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<ul><li><keyword id="7298166" type="General" weightage="20" keywordseo="mba-chai-wala" source="Orion">MBA Chai Wala</keyword> is all set to mark its territory in 200 Indian cities by the end of this year.</li><li>The company has expanded to 100 cities like Bhopal, Srinagar, Surat, Delhi and more.</li><li>MBA Chai Wala now also looks to expand in the southern part of the country.</li></ul>Prafull Billore-led tea cafe chain MBA Chai Wala is all set to mark its territory in 200 Indian cities by the end of this year, generating over a 1,000 <keyword id="11018" type="General" weightage="20" keywordseo="jobs" source="Orion">jobs</keyword>. Billore — a son of a farmer — founded MBA Chai Wala as ‘Mr Billore Ahmedabad’ in 2017 after three consecutive failed attempts at CAT examinations. He wanted to get an MBA college and work at a multinational corporation, but instead he opened a small ‘thela’ cart outside his dream college IIM Ahmedabad. “Under my father’s pressure, I also took admission in a local college but I dropped out in 12 days. My father got really upset. But I wanted to create my own identity,” Billore noted. His brother Vivek Billore also joined MBA Chai Wala as a cofounder in 2020. The company has expanded to 100 cities like Bhopal, Srinagar, Surat, Delhi and more — since 2021. It now plans to double that number this year. It is currently opening 10-15 franchise stores on a monthly basis in an attempt to achieve these targets. Each of these stores are operated under the brand name MBA Chai Wala but will be financially managed by a franchise partner, who also handle all the investments that go into the outlet. The company charges ₹20 lakh on an annual basis to sell its franchises. Billore claims that the original MBA Chai Wala outlet in Ahmedabad earns up to ₹17 lakh a month. Meanwhile, an average MBA Chai Wala outlet employs seven employees and a smaller outlet provides employment opportunities to roughly five people. Based on this, the company will be generating employment for at least 500 people through its next 100 stores. MBA Chai Wala has been focusing on expansion in Northern India so far but it will now also look to expand in the southern part of the country, Praful Billore told Business Insider India. He noted that they will launch stores in Chennai, Bengaluru, Belgaum, Goa, Tirupati and more. “We used to get inquiry [for franchise] earlier too, but we scaled our business, built a name first and then started the franchise model,” Billore added. The company plans to expand his business across all 1,900 pin codes and 4000 cities in India with a goal to grow worldwide. They also plan to start their own tea-leaf brand. SEE ALSO <a class="tout-title-link" href="https://www.businessinsider.in/stock-market/news/spicejet-bank-of-baroda-hcl-tech-among-stocks-to-watch-out-for-on-july-12/slidelist/92816678.cms">SpiceJet, Bank of Baroda, HCL Tech among stocks to watch out for on July 12</a> <a href="https://www.businessinsider.in/business/startups/news/unacademy-shuts-down-global-test-prep-business-ceo-opts-for-a-pay-cut/articleshow/92806222.cms">Even with ₹2,800 crore in bank, we are not efficient at all: Unacademy’s Gaurav Munjal</a> <a href="https://www.businessinsider.in/business/corporates/news/uber-files-what-they-reveal-about-the-companys-india-operations/articleshow/92805725.cms">Uber Files — What they reveal about the company’s India operations</a>

From a small thela to 100 stores — MBA Chai Wala is now looking to hire 500 people for 100 more

<ul class="summary-list"><li>Deepa Andleigh didn't want to burden her adult sons as they raised families and pursued careers.</li><li>In 2020, Andleigh moved into Priya Living, a Bay Area retirement home rooted in Indian heritage. </li></ul>This as-told-to essay is based on a conversation with Deepa Andleigh, a 73-year-old retired bank worker who in 2020 moved into <a target="_blank" href="https://www.priyaliving.com/">Priya Living</a>, a senior community grounded in Indian heritage but also open to individuals of all races and religions. The essay has been edited for length and clarity.I am retired and have lived in the US for about 50 years.My family and I lived on the East Coast for about 23 years, and I have been living in the Bay Area since 1994.I have two boys. My younger son attended Berkeley, and Wharton for his MBA. He likes warm weather, so he's here in Saratoga, California. My oldest son likes the cold. He attended Cornell and received his PhD from the Massachusetts Institute of Technology.When COVID first happened, I had gone through a divorce and was living with my son in Saratoga.<div type="image" title="Andleigh, her son and grandchildren." height="903" width="1204" msid="107562538" hostid="261"></div>In November 2019, I went to India for my nephew's wedding — I am very close with my family there.When it was time to return to the States, all the airport's flights were canceled due to COVID. I was stuck in the country for almost 10 months. When I eventually returned to the US, there was no vaccine yet, so my son worked from home, and my grandkids had school classes in the guest room.I realized maybe I needed my own room.My sons and I had heard about Priya Living, <a target="_blank" href="https://www.nytimes.com/2023/11/04/realestate/indian-immigrants-community-living.html">a retirement facility Arun Paul started</a> because he wanted something independent for his Indian parents. My daughter-in-law contacted Rachna Patel at Priya, and they spoke on the phone for almost 40 minutes. I was outgoing, so they determined that I would fit in at the facility.At first, I was skeptical and pushed my son to show me a recording of the facility. I'm glad I did because there was an apartment I liked, which they were nice enough to give to me. I moved in September 2020.<h2>It didn't take long to feel at home</h2>Priya Living is in Santa Clara, driving distance for me to visit my kids.My son lives about 15 minutes away in Saratoga, so I see my grandkids every weekend and on vacations.I have a one-bedroom apartment that has its own kitchen. My rent here is about $3,000 each month.The Bay Area is expensive. All the residents at Priya are here because at least one of our children lives in this area; otherwise, we wouldn't be living here.<div type="image" title="Andleigh (sixth from left) and other residents of Priya Living." height="768" width="1024" msid="107562540" hostid="261"></div>Living at Priya is just like renting a one-bedroom apartment. I buy my own groceries and cook my own food. I don't like to cook every day, so I'll make a couple of curries to last the week.Priya is an older facility, but we have a young man here who's kind of a jack of all trades. If a screw comes off or a toilet is not working, he fixes it. He's also here half a day to help people who don't drive, and once a week he takes them to a grocery store.There is no prep time to get assimilated here, you need maybe two days to get to know everyone. You just become friends so quickly, learn the culture, and the dos and don'ts — saying thank you and minding the fire laws.A lot of us may be from different parts of India, but culturally we're not that diverse. It's wonderful to be a part of a similar age group and be able to talk to people without any inhibitions.<h2>I feel independent and sociable</h2>I have lived in the Bay Area since 1994, so I have a car and my old friend circle in Saratoga. At the facility, people say I'm never around because I like to meet up with my friends.The social aspect is really nice. You know how housewives and mothers are, most of us have served our families our entire lives. I'm staying alone now, and it's nice not to be guided by any routine.I try to go for a walk for 45 minutes every day, or I sit in the courtyard. I like the fresh air. In the evening, I watch "Jeopardy!", read or write. Right now I'm reading Barbra Streisand's autobiography.<div type="image" title="Deepa Andleigh at Priya Living" height="1200" width="1600" msid="107562542" hostid="261"></div>On Wednesdays, my friends and I at the facility have chai tea and bring snacks — It's like social law. People at Priya also celebrate Christmas, Diwali, or birthdays. When that happens, we typically have food catered.From time to time, we will also have singers come and perform for us. We have performers who come to do pageants, as well as our grandkids when they are on vacation.I hear there were a lot more activities here before I moved in, but with COVID, everything naturally got restricted. We are all mostly up to date on our vaccines though.<div type="image" title="A framed black-and-white photograph of Andleigh at 12 years old with Jawaharlal Nehru, the first prime minister of India." height="1600" width="1200" msid="107562545" hostid="261"></div>We all have good days and bad days here.I'm the second-youngest resident. In the past three years with COVID, I think people have aged a lot more. It hurts to see an ambulance pull up for somebody who fell. I thought growing old would take longer, but it's happening faster than expected.<h2>People should be open-minded about retirement homes</h2>People who don't believe in retirement homes have to realize that their children have their own lives.Some people might think that since I live so close to my son and don't live with his family, we don't have good relations. That is not true.<div type="image" title="Andleigh and her family." height="900" width="1200" msid="107562547" hostid="261"></div>When you live in the US, you realize it's different. It's not easy. Staying together in a joint family was the Indian tradition, but it's not always practical. Kids have their own lives. It's not that they ignore us — they just have their own priorities.A lot of the residents here at Priya know that their kids will be there for them whenever they're needed. We prioritize our health to ensure they can enjoy a normal life. Still, if I ever need my sons, I know they will be here in a jiffy.

I was skeptical about moving into a retirement community. But it's so much fun, and much easier on my adult children.

The ongoing Covid-19 pandemic is "nowhere near over" as the number of new cases worldwide has risen by 30 per cent in the last two weeks, the <keyword id="43588" type="General" weightage="50" keywordseo="world-health-organization" source="Orion">World Health Organization</keyword> (WHO) has said. "I am concerned that cases of Covid-19 continue to rise -- putting further pressure on stretched health systems and health workers. I am also concerned about the increasing trend of deaths," WHO Director-General Tedros Adhanom Ghebreyesus told journalists here on Tuesday, reports <keyword id="106387" type="General" weightage="50" keywordseo="xinhua-news-agency" source="Orion">Xinhua news agency</keyword>. According to Michael Ryan, executive director of the <keyword id="13297989" type="General" weightage="50" keywordseo="who-health-emergencies-program" source="Orion">WHO Health Emergencies Program</keyword>, the recent increase in the number of newly reported Covid-19 cases has been largely driven by <keyword id="1609796" type="General" weightage="80" keywordseo="omicron" source="Orion">Omicron</keyword> subvariants BA.4 and BA.5, and by the lifting of public health and social measures. Recent changes in testing policies have also been hindering the detection of new cases and the monitoring of the evolution of the virus, he said. Last Friday, the WHO's Emergency Committee concluded that the virus remains a public health emergency of international concern (PHEIC) and warned of several interlinked challenges. For instance, though Omicron subvariants BA.4 and BA.5 continue to drive the new waves of infections, hospitalizations and deaths around the world, surveillance - including testing and sequencing -- has dropped significantly, making it increasingly difficult to assess the impact of variants on transmission and the effectiveness of countermeasures. "New waves of the virus demonstrate again that Covid-19 is nowhere near over, and the virus is running freely and countries are not effectively managing the disease burden based on their capacity," Tedros said. He urged governments to deploy tried and tested measures like masking, improved ventilation and test and treat protocols, while regularly reviewing and adjusting Covid-19 response plans based on the current epidemiology and also the potential for new variants to appear. SEE ALSO : <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/corporates/news/heres-how-indias-top-10-richest-people-wealth-and-rank-in-the-world-as-per-forbes-list/slidelist/92828191.cms">Adani’s wealth grew by $9.5 billion today – here are India’s top 10 richest and where they stand in the world</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/careers/news/mba-chai-wala-is-now-looking-to-hire-500-people-for-100-new-stores/articleshow/92828283.cms">From a small thela to 100 stores — MBA Chai Wala is now looking to hire 500 people for 100 more</a>

Covid-19 cases rise by 30% world and the pandemic is 'nowhere near over', says WHO

<ul><li>There are over 6.3 crore micro, small and medium enterprises (MSMEs) in India, majority of which are micro and small enterprises.</li><li>Majority of Indian MSME have a turnover of less than ₹40 lakhs, but do not have access to any kind of loan, CEO of Chqbook added.</li><li>The challenges in the assessment of requirement is one of the major reasons why the India MSME have been financially excluded.</li></ul>There are over 6.3 crore micro, small and medium enterprises (MSMEs) in India and most of them are facing one major problem — access to capital. Whether it is investment opportunities or credit facilities, Indian MSMEs have been largely financially excluded. Gaurav Shahlot, head of product at Khatabook, in a conversation with Business Insider India, noted that credit has been a challenge for the Indian MSMEs as they need small amounts of capital for a short period of time. “They also needed very, very frequently, whether it's for purchasing an inventory or financing an invoice,” he added. Vipul Sharma, founder and CEO of Chqbook, noted that a majority of Indian MSMEs have a turnover of less than ₹40 lakhs, which is also the segment that does not have to pay any Goods and Services Tax (GST). “That segment has done better... The access to credit is definitely a challenge,” he added, saying that less than two crore of the total six crore MSMEs have taken any loan. Even though the Reserve Bank of India (RBI) has made MSME into a priority lending sector, the lack of data on these small businesses hasn’t been helping. Yet, fintechs and digital businesses have been gearing up to lend to small businesses, who have been left out of the financial system for too long. Shahlot noted that the intervention of technology has created several touchpoints for MSMEs, making it easier to underwrite loans. He noted that it has also created a lot of different modes of credit lines such as distributor-to-retailer model where retailers are financed on the back of the purchases; Buy-Now-Pay-Later solutions where lenders are financing a purchase by directly paying the supplier and much more. Just like traditional lenders, even fintechs are facing similar challenges but have devised alternate ways to disburse these loans and credit lines. <cmsannotation type="cmsannotation" annotationid="But there must be some shortcomings to this as well" comment="subhead" text="But there must be some shortcomings to this as well">But there must be some shortcomings to this as well</cmsannotation> “The lenders also face certain challenges because the data and information, which is required for processing the credit lines or pretty facilities, is not easily available… It's not even authenticated. Because the operations [of these MSME] are such small level operations it becomes difficult for them [lenders] also,” Kishor Kharat, former MD and CEO of IDBI Bank and Indian Bank, said. He noted that the biggest challenge in the MSME lending has been the assessment of requirements. Some of these MSMEs operate on such a small scale that they have not been audited and sometimes it is even difficult to calculate their turnover. UPI and QR-based payments have made the assessment of turnover and requirement somewhat easier, but a fully computerized operation would be a “dream situation” for assessment of these requirements, Kharat added. While it is all good, the impact of fintechs is still on the surface. Kharat noted that fintechs are largely serving audiences in urban areas, and the MSMEs in the rural regions have still not been able to reap the benefits of these companies. He believes roughly 5-10% MSMEs must have benefited from the technology intervention. Loans amounting to ₹3.32 trillion have been sanctioned under the Emergency Credit Line Guarantee Scheme (ECLGS) till April 30, 2022. About ₹2.54 trillion had been disbursed. “Even though the Reserve Bank of India has stipulated this [MSMEs] under priority sector lending, banks find it difficult to lend to micro and small MSMEs [which makes up for roughly 95% of the industry] whereas medium category people get more credit support,” Kharat noted. SEE ALSO <a href="https://www.businessinsider.in/business/startups/news/karan-virwani-kunal-shah-and-4-other-startup-ceos-invest-in-a-real-estate-venture/articleshow/92829944.cms">Karan Virwani, Kunal Shah and 4 other startup CEOs invest in a real estate venture</a> <a href="https://www.businessinsider.in/careers/news/mba-chai-wala-is-now-looking-to-hire-500-people-for-100-new-stores/articleshow/92828283.cms">From a small thela to 100 stores — MBA Chai Wala is now looking to hire 500 people for 100 more</a> <a href="https://www.businessinsider.in/business/corporates/news/cement-companies-are-girding-for-tougher-times-as-rising-fuel-costs-bite/articleshow/92822829.cms">Cement companies are girding for tougher times as rising fuel costs bite</a>

Fintechs are helping Indian MSMEs with their biggest challenge — data and the lack of it

<ul><li>Only 35% of <keyword id="1926376" type="General" weightage="20" keywordseo="global-consumers" source="Orion">global consumers</keyword> trust how AI is being implemented by organisations.</li><li>AI outcomes can be biased or discriminatory and do not take into consideration the plurality and diversity of societies.</li><li>Responsible AI is becoming the new business imperative.</li></ul>A few months ago, a leaked document from Facebook, now Meta, shook up the <keyword id="14434622" type="General" weightage="20" keywordseo="data-privacy-world" source="Orion">data privacy world</keyword>. In the <a href="https://www.vice.com/en/article/akvmke/facebook-doesnt-know-what-it-does-with-your-data-or-where-it-goes;https://www.documentcloud.org/documents/21716382-facebook-data-lineage-internal-document;">leaked document</a> obtained by Motherboard, a group of privacy engineers working at Meta wrote, “We do not have an adequate level of control and explainability over how our systems use data, and thus we can’t confidently make controlled policy changes or external commitments such as ‘we will not use X data for Y purpose.’ And yet, this is exactly what regulators expect us to do, increasing our risk of mistakes and misrepresentation.” This is one of those instances when we tend to agree with overstatements like ‘AI is an existential threat to humanity’. As Artificial Intelligence (AI) penetrates every aspect of our lives, and AI algorithms decide what we see, how we interact and what we buy, a million-dollar question arises – what can organisations do to ensure the use of responsible AI? The <keyword id="6356323" type="General" weightage="20" keywordseo="enterprise" source="Orion">enterprise</keyword> world is already preparing to go far beyond even AI and embrace the next- generation Metaverse technologies. But, have we done enough to ensure <keyword id="5304644" type="General" weightage="20" keywordseo="ai-ethics" source="Orion">AI ethics</keyword> and governance guidelines are in place? AI ethics &amp; governance: A top priority The answers are not easy to come by. The <a href="https://en.unesco.org/artificial-intelligence/ethics">UNESCO’s Recommendation on the Ethics of Artificial Intelligence </a>was adopted by its 193 member states as recently as November 2021. It is aimed at ‘defining values, principles and policies that will guide countries in building legal frameworks to ensure that AI is deployed as a force for the common good.’ While it marked a great leap in the right direction, there is still a lot that needs to be done in this area. As businesses scale up the adoption of AI across the organisation, they must be willing to accept the responsibility of producing outcomes that are transparent and unbiased, with human interest at the core. Businesses must have a razor-sharp focus on AI governance, ethics, and evolving regulations. Without adequate data governance, enterprises risk losing reputation, customers and tons of money due to non-compliance. The fact is that only 35% of global consumers trust how AI is being implemented by organisations, while 77% think organisations must be held accountable for their misuse of AI, according to <a href="https://www.accenture.com/in-en/services/applied-intelligence/ai-ethics-governance">Accenture 2022 Tech Vision research</a>. The pitfalls of unintended bias Often, AI is not just about finding new business opportunities, understanding customers, and improving the topline. UNESCO has been quite vocal about why businesses must focus on human-centred AI and has warned that the technology poses an unprecedented ethical dilemma. “We are seeing lack of transparency, gender and ethnic bias, grave threats to privacy, dignity and agency, the danger of mass surveillance, and a growing use of unreliable AI technologies in law enforcement, to name a few,” states the agency. It has underscored how AI outcomes are often biased or discriminatory and do not take into consideration the plurality and diversity of societies. Biased outcomes from AI are already widespread across industries. The financial services sector is just an example. As lending processes get automated, credit algorithms tend to throw up results that are skewed against women. AI systems are only as good as the data they are fed. Unfortunately, input data can be highly biased, leading to an ongoing cycle of biases. Amazon was forced to do away with a <a href="https://www.bbc.com/news/technology-45809919">‘sexist AI’ </a>tool for recruitment that discriminated against women. In the healthcare sector, where AI’s use has seen an exponential increase during the pandemic, there is the quintessential question of how doctors can safely rely on AI recommendations while deciding critical treatments. There is also the challenge of evolving regulatory requirements in these sectors. Autonomous vehicles have already raised several questions around data privacy, ownership and access of data. Commitment to ethical AI Many responsible organisations are working on building trust and transparency into their AI programs. They are leveraging more diverse data sets to overcome unintentional AI bias and the related challenges. What was so far on paper is now being put into practice by an increasing number of organisations. Responsible AI must soon become a business imperative for enterprise leaders. Risk managers, however, acknowledge that it’s going to be an uphill task, with only about 11% of them admitting to having the full capability of assessing the risks associated with adopting AI across the enterprise, as per an <a href="https://www.accenture.com/us-en/insights/financial-services/global-risk-study">Accenture global survey.</a> The future of this technology hinges on the development of human-centric AI models and systems that are inherently trustworthy, fair, and transparent. SEE ALSO: <a href="https://www.businessinsider.in/india/news/how-salaried-indians-are-trying-to-deal-with-mounting-expenses/articleshow/92829628.cms">Stock trading and side hustles – this is how salaried Indians are trying to deal with mounting expenses</a> <a href="https://www.businessinsider.in/thelife/personalities/news/meet-sonia-syngal-the-gap-ceo-who-navigated-the-clothing-brand-during-the-pandemic/slidelist/92825540.cms">Meet Sonia Syngal, the GAP CEO who navigated the clothing brand during the pandemic</a> <a href="https://www.businessinsider.in/careers/news/mba-chai-wala-is-now-looking-to-hire-500-people-for-100-new-stores/articleshow/92828283.cms">From a small thela to 100 stores — MBA Chai Wala is now looking to hire 500 people for 100 more</a>

It’s time for enterprises to take a long, hard look at AI Ethics

<ul><li>Indian startups have already laid off a little over 11,000 employees in the first six months of 2022.</li><li>It could get even worse in the near future as experts expect Indian startups to layoff close to 60,000.</li><li>Both low-funded and highly-funded startups have been impacted by this, and would be in the future too.</li></ul>The prospects of a long funding winter has pushed several Indian startups to fire a significant chunk of their employees. However, amid the gloom there are some outliers who continue to hire employees even as they maneuver through the economic challenges. Sridhar Vembu-led software-as-a-service (SaaS) company Zoho Corp plans to hire 2,000 employees in India and abroad this fiscal, as it plans to further scale its operations. Even TaCa Healthcare is continuing its hiring to strengthen its existing business and expand to new geographical locations. The same stands true for other startups hiring amidst the chaos. Indian startups have already laid off a little over<a href="https://www.businessinsider.in/business/startups/news/indian-startups-have-already-laid-off-a-little-over-11000-people-in-the-last-six-months/articleshow/92541036.cms"> 11,000 employees in the first six </a>months of 2022 as the flow of capital is expected to remain constricted for the next 18-24 months. It could get even worse in the near future. Archit Garg, co-founder at Glamyo Health, <a href="https://www.businessinsider.in/business/startups/news/60000-jobs-in-startup-companies-may-lose-their-jobs-this-year-in-india-experts-say/articleshow/91804572.cms">pegs startup layoffs at 60,000</a>. Both low-funded and highly-funded startups have been impacted by this, and would be in the future too. Yogita Tulsiani, the managing director and co-founder of global tech-recruiter iXceed Solutions, noted that most companies hired aggressively during the start of the pandemic and are unable to handle it now. Amidst all this, these are the startups that are hiring at the moment: <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Startups </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Hiring </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Verticals </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Timeline </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Zoho </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">2,000 </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Software developers, quality assessment engineers, web developers, designers, product marketers, writers, technical support engineers and sales executives </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">FY2023 </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Vivifi </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">1,000 </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Multiple verticals </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">FY2023 </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">VDO.AI </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;background-color:#ffffff;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">100+ </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;background-color:#ffffff;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Tech, sales, operations, finance and strategy </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;background-color:#ffffff;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">September 2022 </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">iThink Logistics </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">120+ </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Tech, marketing, sales in different locations like Mumbai, Surat, Jaipur, Delhi, Bangalore </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">FY2023 </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Faircent </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">200-250 </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Technology and data analysts, predictive analytics, data mining technologies </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">3-6 months </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Collabera Technologies </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">600-800 </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">BFSI, retail, life sciences and healthcare and Hi-Tech Industry </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">4-6 week </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">TaCas </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">400 </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">N/A </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">6 months </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">LeadSquared </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">800 </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Sales and marketing, finance, product, engineering, delivery, and support functions </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">8 months </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">MBA Chai Wala </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">500 </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Baristas, restaurant staff </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">6 months </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Utkarsh </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">500 </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">N/A </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">FY2023 </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">HappyLocate </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">600 </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Sales, HR, accounts, operations, marketing and tech. </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">FY2023 </td></tr><tr><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Sequretek </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">500 </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">N/A </td><td style="border-left:solid #000000 0.8333325pt;border-right:solid #000000 0.8333325pt;border-bottom:solid #000000 0.8333325pt;border-top:solid #000000 0.8333325pt;vertical-align:middle;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">FY2023 </td></tr></tbody></table> Piyush Bhartiya, co-founder and CEO of AdmitKard — an end-to-end career advisory for students studying abroad — earlier in May highlighted that for every company that is laying off employees there are 100 others who are hiring. “Like I said, some companies are laying off, others like ours are hiring. I do not see that will impact the employment ratios too dramatically,” he added. SEE ALSO <a class="tout-title-link" href="https://www.businessinsider.in/stock-market/news/reliance-industries-itc-infosys-and-other-hot-stocks-on-july-22/articleshow/93041515.cms">Indian markets open in the green – RIL, M&amp;M gain while Nifty IT, Infosys decline</a> <a href="https://www.businessinsider.in/business/ecommerce/news/amazon-prime-day-best-offers-deals-discounts/articleshow/93024348.cms">Amazon Prime Day 2022 – early deals, bank offers, Prime membership and everything else you need to know</a> <a href="https://www.businessinsider.in/business/news/reliance-industries-to-start-fy23-with-strong-earnings-thanks-to-refining-margins/articleshow/93041430.cms">Reliance Industries to start FY23 with strong earnings, thanks to refining margins</a>

Zoho, LeadSquared and other startups continue to hire amid industry layoffs

<ul><li>From black forest jelly, coconut, wheat crispies, popcorn, salted caramel to desi ingredients like paan, thandai, khajoor, kaju katli and masala chai, there are options galore to pick and choose from.</li><li>The five lucky finalists will have the opportunity to visit Mondelez International’s state-of-the-art Global Research, Development &amp; Quality Centre in Mumbai, India, and work with the chocolate experts to experiment with their creations and make their dream bar a reality. </li><li>These limited edition bars are slated to be launched in the latter half of 2020 and will be available to purchase for a limited period across markets in India. </li><li>Conceptualized in partnership with Ogilvy India &amp; Wavemaker, the Madbury campaign will be supported by a 360-degree communication campaign.</li></ul><keyword id="2200852" type="COMPANY" weightage="20" keywordseo="Mondelez-India">Mondelez India</keyword>, the makers &amp; bakers of brands like Cadbury <keyword id="47614" type="ORGANIZATION" weightage="20" keywordseo="Dairy-Milk">Dairy Milk</keyword>, 5Star, Oreo, Bournvita etc., for the very first time throws open the doors, inviting the nation to ‘go Madbury for Cadbury’. Through this initiative, the company is encouraging all the chocolate aficionados to don their culinary hats and tighten their aprons while they create their own Cadbury Dairy Milk bar. This initiative underscores the company’s commitment to stay consumer-obsessed and to empower consumers to snack right, by providing them with more choice and newer eat experiences. In line with Mondelēz International’s recently launched and first-ever State of Snacking™ report, which highlighted how snacking provides Indians with a source of identity and cultural exploration and how snacking as a tradition has also built strong bonds and memories, the ‘go Madbury for Cadbury’ initiative gives an opportunity to Indian consumers to take some time out with the family and friends, take a nostalgic trip and create some unbreakable bonds and everlasting memories – in short just ‘go Madbury for Cadbury.’ 
 <div type="Youtube" id="RrftWVessAw" title="Go make your own Cadbury on Madbury.in" thumbUrl="https://i.ytimg.com/vi/RrftWVessAw/mqdefault.jpg"></div>



 Sharing what inspired the brand to launch this initiative, Anil Viswanathan, Director - Marketing (Chocolates), Mondelez India, said, “As a company, we are always looking for ways to innovate and excite our consumers and Madbury is yet another attempt to further strengthen our connect with them. Through this campaign, we are encouraging our audience to make their unique ‘Home wala’ Cadbury Dairy Milk, and thus come up with suggestions for the next Cadbury Dairy Milk limited edition pack with two different ingredients. It’ll be great to see the imagination of our fans shine through and now we have the chance to make the first fan-based Cadbury Dairy Milk bar a reality.” Users are encouraged to seek the spotlight as the next Cadbury inventor by visiting the website <a href="https://www.madbury.in/">madbury.in</a> and partaking in the challenge. From black forest jelly, coconut, wheat crispies, popcorn, salted caramel to desi ingredients like paan, thandai, khajoor, kaju katli and masala chai, there are options galore to pick and choose from. One can submit up to two of their favourite flavors for the chance to be one of five finalists. What more? Apart from taste and creativity, every bar should have a unique name and an inspiring tale that would have the judges captivated. The company has also tied-up with Amazon.in, for an exclusive Madbury store, where consumers can get some wacky ideas to ‘go Madbury for Cadbury’, with some unique ingredients listed. Entries are open till January 15, 2020. Hemant Sharma, Senior Creative Director &amp; Sagar Jadhav, Creative Director, Ogilvy Mumbai, said, "The brief was truly exciting from the word go and particularly challenging for the Indian market where the taste and flavors are as diverse as the land and its people. So, the old-world wisdom, ‘when there’s a lot to say, sing it’ came to the rescue. We created a jingle with stanzas in 8 different languages celebrating the food and cultural quirks of people across the country. We designed the supporting visuals to bring alive the idea of India’s great multiplicity and love for Cadbury Dairy Milk chocolate." Conceptualized in partnership with Ogilvy India &amp; Wavemaker, the Madbury campaign will be supported by a 360-degree communication campaign, which includes a fun new video asset, innovative outdoor and digital campaigns and strong in-store visibility. The five lucky finalists will have the opportunity to visit Mondelez International’s state-of-the-art Global Research, Development &amp; Quality Centre in Mumbai, India, and work with the chocolate experts to experiment with their creations and make their dream bar a reality. The competition will witness two of the five finalists as champions and their creation will become the latest and most exciting addition to the iconic Cadbury Dairy Milk range. These limited edition bars are slated to be launched in the latter half of 2020 and will be available to purchase for a limited period across markets in India.

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