<ul><li>After brands like Urban Company, Zomato, Swiggy, Dunzo, MakeMyTrip, tweaked their logos to integrate face masks, McDonald has joined the bandwagon. </li><li>In its latest outdoor activity, McDonald has made its mascot <keyword id="274881" type="PERSON" weightage="20" keywordseo="Ronald-McDonald">Ronald McDonald</keyword> wear a mask.</li></ul>Amidst the ongoing health crisis, McDonald’s lovable mascot Ronald McDonald is urging you to keep safe. His message is simple - follow social distancing and wear a mask to keep yourself and everyone around you safe. In an innovative activation by brand McDonald’s, the iconic Ronald McDonald statues will now be seen sporting masks across all outlets to encourage more and more people to adopt safe practices to prevent spread of the pandemic. Arvind RP, Director – Marketing and Communications, McDonald’s India (West and South) said, “Ronald is an icon that people and especially children love. We hope that Ronald wearing a mask will make a strong statement and encourage more and more people to follow these very important safety measures.” <div type="image" title="Ronald dons a mask" msid="76507210" hostid="261"></div> The leading QSR brand has also stepped up its already world-class hygiene and safety practices in the restaurants across dine-in, delivery and takeout to keep everyone visiting them or ordering from them, safe. McDonald’s restaurants in West and South India are operated by Westlife Development Ltd. (WDL), through its wholly owned subsidiary <keyword id="9443173" type="COMPANY" weightage="20" keywordseo="hardcastle-restaurants-pvt-">Hardcastle Restaurants Pvt.</keyword> Ltd. (HRPL).

McDonald’s mascot is now sporting a mask across its outlets

Mumbai, International quick-service restaurant chain, <keyword id="9903617" type="COMPANY" weightage="20" keywordseo="burger-king-india-ltd">Burger King India Ltd</keyword> (BKIL) began its journey on Indian bourses with a stupendous opening garnering a premium of over 130% on the first day of trade on Monday hitting the upper circuit just after 2.30 p.m. Against the issue price of ₹60, <keyword id="33542" type="COMPANY" weightage="20" keywordseo="Burger-King">Burger King</keyword> stock opened at ₹115.35 on BSE, while on the National Stock Exchange, shares made a debut at %112.50, a premium of over 87% over the <keyword id="72231" type="PERSON" weightage="20" keywordseo="IPO-price">IPO price</keyword>. After 2.30 p.m., the stock reached the upper price band of ₹138.40, 130.67% higher than the issue price on BSE. The upper circuit halts the trading in stocks for some time. The performance of the stock had even defied projections made by analysts who had expected Burger King to list at around 70-75% premium over issue price. "Such listing was in line with our expectation as the company issue was priced at a significant discount compared to listed peers such as Jubilant FoodWorks (Domino's Pizza) and Westlife Development (McDonald). Short term investors can book profit. We advise long term investors to stay invested in the company as there is ample scope available for the company to increase its business in India," Keshav Lahoti Associate Equity Analyst, Angel Broking Ltd said, "Even after such bumper listing, there is no issue with the valuation of the company. In the future, we expect the company to gain market share by opening more stores compared to the competitors. As the store count will increase, operating leverage will kick in and the company will be able to report profit and it will lead re-rating of the multiple for the stock," he added. BKIL enjoys exclusive <keyword id="10435142" type="COMPANY" weightage="20" keywordseo="national-master-franchisee-rights">National Master Franchisee Rights</keyword> in India till December 31, 2039, with an obligation to develop and open at least 700 restaurants by December 2026. It is one of the fastest growing QSR chain India with 268 restaurants spread across 17 states/UTs and 57 cities. It has already garnered 5% market share in India's ₹34,800 crore QSR market. According to Motilal Oswal Financial Services, Over FY18-20, BKIL's Revenue/EBITDA grew at a CAGR of 49%/258% led by 2x the store strength. However, it continues to make losses at PAT level. The same store sales growth stood at 12.2%/29.2% in FY18/FY19 while it surprisingly became flat in FY20. In 1HFY21, revenue declined 68% <keyword id="63194" type="PERSON" weightage="20" keywordseo="YoY">YoY</keyword>, while it made losses at EBITDA and PAT levels due to the Covid-19 impact. SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/top-stocks-to-watch-ril-airtel-vodafone-idea-tcs-tata-steel-cams-nmdc-and-others/articleshow/79732131.cms">Top stocks to watch — RIL, Airtel, Vodafone-idea, TCS, Tata Steel, CAMS, NMDC and others</a> <a href="https://www.businessinsider.in/tech/news/comparing-the-apple-m1-macbook-vs-the-intel-macbook/articleshow/79733783.cms">Apple vs Intel – Comparing the Apple M1 MacBook vs the Intel MacBook</a>

Burger King India roll-on bourses continue — shares locked in 20% upper circuit

<ul><li>The current packaging typically requires customers to use both their hands to enjoy the burgers, which makes it difficult for those with upper-limb disabilities. </li><li>Named EatQual, the new packaging will be available across all McDonald’s restaurants in West and South India starting mid-December.</li><li>The packaging is conceptualised and designed by <keyword id="259349" type="COMPANY" weightage="20" keywordseo="DDB-Mudra">DDB Mudra</keyword>. </li></ul>On the occasion of <keyword id="1473755" type="PERSON" weightage="100" keywordseo="International-Day-of-Persons-with-Disabilities">International Day of Persons with Disabilities</keyword>, McDonald’s India West and South, announced that it is launching a new packaging - EatQual, designed for its specially abled customers. The EatQual pack has been developed over months of collaboration with an NGO that has been working towards the betterment of the specially-abled community for over 50 years. Idea behind Eatqual The new packaging innovation stems from the insight that the current packaging typically requires customers to use both their hands to truly enjoy the delicious McDonald’s burgers. This makes it difficult for those with upper-limb disabilities. EatQual will address this challenge and ensure that everyone can bite into their favourite burgers just as easily. <div type="twitter" handle="admediainsider" handlename="Advertising and Media Insider India" image="http://pbs.twimg.com/profile_images/1281482517443305472/8RPcjmow_normal.jpg" favoritecount="0" retweetcount="0" status="#WorldDisabilityDay | McDonald’s India West and South has launched new packaging designed for its specially-abled c… https://t.co/W2kt34HL6q" createdat="1606985598000" id="1334420432737300482"></div> Speaking about the upcoming launch of this packaging, Arvind RP, Director – Marketing &amp; Communications, McDonald’s India (West and South) said “It has always been our endeavor to make delicious feel-good moments easy for everyone. The launch of this EatQual packaging is a step to further our commitment towards inclusiveness and social responsibility. We hope that this packaging will make the McDonald’s experience easy and delightful for our specially-abled customers.” Rahul Matthew, National Creative Director, DDB Mudra Group, India said, “Equality and inclusivity isn’t always about the big things. It’s also about being able to do the little everyday things like everyone else can; eating your favourite McDonald’s burger, for instance. And that has been the guiding force behind the EatQual initiative. How can we make the McDonald’s experience just as enjoyable for all.” Commenting on this upcoming packaging launch by McDonald’s India West &amp; South, Dr Vaishali Kolhe, Associate Professor at Centre for Disability Studies and Action &amp; Tata Institute of Social Sciences, Mumbai, said “It is heartening to see an iconic brand like McDonald’s take initiatives to maintain inclusion at their restaurants. Food accessibility is the bare minimum necessity for every individual including the ones with upper arm movement disability. Innovations like these can make eating so much easier for them. Through initiatives like these, we are not doing these individuals a favor but making their experience of eating independent and enjoyable. I look forward to enjoying my favourite McDonald’s burger in the new EatQual pack.” Westlife Development has been trying to take definitive steps to promote inclusion across their restaurants. The company has made many of its restaurants accessible for specially-abled by installing ramps wherever possible and has made the restrooms wheelchair friendly. The launch of EatQual marks yet another step by the brand to foster inclusiveness. EatQual will be available across all McDonald’s restaurants in West and South India starting mid-December.

On International Day of Persons with Disabilities, McDonald’s India announces the launch of new packaging designed for its specially-abled customers

<ul><li>The shares of Burger King declined nearly 13% from it's all-time high post listing, whereas Mrs Bector’s Food is down over 20% from its post-listing peak.</li><li>Just as sharp as the early gains were, the fall since has been a shock for many small investors who were lured by the record surge in both the stocks. </li><li>Business Insider spoke to a few analysts that track these stocks and other consumer staple companies to understand why the stocks have been falling. </li></ul>Those who didn’t sell Burger King shares after it ran up 3.5 times the IPO (initial public offering) price⁠— double in the case of Mrs Bector’s Food⁠— may be wondering what to do with their stock. Business Insider asked a couple of analysts questions to the same effect. Analysts say it is better to hold both stocks, which are down over 20% (Burger King) and 23% (Mrs Bector’s Food) from their post-listing peaks. The advice in both cases, from multiple analysts, is not to sell (if you are holding) and not to buy, not yet. <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Stock </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Post listing peak </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Current price </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Fall from peak </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Mrs Bector's Food </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹624 </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹476 </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">23% </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Burger King India </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹213 </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹170 </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">20% </td></tr></tbody></table> What’s wrong with Burger King India? Nothing. The <a href="https://www.businessinsider.in/stock-market/news/burger-king-ipo-investors-tripled-their-money-in-three-days/articleshow/79761366.cms">IPO was a hit</a>⁠ — subscribed over 157 times ⁠— and the analysts asked clients to subscribe, because the shares at the time of issue were priced “20-30% discount to its peers,” according to an analyst of a top broking firm who didn’t want to be named because of compliance reasons. But thanks to the euphoria, the stock was valued more than peers like Jubilant Foodworks (which operates chains like Dominos and Dunkin Donuts in India) and Westlife Development (which operates McDonald’s in the west and southern states). “After the rally, Burger King India was trading at a premium to established peers like Jubilant Foodworks and it was clear that level was unsustainable,” he told Business Insider. <div type="image" title="Burger King India" msid="80120974" hostid="261"></div> Mrs. Bector’s Food has a similar story. The stock of the biscuits maker was available at a 50% discount to its much-larger peer Britannia, and therefore, its IPO was <a href="https://www.businessinsider.in/stock-market/news/mrs-bectors-food-ipo-investors-saw-their-money-double-on-listing-day/articleshow/79934860.cms">subscribed 198 times</a>, even better than Burger King. But the discount was wiped out when the stock doubled on the listing day. Correction was due, according to Keshav Lahoti from Angel Broking. <div type="image" title="Mrs Bectors" msid="80120977" hostid="261"></div> So is the correction done — can we buy the stocks? According to both the analysts, there is still room for correction and this is not the time for new investors to jump in to buy the stocks. That doesn’t mean the ones holding it should sell now. “I think there’s still a small correction left, but the sharp correction that has happened is far behind us. I am not expecting more than 10% correction in both the stocks now,” said Lahoti. The other analysts reckoned the same thoughts and said “Even at today’s price, the valuation (for Burger King) looks higher to me. And, I won’t be surprised to see the correction from here.” Lahoti was a lot more bullish on Burger King than the others. “Business is such that if you have more stores, you will get the operative level and make a profit. But, currently, the pandemic has also impacted its business — so for us it is a long term spree, not a short term,” he said. But his advice to new investors is to wait for another 5% to 10% fall in the stock. SEE ALSO: <a href="https://www.businessinsider.in/india/news/tatas-got-airasia-stake-at-a-20-discount-while-indigo-and-spicejets-value-has-doubled-since-pandemic-broke-out/articleshow/80101467.cms">Tatas got AirAsia stake at a 20% discount while IndiGo and SpiceJet’s value has doubled since pandemic broke out</a> <a href="https://www.businessinsider.in/business/news/kishore-biyani-lashes-out-at-amazon-says-future-group-was-disillusioned-and-fed-up-with-the-companys-lackadaisical-attitude/articleshow/80107540.cms">Kishore Biyani lashes out at Amazon, says Future Group was disillusioned and fed up with the company's lackadaisical attitude</a>

Analysts explain why Burger King and Mrs Bector’s shares fell with a thud — and what to do now

<ul><li>The idea is to invest about ₹15 crore and use cinema halls which have been lying empty due to the coronavirus pandemic. </li><li>Carnival Groups have partnered with food aggregator <keyword id="830092" type="COMPANY" weightage="20" keywordseo="Zomato">Zomato</keyword> to deliver food as of now, however, <keyword id="2084716" type="PERSON" weightage="20" keywordseo="Carnival-Cinemas">Carnival Cinemas</keyword> will soon come up with their own delivery service in a year or so. </li><li>Moreover, the group is aiming to register gross sales worth ₹500 crore with this new operation. </li></ul><keyword id="2402626" type="ORGANIZATION" weightage="20" keywordseo="carnival-group">Carnival Group</keyword>, which runs India’s third largest multiplex chain by screen count, is set to deliver food through a hundred cloud kitchens in multiple cities including Mumbai, Kerala, Bengaluru, Jodhpur, Varanasi etc. The idea is to invest about ₹15 crores and use cinema halls which have been lying empty due to the coronavirus pandemic. Carnival Groups have partnered with food aggregator Zomato to deliver food as of now, however, Carnival Cinemas will soon come up with their own delivery service in a year or so. This will pit Carnival in direct competition with the likes of Jubilant Foodworks, which operates the Domino's pizza outlets, and Westlife Development, the franchisee for McDonald’s in West and South India. The group’s cinema business, with 470 screens across 120 cities in India, fell at least 40-50% between January to March 2020 as compared to last year. This was before the lockdown could take its full toll on the business. Hence, the pivot to cloud kitchens. “Food is and always will be a huge industry. We understand the current scenario of COVID-19 pandemic is not very favorable for many existing restaurants and hotels. There is a huge potential in the cloud kitchen segment and that too when we have a strong network of around 150 plus theatres in over 120 cities across India so we don’t need to invest in the biggest expense traditional restaurants deal with: real estate costs, Dr Shrikant Bhasi, Founder and Chairman said. The group has already started operations at nine locations in five states including Huma Kanjur Marg in Mumbai, Green Field and Kariyad in Kerala, Bengaluru and Belgaum in Karnataka, Nasrani Jodhpur, Galaxy Jaipur in Rajasthan, Allahabad and Varanasi in Uttar Pradesh. Eight more outlets are set to open in Mumbai and Pune in the next three months The group is aiming to register gross annual sales worth ₹500 crore with this new operation. “One of the major points of the cinema location is that they are at prime locations in the city in all tier-I, tier-II, tier-III cities. By doing this, we will definitely be able to increase the F&amp;B revenue of the group,” Sony Ravindranath Carnival Group’s Director &amp; CEO (F&amp;B) said in an interview with Business Insider India. “Just like Dominos and Pizza Hut, we also plan on opening our own delivery platform and then we will be able to send the product at a much cheaper price,” he added. Ravindranath says once Carnival Group’s cloud kitchens settle in India, they will also start opening other units overseas — Dubai, Singapore, Australia and the US. SEE ALSO: <a href="https://www.businessinsider.in/tech/news/googles-sundar-pichai-facebook-and-amazon-heres-how-american-companies-reacted-to-donald-trumps-h1-b-visa-freeze/articleshow/76522530.cms">Google’s Sundar Pichai, Facebook and Amazon — here’s how American companies reacted to Donald Trump’s H1-B visa freeze</a>

An Indian multiplex chain is turning empty theatres into cloud kitchens for home delivery via Zomato⁠⁠— taking on Domino’s and McDonald’s

<ul><li>The global <keyword id="41941" type="ORGANIZATION" weightage="20" keywordseo="fast-food">fast food</keyword> major, McDonald’s, has finally recorded a profit of ₹6.52 million (US$92,426) in India since the time it debuted in the country in 1996. </li><li>McDonald’s India reportedly saw a loss of ₹3.05 billion last year, while the total accumulated loss for the <keyword id="6181" type="COMPANY" weightage="20" keywordseo="Food">food</keyword> major since its launching was ₹4.21 billion. </li><li>The fast food giant has been embroiled in a legal battle with one of its main franchisees — Connaught Plaza Restaurants (CRPL) — for over five years now — that resulted in a termination of the franchise agreement.</li></ul>After over two decades and despite the popularity of its ‘aloo tikki’ <keyword id="164496" type="PERSON" weightage="20" keywordseo="Burgers">burgers</keyword> in India, global food giant McDonald’s has reportedly turned a profit in the country. The company entered the Indian market in 1996. It reportedly <a href="https://www.businesstoday.in/current/corporate/mcdonald-posts-its-first-ever-profit-in-india-after-22-years/story/304280.html">earned a profit</a> amounting to ₹6.52 million (US $92,426) for this financial year (FY17-18), ET reported citing data with Indian regulators. Since launching, McDonald’s has worked in sync with two licensed partners in India — Connaught Plaza Restaurants (CPRL) for the North &amp; East region and Westlife Development for West &amp; South. However, in 2013, it got embroiled in a legal battle with CRPL that has been ongoing for five years now and has impacted its financial performance over the years. In 2017, the company reportedly <a href="https://economictimes.indiatimes.com/industry/services/hotels-/-restaurants/mcdonalds-india-subsidiary-posts-net-profit-finally/articleshow/67250494.cms">saw a </a>net loss of nearly ₹3.05 billion, swinging to the profit of ₹6.52 million this year. However, the overall loss for the food major was ₹4.21 billion. While McDonalds launched in India in a joint venture with CRPL, it reportedly expelled Vijay Bakshi, then managing director of CRPL, discontinuing its franchise <a href="https://www.businesstoday.in/current/corporate/mcdonald-posts-its-first-ever-profit-in-india-after-22-years/story/304280.html">agreement</a> for its 169 outlets, resulting in a legal battle between the two. Presently, the fast-food chain is spread over 400 locations in India. In fact, it is planning to expand its footprint with over <a href="https://www.businessinsider.in/battle-of-the-fast-food-brands-how-dominos-is-cashing-in-on-mcdonalds-weak-position/articleshow/63518208.cms">500 more outlets</a> across the country, four years down the line. The <a href="https://www.businessinsider.in/battle-of-the-fast-food-brands-how-dominos-is-cashing-in-on-mcdonalds-weak-position/articleshow/63518208.cms">company has stated</a> that it has now managed to grow out of its loss-making phase and been able to stem the erosion of its profits. In general, India’s fast-food market continues to expand at a healthy pace and is expected to reach $21.2 billion this year, market research firm Euromonitor International said earlier this year. See also: <a href="https://www.businessinsider.in/indian-government-tightens-rules-e-tailers-like-flipkart-and-amazon-wont-be-allowed-to-sell-products-by-companies-they-back/articleshow/67266013.cms">Indian government tightens rules: E-tailers like Flipkart and Amazon won't be allowed to sell products by companies they back</a> <a href="https://www.businessinsider.in/heres-what-mcdonalds-restaurants-look-like-around-the-world/articleshow/66140494.cms">Here's what McDonald's restaurants look like around the world</a>

McDonald’s just earned a profit in India for the first time since launching in the country over two decades ago

Because of poor quality of tomato crops, US burger chain <keyword id="6378093" type="COMPANY" weightage="100" keywordseo="McDonalds">McDonald's</keyword> has decided to stop using sliced tomatoes in its burgers and other products in North and East India. 
 
A notice displayed at McDonald's outlets in Connaught Plaza explained that because of company’s inability to procure good-quality tomatoes, it has stopped to add tomatoes in various products. 
 
Other than the quality of crops, the country has also seen tomato prices shooting up in the past few months. In June, wholesale price inflation data showed vegetable prices jumping up by 17% y-o-y. 
 However, as per senior executives at <keyword id="568286" type="COMPANY" weightage="100" keywordseo="McDonalds-India">McDonald's India</keyword>, the move is not inspired by high prices but by poor quality. 
 
However, Westlife Development, operating McDonald's outlets in Western and Southern parts of India, has not come up with any step, since it’s not facing any such issues. 
 
<a href="http://hempbeach.com/wp-content/uploads/2014/05/mcdonalds-marijuana-burget-hbtv-hemp-beach-tv.jpg">Image source</a>

No tomatoes in McDonald's burgers for some time now

What killed the fun in going to McDonald's was standing in long queues, first to order and then to take it to your seat. However, soon you would be able to place your order on a digital <keyword id="4276042" type="UNKNOWN" weightage="20" keywordseo="self-order-kiosk">self-order kiosk</keyword>, while a staff member will bring it to your table. 
 
Not only this, the global fast food joint famous for its <a href="http://www.businessinsider.in/mcdonalds-new-big-mac-is-the-best-fast-food-item-ive-eaten-in-years-and-theres-a-simple-reason-why/articleshow/56799415.cms">burgers</a> is also bringing a change in its décor, and would make use of <a href="http://www.businessinsider.in/McDonalds-will-finally-let-you-order-and-pay-from-your-smartphone/articleshow/55254223.cms">interactive technology</a> to improve customer experience. 
 
Also read: <a href="http://www.businessinsider.in/13-Facts-About-McDonalds-That-Will-Blow-Your-Mind/articleshow/23168899.cms">13 Facts About McDonald's That Will Blow Your Mind</a> 
 
"A lot of people don't prefer QSRs because they don't want to stand in long queues, but now we are introducing table service," Amit Jatia, VC at Westlife Development, which operates more than 250 McDonald's outlets in South and West India, told ET. 
 
In the coming three years, almost 25-30% will go under these changes, with centres at Mumbai being the first. Also, every year, around 30 new stores with new technology and décor would be opened. 
 
Also read: <a href="http://www.businessinsider.in/How-to-open-a-McDonalds-Franchise-in-India-How-much-will-it-cost-who-to-contact/articleshow/54525662.cms">How to open a McDonalds Franchise in India? How much will it cost you &amp; who to contact</a> 
 
The brand, which is identified by its bright red and yellow colour will now adopt muted hues, as a part of the global change. 
 
There would also be some changes in the menu, which would now include salads, soups and whole wheat wraps, so that customer demands of <a href="http://www.businessinsider.in/9-up-and-coming-healthy-fast-food-chains-that-should-scare-mcdonalds/articleshow/57046299.cms">healthy food</a> can be fulfilled. 
 
(Image source: Salon)

No more self-service in McD’s; digital kiosks to be rolled out soon

<ul><li>INOX recently launched Megaplex, an 11-screen threatre in Mumbai to elevate the movie-going experience.</li><li>The multiplex plans to launch Megaplexes in more cities, starting with Lucknow in an attempt to bring people out of their homes to watch movies in theatres instead of at home.</li><li> Alok Tandon, CEO, <keyword id="105311" type="COMPANY" weightage="20" keywordseo="INOX-Leisure">INOX Leisure</keyword> walks us through INOX’s performance and why it is strengthening its experiential offerings.</li></ul>Multiplex chain INOX Leisure recently launched Megaplex, an 11-screen theatre in Mumbai’s Inorbit Mall, Malad, with an aim of transforming movie-watching into a more experiential experience and to further increase its engagement with its audiences. With 1,600 seats, INOX is said to have invested between Rs 50-60 crore. It will offer 6 different movie viewing formats, IMAX, ScreenX, MX4D, Onyx LED, Kiddles and INSIGNIA. In a recent conversation with Alok Tandon, CEO, INOX Leisure, we tried to understand the reasons behind the organization’s increased focus on experiential, and also what the future of INOX would look like, and what role marketing will play in it. Edited excerpts: Q) Why was this a good time to launch Megaplex? While the criticality of the role of ‘content’ in the cinema exhibition industry is massive, we were determined to play our part and offer an even more engaging experience to our guests. We were therefore, determined to up our experience game by creating massive experience-led entertainment destinations. Grand and chic INOX multiplexes took shape in Bangalore, Kolkata, Jaipur, Hyderabad and many other cities, but what really set the tone for the new decade was the recent launch of INOX Megaplex at Mumbai. Apart from being an architectural masterpiece in the cinema space, Megaplex also comes with innovative F&amp;B concepts and an elaborate gourmet selection. Q) Why did you choose to launch Megaplex in Mumbai? What other cities are you planning to expand to? The entire country looks up to Mumbai as the heart of Indian cinema, and putting up a destination like this in Mumbai was a matter of huge pride for us. Our next Megaplex is coming soon in Lucknow in the Phoenix Market City. We have strategically decided to make massive experience-driven entertainment destinations as a part of our growth strategy, and you would see more Megaplexes rolling out over the years. Q) What are your expansion plans for INOX in terms of number of screen? What is your vision for INOX? We currently stand at 617 screens across 68 cities in 147 multiplexes. We have a robust pipeline of over 900 screens that are going to come up across the country. As the passion for the giant screen experience is evenly spread across the country, so are our expansion plans. You will see INOX coming up in the highly urban locales to non-metros, to Tier II and Tier III centers as well. Q) A lot of youngsters are choosing to watch content on OTT now. How are you enticing this group of audience? The preference for watching content on OTT platforms is on the rise but it has not impacted the footfalls in cinemas so far. If the footfall figures are anything to go by, I believe OTT and cinemas are going to co-exist, with the quantum of content consumption increasing with increasing availability. We will continue to entice film patrons with the various formats we offer and by driving our experience strategy rigorously through luxury, service and technology aspects. We want to ‘de-couch’ Indian cinema lovers with supreme standards of cinema viewing experience, and we have done it with a lot of success. We have also innovated a lot on our F&amp;B services. On the marketing front, we have adopted a lot of experiential marketing initiatives to develop a stronger bond with our guests. Whether we are promoting a movie, or hosting a special screening, we have added a lot of fervor to our events. We have also successfully ventured into screening of concert films like BTS, Westlife and Metallica. We have also done reasonably well with Live screening of sporting events and brand alliances with various sporting leagues including the NBA, IPL and the PBL. We were one of the three multiplex operators in the world that got the screening rights of the ICC Cricket World Cup 2019. Q) How are you making the entire experience more seamless, in terms of tickets bookings, cancellations etc? A lot of effort has gone into making the ticketing and food ordering experience seamless and digitally-enabled. The aspiration was to remain available at the guests’ fingertips the moment they make the decision of going for a movie. Our redesigned app is intuitive and simple to navigate, much like our website. You can avail food combos at offer prices while making an online booking. In case you are visiting the multiplex without a booking, you will be greeted with interactive touch screens, which allow you to book tickets, order food and make the payment, all at one go. Even our box offices are enabled with touch screens, making the transaction faster and transparent, with a personal touch. The endeavor is to ensure that the guests do not have to stand in queues while entering or while ordering the food. Q) Tell us a bit about INOX's performance in this financial year? Did the general industry slowdown lead to lesser footfall? FY20 has been great so far. H1 saw us reporting the best growth in the industry, on footfalls, at 24%, on revenue at 30%, EBITDA at 48% and on PAT at 89%, all on a year-on-year basis. Our occupancy too grew by 319 base points in the same period. We have added 46 screens and 9 properties so far. The need and urge for entertainment, and that too cinematic entertainment has stood the test of time for decades in our country, and is unparalleled. Regardless of the state of the economy, going to the cinema is a family celebration or social event, and we Indians never compromise on celebrating, and that is what inspires us to welcome them at our properties and serve them better.

How INOX is de-couching Indian cinephiles by making the cinema-going experience grander

Snapdeal-owned <keyword id="6377963" type="UNKNOWN" weightage="20" keywordseo="Freecharge">FreeCharge</keyword> has a target in mind and is tying up with more and more merchants for the same. 
 
FreeCharge wants to increase its business multi-fold by March 2017 to Rs 20,000 crore. Presently, it sells services up to Rs 6,600 crore on its platform. 
 The competition in <keyword id="6368227" type="UNKNOWN" weightage="20" keywordseo="Mobile-wallets">mobile wallets</keyword> and recharges has intensified, leading big players to launch multiple services. 
 
"The target for us is, that we should end the year March 2017 with Rs 20,000 crore (about $3 billion) worth of transactions processed," Govind Rajan, chief operating officer of FreeCharge told ET. 
 
FreeCharge has partnered exclusively with Shoppers Stop and Westlife Development. 
 
"Our focus is actually on going after merchants who have a high velocity and high transactions values," Rajan told ET, adding “we are working on UIs which highly intuitive for both, the merchants and the consumer.” 
 Jasper Infotech, which owns <keyword id="541988" type="COMPANY" weightage="20" keywordseo="SnapDeal">Snapdeal</keyword> and FreeCharge both, wants to raise about $300 million (Rs 2,000 crore) for the digital payments platform to give tough competition to Paytm. 
 
FreeCharge has nearly one million transactions per day and Paytm's count is at 95 million transactions per month. 
 
(Image: Thinkstock)

Snapdeal-owned FreeCharge sets Rs 20,000 crore business target by March 2017

<ul><li>Two new cases in Karnataka took the total number of infected patients to 10 in the state. </li><li>Nagpur police have imposed Section 144 of Criminal Procedure Code (CrPC)to ban public gatherings. </li><li>The Aligarh Muslim University urged students to stay away from Friday prayers if they have flu-like symptoms. </li><li>The government on Monday prohibited the entry of passengers from European countries and Turkey as a precautionary measure from March 18 to 31.</li></ul> The number of <keyword id="8674550" type="UNKNOWN" weightage="20" keywordseo="Coronavirus-cases-in-India">coronavirus cases in India</keyword> currently stands at 140, including 13 people cured of the disease and three who lost their lives, according to the latest data available on the ministry of health and family welfare <a href="https://www.mohfw.gov.in/">website</a>. The number of cases in Maharashtra saw a steep rise in the past one week after a family of 5 escaped the <keyword id="1754604" type="PERSON" weightage="20" keywordseo="coronavirus">coronavirus</keyword> tests at the airport. The Maharashtra government reported 39 active cases in the state, making it the worst-hit state in India.Kerala stood second place with 27 infected people. The Nagpur Police has imposed Section 144 of Code of Criminal Procedure till March 31 to ban public gatherings to check the spread of the virus. Gurgaon woman tests positive, first confirmed case of coronavirus in Haryana A 29-year-old woman in Haryana's Gurgaon district tested positive for coronavirus, a health official said on Tuesday(March 17). The employee of a Gurgaon-based company and has travelled to Malaysia and Indonesia before testing positive. The samples of her tests were taken to the Pune-based National Institute of Virology, which confirmed her to be positive of Covid-19 Noida reports 2 new cases of coronavirus Two people from Gautam Buddha Nagar in Uttar Pradesh have tested positive with coronavirus. While one patient is identified as a resident of Sector 100 who returned from France. The second patient is a resident of Hyde Park in Sector 78. Both are now in isolation. 64-year old passes away in Mumbai taking state death toll to 2 A 64-year-old coronavirus patient today (March 17) passed away at Mumbai's Kasturba Hospital, taking the state’s death toll to 2. In fact, both the people who passed away are from Mumbai. Overall, three people have died of the disease across the country. Karnataka reports two new cases The Karnataka health department on Tuesday reported two new cases of coronavirus, taking the total number of infected patients to 10 in the state. A 20-year-old woman, who travelled from the UK has tested positive and a 60-year-old man, who came in contact with the 76-year-old deceased patient from Kalaburgi, also tested positive. 
	
	
	
	
	
	
	
	
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 India bans entry of Europeans and Turkey from March 18 to 31 The government on Monday prohibited the entry of passengers from European countries and Turkey as a precautionary measure from March 18 to 31. The government also announced to expand the minimum quarantine for people travelling to India from UAE, Qatar, Oman and Kuwait. Addressing a <a href="https://www.mohfw.gov.in/TravelAdvisory16thMarch.pdf">press conference</a>, minister of health joint secretary Lav Agarwal said, “As a precautionary measure, we are expanding compulsory quarantine for a minimum period of 14 days for passengers coming from or transiting through UAE, Qatar, Oman, and Kuwait.” Guidelines for cremating bodies of coronavirus infected deads In order to stop the infection from spreading further, the Central government is framing guidelines for handling bodies of those who die of coronavirus. It came after the controversy over the cremation of a Delhi patient who died of the virus last week. The <a href="https://economictimes.indiatimes.com/news/politics-and-nation/govt-framing-guidelines-for-handling-virus-victims-bodies/articleshow/74663235.cms">experts</a> at the National Centre for Disease Control (NCDC) are reviewing the guidelines that were framed during the 2018 Kerala Nipah virus outbreak and might adopt them for coronavirus as well. Air India pilots seek urgent financial aid in awake of covid-19 The two Air India pilots’ unions, Indian Aviation Guild and the Indian Commercial Pilots Association, have used this opportunity to highlight their plight in a letter to civil aviation minister Hardeep Singh Puri The letter said, “during this time, Air India employees have gone above and beyond to get our countrymen back from Covid-19-affected countries worldwide.” It went on to add, “On one hand the cabinet has openly praised the recent efforts of Air Indians and the national carrier, but on the other, the government has not infused any funds. Our fundamental right to wages for work already done is being flouted time and again.” AMU urges students to sit at a distance during Friday prayers The Aligarh Muslim University (AMU) has issued a notice urging students and all other employees of the varsity to stay away from Friday prayers on the campus mosques if they have any symptoms of flu. According to the notice, people have been asked to sit at a distance from each other during prayers and also skip one row in between. It also said that those with symptoms of flu should offer prayers at their residences. The AMU has around 20 mosques in the campus and the 20,000 students and teachers who live on the campus, offer prayers at these mosques. Taj Mahal shuts entry amid coronavirus scare The Taj Mahal will be closed for tourists from Tuesday onwards amid the novel coronavirus pandemic. Officials said that the decision was communicated to them on Monday night by the Ministry of Tourism in New Delhi. The Taj Mahal’s closure will be a major jolt to the domestic tourism industry, particularly the hospitality sector since the shutdown would lead to more cancellation of bookings in Agra. McDonald’s, Domino’s introducing ‘contactless’ delivery in India After Zomato and Swiggy, McDonald’s and Domino’s Pizza on Monday introduced ‘contactless’ delivery option where the delivery boys will ensure social distancing. Westlife Development, which owns McDonald’s restaurants in western and southern India, said that it has launched a ‘contactless’ delivery option in the wake of the coronavirus pandemic. “This service will allow customers to receive their order without coming in contact with the delivery staff. This feature has been introduced as an additional precautionary measure to ensure the safety of both the customers and the delivery staff,” said Jubilant FoodWorks Ltd (JFL), which runs Domino’s Pizza in the country. Punjab government shuts zoos amid <keyword id="8595403" type="UNKNOWN" weightage="20" keywordseo="Coronavirus-outbreak">coronavirus outbreak</keyword> The Punjab government on Monday ordered the closure of all zoos in the state till March 31 as a preventive measure in view of the coronavirus outbreak, an official statement said. There is a large zoo at Chhatbir near Chandigarh. Besides, there are four other small zoos at Patiala, Ludhiana, Bathinda and Neelon near Samrala in Punjab, it said. According to the statement, nearly 4,000 people visit these zoos daily. The number swells to 10,000 on weekends and more during holidays in summer and winter seasons. All 12 zoos, National Library shut in Bengal till March 31 The West Bengal Government has closed all 12 zoos in the state, including the famous Alipore Zoological Gardens from Tuesday till March 31 as a means of combating the deadly <keyword id="1559124" type="PERSON" weightage="20" keywordseo="coronavirus-infection">coronavirus infection</keyword>, a senior minister said. The National Library here is also being shut till March 31, an official said. Minister for Forests Rajib Banerjee told mediapersons that the decision was taken in view of an advisory from the Central Zoo Authority of India which the state government was adhering to totally. SEE ALSO: <a href="https://www.businessinsider.in/topic/coronavirus">coronavirus: Latest News, Articles on coronavirus | Business Insider India</a>

Coronavirus: Number of cases in India stands at 140; 13 cured and three dead

<ul class="summary-list"><li>Piers Morgan has developed a reputation as "Teflon Piers" for surviving a long trail of scandals.</li><li>He's been fired, censured, investigated, rebuked by a judge and questioned by police.</li><li>He left "Good Morning Britain" after facing criticism for his Meghan Markle comments. </li></ul>In the summer of 2015, shortly after his 50th birthday, Piers Morgan held a <a href="https://www.theguardian.com/media/2015/jul/08/piers-morgan-from-roaring-20s-to-roaring-50s">party</a> of breathtaking extravagance for 300 guests in the grounds of his country home, close to the village where he grew up in East Sussex, south of London.The theme was The Great Gatsby. There was caviar, lobster, truffles and endless cocktails, served by waiters in period costume. Female guests came as flappers and men wore tuxedos or blazers. They brought wine as gifts and <keyword id="57162" type="PERSON" weightage="60" keywordseo="Rupert-Murdoch">Rupert Murdoch</keyword>, one of Morgan's mentors, sent a case from his personal vineyard. In Morgan's indoor pool synchronized swimmers performed an homage to Busby Berkeley, while a tuba player blew fire from his instrument. The host, inevitably, was dressed in a white suit and yellow tie in imitation of Leonardo DiCaprio's portrayal of Jay Gatsby.Ever the showman, Morgan's ebullience disguised the fact that he had returned to the United Kingdom in despondency after being dropped by CNN, following a <a href="https://www.theguardian.com/world/2014/feb/24/piers-morgans-us-talkshow-axe-cnn">collapse</a> in ratings at his talkshow "Piers Morgan Live."He is the most famous figure in British <keyword id="6354777" type="COMPANY" weightage="60" keywordseo="Media">media</keyword> and yet behind him is a trail of scandals and screw-ups stretching back 25 years. He has been ignominiously fired, censured by regulators, investigated by government authorities, rebuked by a judge and questioned by police.Many of these episodes could might have been career-ending for another media figure. "He will always make spectacular cock-ups but he's like a rubber ball, he bounces back it seems from almost everything," says Bill Hagerty, editor of the British Journalism Review. Months after the Gatsby party, Morgan was re-established on television as co-host of ITV's Good Morning Britain, successfully taking on the BBC with his opinionated, self-aggrandising presenting style.That job <a href="https://www.businessinsider.com/ofcom-investigating-piers-morgan-after-41000-complaints-2021-3">ended</a> last week when he stormed off set following an angry exchange with his weather anchor, Alex Beresford, who objected to Morgan's long-running campaign "to trash" Meghan Markle, Duchess of Sussex. Morgan noisily <a href="https://www.insider.com/piers-morgan-meghan-markle-deserves-oscar-oprah-interview-prince-harry-2021-3">refuses</a> to believe her claims of feeling suicidal over race-baiting reporting by British tabloids or accept that he has contributed to the British media's racist campaign against her. Told by his bosses at ITV to apologise, he quit.<div type="image" title="Piers arms crossed Mirror " height="2655" width="4020" msid="81477557" hostid="261"></div>His stance on Markle has been heavily criticised, especially by younger people on social media. But his decision to "fall on my sword for an honestly-held opinion" has found favour with many of his supporters in the media. In October, Morgan published a book that was <a href="https://inews.co.uk/culture/books/piers-morgan-wake-up-review-woke-culture-729833">described</a> as "a cherry-picked attack on woke culture."Morgan is enraged by his broken friendship with Markle who, by Morgan's telling, exchanged messages with him on social media and met him for a drink at his London pub. But she has snubbed him since dating Prince Harry, apparently, because the actor won't abide by the unwritten rules of a media networking game he has played all his career. "He is really loyal," says Eleanor Mills, former editor of the (London) Sunday Times Magazine. "I think that's why he was outraged that he tried to be nice to Meghan and she chucked it in his face because that's not part of Piers's code." Morgan "does rely on personal relationships very much," says Matt Kelly, CEO of The New European and a former newspaper colleague of the presenter. "He does bear a grudge and he doesn't let go of that. If you offend his values of loyalty… that will never be forgiven or forgotten."Contacted by Insider, Morgan declined to contribute to this article. "I'd rather let everyone else have their say," he said. <div type="image" title="Piers Morgan" height="1482" width="1977" msid="81477558" hostid="261"></div>Morgan, 55, has been married twice and has four children. He began his career on the Wimbledon <keyword id="6355005" type="UNKNOWN" weightage="100" keywordseo="news">News</keyword> in 1985 and was "insanely competitive," according to his former colleague Rob McGibbon. The pair went on a holiday to Tenerife where they stayed with Morgan's grandmother and played tennis. "I used to play a lot and Piers was pretty rubbish, so I made a game of it," says McGibbon. "We played a set and he shouted and screamed and chased down every ball. He foot-faulted every serve and challenged every close line call. Before I knew it, my concentration was blown and he had won the first set. Then he refused to carry on playing. His grandmother was appalled and said: "Why do you have to behave like that, Piers? Robin is by far the better player." He shot back: "Well, he's not, is he - because I just won. That's all that matters."<div type="image" title="Piers MM newspapers " height="3456" width="3996" msid="81477559" hostid="261"></div>He always understood the value of schmoozing. As a young gossip columnist on The Sun tabloid he proposed that he should appear in celebrity photos to boost his status. "I became the friend of the stars, a rampant egomaniac," he <a href="https://www.independent.co.uk/life-style/from-city-boy-to-world-leader-1387335.html">recalled</a> in 1994. "Madonna, Stallone, Bowie, Paul McCartney, hundreds of them. It was shameless, as they didn't even know me from Adam." Kelvin MacKenzie, who edited The Sun and championed him, says: "Nobody had ever done that before. It was clear to me that what he had to say was far more interesting than some pop star who, if they had one more brain cell, they'd be a Keep Left sign."Murdoch made Morgan editor of the News of the World at 28, in charge of a paper with a 4.7 million circulation. In 1995 he ran long-lens photos of the sister-in-law of Prince Harry's mother Diana, Princess of Wales, as she left an addiction clinic. "The young man went over the top," <a href="https://www.independent.co.uk/news/murdoch-lashes-editor-shock-1619121.html">decreed </a>Murdoch, as the piece fell foul of Britain's press regulator. Morgan left for the Daily Mirror where he reinvigorated the paper but found himself in trouble again. Ahead of a soccer game between England and Germany, he ran a front page headline using the language of a Second World War comic: "Achtung! Surrender: For You Fritz, Ze Euro 96 Championship Is Over". In the diplomatic fallout, Morgan apologised to the German team.<div type="image" title="Piers Daily Mirror " height="2992" width="3000" msid="81477561" hostid="261"></div>Next came the scandal of 'City Slickers', a share-tipping column he set up at the paper. Morgan bought £67,000 of shares in Viglen, a technology company, the day before the column tipped them as a good buy. The City Slickers authors, Anil Bhoyrul and James Hipwell, were convicted of criminality and sacked but, after a long investigation by the Department of Trade and Industry, they decided not to penalize Morgan. "He got promoted to editor-in-chief of all the Mirror newspapers and we got thrown out," says Hipwell. "He creates these storms and the people in his wake are left to pick up the pieces."The scandal was covered by satirical magazine Private Eye and Morgan targeted its editor, Ian Hislop, in one of his infamous feuds. "When he goes all out it's bonkers and when he was in charge of a tabloid it's extraordinary, the resources you can divert onto your vendetta," Hislop says. "I had a shoulder operation, I came out of hospital and there was a Mirror photographer there - a picture appeared saying: 'Hislop battered by my campaign'. I thought 'I've just been in hospital Piers!'" Hislop says Mirror reporters even contacted the vicar at his village church to ask whether "Ian has confessed anything good".One thing Piers <a href="https://news.yahoo.com/blogs/cutline/piers-morgan-testifies-u-k-phone-hacking-case-171303941.html">continues to deny</a> is any involvement in <a href="https://www.businessinsider.com/piers-morgan-and-phone-hacking-at-news-corp-2013-3">phone-hacking</a>, the scandal that rocked British tabloids and led to the closure of the News of the World in 2011. Morgan <a href="https://www.independent.co.uk/news/people/profiles/piers-morgan-smooth-talker-whose-words-may-come-back-haunt-him-9817264.html">referred </a>to the practice of dialling into private voicemails as early as 2001 and joked about it at parties. <div type="image" title="Piers and Charles " height="1416" width="1728" msid="81477563" hostid="261"></div>Brian Cathcart, a journalism professor at Kingston University, says he believes Morgan could have stopped phone hacking before it was carried out on an industrial scale against thousands of victims. "What editors do when they know about criminality is set a team of investigators on it and make a splash. But he didn't. On the basis of what he admits, he has behaved shamefully."When Morgan appeared under oath at an official inquiry into press standards, the presiding judge, Lord Justice Leveson, described as "utterly unpersuasive" his evidence that hacking didn't take place at his Daily Mirror. He was interviewed by police under caution in 2013 but not charged. In 2018, the Mirror publisher admitted in open court that "a number of its senior employees, including executives, editors and journalists, condoned, encouraged, or actively turned a blind eye, to the widespread culture of unlawful information-gathering activities." Morgan <a href="https://nymag.com/news/media/piers-morgan-2011-10/">told</a> New York magazine in 2011 that he had "never hacked a phone in my life".In his days at the Mirror, Matt Kelly, who held senior roles during 18 years at the paper, remembers Morgan as an inspirational leader. "He only got angry when the newsroom was quiet and he used to march around saying 'It's like a fucking Norwegian bank in here!' He wanted aggro and creative tension and argument but he also wanted it to be a fun place."But it all came to a crashing end in 2004, when Morgan was fired after publishing what were determined to be faked photos purporting to show Iraqi prisoners being abused by British soldiers in an army lorry during the Gulf War. As the paper's board issued an apology over "a calculated and malicious hoax", Morgan was frogmarched from the building, still insisting the pictures were genuine and not shot at a barracks in northern England.But his friend Simon Cowell saw a potential TV star in Morgan's quick-fire wit and room-filling personality. He became a judge on America's Got Talent. Soon afterwards he made a six-year-old girl contestant cry by telling her: "You are not as good as Beyonce, you don't look like her." Meghan Markle isn't the first female he's upset. Susanna Reid, his co-host on Good Morning Britain, has also been reduced to tears. Yet Mills, a former chair of Women in Journalism and founder of Noon, a platform for women in midlife, describes him as "very warm and charming" and "actually really supportive of women."<div type="image" title="Piers celebrity ap w Trump " height="2000" width="3000" msid="81477565" hostid="261"></div>Morgan's repeated lionization of Donald Trump, with whom he has been friends since he won The Celebrity Apprentice in 2008, has antagonized many in the <keyword id="6354868" type="COUNTRY" weightage="60" keywordseo="UK">UK</keyword>. Trump describes him as a "tough hombre" and granted his kindred spirit repeated exclusives on his presidential visits to the UK, including an interview on Air Force One that was <a href="https://www.radiotimes.com/tv/current-affairs/good-morning-britain-viewers-think-piers-morgan-was-way-too-easy-on-donald-trump-again/">criticised</a> as a "love-in" by some viewers.Usually a highly-effective television interviewer, Morgan makes men cry too, including Cowell and former British Prime Minister Gordon Brown after he asked them about family tragedies. His irrepressible chutzpah and headline instincts draw him to subject areas that others shy away from. Brown choked up when asked about the death of his prematurely born daughter, Jennifer, while Cowell wept as he found himself reminiscing to Morgan on the moment he phoned home with news that his group Westlife were at number one, only to be told by his mother that his father had just died.Morgan is also unpredictable. When editor of the Daily Mirror he campaigned fervently against the Gulf War. He recently won admiration for strident criticism of politicians over their response to Covid-19. After he stunned the rest of the British media by landing a dream role at CNN, some on both sides of the pond gave him plaudits for taking on the National Rifle Association and American gun culture. He also turned against Trump in the final year of his presidency over his mishandling of the pandemic and his incitement of supporters outside the US Capitol.Murdoch once said of Morgan that "his balls are bigger than his brains" and a long list of Morgan's antagonists would probably attest to that. But no one assumes they have seen the last of the man they call Teflon Piers.He still has a well-read newspaper column for the Mail on Sunday. His latest job departure coincides with the launches in the UK of two conservative television news outlets, one being set up by his former patron Rupert Murdoch. The other project, GB News, is being led by the former BBC presenter Andrew Neil, another old friend who says he would love Morgan to join him. "Piers would be a huge asset to GB News and we'll definitely look at that." He might even hope to emulate <keyword id="6839544" type="UNKNOWN" weightage="60" keywordseo="Meghan-and-Harry">Meghan and Harry</keyword> and cut a deal with Netflix, where he already has a popular show, Killer Women with Piers Morgan."When you think of all the scrapes he has been in you would think he would be pushing a broom outside Aldi's (supermarket chain) by now," says his former tabloid boss MacKenzie. "In fact, there will be a queue a mile long to hire him."

Inside the scandalous career of Piers Morgan, the master of the media comeback

<ul><li>As Westlife Development Ltd's <keyword id="126895" type="General" weightage="100" keywordseo="mcdonald" source="Orion">McDonald</keyword> celebrates its 25th anniversary in India this year, we speak to <keyword id="7251099" type="General" weightage="20" keywordseo="Arvind-RP" source="Orion">Arvind RP</keyword>, Director - Marketing and Communications, <keyword id="602278" type="General" weightage="20" keywordseo="McDonalds-india" source="Orion">McDonald’s India</keyword> (West and South) about the brand's marketing milestones.</li><li>We discuss several phases of transformation that the brand has gone through over the years to become India’s one of the most trusted brands.</li></ul>McDonald’s, for 25 years, has remained synonymous with burgers in India. The golden arches entered the country in 1996 and was an undisputed leader in burgers until 2014, that’s when its rival Burger King set up its first store in Delhi. However, by then, McDonald’s had captured the lion’s share of the market. Surviving through many neck-to-neck burger rivalries, economic crises and pandemic, McDonald’s stands strong today. When the American fast-food giant first thought of entering the Indian market, it had to face a huge challenge. Across the world, Big Mac beefburger was McDonald’s signature product and India was known as a vegetarian market back then. So, the starting point for McDonald's India was to position itself as Indian, represent family values and culture and position itself as comfortable and easy while retaining its global values. McDonald’s gracefully Indianised its global menu and Indians couldn’t get enough of its burgers, which is a quintessential American fast food. <div type="Video" msid="87852925" hostid="261" title="How to win over a challenging market as India: Inside McDonald’s success story" dataSource="BUSINESSINSIDER" thumbUrl="https://denmark.timesinternet.in/cmslite/api/app/images.jpg?msid=87852925"></div> Sharing how the company laid its foundation into the country, Arvind RP, Director - Marketing and Communications, McDonald’s India (West and South) said, “McDonald's is a very interesting case study. It has gone through several phases in its 25 years in India. Phase one was all about building the foundation through localisation or as we call it, the democratization of the burger. We introduced the McAloo Tikki and many such locally relevant burgers for the Indian market. We also introduced many new practices to win over consumer trust such as using separate veg kitchen and non veg kitchen.” After introducing its famous McAloo Tikki and the Chicken Maharaja Mac, McDonald’s next step was to win consumer trust and it went all out with its marketing activities to woo them. Another way to win over Indians was by offering low prices and beat street food, so it introduced its Happy Price menu starting from Rs 20 back then. McDonald’s made it a point to highlight its ‘value for money’ range in its marketing campaign and that’s when its iconic tagline ‘I’m lovin’ it’ was born too. <div type="Youtube" id="ErnTTK7zOeU" title="Very funny Indian ad for Mcdonalds-Doctor" thumbUrl="https://i.ytimg.com/vi/ErnTTK7zOeU/mqdefault.jpg"></div> “It was time to create a strong brand-connect with consumers for a brand that was unknown in India before that. So, we launched several campaigns, the one campaign that comes to mind is ‘McDonald's mein hai kuch baat’. Those were the early days of laying the foundation for the brand in India. The second phase was more about making it affordable for the masses. McDonald's is a democratic and a mass brand and we also felt that at some point in time, it was important to lay a broader appeal. And that's when we can came up with many campaigns around happy price combos. One such campaign was <a href="https://www.behance.net/gallery/2039247/McDonalds-Happy-Price-Menu">Aapke zamane mein, baap ke zamane ka daam</a> (prices from your father's era, in your era). It was a really stellar campaign with a broad-based appeal.” <div type="Youtube" id="gk5ZiuFhwxI" title="McDonalds India Ad-1997" thumbUrl="https://i.ytimg.com/vi/gk5ZiuFhwxI/mqdefault.jpg"></div> After localising the menu and introducing affordable offers, McDonald’s started focusing on establishing itself as a FoodTech platform. As per Arvind, it was one of the first companies in India to offer home delivery services. “Our early campaigns focused on making the brand more affordable and then it was accelerating to kind of a food tech image. We scaled up on McDelivery. We also launched McCafe around that time, which added a whole new dimension and a whole new vision,” said Arvind. <div type="Youtube" id="HKXeMCL5b2Q" title="McDonald's McDelivery | McDelivery Online | McDonald's India" thumbUrl="https://i.ytimg.com/vi/HKXeMCL5b2Q/mqdefault.jpg"></div> Cut to the pandemic which brought with it a time when all marketing playbooks felt redundant. Even India’s oldest brands were struggling to survive during the initial phases of the lockdown. As the government eased lockdown, the QSR industry left no stone unturned in doubling down on their ‘doorstep and contactless delivery’ proposition. McDonald’s also revamped its marketing strategy; from focusing on creating happy memories, affordability and home-delivery before the pandemic, it started assuring its consumers about its safety practices and focused on empathy after the pandemic. Arvind said, “In the post-pandemic phase, the brand has gone to the next level, we have really amped up on our omni-channel convenience. Delivery is a very important lever for the business today. Over the last two years, we went to the consumer with our golden guarantee campaign. And that went a long way in reassuring consumers in the context of the pandemic, telling them food is safe to eat and also talking about stringent quality standards and safety standards the brand has always had, which elevated during the pandemic. Also, in the post pandemic era, it's important for brands to be empathetic, not to be tone deaf to what's going out there, and tweak their marketing messaging, marketing mix, to kind of be more relevant to today's context.” <div type="Youtube" id="5Qzw-yqjkxw" title="Safety and Hygiene | McDonald's Golden Guarantee | McDonald's" thumbUrl="https://i.ytimg.com/vi/5Qzw-yqjkxw/mqdefault.jpg"></div> Today, home delivery contributes around 40-45% to McDonald’s business and its drive-through services were first to recover post-lockdown. So, the brand started positioning itself as a convenient omni-channel service. Sharing how convenience has taken the center stage today in its communication, Arvind said, “We were the first QSR brand to launch McDelivery in India, and we have been consistently at it to kind of grow it. Pre-pandemic, about 20-25% of the business was delivery and now 40-45% of the business comes from delivery. In fact, our overall convenience channels, which is our delivery, our drive through, our on the go is upwards of 50-60%. So in essence, McDonald's has kind of transformed itself over the years into an omni channel, convenient brand and that's quite important for consumers of today.” To celebrate these milestones and commemorate its 25 years of existence in our country, McDonald’s has launched a new campaign called ‘25ActsofHappy,’ a gourmet range of burgers and healthy beverages. <div type="javascript" title="Instagram" contenttype="Video"><cdata><![CDATA[ ]]></cdata></div> Explaining the thought behind its 25th anniversary campaign, Arvind said, “All kinds of consumers have had wonderful memories of the brand built over the last many years. And our 25 years is all about those happy memories. What we are saying is, we will do 25 acts of happiness over the next one year. And the first such Act has happened, which is all about building memories at McDonald's and bringing them alive. The next such act will happen later in November. So through these 25 acts over the next one year, we want to celebrate the brand and the fandom that McDonald's has among the consumer.” Capturing newly-entered territories If Arvind is to be believed, Mcdonald’s is just getting started! In its next phase of growth, the QSR giant aims to expand its presence further into the country and capture the coffee and fried chicken market. According to Edelweiss Securities report, India’s quick-service restaurant (QSR) market is expected to clock a compound annual growth rate of 23% between 2021 to fiscal year 2025. As per Technopak, India’s food services market was estimated at ₹4,236 billion in FY20. “We plan to open about 25-30 stores every year and are broadly open to emerging retail opportunities. Apart from metros like Mumbai and Bengaluru, even the smaller towns are doing very well. As an example, our drive throughs in some of the smaller towns were the first to recover post pandemic and they went up to over 50% of their original pre-pandemic sales. Our new products like McSpicy fried chicken are higher in demand in smaller towns, especially in the South,” said Arvind. Talking about the next phase of growth, Arvind added, “Future McDonald's would be something that plays across multiple dimensions. The first dimension would be categories, where we build leadership in burger, chicken and coffee. The second dimension would be across different dayparts. We are uniquely positioned as a brand to play across breakfast, lunch, snack, dinner and post dinner. And we have got burgers and beverages that are relevant across these day parts and that's such an important differentiator for the brand.” With its glocal approach and affordable options, McDonald's has quietly made inroads into desi households in these last 25 years and has built a brand connect that is here to stay.

How to win over a challenging market as India: Inside McDonald’s success story

I was compelled to pick my Oneplus 2 handset yesterday when I first heard about the <keyword id="3216446" type="UNKNOWN" weightage="100" keywordseo="FreeCharge-Go-card">FreeCharge Go card</keyword> launch. What would it feel like to use a virtual card, I wondered, as I downloaded the mobile wallet on my phone eagerly. Yep, I was not one of the 15 million users of FreeCharge app till yesterday and here I am using both the app and the newly launched card today. For starters, I feel merely the curiosity of experiencing a transaction using a virtual credit-like card will get a lot of enthusiastic people like me to sign up for the digital card. 
 
What does it take to get one, after all? Just two minutes of your time. Literally! 
 
I was astounded myself when it flashed my own 16-digit card on the screen within two minutes of my entering an MPIN. 
 
 
 
Now, what’s an MPIN for? It’s password protection for your card so that nobody else can access it, and works the same way as your phone lock. The details of your card, therefore, will be visible or accessible only to you when you enter your four digit MPIN. No more shying away from entering your pin details in front of offline merchants or strangers! 
 
Anyway, so here I got my FreeCharge Go card within no time and it looked exactly like a regular card we carry in our wallets today! 
 
 
 
Nice… The next thought is now what? Let’s try to do a transaction. But, how do we exactly use this, where and how will it help to use this card over a debit/credit card? A little bit of reading first would do no harm, I felt. After the research, I decided to get onto using this new little thing for a purchase. Though I began with skepticism quite honestly, but on the way I figured that there’s no algebra or geometry behind using it. It’s in fact used the same way we have been using an ICICI or HDFC or any other bank credit/debit card for that matter. One thing to remember, however, is this card is a PREPAID card, which means your Freecharge Wallet in the phone needs to have enough balance to cover the purchase you are making using your FreeCharge Go card. So, first add money to the Freecharge Wallet and then you are good to go. 
 
So, I headed straight to Flipkart and decided to purchase a watch for a friend who will be turning 28 this Sunday. Watch selected.. Address details added.. and now came the payment stage. I was required to choose the credit card option, copy the 16-digit card number and other details like CVV and expiry date. Now? 
 
 
 
That’s it. At this stage, I felt reassured that its usage procedure is almost same as the other cards, and it can be used on any online payment gateway that supports MasterCard. 
 
After the purchase, every transaction using the card needs to be verified by an OTP as a security measure, I had read up, which is sent to the registered mobile number. In about 30 seconds from the time I made the payment, I got mine too! 
 
Once verified, as per the offer valid for 21 and 22 January, I immediately received Rs 100 cash back in my FreeCharge Wallet on the total amount I paid. Wow, not bad at all! 
 
Another thing - The second time you use the card, the transaction merchant can ask the customer if they’d like them to take the address registered on FreeCharge, just like Facebook. So, it also does away with the problem of typing your details over and over again. 
 
Personally, I found it an extremely effective way of making payments as its doubly secure, seamless, hassle-free, attractive due to cashbacks and discounts, and can be used on all Indian websites and mobile apps. Moreover, one can also avail its benefits at offline stores as the mobile online wallet company has also introduced offline payments a few weeks ago in partnerships with Westlife Development Ltd, owner of the Master Franchisee of McDonald’s west and south India, and Shopper’s Stop. In this case, the customers paying offline need not have to give their pin but rather a changing OTP which is available at all times with or without network on the app. The firm is looking at more partnerships with the offline merchants in the coming months. 
 I think it’s time folks at <keyword id="143842" type="UNKNOWN" weightage="100" keywordseo="Mobikwik">MobiKwik</keyword> and <keyword id="6357120" type="UNKNOWN" weightage="100" keywordseo="PayTM">Paytm</keyword> pull up their socks, because boss FreeCharge Go card can be quite the gamechanger!

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