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<ul><li>The film celebrates the ‘masaledaar’ taste of Kurkure.</li><li>It is conceptualised by <keyword id="7067090" type="General" weightage="20" keywordseo="wunderman-thompson" source="Orion">Wunderman Thompson</keyword>.</li></ul> Kurkure has unveiled a film featuring Bollywood superstar Akshay Kumar and actress <keyword id="689826" type="General" weightage="20" keywordseo="samantha-ruth-prabhu" source="Orion">Samantha Ruth Prabhu</keyword>. This film is a part of the larger ‘Ab Laga Masala’ campaign that captures Kurkure as a ‘chatpata’ anytime snack that adds an element of ‘masti’ and quirkiness to the daily lives of its consumers. Being the family-entertainer throughout its two-decade-long journey, the original Indian snack brand Kurkure has been changing the landscape of salty snacks with its innovative product formats and flavour profiles across collet, puffed, and namkeens – disrupting not only the domestic but also the international markets with its ‘masaledaar’ offerings and quirky storytelling. <div type="Youtube" id="tsgOYyakBv0" title="Kurkure ka chatpata twist, koi nahi kar payega resist." thumbUrl="https://i.ytimg.com/vi/tsgOYyakBv0/mqdefault.jpg"></div> In the film, Akshay plays a thief who breaks into Samantha’s house in the middle of the night and gets distracted when he sees a packet of Kurkure kept in the kitchen cabinet. Just as he is about to open the packet, Samantha and her family catch him red-handed and snatch the pack from his hands to eat Kurkure themselves, then offering him as well. Forgetting his initial intention to rob the house and with no fear of being caught, Akshay, who is already eager to munch on the snack, readily obliges. Needless to say, Kurkure’s ‘masaledaar’ flavour sends Akshay into a ‘maha-flavourful’ bliss, until reality hits and greets him with the sound of police sirens on the way to the house. Sharing his thoughts, Akshay Kumar said, “Be it for my movies or my ads, I’ve always strived to create extraordinary moments for my fans, and Kurkure has been perfect at bringing out the quirky yet extraordinary side of me. It’s always fun to play an entertaining character that can transform dull moments into memorable ones with a 'masaledaar’ kick.” Speaking about the new film, Neha Prasad, Associate Director – Brand Marketing Kurkure, PepsiCo India, said, “Kurkure has a special place in the heart of Indian consumers with its iconic flavour and ‘tedha’ persona. The brand has the ability to portray unconventional yet relatable modern Indian family scenarios through its quirky, over-the-top storytelling that transforms any boring moment with family and friends into an entertaining one. Through this film, we want to intensify the brand love and celebrate the iconic flavour of India’s favourite ‘masaledaar’ snack. We are confident that our latest blockbuster combination of Akshay’s exuberant energy and Kurkure’s ‘masti’ will be an eccentric and compelling experience for the fans.” Expressing her thoughts on the campaign, Ritu Nakra, Senior Vice President, Wunderman Thompson, “Daily life can be such a routine and boring when there is no ‘masaledar’ twist... but with Kurkure Masala Munch, the ‘masala’ hit in each collet unleashes full-on drama in every situation. Watch how the spicey tangy and ‘chatpata’ flavours ka hit make Akshay a mast chor in the new ad campaign for the brand.”

Kurkure's new campaign with Akshay Kumar adds a quirky twist to a heist

<ul><li>As the country continues to stay put and spend more time with their families, there is an increase in demand for snacks. </li><li><keyword id="5948549" type="PERSON" weightage="20" keywordseo="Dilen-Gandhi">Dilen Gandhi</keyword>, Sr. Director and Category Head- Foods, <keyword id="110163" type="COMPANY" weightage="20" keywordseo="PepsiCo-India">PepsiCo India</keyword> tells us how difficult the lockdown period was for <keyword id="54572" type="COMPANY" weightage="20" keywordseo="PepsiCo">Pepsico</keyword>'s <keyword id="115385" type="PERSON" weightage="20" keywordseo="Kurkure">Kurkure</keyword> and how it plans to leverage on the current rise in-home consumption for snacks.</li></ul>The pandemic-infused lockdown has affected consumers’ lifestyle and behaviours to a great extent. From what they watch to what they eat, consumers' priorities have completely changed. Albeit, it did bring along a silver lining as it gave them an opportunity to spend more quality time, reconnect and rediscover moments of togetherness with their families. Among many other things, the new normal has affected people’s snacking habits, which has now become more of a family bonding exercise than a personal activity. As a result, packaged food products like Lay’s and Kurkure -- that can be binged on while working, watching content or during weekend watch parties with your family -- have seen an uptick in demand for in-home consumption. PepsiCo’s Kurkure has not only seen its penetration in the country increase due to the lockdown, consumers are also ordering it more frequently and in larger packs. According to Kurkure’s recent study, 80% of the families surveyed have started snacking together. It has become a family bonding activity during these challenging times. To leverage the rising demand for in-home snacking, Kurkure launched a campaign earlier this month to capture how Indian families share an amazing bond in their own ‘atpata’ and ‘chatpata’ ways. <div type="Youtube" id="kf5UmRc3PYA" title="An Ode to Chatpati Indian Families | #ChatpataShukriya" thumbUrl="https://i.ytimg.com/vi/kf5UmRc3PYA/mqdefault.jpg"></div> Kurkure’s supply chain is also up and running now and has almost come to the normal levels to meet the demand. We caught up with Dilen Gandhi, Sr. Director and Category Head- Foods, PepsiCo India to understand what kind of changes has he observed in consumer behaviour during COVID, how is the snacking category evolving with time and what has adjusting in the new normal taught him. Experts: Q. We are living in unprecedented times today. How is Pepsico's Kurkure sailing through these challenging times? The nationwide lockdown imposed various challenges for businesses across industries. But with the world gradually coming back to normal, businesses and brands have been innovating and implementing new ways of working in today’s times. Changed consumer preferences led to an increase in demand of online deliveries, especially of food and other essentials. One of the key initiatives we took was to partner with delivery services such as Swiggy and Dunzo to meet in the increasing in home demand and support smaller business. Our associations with Swiggy and Dunzo, helped us deliver our products, such as Kurkure and LAY’S to our consumers. This further helped us strengthen our direct-to-home services. We have also been using this time to double-up on market research, helping us always have a finger on the pulse of our consumers. Our findings and internal surveys have helped shape our latest campaign, which aims to express gratitude towards Indian families for their continued support towards each other during difficult times. Kurkure’s latest campaign is an ode to the Indian families and thanks them for always being supportive, entertaining, and adding ‘masaledaar fun’ to each other’s lives. Q. What kind of changes in demand have you witnessed lately? As people have been adjusting to the ‘new normal’, in-home consumption has witnessed a significant uptake. We have witnessed a jump in both penetration and frequency of our food category. There has been a growing demand for our larger packs as in-home occasions have increased manifold. While the consumers are looking at in-home experiences and seeking convenience, they are also looking at value. We have also introduced various combo packs for our food portfolio creating and further driving in-home consumption. Q. How have you observed consumer behaviour changing during COVID in the snacking industry? The current situation requires brands to constantly evaluate the consumer experience and challenges being faced by them. During this time people sought moments of joy and togetherness with brands became the perfect companions in those moments. Several studies have shown that consumers are reassured by positive brand actions and commitments. This has underscored the need for the brands to be more purpose-driven than ever before. Thereby, making it essential to build genuine, empathetic, and transparent communication, which focuses on offering solutions rather than hard-core promotion. Besides Kurkure, even for LAY’S and Quaker our first communication was purpose-driven and the response we have received has been very encouraging. Q. How did you tweak your marketing strategy to resonate with the consumers in the current challenging situation? These unprecedented times gave rise to a ‘new-normal’ world and also altered the rules of a marketer’s playbook. Consumers today believe in brands that make a difference. A number of recent studies have shown that brands should not act alone – instead, they should join forces with others and contribute to the cause collaboratively. We are keeping a close eye on evolving trends of consumer behaviour and redefining our brand strategies accordingly. Keeping the above in mind, we launched Kurkure’s Thanks To Indian Families, wherein we leveraged increased in-home consumption and families spending more quality time together. Q. Your recent campaign tries to leverage on in-home consumption. Tell us a bit about why you decided to change your focus? What does your overall communication strategy look like now? Earlier this month, Kurkure launched a campaign to express gratitude towards millions of Indian families for their continued support and for entertaining each other in their own ‘atpata’ and ‘chatpata’ ways during these challenging times. The new campaign is based on three key insights. The cultural insight of how India has been known for its family - centric setup, the social insight - which recognizes the deepened bond, uptick in family time and increased connect between family members during the lockdown phase, and the consumer insight which identifies people's need to express themselves in fun and quirky ways. These insights fit well with Kurkure as the brand has always been about fun times with family in its trademark ‘quirky and full of masti’. It aims to capture the nuances of the relationship that all family members share with each other and celebrates how they have kept one another upbeat even during these times. Going forward, the strategy will be to continue leveraging insights and purpose-driven storytelling and communicating through a mix of channels, led by digital. Q. Is your supply chain up and running completely? Our Supply chains are very close to normal levels. All our food plants are functional at this point of time while maintaining the highest standards of safety. Q. Have you partnered with any e-comm players or delivery partners to bolster your sales? In the last few months, consumers have been seeking more from the safety of their homes which has contributed to the increased relevance of e-commerce platforms. Keeping the consumer’s requirements in mind, PepsiCo has strengthened its relationship with the e-Grocers like Big Basket, Amazon PepsiCo has partnered with Swiggy and Dunzo to ensure uninterrupted availability of our brands, such as Kurkure and LAY’S to consumers across locations. Our tie-up with Dunzo has been encouraging, with safe delivery-on-demand and fulfilling our promise of last-mile-delivery. We are now working in scaling the model and expanding it to other states. Q. Did you come up with any out-of-the-box solutions to adjust to the new normal? We have a big out of the box campaign announcement coming soon. Do watch out the space. Q. As a leader, what were your learnings from this time? As a marketing leader, these times have reinforced 2 central beliefs I’ve long held. Consumers will always reward brands who deliver to their needs – right now consumers are looking for brands to take actions that are authentic and true to the core of the brand. The other is that consumers are incredibly resilient and will look to brands that can share that positivity, albeit in a genuine manner.

Kurkure witnesses a jump in penetration and order frequency as in-home consumption rises

<ul><li>Lay’s Wafer Style mimics the crunchy papad to turn into a ‘meal must-have’</li><li>Lay’s will be adding to a long list of traditional South Indian snacks like murukku, banana chips and <keyword id="1871379" type="PERSON" weightage="20" keywordseo="tapioca">tapioca</keyword> chips</li><li>They recently launched <keyword id="115385" type="PERSON" weightage="20" keywordseo="Kurkure">Kurkure</keyword> Masala Munch with gingelly oil which is used in South India</li></ul><keyword id="54572" type="COMPANY" weightage="20" keywordseo="PepsiCo">PepsiCo</keyword> has built its Lay’s brand in India by experimenting with Indian flavours, adding in as many ‘local’ tastes as possible. During this process, the company discovered that they can bite into the South Indian market much easily as chips and wafers are a part of the meal, unlike anywhere else in the country. “Our Southern consumers love a delightful crunch and texture on their plate. Their meal is incomplete with the taste and crunch of the popular chilli or pepper papad,” explained Dilen Gandhi, Sr Director, Marketing – Foods category, PepsiCo India. The company launched a new product called Lay’s Wafer Style which mimics the crunchy papad, and turn into a ‘meal must-have’. Pepsi has decided to put more muscle into marketing and innovating in a growth market like India. This is one of the few markets for the global major, with ‘double digit’ growth, Pepsi said in its annual report. The company does not provide nation-wise growth numbers. Overall, the snacks business has been growing at 5% for the cola major, contributed heavily by growth in India and China. Tea-time to meal-time In South India, the market is wider and better. Everywhere else in the country, snacks are a tea-time affair but being an integral part of every meal can increase their volume and also regularize sales. Their latest venture is to supplant a traditional fried and homemade pappadam, and integrate into South Indian meals. “Lay’s Wafer Style will prove to be the perfect companion to their traditional Sambhar rice (lentil stew rice), Rasam Rice (soupy rice), Dal Rice (lentil rice), Curd Rice, Lemon (flavoured) rice, or Palak Pappu Rice (Spinach lentil rice),” said Gandhi. This product has been launched across a range of salt and chilly flavours. Many states, many flavours The South market is as broad as it is deep. The chips and snacks market is extremely fragmented with local brands at every nook and corner especially in South India. Lays will be adding to a long list of traditional snacks right from murukku to banana chips to tapioca chips amongst others. They will also have to compete with makers who has mastered the needs of the market for years. For this global player, these new products are a step in that direction, competing with the price and taste of a multitude of localized players. Pepsi claims that their products have been received well in this market. They have recently launched Kurkure Masala Munch with gingelly oil which is the most used oil in South India. The American food and beverage company has managed to identify a sweet spot common across the five states of Southern India. This strategy of customizing their products to suit local tastes across this diverse country, is not limited to South alone. They will be taking up more such products deep into the various flavours across India. “Wherever we see an opportunity for a local connect with consumers, we have been and will continue to customise our offerings accordingly,” Gandhi said. With Indian subcontinent that has a multitude of needs, expanding in variety is the need of the hour; which is something Pepsi has learnt in the last 30 years of its operations in India.

Lemon rice and Lay’s wafers: Pepsi hits a spice spot in South India

Bollywood is a dynamic land. Just like we see actors being replaced in movies and as television hosts, there is no dearth of replacements in the endorsements land. Here, we have a look at the famous celebrity replacements in the advertisement industry. 
 All images have been taken from Facebook accounts of the related <keyword id="31174" type="PERSON" weightage="100" keywordseo="brands">brands</keyword>.

Products That Replaced Celebrities For Their Endorsements

In a leadership rejig, <keyword id="742386" type="General" weightage="20" keywordseo="food-beverage" source="Orion">food &amp; beverage</keyword> major <keyword id="19953787" type="General" weightage="20" keywordseo="pepsico" source="keywords">Pepsico</keyword> on Friday said <keyword id="4632597" type="General" weightage="20" keywordseo="Jagrut-Kotecha" source="Orion">Jagrut Kotecha</keyword> will lead the <keyword id="19895063" type="General" weightage="20" keywordseo="india" source="keywords">India</keyword> business as the CEO, while the incumbent <keyword id="20251990" type="General" weightage="20" keywordseo="ahmed-el-sheikh" source="keywords">Ahmed El Sheikh</keyword> will assume the charge of the Middle East business unit. Kotecha, who is the Chief Commercial Officer for PepsiCo in Africa, Middle East, and South Asia (AMESA) will assume the role of CEO for PepsiCo India in Sheikh's place, the company said in a statement. Ahmed El Sheikh, who led the PepsiCo India business for almost seven years, will move on from his current role and assume new responsibilities as of March 2024, it said. "This leadership change, reflecting PepsiCo's dynamic and forward-thinking global approach, has been meticulously planned and was communicated to the India office employees yesterday (Thursday) as part of a series of leadership changes across AMESA," it said. PepsiCo <keyword id="115930" type="General" weightage="20" keywordseo="chief-executive-officer" source="Orion">Chief Executive Officer</keyword> -- Africa, Middle East &amp; South Asia -- Eugene Willemsen said India remains a pivotal market for the company, playing a crucial role in our global strategy. "Over the last six years, Ahmed has been instrumental in transforming our business, driving innovation, and steering the team through challenging landscapes. His leadership saw the introduction of pioneering products and various community-focused initiatives, and I look forward to continuing to work with him in his new capacity," he said. Welcoming Kotecha, he said, "We will continue to scale new zeniths of success under his leadership with our Indian consumers." PepsiCo, which owns brands such as Pepsi, Lay's, Kurkure, Tropicana 100%, Gatorade, and Quaker, entered the Indian market in 1989 and has grown to become one of the largest food and beverage businesses here. Pepsico India Holdings revenue from the sale of products and services on a consolidated basis was up 28.47 per cent to Rs 8,127.07 crore, for the financial year that ended on March 31, 2023.

Jagrut Kotecha to lead PepsiCo in India, Ahmed El Sheikh moved to Middle East Business

<keyword id="844256" type="General" weightage="20" keywordseo="pallonji-shapoorji-mistry" source="Orion">Pallonji Shapoorji Mistry</keyword>, the billionaire realtor and industrialist, and Chairman Emeritus of the venerable Shapoorji Pallonji Group, passed away at his home here late last night, official sources said here on Tuesday. He was 93 and is survived by his sons Shapoorji and Cyrus P. Mistry -- latter who was in the limelight for the huge corporate tussle with the Tata Group a few years ago, and two daughters, Laila and Aloo -- the latter wedded to Noel Tata, half-brother of Ratan Tata. The Shapoorji Pallonji Group is renowned in the realty and engineering sectors and constructed several landmark buildings like the RBI headquarters, SBI, HSBC, Grindlay Bank, Hongkong &amp; Shanghai Bank and others in south Mumbai, besides other major infrastructure projects. The Group had also produced the iconic Hindi film, K. Asif's 'Mughal-E-Azam' (1960), then the most expensive one and till date it reigns among the top popular movies of Bollywood. SEE ALSO: <a href="https://www.businessinsider.in/business/startups/news/google-invests-in-indian-fintech-startup-progap-which-provides-credit-to-smes/articleshow/92509038.cms">Google invests in Indian fintech startup Progap which provides credit to SMEs</a> <a href="https://www.businessinsider.in/retail/news/lays-kurkure-and-bingo-are-taking-over-indian-snacks-like-aloo-bhujia/articleshow/92508625.cms">Lay’s, Kurkure and Bingo are taking over Indian snacks like Aloo Bhujia, Murukku</a>

Cyrus Mistry's father, Pallonji Mistry passes away at 93

<ul><li>HR Director <keyword id="14299448" type="General" weightage="20" keywordseo="ranjit-kondeshan" source="Orion">Ranjit Kondeshan</keyword> quits as a top executive.</li><li>Ola witnessed 31 top-level resignations and 40 new postings since 2020.</li><li>The high-profile exits come at a time when Ola is reportedly planning its IPO this year.</li></ul>The resignation drive of senior executives at <keyword id="4393078" type="General" weightage="20" keywordseo="ola-electric" source="Orion">Ola Electric</keyword> continues and now, its Director HR Ranjit Kondeshan has decided to move on. According to sources, Kondeshan would depart from Bhavish Aggarwal-run electric mobility company on July 2, just 14 months after joining. According to his LinkedIn profile, Kondeshan joined Ola Electric Mobility from Visa where he worked for three years in Mumbai. Before Visa, he was Senior HR Manager at Bajaj Allianz Life. Ola Electric, facing a government probe in battery fires along with other EV players, has seen some high-profile exits in recent months. Nidhi Chaturvedi Jha quit Ola Electric as regional head in May and joined Amazon. In April, chief marketing officer Varun Dubey left the company due to "personal reasons". Earlier, Dinesh Radhakrishnan, who was the chief technology officer (CTO) at Ola Electric, moved on from the company. According to his LinkedIn profile, he was appointed CTO at Ola Electric in May last year. Meanwhile, Arun Sirdeshmukh who was head of Ola Cars, which is the used car commerce division of the company, announced his departure from the company. The high-profile exits come at a time when Ola is reportedly planning its IPO this year at a lower valuation than planned earlier as several startups' IPOs have proved to be a nightmare for the investors. Ride-hailing platform Ola this week shut down its used vehicle business Ola Cars as well as Ola Dash, its quick-commerce business, at a time when Indian companies are pouring money into the 10-15 minute grocery delivery market. The company shut Ola Cars within one years of its launch, as it focuses on its electric two-wheeler and car verticals. Ola has so far shut down Ola Cafe, food panda, Ola Foods, and now Ola Dash. Ola now aims to invest more towards its electric car, cell manufacturing, and financial services businesses. SEE ALSO: <a href="https://www.businessinsider.in/retail/news/lays-kurkure-and-bingo-are-taking-over-indian-snacks-like-aloo-bhujia/articleshow/92508625.cms">Lay’s, Kurkure and Bingo are taking over Indian snacks like Aloo Bhujia, Murukku</a> <a href="https://www.businessinsider.in/tech/enterprise/how-it-works-internet-of-things-iot-for-manufacturing/articleshow/92509382.cms">How IT Works: Internet of Things (IoT) for manufacturing</a>

Ola Electric’s HR Director quits after fourteen months as top executives depart

<ul><li>Due to the rising retail inflation, <keyword id="471072" type="General" weightage="20" keywordseo="indian-consumers" source="Orion">Indian consumers</keyword> are struggling to meet their living expenses.</li><li>Not only have they put their big life plans on hold, but <keyword id="60468" type="General" weightage="20" keywordseo="consumers" source="Orion">consumers</keyword> are also switching to <keyword id="14587384" type="General" weightage="20" keywordseo="smaller-products" source="Orion">smaller products</keyword> and <keyword id="14587385" type="General" weightage="20" keywordseo="less-popular-brands" source="Orion">less popular brands</keyword> to deal with high <keyword id="118688" type="General" weightage="20" keywordseo="inflationary-pressures" source="Orion">inflationary pressures</keyword>.</li><li>They are leaving behind their old habits of bulk buying their ration.</li><li>As per Kantar’s recent report, consumers are buying smaller packs, which run out quickly and lead to high purchase frequency for FMCG brands.</li></ul>Inflationary pressures have pushed Indian consumers to switch to smaller packs. However, soon enough, the pack runs out, and consumers need to revisit supermarkets to refill ration. This has increased the purchase frequency of Fast Moving Consumer Goods (FMCG) products. As per data analytics firm Kantar, with lockdown being lifted, India’s FMCG brands witnessed a huge jump in their Consumer Reach Points (CRPs), which takes into account a brand’s reach in the country, overall penetration, and purchase frequency. The report predicts that with high inflation this year, purchase frequency and brand penetration are expected to grow even further. “When consumers are faced with inflationary trends, they tend to shift to smaller packs but buy them more often to meet their overall requirements. This results in improved frequency,” explained K. Ramakrishnan, Managing Director- South Asia, Worldpanel Division at Kantar. Established brands who were quick to read the market and launch smaller packs were able to leapfrog. As per Kantar, the bigger the brand, the faster the growth they witness. As a result, FMCG giants with over 61% penetration levels grew the fastest, with over 8% growth in 2021 over 2020. “This year as consumers returned to the marketplace in droves after tightening conditions in the by-gone year, frequency jumped significantly, which is reflected in the big jumps most brands took in their CRPs. This is why bigger brands always have an advantage,” said Ramakrishnan. For the last ten years, Parle Products has been indomitable in terms of reach, penetration, and purchase frequency. This year, too, Parle held the first spot with CRPs of 6,531 million and witnessed a growth of 14%. Sharing why Parle continues to hold the first position despite high inflation, Ramakrishnan said, “One of the things that are working for them [winner brands such as Parle] is that they are reaching a large number of people, therefore, their distribution is working for them as they are building their penetration. Second is pack play -- they continue to hold on to Rs 2 pack and Rs 5 pack, which helps with growth significantly. So lower the pack size, the more the frequency, therefore growth in CRPs.” After Parle, Amul, Britannia, Clinic Plus and Tata Consumer Products have scored high on CRPs. Newer FMCG brands get more popularity in India New entrants such as sweet and snack manufacturer Haldiram and biscuit and confectionary maker Anmol joined the billion CRP club, improving their reach and penetration in the country by leaps and bounds. Many regional brands also witnessed an uptick in CRPs, such as spice brands like Rajesh and Rakesh. In the dairy industry, Kerala’s Milma, Karnataka’s Nandini milk, and Telangana’s Vijaya also entered the list. Growth is driven by food, beverages and haircare In 2021, 70% of FMCG brands saw an improvement in their CRPs over 2020 -- jumping from 56%. This growth was driven by food, health and beauty, and beverage brands. Beverage brands witnessed an 18% growth in 2021, followed by food at 15% and health and beauty at 7%. Nescafe registered a 19% CRP growth within beverage brands, followed by Boost at 15%. Some snacking brands grew over 30%, with Balaji growing by 49%, followed by Kurkure at 45% and Bingo at 37%. Brand Footprint Top 10 Most Chosen FMCG Brands of India in 2021: <table style="border-width: initial; border-style: none;" class="redcator-table-advance"></colgroup><tbody><tr><td colspan="4" style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;"> </td></tr><tr><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2021 Rank </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2020 Rank </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Brand </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">CRP (Mn) </td></tr><tr><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">1 </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">1 </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Parle Products </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">6531 </td></tr><tr><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2 </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2 </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Amul </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">5561 </td></tr><tr><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">3 </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">3 </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Britannia </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">5370 </td></tr><tr><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">4 </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">4 </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Clinic Plus </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">4506 </td></tr><tr><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">5 </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">5 </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Tata Consumer Products </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2723 </td></tr><tr><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">6 </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">6 </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Ghadi </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2315 </td></tr><tr><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">7 </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">7 </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Nandini </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2278 </td></tr><tr><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">8 </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">8 </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Colgate </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2134 </td></tr><tr><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">9 </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">9 </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Aavin </td><td style="vertical-align:top;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">2024 </td></tr><tr><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">10 </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">10 </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">Lifebuoy </td><td style="vertical-align:top;background-color:#f2f2f2;padding:0pt 5.4pt 0pt 5.4pt;overflow:hidden;overflow-wrap:break-word;">1896 </td></tr></tbody><tbody></tbody><tbody></tbody></table> <div type="Article" hostid="261" msid="92961985" title="Indians are saving more and working longer hours to meet living expenses, says study" mstype="2" mssubtype="0"></div>

Small packs are pushing consumers to shop more often, leading to an increase in purchase frequency of FMCG brands: Kantar report

<ul><li>According to NASSCOM, data and <keyword id="6355999" type="General" weightage="20" keywordseo="ai" source="Orion">AI</keyword> has the potential to contribute $25-$30 billion to India’s GDP by 2025 </li><li>AI can reduce the cost of healthcare delivery without compromising quality or accessibility </li><li>Regulatory, security and privacy challenges must be addressed before advanced and widespread adoption of AI</li></ul>The pandemic and widespread adoption of technology in healthcare has ushered in a sea change in India and around the world. The healthcare sector in India has begun to integrate AI across the healthcare value chain, from patient care to medical management to disease prevention. AI is being widely used as a tool for case assessments to support specialists such as doctors and radiologists. According to NASSCOM, data and AI have the potential to contribute $450-$500 billion to India’s GDP by 2025 and the healthcare sector is a significant beneficiary of the potential value add with a contribution of $25-$30 billion. In the post-COVID era, NASSCOM believes, AI will be instrumental in timely epidemic outbreak prediction, remote diagnostics, and optimized health resource allocation. In India, leading hospitals are already leveraging the technology for advanced use cases. Last year, Apollo Hospitals launched an AI tool to predict the risk of cardiovascular disease aimed at initiating early intervention. The tool, developed on Microsoft Azure, is built on algorithms based on ten years of anonymized data from around 400,000 individuals across the country. Manipal Hospital, for example, is one of the first hospitals to use IBM Watson, a cognitive technology platform, in Oncology to improve cancer treatment. AI aids professionals to review images and scans with more accuracy and precision, helping diagnose conditions earlier, which can lead to better patient outcomes. Experts point out that AI can potentially reduce the cost of healthcare delivery without compromising quality or accessibility, which can eventually revolutionize the <keyword id="1405132" type="General" weightage="20" keywordseo="indian-healthcare-system" source="Orion">Indian healthcare system</keyword>. “The gap between the required and current growth in healthcare infrastructure and care-providing staff in India cannot be addressed through an incremental and linear approach. Latest advancements in technology like AI, Internet of things (IoT) and blockchain can enable the healthcare industry to adopt disruptive technology-led service and business models, scale up for access and affordability, and take the winning leap to make India a global healthcare hub,” writes Arnab Basu, Partner and Technology Consulting Leader, PwC India. AI addresses acute healthcare challenges Shortage of qualified healthcare professionals is an acute challenge that the country has been facing over the years. This is an area where AI can make an immediate difference. “According to the WHO, the doctor-to-patient ratio in India is 1:1456 as against the 1:1000 recommendation. Doctors have significant administrative responsibilities, including documenting patient encounters, answering inbox messages, ordering medications or tests, and much more. AI-powered voice assistants can help physicians complete many of these tasks more quickly, enabling them to spend more time with their patients,” Nitin Gupta, Vice President- Engineering and India Head, Suki – an AI powered, voice enabled digital assistant for doctors. Gupta says that the increasing adoption of electronic health records (EHR) among Indian healthcare providers will add more administrative burden for doctors and AI will play a key role in taking these clerical tasks away from doctors and healthcare professionals. Currently, healthcare providers are focusing on similar AI use cases that have ease of implementation and immediate RoI. In the long run, however, AI has the potential to transform care delivery, operational excellence and customer experience. R&amp;D and healthcare innovation are another top priority for AI implementations. Data complexities abound While the possibilities of AI in transforming healthcare are almost endless, Indian healthcare providers must deal with regulatory concerns or more precisely, the absence of regulation in the private sector. The complex and variable nature of healthcare data, along with growing ethical and privacy issues, makes it highly challenging to build AI algorithms. Another critical challenge, says Gupta of Suki, is around interoperability. AI requires vast datasets to operate, so enabling systems to share data will result in richer, more comprehensive datasets to power AI solutions. “At the same time, healthcare providers must appreciate the importance of data security and privacy, and permissions and protocols must be put in place to guarantee that people only have access to the information they need to do their jobs. To reduce the risk of bad actors, infrastructure must be developed. Finally, it's critical to communicate to the market exactly what data can and cannot be used for,” he adds. Furthermore, because AI-generated models can be difficult to explain, doctors now have the additional burden of understanding and having confidence in recommendations from AI-powered solutions. For clinical recommendations, regulatory oversight should be heavily considered to help ensure the safety of these solutions. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/thelife/personalities/news/cyrus-mistrys-father-pallonji-mistry-passes-away-at-93/articleshow/92509875.cms">Cyrus Mistry's father, Pallonji Mistry passes away at 93</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/retail/news/lays-kurkure-and-bingo-are-taking-over-indian-snacks-like-aloo-bhujia/articleshow/92508625.cms">Lay’s, Kurkure and Bingo are taking over Indian snacks like Aloo Bhujia, Murukku</a>

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