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Fast growth is easier to achieve in sectors driven by innovation. While most companies opt for well-established strategies to turn their businesses into high-profit venture with a larger market share, Indian multinational conglomerate the <keyword id="44373" type="CITY" weightage="20" keywordseo="Aditya-Birla-Group">Aditya Birla Group</keyword> plans to expand its business using a four-way restructuring strategy. 
 According to an Economic Times report, the <keyword id="6359480" type="PERSON" weightage="20" keywordseo="Aditya-Birla">Aditya Birla</keyword> Group’s new restructuring strategy would bring its retail business under <keyword id="2799722" type="UNKNOWN" weightage="20" keywordseo="Pantaloon-Fashion">Pantaloon Fashion</keyword> &amp; Retail (PFRL). The Mumbai-headquartered company also plans to offer a maximum of 10% equity stake to an investor in the consolidated entity. 
 According to the financial daily, the company has sought informal guidance from the <keyword id="155823" type="ORGANIZATION" weightage="20" keywordseo="Securities-Exchange-Board-of-India">Securities Exchange Board of India</keyword> (<keyword id="35210" type="ORGANIZATION" weightage="20" keywordseo="sebi">SEBI</keyword>) on the efficacy of the proposed merger through a letter dated December 24, 2014. 
 In order to secure $500 million to fuel its expansion plans in a growing <keyword id="34412" type="ORGANIZATION" weightage="20" keywordseo="economy">economy</keyword>, the $30-billion telecom-to-retail group is planning to sell its stake in the consolidated retail business, and is discussing the same with L Capital, Temasek and IFC. 
 
Requesting anonymity, senior Birla group officials told ET: Owing to differences over valuations with investors, the restructuring plan has not made much headway. 
 
Soon after the Aditya Birla Group announced that it plans to bring retail business under Pantaloon through a share-swap deal, stocks of Pantaloon Fashion and Aditya Birla Nuvo registered a rise. 
 
The ET revealed that the deal is proposed to be carried out through four transactions. 
 Initially, <keyword id="598939" type="COMPANY" weightage="20" keywordseo="Madura-Fashion">Madura Fashion</keyword> &amp; Lifestyle will be demerged from Aditya Birla Nuvo (<keyword id="193651" type="CITY" weightage="20" keywordseo="ABNL">ABNL</keyword>), the listed company, which holds 58.3% in Madura Fashion, and merged into PFRL, the financial daily stated. 
 As per a copy of the proposal submitted to the SEBI, PFRL will then issue equity shares to shareholders of ABNL, which holds 58.3% stake in Madura Fashion. This will later lead to the demerger of the retail business of <keyword id="2799982" type="COMPANY" weightage="20" keywordseo="Madura-Garments-Lifestyle-Retail-Company">Madura Garments Lifestyle Retail Company</keyword> into PFRL. In return, PFRL will issue shares to ABNL. 
 
The business daily also reported that unlisted Aditya Birla Retail will be demerged into PFRL. In consideration for this, the Indian premium clothing retailer will issue equity shares to Aditya Birla Retail. The ET further added that the transaction will be completed when each investor will be offered at the most 10% of the expanded capital of the consolidated company via a preferential allotment of equity shares. 
(Image:

​Know how Aditya Birla Group will drive its business growth

<ul><li>Aditya Birla Group is now mulling over bringing new styles every month in Madura Fashion. </li><li>It has been <keyword id="6377147" type="PERSON" weightage="20" keywordseo="zara">Zara</keyword>'s strategy for years, which turned it into a $90 billion global empire. But, in India, Zara is considered too expensive. </li><li>Separately, Pantaloons is also attempting to execute the same strategy. </li></ul>Aditya Birla Group will now look at the option of bringing in new styles <a href="https://www.dnaindia.com/business/report-aditya-birla-fashion-mulls-12-season-cycle-for-madura-fashion-and-lifestyle-business-2779602">every month</a>, at its fashion retail unit <keyword id="7961025" type="UNKNOWN" weightage="20" keywordseo="madhura-fashion">Madhura Fashion</keyword>. This is to please their new-age customers who are well aware of new styles rolling in, and want them at stores quickly. If the Kumar Mangalam Birla-led fashion company would indeed get on-board the strategy, they would be the second Indian fashion retailer to follow the path cleared by an international brand, Zara. The Amancio Ortega-led fashion brand <a href="https://www.bloomberg.com/news/articles/2019-06-23/zara-s-indian-partner-is-building-its-own-cheaper-fashion-chain">is known for its ultra quick</a> execution where it brings popular runaway styles into stores, within weeks. The Tata Group-owned Trent is also streamlining its processes to bring popular Instagram styles into stores in 12 days. <a href="https://www.bloomberg.com/news/articles/2019-06-23/zara-s-indian-partner-is-building-its-own-cheaper-fashion-chain">Trent has 40 stores of its flagship chain Westside</a>, which was also a former partner of Zara. Fashion changes every second This strategy bodes well with millennial heavy Indian consumers, who have re-defined the way old and new is perceived. Madhura Fashion says that its consumers expect new styles every month. This trend has seeped into smaller towns as aspirations spread along with telecom connectivity. And, retailers are willing to do the extra legwork to reach out to them. "It is to move towards a monthly model, which means 12 seasons in a year," Vishak Kumar, CEO - Madura Fashion and Lifestyle Business <a href="https://www.dnaindia.com/business/report-aditya-birla-fashion-mulls-12-season-cycle-for-madura-fashion-and-lifestyle-business-2779602">told DNA</a>. Yet another retail venture of Aditya Birla — <a href="https://www.dnaindia.com/business/report-aditya-birla-fashion-mulls-12-season-cycle-for-madura-fashion-and-lifestyle-business-2779602">Pantaloons too is attempting</a> to execute the same strategy, said Ashish Dikshit, managing director, <keyword id="2834772" type="PERSON" weightage="20" keywordseo="Aditya-Birla-Fashion">Aditya Birla Fashion</keyword> and Retail (ABFR). Between Madhura, ABFR and Pantaloons, the group has over 4,700 stores across the country. The Spanish fashion retailer Zara itself has completed a decade in India and is present across <a href="https://fashionunited.in/news/business/zara-s-india-profit-drops-as-it-faces-competition-from-other-brands/2019072622117">10 cities.</a> Though Zara is considered a medium-priced brand internationally, it occupies a premium position in India. And, Indian retailers who have taken up Zara’s instant fashion strategy, offer something that it cannot---which is price advantage. Trent will be providing quick fashion at half the prices of Zara. If Madhura too follows Trent’s lead in pricing, then Zara might have more challengers on its turf, who are copying its strategy. Madura Fashion &amp; Lifestyle is popularly known for — Louis Philippe, Van Heusen, <keyword id="197443" type="PERSON" weightage="20" keywordseo="Allen-Solly">Allen Solly</keyword>, Peter England, and People. See also: <a href="https://www.businessinsider.in/tata-is-planning-to-open-extreme-fast-fashion-stores-just-like-zara/articleshow/69938341.cms">Cheaper by the dozen: Tata wants to bring Instagram styles to stores, instantly</a>

The Tatas and Birlas of India copy Zara’s strategy of fast fashion

In a move which would increase competition in the online fashion market, the <keyword id="6359480" type="PERSON" weightage="20" keywordseo="Aditya-Birla">Aditya Birla</keyword> Group is going to launch an online fashion e-tail venture, selling apparel, footwear and accessories, The Economic Times (ET) reported. Currently, this space is dominated by <keyword id="6388367" type="COMPANY" weightage="20" keywordseo="Jabong">Jabong</keyword> and <keyword id="319719" type="COMPANY" weightage="20" keywordseo="Myntra">Myntra</keyword>. 
 
"Fashion e-tailing will be the group's launch pad into the e-commerce space, which offers multiple opportunities," ET quoted a person familiar with the plan. 
 The group is in the process of forming an e-commerce team, which would be headed by former <keyword id="6372399" type="COMPANY" weightage="20" keywordseo="McKinsey">Mckinsey</keyword> executive Prashant Gupta. Gupta, who joined the group in 2010, was given the task of figuring out opportunities in the e-commerce segment. 
 
The fundamental structure of the website and its branding is expected to be finalised in six weeks. "We are evaluating several options for branding," the above mentioned source added. 
 
The $40-billion group already runs fashion business through Madura Fashion &amp; Lifestyle, which sells brands like Louis Philippe, Van Heusen, Allen Solly, Peter England and People. The online venture will operate separately from this brick-and-mortar business. 
 
The group's foray into e-tailing is in accordance with chairman Kumar Mangalam Birla's plan of investing in such business opportunities which has the potential to give significant returns in the future. 
 “By 2020, India's online retail market is projected to grow to $45 billion, from $2 billion in 2013. Within this sector, fashion and apparel will grow faster,” ET quoted a research report on e-commerce by <keyword id="46252" type="ORGANIZATION" weightage="20" keywordseo="Motilal-Oswal">Motilal Oswal</keyword>.

Aditya Birla Group to
foray into online fashion retail segment

<keyword id="6354742" type="COMPANY" weightage="100" keywordseo="Flipkart">Flipkart</keyword> is now looking forward to consolidating business of its in-house supply chain arm, <keyword id="2675352" type="UNKNOWN" weightage="20" keywordseo="ekart-Logistics">Ekart Logistics</keyword>. The e-commerce company has already suspended the customer-to-customer courier service within months of its launch and has also pulled the plug on hyperlocal delivery services being piloted across Bengaluru since March last year. 
 "Beginning February 5, <keyword id="2057197" type="UNKNOWN" weightage="100" keywordseo="eKart">Ekart</keyword> no longer operates its customer-to-customer courier service started in May 2016, that gave people the option of having documents and parcels packed by Ekart's delivery boys and shipped to end-addresses. The move is aimed at consolidating the service offerings of Ekart, to sharpen its focus on its core business model," the company told ET. 
 
Nearly 30,000-40,000 orders a day are processed by Ekart for third-party businesses excluding the volumes generated by Flipkart and Flipkart-owned fashion portal Myntra. 
 
It will continue its core ecommerce offerings, including third-party logistics services to ecommerce players such as Paytm and ShopClues. It will also continue to provide warehousing and fulfilment facilities to larger retail clients such as Madura Garments.

Flipkart plans to consolidate Ekart, suspends month-old services

<div class="KonaFilter image-container display-table"><div><div class="image on-image">NBC</div></div></div><ul class="summary-list"><li>Direct-to-consumer companies that grew up online are ramping up spending on TV.</li><li>But TV is still too pricey and lacking in performance metrics for many of them.</li><li>Comcast Ventures, the investment arm of cable giant Comcast, is trying to create the next generation of television advertisers by teaching its DTC portfolio companies how to buy TV.</li><li><a href="https://www.businessinsider.com/?hprecirc-bullet">Visit Business Insider's homepage for more stories.</a></li></ul>As direct-to-consumer companies that launched on Facebook look for their next customers, at some point they'll look to television, with its ability to introduce products to a new, mass audience.But for many of these performance-driven companies, TV is still out of reach in price and ability to prove it drives sales.Read more: <a href="https://www.businessinsider.com/tv-giants-like-nbcuniversal-cbs-seeking-direct-to-consumer-ad-dollars-2019-5">TV giants like NBCUniversal and CBS are gunning for direct-to-consumer ad dollars, but challenges still hold back marketers</a><a href="https://www.businessinsider.com/this-woman-is-looking-to-invest-more-than-750-million-in-silicon-valley-startups-2011-12">Comcast Ventures</a>, the investment arm of cable giant Comcast, is trying to crack the code. The 20-year-old fund has 55 consumer-aimed startups in its portfolio, including direct-to-consumer companies Away luggage, fashion jeweler Baublebar, and discount store Hollar. Four years ago it launched Accelerate, a program to help its DTC portfolio companies advertise on linear TV. Eight companies have gone through the program, including Away, Baublebar, and Zola."Many startups come up through digital <keyword id="35666" type="COMPANY" weightage="100" keywordseo="advertising">advertising</keyword>," Arjun Kapur, growth partner at Comcast Ventures and head of Accelerate, told Business Insider. "Over time, their cost of acquisition on Facebook, Google, goes up. We recognized, TV is expensive. So we take over all the TV advertising for a startup. We probably fast-forward their life on TV by two years. We're creating the next generation of TV advertisers."<h2>Comcast Ventures provides agency-like services</h2>Comcast Ventures does many of the things an ad agency would: Advising the companies on (but not making) creative and handling their TV planning, buying, optimizing, and measurement. The goal is to prove TV works so the startup can hire its own agency and experts.The program also helps Comcast's other units by steering business their way.NBCUniversal does around $10 billion in annual TV revenue and is looking to DTC companies to fuel its growth. The startups that have gone through Comcast Ventures' Accelerate spend $3 million to $5 million on TV per year, said Andrew Kwok, who has been managing the program since 2017, and a portion of that goes to NBCU and Comcast cable properties. (Kapur said Comcast Ventures takes advantage of its corporate brethren NBCUniversal and Comcast Cable but it doesn't limit its ad buys to those properties. "Our goal is to get the best ROI; for some, NBC, Comcast, doesn't work. We're agnostic to what their <keyword id="6354777" type="COMPANY" weightage="60" keywordseo="Media">media</keyword> plan ends up being.")To be sure, DTC's impact on TV is still a drop in the $70 billion annual TV advertising bucket - for all of 2018, DTC companies spent $2 billion in TV advertising. But DTC companies are starting to nibble away at traditional marketers that have been the bedrock of television's business.Comcast Ventures is smart to give these companies media skills at a time when few DTC companies are doing TV and fewer are doing it well, said Mike Duda, managing partner at agency and venture capital fund Bullish, which has invested in DTC darlings like Casper, Harry's, and Birchbox."If all you do is bring money, it's a commodity," he said.<h2>Comcast Ventures is trying to expand its services beyond TV advertising</h2>The Accelerate program has largely flown under the radar. Now Comcast Ventures is ramping it up with new hires and plans to extend it to other kinds of advertising and services, like events, or payment processing. It hired Kapur in March to oversee the program and Sue Kwon in October to help Comcast Ventures' and its portfolio companies with their PR and marketing."We started in TV and are expanding beyond that," Kapur said. "Just bringing an investment dollar to a company is no longer valuable. There are so many businesses that need the support, expertise we have, that we should be leveraging. That's what the next generation of founders wants."Comcast Ventures is also looking at ways it can push other levers at Comcast to benefit its portfolio companies. To that end, it hired Madura Wijewardena in January as head of business development to connect portfolio companies with other units in Comcast.<h2>TV is still daunting for many DTC companies</h2>TV still has its doubters for many DTC companies, because of the sticker shock and skepticism it can drive sales. Companies have to be big enough to take part in the program, which is invite-only.Bullish's Duda said many DTC founders are brilliant but they're too narrowly focused on performance marketing, and at some point, its effectiveness will decline. Meanwhile, television can work extremely well and be another arrow in their quiver, he said.One such startup in Accelerate was Hippo Home Insurance, which started in 2015 to simplify home insurance. The Accelerate program helped it buy cable TV inventory and measure it using TVSquared, a TV measurement and optimization firm, said Andrea Collins, head of brand marketing at Hippo.Collins now says Hippo is sold on TV's value for driving brand and sales goals. But Hippo initially was wary of TV's high perceived cost and the need to prove it worked, something TV traditionally hasn't been used for.Kapur acknowledged these limitations. "The lead time and cost, should it not work - TV is a little bit of a fear factor," he said. "There's a lot of companies for whom TV can seem daunting and out of reach. We reduce the chances of failure significantly. But the entry is still challenging."<h2>Comcast Ventures is trying to get an edge</h2>The Accelerate program serves a bigger purpose at Comcast Ventures.CB Insights ranked Comcast Ventures as the 13th most active corporate startup investor behind firms like Google Ventures, Intel Capital, and Salesforce Ventures - down from 4th place in 2017.With corporate venture capital pouring into startups, competition among firms is stiff. But Comcast Ventures thinks that providing these kinds of services can give it a leg up. If the startup wins, so does Comcast Ventures.Comcast Ventures also is looking to invest earlier in a company's lifespan to improve its chances of success."There's so much money out there, but we're trying to differentiate ourselves by bringing an advantage," Kapur said. "We all know startups are more likely to fail than not. We want to increase the success rate of the portfolio and be above the industry average." <div class="margin-top"> <h3>NOW WATCH: <a href="https://www.businessinsider.com/american-express-cmo-elizabeth-rutledge-talks-about-importance-of-talent-2019-5">WATCH: The CMO of American Express explains why advertising has come full circle, and why it's so important to hire diverse talent</a></h3> <div> </div> </div>

Comcast Ventures is training startups like Away and Hippo to become TV advertisers and says it could be a competitive advantage in a world awash with VC cash

Shailesh Chaturvedi is a recognized name in the fashion industry in India and a pioneer in the development of premium international brands in the country. 
 As managing director and CEO of <keyword id="14235" type="PERSON" weightage="20" keywordseo="Tommy-Hilfiger">Tommy Hilfiger</keyword> India, “the most admired premium lifestyle brand in India” according to the Images Fashion Forum, he was recognized by “Business Today” as one of the top 10 young CEOs in India in 2009. He joined Young Presidents’ Organization in the Bangalore Chapter in 2011. But beyond the accolades and recognition for leading one of the fastest-growing fashion brands in the country, is a deeply humane business leader driving business excellence through values of ancient Indian philosophy. 
 
You have an engineering degree and an MBA, but started your career with global fashion brands in India. How did this come about? 
 I was able to recognize early in my career that that the Indian business scene was getting more global. After completing my engineering and MBA degrees, I pursued what I saw as opportunities for international brands, first joining Madura Group, the Indian arms of the British Coats Viyella group where I secured strategic tie ups with international brands for their entry into Indian market. The efforts resulted in the tie up with <keyword id="623" type="COMPANY" weightage="20" keywordseo="Esprit">Esprit</keyword> brand from Germany in 2005. After 13 years there, I moved to Asia Pac Wholesale business of Benetton Plc, Italy based at Hong Kong and for the last nine years, I have been leading <keyword id="3172054" type="UNKNOWN" weightage="20" keywordseo="Tommy-Hilfiger-in-India">Tommy Hilfiger in India</keyword>. 
 
The key turning point was in 2002 when the Indian economy started picking up. It was then that I was able to convince my company to let me approach big brands. I was able to meet CEOs of the top fashion businesses in the world to explore opportunities, again based on my personal belief that India will upgrade and integrate with the rest of the world. 
 
What is the top challenge for business leaders today? 
 
I think inspiring minds of a young team is the most fascinating challenge for business leaders today, specifically in India. 
 
India is one of the youngest countries in the world with median age of 27 years old. In a way, it is a millennial country full of a very young, digital-savvy group of consumers with different consumption patterns than the previous generation. This marks a very big change in our economy and we need to be prepared to meet their needs. 
 
As a country and company, we need to make ourselves future ready to service them as they become more affluent. Our research says this is the first truly global generation. There is still disparity in terms of income levels but emerging markets are growing fast and catching up. 
 
What is one must-read book for business leaders? 
 
“Srimad Bhagavad Geeta” is a very spiritual book based on ancient Indian philosophy. The focus is on karma and the significance of one’s actions. It provides spiritual guidance that can be applied to modern workplace. 
 
For example, the philosophy encourages focusing on the work and task at hand, and not on results. It is something I always tell my team to do. Positive output will happen, but they need to focus on input first. 
 
Complete the sentence: “If I was not a business leader, I would be a…” 
 
If I was not a business leader, I would be a teacher because I enjoy interacting with young minds. We are very fortunate in India to work with young passionate talent. When your team is so dedicated, as a CEO, you need to give back and provide them with recognition. 
 
In India, it is not uncommon for young people to work on holidays and overtime. So a lot of time and energy is spent on work. Compassion is therefore very important. Business leaders need to interact with their team, recognize them and show empathy and compassion to support them to sharpen their tools. 
 
I sometime see business leaders getting corporatized and focusing only on numbers. However, there is a need to acknowledge the team that is contributing so much and this I think it an important aspect of leadership. Inspiring minds of a young team is the most fascinating challenge for business leaders today. 
 
What is the most difficult leadership lesson you’ve learned? 
 
Whatever level you reach, getting better should never stop. We need to constantly invest in improvements and learning. 
 
I have been inspired by business management through leaders such as Peter Drucker, Deming, Jack Welch, Steve Jobs and of course, Tommy Hilfiger. But I have also gained a few insights on business from Charles Darwin’s Theory of Evolution. 
 
What are the top three insights you would like to share? 
 
My firmly held belief is that there are no short cuts to success. 
 
There is no wisdom without love and care. Corporate world is starved of compassion. 
 
Keep an eye on millennials. They are going to be a big force very soon. 
 
How has being in YPO positively affected your business or leadership? 
 
The YPO forum experience continues to play a very important role in my life. I have been a member since 2011 and joined a forum the same year. Since then, my forum has been a very unique sounding board where I can share experience and get unbiased confidential feedback. I have been able to share challenges and doubts with seasoned business people through unique platform. I am also able to apply the same forum principles and practices with my team at work as well as in my personal life. 
 
(The author of this article is Rola Tassabehji, Regional marketing manager for MENA, Africa and Europe)

7 Questions with Shailesh Chaturvedi, CEO of Tommy Hilfiger India

To react faster in the marketplace, the <a href="http://www.businessinsider.in/searchresult.cms?query=Aditya+Birla+Group+">Aditya Birla Group</a> has come up with an idea of mentoring its young leaders. It has roped in transition coaches and internal chieftains to train its young managers who are being elevated as the metals-to-retail conglomerate transforms into a more consumer-facing organisation with expansion in <a href="http://www.businessinsider.in/searchresult.cms?query=telecom">telecom</a>, retail and financial services. 
 
In the past one year, the $41-billion, or about Rs 2,67,000-crore, group has shown confidence in young leaders by handing them several key roles with profit and loss (P&amp;L) responsibility, reported the Economic Times. 
 
Therefore these leaders, who are below 35 years of age, need coaching and mentoring that has become an integral part of transformation strategies of Indian conglomerates and business houses. 
 
"Young talent in the system are being given larger responsibilities as first-time managers as the organisation transforms into a more learning and consumer focused entity which is more agile, proactive and empowered in the marketplace," said Santrupt Misra, global human resources director of the group and CEO of Carbon Black. 
 
"It is about creating a culture of acting," he told ET at an exclusive meeting. 
 
The group has two initiatives — 'Lead Leap' and 'Cutting Edge Program' — in place to create a pipeline of leaders to take up key roles in its more than 40 companies, including <a href="http://www.businessinsider.in/searchresult.cms?query=Hindalco+Industries">Hindalco Industries</a>, <keyword id="6354924" type="PERSON" weightage="80" keywordseo="Idea-Cellular">Idea Cellular</keyword>, Madura fashions and <a href="http://www.businessinsider.in/searchresult.cms?query=Ultratech+Cements">Ultratech Cements</a>, with operations in over 40 countries. 
 
"We are not disparate businesses anymore... and we need to create a consumer brand mind set among employees," Misra said. 
 
The group portfolio includes a combination of both asset heavy global businesses such as metals and cement and asset light businesses such as retail, financial services, insurance and telecom. 
 
The <a href="http://www.businessinsider.in/searchresult.cms?query=Reserve+Bank+of+India+%28RBI%29+">Reserve Bank of India (RBI)</a> has recently given in-principle approval to Aditya Birla Nuvo to start a payment bank. The group is also reported to be eyeing a strong presence in the ecommerce space, either through acquiring existing players or building one from scratch. 
 
Misra said having a strong team of young managers is important in consumer businesses that require quick decisions. 
 Young managers such as Suraj Bahirwani, COO, hyper market, at Aditya Birla Retail; Bijoy Chatterjee, head of Star Cement, Bahrain; Sunaina De Cunha, fund manager, fixed income, at Birla Sun Life Asset Management; <keyword id="3011670" type="UNKNOWN" weightage="60" keywordseo="Rakesh-Pundir">Rakesh Pundir</keyword>, functional head, network services, at Idea Cellular; and Munish Rathi, factory head at Aditya Birla Insulators, were elevated to their current roles under the Lead Leap initiative, which offers opportunities to work across the group's diverse businesses and meet and engage with its eminent business leaders. 
 "Senior management ages are becoming lower everyday across sectors, be it consumer, retail, <keyword id="34523" type="CITY" weightage="60" keywordseo="fmcg">FMCG</keyword>, technology or any other. At the same, time business environment is changing faster than people are able to adapt," said Navnit Singh, chairman and MD of India for Korn/Ferry International. 
 
"In such a scenario, a lot of Indian business houses are realising that in the end there is no better way to build talent than giving people from within the opportunity to grow by training or coaching them," he said. 
 The <keyword id="44373" type="CITY" weightage="80" keywordseo="Aditya-Birla-Group">Aditya Birla Group</keyword> had been working on a centralised employer brand strategy across its companies. Misra said the group HR has taken the ownership of the employer brand centrally to ensure appropriate alignments and investments between the companies. 
 
(Image: Indiatimes)

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The Tatas and Birlas of India copy Zara’s strategy of fast fashion

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Aditya Birla Group to foray into online fashion retail segment

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Flipkart plans to consolidate Ekart, suspends month-old services

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Comcast Ventures is training startups like Away and Hippo to become TV advertisers and says it could be a competitive advantage in a world awash with VC cash

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7 Questions with Shailesh Chaturvedi, CEO of Tommy Hilfiger India

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The Aditya Birla Group is doing something unique to ensure better revenues from its companies

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​Know how Aditya Birla Group will drive its business growth

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The Tatas and Birlas of India copy Zara’s strategy of fast fashion

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Aditya Birla Group to foray into online fashion retail segment

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Flipkart plans to consolidate Ekart, suspends month-old services

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Comcast Ventures is training startups like Away and Hippo to become TV advertisers and says it could be a competitive advantage in a world awash with VC cash

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