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<ul><li>Over 70 students at the SP Jain School of Global Management received job offers from Australia. </li><li>The average starting salaries stood at ₹27 lakh. </li><li>Other top overseas job locations include the US, UAE, Singapore, Japan and Germany among others.</li></ul>Australia has been luring Indian students with attractive pay packets and job offers. Of the cohort of 140 undergraduate BBA (Bachelor of Business Administration) students at SP Jain School of Global Management — which is on the Forbes list of top 20 international business schools — more than 70 secured <keyword id="639373" type="PERSON" weightage="20" keywordseo="jobs-in-australia">jobs in Australia</keyword> with average starting salaries of ₹27 lakh (AUD 55,000), as per the institute’s official release. “It comes as no surprise to us that a majority of students have chosen to start their careers in Australia. After completing the program, SP Jain students are entitled to a 2-year unrestricted Post Study Work Rights Visa and many of them take up this opportunity,” said Richard Coller, Director of Professional Readiness at S P Jain’s Sydney campus. Other top overseas job locations include the US, UAE, Singapore, Japan and Germany among others. Most of the offers came from Deloitte, Bank of Queensland, Mediacom, Mindshare and Schneider Electric. The top sectors of employment include sales &amp; marketing, finance and operations. Unlike other university degrees, <keyword id="3095901" type="PERSON" weightage="20" keywordseo="SP-Jain-Global">SP Jain Global</keyword> offers a four-year BBA programme. Students study in Singapore or Mumbai for the first Year followed by Dubai and Sydney. “Our students have had the unique advantage of studying in not one, but a minimum of three global cities – Singapore, Dubai and Sydney. At each location, they have had opportunities to pursue projects, out-of-class activities and internships that have made them very relevant and attractive to leading companies in Australia and around the world,” Coller added. It recently received the highest salary package ever at ₹45 lakh per annum for a student of its global MBA programme. See also: <a href="https://www.businessinsider.in/careers/news/90-mba-graduates-from-sp-jain-school-of-global-management-bag-international-offers-with-an-average-salary-of-20-lakh/articleshow/72251657.cms">90 MBA graduates from SP Jain Global bag international offers — with an average salary of ₹20 lakh</a> <a href="https://www.businessinsider.in/careers/news/iim-mba-finance-students-pick-ai-and-tech-roles-over-investment-banking/articleshow/72467406.cms">Recruiters explain why finance MBAs in India are looking beyond investment banking roles⁠— and rightly so</a> <a href="https://www.businessinsider.in/business/news/an-indian-billionaire-had-to-rework-his-philanthropic-programme-because-there-werent-enough-women-entrepreneurs/articleshow/71813950.cms">An Indian billionaire had to rework his philanthropic programme because there weren’t enough women entrepreneurs</a>

Australia emerges as the hottest employment destination for Indian graduates seeking overseas jobs

<ul><li>SP Jain School of Global Management has recorded the highest starting package as ₹45 lakh for its global MBA programme. </li><li> The average annual salaries of students also increase thrice over to ₹20 lakh — compared to ₹6.5 lakh before enrolling in MBA programme. </li><li>Over half of the students were extended international placement opportunities. </li><li>Top recruiters include KPMG, Deloitte, Adani and Barclays.</li></ul>SP Jain School of Global Management, which was recently ranked as the 12th best institute for international MBA programmes by Forbes, is living up to its laurels. Of the total 180 students, more than half of MBA graduates from the b-school have bagged international offers across locations like Singapore and Dubai. The top recruiters include KPMG, Deloitte, Adani and Barclays. It has received the highest salary package ever at ₹45 lakh per annum for a student of its global MBA programme. And it is not a one off case either. The average annual salaries of students also increase thrice over to ₹20 lakh — compared to ₹6.5 lakh before enrolling in MBA programme. In the last one year, starting salaries increased by 10%. “Our students have a unique edge when it comes to competing for global jobs. They have first-hand knowledge of how to operate and succeed in a global business environment. They know how to work in global teams; these skills have continued to reap rewards in the form of better jobs and salaries long after they graduate,” said Balakrishna Grandhi, Dean of the school’s full-time post-graduate programmes. The global MBA programme is a one-year course dedicated to professionals with minimum three years of experience. One in every four offers came from the consulting sector. Other emerging sectors were logistics and supply chain, IT and fintech. S P Jain Global is an Australian business school with campuses in Mumbai, Dubai, Singapore and Sydney. Last year, the B-school was ranked in the top five for international MBA, according to <keyword id="6513530" type="ORGANIZATION" weightage="20" keywordseo="times-higher-education">Times Higher Education</keyword> and the Wall Street Journal. See also: <a href="https://www.businessinsider.in/careers/news/over-1200-students-bag-pre-placement-offers-at-iit-delhi-iit-guwahati-iit-madras-iit-hyderabad-and-there-are-more-to-go/articleshow/72239289.cms">Over 1,200 IITians bag pre-placement offers — and there are more to go</a> <a href="https://www.businessinsider.in/education/news/b-school-students-get-summer-placements-but-for-technology-job-profiles/articleshow/72139265.cms">B-school students get summer placements — but for technology job profiles</a> <a href="https://www.businessinsider.in/careers/news/resolution-professionals-can-make-as-much-as-1-5-lakh-a-month-and-are-in-demand/articleshow/72136059.cms">Resolution professionals can make as much as ₹1.5 lakh a month and are in demand</a>

90 MBA graduates from SP Jain Global bag international offers — with an average salary of ₹20 lakh

Most human resources (HR) professionals feel that business schools are not doing enough to address the skills gap facing organisations, a survey said. 
 "Only 29 per cent of the respondents felt that business schools are actually addressing the skills required at the workforce," according to a research on HR and business outlook conducted by <keyword id="1433263" type="UNKNOWN" weightage="20" keywordseo="SP-Jain-School-of-Global-Management">SP Jain School of Global Management</keyword>. 

	A total of 61 per cent of HR professionals across organisations felt that business schools were somewhat addressing the skills gap and 10 per cent felt that B-schools were doing "very little". 
 

	The survey opined that this makes a very strong case for re-imagining management education itself. 
 SP Jain School of Global Management conducted the research across its campuses in Dubai, Singapore, Sydney and India among professionals from various sectors, including HR executives in <keyword id="34523" type="CITY" weightage="20" keywordseo="fmcg">FMCG</keyword>, <keyword id="34583" type="ORGANIZATION" weightage="20" keywordseo="pharmaceuticals">pharmaceuticals</keyword>, banking and financial services and hospitality sectors, among others. 

	The top skills identified as desirable for B-school graduates were managing complexity, innovative thinking, critical thinking and problem solving, effective communication skills, leadership and interpersonal skills, cultural sensitivity and diversity, decision making and problem solving, design thinking and dealing with ambiguity, it said. 
 Further, it said that promoting business growth has emerged as the top concern among <keyword id="674268" type="UNKNOWN" weightage="20" keywordseo="HR-managers">HR managers</keyword> across the world, followed by managing costs, enhancing employee engagement and retention, aligning business with HR strategy and attracting talent for key positions. 

	Clearly there is a transformation here as HR has always been seen as primarily only responsible for attracting and retaining key talent, it added. 
 

	HR managers across the world agreed that 'managing employee expectations' was one of the major concerns that they were grappling with. 
 

	This is followed by aligning business and HR strategy, developing effective HR programs, upskilling HR professionals for the future and adopting new technology, the survey said. 
 

	"The importance of HR can never be overemphasised. It is fast emerging as the bedrock on which performance of companies will be benchmarked," said Christopher Abraham, the architect of the survey and HR thought leader at the SP Jain School of Global Management. 
 

	The survey also explored the top five retention strategies. Innovative and engaging work topped the list, which spoke about how the new age workforce is keen to be involved and contribute. 
 

	This was followed by work-life balance programs, meaningful benefits and incentives, competitive remuneration options and leadership development programs.

B-schools not doing enough to bridge skills gap: Survey

Two Indian B-schools – IIM-Ahmedabad and SP Jain School of Global Management – are among the <a href="http://www.businessinsider.in/searchresult.cms?query=best+business+schools+in+the+world">best business schools in the world</a>, according to The Economist’s new rankings. 
 
While, IIM-Ahmedabad is a 50-year old legacy institution, SP Jain School is the youngest B-school in the world to be in the group of giants. It is only 11-year-old school. 
 
The Economist’s 2015 ranking has placed SP Jain Global in the company of Ivy league schools like <a href="http://www.businessinsider.in/searchresult.cms?query=Chicago+Business+School">Chicago Business School</a>, <keyword id="53675" type="ORGANIZATION" weightage="60" keywordseo="harvard">Harvard</keyword>, <keyword id="54274" type="ORGANIZATION" weightage="40" keywordseo="MIT">MIT</keyword>, <keyword id="1306104" type="ORGANIZATION" weightage="80" keywordseo="Sloan">Sloan</keyword>, Kellogg, <keyword id="42639" type="COMPANY" weightage="80" keywordseo="wharton">Wharton</keyword> and other big international schools. 
 
Six weeks ago SP Jain Global, which has campuses in Dubai, Singapore, Sydney and <a href="http://www.businessinsider.in/searchresult.cms?query=Mumbai">Mumbai</a>, was ranked as the 10th best international one-year MBA in the world by <a href="http://www.businessinsider.in/searchresult.cms?query=Forbes%27+rich+list+this+year+http://www.businessinsider.in/searchresult.cms?query=Forbes%27+rich+list+this+year+">Forbes</a>. 
 
For the past five of eleven years, SP Jain Global, which started its journey in 2004, has been ranked among the best schools in the world. 
 SP Jain School president Nitish Jain said: “The ranking has placed the school among the best <keyword id="107736" type="ORGANIZATION" weightage="100" keywordseo="Business-school">business school</keyword> in the world. It is humbling and, at the same time, electrifying!” 
 
(Image: Indiatimes)

SP Jain Global and IIM A make it to the ‘Economist Top 100 MBAs’ in the world list

<keyword id="2085190" type="UNKNOWN" weightage="100" keywordseo="Online-grocery-stores">Online grocery stores</keyword> are gaining popularity in India due to sheer convenience, ease of shopping and a fast-growing market. Globally, <keyword id="2085193" type="UNKNOWN" weightage="100" keywordseo="Online-grocery-retail">online grocery retail</keyword> is growing nearly 7 times faster than on-ground formats and the <keyword id="47445" type="UNKNOWN" weightage="100" keywordseo="Indian-market">Indian market</keyword> may soon catch up. For one, the <keyword id="156795" type="UNKNOWN" weightage="100" keywordseo="indian-retail-industry">Indian retail industry</keyword> is estimated to be worth over $500 billion (one of the world’s top 5 markets) and 30-40% of the businesses will be in the online retail space over the next 7 years., This presents a great opportunity for any form of e-tailing, especially the <keyword id="2085203" type="UNKNOWN" weightage="100" keywordseo="E-grocery-space">e-grocery space</keyword>. 
 As of now, <keyword id="2085207" type="UNKNOWN" weightage="100" keywordseo="Grocery-e-tailing-in-India">grocery e-tailing in India</keyword> is a largely unorganised space and poses a big challenge in terms of stiff <keyword id="2085206" type="UNKNOWN" weightage="100" keywordseo="Entry-barriers">entry barriers</keyword>. The traditional methods of inventory and <keyword id="2085212" type="UNKNOWN" weightage="100" keywordseo="Logistics-management">logistics management</keyword> call for intense cash-burning – a business condition most of the bootstrapped Indian start-ups fail to meet. Moreover, a <keyword id="2085209" type="UNKNOWN" weightage="100" keywordseo="Series-A-funding-crunch">Series A funding crunch</keyword> also compelled companies like Mumbai-based <keyword id="2048780" type="UNKNOWN" weightage="100" keywordseo="ShopVeg">ShopVeg</keyword> to shut down operations. Therefore, when another Mumbai-based start-up decided to start grocery e-tailing in the same year, things were not looking too exciting for the newcomer. But 22 months later, <keyword id="2009014" type="UNKNOWN" weightage="100" keywordseo="LocalBanya-com">LocalBanya.com</keyword> has managed to set up Mumbai’s first online supermarket and also raised <keyword id="6793689" type="UNKNOWN" weightage="100" keywordseo="Series-A-funding">Series A funding</keyword> for the next level of expansion. 
 Although there were predecessors that attempted various models of grocery retail in the digital space and failed, <keyword id="2047523" type="UNKNOWN" weightage="100" keywordseo="LocalBanya">LocalBanya</keyword> has adapted a <keyword id="2085214" type="UNKNOWN" weightage="100" keywordseo="Lean-business-model">lean business model</keyword> that relies on a convenient mix of <keyword id="96173" type="PERSON" weightage="100" keywordseo="warehousing">warehousing</keyword> and <keyword id="512818" type="UNKNOWN" weightage="100" keywordseo="cash-and-carry">cash-and-carry</keyword>. This has reduced the start-up’s dependence on capital-intensive operations and enabled it to put in place a thoroughly efficient <keyword id="118965" type="PERSON" weightage="100" keywordseo="Supply-chain">supply chain</keyword>. In addition, the company has adopted some unique measures to take <keyword id="2085217" type="UNKNOWN" weightage="100" keywordseo="Customer-convenience">customer convenience</keyword> to the next level. Want to know more about LocalBanya and how it works? Here is a snapshot that captures the start-up’s vision and viability. 
 
Who runs LocalBanya (www.localbanya.com): A team of three co-founders – <keyword id="2085179" type="UNKNOWN" weightage="100" keywordseo="Karan-Mehrotra">Karan Mehrotra</keyword> (<keyword id="5645" type="POSITION" weightage="100" keywordseo="CEO">CEO</keyword>), <keyword id="2085180" type="UNKNOWN" weightage="100" keywordseo="Rashi-Choudhary">Rashi Choudhary</keyword> (COO) and <keyword id="1251820" type="PERSON" weightage="100" keywordseo="Amit-Naik">Amit Naik</keyword> (<keyword id="238078" type="POSITION" weightage="100" keywordseo="CTO">CTO</keyword>). Karan is the brain behind LocalBanya and set up the entire infrastructure with just 14 employees. He is a <keyword id="163598" type="POSITION" weightage="60" keywordseo="computer-engineer">computer engineer</keyword> and prior to starting up, worked for his family business as a distributor for <keyword id="123278" type="UNKNOWN" weightage="100" keywordseo="FMCG-firms">FMCG firms</keyword>. He has 11 years of work experience in varied fields – from turning around a chain of restaurants to setting up metal fabrication plants to building a food distribution network. 
 Amit holds an MBA from IIM-Lucknow and he is also a Six Sigma Black Belt from the American Society for Quality. He had six years of top tier experience in ad-tech and earlier worked for <keyword id="1076906" type="ORGANIZATION" weightage="80" keywordseo="Directi">Directi</keyword> and <keyword id="45475" type="CITY" weightage="80" keywordseo="Larsen-Toubro">Larsen &amp; Toubro</keyword>. Rashi holds a Global MBA from <keyword id="1433263" type="UNKNOWN" weightage="60" keywordseo="SP-Jain-School-of-Global-Management">SP Jain School of Global Management</keyword> and brings four years of experience in <keyword id="6553136" type="UNKNOWN" weightage="100" keywordseo="retailing">retailing</keyword>, consulting and <keyword id="169305" type="ORGANIZATION" weightage="100" keywordseo="customer-service">customer service</keyword>. Prior to joining LocalBanya, she worked with the <keyword id="244481" type="COMPANY" weightage="60" keywordseo="Raymond-Group">Raymond Group</keyword>. 
 The trio had been working on the concept for some time and the site went live in May 2012. LocalBanya is now in beta and the e-grocer has over 130 employees operating across Mumbai, Thane and <keyword id="57321" type="PERSON" weightage="100" keywordseo="Navi-Mumbai">Navi Mumbai</keyword>. 
 
What inspired the venture: The desire to go one step ahead of your <keyword id="2085220" type="UNKNOWN" weightage="100" keywordseo="Local-grocer">local grocer</keyword> who accepts orders on phone. “Apparently, it was convenient but there was something lacking. You can’t browse the inventory when ordering on phone; the choices are not many (after all, a kirana or <keyword id="2085221" type="UNKNOWN" weightage="100" keywordseo="Mom-and-pop-store">mom-and-pop store</keyword> won’t keep exotic or imported items as those are a bit expensive) and finally, there’s no organised system (accountable, responsible and prompt),” says Karan. So up came LocalBanya, an online supermarket selling around 12,000 products across 17 categories and adding more every day. 
 
What’s the pitch: LocalBanya.com is an <keyword id="2085223" type="UNKNOWN" weightage="100" keywordseo="Online-convenience-store">online convenience store</keyword> dedicated to YOU (customers). The e-grocer offers high quality products and hassle-free delivery that save time, energy and money. “If you are <keyword id="62452" type="UNKNOWN" weightage="100" keywordseo="grocery-shopping">grocery shopping</keyword> 4-5 times a month or looking for something special, imagine the kind of supermarket trips you have to make and how you have to run from shop to shop,” points out Karan. “But having the entire bulk procured for you and delivered to your place, at the time you want it, would make things extremely convenient and lure the customers,” he adds. Karan, however, feels that the industry is huge enough to allow kirana stores, large-format retailers and e-retailers to survive and grow in the same marketplace. 
 
How it works: As of now, LocalBanya is targeting the <keyword id="6756404" type="UNKNOWN" weightage="100" keywordseo="urban-population">urban population</keyword> and the customer base varies from <keyword id="2085227" type="UNKNOWN" weightage="100" keywordseo="Single-professionals">single professionals</keyword>, <keyword id="632195" type="UNKNOWN" weightage="100" keywordseo="working-couples">working couples</keyword>, <keyword id="168112" type="UNKNOWN" weightage="100" keywordseo="Nuclear-families">nuclear families</keyword> and <keyword id="3216" type="ORGANIZATION" weightage="100" keywordseo="students">students</keyword> fending for themselves to <keyword id="1400200" type="UNKNOWN" weightage="100" keywordseo="new-mothers">new mothers</keyword>, <keyword id="20566" type="UNKNOWN" weightage="100" keywordseo="senior-citizens">senior citizens</keyword> and even <keyword id="2085229" type="UNKNOWN" weightage="100" keywordseo="Large-families">large families</keyword>. 
 “People come to us for a wide selection of goods (otherwise, they will have to visit 2-3 stores to make a purchase), convenience and great pricing. We deliver that convenience with exceptional levels of customer service, <keyword id="2085230" type="UNKNOWN" weightage="100" keywordseo="Preferred-delivery-times">preferred delivery times</keyword>, same-day deliveries, fresh produce and efficient &amp; reliable suppliers. We also take product suggestions from our customers and ensure that the products are online in a fortnight,” details the LocalBanya team. The <keyword id="2085232" type="UNKNOWN" weightage="100" keywordseo="Procurement-model">procurement model</keyword> includes a convenient mix of warehousing and just-in-time (<keyword id="377986" type="ORGANIZATION" weightage="100" keywordseo="JIT">JIT</keyword>) deliveries from a host of suppliers including <keyword id="34523" type="CITY" weightage="80" keywordseo="fmcg">FMCG</keyword> companies, cash-and-carry outlets and other distributors. 
 Shopping for groceries on the LocalBanya platform is also kept simple. You just have to register or connect through Facebook before browsing the categories and the products. Once you make the purchase, the order is processed and ready for delivery within 6 hours. Delivery is done as per your time slot selection. The company offers 6 slots (of 2 hours each), from 7 in the morning until midnight, and one can choose any of those. Customers also enjoy <keyword id="2085234" type="UNKNOWN" weightage="100" keywordseo="Banya-Points-rewards-programme">Banya Points rewards programme</keyword> and these points are redeemed for cash discounts on every purchase. 
 
Claim to fame: <keyword id="900658" type="UNKNOWN" weightage="100" keywordseo="traction">Traction</keyword> and <keyword id="232730" type="POSITION" weightage="100" keywordseo="business-model">business model</keyword>. The start-up claims that it currently reaches over 10,000 homes a month and delivers 500-plus orders a day. Interestingly, nearly one-third of its orders are from <keyword id="1189616" type="UNKNOWN" weightage="100" keywordseo="institutional-clients">institutional clients</keyword> while senior citizens and <keyword id="58225" type="ORGANIZATION" weightage="100" keywordseo="NRIs">NRIs</keyword> constitute over 16% of the customer base. But what matters most is the <keyword id="2085235" type="UNKNOWN" weightage="100" keywordseo="Lean-infrastructure">lean infrastructure</keyword> set-up for reducing asset liabilities. 
 
Show me the money: Since its <keyword id="85080" type="ENTERTAINMENT" weightage="100" keywordseo="Inception">inception</keyword> in May 2012, LocalBanya has done around Rs 15 crore in gross revenues. The start-up is projected to grow 40% month on month over the next 15-18 months and eyes <keyword id="486782" type="UNKNOWN" weightage="100" keywordseo="break-even">break-even</keyword> in the existing markets (Mumbai, Thane and Navi Mumbai) by June this year. 
 LocalBanya was initially bootstrapped, but has already raised two rounds of <keyword id="6357455" type="EVENT" weightage="100" keywordseo="Funding">funding</keyword>. It is now in talks with investors to raise a Series B round by March 2014. In January this year, the start-up secured an undisclosed amount in Series A funding from <keyword id="2009015" type="UNKNOWN" weightage="80" keywordseo="Karmvir-Avant-Group">Karmvir Avant Group</keyword>, a real estate developer in Mumbai. Earlier, it had raised funding from <keyword id="2085241" type="UNKNOWN" weightage="100" keywordseo="Times-Groups-Brand-Capital-Springboard">Times Group’s Brand Capital Springboard</keyword> platform. “The Series A round will last us for a year and help fuel our growth at a faster rate as we scale up operations, hiring and marketing. We are also looking to start operations in a new city within a quarter,” says Karan. 
 
Biggest challenge: Competition abounds in online grocery retail space but containing cash-burning is most crucial when it comes to inventory, supply chain and logistics. Streamlining the supply chain and <keyword id="2085210" type="UNKNOWN" weightage="100" keywordseo="Inventory-management">inventory management</keyword> is an uphill task but a lean procurement set-up, use of <keyword id="2085238" type="UNKNOWN" weightage="100" keywordseo="Leased-delivery-vehicles">leased delivery vehicles</keyword>, <keyword id="2085242" type="UNKNOWN" weightage="100" keywordseo="In-house-delivery-personnel">in-house delivery personnel</keyword> (for ease of management) and a well-structured <keyword id="2085243" type="UNKNOWN" weightage="100" keywordseo="Region-mapping">region mapping</keyword> that enables effective coverage of the city have helped the start-up cut down on costs. 
 
Five takeaways: In nearly 2 years of operation, LocalBanya has seen some interesting trends in <keyword id="2085200" type="UNKNOWN" weightage="100" keywordseo="Online-grocery-shopping">online grocery shopping</keyword> behaviour and Karan &amp; his team want to share it with the budding wannapreneurs and all our readers. So here we go: 
 
59% of the transactions on the site are done by women. 
 
Senior citizens are a sizeable 14% of the customer base due to the convenience of online retail. 
 
A sizeable 2.1% of transactions are done by NRIs to have groceries delivered to their relatives in Mumbai. 
 
Institutional clients including restaurants, corporate houses, co-operative societies and any other organisation requiring groceries in bulk have seen the advantage of e-grocery and 29% of the business comes from these channels. 
 
Around 11% of LocalBanya’s deliveries are done during the 10 pm-12 midnight slot. And the last trend brings us back to the convenience factor. How many e-grocers or physical retail stores in India would be doing that in a bid to break out of the pack?

This E-grocery Start-up Uses A Lean Model For Its Online Supermarket; In Talks To Raise Series B
Funding

<ul><li>The National Education Policy, which has many welcome steps for students in the country, also allowed <keyword id="6726010" type="UNKNOWN" weightage="20" keywordseo="foreign-universities">foreign universities</keyword> to set up campuses in India.</li><li>The latest policy will also facilitate Indian <keyword id="37181" type="ORGANIZATION" weightage="20" keywordseo="colleges">colleges</keyword> to set up campuses abroad and has also encouraged student exchange programs between Indian and established institutions abroad.</li><li>Earlier, under The Foreign Educational Institutions Bill (2010), international colleges could offer courses in India only through a partnership with an Indian college. </li></ul>Over <a href="https://www.reuters.com/article/us-india-education/india-opens-door-for-foreign-universities-under-new-education-policy-idUSKCN24U2K6">750,000 </a>Indian students are studying in colleges abroad and most of them incur expenses running over lakhs for even a year of education in some of the prestigious colleges. But soon, the Indian students' aspiration of having an Ivy League name on their resume, can be a ‘closer’ dream now. The Indian government’s historic changes to the National Education Policy, which has many welcome steps for students in the country, also allowed foreign universities to set up campuses in India. With this, India has opened the doors for the world’s top 100 universities to operate in the country. “A legislative framework facilitating such entry (of foreign universities) will be put in place, and such universities will be given special dispensation regarding regulatory, governance, and content norms on par with other autonomous institutions of India,” says the policy. The latest policy will also facilitate Indian colleges to set up campuses abroad and has also encouraged student exchange programs between Indian and established institutions abroad. “"Research/teaching collaborations and faculty/student exchanges with high-quality foreign institutions will be facilitated, and relevant mutually-beneficial MOUs with foreign countries will be signed,” said the policy. The move from the government has been appreciated by many as it will boost India’s image as the centre of education. “Allowing Indian universities to set up offshore campuses as well as facilitating foreign universities to operate in India, will not only increase the quality of education, but also strengthen India’s position on the map as a global education destination,” said Nitish Jain, President, SP Jain School of Global Management. Earlier, under The Foreign Educational Institutions Bill (2010), international colleges could offer courses in India only through a partnership with an Indian college. However, academicians have also noted that the entry of foreign colleges in India <a href="https://www.newindianexpress.com/nation/2020/jul/30/national-education-policy-evokes-mixed-reactions-among-academicians-2176810.html">should not be </a>without any regulations. SEE ALSO: <a href="https://www.businessinsider.in/education/news/india-revamps-its-education-policy-after-34-years-scraps-mphil-proposes-vocational-courses-from-class-6-ug-colleges-to-become-autonomous/articleshow/77241851.cms">India revamps its education policy after 34 years — scraps MPhil, proposes vocational courses from class 6, UG colleges to become autonomous</a> <a href="https://www.businessinsider.in/education/news/national-education-policy-evokes-mixed-reactions-among-academicians/articleshow/77254913.cms">National Education Policy evokes mixed reactions among academicians</a>

India’s new education policy to bring top global universities closer home for students

<ul><li>Market regulator SEBI has sought explanation from mutual funds for delaying payments due to investors.</li><li>Top mutual funds in India are citing reasons to delay repaying investors' money.</li><li>The crisis in India's shadow banks caused by massive defaults by IL&amp;FS and Essel Group is unraveling.</li><li>The Economist had warned of such a crisis earlier calling it India's 'Lehman moment'.</li></ul>When an investor buys a mutual fund, specifically invests in a fund that lends money to corporate borrowers, for a fixed period of a time, it is expected that the fund would return the money to the borrower at the end of the tenure based on the agreed terms. That trust that keeps the mutual fund market running is being tested in India. Two of the country's biggest fund houses, that invest the money pooled in from eager investors, have sought <a href="https://economictimes.indiatimes.com/mf/mf-news/essel-group-troubles-have-hdfc-kotak-mutual-fund-seeking-roll-overs/articleshow/68828851.cms" data-type="tilCustomLink" target="_blank">to delay the payments due to the clients</a>. Market regulator, the Securities and Exchange Board of India, has finally swung into action and has written to Kotak Asset Management Company and HDFC Asset Management Company seeking clarification regarding delays in repayment to investors of fixed maturity plans, <a href="https://www.cnbctv18.com/finance/fmp-crisis-kotak-mutual-funds-hdfc-amc-under-sebi-lens-2942511.htm" data-type="tilCustomLink" target="_blank">according to a CNBC-TV18 report</a>. On Monday, Kotak Mutual Fund informed its investors that it would not be able to redeem the securities held by the investors because one of its loans, to the struggling Zee Group has soured. The borrower has sought additional time to repay the debt, and the investors who had trusted their savings with the fund have become collateral damage. 
 <div type="image" title="cotakBI8 (1)" msid="68843945" hostid="261"></div>



 HDFC Mutual Fund, the country’s largest, said it would roll over one of its fixed maturity plans, which is due for redemption on April 15. However, this financial services major that manages billions of people's wealth, has given the payment delay an ironic twist. “The purpose of rollover/ extension is due to current interest rate scenario and portfolio positioning, the yields prevailing in the short maturity bucket present an option for investors to lock in their investments at current prevailing yields,” HDFC MF told its investors. Break it down In simple words, the company is citing high interest rates for short-term loans as an opportunity to reinvest the money that is due. However, can they take that decision unilaterally, without the investors' consent? "Extensions are not possible unless the investors agree. Something like 75% of the investors in that particular scheme have to agree to a rollover. Otherwise a close-ended debt fund has to mature and the money has to be given," Ananth Narayan, professor of finance at SP Jain Institute of Management and Research, told a television channel. The question to ask is will a bank give you more time to pay your dues because someone else failed you? No. Similarly, the fund house is trusted to repay the investors' at maturity, the end of a previously agreed time period. At that point, the choice is with the investors if they want to roll-over the investment for a longer duration or redeem it right away. "We will have to wait for more details. It seems similar to the Kotak situation where some papers might not be liquid enough which is why this option is being provided to investors. I will be very happy if I am wrong and the company clarifies very soon.," Narayan added in his comments. If indeed HDFC Mutual is in a hurry to make the most of rising short-term interest rates in the market, it could start a new fund and investors can be invited to pool in money again based on a new agreement. What seems to be missing in the fund's offer is an explicit consent. Lehman moment The fear in the market is that an increasing number of mutual funds are trying to brush their bad investments in companies like IL&amp;FS, Essel Group etc. under the carpet. In late 2018, many bad business decisions of the past led a set of Indian behemoths to default on their loans leaving behind a financial mess that <a href="https://www.economist.com/business/2018/11/08/indias-banking-system-is-flirting-with-a-lehman-moment" data-type="tilCustomLink" target="_blank">the Economist called India's Lehman moment</a>. The reference is to the collapse of the global investment bank, Lehman Brothers, in 2008 that led to the <keyword id="83197" type="ORGANIZATION" weightage="20" keywordseo="Global-financial-crisis">global financial crisis</keyword> and a widespread panic that shut all taps for credit across the world. The fear was more Indian financial firms may face losses in the days to come that may lead to a cash crunch and panic within the country, something that seems increasingly plausible with the recent sequence of events. The shadow banks, non-banking financial companies and mutual funds, which had lent money to IL&amp;FS and Essel Group to stand have their backs broken by the massive unpaid dues. IL&amp;FS had a debt of $13 billion when it defaulted on some of it. About 10 fund houses had lent to 16 companies belonging to Essel Group with the promoters' shares as security. To their surprise, the fund managers found out later that some of those shares were already pledged to other lenders. India's problem with unpaid loans, and those at the risk of default, is much bigger than these two. In <a href="https://www.business-standard.com/article/finance/npa-woes-india-beats-italy-to-be-world-s-worst-non-performing-loan-ratio-119021900322_1.html" data-type="tilCustomLink" target="_blank">February this year</a>, the country beat Italy to bag the infamous of having the world's highest proportion of bad loans. What was earlier seen as a problem limited to the banks, it is now becoming evident that the damage may be far wider. Now, the small investors fear for their money that is stuck with the stressed mutual funds. The market regulator SEBI that is expected to protect small investors is still silent. SEE ALSO: <a href="https://www.businessinsider.in/markets/lok-sabha-elections-2019-adds-to-the-markets-fears-from-us-fed-minutes-and-imf-forecast/articleshow/68826392.cms" data-type="tilCustomLink" target="_blank">India's 2019 election is only one of the market's many worries</a>

India's 'Lehman moment' seems closer than ever as top mutual funds defer dues to investors

<ul><li>Global advertising company Media.net is looking to hire engineering and management graduates across India. </li><li>The company plans to recruit over 60 engineering students from the top Indian institutions — including Indian Institutes of Technology (IITs). </li><li>The remuneration for engineering job roles will range from ₹15 lakhs to ₹28.5 lakhs and upto ₹34 lakhs for managerial roles.</li></ul>Global advertising company Media.net is looking to hire engineering and management graduates across India. The company plans to recruit over 60 engineering students from the top institutions including Indian Institutes of Technology (IITs), Indraprastha Institute of Information Technology (IIIT), Birla Institute of Technology and Science(BITS)and National Institute of Technology (NITs). These include jobs across software development and DevOps (Site Reliability) domains. According to the company, the remuneration for these job roles will range from ₹15 lakhs to ₹28.5 lakhs, depending on the role. Other than the core software roles, it will also hire nearly 80 freshers as web developers, UI developers, database engineer, business development associates, research analysts, and aata analysts. “With a major share of the marketers’ budget being allocated to digital ads, there is widespread demand for professionals to meet the growing needs of customers. These new hires will bring with them innovative ideas and help us build a next-gen technology platform,” the company said in a statement. While for the managerial roles, it is absorbing talent from top b-schools in India, including Indian School of Business (ISB), Indian Institutes of Management (IIMs) and SP Jain Institute of Management and Research for product management, product analytics, and product marketing roles. The average starting salaries can go as high as ₹12 lakhs to ₹34 lakhs. Media.net’s has an employee base of over 1,300 people working in areas like software development, analytics, business development, sales and marketing. See also: <a href="https://www.businessinsider.in/careers/news/indias-top-b-school-graduates-are-being-paid-over-2-lakh-for-summer-internships/articleshow/71500201.cms">India’s top b-school graduates are being paid over ₹2 lakh for summer internships</a> <a href="https://www.businessinsider.in/education/news/b-school-students-get-summer-placements-but-for-technology-job-profiles/articleshow/72139265.cms">B-school students get summer placements — but for technology job profiles</a> <a href="https://www.businessinsider.in/careers/news/90-mba-graduates-from-sp-jain-school-of-global-management-bag-international-offers-with-an-average-salary-of-20-lakh/articleshow/72251657.cms">90 MBA graduates from SP Jain Global bag international offers — with an average salary of ₹20 lakh</a>

A global adtech firm is looking for over 130 new engineering and management freshers in Mumbai and Bengaluru

The launch of <keyword id="18635" type="CITY" weightage="100" keywordseo="Amazon">amazon</keyword> go, has brought the conversation back to <keyword id="35621" type="UNKNOWN" weightage="100" keywordseo="e-commerce">e-commerce</keyword>. For the last one month, India has been talking about de-monetisation; which in itself is a fillip to digital buying. But when global technological breakthroughs like amazon go, change the paradigm, and challenges a whole industry- how do local players cope? 
 Theres no denying that Amazon and <keyword id="302749" type="COMPANY" weightage="100" keywordseo="Alibaba">Alibaba</keyword> are global commerce brands. Theres also no denying that they have major advantages, when they enter new markets; especially as they have operated successfully in various geographies have some unique advantages while entering into new local markets. 
 And free markets are good news. Most developing counties are now easing the Foreign Direct <keyword id="6355120" type="ORGANIZATION" weightage="100" keywordseo="investment">Investment</keyword> routes and with the western markets maturing, <keyword id="2801312" type="UNKNOWN" weightage="100" keywordseo="global-e-commerce">global e-commerce</keyword> firms are constantly looking more attractive markets elsewhere. Euromonitor estimates that Global e-commerce sales went up from US$ 994 Billion in 2015 to US$ 1155 Billion in 2016 and is expected to touch US$ 1506 by year 2018. 
 
As more and more e-commerce firms get the global tag, lets look at factors that give global commerce firms an added edge. 
 
1. Proven customer value preposition: Global e-commerce companies know how to capitalize on their distinct customer value preposition well. This also helps in fast and effective positioning of the company as the new customers would know what to expect. If handled suitably this can be a great advantage as the company need not invest more resources in customer education and can benefit immensely from the existing awareness and image even while entering in the new local markets. 
 
2. Time-Tested portal and logistics operations: The success of an e-commerce enterprise depends on how well the company handles and integrate the web portal operations with fulfilment and logistics. Global companies have tried and tested approaches that help them to scale up operations effectively. Their pre-existing Information systems and business process alignment is a major strength. They can replicate their best suited practices in the new local markets while a new local player has to go through this critical cycle of learning which can put the local player in a stark disadvantage. In the context of global e-commerce, perfection in the alignment of IT and business process is indeed the ‘silver bullet’. 
 
3. Knowledge and know-how: Global e-commerce companies also come with a vast knowledge and experience of previously entered markets. This provides valuable customer insights and companies develop their intellectual property which helps them in serving newer markets swiftly as compared to new local players. 
 
4. Minimal Investment in additional e-commerce infrastructure: Technically it is possible for global e-Commerce companies to roll out their new country specific e-commerce portals on the fly. As they have already dedicated e-commerce infrastructure for their existing operations across geographies, it is not difficult to set-up fully functional country specific web portals. Of course this has to be adequately supported by local business operations as is needs the actual ‘boots on the ground’. However, the IT investments needed for an incremental portion of shared infrastructure is minimal. On the same note, IT security, payment and transaction handling capabilities also need not be reinvented for a new market entry. 
 
5. Diverse international talent pool: Global e-commerce companies also generally have diverse talent pool to handle intricacies of new regional and cultural setup while entering into local markets. Regional and cultural sensitization is extremely important to align well with new local markets. 
 
6. Appetite for acquisitions: Sometimes global firms venture into major acquisitions to support their local market entry; and they know what to look for. They have their global operations to fund or support such strategies. Successful local or small firms often are seen as acquisition targets by such global e-commerce companies. 
 
7. Penchant for diversification and evolving new marketspaces: To support local operations the global players often take a mentor approach; they tend to create new marketspaces to facilitate e-commerce between new stakeholder communities like Business-to-Business, Consumer-to-Consumer, reverse auctions etc. E-Bay is a classic example where they have ventured in to new countries aggressive acquisition during the last decade. 
 
However, it is important to note that there are some exceptions, some peculiar geographies (such as China, Russia etc) where some of the above cited advantages may not be obtained fully. Such countries are peculiar because of various reasons, most notably because of their regulatory restrictions or limited ease of doing business. Multinational e-commerce players successful elsewhere may not get an easy foothold in such countries because of either the governmental control over markets or lack of transparency over economic and market policies. 
 
So if an amazon or flipkart or snapped want to enter these countries, from a cultural, social and language perspective,regulatory perspective; such markets are inherently difficult to enter. Amazon’s typical path to success – buying market share – has been repeatedly blocked since it entered China in 2004. Analysts peg Amazon's share of the Chinese online retail market at less than 1.5 percent. The situation became so bad, that Amazon had to open a store on rival Alibaba’s Tmall platform, where it pays fees to the Chinese e-commerce giant! 
 
Largely, in open economies, advantages such as agility and relatively smaller size that local players have, are edged out by the massive scale of global e-commerce companies. In a nutshell, its all about the batting turf. 
 
(About the Author: This article is authored by Prof Dhrupad Mathur, who is Astt. Dean – Executive MBA,SP Jain School of Global Management, Dubai)

How behemoth global e-commerce flex their muscles

<keyword id="6391015" type="UNKNOWN" weightage="20" keywordseo="Finance-Minister-Arun-Jaitley">Finance Minister Arun Jaitley</keyword> would be presenting his third budget at a time when the <keyword id="47890" type="ORGANIZATION" weightage="20" keywordseo="global-economy">global economy</keyword> is undergoing severe stress. China has slowed down, the North Korean missile tests and the South China seas dispute has escalated tensions in the Asia Pacific region. 
 
Europe has been hustled from one major identity crisis to another with the refugees adding a new dimension coupled with the credible threat of major terrorist attacks across Europe. 
 
Also, Russia believes that the US and its allies are pushing for a new Cold War. 
 
All these factors have dampened prospects of an early recovery of the global economy. 
 
Many see the stage set for India to finally emerge as the rising star because of its GDP growth rates, a gung-ho PM and signs of relative calm in an otherwise volatile global environment. Despite this, India Inc appears to be viewing the forthcoming budget with restraint, largely because the previous two budgets were disappointing. But more importantly, the prevailing perception that the government is high on promises but falls short of delivery has tempered expectations. 
 
As regards the feel-good factor that the 7.4 per cent GDP growth rates ought to have triggered, certain obvious facts are significantly confronting. 
 
First, no one seems to be feeling the positive effects of growth. The price of everyday food items has sky-rocketed. Second, farmer suicides continue unabated. Depressed rural demand has exacerbated inequalities vis-à-vis urban India. At another level, the previous budget significantly reduced allocations in the social sector, especially education, housing and health, which has had its multiplier effect. And finally, for the past four years, corporate India has shown a net decline in profits. 
 
These have serious foreign policy implications. After all, foreign policy is the creation of a brand. When the Prime Minister surprised domestic and international interlocutors with his special interest in foreign policy, his affable charm won friends and helped establish personal equations. He promised a new and open India. India’s brand value shot up globally. Brands need to be nurtured and nourished. If they are not, they suffer damage. 
 
The Prime Minister announced a series of new programmes, such as, Swachh Bharat, Digital India, Make in India, Smart India, Skilling India, etc. Each of these had a positive resonance in terms of public perception but were not accompanied by a clear road map. 
 
In the case of Make in India, the legal framework continues to remain fuzzy. Consequently, these programmes have failed to excite global investors and are likely to remain elusive unless there is clarity and transparency on tax laws, a clear intellectual property regime, the ease of doing business, a fast-track dispute settlement regime, simplified customs procedures, a strong enforcement system against corruption etc. 
None of these are likely to materialize overnight because they are built on vested interests, many of whom enjoy strong political patronage. This will damage Brand India. 
 
Similarly, the Prime Minister’s commitment to Central Asian Republics, SAARC countries and to Africa, in particular, for developmental assistance was warmly welcomed. How quickly these are translated into action would require substantial financial outlay and a plan for the early implementation of projects. Slippage would discredit the Prime Minister’s assurances and damage Brand India. 
 
Unless the budgetary exercise is rooted in promises made, the third budget would go the way of the earlier two. Unfortunately, this time around, given the Prime Minister’s multiple promises on the foreign policy front, it would also seriously dent India’s credibility. 
 
(The article is authored by Amit Dasgupta. Dasgupta, a former diplomat, heads the Mumbai campus of the SP Jain School of Global Management)

Foreign policy expectations from Budget 2016-17

<a href="https://www.businessinsider.com/layoffs-pivots-race-for-ai-supremacy-inside-google-tumultuous-2023-2023-12"></a><ul class="summary-list"><li>This post originally appeared in the Insider Today newsletter.</li></ul>Happy Friday! If you're going to the airport for some holiday travel, check out these tips from an expert<a href="https://www.insider.com/tsa-precheck-security-etiquette-to-get-through-fast-2023-10"> so you don't hold up the security line</a>.In today's big story, we're looking at how Google's rocky year left some wondering if<a href="https://www.businessinsider.com/layoffs-pivots-race-for-ai-supremacy-inside-google-tumultuous-2023-2023-12"> the tech giant's culture has changed forever</a>.What's on deck: <ul><li>Markets:<a href="https://www.businessinsider.com/who-bobby-jain-has-hired-jain-capital-hedge-fund-launch-2023-12"> Everyone Bobby Jain has hired</a> ahead of his massive hedge fund launch.</li><li>Tech: In a tough year for startups, only<a href="https://www.businessinsider.com/new-unicorn-startups-created-this-year-2023-12"> 44 companies reached unicorn status</a>.</li><li>Business: If you want to work multiple jobs,<a href="https://www.businessinsider.com/overemployed-remote-jobs-full-time-workers-advice-find-second-role-2023-12"> look for these roles</a>.</li></ul>But first, it's not like it used to be.If this was forwarded to you, <a href="https://www.businessinsider.com/subscription/newsletter/insider-today">sign up here.</a><h3>The big story</h3><h2>Searching for a solution</h2><a href="https://www.businessinsider.com/layoffs-pivots-race-for-ai-supremacy-inside-google-tumultuous-2023-2023-12"></a><div type="image" title="A graphic that shows the Google logo being slowly pixellated away" height="500" width="1000" msid="106217306" hostid="261" sizebytes="8196"></div>The company synonymous with search had to do some soul-searching in 2023. Google's tumultuous year included layoffs and participation in a hyper-competitive AI race. Now, some current and former staffers wonder if the past 12 months have changed<a href="https://www.businessinsider.com/layoffs-pivots-race-for-ai-supremacy-inside-google-tumultuous-2023-2023-12"> the company's iconic culture forever</a>, Business Insider's Hugh Langley reports. The<a href="https://www.businessinsider.com/google-layoffs-jobs-alphabet-work-employees-staff-sundar-pichai-2023-1"> January job cuts</a>, which some perceived as being handled<a href="https://www.businessinsider.com/google-layoffs-employees-psychological-safety-2023-1"> unusually coldly</a> by Google, have been one sticking point. Coupled with how Google<a href="https://www.businessinsider.com/google-document-bureaucracy-slime-mold-staff-frustration-2023-1"> scrambled to respond to OpenAI's ChatGPT</a>, some view what was long considered the best place to work in Silicon Valley<a href="https://www.businessinsider.com/layoffs-pivots-race-for-ai-supremacy-inside-google-tumultuous-2023-2023-12"> in a much different light</a>. "It's pretty disappointing to see Google really make the final transformation into a typical big company, focused on short-term shareholders above all else," a former long-time Google employee who was laid off in January told Hugh.<a href="https://www.businessinsider.com/layoffs-pivots-race-for-ai-supremacy-inside-google-tumultuous-2023-2023-12"></a><div type="image" title="Google CEO Sundar Pichai" height="666" width="888" msid="106217307" hostid="261" sizebytes="26178"></div>But Google employees' losses have been investors' gains. Google's year of efficiency has been a boon for its stock.Shares of Alphabet, Google's parent company, are up more than 55% this year. That's far better than the S&amp;P 500 — up roughly 24% — and on par with how fellow Big Tech companies Apple and Microsoft have fared. Focusing on the bottom line might be a tough pill to swallow for some Googlers, but it's the natural progression for a company. Microsoft, for example,<a href="https://www.businessinsider.com/openai-employees-did-not-want-to-work-for-microsoft-2023-12"> might not be some engineers' dream job</a>, but it's still managed<a href="https://www.businessinsider.com/microsoft-amazon-google-ai-aws-artificial-intelligence-cloud-sales-2023-10"> to stay ahead of the curve in many ways</a>.Meanwhile, the buzzy companies that tout their innovative ways aren't always a shining example of stability, as demonstrated by <a href="https://www.businessinsider.com/news-today-november-22-sam-altman-openai-return-tech-ai-2023-11">OpenAI's shocking ouster-turned-reversal</a>.<h2>3 things in markets</h2><a href="https://www.businessinsider.com/who-bobby-jain-has-hired-jain-capital-hedge-fund-launch-2023-12"></a><div type="image" title="Bobby Jain" height="500" width="1000" msid="106217308" hostid="261" sizebytes="47558"></div><ol><li> Bobby Jain is planning a monster hedge fund launch in 2024. Here's who he's hired so far. Jain Global's launch next summer has been highly anticipated by the industry.<a href="https://www.businessinsider.com/who-bobby-jain-has-hired-jain-capital-hedge-fund-launch-2023-12"> We've got a running list of the executives he's scooped up</a> from top firms like Goldman Sachs, Citadel, and Morgan Stanley.</li><li> Investors are enthusiastic about the market. But can it last? Stocks hit record highs during an eight-week rally. But the bullish perspectives might be going overboard and could be<a href="https://markets.businessinsider.com/news/stocks/stock-market-enthusiasm-turns-excessive-amid-rally-to-record-highs-2023-12"> a sign the market is topping out</a>.</li><li>US banks are on pace to take an absolute bath on commercial real estate. The industry could face a massive crash, leading to<a href="https://markets.businessinsider.com/news/stocks/commercial-real-estate-crash-bank-losses-interest-rates-2024-2023-12"> as much as $160 billion in additional losses for banks</a>. According to a new paper, 44% of office loans are underwater, and 20% of all commercial real estate loans could default.</li></ol><h2>3 things in tech</h2><a href="https://www.businessinsider.com/new-unicorn-startups-created-this-year-2023-12"></a><div type="image" title="Sam Altman presenting onstage." height="699" width="1024" msid="106217309" hostid="261" sizebytes="15904"></div><ol><li> The full list of unicorn startups in North America this year. Only<a href="https://www.businessinsider.com/new-unicorn-startups-created-this-year-2023-12"> 44 startups reached unicorn status</a> ($1 billion) this year, compared to 195 in 2022. The newest unicorns include OpenAI and Liquid Death.</li><li> How startups are creatively celebrating the holidays amid an industry-wide cash crunch. Some are<a href="https://www.businessinsider.com/startups-cutting-back-on-holiday-parties-celebrations-2023-12"> scaling back their holiday parties</a> or foregoing them entirely. Meanwhile, others are offering PTO, planning work retreats, or attending industry events instead.</li><li>To make the most money working in tech, live in San Francisco. Pay in cities like Austin, Portland, and Denver increased during the pandemic but has since dropped. New data shows that<a href="https://www.businessinsider.com/make-most-money-tech-san-francisco-salary-sf-bay-area-2023-12"> San Francisco tech pay</a> is up the most.</li></ol><h2>3 things in business</h2><a href="https://www.businessinsider.com/experts-predict-top-adtech-martech-acquirers-in-2024-2023-12"></a><div type="image" title="A little girl wearing sunglasses and holding shopping bags" height="749" width="999" msid="106217310" hostid="261" sizebytes="45128"></div><ol><li> Experts predict which companies will be the most active acquirers of advertising businesses. After a slow 2023, advertising M&amp;A is<a href="https://www.businessinsider.com/experts-predict-top-adtech-martech-acquirers-in-2024-2023-12"> expected to rebound next year</a>. And industry experts predict that companies like Accenture and Walmart will lead the way.</li><li> The top jobs for people working multiple roles. Secretly<a href="https://www.businessinsider.com/overemployed-remote-jobs-full-time-workers-advice-find-second-role-2023-12"> working multiple remote jobs</a> has helped some Americans earn well over six figures a year. Roles that accommodate flexible schedules can make this juggling act easier.</li><li>This year's housing market was the least affordable since 2013. Only 15.5% of homes were affordable for the typical household, according to new data. That's down from 20.7% in 2022 — and the<a href="https://www.businessinsider.com/housing-market-outlook-home-prices-affordable-record-mortgage-rates-investors-2023-12"> lowest ever for around a decade</a>.</li></ol><h2>In other news</h2><ul><li><a href="https://www.businessinsider.com/sexual-abuse-schools-inappropriate-student-teacher-relationship-predators-2023-12">An epidemic of sexual abuse in schools</a>.</li><li><a href="https://www.businessinsider.com/airbnb-cleaning-fee-too-high-what-is-included-rules-hosts-2023-12">Are Airbnb cleaning fees too high? 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Google's culture shock

Several states in <keyword id="3658" type="General" weightage="100" keywordseo="india" source="Orion">India</keyword> are likely to see a power shortage in the coming weeks as power plants struggle to find optimum amounts of thermal coal amid rising summer demand, higher import costs and the resultant supply tightness, sources told S&amp;P Global Commodity Insights. Global thermal coal prices have remained elevated as a fallout of the Russia-Ukraine conflict, which disrupted trade flows and crippled supply amid additional demand from <keyword id="28249" type="General" weightage="50" keywordseo="europe" source="Orion">Europe</keyword>, which has now sanctioned Russian coal. As a result, imported coal has largely remained out of bounds for price-sensitive markets like India, S&amp;P Global Commodity Insights said. The shortage level was even higher at 80.08 million units on April 7, which raised concerns among several market participants, who said the crunch was near to mid-October 2021 levels when India faced an acute power crisis as the stockpile at 115 power plants slipped to critical levels. According to a notice issued by the Maharashtra State Electricity Distribution Company Ltd. on March 31, reviewed by S&amp;P Global, the state has decided to temporarily curtail electricity supply to segments of agricultural power consumers in the state. Other provinces where high supply shortages were recorded on April 10 include <keyword id="6355554" type="General" weightage="50" keywordseo="madhya-pradesh" source="Orion">Madhya Pradesh</keyword> (9.67 MU), the union territories of Jammu and <keyword id="6354495" type="General" weightage="50" keywordseo="kashmir" source="Orion">Kashmir</keyword> and Ladakh (cumulatively 4.65 MU), <keyword id="6354953" type="General" weightage="50" keywordseo="punjab" source="Orion">Punjab</keyword> (4.5 MU), Haryana (4.39 MU) and Jharkhand (2.29 MU). S&amp;P Global reported April 1 that India needs to increase thermal coal imports to meet rising power demand during the peak summers, even as import prices remain elevated due to supply tightness created by the Russia-Ukraine conflict. India's state-run Coal India said March 28 that its pithead stock is expected to rise above 60 million mt by April 1, 39.39% lower than the corresponding period in the previous year. Coal stocks at Indian power plants stood at 25.5 million mt March 28, 12.96% lower on the year. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/corporates/news/xiaomis-manu-kumar-jain-has-been-reportedly-summoned-by-the-enforcement-directorate/articleshow/90803402.cms">Xiaomi’s Manu Kumar Jain has been reportedly summoned by the Enforcement Directorate</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/travel-tourism-and-hospitality-sector-is-witnessing-a-surge-in-manpower-demand-by-20-percent/slidelist/90799907.cms">Travel, tourism and hospitality sector is witnessing a surge in manpower demand by 20 percent</a>

India to face more power cuts amid coal shortage and rising demand

<ul><li><keyword id="725142" type="General" weightage="100" keywordseo="fpi" source="Orion">FPI</keyword> flows have begun moderating, according to a report by ICICI Securities. </li><li>The report says that this could be a leading indicator of the <keyword id="117388" type="General" weightage="50" keywordseo="us-fed" source="Orion">US Fed</keyword>’s quantitative tightening cycle peaking. </li><li>This could be a signal that US Fed’s aggressive rate hikes may be approaching their peak, the report adds. </li></ul>The aggressive sell-off by foreign portfolio investors is moderating, according to a new report. <keyword id="2005494" type="General" weightage="80" keywordseo="fpis" source="Orion">FPIs</keyword> pulled out over $35 billion from the Indian markets between October last year till June this year in part due to a strong <keyword id="6368584" type="General" weightage="50" keywordseo="us-dollar" source="Orion">US Dollar</keyword>. After the nine-month sell-off, FPIs turned positive for two months – July and August – investing over $7 billion, according to data from NSDL. This also had a notable impact on the Indian stock markets, with the benchmark Nifty50 index rallying 12.5% in these two months. According to a report by ICICI Securities, FPI flows are now moderating. Between October 2021 and June 2022, FPIs pulled out an average of $4 billion a month from the Indian markets. However, from July till date, the average FPI flows have been positive, at $1.4 billion a month. Even without August, when FPIs invested $7 billion, the net FPI flows on average are -$0.45 billion a month, which is nearly 9x lower than the outflows in the October 2021 to June 2022 period. <div type="image" title="FPI flows Oct 2021 to Oct 2022." msid="94977335" hostid="261" sizebytes="18952" caption="&amp;lt;p&amp;gt;FPI flows in the last one year&amp;lt;/p&amp;gt;"></div> This, according to the ICICI Securities report, could be a leading indicator of the quantitative tightening (QT) cycle peaking. “Although the flows started to turn negative since October 2021 in anticipation of the quantitative tightening cycle, the US Fed actually started delivering jumbo rate hikes from May 2022 (one 50 bps and three 75 bps rate hikes) along with reducing its balance sheet,” the report said, explaining how the FPI outflows were ahead of the beginning of the QT cycle. Quantitative tightening refers to monetary policies which reduce the liquidity in the system, either by selling government bonds or letting them mature. “On the other hand, FPI flows towards India and other emerging markets from July 2022 started to turn largely positive with bouts of moderate selling. The above behaviour could be again signalling that the aggressive rate hikes by the US Fed may be approaching its peak going ahead,” the report added. The report notes that there is a possibility that the terminal rate expectation of 4.5-5% could be breached on the upper end. Another factor in the FPI flow moderation, according to Hitesh Jain, lead analyst, Yes Securities, is that an exodus of investments from Russia is finding an alternative in India. <keyword id="58959" type="General" weightage="20" keywordseo="foreign-investors" source="Orion">Foreign investors</keyword> are pouring money in sectors immune to global shocks, according to Jain. “FIIs are now pouring money in domestic-facing sectors like banks and consumption stocks which are immune to global shocks and traction is apparent in terms of India’s credit growth and consumer spending,” he said. <cmsannotation type="cmsannotation" annotationid="Domestic flows continue to cushion Indian markets" comment="subhead" text="Domestic flows continue to cushion Indian markets">Domestic flows continue to cushion Indian markets</cmsannotation> Despite the sell-off by FPIs, domestic investors have cushioned the Indian markets with a net buying of ₹3.26 lakh crore from October 2021 till date. While FPIs have been net investors in only two months, domestic investors have been net investors in 12 out of the 13 months in consideration. “Domestic flows continue to cushion volatility in FPI flows which is augmented by the ETF revolution in India. Equity ETF AUM has risen 25x since FY16 driven by a low base and rapid growth while equity-oriented AUM of mutual funds has grown 4.5x since FY16,” the I-Sec added. Here’s how Indian markets have held up against their global counterparts in the last one year: <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Particulars </td><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">1-year performance </td></tr><tr><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">FTSE 100 </td><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-3.9% </td></tr><tr><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Sensex </td><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-4.1% </td></tr><tr><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Nifty50 </td><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-4.7% </td></tr><tr><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Nikkei 225 </td><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-6.8% </td></tr><tr><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">DJIA </td><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-13.9% </td></tr><tr><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">S&amp;P 500 </td><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-17.7% </td></tr><tr><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">DAX </td><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-17.7% </td></tr><tr><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Nasdaq Composite </td><td style="border-left:solid #000000 0.99375pt;border-right:solid #000000 0.99375pt;border-bottom:solid #000000 0.99375pt;border-top:solid #000000 0.99375pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-28.8% </td></tr></tbody></table> Source: Morningstar, data as of October 19, 2022. SEE ALSO: <a href="https://www.businessinsider.in/business/corporates/news/moonlighting-is-fine-as-long-as-it-is-unrelated-to-what-we-do-for-our-clients-says-lt-tech/articleshow/94958101.cms">Moonlighting is fine as long as it is unrelated to what we do for our clients, says L&amp;T Tech</a> <a href="https://www.businessinsider.in/business/corporates/news/lt-tech-reports-sequential-growth-of-4-5-in-cc-revenues-in-q2-upgrades-fy23-revenue-guidance-to-15-5-16-5/articleshow/94944930.cms">L&amp;T Tech reports sequential growth of 4.5% in CC revenues in Q2, upgrades FY23 revenue guidance to 15.5-16.5%</a> <a href="https://www.businessinsider.in/business/corporates/news/heres-what-it-takes-to-make-a-trillion-dollar-company/articleshow/94940917.cms">Here’s what it takes to make a trillion-dollar company</a>

You Searched For "SP Jain Global" and got 13 results

Australia emerges as the hottest employment destination for Indian graduates seeking overseas jobs

Prerna Sindwani

90 MBA graduates from SP Jain Global bag international offers — with an average salary of ₹20 lakh

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B-schools not doing enough to bridge skills gap: Survey

BI India Bureau

SP Jain Global and IIM A make it to the ‘Economist Top 100 MBAs’ in the world list

BI India Bureau

This E-grocery Start-up Uses A Lean Model For Its Online Supermarket; In Talks To Raise Series B Funding

Sanghamitra Mandal

India’s new education policy to bring top global universities closer home for students

Sanchita Dash

India's 'Lehman moment' seems closer than ever as top mutual funds defer dues to investors

Sriram Iyer

A global adtech firm is looking for over 130 new engineering and management freshers in Mumbai and Bengaluru

Prerna Sindwani

How behemoth global e-commerce flex their muscles

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Foreign policy expectations from Budget 2016-17

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Google's culture shock

Dan DeFrancesco

India to face more power cuts amid coal shortage and rising demand

IANS

Moderating FPI outflows suggest QT cycle could be peaking says report

Rounak Jain

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