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<ul><li>Under Armour plans to build up to 15 retail stores in India by 2021 </li><li>The company has poached Adidas veteran Tushar Goculdas. </li><li>The sportswear brand has had an online presence in India through Myntra and Amazon. </li></ul>Global sportswear brand Under Armour is all set to make its official India entry to take on the existing giants Nike and Adidas. To do so, US-based Under Armour, which plans to set up retail outlets in the country, has also brought on board Adidas veteran Tushar Goculdas. “We are investing in Asia Pacific as there are long-term growth opportunities. We have been concentrating in China over the last few years. Over the next couple of weeks, we will be establishing our retail presence in India,” Jason Archer, Managing Director of Under Armour’s Asia-Pacific region told <a href="https://timesofindia.indiatimes.com/business/india-business/under-armour-to-open-stores-take-on-nike-adidas/articleshow/68248563.cms">Times of India</a>, confirming plans for its India stores. According to an <a href="https://economictimes.indiatimes.com/industry/services/retail/after-online-success-global-brands-are-coming-to-a-store-near-you/articleshow/66929833.cms">ET</a> report, the sportswear brand aims to have upto 15 outlets in India by 2021. Goculdas comes on board after being the Vice President of Emerging Markets at Adidas, a position he held since February 2015. At Under Armour, he will be the managing director of India operations. However, this is not the first time Indians will have access to Under Armour apparel. Earlier, the global brand had tied up with online platforms Amazon and Flipkart-owned Myntra to offer their products to the Indian audience. While its first exclusive contract was signed by Amazon India in 2017, the company then followed it up with a contract with Myntra too. In the Indian sportswear market, Puma is currently leading sportswear brand, having moved past Adidas to take the number one position in the past one year. See Also: <a href="https://www.businessinsider.in/e-commerce-wars-amazons-jeff-bezos-vs-mukesh-ambani-in-india/articleshow/67620116.cms">Amazon's newest challenger may be the richest man in Asia</a> <a href="https://www.businessinsider.in/virat-kohli-creates-another-record-but-off-the-field-signs-rs-110-crore-deal-with-puma/articleshow/57248344.cms">Virat Kohli creates another record but off-the-field, signs Rs 110 crore deal with Puma</a>

Global sportswear brand Under Armour heads to India, brings on board former Adidas exec Tushar Goculdas

<ul><li>Tejas, <keyword id="3658" type="COUNTRY" weightage="20" keywordseo="India">India</keyword>’s <keyword id="104855" type="ORGANIZATION" weightage="20" keywordseo="Light-Combat-Aircraft">light combat aircraft</keyword>, will now be 20% lighter than its original weight using new technology that was developed within the country. </li><li>Put together by the Council of Scientific and Industrial Research - National Space Academy, the material takes complex parts and forms them into a single mould. </li><li>Not only is the new carbon fiber lighter, it’s also stronger than the ordinarily used aluminium.</li></ul>Technology that’s currently in the works at the Council of Scientific and Industrial Research - National Aerospace Academy (CSIR-NAL) not only saves on costs but on weight as well. The carbon components that they have in the works will make India’s light combat aircraft, the Tejas, <a href="https://www.hindustantimes.com/india-news/csir-tech-to-make-combat-aircraft-tejas-20-lighter/story-HkovPX3Z66eLMdT9DkzdcN.html">up to 20% lighter</a>. <div type="image" title="haltejas" msid="65530739" hostid="261"></div>

 <keyword id="86569" type="COMPANY" weightage="20" keywordseo="Hindustan-Aeronautics-Limited">Hindustan Aeronautics Limited</keyword> (HAL) has given CSIR-NAL a <a href="https://economictimes.indiatimes.com/news/defence/nal-bags-rs-100-crore-contract-from-hal-to-supply-equipment-for-tejas/articleshow/65519386.cms">₹1 billion contract</a> to supply 20 sets of parts made from the new composite technology. In fact, Tejas has one of the highest composite airframe surface areas with 90% of the fighter covered in advanced composites over its metal airframe. How does it work? Using an indigenously developed carbon fiber mixed in with an organic resin, the CSIR-NAL can condense complex components like rudders, wing spar and fins into a single mould. Since it’s all in one piece, the number of individual parts is reduced. And, because there aren’t as many parts to connect, the number of fasteners needed to put them together also goes down. So all-in-all, the time required to assemble the aircraft gets cut down by 30%. Is it still strong enough? Crafting parts of the plane from a single mould has more advantages than just saving time on the assembly line. Since structures being built are singular pieces rather than a puzzle being connected together, they’re automatically stronger and more resistant. More than that though, the underlying material being used is stronger than the traditional aluminium that was being used. While being less susceptible to corrosion, the carbon fibre is also more heat resistant. The Indian combat vehicle is at the frontlines of the ‘Make in India’ initiative. It’s a home-grown aircraft put together by HAL that officially entered the <keyword id="15141" type="COMPANY" weightage="20" keywordseo="Indian-Air-Force">Indian Air Force</keyword> (IAF) on 1 July 2016. While there’s a lot of comparison of the aircraft to MiGs and Mirages, the Tejas is in a completely separate category altogether. It was earlier this year in April that the Tejas successfully fired its Beyond Visual Range (BVR) <keyword id="1495803" type="PERSON" weightage="20" keywordseo="air-to-air-missile">air-to-air missile</keyword>.

India’s stealth light combat aircraft gets 20% lighter

Best 25L Vertical water heaters in India

Welcome to Digital Health Briefing, a new morning email providing the latest news, data, and insight on how digital technology is disrupting the healthcare ecosystem, produced by BI Intelligence.<a href="http://www.businessinsider.com/intelligence/digital-health-briefing">Sign up and receive Digital Health Briefing free to your inbox.</a>Have feedback? We'd like to hear from you. Write me at: <a href="mailto:lbeaver@businessinsider.com">lbeaver@businessinsider.com </a>.ACCENTURE BOOSTS ITS DIGITAL HEALTH FUNDING FORECAST FOR 2017: The technology consultancy has raised its 2017 forecast for digital health investment to $7 billion, according to a document shared with BI Intelligence via email. That's up from a previous forecast of $6.5 billion. The forecast suggests that digital health funding is bouncing back after a slower 2016. Digital health funding peaked at $7 billion - far above its forecast value in 2015. Funding then dropped down to $6.4 billion in 2016. <ul><li>The updated estimate is largely driven by international growth, mainly from China, India, and Israel. In these markets, overall funding has grown five times since 2013, Accenture notes. For instance, Israel's digital health funding <a href="https://www.timesofisrael.com/israel-digital-health-investments-jumped-30-in-2016/">grew</a> 30% year-over-year in 2016 alone. </li><li>Companies are expanding in areas that have shown success, rather than in new services. This signals that the investors are looking to begin monetizing on startups' products. Since 2014, funding in Series B, C, and D rounds has grown 12%, while seed and Series A funding fell 13% during the same period.</li></ul>Established healthcare businesses are investing in digital health initiatives to diversify their revenues and stay at the cutting edge of innovation. Solutions that address affordability, access, and care quality are piquing the most interest from investors. Seventy-six percent of funding in 2016 went to startups that focused on these areas. For example, tools that aimed to enhance provider efficiency accounted for $1.2 billion of overall funding.Digital health startups that are focused on solving these issues, such as Zocdoc, Jawbone, and Health Catalyst, have been among the biggest funding recipients consecutively since 2010. Ten startups, in particular, gleaned 38% of all funding in 2016, including Theranos, Schumacher Group, Flatiron Group, and 23andMe. Meanwhile, other startups that showed promise early on, such as Castlight, Teladoc, and Fitbit, have since gone public to varying degrees of success. Enjoy reading this briefing? <a href="http://www.businessinsider.com/intelligence/digital-health-briefing" target="_blank" rel="noopener noreferrer">Sign up</a> and receive Digital Health Briefing to your inbox.<div class="KonaFilter image-container display-table click-to-enlarge"><div><div class="image on-image"><a title_source="BI Intelligence" title_caption="" class="zoomin" href="https://static-ssl.businessinsider.com/image/5a0075a94d05acd7028b6ccf-960/bii global dh startup funding.png"></a>BI Intelligence</div></div></div>ROMAN LAUNCHES ITS HEALTH PORTAL TO HELP MEN GET MEDICAL TREATMENT: Roman, the full-service online health portal that currently focuses on diagnosing and prescribing treatment for erectile dysfunction (ED), has launched in New York, California, Pennsylvania, and Florida, with $3.1 million in funding, <a href="https://www.engadget.com/2017/11/02/roman-startup-mens-health-tech-shame/" target="_blank" rel="noopener noreferrer">according</a> to Engadget. Roman is the first US digital healthcare service that enables patients to complete every step of the treatment process online, which includes diagnosis, prescription, and delivery. Users answer a series of questions on Roman's online platform, which are then reviewed by a licensed physician who can issue a prescription. The prescription can then be filled at a pharmacy or via Roman's cloud pharmacy. For now, Roman is focused on improving the health experience for men facing ED in order to get them to seek medical care - only 30% of men who have ED get treatment. Men suffering from ED may find it more comfortable to seek treatment on a platform that involves little or no direct human interaction. ED is often caused by more serious chronic illnesses relating to heart health and blood pressure. Left undiagnosed, these chronic illnesses can manifest into more serious ailments. Chronic illnesses and the behaviors that cause them are the leading healthcare expense in the US, <a href="https://www.cdc.gov/chronicdisease/overview/index.htm">according</a> to CDC. Looking ahead, the company has plans to expand into other areas of men's health. And by giving men a more convenient way of getting treatment and accessing safe medicine, Roman could become a major disruptor of traditional healthcare treatments - men are half as likely as women to see a doctor, <a href="https://ftp.cdc.gov/pub/Health_Statistics/NCHS/NHIS/SHS/2014_SHS_Table_A-18.pdf" target="_blank" rel="noopener noreferrer">according</a> to 2014 CDC data. UNDER ARMOUR ENDS PRODUCTION OF HEALTHBOX: Under Armour will end production of its HealthBox fitness products and focus more on its software and services offerings, after reporting its first quarterly sales decline since going public in 2005, <a href="https://www.wsj.com/articles/under-armour-vows-changes-as-sales-profits-continue-to-slump-1509452470" target="_blank" rel="noopener noreferrer">according</a> to the Wall Street Journal. The HealthBox, which was unveiled less than two years ago, is a package consisting of a wristband activity tracker, a chest strap that tracks a user's heart rate, and a WiFi enabled scale that measures body fat. The sports apparel giant will now concentrate on improving and growing its software offerings, which includes four connected fitness apps, for its 190 million <a href="https://seekingalpha.com/article/4014683-armour-ua-q3-2016-results-earnings-call-transcript?part=single">users</a>. To bolster this strategy, Under Armour plans to pursue more partnerships with hardware providers, like Apple, to integrate its software and services into more devices and expand the reach of its connected health platform. The fitness company has already partnered with Samsung to integrate its fitness apps into the tech giant's wearables. For context, 126 million wearable devices will be shipped globally in 2017 with this figure expected to nearly double in 2021 to 240 million, <a href="https://www.idc.com/getdoc.jsp?containerId=prUS42818517">according</a> to a forecast from IDC. PNEUMA RESPIRATORY DEVELOPS A DIGITIZED INHALER: Pneuma Respiratory, the North Carolina based start-up that is focused on treatments for lung conditions, has <a href="https://www.prnewswire.com/news-releases/pneuma-respiratory-develops-first-fully-digital-soft-mist-inhaler-300547957.html" target="_blank" rel="noopener noreferrer">developed</a> the first fully digital, soft mist inhaler. The inhaler electronically detects a user's inhalation and automatically injects medication droplets into their lungs. This allows users to verify their dosage in real time via a mobile app. This technology has the potential to help the more than 40 million people who suffer from asthma or Chronic Obstructive Pulmonary Disease in the US overcome issues with medication dosage. Pneuma Respiratory's technology, which is able to deliver different sized droplets of medicine to different areas of the lungs could help the company disrupt the biologics market. For background, biologics are drugs produced from living organisms or contain components of living organisms and have the ability to target specific molecules within the human body - the global <a href="http://www.grandviewresearch.com/industry-analysis/biologics-market" target="_blank" rel="noopener noreferrer">biologics market</a> is anticipated to reach $400 billion by 2025, up from $277 billion in 2015, according to a new report by Grand View Research.<div class="KonaFilter image-container display-table click-to-enlarge"><div><div class="image on-image"><a title_source="BI Intelligence" title_caption="" class="zoomin" href="https://static-ssl.businessinsider.com/image/5a0075854d05acd7028b6ccc-960/bii global biologics market.png"></a>BI Intelligence</div></div></div>

DIGITAL HEALTH BRIEFING: Digital health funding to hit $7B in 2017 - Roman launches health platform with $3.1M - Under Armour drops HealthBox

As India is looking towards a long term, strategic partnership between <a href="http://www.businessinsider.in/searchresult.cms?query=defence&amp;sortorder=effectivedate">defence</a> ministry and the private sector, the initiative has been divided into five sub-groups.

	The Ministry of Defence led by <a href="http://www.businessinsider.in/searchresult.cms?query=manohar+parrikar&amp;sortorder=effectivedate">Defence Minister Manohar Parrikar</a> has cleared composition of the five sub-groups constituted for focused discussions on the strategic partnership model for selected platforms in the defence sector.

	READ ALSO: <a href="http://www.businessinsider.in/Here-is-the-complete-information-of-23-projects-that-defence-ministry-is-taking-up-under-Make-in-India-initiative/articleshow/52092916.cms">Here is the complete information of 23 projects that defence ministry is taking up under Make in India initiative</a>

	The first sub-group for Armoured Fighting Vehicles will be chaired by Col (Retd) H S Shankar, Chairman, FICCI Defence sub-committee on Indian Defence SME and will have representatives from the Defence Research and Development Organisation (DRDO) and two star rank officers from the Armoured Division of the Army Headquarters.

	The second sub-group, which will have discussions on platforms such as Aircrafts and Helicopters (fighter, transport, etc), will be headed by Sukaran Singh, who is Co-Chairman of CII National Committee on Defence. This group will also have participation from <a href="http://www.businessinsider.in/searchresult.cms?query=drdo&amp;sortorder=effectivedate">DRDO</a> and two star rank officers from Air Head Quarters.

	Sub-group-III that will focus on platforms including Submarines and their major systems will be chaired by Jayant Damodar Patil, Chairman FICCI Defence Committee and will comprise representatives from DRDO and two star rank officers from the Naval Head Quarters. Rear Admiral Pritam Lal (Retd), who was member of the Dhirendra Singh committee of experts, will also be a member of this Sub-group-III on submarines.

	Ammunition including smart ammunition will be the focus area for Sub-group-IV and will be headed by Neeraj Gupta, MD, MKU Pvt Ltd and nominee of industry association, ASSOCHAM. As in other sub-groups, this sub-group will have DRDO representatives and two star rank officers from the Army HQs. This sub-group will be facilitated by Wing Commander Vani Mishra, PO (Systems).

	Sub-group V will look into macro process management of issues related to eco-system, technical competence, financial evaluation, weightage to existing infrastructure, commitment of partner for life cycle support and other regulatory matters.

	This sub-group will be chaired by Rajinder Bhatia, Co-chairman, CII national Defence Sub-committee on Land Systems and will also comprise of DRDO representatives.

	As per sources, chairpersons of each of these five sub-groups have been asked to expeditiously complete the discussions on their relevant topics and be ready with their respective presentations latest by June 3, 2016.

	Parrikar had held a consultative meeting with the industry associations on April 25 on the issue of strategic partners for defence sector from private sector.

	(Anupama Airy is the Founder and Editor of EnergyInfraPost.com and DefenceAviationPost.com. She can be reached at <a href="mailto:anupama.airy@gmail.com" target="_blank">anupama.airy@gmail.com</a>​, Twitter handle: @anupamaairy)

	<o:p> </o:p>

India’s defence manufacturing deals will take place under these 5 categories

Asserting that it is fully prepared to fight a full-fledged war even in winters in eastern Ladakh, the <keyword id="6354416" type="ORGANIZATION" weightage="20" keywordseo="Indian-Army">Indian Army</keyword> on Wednesday said if China created conditions for war, they will face a better trained, better prepared, fully rested and psychologically hardened Indian troops. In a statement, it said compared to physically and psychologically battle-hardened Indian troops, Chinese troops mostly are from urban areas and not used to hardships or prolonged deployment under field conditions. The Army' Northern Command headquarters made these assertions reacting to China's official media Global Times reports that India's operational logistics is not geared up adequately and it will not be able to fight through winters effectively. "This can best be attributed to ignorance. Indian Army is fully prepared and more than capable of fighting a full-fledged war even in winters in eastern Ladakh," a Northern Command spokesperson said here. "India is a peace-loving country and wishes to have good relations with its neighbours. India always prefers to resolve issues through dialogue. While talks are in progress to resolve the border issues with China in eastern Ladakh, at the military level it is well prepared for the prolonged stand-off," he said. He said altitudes in Ladakh range from "high to super-high altitude" and there is a lot of snowfall - up to 40 feet after November. "Coupled with this, the temperature dipping down to minus 30 to 40 degree Celsius is a usual phenomenon. Wind chill factor makes matters even worse for the troops. The roads also get closed due to the snow. But despite all this, the most encouraging part for India is that the Indian soldiers have a huge experience of winter warfare and are psychologically tuned to operate at short notice," the spokesperson said. While these facts are known to the world, he said, adding the operational logistics capabilities, however, are hardly known. "Logistic capability relates to mobility, habitat and billeting, quality services for health, special rations, repair and recovery, heating systems, high-quality weapons, ammunition, quality clothing, and so on. While much of these capabilities existed earlier and troops could simply plug and play, a lot has also been boosted since May this year when China showed first signs of aggression," he said. The spokesperson said it is important to understand that the Army has the experience of Siachen, the highest battleground in the world, where conditions are much more demanding than the frontiers with China. "Traditionally there were two routes for moving into Ladakh, that is through Zojila (Srinagar-Leh Highway) and Rohtang Passes (Manali-Leh). Recently India commissioned a third road from Darcha to Leh which is much shorter distance-wise and less prone to closure," he said. The spokesperson said completion of Atal tunnel on the Rohtang route has force multiplied the logistic capacities. "In addition, we have a large number of airbases with the help of which we can maintain the Army well. Modern snow clearing equipment has also been placed on these routes to keep them open beyond November, thus giving us more time for daily maintenance of the troops," he said. The spokesperson said special fuel and lubricants for tanks and armoured personnel carriers have also been stocked adequately, including spares for their maintenance. "Water points and tube wells have been established for the troops and animals like mules and yaks. The living barracks have also been prepared which are comfortable and warm," he said. He said facilities such as the central heating system are some of the high points of these facilities. "Ammunition of various types including small arms, missiles and tank and artillery ammunition have also been adequately stocked. The medical system is also in place for any eventuality." The spokesperson said "China's concept has always been to win the wars without fighting, hence if they create conditions for war, they will come across better trained, better prepared, fully rested and psychologically hardened Indian troops. "These worries have been percolating in the minds of Chinese troops and are visible in Chinese media," he said. SEE ALSO: <a href="https://www.businessinsider.in/policy/economy/news/rbi-governor-shaktikanta-das-speech-highlights-on-16-september-2020/articleshow/78143035.cms">RBI Governor highlights five key areas that will determine India's growth in the post-COVID world</a> <a href="https://www.businessinsider.in/tech/gadgets/news/apple-watch-series-6-ipad-air-ipad-8-and-apple-one-will-be-available-in-india/slidelist/78141813.cms">Apple Watch Series 6, iPad Air, iPad 8, and Apple One will be available in India — here’s how much they cost</a> <a href="https://www.businessinsider.in/business/startups/news/amid-india-china-standoff-tencent-is-back-with-an-investment-in-flipkart/articleshow/78140794.cms">Amid India-China standoff, Tencent is back with an investment in Flipkart</a> <a href="https://www.businessinsider.in/science/health/news/-indias-surging-covid-19-infections-is-testing-the-health-infra-once-again/articleshow/78143000.cms">India’s surging COVID-19 infections is testing the health infra once again — beds added during lockdown aren’t enough</a>

Indian Army asserts it's ready to fight full-fledged war in eastern Ladakh — even in the middle of winter

<ul><li><keyword id="7567" type="PERSON" weightage="20" keywordseo="Virender-Sehwag">Virender Sehwag</keyword>’s activewear and sportswear brand, ‘<keyword id="11783780" type="UNKNOWN" weightage="20" keywordseo="VS-by-Sehwag">VS by Sehwag</keyword>’, announced its foray into the online and e-commerce world on August 3.</li><li>On the back of a strong omnichannel presence and his huge fan following, the hard hitter is eyeing to acquire five million customers by 2026. He is also aiming to become a Rs 100 crore brand in 3 years.</li><li>We talk to the man behind the brand and India’s cricketing legend, Virender Sehwag to trace VS by Sehwag’s journey, challenges of finding your own space in a cluttered market when you are competing against international brands like Adidas, Nike and Puma, focus areas for H2 2021, marketing strategy and larger vision for the brand.</li></ul>Launched in March 2020, right before the global pandemic hit India, cricketing legend Virender Sehwag’s athleisure brand, VS by Sehwag, has been able to carve a niche for itself in a highly competitive and volatile market. The one-year-young VS by Sehwag is competing against international mega-brands like Adidas, Reebok, Nike and Puma and sportswear brands by former colleagues MS Dhoni, Yuvraj Singh and Virat Kohli. Sehwag spoke to us about the challenges he has faced in his new role as an entrepreneur, finding his own space in an otherwise cluttered market where his competition is against international brands, his focus areas for H2 2021, similarities and differences between running a business and cricket, marketing strategy and his larger vision for the brand. <div type="Video" msid="85043648" hostid="261" title="Virender Sehwag on future of sportswear category and journey of his athleisure brand VS by Sehwag" dataSource="BUSINESSINSIDER" thumbUrl="https://denmark.timesinternet.in/cmslite/api/app/images.jpg?msid=85043648"></div> While international players have a big head start, Sehwag is confident that at his attractive price range, no competitor will be able to beat him. He is looking at diving into the mass market by offering affordable price points to consumers in Tier II and III cities. “My USP is that our products are ‘#uncompromised’ with quality and price. Some people have to compromise with quality or compromise with money, but if you buy VS, you won’t compromise with anything. There’s a gap in the segment; it was either a big brand with quality products and too steep a price or a lesser brand at a lower price band, with subnormal quality- in either case shoppers had to compromise on one factor or the other. There is competition everywhere. Even when I was playing cricket, I was competing against my team players to score more runs than them. But if you offer the best price and quality, there’s no competition for you. There are so many other brands and good luck to them on meeting my price and quality offering,” Sehwag told Ad and Media Insider. He said that his brand pays close attention to quality as well, inspecting the design and durability of each product till a piece of fabric or kit does not feel ‘3D ready’ to him. He also said that his humble, middle-class upbringing and mindset is translated into his brand because he believes that India is a price-oriented country and it is easier to attract consumers at a lower price with long-lasting products. “If I offer the same quality product at 499 or 599, which usually costs you around Rs 3000-4000, consumers will buy my product and come again for its quality,” said Sehwag. According to <a href="https://www.ccfgroup.com/newscenter/newsview.php?Class_ID=600000&amp;Info_ID=20170221031">CCFGroup,</a> nearly 80% of India’s sportswear market is dominated by global brands like Adidas, Reebok, Nike and Puma, with others such as Under Armour, Fila and Lotto, domestic multi-brand sportswear retailers like Planet Sports and Royal Sporting House, and emerging local players, collectively battling for the remaining 20%. Between the four big sports brands, Adidas had a 45% market share in 2017. Now, with his foray into the e-commerce world, Sehwag is eyeing to acquire five million customers by 2026. Sehwag has already started ramping up the brand’s portfolio by adding over 30 new products to its existing 50 stock keeping units (SKUs) across categories like Tracks, T-Shirts, Jackets and Shorts and VS Gear- a range of Cricket Bats, Gloves and Pads. VS is also about to launch three stores this month in Vadodara (Gujarat), Kolhapur (Maharashtra) and Sultanpur (Uttar Pradesh) and has appointed distributors in Delhi, Faridabad, Bhopal, Indore, Sri Ganganagar and Kanpur. The brand’s first store was launched in Ahmedabad and it had added two more stores in the same city subsequently. It was unveiled under the aegis of <keyword id="11791176" type="UNKNOWN" weightage="20" keywordseo="viru-retail-pvt-ltd-">Viru Retail Pvt. Ltd.</keyword>, a joint-venture between Sehwag owned World of Viru Pvt. Ltd. and Stitched Textiles Pvt. Ltd. “We couldn’t open more stores due to the pandemic but now, we will open 5 stores outside of Gujarat in the next 40 days,” said Sehwag. As an entrepreneur, Sehwag says that he likes to play it safe unlike cricket, which is a game of risks. He said, “As a cricketer I could take risks but as an entrepreneur, I am more responsible because I have responsibilities on my shoulders to deliver the best quality products.” <cmsannotation type="cmsannotation" annotationid="Future of sportswear category and VS by Sehwag" text="Future of sportswear category and VS by Sehwag">Future of sportswear category and VS by Sehwag</cmsannotation> From 1997 when Sehwag started playing to today, he feels that the sportswear market hasn’t changed much apart from the fact that consumers have more disposable income today and they are willing to spend extra for quality products. After the pandemic, the sports world and the fashion industry have become more closer knit than ever before. Jogger pants and sports or polo t-shirts can be seen sported by everyone from young millennials to CEOs over Zoom calls. India’s sportswear market is also rapidly catching up with the wider global fitness trends. It is driven by improving lifestyle, urbanisation, growth of e-commerce and increasing focus on health. According to data and analytics company GlobalData, the Asia-Pacific (APAC) sportswear market is projected to grow at a compound annual growth rate (CAGR) of 9.4% from $189.8 billion in 2020 to $297.8 billion in 2025, outpacing global growth. With this growing demand for athleisure in everyday fashion and on the back of a strong expansion plan in untapped markets, VS by Sehwag is aiming to become a Rs 100 crore brand in 3 years. Sharing his focus areas for H2-2021, Sehwag said, “We are looking at focusing more on digital marketing. I would also leverage my digital fan following to attract new customers. This year, I would focus on increasing more awareness. And to attract other sports personalities, I would be focusing on offering quality products at a reasonable price. So, in the next 3-5 years, my target is to reach at least 5 million customer base and achieve Rs 100 crores in revenue through Omni-channel retail, over the next 3 years. Considering the kind of fan following I have, I feel this target is achievable.”

Virender Sehwag’s athleisure brand, VS by Sehwag aims at achieving Rs 100 crores in revenue over the next 3 years; here’s Sehwag’s roadmap for FY22

Today there is an eerie silence across the globe. Bustling cities have gone quiet and highways that were once jammed with bumper to bumper traffic, <a href="https://www.businessinsider.in/science/news/coronavirus-lockdown-changing-the-way-the-earth-vibrates-is-a-reminder-that-nobody-is-alone-during-the-pandemic/articleshow/74965089.cms">are empty</a>. In homes, thousands of families are anxiously awaiting a phone call from a hospital about their loved ones. Many have already received the devastating news that their mother, father, child, spouse, sibling or friend has died from <keyword id="1754604" type="PERSON" weightage="20" keywordseo="coronavirus">coronavirus</keyword> complications - often without the comfort of someone familiar to hold their hands. In the very trenches of the war against this new disease has changed our world with astonishing speed, are nurses, doctors and other hospital staff. Every day they put on their uniforms and turn up to the frontline to battle, with or without the armour of Personal Protective Equipment. <div type="image" title="beds_edited" msid="75059245" hostid="261" caption="&amp;lt;p&amp;gt;Covid speciality wards with 300+ beds are getting ready at Victoria Hospital in Bengaluru&amp;lt;/p&amp;gt;"></div> <keyword id="8763838" type="UNKNOWN" weightage="20" keywordseo="covid-19">COVID-19</keyword> has touched every nook and cranny of our globe. Big and small, developed and developing countries have seen their economies grind to a halt; businesses are buckling under the strain of lockdowns; toilet paper, hand sanitiser and pasta are becoming rare and precious items; schools are closing and major sporting events have been cancelled. And, of course, it has exposed serious gaps in health services and systems. Even as we wake every day to this frightening and sometimes surreal experience, it is encouraging and comforting to hear the Head of the Commonwealth, Queen Elizabeth II, declare, on Sunday, that “we will succeed” in the fight against this global crisis. <div type="Article" hostid="261" msid="75000311" title="Queen Elizabeth says we will succeed in fight against Covid-19" mstype="2" mssubtype="0"></div> So, on this World Health Day that has been, rightly set aside to celebrate the contributions of nurses and midwives, it is important that we take the opportunity to re-evaluate the status quo and the current models that support our daily lives; and begin to assess the lessons that are already emerging from this catastrophe. What we have already witnessed, for example, is that healthcare systems that are more equitable, providing access to basic healthcare to all individuals and communities without them experiencing financial hardship, are more equipped to respond to the pandemic. These countries that provide healthcare to all, known as Universal <keyword id="426163" type="PERSON" weightage="20" keywordseo="health-coverage">Health Coverage</keyword>, have been more successful in providing testing and treatment during the pandemic. <div type="image" title="migrants" msid="75059219" hostid="261" caption="&amp;lt;p&amp;gt;Hundreds of migrant workers wait for the free meals in Koti&amp;lt;/p&amp;gt;"></div> This particular lesson has been a top agenda item for Commonwealth health ministers at their annual summits for the last four years. Their meetings have critically assessed various strategies to help countries achieve Universal Health Coverage. It is now undoubtedly clear that addressing human resources for health shortages and financing sustainable healthcare systems that cater to the needs of those in poverty and the most marginalised in any society, is critical if we are to win the fight against COVID-19 and be ready for any future outbreaks. Another challenge this pandemic has exposed is the acute shortage of essential health supplies, drugs, equipment and tests. Prior to the COVID-19 outbreak, the Commonwealth had developed strategies to help countries to pool procurement of essential medicines. This was presented at the 2019 Health Ministers Meeting chaired by Fiji. Since the outbreak of COVID-19, we have been exploring how we can tailor approaches such as a price sharing and pooled procurement platform to provide important information on these essential health supplies, drugs, tests and equipment necessary to combat the pandemic across the Commonwealth. <div type="Article" hostid="261" msid="74788450" title="IITs against Coronavirus — All the experiments from electrified water to herbal sanitizers to cheap test kits" mstype="2" mssubtype="0"></div> There is no doubt that this pandemic is affecting us all — its impact is leaking into every aspect of our life. Both physical and mental health is on the line, as people lose their way of life, their livelihoods and their loved ones. Many of us will feel the long-term effects of poor nutrition, decline in fitness and the disruption of human relationships. However, COVID-19 does not affect us equally. There is certainly a disproportionate impact, for example, on households that depend on daily paid labour and people at risk of domestic abuse. So, governments stand before a goliath challenge that requires a coordinated response involving all sectors. <div type="Article" hostid="261" msid="74875425" title="India launches mental health helpline to help people deal with lockdown stress" mstype="2" mssubtype="0"></div> But I again return to the wisdom of The Head of the Commonwealth, Queen Elizabeth II, that “better days will return”. If we work together, share resources and equipment and follow the advice of governments and the World Health Organisation (WHO), we will, eventually, be able to wake up our cities, return to work, school and leisure, to meet and chat, or to hug each other. It is important that we never go back to the business-as-usual that we knew before coronavirus. We must use the opportunity to learn from this outbreak and decide, not only how we could have more resilient, connected and accessible healthcare systems, but also how we could address connected issues such as climate change and access to quality education for all. About the author: Patricia Scotland is <a href="https://thecommonwealth.org/secretary-general-rt-hon-patricia-scotland-qc">Secretary-General of the Commonwealth</a> and is the first woman to hold the post. Disclaimer: The views expressed belong solely to the guest authors and do not represent the opinion of Business Insider. See also: <a href="https://www.businessinsider.in/science/health/news/here-are-the-ways-the-coronavirus-pandemic-is-driving-innovation-in-india/articleshow/75058816.cms">Face shields, bio-suits, and disinfection chambers — some of the ways that Coronavirus is driving innovation in India</a> <a href="https://www.businessinsider.in/india/news/kerala-was-the-worst-hit-state-from-coronavirus-in-india-now-its-fifth-in-the-country/articleshow/75048337.cms">Kerala was the worst-hit state from Coronavirus in India — now it’s fifth in the country</a>

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