<keyword id="6358070" type="LOCATION" weightage="20" keywordseo="mumbai">Mumbai</keyword>, The <keyword id="36730" type="COMPANY" weightage="20" keywordseo="Mumbai-Police">Mumbai Police</keyword> has nabbed a self-styled spokesperson of Mumbai's '<keyword id="81633" type="PERSON" weightage="20" keywordseo="Dabbawalas">dabbawalas</keyword>' for an alleged <keyword id="68347" type="PERSON" weightage="20" keywordseo="Loan-fraud">loan fraud</keyword> in the name of 61 dabbawalas by promising to give them free scooters, an official said here on Tuesday. "A team of our officials picked up the accused, <keyword id="1040812" type="PERSON" weightage="20" keywordseo="Subhash-Talekar">Subhash Talekar</keyword>, from his village in Pune district and brought him to Mumbai early on Tuesday. He will be produced before a Magistrate Court shortly," Ghatkopar Police Station's Senior Police Inspector Nitin Alaknure told IANS. Besides Talekar, another accomplice in the alleged loan fraud, Vitthal Sawant is absconding and the police are on the lookout for him. Alaknure said that the fraud - amounting to around ₹7,00,000 - was being perpetrated since 2014, and a complaint was lodged against Talekar in 2019. "Thereafter, investigations were carried out in the matter, but there were hurdles during Covid-19 pandemic and lockdown. He had also moved the <keyword id="48485" type="COMPANY" weightage="20" keywordseo="Bombay-high-court">Bombay High Court</keyword> for anticipatory bail which was rejected after which we took the action," Alaknure added. The official body of dabbawalas, Nutan Mumbai Tiffin Box Suppliers Charitable Trust (NMTBSCT) Chairman Ulhas Muke welcomed the development and said the accused has been "ruining the good image" of dabbawalas with such fraudulent practices. SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/top-stocks-to-watch-hdfc-tech-mahindra-lt-bajaj-finance-iifl-securities-sun-pharma-and-others/articleshow/80107597.cms">Top stocks to watch — HDFC, Tech Mahindra, L&amp;T, Bajaj Finance, IIFL Securities, Sun Pharma, and others</a> <a href="https://www.businessinsider.in/india/news/tatas-got-airasia-stake-at-a-20-discount-while-indigo-and-spicejets-value-has-doubled-since-pandemic-broke-out/articleshow/80101467.cms">Tatas got AirAsia stake at a 20% discount while IndiGo and SpiceJet’s value has doubled since pandemic broke out</a> <a href="https://www.businessinsider.in/india/news/bharat-biotech-sees-rivals-conspiracy-in-all-the-criticism-for-the-approval-for-covaxin/articleshow/80099818.cms">Bharat Biotech sees rivals’ conspiracy in all the criticism for the approval for Covaxin</a>

Mumbai's 'dabbawala' nabbed in loan fraud for promising 61 dabbawalas free scooters

In a bid to prevent the spread of coronavirus, Mumbai's famed dabbawalas have suspended their tiffin courier services from March 20-31, an official spokesperson said here on Thursday. "Adhering to the directives of the state government to avoid spreading the coronavirus, we have decided to suspend our services from tomorrow (March 20) till March 31. We plan to resume operations from April 1," said <keyword id="513864" type="COMPANY" weightage="20" keywordseo="Mumbai-dabbawalas">Mumbai Dabbawalas</keyword> Association spokesperson Subhas Talekar. There are around 5,000 dabbawalas who ferry over 2,00,000 lunch boxes to and from homes-offices to lakhs of office-goers and students in what has become a globally renowned efficient service. This is a rare voluntary suspension of service by the dabbawalas who work round-the-year ferrying tiffins around Mumbai, barring an annual 10-day pilgrimage break. Maharashtra has currently touched 49 COVID-19 positive cases in the state, plus one who succumbed to the viral disease this week.

Mumbai's dabbawalas suspend tiffin services as colleges and offices close down

Mumbai, Jun 25 () Coronavirus has claimed the life of a 39-year-old 'dabbawala' (tiffin carrier) in Mumbai, the first from the fraternity to succumb to the infection, an officer-bearer said on Thursday. Talking to , president of the Mumbai Dabbawala Association, Subhash Talekar, said that he died due to the infection at Nair Hospital on Wednesday evening. "He was a resident of Malad, where coronavirus positive cases have seen a sharp increase. He is survived by his wife and a five year-old son," he said. His wife has been quarantined now, Talekar said. Due to the coronavirus-induced lockdown, the business of the city's dabbawalas has been severely impacted as they depend on lakhs of daily customers. "Since the last four months, dabbawalas have been facing financial problems as they do not have enough money to survive. I urge the state government to do something for this community," Talekar said. ZA NP NP

COVID-19 claims life of Mumbai dabbawala

<keyword id="6358070" type="LOCATION" weightage="20" keywordseo="mumbai">Mumbai</keyword>'s <keyword id="81633" type="PERSON" weightage="20" keywordseo="Dabbawalas">dabbawalas</keyword> and staff of foreign consulates and high commissions have been allowed to travel in <keyword id="148020" type="PERSON" weightage="20" keywordseo="local-trains">local trains</keyword> which are currently being run only for essential services staff, officials said on Wednesday. Dabbawalas, the famous lunch-box carriers in Mumbai, last month said there was never a six-month break in the "130 -year-old history of the tiffin services", and demanded access to local trains to resume their services in full capacity. Currently, in view of the <keyword id="8915632" type="UNKNOWN" weightage="20" keywordseo="Covid-19-restrictions">COVID-19 restrictions</keyword>, only the dabbawalas who could reach the south Mumbai area on their cycles were able to deliver food to office-goers. They have now expressed happiness on being allowed to board local trains with effect from Tuesday. Sumit Thakur, chief public relations officer of the Western Railway, said based on the unlock guidelines issued by the Maharashtra government on September 30, they have allowed the dabbawalas to travel in local trains. "The staff of foreign consulates and high commissions have also been permitted to travel in local trains, as per the directives received from the Ministry of Railways," he said. Over 5,000 dabbawalas run the tiffin delivery business in the metropolis. Before the outbreak of COVID-19, they used to deliver over two lakh tiffins to office-goers on normal working days. They use suburban trains to ensure lunch boxes are delivered at the destination on time. Shivaji Sutar, chief public relations officer of the Central Railway, said QR-coded ID cards issued by the state government will be mandatory for them to travel in local trains, but dabbawalas have requested that they be allowed to travel on their identity cards. "If the Maharashtra government agrees to their demand, we will permit them to travel on their ID cards," he said. Subhash Talekar, spokesperson of the Mumbai Dabbawala Association, expressed happiness on being allowed to travel in local trains. "Finally, after more than six months, we can resume our service," Talekar said, adding dabbawalas will now contact their customers and request them to resume the tiffin service. He was, however, skeptic about resumption of services in full capacity amid the COVID-19 pandemic. "Before the pandemic, every dabbawala had on an average 20 to 22 customers, but I doubt all customers will resume the service immediately as many people are still working from home," he said. Another issue is that many housing societies are still not allowing outsiders into the premises, he said. Talekar said the dabbawalas will start tiffin delivery even with four to five customers initially as they know it will take some time for things to normalise. "We are going to follow the COVID-19 safety protocols like wearing masks and gloves, using sanitisers and maintaining social distance and will also ensure our customers about it," he said. Most of the dabbawalas hail from Maval area of Pune in western Maharashtra. Following the enforcement of lockdown in March this year, many of them returned to their native places in Junnar, Ambegaon, Rajgurunagar, Maval, Haveli, Mulashi and other talukas in Pune district.

Mumbai's famous dabbawalas and consulates staff can now travel in local trains

<img class="gwt-Image" src="/photo/48083410.cms" /> 
The sight of those white capped men in white uniforms in Mumbai makes one hungry. And the traditional people delivering meals for ages have also contributed to Mumbai’s identity in the global map. Their experience and work culture have been a topic of studies in various management institutes across India. 
 
Yes, we are talking about the Dabbwalas of Mumbai. 
 
Now, Bengaluru-based food aggregator Swiggy has partnered with the famous Mumbai dabbawalas to train its own delivery fleet ahead of its launch in four Mumbai neighbourhoods, according to a news report by The Economic Times. 
 
"The dabbawalas are something that you immediately identify with when it comes to food delivery in Mumbai," Nandan Reddy, cofounder, Swiggy told the financial daily. 
 
"We want to understand the dabbawalas' culture and what drives them with regards to quality and consistency of deliveries, and put them in place in Swiggy." 
 
The Mumbai dabbawalas, a century-old system by which the delivery men bring hundreds of thousands of homemade meals to office workers without the aid of technology, is estimated to have an error rate of one in six million. 
 
"Mumbai dabbawalas can teach delivery companies about making deliveries consistent, timely and accurate. Their passion and commitment is not about work culture, but because work is worship," Pawan Agrawal, who travels globally to speak on Mumbai dabbawalas told the ET. "After such a workshop, they can do best."

Dabbawalas are now mentoring delivery boys

<img class="gwt-Image" src="/photo/46877255.cms" /> India’s leading online retailer <keyword id="6354742" type="COMPANY" weightage="20" keywordseo="Flipkart">Flipkart</keyword> has come up with a new strategy for its last-mile deliveries to customers. The popular e-tailer is now relying on an army of about 5,000 Mumbai's famed dabbawalas to get its goods delivered. 

	The Bengaluru-headquartered firm told the Economic Times that the first batch of dabbawalas has undergone training at Flipkart's delivery centres. Currently, they will be using a paper-based tracking system and will gradually train them on the use of apps and other wearable tech, the ET report stated.
 Raghunath Medge, president of the Nutan Mumbai Tiffin Box Suppliers Charity Trust, also known as the <keyword id="247045" type="ORGANIZATION" weightage="20" keywordseo="Dabbawala-Association">Dabbawala Association</keyword>, told the ET, "Dabbawalas are famous the world over and it's great if a company like Flipkart can also benefit associating with us.” 

	The ET also stated that in the initial stage of association, as a partner to eKart, Flipkart's logistics arm, the dabbawalas will collect Flipkart marketplace shipments from the delivery hubs and deliver it to the customers—while picking their dabbas. At this moment, the dabbawalas will not be interacting with the sellers at this stage, a company statement said.
 

	Neeraj Aggarwal, senior director, Last Mile Delivery at Flipkart, told the ET, "Mumbai's dabbawalas are one of the most reliable and trusted brand in the city. Their delivery system has survived the test of time—even under extreme conditions that are atypical to a city like Mumbai. We are partnering them and leveraging this unique expertise to enhance our last-mile delivery capabilities."
 Another ET report has revealed that the biggest online retailer is paying million dollar-plus salaries along with stock options worth millions more to a clutch of engineers and a strategy expert it has poached from marquee global firms such as <keyword id="6355629" type="CITY" weightage="20" keywordseo="Google">Google</keyword> and <keyword id="6372399" type="COMPANY" weightage="20" keywordseo="McKinsey">McKinsey</keyword> as part of its strategy to aggressively build a technology capability that can rival <keyword id="18635" type="CITY" weightage="20" keywordseo="Amazon">Amazon</keyword> in the country. (Image: wikimedia)

Mumbai’s dabbawalla’s to Flipkart’s rescue!

<img class="gwt-Image" src="/photo/22988477.cms" /> 
​The Oscar fights never go out of fashion in India. We have not made our mark there yet in spite of many Indian connections with movies like Life of Pi and <keyword id="32892" type="PERSON" weightage="60" keywordseo="Slumdog-Millionaire">Slumdog Millionaire</keyword>. But when it comes to selecting India’s official entry for the Foreign Language Film category at the <keyword id="9344" type="ENTERTAINMENT" weightage="100" keywordseo="Academy-Awards">Academy Awards</keyword>, the heat is full on. This time, there were as many as 22 contenders and some entries like Bhaag Milkha Bhaag, English Vinglish, Celluloid, Shabdo, Ship of Theseus and <keyword id="6354603" type="PERSON" weightage="80" keywordseo="Kamal-Haasan">Kamal Haasan</keyword>’s Vishwaroopam created a lot of buzz. But the final battle royal seemed to have boiled down to just two – Mumbaikar <keyword id="1539946" type="UNKNOWN" weightage="100" keywordseo="Ritesh-Batra">Ritesh Batra</keyword>’s <keyword id="1678680" type="UNKNOWN" weightage="100" keywordseo="The-Lunchbox">The Lunchbox</keyword> and Goa-born <keyword id="1602536" type="UNKNOWN" weightage="100" keywordseo="Gyan-Correa">Gyan Correa</keyword>’s <keyword id="1602537" type="UNKNOWN" weightage="100" keywordseo="The-Good-Road">The Good Road</keyword>. However, The Lunchbox lost to The Good Road, which earlier bagged the national award for the best Gujarati feature film. Correa’s flick was picked by a 19-member jury, appointed by the <keyword id="291689" type="ORGANIZATION" weightage="80" keywordseo="Film-Federation-of-India">Film Federation of India</keyword> (FFI). 
 
What they tweeted 
A Press release said the decision had been unanimous, but congratulatory and disgruntled tweets followed. Here’s a look at some of the significant ones. 
 
Gujarat chief minister <keyword id="6354477" type="PERSON" weightage="60" keywordseo="Narendra-Modi">Narendra Modi</keyword>: Delighted to know that Gujarati film The Good Road has been chosen to represent India at Oscars. My best wishes. 
 
<keyword id="7929" type="PERSON" weightage="100" keywordseo="Anurag-Kashyap">Anurag Kashyap</keyword> (the film-maker co-produced The Lunchbox with <keyword id="197931" type="PERSON" weightage="100" keywordseo="Guneet-Monga">Guneet Monga</keyword>): Feeling very, very disappointed, can’t comment on the film I have not seen, but it better make it to final five… I don’t know who the federation is. But it goes to show, why we completely lack the understanding to make films that can travel across borders… I hope and pray I am wrong and it actually is a film that knocks the socks off everyone… We should then make a clean policy, you want to send the best film, then send the national award winner. Or send the one most likely to win... Anyway, disappointment and anger aside… let’s go back to make cinema… 
 
<keyword id="3778" type="PERSON" weightage="100" keywordseo="Karan-Johar">Karan Johar</keyword> (The director-producer turned presenter for The Lunchbox): Really shocked and disappointed… #LUNCHBOX had every factor working in its favour... we may have just lost our golden chance… SAD!!! 
 
Ritesh Batra (Director, The Lunchbox): Congrats to The Good Road. Hope it makes it all the way, else it will be a lost chance by FFI-appointed jury that lacks vision. Hope I am wrong… 
 
The Good Road and The Lunchbox: Head-to-head 
Some industry experts are not too enthusiastic and feel that The Lunchbox would have been a better Oscar choice for several reasons. So here is a head-to-head for our readers, along with some lesser-known facts. 
 
Auteur cinema is gaining prominence. Written by Correa himself, The Good Road is a documentary-style collage of stories woven around the highway where the protagonists lose their way, struggle on their personal quests and evolve in a way that touches the heart. The Lunchbox, on the other hand, brings to life the ever-present Mumbai dabbawalas (tiffin carriers) and a bitter-sweet story of bonding that starts with a misplaced lunchbox (according to a Harvard University study, the delivery system is so excellent that just one in a million lunch boxes will go to a wrong address). Each film reflects its director’s vision instead treading the beaten path. 
 
Both Correa and Batra did it hands-on. It was real-life research for both the directors. Correa got into a truck and went on a journey, getting to the core of things before he created his story. Batra worked as a <keyword id="415857" type="UNKNOWN" weightage="100" keywordseo="Dabbawala">dabbawala</keyword> for a week to get the hang of it. 
 
But they come from different industries. That’s right. Batra studied Economics and worked as a consultant for Deloitte. He left the job to join the Graduate Film Program at New York University, but dropped out after a year and a half due to fund crunch. Correa is from the advertising space but decided to have a go at film-making. 
 
In spite of debacle, The Lunchbox gets a bite of the global pie. According to media reports, it has already been sold to 30 different territories globally and could be the first Indian film with 3 foreign producers – ASAP Films of France, Rohfilm of Germany and Cinemosaic of America, along with <keyword id="66984" type="ORGANIZATION" weightage="80" keywordseo="NFDC">NFDC</keyword>, Sikhya <keyword id="4578" type="COMPANY" weightage="100" keywordseo="entertainment">Entertainment</keyword>, Dharma Productions and DAR Films from India. It can also be the first Indian movie to be released across 100 screens in Germany. Incidentally, the film was made on a shoestring budget of $1.5 million. On the other hand, NFDC produced The Good Road, but it doesn’t have an <keyword id="1878880" type="UNKNOWN" weightage="80" keywordseo="American-distributor">American distributor</keyword> yet. 
 
But what about Oscar compatibility? The Lunchbox might have got a favourable push at the Oscars, had it been chosen. For one, <keyword id="16207" type="PERSON" weightage="80" keywordseo="Irrfan-Khan">Irrfan Khan</keyword> is a familiar name (his roles in The Warrior, Mighty Heart, Slumdog Millionaire and The Amazing Spider-man certainly helped) and the movie has already received some rev reviews at Cannes, Telluride, Toronto and India. Moreover, <keyword id="6411012" type="COMPANY" weightage="80" keywordseo="Sony-Pictures">Sony Pictures</keyword> Classics will be distributing the film in the US and that could have been another plus. The Good Road has one Oscar connection, though. Its sound designer Resul Pookutty has already won an Oscar for Slumdog Millionaire in 2009. 
 
Bottom line: Till date, only three <keyword id="143" type="CITY" weightage="100" keywordseo="Bollywood">Bollywood</keyword> movies made it to the nomination stage of the Oscar. These include Mehboob Khan’s Mother India (1957), <keyword id="7999" type="PERSON" weightage="60" keywordseo="Mira-Nair">Mira Nair</keyword>’s Salaam Bombay (1988) and <keyword id="17233" type="PERSON" weightage="60" keywordseo="Ashutosh-Gowariker">Ashutosh Gowariker</keyword>’s Lagaan (2001). The Good Road belongs to the art house pack, but going by the poor track record of other ‘arty’ films (Salim Ahamed’s Abu, Son of Adam in 2011, <keyword id="82569" type="PERSON" weightage="60" keywordseo="Anusha-Rizvi">Anusha Rizvi</keyword>’s Peepli Live in 2010 and <keyword id="33044" type="PERSON" weightage="60" keywordseo="Kalpana-Lajmi">Kalpana Lajmi</keyword>’s Rudaali in 1993), will Gollywood’s (a concoction of Gujarat and Bollywood) tryst with Oscar produce something more fruitful this time? Also, will it be possible for the Lunchbox team to push the movie at the Oscars even without the government’s backing? Let us wait and watch how ‘independent’ our independent cinema is in reality. 
 
With additional input from Agencies 
Image courtesy: Indiatimes

‘Good Road’ Tops India’s Oscar Race; Will ‘Lunchbox’ Get The Global Pie?

<ul><li>The Maharashtra government allowed restaurants, bars, and hotels to open with restricted capacity. </li><li>However, under the <keyword id="6586390" type="UNKNOWN" weightage="20" keywordseo="new-guidelines">new guidelines</keyword>, schools and cinema halls shall remain closed. </li><li>Maharashtra is the worst COVDI-19 hit state in India with 2,60,789 active cases as of October 1. </li></ul>The Uddhav Thackeray government in Maharashtra extended the COVID-19 lockdown till October 31 but has also resumed services across several sectors including hotels, restaurants and bars from October 5 with restricted capacity. Maharashtra is the worst COVDI-19 hit state in India with 2,60,789 active cases as of October 1. So far, over 36,000 people have succumbed to coronavirus in Maharashtra. Maharashtra Unlock 5.0: What’s open <ul><li>All the trains originating and ending the journey within the state will be restarted with immediate effect subject to health protocols for COVID-19, the latest guidelines said.</li><li>Hotels, food courts, restaurants and bars can operate from October 5 with capacity not exceeding 50% or as prescribed by local authorities. A separate Standard Operating Procedure will be issued by the tourism department for precautions to be taken while operating these establishments</li><li>All industrial and manufacturing units producing non- essential items will be allowed to operate in the Mumbai Metropolitan Region (MMR).</li><li>The Railways will increase the frequency of local trains in the MMR. Local trains in Pune region will restart with protocols and procedures adopted in the MMR.</li><li>Dabbawalas of tiffin carriers in MMR will be allowed to travel by local trains after procuring QR code passes from the Mumbai police commissioner's office.</li><li>There shall be free movement of oxygen-carrying vehicles within and out of the state without any restrictions of time. </li></ul>Maharashtra Unlock 5.0: What’s prohibited <ul><li>Schools, colleges and other educational and coaching institutions will remain closed.</li><li>Cinema halls, swimming pools, entertainment parks, theatres in malls and market places, auditoriums, assembly halls will continue to remain closed.</li><li>Social, political, sports, entertainment, academic, cultural and religious events and other large congregations will remain prohibited. </li><li>International Air travel of passengers to remain prohibited, except as permitted by the Ministry of Home Affairs. </li><li>Metro rails to remain closed. </li></ul>SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/india/news/unlock-5-0-international-flights-to-remain-suspended-till-october-31/articleshow/78418862.cms">Unlock 5.0: International flights to remain suspended till October 31</a>

Maharashtra Unlock 5.0: Government opens restaurant and bars, but schools and cinema halls to remain closed

While responding positively to the Maharashtra Government's proposal to open up the suburban <keyword id="6356740" type="UNKNOWN" weightage="20" keywordseo="RAILWAY">railway</keyword>s for all commuters, the Central Railway and Western Railway have sought more details to implement the plans, officials said here on Thursday. The spokespersons - WR's Sumit Thakur and CR's Shivaji Sutar - said that they would work with the state government to hammer out the nitty-gritties in this regard even as commuters and passengers groups built pressure to allow access to all for local trains from Nov. 1. On an average, around 85 lakh commuters use the 3,200 services on the Mumbai suburban section daily, serving Mumbai, Mumbai Suburban, Thane, Palghar and Raigad districts of the congested Mumbai Metropolitan Region (MMR). The MMR network - the lifeline of Mumbai - is spread over 390- kms with 157 stations transporting the commuters to and from their homes and workplaces, including the Mumbai's famed Dabbawalas. At presdent, the CR and WR operate around 1,410 local trains serving around 12 percent of the normal crowds, but permitting only people in essential services and other categories gradually allowed after the Unlock process was initiated. As per the Unlock protocols, a maximum 700 commuters are allowed in a 12-car EMU rake against the normal 1,200 seated commuters, plus many more standees. "The Railways has always been ready to augment/enhance suburban services keeping social distancing norms. We are working closely with the Maharashtra government to provide additional services after consultation with them about necessary modalities accordingly," Thakur and Sutar said. The state government has prepared a schedule with the categories of the people who would be permitted to commute, both essential workers and others in the peak hours or non-peak periods, besides one Ladies Special train every hour, as per a letter issued by Disaster Management Secretary Kishore Raje Nimbalkar late on Wednesday. The railways have sought certain additional details on the proposal from the state government and it is expected that after a joint meeting, the plans may fructify in the next 2-3 days. Passengers groups on Thursday clamoured for immediate action by the <keyword id="6355455" type="DEFINITION" weightage="20" keywordseo="indian-railways">Indian Railways</keyword> on the state government proposal to help the millions of people wanting to resume their duties in private and government offices. Presently, commuters spend an average of 5-7 hours by road commute, besides the 8-9 hours of office duties, making it a harrowing experience, especially for women who have to balance both home and workplaces. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/international/news/three-people-killed-several-injured-in-a-suspected-terror-attack-in-france/articleshow/78930162.cms">Three people killed, several injured in a ‘suspected’ terror attack in France</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/india/news/andhra-pradesh-government-allows-schools-and-colleges-to-reopen-from-november-2/articleshow/78930298.cms">Andhra Pradesh government allows schools and colleges to reopen from November 2</a>

Railways ready to open Mumbai local trains for all commuters

<ul><li>Titan shares were trading 5% higher on October 7 after the jewellery maker said the sales are nearly back to the pre-COVID. </li><li>Titan’s business improves in Q2, jewellery business sees 98% recovery.</li><li>The company sees more potential in the near future with the arrival of Dussehra, Dhanteras, and Diwali next month.</li></ul>With the arrival of the festive season, Indians are now going back to buy jewellery after a seven month long slowdown— at least that’s what the Titan’s quarterly update shows. “The company’s return to normalcy on the business front has been progressing well with the almost complete lifting of restrictions in a phased manner over the last few months across the country, ‘the company said in its <a href="https://www.bseindia.com/xml-data/corpfiling/AttachLive/55bdc706-2eed-4ca6-b07c-4e212ac392c0.pdf">second quarterly update</a> to stock-exchanges. The COVID-19 pandemic impacted the luxurious business of jewellery makers the most. Analysts predicted that the business won’t be back until next year— as the layoffs and pay cut season arrived with the dwindling economy. Titan wasn’t immune to this either.<a href="https://www.businessinsider.in/business/corporates/news/titan-doesnt-see-full-recovery-from-covid-19-crisis-until-early-2021-and-now-gold-prices-threaten-to-squeeze-profit/articleshow/76281308.cms"> Analysts at Goldman Sachs</a> predicted that the sales might remain muted for at least the next two years. The management of the country’s top fashion accessories maker in the last quarter itself said the full recovery from the COVID-19 crisis is unlikely until the fourth quarter of this year. <div type="image" title="vaibhav-nagare-VUwYKqNB3-s-unsplash" msid="78529950" hostid="261" caption="&amp;lt;p&amp;gt;image for representation purpose only&amp;lt;/p&amp;gt;"></div> But the festive season forced people to get back to jewellery stores or shop online. “There has been greater acceptance of the new normal amongst consumers, and they have been getting back to many of their routine activities leading to a positive on the walk-ins to the stores and time spent in stores,” the company said. <table style="border-width: initial; border-style: none;"><colgroup></colgroup><col /><col /><tbody><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Titan’s Business Segment </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Recovery rate in Q2 </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Jewellery </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">98% </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Watches &amp; Wearables </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">55% </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Eye Wear </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">58% </td></tr></tbody></table> The 98% recovery in the Jewellery business will play a significant part in Titan’s second quarterly results as the business accounts for over 82% of the total revenue of the company, according to the HDFC Securities report. <div type="image" title="Titan portfolio 1" msid="78529914" hostid="261"></div> And, there is more room for growth ahead. Titan sees more potential with the arrival of Dussehra, Dhanteras and Diwali next month. “The company is now gearing up to gain well from the upcoming festival season which is expected to further uplift the mood of the consumers,” it added. Dussehra, Dhanteras, and Diwali are huge money-making festivals for jewellery makers. And while it may not have the same feel and buzz this year— it would be enough for the companies to recover the lockdown woes. Last year, Titan shares touched <a href="https://www.cnbctv18.com/market/stocks/titan-hits-52-week-high-on-dhanteras-as-gold-demand-surges-4590531.htm">a 52-week high on Dhanteras</a> as the demand for jewellery soared during the festive season. Investors interest in share price mirror the recovery optimism The shares of the jewellery maker are nearly back to the pre-COVID. In fact, it has gained over 33% since the beginning of the second quarter. <div type="image" title="Titan share price" msid="78529941" hostid="261"></div> And, brokerages too have also revised their recommendation rating from ‘hold’ or ‘sell’ to ‘buy’ or ‘Add’. ICICI Securities believes Titan is best positioned to gain from faster than expected recovery. While HDFC Securities says that TItan is a structural growth story that will benefit from “strong market share in the jewellery and wrist watches segment, mainly driven by a wide range of product portfolio catering mainly to the premium and value add designer jewellery segment.” Titan: The street view <table style="border-width: initial; border-style: none;"><colgroup></colgroup><col /><col /><col /><tbody><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Brokerage </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Reco </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Target Price </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Edelweiss </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Buy </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹1,320 </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">HDFC Securities </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Buy </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹1,266 </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">ICICI Securities </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">ADD </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹1,250 </td></tr></tbody></table> SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/reliance-share-price-soars-as-mukesh-ambani-continues-with-his-funding-blitzkrieg-for-retail-venture/articleshow/78528841.cms" data-type="tilCustomLink">Reliance share price soars as Mukesh Ambani continues with his fundraising blitzkrieg for retail venture</a> <a href="https://www.businessinsider.in/india/news/mumbais-famous-dabbawalas-and-consulates-staff-can-now-travel-in-local-trains/articleshow/78529910.cms" data-type="tilCustomLink">Mumbai's famous dabbawalas and consulates staff can now travel in local trains</a>

Titan shines bright as jewellery business sees 98% recovery in Q2 — analysts see room for further growth

<ul><li><keyword id="830092" type="COMPANY" weightage="20" keywordseo="Zomato">Zomato</keyword> has announced the complete acquisition of <keyword id="3101480" type="PERSON" weightage="20" keywordseo="Feeding-India">Feeding India</keyword> – a startup that aims to solve <keyword id="622388" type="PERSON" weightage="20" keywordseo="food-wastage">food wastage</keyword> and end hunger in India. </li><li>The foodtech unicorn has been working with the not-for-profit for over 6 months now. </li><li>While Feeding India will continue to be a not-for-profit, Zomato will fund the salaries of all the employees. </li></ul>Indian foodtech unicorn Zomato has acquired Feeding India, a not-for-profit startup, that helps in solving India’s food wastage problem. Zomato has been working with Feeding India for over 6 months and now, the not-for-profit’s team has officially been integrated with the foodtech giant, according to the company’s official <a href="https://www.zomato.com/blog/fighting-hunger-and-wastage">blog. </a> Through Feeding India, donors can make a request for <keyword id="3100546" type="PERSON" weightage="20" keywordseo="food-donation">food donation</keyword>, and the startup’s volunteers called Hungry Heroes reach the spot to check and collect the food. They then subsequently deliver the food at a previously identified ‘Feeding India Hunger Spot’ – where the food is given to the needy. According to Zomato, since their work together began 6 months ago, Feeding India’s number of monthly meals has gone from 78,300 in December 2018 to over 1.1 million meals a month now, while also scaling up its operations from 65 to 82 and adding 13,000 volunteers to have a total of 21,500 volunteers now. Feeding India was founded by Ankit Kawatra four years ago, who at 22 had quit his job to start the not-for-profit. See Also: <a href="https://www.businessinsider.in/zomato-to-offer-dabbawala-service-delivering-home-cooked-meals/articleshow/70123229.cms">Zomato to offer dabbawala service, delivering home-cooked meals</a>

Zomato buys food donation startup Feeding India for some good karma

<ul><li>In an unprecedented year like 2020, brands took a different route during the festive season, the route of empathy.</li><li>However, can brands truly be empathetic, asks <keyword id="1770414" type="PERSON" weightage="20" keywordseo="manu-prasad">Manu Prasad</keyword>, Chief Marketing Officer, <keyword id="1637098" type="PERSON" weightage="20" keywordseo="Scripbox">Scripbox</keyword> in his column.</li></ul>This Diwali, brands that didn’t need festive-offer advertising to light up their sales figures used a sound strategy instead - empathy. From Facebook’s Pooja Didi to India’s first-ever hyper-personalised ad (this claim is disputed) by Cadbury, brands used the travails of a Covid-hit society to maximum effect. Health workers, local businesses, parents, domestic help, dabbawalas - everyone was at the receiving end of a psychological hug. However, it’s hard to distinguish between moment marketing and actual empathy these days. A mini primer on empathy helps elaborate my concern. The TL;DR version - <keyword id="4628142" type="PERSON" weightage="20" keywordseo="cognitive-empathy">Cognitive empathy</keyword> is “understanding what others feel”. It makes us better communicators because we are able to convey information effectively. - Emotional empathy is “feeling what others feel”. It helps us build better relationships with others. - Compassionate empathy is “caring about how others feel”. It moves us to take action. Where do you think advertising is playing? The question therefore is whether empathy can play a larger role in a brand’s life. The elevator pitch When distribution, product, pricing, celebrity endorsers are all on par in a category, who steps up to the plate as a key competitive differentiator and a TOMA hawk? Influencers! Ok, not really, but it does contain a grain of truth. Influencers not only create recall, but also help build trust and credibility for the brand. They are thus a means to the sustainable answer - brand affinity. Strong brand affinity creates advocates and accelerates word of mouth. Empathy, I would argue, plays a strong role in building brand affinity. It has an impact on two important aspects of how customers judge a brand - competence (across all the competitive factors in the previous section) and values. Without really understanding customers, a brand cannot retain its competitive edge. And articulating what it stands for is becoming increasingly important, especially in a polarised world. That explains why “cause marketing” is becoming popular - the entire premise is based on empathy for something - a set of people, or the environment at large. Empathy in communication Empathy is actually at the heart of brand management. If you have done market research to understand customers, created personas, and used customer insights to deliver powerful brand campaigns, well, it wouldn’t have been possible without empathy. A brand’s communication signals its worldview, and makes it relatable to its customers. Forming a worldview that resonates requires empathy! And yes, that includes the channels you advertise on! Empathy everywhere Communication operates at a cognitive level, generally speaking. But to go deeper - both in terms of empathy as well as organisational support - the brand needs a vision that its entire ecosystem can rally behind. For instance, thinking of the product as a “job to be done” in the consumer’s life requires both cognitive and emotional empathy. When customer service is less empathetic in trying to solve the customer’s problem and rigidly follows a rulebook, you get United Airlines, which dragged a paying customer out. Alternatively, it could be like Ryan Air with its critical and commercial hit “Always Getting Better”. Does the organisation treat the ecosystem like Berger and Asian Paints, who provided cash support to their dealers, anticipating muted demand? Or eBay’s “Up &amp; Running” for small businesses? Or does it leave them to their own devices? Brands like Allbirds even help customers contribute shoes to health workers with “We’re better together”. And if you’re <keyword id="33542" type="COMPANY" weightage="20" keywordseo="Burger-King">Burger King</keyword>, you can be empathetic even to your competitors! Empathy vs In The Lessons of History, Will Durant writes, “Nature smiles at the union of freedom and equality in our utopias. For freedom and equality are sworn and everlasting enemies, and when one prevails the other dies.” Most businesses also optimise for efficiency, and I wonder if efficiency and empathy are like freedom and equality. Most businesses also aim for scale. But even as martech increases its capability to create a segment of one, and chatbots abound, empathy at scale remains a challenge in execution beyond mass advertising. Maybe, in the future, with facial recognition that can detect emotions, AI that can provide even more context and information, and recognise tone and modulation, my bot can speak to your marketing bot on my behalf. But for now, we have to consider calls for personal loans as empathetic gestures! With scale also comes the problem of “partial empathy”. A brand might be doing great work on sustainability but will get called out if it’s not paying fair wages. Even the actions of their partners or endorsers have an effect. One of the lessons the pandemic has taught us is the power and value of true empathy. As inequities and activism rises, and AI continues to reduce a consumer to a numerical probability, empathy has the potential to provide the counterbalance, and be a source of competitive advantage. To quote Maya Angelou, “...people will forget what you said, people will forget what you did, but people will never forget how you made them feel”

Can brands be truly empathetic?

<img class="gwt-Image" src="/photo/56098147.cms" /> Since demonetisation announcement, the government has made umpteen number of changes in the norms of depositing and withdrawal of old notes and new currencies, respectively. The latest rule on depositing only Rs 5,000 in banks has not only irritated the customers but also the customers and it has sparked chaos across the country. 
 
The bankers have been forced to turn into inquisitors, record statements and demand explanations from customers, asking them for a ‘satisfactory’ reply for depositing old notes now. Bank officials are vexed and tired because of the increasing demands that are being dumped upon on them. 
 According to the recent circular issued by <keyword id="30067" type="ORGANIZATION" weightage="20" keywordseo="RBI">RBI</keyword>, customers depositing more than Rs 5,000 have to explain to two bank officials why they waited so long to credit the old notes. The money can only be accepted after a satisfactory explanation. 
 
"Bankers have become the soft target in this entire demonetisation exercise. It is not the job of bankers to identify tax evaders... Most banks have reproduced the circular issued by RBI to branches and left it to the branch managers to interpret what 'satisfactory' means," a Mumbai bank branch manager told ET. 
 
The executive also said that banks are holding internal meetings to discuss the definition of "satisfactory". Banks also rushed to shut about 30,000 cash deposit machines (CDMs) overnight to prevent any money being sneaked into accounts through that route and they will stay shut till the end of this month. 
 
Many people who haven’t deposited old notes yet were waiting for long queues to end. But, they are now facing hardships. 
 "I was waiting for the queues to thin out and didn't deposit my Rs 37,000 in old notes. Besides, the <keyword id="6355261" type="POSITION" weightage="20" keywordseo="Finance-minister">finance minister</keyword> had also said there was ample time, but now the government says that I have to explain why I didn't deposit the money," <keyword id="3981936" type="UNKNOWN" weightage="20" keywordseo="varsha-gaonkar">Varsha Gaonkar</keyword>, a fashion designer in suburban Mumbai, told ET. 
 The change was effected after more than 80% of the money that ceased to be legal tender got deposited. <keyword id="25455" type="ORGANIZATION" weightage="20" keywordseo="finance">Finance</keyword> Minister <keyword id="42575" type="PERSON" weightage="20" keywordseo="Arun-Jaitley">Arun Jaitley</keyword> said the money should be deposited on one go as repeated visits raised suspicions. 
 
The explanation by the customer has to be recorded so that there will be an audit trail, the RBI has said. Some banks are making audio recordings besides seeking explanations in writing. 
 "I just deposited Rs 17,000 in my account and was questioned by the branch manager as to how I got the money and why I didn't come to the bank earlier -this is unnecessary harassment," <keyword id="1359405" type="UNKNOWN" weightage="20" keywordseo="Laxman-Kale">Laxman Kale</keyword>, who works as a dabbawala delivering tiffins in Mumbai, told ET. 
 
Banks have been left to deal with the latest course correction. 
 
"Queues have increased since today (Tuesday) morning and we haven't got any direction from our head office on implementation of the new circular. We just know that we have to question customers on their source of deposits," a branch manager of a private bank in south Mumbai, told ET. 
 
The move has made bankers worried. They were already over burdened with work and now they have to make judgement calls and are concerned the wrong decision may land them in trouble later. The most common response bankers have got for deposits above Rs 5,000 is that customers were out of town or unwell. 
 
"However, we cannot ask them for a medical certificate or travel tickets as proof," one, distressed at the government putting onus on staff to identify suspicious customers, told ET. 
 Others such as <keyword id="6357149" type="CITY" weightage="20" keywordseo="HDFC-bank">HDFC Bank</keyword> are asking customers to fill a form answering questions such as why the money wasn't deposited earlier and querying the source of funds. 
 
"HDFC Bank is clearly crossing the line by asking customers source of fund, which is really not their jurisdiction. The RBI circular on deposits says that a bank can accept deposits on receiving a satisfactory explanation but it does not talk about the source of funds,” a customer told ET. 
 
Ray Dsouza, who works at an IT company in Pune, doesn't need to give any explanations - she just has Rs 12,000 to deposit, which is why she didn't rush to do so. Still, she said, "I wish the government would stick to its word and not change course every single week."

Irate bankers are now recording explanations of customers depositing over Rs 5000 in banks. Here’s what they have to say

<img class="gwt-Image" src="/photo/50668124.cms" />As managing director of <a href="http://valiram.com/" target="_blank">Anaika Collections S/B</a> and creative director of <a href="http://www.flowclothing.com/" target="_blank">FLOW</a>, <keyword id="3215043" type="UNKNOWN" weightage="20" keywordseo="Lavina-Valiram">Lavina Valiram</keyword> is a powerhouse of creativity. <a href="http://valiram.com/company/the-group/" target="_blank">Valiram Group</a> has created havens for shopping and dining throughout Malaysia, Singapore, Indonesia, Thailand, the Philippines, Australia and China. Valiram joined the <a href="http://www.ypo.org/">Young Presidents’ Organization</a> Malaysia Chapter in 2012 and is a member of the Women’s YPO Network. Below, she discusses lessons learned, some surprising goals for the future and why women make great leaders. 
 
Describe the passion and inspiration behind The Valiram Group and how have you kept it so sustainable? 
<a href="http://valiram.com/company/the-group/" target="_blank">Valiram Group</a> is a labor of love by the Valiram brothers and Chairman Jethanand Valiram. I have enjoyed every moment of being a part of it and I think what drives the company is the passion and vision of all those involved. 
 
What is the most difficult leadership lesson you’ve learned? 
From the very beginning I have led from the heart more than the head. This has paid off in the larger scheme but I have received my fair share of hard knocks. It took a while for me to learn the value of measured decision making and objective analysis of difficult situations. Needless to say, the solutions I come up with are now much more effective. 
 
Why is it important for more women to be leaders? 
Women and leadership go hand in hand. Even the women who are not in the working world – the homemakers so to speak – are phenomenal leaders. They play a pivotal role in leading their families and children. They are great managers. They have the hardest job in the world and when they choose to bring that talent into the business world, they are sharp and have a tough spirit while being gentle when called for. 
 
What was your first job? 
I grew up in Hong Kong and my passion was prose. I joined a local daily newspaper and started off as an editorial assistant. This streak was short lived as I learned that reporting and writing are two completely different things. I have dabbled in a number of ventures since and have also returned to my first love, writing. 
 
What is one must-read book for business leaders? 
Honestly, I find books exclusively on business a dreary read. I get my fix from financial publications in short doses. The book that did find its way to my read-more-than-once shelf was <a href="https://www.stephencovey.com/7habits/7habits.php" target="_blank">“7 Habits of Highly Effective People”</a> by Stephen Covey. 
 
Who is your business role model? 
I have always been intrigued and impressed with a lunch delivery business started by <a href="http://thetiffinproject.com/mahadeos-dream/" target="_blank">Mahadeo Bachche</a> in India in the late 1900s. He started with 100 men with the aim of delivering home cooked lunches to men in offices and workplaces. These 100 delivery boys would, for a small fee, collect lunch from men’s homes, cooked by their wives/helpers and deliver the dabba/box to their offices. These boys were often illiterate, their only means of transport was their bicycle and so this job was a great means to earn an income. The dabbawala union today delivers 200,000 lunch boxes daily, with less than one mistake every six million deliveries. 
 
Do you have a hobby, talent or interest that might surprise people? 
I am working on my first novel. It is a work of fiction and these days a very large amount of my time and energy is dedicated to this goal. Fingers crossed. 
 
What is your favorite achievement? 
Five years ago I decided to launch my own apparel brand, <a href="http://www.flowclothing.com/" target="_blank">FLOW</a>. I have watched it go through the trials and tribulations of being the new kid on the block. There were more challenges than stars in the sky and only recently have I started seeing it come together. We are all set to take it out of its home country, Malaysia and are looking at launching in neighboring Asian countries as early as 2016. 
 
What is the best piece of leadership advice you have received? 
People first, then profit. 
 
How has being in YPO positively affected your business or leadership? 
YPO has been instrumental in giving me a wider perspective and a vast bank of knowledge. 
 
What are the Top 3 insights you’d like to share? 
1. Never, ever make a decision in haste. Most often it’s the wrong one. Go with your gut but let it gestate for a while. 
2. Never hesitate to eat cake – it is sure to make you happy. Work it off later, maybe. 
3. Do something differently everyday. Take a different route to work, change the position of your chair, work standing up…do something, anything, to keep things exciting and new. 
 
 
<iframe allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/LZLnHbaopew" width="560"></iframe> 
The author of this article is Deborah Stoll from Young Presidents’ Organization (YPO). 
 
YPO (Young Presidents’ Organization) is a not-for-profit, global network of young chief executives connected through the shared mission of becoming Better Leaders Through Education and Idea Exchange™. For more information, visit <a href="http://www.ypo.org/">www.ypo.org</a>

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Can brands be truly empathetic?

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Irate bankers are now recording explanations of customers depositing over Rs 5000 in banks. Here’s what they have to say

BI India Bureau

Leadership Insight: 11 Questions With Lavina Valiram

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