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<ul><li>Recruitment experts believe that there will be 15-20% increase in hiring at the CXO level in 2019 in India. </li><li>From Indigo’s Aditya Ghosh now leading Oyo’s operations to <keyword id="7345771" type="UNKNOWN" weightage="20" keywordseo="Ajit-Mohan-Heading-facebook">Ajit Mohan heading Facebook</keyword>, 2018 already saw a shuffle in the top management of many of India’s leading businesses. </li><li>The adaptation to technology is one of the reasons behind increased CXO hiring.</li></ul>While the many sectors of the Indian economy cope with expected job losses, it appears that hiring in the top rung is set to see a sharp jump this year. Recruitment experts <a href="https://economictimes.indiatimes.com/jobs/cxo-hiring-on-full-steam-as-poll-impact-limited/articleshow/67596357.cms">believe</a> that there will be 15-20% increase in hiring at the CXO level in 2019. In India, <keyword id="7345773" type="UNKNOWN" weightage="20" keywordseo="Hiring-at-the-c-suite-or-CXO-level">hiring at the c-suite or CXO level</keyword> has seen an upward tick with multiple new hires across companies during the past year, with management reshuffles and executives jumping ship between companies and startups. From former Indigo president Aditya Ghosh joining Indian unicorn <keyword id="2550719" type="COMPANY" weightage="20" keywordseo="OYO-Rooms">Oyo Rooms</keyword> to Ajit Mohan of Hotstar going on to head Facebook India, there have been multiple <a href="https://www.businessinsider.in/Some-of-Indias-marquee-industry-execs-have-changed-jobs-heres-a-roundup/Abhijit-Bose-Securing-WhatsApp/slideshow/67550453.cms">rejigs </a>in the Indian business world in recent months. In 2019, the sectors that will contribute to the rise in CXOs are BFS, Consumer/FMCG, Retail, e-commerce and Fintech, according to executives of head-hunting firms. “The general elections may change this trend slightly depending on the results, but domestic demand is expected to remain bullish and hence, we will see a similar trend in the latter half of the year as well,” said Agamjeet Dang, Managing Partner, Executive Access. Another executive search expert K Sudarshan managing partner for India, EMA Partners International had told <a href="https://economictimes.indiatimes.com/jobs/cxo-hiring-on-full-steam-as-poll-impact-limited/articleshow/67596357.cms">ET</a> that with banks having cleaned up their books and the credit cycle turning positive, companies plan to augment capacity with considerable fresh capital expenditure. Tech expertise One of the reasons behind the growing demand for CXO-level hiring has been the turnaround of Indian companies to embrace technology and adapt to digital at a fast pace. Many of them lack in-house expertise, prompting demand for strong leadership with technology experience. “This will also result in shifting of job skills, with more low-end jobs moving out, and getting replaced with above skills at mid to senior levels. Even at CXO levels, this skills will continue to remain in demand and drive growth,” said Dang. And It’s not just companies that are hiring tech-driven top management, but also startups are keen on <a href="https://m.economictimes.com/small-biz/startups/newsbuzz/cto-hiring-precedes-funding-in-a-3rd-of-fintech-companies/articleshow/66874937.cms">bringing</a> on board experienced chief technology officers. India still remains an important outsourcing hub for many global companies, requiring experienced top professionals. India’s cost competitiveness, part reason that Dang cites for the increasing number of CXOs in India is the country’s cost competitiveness in providing IT Services, which is approximately three to four times cheaper than the US. “With global economies continuing to struggle with growth rates, attractiveness of India as a outsourcing hub should continue to remain bullish,” he said. Even roles requiring global leadership exposure is also drawing executives from India. In the last year, many Indians took over CXO level positions in companies across the world. Nikkon appointed Sajjan Kumar while Sony put Sunil Nayyar in charge of their local operations both positions which were earlier held by Japanese professionals, reported <a href="https://economictimes.indiatimes.com/jobs/indians-are-top-picks-for-cxo-jobs-at-asian-firms/articleshow/64913965.cms">ET.</a>

Amid job crisis, India’s C-suite hiring set to grow significantly this year, say recruitment experts

New Delhi, Dec 2 () Hospitality firm OYO on Monday said it has elevated Aditya Ghosh, currently chief executive officer (India &amp; South Asia) for the hotels and homes business, as a member of its board of directors.
 Rohit Kapoor, currently CEO of the new real estate businesses of the company, has been appointed as CEO (India &amp; South Asia) for OYO Hotels &amp; Homes, it added.
 Ghosh will join OYO Hotels &amp; Homes founder &amp; Group CEO Ritesh Agarwal, Baja Corporation founder &amp; CEO Betsy Atkins and other industry experts like Munish Varma, Bejul Somaia and Mohit Bhatnagar, among others, on the company's board, OYO Hotels &amp; Homes said in a statement.
 In his role on the board, Ghosh will focus on five key areas namely, safety and security, customer experience, corporate governance, revenue management and stakeholder communications, the statement said.
 "Ghosh's strong business acumen, problem-solving capabilities, passion for building an organisation with strong corporate governance and a high-performing work culture that thrives on principles of diversity and inclusion, make him the perfect choice for this larger and more strategic role, at a global level," OYO Hotels &amp; Homes founder &amp; Group CEO Ritesh Agarwal said.
 The decision will help OYO achieve its goals globally, he added.
 On the appointment, Ghosh said, "I am thankful to the board for inviting me into the august group to further build OYO as a global brand to reckon with, by not just growing fast, but growing right."
 Ghosh and Kapoor will "work closely through the coming month to enable a smooth and seamless transition", the statement said.
 Rohit's remit will now also span the operations of over 18,000 hotels across over 500 cities in India and South Asia, it added. AKT HRS

OYO elevates India & South Asia CEO Aditya Ghosh to board of directors

<ul><li><keyword id="2808667" type="PERSON" weightage="20" keywordseo="OYO">Oyo</keyword> wants to have 1 million <keyword id="18966" type="ORGANIZATION" weightage="20" keywordseo="Hotel">hotel</keyword> rooms in the next one-and-a-half years. </li><li>The hospitality unicorn had recently appointed <keyword id="229263" type="PERSON" weightage="20" keywordseo="Aditya-Ghosh">Aditya Ghosh</keyword>, former <keyword id="6354706" type="DEFINITION" weightage="20" keywordseo="IndiGo">Indigo</keyword> president, as its CEO of South Asia operations. </li><li>The company is focusing on international growth with plans to further enter into the European, Chinese, Malaysian and Indonesian markets. </li></ul>In 2013, a scrawny 20-year-old from Odisha set out to start a portal from where you could book hotel rooms online. Cut to 2019 and the 25-year-old <keyword id="1670338" type="PERSON" weightage="20" keywordseo="Ritesh-Agarwal">Ritesh Agarwal</keyword> is the founder of India’s unicorn startup <keyword id="2550719" type="PERSON" weightage="20" keywordseo="OYO-Rooms">Oyo Rooms</keyword>. It also has Aditya Ghosh, the former president of Indigo Airlines, on board and together, they intend to make Oyo the biggest <keyword id="150849" type="ORGANIZATION" weightage="20" keywordseo="hotel-chain">hotel chain</keyword> in the world. Oyo Rooms is already the largest hotel chain in South Asia. “We will have one million rooms inventory into our fold in the near distant future. I think, it should happen in a year and a half,” Ghosh told the news agency PTI on January 15. Ghosh is the CEO, South Asia operations. A million rooms will be about double its existing network of 450,000. Over the years, Oyo has put up its red-and-white logo in almost every other budget hotel in the country and has gone from being just an aggregator for hotel bookings to owning properties including Oyo Townhouse (budget hotels) and Oyo Living (coliving rental spaces). While Oyo had marked its first international debut in 2018 with Dubai, it has been focusing more on China, Europe, Malaysia and Indonesia. Agarwal has brought in Ghosh to drive the fast developing South Asia operations. In fact, the company’s fast expansion into the Chinese market saw it become one of the top 10 hotel chains in China in just one year of operations. Oyo Rooms <a href="https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/oyo-manages-more-rooms-in-china-than-in-india/articleshow/66725906.cms">reportedly</a> manages more hotels in China than in India. Oyo also has its eyes in Japan, taking stock of the large number of people that’s going to visit the country for the <a href="https://www.dnaindia.com/business/report-oyo-hotels-eyes-biggest-hotel-chain-tag-to-double-global-footprint-2707996">2020 Olympics</a>. The hospitality startup had turned into a unicorn in<a href="https://inc42.com/buzz/oyo-appoints-top-level-execs-to-drive-international-growth/"> 2018</a> after it received a funding of $800 million at a valuation of $5 billion. It has found backing from top investors like Softbank Group, Sequoia Capital, Lightspeed India among others. It has the money, it has the drive, and it certainly has room to grow fast and large. See Also: <a href="https://www.businessinsider.in/oyo-rooms-is-the-most-valuable-hotel-chain-in-south-asia-after-softbank-investment/articleshow/65964564.cms">OYO Rooms is the most valuable “hotel chain” in South Asia after Softbank investment</a> <a href="https://www.businessinsider.in/this-24-year-old-dropped-out-of-college-won-funding-from-peter-thiel-then-raised-480-million-for-his-startup/articleshow/65910683.cms">This 24-year-old dropped out of college, won funding from Peter Thiel, then raised $480 million for his startup</a> <a href="https://www.businessinsider.in/this-24-year-old-dropped-out-of-college-won-funding-from-peter-thiel-then-raised-480-million-for-his-startup/articleshow/65910683.cms">This SoftBank-funded startup was founded by a 24-year-old to glam up budget hotels, and it's just launched in the UK</a>

A 6-year-old Indian startup wants to be world’s biggest hotel chain

New Delhi, Jun 9 () Hospitality firm OYO on Tuesday said it has appointed W Steve Albrecht as non-executive director on the company's board of directors. As a non-executive director of the board, Albrecht will play a supervisory role and guide the founder and management on key business decisions, OYO Hotels &amp; Homes said in a statement. He is presently on the boards of SkyWest Airlines, Larry H Miller Group of Companies, and Deseret Mutual Benefit Association, it added. Albrecht is a former president of the American Accounting Association and Association of Certified Fraud Examiners. As a professor, he taught full-time at the University of Illinois, Stanford and Brigham Young University, the statement said. He is also a certified public accountant, internal auditor and fraud examiner. "Steve is an expert and a thought leader who will help us deliver on sustainable growth, operational and service excellence, and help us continue building a strong culture of corporate governance and accountability," OYO Hotels Founder and Group CEO Ritesh Agarwal said. As COVID-19 continues to impact the business, and forcing businesses to rethink its strategies, OYO's board has also come together and has been constantly guiding the group on business continuity and recovery measures, he added. Albrecht will join the board that has industry experts like Troy Alstead, Gerardo Issac (Gerry) Lopez, Betsy Atkins, Munish Varma, Bejul Somaia, Mohit Bhatnagar and Aditya Ghosh, OYO said. AKT BAL

OYO appoints Steve Albrecht as non-executive director

<ul class="summary-list"><li>Akasa Air, an ultra-low-cost Indian carrier, <a href="https://www.reuters.com/world/india/indias-akasa-air-orders-72-boeing-737-max-jets-2021-11-16/">placed</a> a $9 billion order for 72 Boeing 737 MAX Jets last week.</li><li>The airline could potentially lift up the entire Indian aviation segment, industry analysts say.</li></ul>Judith Philip is stressed. The 32-year-old auditor's work schedule is packed and her only retreat is travel, but the pandemic hit her sole recreation badly. To make up for lost time, Philip is pinning her hopes on an upcoming solo trip to Sri Lanka."I think I might do a lot of revenge travel once these restrictions are lifted and things get a bit better," Philip told Insider from the southern Indian city of Bangalore.She is among millions of travelers waiting in the wings to cruise Indian skies as the country's aviation sector braces for a shake-up. At the heart of this shake-up stands to be a freshly minted airline, Akasa Air. Ever since its public debut in July, Akasa has become the most talked-about airline in the country. And on November 16, it <a href="https://www.reuters.com/world/india/indias-akasa-air-orders-72-boeing-737-max-jets-2021-11-16/">placed</a> a $9 billion order for 72 Boeing 737 MAX jets. The airline could potentially lift up the entire Indian aviation segment, which has been grappling for several years, industry analysts say.Unlike <keyword id="11898285" type="UNKNOWN" weightage="60" keywordseo="airlines" source="Orion">airlines</keyword> that ground their fleets in capital Delhi or financial hub Mumbai, Akasa's fleet stands to be mostly based in the Indian tech capital of Bangalore. While Akasa's exact routes have not yet been announced, they are expected to reach less-travelled destinations at less expensive fares.Backed by billionaire investor Rakesh Jhunjhunwala – nicknamed <a href="https://www.forbes.com/profile/rakesh-jhunjhunwala/">India's Warren Buffett</a> and Big Bull for his smart investments — the carrier aims to be the resurrector of a turbulent domestic market in Asia's third-largest economy.But Jhunjhunwala and Akasa are entering the aviation industry at a historically difficult time: The pandemic is far from over, and the market is crowded, plagued by collapsing carriers, and difficult to turn a profit in.Jhunjhunwala did not respond to multiple requests from Insider for comment for this story.<h2>Room for growth</h2>Until the turn of the decade ending 2010, air travel was luxury only affordable for the affluent in <keyword id="11892747" type="UNKNOWN" weightage="60" keywordseo="india" source="Orion">India</keyword>.A country of about 1.4 billion people, India has about<a href="http://www.knowindia.net/aviation7.html"> 650 passenger jets</a>. Domestic airlines carried 144 million flyers in 2019, according to the regulatory body <a href="https://www.dgca.gov.in/digigov-portal/?page=jsp/dgca/InventoryList/dataReports/aviationDataStatistics/handbookCivilAviation/HANDBOOK2018-19.pdf&amp;main4252/4205/sericename">Directorate General of Civil Aviation.</a> By comparison, the US (population 333 million) has over <a href="https://www.faa.gov/air_traffic/by_the_numbers/">5,000 civilian aircraft</a>, while China (population 1.44 billion) operates <a href="http://www.xinhuanet.com/english/2019-07/18/c_138237617.htm">close to 3,700</a> passenger jets.Today, trains remain the preferred mode for the long-distance journeys of the masses in India. In the 12 months <a href="http://indianrailways.gov.in/railwayboard/uploads/directorate/stat_econ/Annual-Reports-2019-2020/Year-Book-2019-20-English_Final_Web.pdf">ending March 2020,</a> Indian trains ferried over eight billion travelers.But as India's middle class grows and competing airlines keep the price of domestic airfare low, air travel is slowly becoming a viable mode of transport for more people. Delhi aims to unveil <a href="https://twitter.com/MoCA_GoI/status/1357015867448455169">over 200 new airports</a> across the vast country in the next four years and is rapidly expanding the existing airports. Prime Minister Narendra Modi's administration expects civil aviation to play a crucial role in its ambitious goal of making <a href="https://www.narendramodi.in/pm-modi-s-aspirational-call-for-5-trillion-dollar-economy-in-5-years-547486">India a $5 trillion economy </a>by 2024."We can expect huge growth in the next five to 10 years," Sanjay Kumar, chief strategy and revenue officer of IndiGo, told Insider of the Indian aviation market. IndiGo is India's market leader in domestic traffic <a href="https://www.ibef.org/industry/indian-aviation/showcase/indigo">with 55% share.</a>"The growing middle-class population will start traveling as the Americans or Chinese do. We've so far not seen this [in India] at all," Kumar added.<h2>A volatile market</h2>Until the second half of 2018, India was home to the fastest-growing aviation market in the world, with passenger numbers ballooning.Growth nosedived in 2019 due to factors including crew shortage, taxes on jet fuel, and unsustainable business models.At the heart of India's spiraling airline crisis was <a href="https://www.businessinsider.com/jet-airways-shuts-down-after-running-out-of-money-2019-4">the collapse of Jet Airways</a>, the country's oldest and first successful private airline. Mounting debts, poor acquisitions, and cheaper prices offered by rivals killed the 26-year-old Jet Airways.The Indian aviation market is so volatile that about <a href="https://en.wikipedia.org/wiki/List_of_defunct_airlines_of_India">50 players have shut shop</a> in the past three decades and changed billionaires into millionaires.And this was all before the pandemic decimated the industry.But a troubled industry also means abundant talent in the market for hire, low asset costs, and weakened competitors, factors that could play a role in Jhunjhunwala's favor.<h2>A market dominated by low-cost carriers</h2>Unlike the aviation markets of the western world, where the segment is multi-layered and caters to a wide range of travelers, carriers in India need to keep a close watch on ticket costs. About 80% of <a href="https://www.dgca.gov.in/digigov-portal/?page=jsp/dgca/InventoryList/dataReports/aviationDataStatistics/handbookCivilAviation/HANDBOOK2018-19.pdf&amp;main4252/4205/sericename">the market share</a> in India is cornered by low-cost carrier models (LCC), which make a profit through volume by selling seats at cheap rates.Six large airlines dominate the domestic skies in India: IndiGo, SpiceJet, GoAir (which rebranded as GoFirst), AirAsia India, Vistara, and Air India. While Vistara and Air India are classified as no-frills carriers, the rest operate as LCC.Unlike all other existing market players, Akasa is an ultra low-cost carrier (ULCC), which means every little space inside the plane – from paper cups or luggage bins — is for sale for advertising. Further, Akasa can cut back on all expendable costs and fly more hours a day while keeping the seat fares separate from all other related services like food. It's basically like the Spirit Airlines of India.Akasa is expected to launch operations by early or mid 2022, if the speculation in the industry is proved right. Akasa has been busy hiring industry veterans including Vinay Dube, the former CEO of Jet Airways, and Aditya Ghosh, the former CEO of Indigo. <a href="https://centreforaviation.com/data/profiles/airlines/akasa">Regulatory approvals </a>are on track.Yet, the fate of Akasa depends on more than a billionaire backer and experienced leadership. Other variables at play in the airline's success include how it manages its fleet composition, distribution models, and the choice of flying destinations.<a href="http://www.knowindia.net/aviation7.html">Airbus dominates</a> the Indian skies: The A320 family makes up 70% of all passenger aircraft in the country.The advent of Akasa means an opportunity for American planemaker Boeing to make a breakthrough in a crucial market.Akasa hopes to operate a fleet of 70 aircraft in four years, ​​Jhunjhunwala told <a href="https://www.bloomberg.com/news/articles/2021-07-28/indian-billionaire-investor-plans-70-planes-for-new-airline">Bloomberg</a> in a television interview in July. Boeing's market outlook, meanwhile, predicts there will be demand for 2,200 commercial jets in the next two decades."In India, domestic traffic is leading the recovery. We're seeing double-digit monthly improvements in operations as vaccine rates improve and travel restrictions begin to loosen," Salil Gupte, president of Boeing India, told Insider.Gupte estimates passenger traffic numbers in India will reach pre-pandemic levels by 2023 or 2024."We are honored that Akasa Air, an innovative airline focused on customer experience and environmental sustainability, has placed its trust in the 737 family to drive affordable passenger service in one of the world's fastest-growing aviation regions," said Stan Deal, Boeing commercial airplanes president and CEO, following the deal.<h2>Challenges Ahead</h2>Industry experts say Jhunjhunwala's Akasa appears set to take Indian civil aviation to new heights, but they add caveats.For instance, fixed costs like lease, parking, maintenance, and staff salaries make up 40% of an airline's cost structure, according to IndiGo's Kumar. To be successful, Akasa must get the combination of these correct, industry experts said."Akasa's bet is on the fragility of one or more carriers and as a well-capitalized new entrant, it may very well be able to gain a strong foothold," said Satyendra Pandey, managing partner at India-based aviation services firm AT-TV.Rival carriers are bound to match Akasa's fares from day one of its operations, Pandey said – which means it'll be entering a profitless growth environment. A careful assessment of the market should incorporate both business and behavioral trends, Pandey said."Force-fitting western frameworks just does not work. Getting this wrong has meant that even extremely well-funded airlines have consistently failed to turn a profit and witnessed continuous margin deterioration. Levers that worked pre-pandemic may not quite work the same," Pandey added."If the ULCC model is implemented, Akasa Air may expand the overall market by stimulation due to low airfares," said Manvi Hooda, chief of consulting and research at the aviation consulting firm, CAPA India."India remains an under-penetrated air travel market. Given India is a value-sensitive market, low airfares can significantly stimulate the market," said Hooda.

A new, ultra-low-cost Indian airline just placed a $9 billion order with Boeing, and analysts say it could lift up the country's entire aviation segment

NEW DELHI: <keyword id="1583080" type="COMPANY" weightage="80" keywordseo="AirAsia-India">AirAsia India</keyword>, which plans to start operations sometime this year, knows it will have to fight hard with existing carriers for a piece of the market. Actually, the battle with rivals has already begun, even before <keyword id="82750" type="PERSON" weightage="40" keywordseo="Tony-Fernandes">Tony Fernandes</keyword>’s joint venture with the <keyword id="6360721" type="COMPANY" weightage="40" keywordseo="Tatas">Tatas</keyword> takes wing. The latest round is being fought in the Directorate General of Civil Aviation (DGCA), with the incumbents strenuously objecting to the grant of an air operator’s permit to AirAsia India and complaining that the new entrant will disrupt industry “equilibrium”. 
 Gurgaon-based low-cost carrier <keyword id="6354706" type="CITY" weightage="80" keywordseo="Indigo">IndiGo</keyword>, the country’s airline largest by <keyword id="34527" type="UNKNOWN" weightage="40" keywordseo="market-share">market share</keyword>, and the Federation of <keyword id="1446" type="CITY" weightage="40" keywordseo="indian-airlines">Indian Airlines</keyword> lobby group have both objected to AirAsia’s entry. The letters, reviewed by ET, were in response to a public notice from DGCA seeking objections and suggestions on granting the permit. A DGCA official told ET that the views would be taken into consideration and a decision arrived at “soon”. 
 
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IndiGo President Aditya Ghosh said the relaxation of foreign direct investment rules in September 2012 had not been aimed at helping set up new projects but was meant to act as a lifeline for loss-making airline companies laden with debt. 
 “IndiGo’s primary objection opposing the application of <keyword id="2069477" type="UNKNOWN" weightage="40" keywordseo="AirAsia-India-Private-Ltd">AirAsia India Private Ltd</keyword> for grant of licence to operate a new greenfield scheduled airline in India is based on the grounds that it is not permitted under the foreign direct investment policy as enunciated by the government,” the letter said. “The reason and rationale of the policy was to provide the opportunity for existing airlines to access muchneeded capital, improve the viability through expanding route networks and skills from international airlines,” it added. Both representations are identical except for some changes. 
 <keyword id="43642" type="ORGANIZATION" weightage="40" keywordseo="FIA">FIA</keyword>’s letter has been signed by the associate director of the lobby group, Ujjwal Dey. The association represents <keyword id="6358200" type="CITY" weightage="40" keywordseo="Jet-Airways">Jet Airways</keyword>, GoAir, SpiceJet, IndiGo and <keyword id="6373962" type="CITY" weightage="40" keywordseo="Kingfisher-Airlines">Kingfisher Airlines</keyword>, the last of which hasn’t been flying since October 2012. 
 
The points have been raised before, Ghosh said in an SMS reply to queries. “IndiGo has not raised any new objections,” Ghosh said. “Subsequent to the objections filed by the FIA on behalf of Jet Airways, Jet Lite, SpiceJet and GoAir on February 11, IndiGo only sent a letter on February 17 to the DGCA in support of some of these objections.” It should be pointed out that IndiGo is the country’s only carrier that has consistently been making profit. As an unlisted company, it’s not obliged to make quarterly earnings announcements. 
 
FIA and IndiGo both said a new entrant is not in the “long-term interest of existing airlines and consumers of the country.” They add: “The new joint ventures would have the opportunity to unfairly compete with the existing airlines, with huge losses and starved of capital, and thereby ensure that the existing airlines become even more vulnerable which could result in their ultimate closure.” FIA said the service proposed by AirAsia would result in “wasteful duplication” and “diversion of traffic” from existing airlines. IndiGo said that under “no circumstances” was the aviation sector ready to “inherit a fresh airline”. 
 
IndiGo and FIA also said a damaging price war was likely to ensue, which would “only lead to cumulative losses”. But that should also be read in the context of AirAsia having stopped international operations to four Indian cities, which would indicate that the local carriers flying those routes have been competitive, as ET reported on February 15. 
 
According to the submissions of both IndiGo and FIA, the accumulated losses of existing airlines as of March 2013 have hit Rs 77,000 crore. A senior aviation ministry official said the objections weren’t a surprise. 
 “We had expected such comments from the airline industry, but we have been very clear that the <keyword id="44528" type="ORGANIZATION" weightage="40" keywordseo="FDI">FDI</keyword> policy is for both greenfield and brownfield airlines,” said the person, who didn’t want to be named. “However, the final call remains with the DGCA.” 
 It’s pertinent to note that Subramanian Swamy’s petition against AirAsia’s application is coming up for hearing in the <keyword id="6354977" type="ORGANIZATION" weightage="40" keywordseo="Supreme-Court">Supreme Court</keyword> on Friday. FIA’s petition has been tagged along with that of Swamy. IndiGo had previously welcomed the prospect of competition.

IndiGo, FIA Against Granting Of Permit To AirAsia; DGCA Set To Take A Decision Soon

<ul><li>Brands in India are desperate to associate with budding sports stars and ready to jump onto any opportunity that helps them stay relevant.</li><li>However, when it comes to celebrating our athlete’s wins, brands often take the focus away from the champion and make it all about themselves.</li><li>The issue of brands dominating social media moments and making it about themselves isn’t new and the answer is in the question itself -- simply avoid making moments about yourself but a lot of brands don't seem to get it right. </li><li>Advertising folks tell us how to get your moment marketing right without taking away the focus from the trend.</li></ul>It is day 6 of <keyword id="395647" type="SPORT" weightage="20" keywordseo="Tokyo-Olympics">Tokyo Olympics</keyword> 2020 and the Indian contingent has bagged one silver medal in weightlifting so far. A month before the Tokyo Olympics began, from Mia to Omega, brands in India launched an array of campaigns to cheer our champions. Afterall, we have one of the largest contingents this time with 120 athletes from 85 disciplines and brands have followed suit by ensuring that they leave no stone unturned to support their athletes. The once-in-a-four-year summer tournament has attracted sponsorships from across categories. The Indian Olympic Association (IOA) has signed Edelweiss, INOX Group, Nippon Paint, Amul, Raymond, JSW Group, MPL Sports Foundation and Raymond as sponsors. Oakley, Mia by Tanishq, Visa India, Bharat Petroleum Corporation Limited, Puma India and sponsors JSW, Omega, BridgeStone and Rin have launched ads to celebrate the journeys of different athletes. After Mirabai Chanu won a silver medal at the Tokyo Olympics on Saturday, according to her management company IOS Sports &amp; Entertainment, quite a few brands rushed to get her onboard. She created history by becoming the first Indian weightlifter to win the silver medal at the Olympic Games. Chanu also became the first Indian to win an Olympic medal at the 2020 Tokyo Games in the Women's 49 kg category. As per media reports, brands across categories like nutrition, sports brands, personal care, beverage and regional brands wanted to onboard the 26-year-old weightlifter as their brand ambassador for campaigns and long-term digital associations. So far, Chanu has partnered with Adidas and Mobil oil. After another silver feather in her cap, her endorsement fee is also expected to double. Shortly after her win, she was also offered free pizza for life by Domino's and the brand garnered a lot of attention from the press and the internet for this gesture. <div type="twitter" handle="dominos_india" handlename="dominos_india" image="http://pbs.twimg.com/profile_images/1074660192883621888/XRjWNq8A_normal.jpg" favoritecount="544" retweetcount="82" status="@gitartha_k Aapne kaha, aur humne sunn liya 🙏 We never want @mirabai_chanu to wait to eat 🍕 again so we’re treatin… https://t.co/PMvPfCa9NP" createdat="1627135343000" id="1418934590950027269"></div> This reflects how brands in India are desperate to associate with budding sports stars and are ready to jump on any opportunity that helps them stay relevant. However, the situation was a little different on social media. Brands of all kinds and sizes did celebrate her win but the focus was on their products and services and not on Chanu’s feat. A few internet users called out the brands that made Chanu’s win all about themselves. <div type="twitter" handle="hoopdoge" handlename="sluggy⁷ˎˊ˗ ᴮᴱ" image="http://pbs.twimg.com/profile_images/1411314545159643138/LdQljHq3_normal.jpg" favoritecount="1" retweetcount="0" status="In other words, here’s about a bunch of brands made the occasion all about themselves 🤙 https://t.co/1QkRxDpM45" createdat="1627207615000" id="1419237720539295751"></div> <div type="twitter" handle="manishkalghatgi" handlename="Manish Kalghatgi" image="http://pbs.twimg.com/profile_images/1134699965853437952/QChverfJ_normal.jpg" favoritecount="0" retweetcount="0" status="Do any of these capture your imagination? Are the brands inserting themselves into the moment with any impact? https://t.co/Vz7SXEvrq3" createdat="1627207149000" id="1419235766954123272"></div> <div type="twitter" handle="narayananh" handlename="Narayanan Hariharan" image="http://pbs.twimg.com/profile_images/755719421860065281/a6WLbNYx_normal.jpg" favoritecount="8" retweetcount="1" status="Did they really celebrate #MirabaiChanu's victory? Doesn't appear so.It was all about their respective brands. https://t.co/HWzyti1v0D" createdat="1627206944000" id="1419234908057194496"></div> <div type="twitter" handle="aniketchitnawis" handlename="Aniket" image="http://pbs.twimg.com/profile_images/1253988807331901445/Dx-Hh7Yf_normal.jpg" favoritecount="67" retweetcount="11" status="aka they totally made it about themselves https://t.co/w0ZjrBNXCw" createdat="1627204097000" id="1419222966215213061"></div> Comedian Varun Nair also uploaded an Instagram Reel showcasing how some brands leveraged Mirabai Chanu's win with poor moment-marketing skills. His caption read, “It seems that Athlete ka achievement celebrate karna aur khudka dhandha should go hand in hand.” <div type="javascript" title="Instagram" contenttype="Video"><cdata><![CDATA[ ]]></cdata></div> Albeit, there were a few brands like Dunzo and Amul, who have mastered the art of moment marketing, that kept champion Chanu’s victory first and gained a lot of appreciation from their consumers. <div type="javascript" title="Instagram" contenttype="Image"><cdata><![CDATA[ ]]></cdata></div> <div type="javascript" title="Instagram" contenttype="Image"><cdata><![CDATA[ ]]></cdata></div> When it comes to moment marketing, the most important factor is time. It is crucial for brands to churn out their creative before the trend dies. However, in order to meet deadlines and be a part of a trend, if they somehow forget to include the subject of the trend, they might as well stay mum. When it comes to Indian Premier League, the focus in brand campaigns and social media creatives is on Virat Kohli’s sixers or Mumbai Indian’s win. So, why are we not following the same rules for Tokyo Olympics? Advertising folks shared their thoughts on how to find the right balance between being a part of a social media moment and not making it all about yourself. Here’s what they had to say: <cmsannotation type="cmsannotation" annotationid="Suveer Bajaj, Co-founder of Zoo Media &amp; FoxyMoron:" text="Suveer Bajaj, Co-founder of Zoo Media &amp; FoxyMoron:">Suveer Bajaj, Co-founder of Zoo Media &amp; FoxyMoron:</cmsannotation> It is great to see that brands are recognizing and appreciating sports beyond cricket. However, the focus needs to be on celebrating the athlete and the sport in question, as opposed to exploring yet another window of opportunity for product placement. Integrating a product into generic occasions such as Mother’s Day or Diwali is expected since the objective is to showcase how a particular brand of sweet or confectionery item can further uplift personal celebration. But in the case of special and specific events such as the Olympics, the larger narrative leans towards commemorating a shared national success, bringing the country together. Brands who are looking to capitalize on these fluid moments, are aiming to be a part of a trending conversation in the country. In addition to solidifying their support for the athletes, they want to gain visibility, build relevance with the audience, and create top of mind recall for themselves. It is a mark of upstanding creativity on the part of the brand when they can seamlessly integrate themselves into these conversations. Certain brands like <a href="https://www.instagram.com/p/CRtRwQ9J9iN/" target="_blank">OBL Tiles</a> and <a href="https://www.instagram.com/p/CRt0ADFisa-/" target="_blank">Real Juices</a> have paid homage to Mirabai Chanu in an admirable way, by leveraging moment marketing smartly instead of simply looking at ways to superimpose the product in the post. Collectively, brands and creative agencies need to focus on celebrating the spirit of India and what it means for us as a country as opposed to the brand. When the association is slightly more refined and thoughtful, it will resonate with the audience and build engagement. In India, cricket is a religion. Thus automatically, the awareness about the sport, and its subsequent reach and engagement is very high. When brands associate themselves with Cricket and its players, they are hoping to piggy-back not only on the credibility of the players but also on the prestige that the sport enjoys in our country. While other sports such as weightlifting, badminton, archery are gaining momentum and popularity, it is still a far cry from Cricket. Thus, if brands want to adopt this narrative, they will have to create heroes in order to do so. For Olympic sports, the objective then transforms to uplifting the athletes and the sport. <cmsannotation type="cmsannotation" annotationid="Dentsu Webchutney's P.G Aditya, Pragya Sarin, Stuti Sudha, Benedict Gershom and Kushal Lalvani:" text="Dentsu Webchutney's P.G Aditya, Pragya Sarin, Stuti Sudha, Benedict Gershom and Kushal Lalvani:">Dentsu Webchutney's P.G Aditya, Pragya Sarin, Stuti Sudha, Benedict Gershom and Kushal Lalvani:</cmsannotation> The issue of ‘brands making moments about themselves’ isn’t new. In fact, when done tastefully and consistently, it’s even become part of culture (looking at you, Amul!). But it’s not scaled well on the internet. In the early 2010s, commenting on real-time events was novel, so even doing the bare minimum felt enough as long as you were capturing the moment. But latching onto trends, just to catch that inevitable spike in engagement, is still one of the most common false positives which brands that don’t have social/digital as a focus area tend to fall for. So, how do you not make it about yourself? By not making it about yourself. Simple. When you don’t use the athlete to talk about your brand, and instead, use the power and reach of your brand to hype the athlete/sport, the creative opportunities are endless: maybe change your DP to the athlete’s for a day, slide into their DM and congratulate them personally, or even more, remove the ‘end’ from the ‘trend’ and help sustain the conversation by supporting the sport altogether. One brand that’s led by example for this is OYO (their print ad that syncs your calendar to the games is only the latest in a series of campaigns where they’ve prioritized being a fan, before being a brand). But if you’re thinking “I’m not a sports brand. What legitimate value does endorsing/supporting a sport or an athlete add to my brand?”, there’s nothing criminal about that line of thinking too. Just don’t do the bare minimum creatively and congratulate yourself over false positives. <cmsannotation type="cmsannotation" annotationid="Rajeesh Rajagopalan, National Business Head- Grapes Digital:" text="Rajeesh Rajagopalan, National Business Head- Grapes Digital:">Rajeesh Rajagopalan, National Business Head- Grapes Digital: </cmsannotation> Some of the ads are interesting, and some seem to be riding the wave. When brands do moment marketing, the intent is to celebrate these athletes. Some of the brands get this right, but some got lost in the crowd. The key to any moment marketing campaign, be it sports or some other topic- is weaving a story with the brand values and not being in your face or doing a sales push. The brand that has been acting moment marketing is Amul, way before social media even existed. When we talk about an IPL team or a player from the cricket team acknowledged, we get to know a lot about the player, their personalities, their image, which becomes easier to draw a reference from their personality and weave it into a moment marketing post. Imagine doing that with an athlete about whom brands know nothing? The struggle in front of brands remains in what form the personality must represent in their brand value. So, most brands end up doing generic posts, which merely look like it is all about them and not about the athlete. I think brands need to do a lot more homework when they congratulate an athlete. Otherwise, a simple congratulations post would look better. <cmsannotation type="cmsannotation" annotationid="Akshara Vasavda, Creative Lead, Schbang:" text="Akshara Vasavda, Creative Lead, Schbang:">Akshara Vasavda, Creative Lead, Schbang:</cmsannotation> This is the lowest hanging fruit and a pick your battles situation. Brands do topicals for every single thing, and Olympics as a whole are considered moment marketing - whatever happens within Olympics, especially with Indian players, becomes a moment to capitalise. ‘Capitalise’ is the operating word. Very few brands actually manage to come up with something creative, seamless, and impactful enough to actually mean something when it comes to ‘topicals’. Just scroll past it, unless you see something that strikes you visually or creatively. As far as I know, IPL is treated the same way, except there’s way more audience awareness so there’s more opportunity to do layered communication and bank on the audience to ‘get it’. That’s just my personal understanding! <div type="Article" hostid="261" msid="84678943" title="With rising COVID-19 cases associated with the Olympic Games, will brands get the most bang for their buck?" mstype="2" mssubtype="0"></div>

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