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Style of today has many facets and hates to be in confinement. It changes with one’s evolution, which keeps the world guessing what’s next. Weaving these reflections of style together Blenders Pride Fashion Tour 2016 arrived in Gurgaon. The most definitive expression of style and good taste, now in its 12th edition, Blenders Pride Fashion Tour dazzled the millennium city, showcasing multiple reflections of style. The evening was an eclectic mélange of stylish designs and eccentric beats presented by ace designers <keyword id="954" type="PERSON" weightage="20" keywordseo="Rajesh-Pratap-Singh">Rajesh Pratap Singh</keyword> and <keyword id="122083" type="UNKNOWN" weightage="20" keywordseo="Shantanu-Nikhil">Shantanu &amp; Nikhil</keyword>. 
 Present as showstpper were <keyword id="143" type="CITY" weightage="20" keywordseo="Bollywood">Bollywood</keyword> diva <keyword id="710" type="PERSON" weightage="100" keywordseo="Sonam-Kapoor">Sonam Kapoor</keyword> and <keyword id="467200" type="UNKNOWN" weightage="100" keywordseo="Aditya-Roy-Kapoor">Aditya Roy Kapoor</keyword>. Sonam Kapoor at her stylish best charmed everyone in a Shantanu &amp; Nikhil design while Aditya Roy Kapoor looked dapper in a Rajesh Pratap Singh outfit. 
 
Designer Rajesh Pratap Singh’s collection blends traditional American university look with the modern Indian outlook. It plays with beautiful contrasts, encompassing the hi-tech with the low-tech, the opaque with the sheer, and the structured with the fluid. Blenders Pride Fashion Tour, with its core theme as multiple reflections of style is the perfect association. 
Whereas Shantanu &amp; Nikhil’s was a strong fusion among the past, present and the future. The collection is in every way rebellious and is pure innovative fashion. 
 Blenders Pride Fashion Tour showcased a thrilling and unique collaboration wherein the ace designers showcased their stunning designs to eccentric beats curated by Grain aka <keyword id="499513" type="PERSON" weightage="20" keywordseo="Gaurav-Raina">Gaurav Raina</keyword>, known for his edgy techno electronica music, with an eclectic mix of musicians and singers, <keyword id="131958" type="PERSON" weightage="20" keywordseo="Monica-Dogra">Monica Dogra</keyword> and Curtain Blue. The Delhi Drum Club and <keyword id="822365" type="PERSON" weightage="20" keywordseo="Ankur-Tewari">Ankur Tewari</keyword> provided an amazing surprise emerging from the crowd and creating an incredible spectacle.

Sonam Kapoor and Aditya Roy Kapoor were on a ‘ramp’age at the Blenders’ Pride Fashion Tour in Gurgaon

<ul class="summary-list"><li>A <keyword id="11916300" type="UNKNOWN" weightage="60" keywordseo="mcdonalds" source="Orion">McDonald's</keyword> franchisee agreed to pay over $25,000 in fines for violating <keyword id="13153870" type="UNKNOWN" weightage="60" keywordseo="child-labor" source="Orion">child labor</keyword> laws.</li><li>The US <keyword id="12011978" type="UNKNOWN" weightage="60" keywordseo="department-of-labor" source="Orion">Department of Labor</keyword> says the restaurant allowed minors to operate trash compactors.</li></ul>A McDonald's franchisee in Santa Ana, California, will pay $25,920 in penalties for violating child labor laws, the US <a href="https://www.dol.gov/newsroom/releases/whd/whd20220223">Department of Labor (DOL) said in a press release Wednesday.</a>The business owner violated the Fair Labor Standards Act (FLSA) by allowing minors to do dangerous jobs, the DOL said. The agency says it found evidence of 18 underage employees operating a trash compactor between 2019 and 2021."Our organization's number one priority is always to ensure the health and safety of our employees and customers. As a locally-owned business, we take pride in helping to protect all our staff," franchise owner/operator Virginia Mangione told Insider in a statement. "When we became aware of the violation, swift action was taken to re-educate managers to ensure we continue to be in compliance with labor laws and standards." <a href="https://www.dol.gov/sites/dolgov/files/WHD/legacy/files/ChildLaborFF.pdf">The FLSA</a> sets rules for minors based on their ages. Teens who are 14 to 15 years old can work in restaurants and quick-service businesses during non-school hours, up to three hours on school days, and up to 18 hours on a school week. They are limited to 40 hours on non-school weeks. Hours aren't limited by the FLSA once workers hit age 16.These <a href="https://www.dol.gov/sites/dolgov/files/WHD/legacy/files/ChildLaborFF.pdf">young workers can only perform certain jobs</a> in restaurants. They're legally permitted to work cash registers, bus tables, and clean floors. They can cook and do prep work, as well as use dishwashers, blenders, and coffee grinders. They cannot, however, play any role in baking processes, including mixing ingredients or removing items from ovens. They can't work in freezers or meat coolers, though they are allowed to enter them briefly when needed.The FLSA prohibits 16 and 17-year-olds from any jobs that have been designated as "hazardous" by the DOL. Minors are generally not allowed to work with meat processing machines, bakery machines like mixers and cookie makers, balers, compactors, and motor vehicles. Penalties are steep for companies that violate these laws. Companies could be fined up to $11,000 for each violation and up to $50,000 for incidents that lead to death or serious injury of a minor. If violations are determined to be willful or repeated, the fine increases to $100,000.Even with strict limitations on the jobs young workers can perform, some business owners say they're necessary. <a href="https://www.businessinsider.com/mcdonalds-trying-to-hire-teens-with-labor-shortage-2021-8">McDonald's</a> and reportedly <a href="https://twitter.com/partynextweexnd/status/1392523095450206208">Burger King</a> are among the chains that have advertised work to teens as young as 14 in 2021 as they scramble to keep enough staff while restaurant workers <a href="https://www.businessinsider.com/labor-shortage-restaurants-hospitality-temporarily-close-food-work-jobs-employment-2021-7?r=US&amp;IR=T">quit the industry at record rates</a>, moving to jobs where they <a href="https://www.businessinsider.com/retail-workers-leaving-quit-over-nightmare-customers-low-pay-2021-5">don't have to interact with angry customers.</a>Do you have a story to share about a <keyword id="11893588" type="UNKNOWN" weightage="100" keywordseo="retail" source="Orion">retail</keyword> or restaurant chain? Email this reporter at <a href="mailto:mmeisenzahl@businessinsider.com">mmeisenzahl@businessinsider.com</a>.

The US Department of Labor says a California McDonald's franchisee owes over $25,000 in child labor penalties

<ul><li>In our latest interview series, we talk to brands to understand how they are coping with the new normal and their strategies towards navigating these difficult times.</li><li><keyword id="2847512" type="PERSON" weightage="20" keywordseo="Kartik-Mohindra">Kartik Mohindra</keyword>, Chief Marketing Officer, <keyword id="6444941" type="PERSON" weightage="20" keywordseo="pernod-ricard">Pernod Ricard</keyword> India spoke to us about the brand's communications and marketing strategies during these adverse times and how this experience will perhaps change the way they market themselves in the future. </li></ul>In early March, Pernod Ricard announced the launch of a new look for its single malt Scotch, the Glenlivet. The aim of the redesign was to open-up the category to a new generation of whisky drinkers. The brand had also said that it plans to up its marketing spends in FY21 by 8-10%. However, as the country came to a complete standstill after the Coronavirus-induced lockdown, a lot of plans that brands had put together for the year had to be kept aside. However, as businesses slowly open up, it is interesting to understand how these brands faced the challenges these unprecedented times threw at them and their key learnings. To understand how Pernod Ricard India navigated these adverse times, we recently caught up with Kartik Mohindra, Chief Marketing Officer, Pernod Ricard India. He told us how they communicated with their consumers during the lockdown days and how this experience will perhaps change the way they market themselves in the future. Excerpts: Q) The pandemic and the lockdown has brough with it a lot of learning. What would you say have been your major learnings from this experience so far? The <keyword id="1754604" type="PERSON" weightage="20" keywordseo="coronavirus">Coronavirus</keyword> outbreak is first and foremost a human tragedy, affecting hundreds of thousands of people. It is having a growing impact on the global economy. Uncertainty continues to impact all businesses.Our capability to make amends within compressed timeframes will be key to getting on-course, and winning at the market place. Whilst the front-end of our business was on pause in the lockdown period, it was also an opportunity for the future owing to the multiple disruption that have got created, paving the way for new ways of working and doing business. As we work remotely,planning and managing time of all stakeholders and a greater sense of discipline and orientation. The consumer in today’s situation is evolving rapidly, and our ways of doing business are witnessing a radical change. We have been strong proponents of digital transformation, focused on comprehensive connectivity in a restricted industry and we will continue to stay engaged with consumers and industry stakeholders. Q) What has your marketing strategy been during the lockdown? Did you modify your media mix, with marketing investments getting shifted from one medium to another? The pandemic dictates the need for re-evaluating our traditional marketing approaches, redefining the ways we reach and engage with our consumers. Our two key pillars of consumer engagement are <keyword id="2212053" type="PERSON" weightage="20" keywordseo="traditional-retail">Traditional Retail</keyword> and the On-Trade.. The on-trade channel is likely to take longer to start. The present <keyword id="8897280" type="UNKNOWN" weightage="20" keywordseo="social-distancing">social distancing</keyword> norms give way to the ‘New Normal’ for consumers and marketers alike. We understand that consumer discretionary spending is likely to take time to bounce back. Consumers will seek greater value from their purchase. We foresee a deeper engagement at the traditional off trade and rise of the modern trade. As home-tainment gains precedence over social/in-person engagements, our Media Mix will lean towards effective usage of Digital and OTT, along with On-Air media. Online advocacy and mixology will cater to home entertainment. Q) The kind of communications a brand comes up with during a crisis can either help win consumer trust and endear them to the brand or work completely the other way around. How did you ensure during the last months that you stay connected with your consumers? The Coronavirus outbreak has affected hundreds of thousands of people, and the current situation in India and across the world needs immediate action, and alongside we need to be prepared for tougher times. Our hearts go out to all those who have been impacted by the current situation. Pernod Ricard India continues to ‘Leave No One Behind’ in our commitment to support our stakeholders and our communities to tackle the pandemic. Pernod Ricard India has pledged Rs 150 Million to support Healthcare efforts in the fight against COVID-19 in India. The Company has been working relentlessly in public-private and private-non-profit partnerships with State health departments, public service authorities and NGOs to tackle the COVID-19 pandemic in India. Our manufacturing teams have repurposed our operations to produce over 3 Lakh Liters of Hand Sanitizers, and 4 lakh plus masks, for state health departments. Our top priority in the near and long-term future remains to support all those who have been impacted by the current situation, either directly or indirectly. Q) Do you think this experience will change the way you market your brand in the future? The present norms of Social Distancing will certainly change the way brands engage with consumers. We continue to work on making our brands ‘Future-Ready’. We are aware that consumers are progressively seeking experiences that empower them to make new discoveries within their passions and interests, which translates to online engagement and home-tainment now. Events and celebrations are likely to be conservative for the next six months. There is a steady rise in the time spent by consumers across social and digital platforms. The rise of traditionally social and external events being streamed onlinewith social interaction is a big thing right now!Instagram and Facebook lives views have doubled since March. Whatsapp, Instagram and Messenger (messaging apps) have witnessed usage increased by 40% among 18 to 34-year-old. (Source; Kantar, Social baker and Tech Crunch studies). We have experienced consumer incidence/usage growing by approximately 20% on OTT, online gaming platforms as more and more consumers gravitate to digital to keep themselves engaged in this period. Moreover, with social distancing and changes in consumers’ buying behaviors, we can expect e-commerce gaining further traction and penetration. The heterogeneity in consumer preferences will continue to lead changes in demand and willingness to spend; subsequently making the marketing initiatives and methods dauntingly complex. Q) It's very easy for consumers to look at brand communications during times like this and misinterpret the brand's intention. How have you made sure your brand communication has stayed relevant during this time? Pernod Ricard, with its unique yet comprehensive portfolio, decisively represents something just beyond Spirits and Volume – something surely more Qualitative and Creative. With brands like Blenders Pride, 100 Pipers, Jameson, Chivas Regal, Royal Salute, our constant endeavor is to offer brands with purpose and values of authenticity, legacy and craftsmanship.We at, Pernod Ricard will always try to keep abreast with the evolving consumer’s attitude, while taking a strategic approach towards social media and digital promotions, specifically to target millennials. We will leverage our strengths in consumer marketing through digital media and continue to align our marketing expertise in this direction and connect our leading brands with the consumers today. Our future marketing campaigns will be based on the insights we develop through the present change in consumer behavior, to alienate any opportunity of misrepresentation. At the present, we are focusing our resources on various purpose-led communications and Corporate Social Responsibility initiatives. Our marketing will recommence once it is 'business-as-usual' and with the restoration of consumer sentiment. The Coronavirus crisis is a story with an unclear ending. Only definitive aspect is that human impact is already tragic, and that all organizations have an imperative to act immediately to protect their employees, consumers, business challenges and risks, and help to mitigate the outbreak in whatever ways we can. Optimism about the return of demand needs to be with a view of the closure of the crisis. Being optimistic about demand recovery would be with a lens on working-capital or liquidity shortages at customers. The near term is essential, but we are committed to the focus on the longer term.

We foresee a deeper engagement at the traditional off-trade and rise of the modern trade: Kartik Mohindra, Pernod Ricard India

<ul><li>Snapdeal added 6 million new buyers on its platform during the pandemic.</li><li>Its recent 5-day sale kicked-off on October 16 and ended on October 20. </li><li>Rajnish Wahi, Senior Vice President, Snapdeal tells us some of the trends the platform saw during its pre-Diwali sale, its plan to go deeper into Bharat and USPs that helped it stand out in the clutter of online sales. </li></ul>Indian consumers have always been value-conscious, who take pride in their haggling skills and with the pandemic, buyers are expecting greater value for their spends. Therefore, e-commerce player Snapdeal’s sale, which took place between October 16 to 20, focused on offering ‘Kum Mein Dum Diwali,’ i.e., value deals for lesser money. According to Snapdeal, less than 5% percent of retail is online and during this on-going <keyword id="36208" type="PERSON" weightage="20" keywordseo="festive-season">festive season</keyword>, the platform’s aim is to bring more users online and give them strong reasons to switch. Snapdeal observed that consumers weren’t willing to buy premium brands this year and wanted to access the online platforms in their regional language. So, as other e-commerce platforms offered premium brands at a discounted price, Snapdeal wanted to make online shopping more inclusive for buyers across India. It focused more on non-metro cities, which is a market with potential 400 million users and shipped orders to rural places like Palasner in Maharashtra, Abdasa in Gujarat, Kalsi in Uttarakhand, Chitkul in Himachal among many others. Ahead of the sale, Snapdeal added 1300 new pin codes to go deeper into Bharat, areas which were previously unserviceable or where users were compelled to travel to nearby towns to collect their orders. It also updated its user interface by adding eight languages including Hindi, Tamil, Kannada, Telugu, Malayalam, Gujarati, Punjabi, and Marathi. As a result, 70% of its orders were received by sellers located beyond the top 5 metropolitan areas of the country and 90% of its orders were placed from non-metro cities. We caught up with Rajnish Wahi, Senior Vice President, Snapdeal to further understand some of trends that the platform saw during its sale. Excerpts: Q. The role of engagement and communication has never been more important, especially in today’s digital-first world. How are you making sure your communication during this year's sale is relevant to consumers? Snapdeal is sharply focused on catering to the value-conscious consumers, who see e-commerce as the connecting link between their aspirations, access and affordability. Our theme for this year’s festive sale - “Kum Mein Dum Diwali '' clearly communicates our core message - your shopping rupee has more value this year. As part of our sale preparations, we had conducted a survey of nearly 1.25 Lakh users and one of the key insights was user unwillingness to pay for brand premiums this year and instead focus on the functional value of their purchases. Based on these inputs, the festive assortment was expanded in a focused manner by on-boarding additional sellers for popular products like kitchen appliances, kitchenware, bed linen, apparel, footwear and fashion accessories like watches, wallets, etc. Shaping our sale offers around the clearly-stated expectations of our customers and conveying the same unambiguously through our festive promotions and digital marketing is the sum and substance of our festive communication. Q. This year is different. People have been observed to be judicious in spending. How has the consumer sentiment improved? While 2020 has been a volatile year, we see that there are many tailwinds that are propelling our business. The pandemic has resulted in redistribution of demand between offline and online channels, with online gaining share due to its inherent advantages of reach, convenience, large assortment and safety of buying from home. It has also accelerated the familiarity and acceptance of e-commerce amongst new buyers. With the pandemic, consumers have become more price conscious and are likely to opt for lesser-priced products, while not compromising on their quality expectations. Given all of this, we have seen two sets of buyers come on Snapdeal - one which is trading up to a better assortment and one that is trading down and opting for better functional value instead of big brands. In fact, we have added 6 million new buyers on our platform in the pandemic. We are witnessing the return of enthusiasm for festivities and it is also apparent that online channels will be a preferred medium for a larger number of buyers this year. But it will also be different this year, as more people will be price conscious and will look to spend on quality products that suit their price sensibilities. In a way, Snapdeal’s “Kum Me Dum” focus is about “offering more choices at price points better than last year”, especially for popular categories like home &amp; fashion, which has been made possible by year-long focus on expanding our value selection. Q. With the on-going festive season, many other platforms will have their Sales days too. How do you then cut the clutter and make sure you win consumers? How will you be different from the other players in the segment? Snapdeal is synonymous with value e-commerce. While others in the industry are now starting to build a value segment, we at Snapdeal have been focused on “only value” for the last three years. While other platforms are making efforts to sell branded items at discounted prices, these are still not affordable for a majority of the buyers in the country. On the other hand, we are focussed on bringing the depth and diversity of India's bazaars &amp; markets to the doorsteps of our users. On Snapdeal, buyers find endless varieties of regional and local brands that not only serve their needs, but also offer immense value at affordable prices. The result of our “Kum Mein Dum” Diwali sale bears testimony to this - more than 80% of Snapdeal’s Diwali shoppers chose to buy regional &amp; local brands on Snapdeal. The strong growth of lesser-known brands relative to national/international brands has been because of two key reasons: increased choice and a substantial price difference. Our value-focused positioning runs consistently through our selection and communication and is one the reasons why 90% of our orders flow from non-metros cities and towns across the country. Q. What are some of the other trends you are expecting to see this festive? Our first sales results are out and are reflective of how close the lives of users revolve around their homes. The sale in the home products category has grown by 30% over last year and has become the largest category on Snapdeal this year, overtaking the fashion category, which has traditionally been the top-performer at Snapdeal. The growth in the home category is propelled by popular products like kitchen appliances, kitchenware, bed &amp; bath,decor,cleaning equipment, lighting and comforters &amp; blankets etc. This growth in the fitness category reflects the extra time that people have on their hands and also underscores heightened awareness about personal health &amp; fitness. This category has grown by 45% over last year led by gym essentials like tummy trimmers, push-up bars, wrist supports, fitness gloves, hand grip strengtheners etc. Users buying sports equipment like badminton racquets &amp; cricket sets and weighing machines are also strong consumer trends. While the fashion category has also grown from previous years in terms of shipped units, the growth is less than other higher-performing categories. In the fashion category, there is an increased spending on kidswear in the festive season. . Among popular picks in Snapdeal’s Diwali sale are men’s &amp; women’s grooming products, nutritional supplements, religious items (prayer books, temples accessories etc). With the deterioration of air quality in North India, the sale of N95 masks, air-purifier filters, anti-pollution skincare items, skin moisturisers, lip balms has also increased. Snapdeal also witnessed an increase in gifting via e-commerce early in this festive season. The range of festivals starting with Karva Chauth and followed by Dhanteras, Diwali, Bhaiya Dooj and Chhath Puja have become important gifting occasions for users in various parts of the country. While in the previous years, shoppers used e-commerce channels to buy and ship to families &amp; friends in other cities, this year many shoppers in metro cities are also sending gifts to people living in the same cities. This year gift cards have also been hugely popular among people to send to their friends and family, with a 3X surge in orders as compared to the festive sale last year. These included gift cards of travel, entertainment, food and retail brands which were upto 30% off. Q. How are you working towards improving the overall consumer experience? E-Commerce in India has grown beyond the first 100 Mn largely urban, English-speaking users. A market of potentially 400 Mn users is now emerging across India’s smaller non-metro cities. This is a very diverse cohort in terms of languages spoken, literacy levels, frequency of online purchases and familiarity with technology. A large part of Snapdeal’s existing user base and new users come from this cohort and all our focus and efforts are on building the right experience that our users want. That means we work tirelessly to give them a wide array of products to choose from, and at just the right prices they are looking to spend. We also make it easy in many other ways for users to buy on Snapdeal. This includes providing interfaces on our app &amp; m-site in eight Indian languages, so that they can browse through products &amp; transact in a language of their choice. We also enable conversation with our customer service agents in multiple Indian languages. Transaction and promotional messages all are available in many Indian languages. Some other ways, in which we support our users to buy is by helping them make well-informed choices through short 10-second product videos which are far more captivating and help buyers to make decisions faster than static pictures of the products concerned, easy 7-days return, no questions asked refunds policy. We are the only platform that provides uninterrupted access to cash-on-delivery option even during the turbulent early days of pandemic lockdowns. Q. Which are your strongest markets currently? How are you planning to strengthen your presence in other markets? We have a strong pan India presence. During the current sale and consistent with Snapdeal’s positioning, more than 90% of Snapdeal’s orders were placed from non-metro cities. Populous cities like Nagpur, Vijayawada, Surat, Bhopal, Chandigarh, Visakhapatnam, Ranchi, Patna, Guwahati and others continued to drive orders on Snapdeal, but smaller cities like Sagar (Madhya Pradesh), Raniganj &amp; Durgapur (West Bengal), Patiala &amp; Gurdaspur (Punjab), Anand, Bharuch, Una, (Gujarat), Miryalaguda (Andhra Pradesh) and Bhimavaram (Telangana) also clock impressive order volumes. With our recent network expansion, Snapdeal has also shipped orders to rural places like Palasner in Maharashtra, Abdasa in Gujarat, Kalsi in Uttarakhand, Chitkul in Himachal amidst many others. Q. What are your current MAUs? More than 70 million users visit Snapdeal every month to browse and buy from our vast catalogue of 220 million plus listings. Q. What kind of target have you set for this year's sale? Do you anticipate people to buy more, considering a lot of people might have pushed buying things for the festive season? What kind of numbers do you aim to reach this year? Less than five percent of retail is online, which is an incredibly small penetration number. In our view, Diwali or not, our job to bring more buying options for our users doesn’t change. Diwali does serve as a milestone to accelerate some of our related initiatives or build virtual infrastructure to connect the dots between demand and supply in our country. This year, ahead of the festive season, we on-boarded additional sellers of popular products like kitchen appliances, kitchenware, bed linen, apparel, footwear and fashion accessories like watches, wallets, etc., as indicated by our users in a survey. In the run-up to Diwali, Snapdeal also on-boarded 5000 manufacturer-sellers who sell products like water purifiers, choppers &amp; blenders, steel &amp; copper utensils, crockery items, bedsheets, quilts, geysers, etc directly from their manufacturing units. This year, we knew more and more people would be buying online and ahead of the sale, and expanded our network to add 1300 new pin codes to go deeper into areas which were previously unserviceable or where users were compelled to travel to nearby towns to collect their orders, reaching out to 50 million additional users. Today, we are India's leading value-focused marketplace with more than 500,000 registered sellers and we cover 27000 + pin code areas across the length and breadth of the country.

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Sonam Kapoor and Aditya Roy Kapoor were on a ‘ramp’age at the Blenders’ Pride Fashion Tour in Gurgaon

Suchayan Mandal

The US Department of Labor says a California McDonald's franchisee owes over $25,000 in child labor penalties

Mary Meisenzahl

We foresee a deeper engagement at the traditional off-trade and rise of the modern trade: Kartik Mohindra, Pernod Ricard India

Samarpita Banerjee

Why Snapdeal targeted non-metro cities and rural India during its pre-Diwali sale

Karuna Sharma

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