in Australia in the last 2 years. Fashion industry reported a 27% growth in 2017. Here is a graph that shows, the rise of users in the eCommerce industry year by year: Australia's top eCommerce companies names JB Hi-Fi — Founded in 1974 Ebay Australia — Founded in 1999 Amazon Australia — Launched in Australia in 2017 Office Works — Founded in 1994 Kogan — Founded in 2006 Woolworths — Founded in 1924 The Iconic — Founded in 2011 Red Balloon- Founded in 2001 Appliances Online Founded in 2005 — Dick Smith — Founded in 1968 Data Source: https://www.slideshare.net/cloudwayshosting/top-20-ecommerce-sites-in-australia 6. Which are the top Ecommerce Companies in Spain? As per the stats on eshopworld website, in 2022, there will be 30.50 million online shopper in Spain. Fashion industry is booming in Spain and has turnover of 5.5 billion euros. Here is a list of top ecommerce companies in Spain: Amazon Alibaba El Corte Inglés Ebay Mil Anunacios Pc Componentes Zalando Lets Bonus Zara Apple Data Source: https://www.export.gov/article?id=Spain-ecommerce 7. Which are the top Ecommerce Companies in Italy? Italy has over 19million online shoppers & most popular online industries in Italy are travel, information technology, & computer electronics. Here is a list of top 10 ecommerce companies in the Italy: Amazon Italy Ebay Italy Trovaprezzi Yoox Apple Kelkoo IBS Zalendo Euronics BonPrix Data Source: https://ecommercenews.eu/ecommerce-in-europe/ecommerce-italy/ How to Start an Online E-commerce Business? Considering the growth rate of eCommerce all over the world, it won’t wrong to say that starting an online eCommerce business is a win-win idea. First and foremost step while starting an online store is the selection of an eCommerce platform. This is where you can might be go wrong because you need to to start your online store. consider various factors while selecting an eCommerce platform Top Platforms to Start an Online Ecommerce Business: Here, I am sharing the list of best ecommerce platforms, by which you can start your online store quickly. Please note, all the below platforms are built to purpose different business requirements, so choose a platform that serves your needs best. — One of the best platforms to start an online retail store. Shopify — Best platform to start a similar to Amazon, eBay, Flipkart, at a minimal investment. A user-friendly platform for people who have little to no technical knowledge. YoKart multi-vendor ecommerce store - Highly recommended platform to start a large enterprise. Magento — Woocommerce could be your choice if you are looking to start a small scale online store on the WordPress. Woocommerce — A ready to launch platform to start an online grocery store swiftly at a small investment. Growcer — A tough competitor to shopify platform and often considered the best option for those who have little to no technical knowledge. Bigcommerce — With the slogan ‘We believe in the artist’, Big Cartel targets artists & other small-scale home-based businesses run by individuals. BigCartel — A cloud based ecommerce platform with a password free checkout Vtex — Start a food marketplace like Zomato, GrubHub, Just Eat with YoYumm multi-restaurant platform at a price of $499. YoYumm : Volusion platform caters to stores of a broad range of industries, and given its comprehensive list of in-built features and functionalities. Volusion Hope it helps you. If you believe, I have missed the name of any major eCommerce company or platform, please share in the comments. I would love to add to the post.

Top 10 E-Commerce Companies & Platforms Around the World

The Beginning of "The Wild Asses of the Devil"

The Stolen Bacillus and Other Incidents, by H. G. Wells, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . A DEAL IN OSTRICHES A DEAL IN OSTRICHES “Talking of the prices of birds, I’ve seen an ostrich that cost three hundred pounds,” said the Taxidermist, recalling his youth of travel. “Three hundred pounds!” He looked at me over his spectacles. “I’ve seen another that was refused at four.” “No,” he said, “it wasn’t any fancy points. They was just plain ostriches. A little off colour, too—owing to dietary. And there wasn’t any particular restriction of the demand either. You’d have thought five ostriches would have ruled cheap on an East Indiaman. But the point was, one of ’em had swallowed a diamond. “The chap it got it off was Sir Mohini Padishah, a tremendous swell, a Piccadilly swell you might say up to the neck of him, and then an ugly black head and a whopping turban, with this diamond in it. The blessed bird pecked suddenly and had it, and when the chap made a fuss it realised it had done wrong, I suppose, and went and mixed itself with the others to preserve its incog. It all happened in a minute. I was among the first to arrive, and there was this heathen going over his gods, and two sailors and the man who had charge of the birds laughing fit to split. It was a rummy way of losing a jewel, come to think of it. The man in charge hadn’t been about just at the moment, so that he didn’t know which bird it was. Clean lost, you see. I didn’t feel half sorry, to tell you the truth. The beggar had been swaggering over his blessed diamond ever since he came aboard. “A thing like that goes from stem to stern of a ship in no time. Every one was talking about it. Padishah went below to hide his feelings. At dinner—he pigged at a table by himself, him and two other Hindoos—the captain kind of jeered at him about it, and he got very excited. He turned round and talked into my ear. He would not buy the birds; he would have his diamond. He demanded his rights as a British subject. His diamond must be found. He was firm upon that. He would appeal to the House of Lords. The man in charge of the birds was one of those wooden-headed chaps you can’t get a new idea into anyhow. He refused any proposal to interfere with the birds by way of medicine. His instructions were to feed them so-and-so and treat them so-and-so, and it was as much as his place was worth not to feed them so-and-so and treat them so-and-so. Padishah had wanted a stomach-pump—though you can’t do that to a bird, you know. This Padishah was full of bad law, like most of these blessed Bengalis, and talked of having a lien on the birds, and so forth. But an old boy, who said his son was a London barrister, argued that what a bird swallowed became ipso facto part of the bird, and that Padishah’s only remedy lay in an action for damages, and even then it might be possible to show contributory negligence. He hadn’t any right of way about an ostrich that didn’t belong to him. That upset Padishah extremely, the more so as most of us expressed an opinion that that was the reasonable view. There wasn’t any lawyer aboard to settle the matter, so we all talked pretty free. At last, after Aden, it appears that he came round to the general opinion, and went privately to the man in charge and made an offer for all five ostriches. “The next morning there was a fine shindy at breakfast. The man hadn’t any authority to deal with the birds, and nothing on earth would induce him to sell; but it seems he told Padishah that a Eurasian named Potter had already made him an offer, and on that Padishah denounced Potter before us all. But I think the most of us thought it rather smart of Potter, and I know that when Potter said that he’d wired at Aden to London to buy the birds, and would have an answer at Suez, I cursed pretty richly at a lost opportunity. “At Suez, Padishah gave way to tears—actual wet tears—when Potter became the owner of the birds, and offered him two hundred and fifty right off for the five, being more than two hundred per cent. on what Potter had given. Potter said he’d be hanged if he parted with a feather of them—that he meant to kill them off one by one and find the diamond; but afterwards, thinking it over, he relented a little. He was a gambling hound, was this Potter, a little queer at cards, and this kind of prize-packet business must have suited him down to the ground. Anyhow, he offered, for a lark, to sell the birds separately to separate people by auction at a starting price of #80 for a bird. But one of them, he said, he meant to keep for luck. “You must understand this diamond was a valuable one—a little Jew chap, a diamond merchant, who was with us, had put it at three or four thousand when Padishah had shown it to him—and this idea of an ostrich gamble caught on. Now it happened that I’d been having a few talks on general subjects with the man who looked after these ostriches, and quite incidentally he’d said one of the birds was ailing, and he fancied it had indigestion. It had one feather in its tail almost all white, by which I knew it, and so when, next day, the auction started with it, I capped Padishah’s eighty-five by ninety. I fancy I was a bit too sure and eager with my bid, and some of the others spotted the fact that I was in the know. And Padishah went for that particular bird like an irresponsible lunatic. At last the Jew diamond merchant got it for #175, and Padishah said #180 just after the hammer came down—so Potter declared. At any rate the Jew merchant secured it, and there and then he got a gun and shot it. Potter made a Hades of a fuss because he said it would injure the sale of the other three, and Padishah, of course, behaved like an idiot; but all of us were very much excited. I can tell you I was precious glad when that dissection was over, and no diamond had turned up—precious glad. I’d gone to one-forty on that particular bird myself. “The little Jew was like most Jews—he didn’t make any great fuss over bad luck; but Potter declined to go on with the auction until it was understood that the goods could not be delivered until the sale was over. The little Jew wanted to argue that the case was exceptional, and as the discussion ran pretty even, the thing was postponed until the next morning. We had a lively dinner-table that evening, I can tell you, but in the end Potter got his way, since it would stand to reason he would be safer if he stuck to all the birds, and that we owed him some consideration for his sportsmanlike behaviour. And the old gentleman whose son was a lawyer said he’d been thinking the thing over and that it was very doubtful if, when a bird had been opened and the diamond recovered, it ought not to be handed back to the proper owner. I remember I suggested it came under the laws of treasure-trove—which was really the truth of the matter. There was a hot argument, and we settled it was certainly foolish to kill the bird on board the ship. Then the old gentleman, going at large through his legal talk, tried to make out the sale was a lottery and illegal, and appealed to the captain; but Potter said he sold the birds as ostriches. He didn’t want to sell any diamonds, he said, and didn’t offer that as an inducement. The three birds he put up, to the best of his knowledge and belief, did not contain a diamond. It was in the one he kept—so he hoped. “Prices ruled high next day all the same. The fact that now there were four chances instead of five of course caused a rise. The blessed birds averaged 227, and, oddly enough, this Padishah didn’t secure one of ’em—not one. He made too much shindy, and when he ought to have been bidding he was talking about liens, and, besides, Potter was a bit down on him. One fell to a quiet little officer chap, another to the little Jew, and the third was syndicated by the engineers. And then Potter seemed suddenly sorry for having sold them, and said he’d flung away a clear thousand pounds, and that very likely he’d draw a blank and that he always had been a fool, but when I went and had a bit of a talk to him, with the idea of getting him to hedge on his last chance, I found he’d already sold the bird he’d reserved to a political chap that was on board, a chap who’d been studying Indian morals and social questions in his vacation. That last was the three hundred pounds bird. Well, they landed three of the blessed creatures at Brindisi—though the old gentleman said it was a breach of the Customs regulations—and Potter and Padishah landed too. The Hindoo seemed half mad as he saw his blessed diamond going this way and that, so to speak. He kept on saying he’d get an injunction—he had injunction on the brain—and giving his name and address to the chaps who’d bought the birds, so that they’d know where to send the diamond. None of them wanted his name and address, and none of them would give their own. It was a fine row I can tell you—on the platform. They all went off by different trains. I came on to Southampton, and there I saw the last of the birds, as I came ashore; it was the one the engineers bought, and it was standing up near the bridge, in a kind of crate, and looking as leggy and silly a setting for a valuable diamond as ever you saw—if it was a setting for a valuable diamond. “How did it end? Oh! like that. Well—perhaps. Yes, there’s one more thing that may throw light on it. A week or so after landing I was down Regent-street doing a bit of shopping, and who should I see arm-in-arm and having a purple time of it but Padishah and Potter. If you come to think of it— “Yes. I’ve thought that. Only, you see, there’s no doubt the diamond was real. And Padishah was an eminent Hindoo. I’ve seen his name in the papers—often. But whether the bird swallowed the diamond certainly is another matter, as you say.” About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. H. G. Wells (2004). The Stolen Bacillus and Other Incidents. Urbana, Illinois: Project Gutenberg. Retrieved October 2022, from https://www.gutenberg.org/files/12750/12750-h/12750-h.htm This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html.

A DEAL IN OSTRICHES

Moby-Dick; or The Whale: Chapter 81 -The Pequod Meets The Virgin

David Copperfield: Chapter 42 -Mischief

David Copperfield: Chapter 23 - I Corroborate Mr. Dick, And Choose A Propession

Blockchain has gained too much popularity to remain on the tongue-tips of the majority. However, will this innovation indeed change the manner in which we execute later on? Just imagine an old ledger, one of those enormous leather-bound books that organizations utilized for recording their exchanges, making an official open record that was open for audit. Now, imagine an online ledger that is immediately accessible by different gatherings – secure, exact, and updated in real-time, and that is known as Blockchain, which is bringing quick change to global finance and trade. The blockchain is reforming transaction speed and proficiency. Although the use of technology is still in the Proof of Concept (POC) phase, it can play a decisive role in the various scopes of businesses and divisions, including banking, finance, insurance, and government. Blockchain can reform different ventures based on a few advantages that the innovation brings to the table, including: -  Speedy transaction: At whatever point, money is being exchanged from one source to the next, it will regularly take a couple of days to confirm the payment. This is because of the way that the money initially needs to travel to the third party for legitimate purposes. With Blockchain, it is merely you and your clients and no mediators to manage the stream of money. The control is fully robotized through the Blockchain's algorithms and has ended up being exceptionally fast. -  Reduced transaction time: Blockchain can reduce exchange time, especially for clearance and settlements. Think about the current financial framework: while the trading of stocks and securities is regularly led at eye blinking time, settlement confirmation still takes several days or even weeks. The difference lies in the time it takes for the two gatherings to reconcile and affirm their exchanges. Blockchain development in organizations could dispose of these delays since the transaction is led on a shared ledger visible to both counterparties, thus fixing the requirement for exchange reconciliation. The way things are today, Bitcoin exchanges can be settled within minutes. -  Reduced book-keeping costs: The blockchain diminishes the value of book-keeping by wiping out the process of agreement and the risk of "two-fold expenditure." Since members of a blockchain network share the same shared ledger and since exchanges happen in real-time, there is no mandatory reason for adjusting the records between the counterparties, and these gatherings do not even need to stress that their counterparties will take part in several exchanges using similar resources. Blockchain can also improve the auditing procedure and facilitate contract compliances with the use of smart contracts. - Opportunities to get potential benefits of blockchain by the Government: Blockchain can profit organizations and purchasers as well as the administration. For example, blockchain could enable controllers to screen financial transactions in real-time, enhance book-keeping procedures, diminish the expenses of monitoring and regulation, and improve administrative implementation. The government must conduct blockchain-based applications itself to receive these rewards. - Permission blockchains: Companies could make blockchains confined to choosing customers for a particular reason. Such an administration is advertised by SETL, which has created an authorization-based record framework that can move money and assets in real-time to settle market transactions. Companies in the Blockchain or DLT world that provide real-time facilities After taking a look at the potential of blockchain, let’s take a look at these companies that are involved or will be involved in the blockchain world: - SETL provides versatile payment solutions and real-time blockchain settlement. SETL – Noble is a full reserve bank that focuses exclusively on empowering customers to clear, net, and settle FX and OTC transactions in real-time. Noble Bank - Hyperledger is another innovation to enable banks to clear and settle transactions in real-time without the requirement for a mediator through distributed ledgers. Hyperledger What’s next? Blockchain can convey more prominent effectiveness and straightforwardness to the finance and banking industry by permitting real-time cross-border transactions and money to be traded at lightning speed. And yes, real-time blockchain infrastructure is undoubtedly possible shortly.

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