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This case study's purpose is to let the participants discuss and debate on the late entrant, Tata CLiQ's (CLiQ) differentiation strategy with a 'Phygital' model (physical digital). Can CLiQ stand in good stead vis-a-vis the entrenched e-Commerce competitors in India and have a late mover advantage? Positioned with a 'curated' marketplace model, CLiQ sells CAMELs (Certified Authentic Merchandise Everybody Loves). Considered as India's first online-omnichannel marketplace, CLiQ's targeted customer is conscious about brands whose expectations of convenience and service are fairly higher. Would CLiQ's CLAP - Curated Model, Luxury brands, Authenticity and Phygital strategy - give it a late mover advantage? What started as an ultra-ambitious project by Tata Group, nicknamed 'Tata Mall' for nearly 18 months, was launched as CLiQ in May 2016. Operational in 8,000 pin codes in 1,000 cities and towns across 23 states and 2 Union Territories, CLiQ, as of March 2018, sells more than 800 brands mainly in fashion and electronics segments including home, kidswear, jewelry, toys and stationery. About 70% of the orders are delivered through phygital and shipped out of store while 4%-8% of orders are collected by customers. While CLiQ's fulfilment cost is half of that of its competitors, the selling price is 10%-30% higher than other players. Is CLiQ's differentiation strategy good enough to give it a long-term and sustainable competitive advantage? Is its late entry an advantage or an adversity? With clear lessons on table, what is the best way for CLiQ to navigate its way through the crowded Indian e-Commerce space? Would CLiQ's unique proposition of latest products and exclusive ranges from best brands, delivered in a unique online-offline model help it to give a late mover advantage?