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<ul><li>Philip recently completed 90 years in India and a huge focus on innovation has helped it stay relevant in the Indian market.</li><li>The brand is witnessing lots of changes in <keyword id="139079" type="PERSON" weightage="20" keywordseo="Consumer-behaviour">consumer behaviour</keyword> and is working hard to adapt to these changes, while coming up with products that will help them stay relevant in these changing ecosystems.</li><li><keyword id="2491908" type="PERSON" weightage="20" keywordseo="Gulbahar-Taurani">Gulbahar Taurani</keyword>, Vice- President, Personal Health, <keyword id="138096" type="DOMAIN" weightage="20" keywordseo="Philips-India">Philips India</keyword>n Subcontinent, Philips India talks about the brand’s efforts in building a strong connect with its consumers, to make sure they are an important part of their lives.</li></ul>A brand that celebrated 90 years of its existence in India, Philips is doing a lot to make sure it stays relevant to its consumers. Innovation has been at the heart of Philips, and is one factor that has helped the brand not only survive but thrive in the country. During the <keyword id="8637077" type="UNKNOWN" weightage="20" keywordseo="Coronavirus-lockdown">coronavirus lockdown</keyword>, despite manufacturing and supply chain coming to a complete halt, Philips made sure it stayed connected with its consumers. It made use of the Digital platform to come up with engaging content, to not simply push its products but also build a deeper connect with consumers, to make them a part of the brand’s journey, and to make them feel more involved in the brand’s story. It got them results. They have seen a lot of engagements and meaningful conversations with consumers who feel that the brand really cares for them. Meanwhile, it also dialed up its social listening and actually focused on solving problems that consumers were facing in their day-to-day lives. The result was the launch of many DIY products that will help simplify a consumer’s everyday life. Recently the brand launched the Intelligent SenseIQ Hair Dryer and <keyword id="2440927" type="PERSON" weightage="20" keywordseo="hair-straightener">Hair Straightener</keyword> to solve the age-old problem of getting the temperature of a dryer right. Meanwhile, since the lockdown led to the closure of parlors, Philips has recently launched a Pen Trimmer that can help getting rid of facial hair. Most of these launches are the result of effective social listening. Going ahead too, the brand is planning to focus a lot more on the DIY segment, as the lockdown has led to massive changes in consumer behavior. “As a brand, Philips is committed to providing meaningful innovations that help in improving a consumer’s life. Going ahead as well, we will stay true to that. We aim to grow our business further in India by innovating even faster in the space of DIY products, cooking and home appliances,” shared Gulbahar Taurani, Vice- President, Personal Health, Philips Indian Subcontinent, Philips India. The year so far The weeks following the initial phase of the lockdown, specifically the months of April and May, have been challenging for most brands, not just in India but across the world. With lockdowns and a complete halt on manufacturing, businesses came to a standstill. However, with the lockdown being relaxed across the country, things are slowly starting to look up. “We have been seeing recovery from June onwards. Initially, there was a bit of pent-up demand. However, we have also realized there has been a behavioral shift with more and more people wanting to use more gadgets and appliances that make them self-sufficient. This was something that had been already happening, but it got accelerated due to the lockdown. And we believe this is a trend that is here to stay,” shared Taurani. During the lockdown months, Philips also made sure that it stayed connected with its audience. “If there was a time that communication took on a very important role, it was in these last few months. We realized the consumer was moving to Digital and spending more time on the medium which is why we diverted more of our spends to the medium too. Our aim was also to make sure that we don’t just give consumers information about our offerings but make it a two-way conversation. During these past few months, we have realized that consumers want to talk to us, give us their feedback and in general want to feel more involved and we have tried to help them in doing just that with our communications,” added Taurani. He also added that going ahead too, Digital will see increased spending from the brand. Growing Philips in India Owing to the fact that Philips has been in India for close to a century now, the brand has been able to localize itself over the years, almost making itself seem like an Indian brand. It has also been doing a lot in terms of having local manufacturing and R&amp;D which again has helped the brand innovate and come up with products specific to Indian consumers, and that has helped the brand stay relevant. Moreover, the Indian market contributes quite substantially, thereby making it important for brand Philips in the global scheme of things, shared Taurani. “We are leaders in many categories in India and are contributing in terms of sales and profitability. The company is committed towards investing more in the Indian market to grow even further here,” he added. This year, despite the lockdown, the brand went ahead with its plans of launching new products, and will keep doing that in the months to come. Going ahead, he added that faster innovation will be their key focus area. “We will keep innovating to help solve consumer problems. We will also work on creating new platforms for the consumers to stay connected with us. Therefore, we will go aggressive on innovation and consumer dialogue,” he said.

How Philips is strengthening its consumer engagement to grow in India

<keyword id="138096" type="COMPANY" weightage="100" keywordseo="Philips-India">Philips India</keyword> has attempted to enter the Limca Book of Records with an innovative technology called OptimalTemp for clothing irons. 
 
In an attempt to create the record, people at Philips ironed a grand ball gown made of 100 metres of cloth. This ball gown, including 37 different fabrics, was ironed in less than 120 minutes, and while doing so, no temperature settings were changed. 
 
With this trial, Philips India is set to successfully enter the Limca Book of Records. 
 The occasion on which this record was attempted was the launch of <keyword id="2499604" type="COMPANY" weightage="100" keywordseo="Philips-PerfectCare">Philips PerfectCare</keyword>, India’s first steam generator with OptimalTemp technology. 
 
Commenting on the occasion, ADA Ratnam, president, consumer lifestyle, Philips India, said, “Innovation is at the heart of everything we do and the newly launched Perfect Care iron is yet another testament to this commitment. Our consumer insights show that burning their favorite or most expensive garments is a persistent fear for most people. Neither can they completely trust the neighborhood Dhobi, nor the domestic help, not even themselves when they iron. PerfectCare eliminates that fear because you just can’t go wrong with its technology. There is no temperature control, and it has a powerful steam generator which will make sure that it gives you perfect ironing without any chance of burning.”

Philips India All Set To Make A Name In The Limca Book Of Records

<ul><li><keyword id="1402053" type="General" weightage="20" keywordseo="ashok-vaswani" source="Orion">Ashok Vaswani</keyword> is a Stanford graduate who is also a CA, CS and did his Bachelors at Sydenham College of Commerce.</li><li>Vaswani worked with <keyword id="44473" type="General" weightage="20" keywordseo="citigroup" source="Orion">Citigroup</keyword> and more recently, at <keyword id="6386585" type="General" weightage="20" keywordseo="barclays" source="Orion">Barclays</keyword>, where he built and grew the business to a scale.</li><li>Vaswani is obsessed with technology but also focused on earning the trust of his consumers.</li><li><keyword id="45051" type="General" weightage="20" keywordseo="uday-kotak" source="Orion">Uday Kotak</keyword> has roped in an outsider given the extent of the transformation that <keyword id="46013" type="General" weightage="20" keywordseo="kotak-mahindra-bank" source="Orion">Kotak Mahindra Bank</keyword> will need in times to come when banks will have to fight for wallet share of consumers. </li></ul>Today, you don’t need to step into a bank to make payments, check your balance or even request for a cheque book. That is if you still use those booklets. Since your bank’s mobile app allows you to do all this and much more online, can there be more digitisation in banking? Well, the new CEO of Kotak Mahindra Bank Ashok Vaswani thinks that a lot more technology can be deployed in banks. As the CEO of Barclays Bank UK, Vaswani knows how the lives of consumers can transform with digitisation. He is also cognisant of the fact that a bank does not only cater to millennials or GenZ population. At Barclays, he had a team of tech experts to help consumers who were even in their 1990s such that they could learn not just digital banking but even chat with grandkids on Skype or Zoom. That is how the new CEO of Kotak Mahindra Bank thinks, given that his head and heart are in the right place. At a time when banks are struggling to keep consumers happy while maintaining high profit margins, Vaswani could well be the man who can plug the gaps. And, if there’s something he can talk about for hours, it is the technological transformation of financial services. Not only is he cognisant of the ease that digital banking brings, but also the risk that comes along with it. This generational shift at India’s fourth largest private bank in India clearly wants to up its game in the years to come by leveraging technology to transform not only its operations but also create new and better services for its customers. Imagine an AI Bot that actually tells consumers every month on how spending on eating out is much more than feasible or that average monthly savings are not good enough when you retire. Yes, Vaswani believes that is the next stage of banking as it can open up different ecosystems. In an interview a few years ago at the University of West England, Bristol, he said: “I would submit that a lot more digitisation can happen. Why would I not be able to tell you, you are earning so much, you are spending this much and you should be saving. Can you imagine, you spent so much money on Uber and that you should be careful?” There are so many aspects of digital transformation that limits are frankly only set in the mind. As the CEO of Barclays UK, he has not just built a lot of products for consumers but even their confidence in the bank and the banking system. It is a refreshing change to hear a CEO talk about confidence in the company and not just on margins. Vaswani has a proven track record spanning three and a half decades across the world’s leading banks. He was initially at Citigroup and more recently, at Barclays, where he built and grew the business to a scale. He brings with him significant executional experience with a high degree of compliance and industrial strength across corporate and consumer businesses. Vaswani was Chief Executive Officer of Barclays Bank, UK and subsequently CEO of their global consumer, private, corporate and payments businesses and Member of the group executive committee. Earlier, he was CEO Citigroup Asia Pacific and Member of the Citigroup Global Operating Management Committees. He also built and ran various country and regional businesses across geographies. What makes him interesting is that he has not only run global banks but has even been president of Pagaya Technologies, a US-Israeli AI fintech company. This kind of exposure makes him a much better candidate than any insider at Kotak Mahindra Bank. At last count, there were three top contenders for the job, but Uday Kotak has roped in an outsider given the extent of the transformation that the bank will need to undertake to remain relevant in the face of competition from other fintechs. Ashok is married to Veena and their daughter is working in the United States of America. It is interesting that Uday Kotak, first generation founder and promoter of Kotak Mahindra Bank, has brought in an outsider to run the bank. Organisations typically are wary of bringing in outsiders at top jobs mostly because of the friction that results from such hiring due to cultural fitment and acceptance of a known candidate. It is easier for the rank and file to accept an insider rather than an outsider but Uday Kotak has chosen to take the risky route. While in some unfortunate cases like Infosys, where Vishal Sikka did not fare too well when promoters stepped away in 2014, the experiment of outsiders has been rather successful at the Tata Group. When Ratan Tata took over the reins at the Tata Group, he brought in Kishor Chaukar who came from ICICI Securities to head Tata Industries. Ravi Kant came in from Philips India in 1999, and headed commercial vehicles for Tata Motors before becoming MD in 2005. In 1998, the then vice-chairman of Hindustan Lever (now known as Hindustan Unilever), moved to Tata Sons as executive director. Typically, Indian corporations bring in overseas talent when they believe that the requisite skills are not available in India. But given that India’s private banking sector has grown and flourished under the stewardship of homegrown talent, this shift is an interesting move by Uday Kotak, who clearly sees merit in Vaswani’s experience outside of India. No wonder Uday Kotak, Founder and Director, Kotak Mahindra Bank said: “I am proud that we bring a ‘Global Indian’ home to build Kotak and India of tomorrow.” Interestingly, Ashok Vaswani is a Bachelor of Commerce, Economics and Accountancy, from the Sydenham College of Commerce and Economics (Bombay University), CA from the Institute of Chartered Accountants of India, CS from the Institute of Company Secretaries of India and Executive Education from the Stanford University Graduate School of Business. Uday Kotak too is alumnus of Sydenham College and has a postgraduate degree in management studies in 1982 from Jamnalal Bajaj Institute of Management Studies.

The CEO who believes that there’s a lot more to digitise at banks

<ul><li>Ahead of the debt resolution process of troubled infra lender <keyword id="6357293" type="UNKNOWN" weightage="20" keywordseo="ILFS">IL&amp;FS</keyword>, a number of well-known companies are trying to get their voices heard in the insolvency proceedings. </li><li>These include <keyword id="52088" type="COMPANY" weightage="20" keywordseo="British-Airways">British Airways</keyword> and the Indian subsidiary of <keyword id="49855" type="COMPANY" weightage="20" keywordseo="philips">Philips</keyword>, which have reportedly filed petitions in the NCLAT wishing to be recognised as financial creditors of IL&amp;FS. </li><li>Their contention is that their provident funds had invested in bonds and debt instruments issued by the cash-strapped infrastructure lender. </li></ul>Ahead of the debt resolution process of troubled infra lender Infrastructure Leasing &amp; Financial Services (IL&amp;FS), a number of well-known companies across the world are trying to get their voices heard in the insolvency proceedings. These include <a href="https://economictimes.indiatimes.com/news/company/corporate-trends/british-airways-philips-others-want-a-say-in-ilfs-resolution-plan/articleshow/68607657.cms">British Airways and the Indian subsidiary of Philips</a>, according to media reports. Both companies, along with nearly a hundred others, have reportedly filed petitions in the National Companies Law Appellate Tribunal (NCLAT) wishing to be recognised as financial creditors of IL&amp;FS. Their contention is that their provident funds had invested in bonds and debt instruments issued by the cash-strapped infrastructure lender, and therefore, they stand to benefit from participation in the resolution process as a stakeholder. IL&amp;FS had around <a href="https://www.businessinsider.in/after-idbi-bank-lic-now-has-to-bail-a-huge-infrastructure-lender-out/articleshow/65840416.cms">₹940 billion</a> in outstanding loans at the end of 2017-18, ₹573 billion is in the form of loans to Indian banks - most of which are state-run. Around <a href="https://economictimes.indiatimes.com/news/company/corporate-trends/british-airways-philips-others-want-a-say-in-ilfs-resolution-plan/articleshow/68607657.cms">₹150-200 billion</a> has come from the provident funds of companies like BA and Philips India. The infrastructure lender, which invests in government projects like highways, ports, bridges and dams, reached its current state of high debt and illiquidity owing <a href="https://www.businessinsider.in/after-idbi-bank-lic-now-has-to-bail-a-huge-infrastructure-lender-out/articleshow/65840416.cms">to a lack of regulatory oversight and inadequate due diligence</a> before spending on projects. As the prospects for the infrastructure and power sector declined following the financial crisis of 2008-0, the company’s projects were either stalled or faced huge cost overruns. Hence, the returns for IL&amp;FS’s subsidiaries dried up and its debts continued increasing. To make matters worse, the company’s directors allegedly <a href="https://indianexpress.com/article/business/companies/ex-directors-of-ilfs-get-notice-for-laundering-fraud-payoffs-5611134/">laundered funds and sanctioned investments</a> in projects without guarantees. In a bid to pay off its debts and avoid bankruptcy, the company has been selling of a range of assets, including its <a href="https://www.businessinsider.in/indias-largest-infrastructure-lender-is-selling-its-renewable-energy-assets-to-avoid-defaulting-on-its-debts/articleshow/66864194.cms">renewable energy business</a> and <a href="https://www.businessinsider.in/ilfs-has-no-option-but-to-sell-its-profitable-financial-services-unit-as-it-tries-to-avoid-bankruptcy/articleshow/65898283.cms">financial services unit</a>. The sales are part of a resolution plan that a government-appointed committee, led by <keyword id="45051" type="PERSON" weightage="20" keywordseo="Uday-Kotak">Uday Kotak</keyword>, submitted to the <keyword id="6354457" type="ORGANIZATION" weightage="20" keywordseo="National-Company-Law-Tribunal">National Company Law Tribunal</keyword> (NCLT), a special insolvency court, on 31 October. SEE ALSO: <a href="https://www.businessinsider.in/indias-largest-infrastructure-lender-is-selling-its-renewable-energy-assets-to-avoid-defaulting-on-its-debts/articleshow/66864194.cms">India’s largest infrastructure lender is selling its renewable energy assets to avoid defaulting on its debts</a> <a href="https://www.businessinsider.in/top-ilfs-execs-swindled-money-meant-for-employees-says-indias-serious-fraud-investigation-office/articleshow/67893939.cms">Top IL&amp;FS execs swindled money meant for employees, says India's Serious Fraud Investigation Office</a> <a href="https://www.businessinsider.in/ilfs-has-no-option-but-to-sell-its-profitable-financial-services-unit-as-it-tries-to-avoid-bankruptcy/articleshow/65898283.cms">IL&amp;FS has no option but to sell its profitable financial services unit as it tries to avoid bankruptcy</a>

Even British Airways and Philips stand to lose money in India's biggest financial scandal of 2018

Head of <keyword id="42747" type="CITY" weightage="100" keywordseo="Tata-Motors">Tata Motors</keyword>’ commercial vehicles division <keyword id="1110070" type="PERSON" weightage="20" keywordseo="Ravindra-Pisharody">Ravindra Pisharody</keyword> quit due to personal reasons. Pisharody, who held Executive Director’s (Commercial Vehicles) post since 2012, had joined Tata Motors as Vice President Commercial Vehicles (Sales &amp; Marketing) in 2007. His resignation comes at a time when Tata Motors has witnessed sales of its commercial vehicles slowing down in the domestic market. The company's CV sales grew by just 0.45 per cent to 3,05,620 units in 2016-17. In May 2017, the company's overall commercial vehicles sales in the domestic market were at 23,606 units, down 13 per cent from the same month last year. Prior to joining Tata Motors, Pisharody was with Castrol Ltd, a subsidiary of BP. He had also worked with Philips India in various roles.

Tata Motors' Ravindra Pisharody quits

<ul><li>Aims to bring the power of Digital business strategy, ecommerce, digital marketing and digital technology under one banner. </li><li>Leverages Industry experts as Consultants with an aim to create one of the first holistic destinations for all Digital business transformation, Strategy and Execution needs. </li><li>The origin of the word ‘Kurate’ comes from ‘Curate’, which signifies curating strategies and execution specific to business needs. </li></ul>The former Business Head of SonyLiv, Uday Sodhi, has launched a digital consulting firm called Kurate with four other industry leaders – <keyword id="8843651" type="UNKNOWN" weightage="20" keywordseo="kanwaleen-syali">Kanwaleen Syali</keyword>, <keyword id="1760768" type="PERSON" weightage="20" keywordseo="Atindriya-Bose">Atindriya Bose</keyword>, <keyword id="8843652" type="UNKNOWN" weightage="20" keywordseo="animesh-misra">Animesh Misra</keyword>, and <keyword id="7680126" type="UNKNOWN" weightage="20" keywordseo="Niraj-Hedaoo">Niraj Hedaoo</keyword>. According to a report published by P&amp;S Intelligence, the digital transformation market is estimated to value $24.5 billion in 2018, and is expected to grow at a CAGR of 74.7% during 2019-2024 to reach $710 Bn. With rapid advancement in digital technology, India is the second fastest digital adapter among 17 major digital economies, according to McKinsey. Kurate will focus on growing the Indian market by assisting companies in their digital transformation journey. Companies will now be able to reach out for contemporizing their business models, systems and processes and pre-empting ever changing user behaviour through the latest digital technology solutions. “<keyword id="8840950" type="COMPANY" weightage="20" keywordseo="kurate-digital-consulting">Kurate Digital Consulting</keyword> specialises on Digital Transformation by defining and creating digital strategies that help businesses redefine business models and processes in the Digital Era. As Consumers, Consumption and Commerce goes Digital, we will help our clients with Digital Strategies to Transform their companies to deliver to these new age consumers. A robust digital strategy lays out a definite plan of action for digital transformation, the success of which can be clearly measured,” said Uday Sodhi, Founding Partner of Kurate Digital Consulting. The Mumbai based company also announced that companies will now be able to undertake the digital transformation journey by integrating digital technology into all areas of a business to fundamentally change how they operate and deliver value to customers. While this might not be a priority for some, it is one of the strongest drivers of change. Companies need to adapt their business models to remain in business or they would simply perish. Kurate Digital Consulting will have offices in Mumbai and Gurgaon and will be accessible to all companies in India for strategic consultation and execution of digital transformation projects. The company has five founding members who are experts in different fields across Digital Businesses like Gaming, ecommerce, Digital Video / OTT, B2B Businesses, B2C Platforms, Consumer Marketing, Digital marketing, Brand, Communication, Media and Content. About the founders: Uday Sodhi has been at the helm of multiple leadership positions in the Indian Digital ecosystem for the last 20 years. Uday was the Business Head of SonyLiv - one of India’s Leading OTT platforms and part of Sony Pictures Networks India. He also led Digital Transformation teams and led businesses at Rediff.com, HeadHonchos, Net4India. Focusing on ecommerce, Online Media, SAAS Services, Online Classifieds, etc. Atindriya Bose He has leadership experience across diverse technology led consumer industries. He was the CEO of Trringo.com (part of Mahindra, Farm Equipment Sector), Country Manager with Sony PlayStation. He has had earlier stints with consumer-focused businesses with Rediff.com, UDV India and Philips India Ltd Animesh Misra Senior Business Leader who has led Acquisition. Corporate Marketing, Performance Marketing, Programmatic Sales &amp; Revenue across Asia. Launched the brand HOOQ, one of the largest Hollywood OTT services in India. Before HOOQ he was Head of Brand Marketing at DishTV and managed Pepsi foods, ESPN, Microsoft and Honda in his advertising stint Kanwaleen Syali She is a Senior Business and Marketing Professional. She has extensive experience in B2C ecommerce, Digital Space - Strategy, Marketing, Media, Alliances and Product Management. Held leadership positions at Ezeego1 (Cox &amp; Kings venture) Rediff.com and Trade Wings Niraj Hedaoo He is a seasoned eCommerce professional with 23 years’ experience. He has led businesses and teams in the Retail, Media &amp; eCommerce Led the e-Commerce teams at Rediff.com Has worked in other Digital Media businesses providing Strategic and GTM support “Over the last few months, we have observed that the rapidly changing business scenario is dependent on the dynamic nature of digital technology. We are very excited to announce that Kurate will now be one of the few players to come up with a one stop shop approach to address the transformation journey in its entirety through its team of experts,” said Atindriya Bose, Senior Partner.

Uday Sodhi, former SonyLiv Business Head launches digital consulting agency - Kurate

Increased demand for leadership roles from government think tanks, public and the private sector and presence of marquee brands were some of the notable highlights at the <keyword id="6357275" type="ORGANIZATION" weightage="20" keywordseo="Indian-School-of-Business">Indian School of Business</keyword> recent placements as students received an average package of Rs 22 lakh. The School witnessed a 39% increase in the number of recruiters participating in the current placements season. Over 400 companies-domestic and international made 1,113 offers to students of the PGP Class of 2017. In addition to its students, ISB alumni too continue to do well beyond graduation – for example, ISB has been ranked number one amongst the top 30 global B Schools, for a 160 % increase in salary of its alumni, three years after completion of the programme, as per the Financial Times Global MBA rankings 2017. New campus recruits Besides the regular recruiters such as McKinsey &amp; Co, BCG, Parthenon, AT Kearney, <keyword id="6354427" type="CITY" weightage="20" keywordseo="Apple">Apple</keyword>, <keyword id="10387" type="CITY" weightage="20" keywordseo="Microsoft">Microsoft</keyword>, Citibank, Novartis, Siemens, Amazon , <keyword id="28721" type="CITY" weightage="20" keywordseo="Cognizant">Cognizant</keyword>, Hindustan Unilever ltd, who were on campus, there were several new companies such as Jones Lang LaSalle, Havells, Revigo, P&amp;G, Lending kart, Reliance Jio, Mindtree Consulting, L’ Oreal, Bain &amp; Co and Roland Berger. Public companies showed keen interest Reinforcing its trust in the leadership skills of ISB graduates, the government of Andhra Pradesh recruited at ISB for the second consecutive year with a total of 21 offers. ISB students were the preferred choice for several public advocacy and strategy roles. For the first time, they were chosen for roles of Executive Assistants to District Magistrates at select districts in the state. Other roles offered were in the areas of Fin-Tech, Textiles, Tourism, and Infrastructure among others. More leadership roles offered There was also a visible increase in leadership roles this year. 70+ offers were made to ISB students for leadership roles by leading corporates including Aditya Birla Group, Citibank, Yes Bank, Philips India Ltd, Tech Mahindra, MAX, Mytrah Energy and Genpact. ISB's women picked as leaders Echoing the ISB’s mission and efforts towards increasing gender diversity at the leadership level, Axis Bank continued to hire women students of ISB for their exclusive Leadership Programme for the third year, with roles across Treasury, Corporate Finance, Retail and Consumer Banking. Making its first appearance on campus Ashok Leyland, the PSU manufacturing giant also recruited ISB’s women students for leadership positions across Product, General Management and Strategy. Overseas recruitments ISB graduates continue to be the preferred choice of several international companies as they come with prior transnational work experience. These companies too offered senior management positions across locations such as Germany, Switzerland, Ireland, Abu Dhabi, Tokyo, Japan and Singapore. Among the international companies, Cargill, Apple, Coty Inc, Landmark Group, Baycurrent and Credit Access Asia were some among those who recruited for the first time at ISB. Consulting and IT/ITES sectors continued to be the largest recruiting sectors constituting 20% and 21% of total number of offers followed by BFSI and Healthcare &amp; Pharma. With a class size of 903, the Post Graduate Programme in Management (PGP) at ISB is one of the largest group of top-notch experienced talent in the region. The student body at ISB is a diverse mix of professionals across age groups, location, vertical and function, which allows recruiters from various sectors the opportunity to hire for multiple positions. The School follows an integrated system of ‘Rolling Placements Process’ which is a campus neutral, lateral hiring process spread over several months allowing students and recruiters to interact with each other and find their desired fit.

1,100 students grab Rs 22 lakh job offers - Five key takeaways from ISB 2017 Placements

<keyword id="45395" type="CITY" weightage="20" keywordseo="Google-India">Google India</keyword>, the search engine giant has been named as India’s most ‘attractive employer brand’, according to the Randstad Employer Brand Research 2017. This was followed by Mercedes–Benz India as the runner-up. Google India also emerged as the winner of the 7th edition of <keyword id="4465585" type="UNKNOWN" weightage="20" keywordseo="randstad-award">Randstad Award</keyword>, based on this survey. The sectoral specific winners for the most attractive employers this year are Amazon India for E-Commerce, ITC Limited for FMCG and <keyword id="49855" type="COMPANY" weightage="20" keywordseo="philips">Philips</keyword> India for Consumer and Healthcare. The Randstad Employer Brand Research, covering 75% of the global economy with 26 participating countries and more than 1,65,000 respondents worldwide, clearly reflects that this year too, salary and employee benefits continue to be the top driver among the Indian workforce across all profiles while choosing an employer. This is followed by good work-life balance and job security. However, for the IT professionals, good work-life balance emerged as the top priority while choosing an employer. It is interesting to note that the importance accorded to good work-life balance has increased considerably across all work profiles, with this attribute moving up to Rank 2 from Rank 5, as per last year’s findings. The survey findings further reveal that more than a quarter of employees (31%), say that they are not loyal to any one industry or sector and are open to shift industries. Compensation remains a key driver in determining employee loyalty to a sector with 42% of the respondents saying that they are open to a job shift to a completely different industry, only if the pay and benefits are at least similar to what they receive now in their current operating industry or sector. The survey also highlights that the Indian workforce prefers to work for companies operating in sectors like IT (65%), followed by BFSI (63%) and retail &amp; FMCG (62%). Presenting the survey insights, Dr. Moorthy K. Uppaluri, MD &amp; CEO, Randstad India, said, “Employer branding continues to be of strategic importance influencing the talent agenda, particularly so in an economy that’s driven by knowledge workers. Organizations have come to realize the value of employer branding and the return from such investments, both in terms of attracting new talent and retaining. A multi-generational and diverse workplace, the new war for talent, swiftly evolving technology innovations and the evolution of new strategic talent solutions – with these disruptive game changers playing in tandem, the job market has undergone a paradigm shift to become extremely candidate focused. Today, it is critical for employers to have a buffet of choices and an employer brand that’s appealing to various layers of this talent strata”. Dr.Moorthy further added, “At this juncture, understanding workforce trends, expectations and key Employee Value Proposition (EVP) drivers are imperatives for organizations. For the last seven years, our employer brand research has been consistently adding value to this process by capturing the voice of the ecosystem by holding a mirror to the preferences of the current and potential workforce that has helped employers transform themselves into talent magnets”. Key findings from the Survey: -The younger workforce in India, aged 18-24 years is more oriented towards salary and benefits, long-term job security and good training. Workforce between 25-44 years – often the age when parental responsibility becomes significant, look for companies that offer a good work-life balance. - To the mature workforce of India, aged 45-65 years, salary and good work-life balance remain major drivers while choosing an employer. Since this age group might face challenges in finding a new job, they clearly prioritize long-term job security as well. - According to the survey results, large and multinational corporations emerge as the preferred workplace for employees across all profiles. However, IT professionals indicated that they would rather work in the dynamic start-up ecosystem over the SME sector. On the other hand, Engineering talent prefer working in start-ups over the public sector companies, reveals the survey. - The survey reveals that talent across all profiles in the country find company websites as the most trusted channel to verify brand reputation, followed by LinkedIn, which is used extensively by IT and Engineering talent.

Google emerges as the 'Most Attractive Employer'; here's what's making it India's favourite workplace

<ul><li><keyword id="31174" type="PERSON" weightage="20" keywordseo="brands">Brands</keyword> have seen early signs of recovery during <keyword id="126295" type="ORGANIZATION" weightage="20" keywordseo="Akshaya-Tritiya">Akshaya Tritiya</keyword> and <keyword id="6385850" type="UNKNOWN" weightage="20" keywordseo="Raksha-Bandhan">Raksha Bandhan</keyword> and their businesses are approaching normalcy. </li><li>After surviving the storm during the lockdown, brands have a lot of hope resting on the festive season to bring in cheer and profitability in their businesses. </li><li>With Ganesh Chaturthi around the corner, we decided to speak to a few brands across categories on how they are preparing for the festive season and what kind of expectations they have pinned on the latter half of the year for recovery. </li></ul>Brands are pinning a lot of hopes on the festive season this year to help them bounce back. They have started working on their advertising campaigns in full swing to win back consumer trust and help shape the <keyword id="29547" type="PERSON" weightage="20" keywordseo="Market">market</keyword> sentiment. The festive season, which begins in August and continues till January, often results in a disproportionate increase in demand of goods and services, marking an important period for most consumer brands. However, the pandemic this year has made consumers frugal and the current market unrest has taken a sharp toll on the total spends. As per Madison’s report, AdEx collapsed by as much as 65% because of COVID-19 in Q2, indicating how badly the economy has been performing so far. Last year for Television, the Indian Premier League (IPL), ICC World Cup and Elections in Q2’19 contributed around Rs 3,000 crore (34% to the TV AdEx in Q2’19). However, the pandemic removed both these money-spinners from the AMJ quarter this year, which has added to the decline. This year, brands are trying to come up with innovative solutions to reach out to their consumers at their door steps and are optimistic about seeing a stable growth in the next few months. Fashion e-commerce giant Myntra has seen early signs of recovery and <keyword id="1549018" type="PERSON" weightage="20" keywordseo="consumer-sentiments">consumer sentiments</keyword> picking up during Raksha Bandhan as it witnessed a surge in demand for women's ethnic wear, men’s occasion wear, kids wear, and accessories such as watches, handbags. It also saw 3.5 million customers shopping during the June edition of EORS, a testimony of how consumer sentiments are getting back on track. “The festive season, followed by winter, is the most exciting quarter for Myntra. This year we are expecting a massive scale and growth in festive buying as consumer sentiment continues to be strong. Myntra is already operating at a pre-lockdown scale, and this upcoming festive season will definitely help us in boosting our growth further. Our focus will continue to be on enhancing customer experience by providing high-quality merchandise in a curated and personalized store, along with safe and fast delivery. Our new customer acquisition is at an all-time high and we are ensuring we help them in all their lifestyle needs. We are witnessing a spike in our Tier II and Tier III customers and orders as well,” said Ayyappan Rajagopal, Head of Business, Myntra. Another new-age brand Melorra that specializes in modern jewellery, has managed to avoid the losses incurred by various other businesses during the pandemic months. It saw a 400% growth in the last financial year, and is confident of matching that level of growth with a strong performance in the upcoming festive season. “The festive season this year is expected to be even more impactful than the past for Melorra. Firstly, the lockdown that started in March slowed down the jewellery purchase due to disruption in the delivery logistics, and most of the people are looking to buy jewellery now that the deliveries have resumed. Given the pandemic, all festivities in the first 2 quarters of the FY was a washout, hence there could be a trend reversal during festive season – but not at the previous levels. Since the prices are also at an all-time high, customers would opt for lightweight and trendy gold jewellery that is not only stylish but also easy on the pocket. Melorra caters to women who live in the moment and do not keep gold stacked away in lockers like before. Hence, it is definitely a key period for the brand and the jewellery industry at large,” said Sharat Krishnan, Head of Marketing, Melorra. The festive season has always been the most important part of the year for the jewellery business. Titan has already seen 80% recovery because people are celebrating their milestones with their families at home. It has a campaign and launch of a new collection lined up for October. Ajoy Chawla, CEO Jewellery Division, Titan Company Ltd sees no reason why the festive season shouldn’t be as good as last year. “It would be as good as last year or slightly lesser. The most optimistic expectation is that it should be as good as last year. Even if it is 90% or 80% close to last year’s performance, that’s good. We’re currently seeing 80% recovery and this is my best estimate. We’ve seen this recovery because people are still celebrating milestones like anniversary, birthdays, etc. They understand that the reality is grim but how long can you keep your life on hold? They want to feel good. Also, Q3 is wedding season but the festive season is delayed this year so the season may start a little slower unless there are massive rebound cases. Some markets also take two steps forward and three steps back, there is always some fluctuation. However, after October, we are hoping to see more stability. We will also launch a new collection and campaign around October,” shared Ajoy Chawla, CEO Jewellery Division, Titan Company Ltd. On what the consumer sentiment would likely be this festive season, Nidhi Sinha, Head of Content, Mintel India said, "One of the most important things people are looking forward to once the restrictions of the pandemic are lifted is meeting friends and family. However, according to research from Mintel’s Global COVID-19 Tracker in August, 42% of Indian consumers are looking forward to meeting family and friends in person compared to 34% of consumers in early July. This desire has accelerated due to the onset of the festive season." Mintel's research data indicates that consumer sentiment is improving and there is more willingness to spend on luxury items and good brands in the market. Sinha added, "Ganesh Chaturthi, which is round the corner, would be one such important festival that would entail celebrations in a different way so as to be in line with the pandemic protocols. As people continue to be under restrictions due to the pandemic, this festival is expected to be low key compared to regular times. However, Mintel research highlights that 30% of Indian consumers are planning to spend more on clothes and accessories, presenting an opportunity for brands. This is indicative that people are planning to spend on indulgences despite a negative economic outlook. Brands like Gemini oil, Ferns and Petals and Cadbury have been very agile in talking about the changing face of the festivities and how it is an opportunity for people to spend such festivals at home with their loved ones.” Festive season is an important period for the retail industry. It is a time when consumer spending is at an all-time high. One of the leading sportswear brands PUMA has multiple new launches planned throughout the season to cater to increasing demand. Telling us how the consumer sentiment changed in retail, Abhishek Ganguly, General Manager, PUMA India and Southeast Asia said, “As we’re witnessing right now, online channels will continue to be a convenient option for consumers to shop. Given the precautions around health and safety, we are seeing people shop online or go to a store where they are confident about the hygiene measures being implemented. Having said that, as lockdown continues to be relaxed across the country, we are seeing a steady week-on-week increase in footfalls with consumers visiting our stores to buy fashion essentials.” On festive expectations, Ganguly added, “Over the last 3-4 months, we have been seeing steady growth across both our offline and online channels. The conversions have increased substantially from pre-Covid times as people exactly know what they want to buy and are shopping with a clear intent. Given the trend of how things are continuing to improve compared to the previous months, we are very hopeful of a strong September and October. We hope this trend continues through the festive season and beyond.” Electronics giant Philips has launched a few new products like Smart Hair Dryer, Eyebrows Trimmer this month to ride on the improving consumer sentiment due to the festive season. Gulbahar Taurani, Vice-President, Personal Health, Philips Indian Subcontinent, Philips India, said, “The trends indicate that this is going to be a good season. We will have our challenges in terms of supply chain, partial lockdown, movement of products because the number of COVID cases are going up. From a demand standpoint, we see a very positive sentiment. I believe that this is going to stay, which will drive the festive season. As a part of the festive season, we had a couple of new launches last month itself.” The furniture segment, which was on complete halt during the lockdown as it did not fall under essentials, is also gearing up for the festive months. Given that individuals are spending more time at home due to the lockdown, home-grown brand Pepperfry witnessed an uptick in demand for WFH furniture and décor. In fact, Pepperfry is already at 100% of its pre-lockdown sales volumes. Kashyap Vadapalli, Chief Marketing Officer &amp; Business Head, Pepperfry is now anticipating to see this trend boost their sales further as people continue to focus on making their home spaces better equipped for everything. The brand is upping its digital media game and has launched a new campaign called ‘Swadeshi is Great’. “Given that household products and celebrations at home play such an important role during the festive season, consumers are constantly looking to revamp/renovate the space such that the home category witnesses a natural upswing in demand during festivals. With this combination of consumer adaptation and brand innovation, we are positive about the consumers’ outlook and demand for categories like home décor and furniture. As consumers have become apprehensive with regards to shopping offline or even stepping outside, they are increasingly adapting to buying online. Our online business is already at 120% of pre-COVID levels. As we move along, we plan to keep innovating with digital tools to enhance our consumers’ buying experiences,” said Vadapalli. The sudden outbreak of the pandemic brought a lot of businesses to a standstill. However, one of the few sectors that have seen an upturn amid the nationwide lockdown is EdTech. Now, to evolve with changing times and to prepare for the upcoming festive season, upGrad is looking at altering its marketing strategy. It is shifting its spends towards TV as consumers would want to spend more time together, while supplementing it with digital. Telling us what kind of changes EdTech has gone through lately, Arjun Mohan, CEO-India, upGrad said, “Given the current scenario, consumer priorities are being re-calibrated. They are now undergoing a behavioral shift which is directly reflecting on their spends. Unlike earlier, individuals today have ample time and money to spend on upskilling options, which otherwise, was parked for a later date. upGrad has seen a big behavioral shift in the mindset of parents too towards learning online, as they have seen their kids benefiting from it in real-time. This is one of the major drivers that has created a massive demand for our specialised online programs, which not only enhances the domain knowledge, revise skill sets, etc. but also help professionals achieve desired career outcomes.” All brands voiced their confidence that the worst has passed, and the markets will only move towards normalcy hereon.

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