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He became a '<keyword id="25931" type="General" weightage="20" keywordseo="billionaire" source="Orion">billionaire</keyword>'- even if it was only for a few hours. <keyword id="334037" type="General" weightage="80" keywordseo="bihari-lal" source="Orion">Bihari Lal</keyword> (45) a daily wage labourer who works at a brick kiln unit in <keyword id="6355588" type="General" weightage="50" keywordseo="rajasthan" source="Orion">Rajasthan</keyword>, withdrew Rs 100 from his Jan Dhan account in <keyword id="6355303" type="General" weightage="50" keywordseo="bank-of-india" source="Orion">Bank of India</keyword> from a Jan <keyword id="6537392" type="General" weightage="50" keywordseo="seva-kendra" source="Orion">Seva Kendra</keyword> in his village. Minutes later, he received an SMS that showed a balance of Rs 2,700 crore in his account. He was at his native place in <keyword id="6357713" type="General" weightage="50" keywordseo="uttar-pradesh" source="Orion">Uttar Pradesh</keyword>'s Kannauj district as the brick kiln unit was shut due to the monsoon. Bihari Lal went to the bank mitra who checked the account and confirmed the amount in his account. "I then asked him to check my account again, after which he checked it thrice. Even when I could not believe it, he took out the bank statement and gave it to me. I saw Rs 2,700 crore lying in my account," said Bihari Lal while talking to the media. However, his happiness was short lived because when he reached the branch to check his account, he was told that the balance was just Rs 126. Later, the bank's lead district manager <keyword id="299988" type="General" weightage="50" keywordseo="abhishek-sinha" source="Orion">Abhishek Sinha</keyword> told reporters that the account was investigated and it had only Rs 126. "It could apparently be a banking error. The account of Bihar Lal has been seized for a while and the matter has been brought to the knowledge of senior bank officials," he said. Bihari Lal works as a labourer at a brick kiln in Rajasthan and earns Rs 600 to 800 per day. SEE ALSO : <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/telecom/news/heres-how-much-mobile-bills-can-increase-from-5g-network-service/articleshow/93312184.cms">5G services might kickoff in October but your mobile bills could rise sooner</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/india/news/govt-cuts-windfall-tax-on-diesel-atf-exports-but-raises-levy-on-domestic-crude/articleshow/93311976.cms">Govt cuts windfall tax on diesel, ATF exports but raises levy on domestic crude</a>

This daily wage earner turns billionaire for a few hours with Rs 2,700 cr in his Jan Dan account

<ul><li><keyword id="7958501" type="General" weightage="20" keywordseo="plant-based" source="Orion">Plant-based</keyword> meat brand <keyword id="10245076" type="General" weightage="80" keywordseo="gooddot" source="Orion">GoodDot</keyword> has recently launched its nation-wide ad campaign featuring <keyword id="1115774" type="General" weightage="100" keywordseo="neeraj-chopra" source="Orion">Neeraj Chopra</keyword>.</li><li>The ad is aimed at prompting people to do good.</li></ul>Plant-based meat brand GoodDot has recently launched its nation- wide ad campaign that promotes the message of ‘Do Good’. The ad features GoodDot’s brand ambassador Neeraj Chopra. With the use of the latest technology and VFX- based techniques, they have made the advertisement level meet international standards by creating a realistic animation character of GoodDot’s mascot GoodDo - The Goat. Interestingly GoodDo was rescued from a slaughterhouse in 2017 and now resides in Udaipur. The amazing effects of the commercials are created by P3 Animation Studio. <div type="Youtube" id="gj0qTPU2LKQ" title="Neeraj Chopra &amp; GoodDo At the Airport | GoodDot | #GoodDoYaar" thumbUrl="https://i.ytimg.com/vi/gj0qTPU2LKQ/mqdefault.jpg"></div> <div type="Youtube" id="XfixkCbmBpw" title="Neeraj Chopra &amp; GoodDo Stuck in Traffic | GoodDot | #GoodDoYaar" thumbUrl="https://i.ytimg.com/vi/XfixkCbmBpw/mqdefault.jpg"></div> <div type="Youtube" id="4UajEUj-lX0" title="Neeraj Chopra &amp; GoodDo Go to the Market | GoodDot | #GoodDoYaar" thumbUrl="https://i.ytimg.com/vi/4UajEUj-lX0/mqdefault.jpg"></div> The highlight of the ad is the wonderful acting of Neeraj Chopra and the funny interaction with GoodDo - the goat. The 3 scenes in the ad subtly passes on the message that sometimes people get lazy and commit mistakes like littering, breaking the queue, not following the traffic signals. In the ad, Neeraj Chopra is seen as having an urge to commit the above mistakes, but his inner conscience in the form of GoodDo, the animated goat prevents him from committing the mistake and obeying the rules and the social etiquettes. Commenting on the commercial, Neeraj says, “I thoroughly enjoyed being a part of the Do-Good campaign with the GoodDot team. I love the fact that the simple message of doing the right thing is being told in this manner, and hope people can resonate with this message when they watch the films. I was lucky to have GoodDo by my side through the various situations in the ads and would urge everyone to channel their inner GoodDo when facing tricky situations in life.” The scenes have been beautifully shot and the important message of being good and doing good is passed on very subtly in a fun form. Towards the end of each scene, GoodDot embeds a message of the benefits of plant-based meat in terms of health, taste and reduced cruelty to animals. “We are beyond excited to release this ad. This ad communicates the ethos of our brand GoodDot in a very clear and strong format. We were pleasantly surprised by the amazing acting of Neeraj Chopra. Being a first-hand witness to the shoot, I was inspired by the work ethics of Neeraj as he put in his all in the acting. Having GoodDo our incredible goat in this ad is extra special as this fun representation of GoodDo will help the audience relate more to the beauty of the animal world. The production and the animation team have done a fantastic job and this ad it right up there with the best in the globe. I am super proud of my team, and we are blessed to have Neeraj &amp; GoodDot telling our story to the world”, said <keyword id="299988" type="General" weightage="20" keywordseo="abhishek-sinha" source="Orion">Abhishek Sinha</keyword>, Co-Founder and CEO, GoodDot, on the commercial Launch.

Plant-based meat brand GoodDot launches a campaign featuring Neeraj Chopra to promote the message of doing good

<ul><li>India is a relatively young market for <keyword id="26528" type="General" weightage="100" keywordseo="cheese" source="Orion">cheese</keyword> but the category has witnessed good growth during the pandemic.</li><li>For the past few years, <keyword id="6359432" type="General" weightage="80" keywordseo="britannia" source="Orion">Britannia</keyword> has been focusing on growing its <keyword id="6393794" type="General" weightage="80" keywordseo="dairy" source="Orion">Dairy</keyword> business and has big plans to grab a larger share in the category.</li><li>We speak to <keyword id="299988" type="General" weightage="20" keywordseo="abhishek-sinha" source="Orion">Abhishek Sinha</keyword>, Vice-President, Dairy Business, Britannia Industries Ltd. to understand what Britannia is doing to give a push to its Dairy business and how its Cheese portfolio is performing. We also talk to him about Britannia Cheese's latest campaign. </li></ul>India’s cheese market is at a relatively nascent stage when compared to global markets but it is a segment that presents a lot of opportunities. Since the pandemic when people were stuck at home, there was an increase in people experimenting with cooking and owing to the role cheese plays in a lot of global cuisines, there was a surge in demand of cheese worldwide, according to reports. Closer home, Britannia Cheese quickly recognized the opportunity and strengthened its digital marketing strategy to make the most of this surge in demand. In fact, in the financial year 2020-21, Britannia Cheese delivered sales of Rs 200-300 crore. Owing to the growth in demand, the brand also released a campaign recently which was aimed at raising awareness about the role the brand can play if included in children’s everyday diet. <div type="Youtube" id="Pdauhv7Ww8A" title="Britannia Cheese Hindi_20sec" thumbUrl="https://i.ytimg.com/vi/Pdauhv7Ww8A/mqdefault.jpg"></div> We recently caught up with Abhishek Sinha, Vice-President, Dairy Business, Britannia Industries Ltd. to understand how the brand has grown in the past few months, its new campaign and how it is ensuring it keeps up with its growth momentum. Excerpts: Q) You have recently released a campaign for Britannia Cheese where you talk about the importance of consumption of good quality proteins for young adults. Tell us a bit more… Our new campaign for Britannia Cheese aims to educate the audiences about its protein-rich qualities. Proteins are by far one of the most important macronutrients that should be a part of a healthy diet. The campaign aims to raise awareness about the role Britannia Cheese plays as a part of children’s nutrition and encourages parents to include it as a rich and delicious source of good quality protein in their children’s diet. With 2 slices of Britannia Cheese that is made of the goodness of cow’s milk, children will be able to get the same amount of protein as 1 glass of milk or 35 gms of paneer. Q) India is still a young market for cheese. Since your campaign is talking about including cheese in children's diet, how are you convincing parents it’s a healthy option? When we started our background work, our starting point was that Britannia Cheese had considerably less amount of fat when compared to our butter. Categories like butter are familiar to us and a part of our daily diet, while cheese is a relatively modern option and hence unfamiliar category for Indian population. Moreover, we also found that 4 out of 5 Indians don’t consume adequate amounts of good quality protein that comes from cow’s milk. Britannia Cheese which is made of cow’s milk is one of the richest vegetarian sources of good quality protein. Also, cheese is a major source of Calcium, Phosphorous and Vitamin A and hence a valuable addition to a healthy and balanced diet. Q) How big is India's cheese market? What is Britannia's market share in the category? As per IMAC Data, the Cheese category was Rs 3100 crore category in 2018 with 40% of the market coming from Retail sales and 60% of the market from institutional sales. In the financial year 2020-21, Britannia Cheese delivered sales of over Rs 230 crore and as per internal estimates, is the second largest player in <keyword id="13131124" type="General" weightage="20" keywordseo="retail-cheese" source="Orion">Retail Cheese</keyword> in the country. Q) What sort of growth has Britannia's dairy and cheese category witnessed in the last few years? What are a few factors that have helped achieve this growth? The financial year 2020-21 saw Britannia Cheese growing at 30% on the back of lockdowns and consumers shifting their consumption from out-of-home to in-home. The growth in the first half of the year was somewhat subdued owing to the large bases of the previous year, however the growth for Britannia and the category has come back in the second half of this year. While Britannia remains strong across top metros and modern trade stores, our key growth markets in recent times have been the next 20 towns beyond the top 8 metros and e-commerce. During and post the pandemic, we realized that the cheese category in Tier II towns has started outpacing the grown in metros and we are looking at growing our distribution in these markets significantly this year. Further the e-commerce business for cheese has been growing at a CAGR of 100% for the last 2 years and we expect to continue the momentum in the coming year as well. Q) Being one of the top players currently, what sort of innovations are you bringing about in the category? Are you also looking at focusing on gourmet/premium cheese offerings? One of the keys towards being India’s largest bakery foods company and one of the most trusted brands is the strength of our R&amp;D function in driving product innovations. The Dairy portfolio is also key in our vision of making Britannia a global Total Foods Company. One of the focus of our investments in the Ranjangoan unit would also be to build a world class R&amp;D facility. This will enable us to develop and grow the Indian Value-Added Dairy category. In the vision for Dairy, we see ourselves as a Leader in the Value-Added Dairy category which we shall achieve by bringing world-class product experiences to consumers at prices that are competitive and yet create margins for investment into the growth of such experiences. Some of the opportunities in Cheese that we would be keen to explore would be to grow the nascent <keyword id="13131123" type="General" weightage="20" keywordseo="cheese-snacking" source="Orion">Cheese Snacking</keyword> category which is very large in western markets. Our back-end competency would also enable us to become a preferred supplier of cheese to hotels, restaurants, QSRs and cafeterias. We would also seek to grow nascent categories like spreads, cream cheese and Mozzarella cheese. Meanwhile, other avenues for innovation that we have outlined lie in the Value-Added Drinks and Yogurts categories through a portfolio expansion for <keyword id="13131122" type="General" weightage="20" keywordseo="winkin-cow" source="Orion">Winkin Cow</keyword> and our Fresh Business. Q) Globally as well as in India, a lot of people are moving away from animal-based foods… What do you think the future of the Dairy category looks like in India? Today we see a large global recognition of the fact that our diets are high in carbohydrates but poor in protein and hence there is a move towards new sources of Protein to be added to our diets. In fact even in India there is a recognition of the fact that 4 out of every 5 Indians don’t consumer adequate amounts of good quality protein in their diet. This recognition is also fuelling the growth of the Dairy Category in the country and hence we see significant growth of categories like Cheese, Value Added Dairy Drinks and Value Added Yogurts. We are extremely bullish about the prospects of the category and hence have invested close to Rs 600 crore in our backward integrated dairy plant at Ranjangoan. Q) What is your focus going to be in terms of marketing your products? What is your target for FY 22-23? We expect FY 22-23 to be an exciting year for Britannia Dairy as this is the year we start manufacturing our own products. We would aspire to grow our business in high double digits led by Cheese, Dairy Drinks and the Fresh portfolio. We have embarked onto a powerful Brand Campaign for Britannia Cheese build on bridging the Protein gap for Indians. This message is being spread through a 3-month Brand Power TVC in mass media across India. We are also investing in digital initiatives for the savvy metro consumer. For Tier II and III towns, we will also be investing in OOH to take the message far and wide. We are also investing robustly in Modern Trade Visibility and across E-commerce platforms. We are also extremely bullish on Winkin Cow, our Dairy Drinks brand. We have regularly invested in advertising for the brand and next year, we plan to extend our offerings to various segments of the Dairy Drinks category, from affordable SKUs to premium and indulgent experiences. Lastly, the Dairy Factory will allow us to incubate Maharashtra as a market to build a robust fresh dairy portfolio.

Here’s how Britannia is strengthening its Dairy portfolio

We are entering an Age of Complexity manifested by intensified economic unpredictability, tectonic demographic and technological shifts, and accelerating scarcity of resources. Adversity has become the new normal. The good news is that we humans are typically good at coping with adversity. From a biological perspective, humans are pre-programmed to react predictably to adverse—and even hostile—situations thanks to our well-perfected “fight-or-flight” instinct. Sadly, however, this preconditioned “fight-or-flight” reaction fails to produce optimal responses in today’s complex world. When we face an intractable problem many of us tend to throw in the towel quickly or keep on fighting the issue wishing it will vanish. Now visualize this: what if you could transcend this binary “fight-or-flight” reaction and uncover a “third way”—a new outlook that empowers you to see adversity as an opportunity for personal and collective growth? Adversity will suddenly morph into your ally—an ally that can ignite your ingenuity and drive you to the unearthing of revolutionary solutions that yield amazing value for yourselves and for humanity. You will become a modern day alchemist—one who can literally transmute adversity into opportunity. Such alchemists do exist—and many of them live in emerging markets like India. 
 
Take Kanak Das, a young man who lives in Morigaon, a remote village in the northeast Indian state of Assam. Das got sick of riding his bicycle on poor village roads filled with potholes and bumps. Assume you were an R&amp;D engineer who works for <keyword id="6355174" type="CITY" weightage="80" keywordseo="Ford">Ford</keyword>, <keyword id="6355119" type="CITY" weightage="80" keywordseo="BMW">BMW</keyword>, or <keyword id="6374528" type="CITY" weightage="80" keywordseo="Toyota">Toyota</keyword> trying to design a car that can ride smoothly on such potholes-filled roads: your “fight” instinct would have told you to design better shock absorbers to overcome the bumps. But Das didn’t “fight” the bumps: instead, he used this constraint to his advantage by equipping his bicycle with a makeshift device that converts the shocks it gets into acceleration energy—enabling his bicycle to run faster on bumpy roads! 
 
Das literally transformed adversity into an opportunity to innovate and extract value from the very problem he confronted. Das epitomizes the spirit of jugaad. Jugaad is a hindi word meaning an innovative fix or an improvised solution born from ingenuity and cleverness. Jugaad is, quite simply, a unique way of thinking and acting in response to challenges; it is the gutsy art of spotting opportunities in the most adverse circumstances and resourcefully improvising solutions using simple means. Jugaad is about seeing the glass always half-full. 
 
Jugaad Innovators: The Modern Day Alchemists 
 Jugaad is practised by almost all Indians in their daily lives to make the most of what they have. Jugaad applications include finding new shrewd uses for everyday objects—Indian kitchens are replete with empty soft drink or pickle bottles reused as containers for water, spices, or lentils— or inventing new utilitarian applications and ingenious solutions with everyday objects, like using cellphones to make “missed calls”. 
The entrepreneurial spirit of jugaad is not limited to India. It is widely practised across all emerging economies such as China, <keyword id="12925" type="ENTERTAINMENT" weightage="80" keywordseo="Africa">Africa</keyword>, and Brazil, where resilient entrepreneurs are also pursuing growth in difficult circumstances. The Brazilians have their own word for this resourceful approach: jeitinho. The Chinese call it zizhu chuangxin, or indigenous innovation (in contrast with shanzhai, meaning copycat versions of foreign-made products). The Kenyans refer to it as jua kali. In our book Jugaad Innovation, my co-authors and I delved into the frugal and flexible mindset of thousands of ingenious entrepreneurs and enterprises around the world practicing jugaad to creatively address critical socio-economic issues in their communities. In Kenya, for instance, entrepreneurs have invented a device that enables bicycle riders to charge their cellphones while pedalling. 
 
In the Philippines, Illac Diaz invented A litre of light—a recycled plastic bottle containing bleach-processed water that refracts sunlight, producing the equivalent of a 55-watt light bulb. This product—which costs only $1—is a boon for scores of Filipino families living in makeshift houses in off-the-grid shantytowns. And in <keyword id="15735" type="CITY" weightage="80" keywordseo="Lima">Lima</keyword>, <keyword id="6360497" type="COUNTRY" weightage="80" keywordseo="Peru">Peru</keyword> (a country with 98% humidity that receives only 1 inch of rain a year), the local university of engineering and Technology (UTEC) has designed advertising billboards that can generate up to 100 litres of potable water out of humid air each day. 
 
The jugaad innovators we studied all hail from different cultures and social and professional backgrounds. Yet they all share one unique quality: their uncanny ability to “make lemonade with any lemon” they are given. They are resilient entrepreneurs who overcame tremendous difficulties to invent ingenious solutions to vexing issues afflicting our societies. Like magicians, they conjured up these innovative solutions out of thin air—using meagre resources. Just as an alchemist can convert low-value metal into high-value gold, these frugal innovators can “do more with less”: they can create lot more value using far fewer resources. 
 
What Makes Jugaad innovators— And Their solutions—Unique? 
Despite their diversity, all the jugaad innovators—be they entrepreneurs or corporate leaders—we studied in India and other emerging markets all have the following unique personality traits in common: 
 
They are empathetic 
They recognize that their fellow citizens are suffering from adverse circumstances (e.g., poor access to healthcare or education services) and strive to lessen their pain. It is this compassion for other beings that sparks their own passion to discovering pertinent solutions to issues afflicting others. 
 
For instance, Jane Chen, a Stanford MBA, was deeply moved by the fact that 20 million babies are born prematurely or with a low birth weight each year worldwide, and four million of them die, most in developing nations, because their parents can’t afford to maintain them in baby incubators, which are too expensive. To address this issue, Jane co-founded Embrace, which makes inexpensive portable infant warmers that low income mothers in rural India, China, and Africa can use to keep their premature babies warm, and thus save their lives. 
 
They are driven by a higher purpose 
 
Jugaad innovators are not driven by fame or money. Rather, they are motivated by the aspiration to build “a better world”. This higher purpose provides them great ethical clarity and serves as an inner compass that guides all their decisions and actions. 
 
For instance, brothers <keyword id="299988" type="PERSON" weightage="80" keywordseo="Abhishek-Sinha">Abhishek Sinha</keyword> and Abhinav Sinha co-founded Eko to make <keyword id="6354241" type="COMPANY" weightage="80" keywordseo="Financial-Services">financial services</keyword> affordable and accessible to the 600 million Indians who can’t avail of banking services. Eko enables low income people to open a savings account in a kirana (neighborhood retail store) and then merely use a mobile phone to deposit/withdraw cash as well as send/receive money. 
 
They are nonconformists 
 
Jugaad innovators boldly challenge the status quo by relentlessly posing the question: “why not?” They exhibit what Samuel Taylor Coleridge calls “uncommon common sense”: they develop counterintuitive solutions that flout conventional wisdom or even turn it on its head. 
 
For example, when <keyword id="6360722" type="PERSON" weightage="80" keywordseo="ratan-tata">Ratan Tata</keyword> announced his decision to produce the Nano industry experts and media analysts scoffed at the idea of making a $2,000 car, for which they believed there would be no market. But the maverick Tata stuck to his counterintuitive decision and he ended up creating not only a breakthrough car but he also shaped an entire new market for subcompact cars that western automakers are jumping into lately. 
 
They are ingeniously resourceful 
 
Just like MacGyver (the famed TV action hero who can escape from any predicament by improvising solutions using just his Swiss Army knife), jugaad innovators display great ingenuity in the face of challenges. They leverage their (inner) resourcefulness when they have no external resources to tap into. They embody the frugal “bricoleurs” whom the legendary anthropologist Claude Lévi-Strauss lauded in his seminal book La Pensée Sauvage. According to Lévi-Strauss, a bricoleur taps into existing resources to quickly solve a problem—unlike an engineer who goes searching for the best resources available to design a perfect solution. 
 
Mansukh Prajapati is one such bricoleur: a potter by training, he created Mitticool, the world’s “greenest” fridge made entirely of clay that consumes no electricity and is 100% biodegradable. 
 
They are adaptable 
 
Jugaad innovators possess an agile mindset that enables them to rapidly shift course and reach their objectives by trying out various approaches. They are not wedded to any specific approach or tool to solving problems. Their sense of purpose is steadfast (“make the world a better place”) but their method to serving that purpose is dynamic and constantly evolving. Hence, they are resilient and can “reinvent” themselves continually. 
 
For example, Harish Hande founded Selco in 1995 to debunk the myths that poor people can’t afford <keyword id="6357019" type="UNKNOWN" weightage="80" keywordseo="solar-energy">solar energy</keyword> and cannot maintain sustainable technologies. Conservative banks refused to fund his start-up and he initially struggled to convince rural consumers to switch from cheap-but-polluting kerosene to solar systems. But Hande applied his flexible thinking to improvise an ingenious solution that involves a grassroots network of micro-entrepreneurs who charge, install, maintain, and collect payment for solar lighting systems that they rent to people in remote villages. 
 
These personality traits of jugaad innovators also pervade the clever solutions they conceive. All their astute solutions (products or services) share the following attributes: 
 
• They deliver more value at less cost: Their ingenious solutions are low-cost (or much less expensive than alternative solutions in the market) and yet they offer much greater value for users. As a result, these solutions deliver “more value for less”. For instance, the embrace portable infant warmer costs less than $200—or 1% of the cost of western baby incubators priced at $20,000. More importantly, mothers can now hold against them their premature babies— dramatically boosting their chances of survival. That’s real value! 
• They are simple to use and maintain: The solutions are designed to be incredibly simple to use and maintain, thus lowering their “adoption barriers” for a larger number of users. For example, Eko’s mobile banking and payment services can be accessed using even the most basic mobile handset. This ease of use is a key success factor of Eko’s service which today counts 2 million clients. 
• They are inclusive: The solutions make critical products and services available and accessible to “marginal segments” of the society—e.g., low income people, the elderly, ethnic minorities— who traditionally couldn’t afford or access these products/services due their high cost or high complexity. For example, Selco’s solar lighting systems are now used by over 125,000 rural households across India (Selco aims to serve 200,00 households by 2013). 
• They are sustainable: The solutions are both environmentally and socially sustainable. First, these solutions are eco-friendly and minimize use of natural resources. Second, these solutions contribute to the social sustainability of local communities by spawning new “ecosystems” that create new jobs, etc.—thus catalysing a virtuous cycle of enduring socio-economic growth. For instance, Mansukh Prajapati involves many women in his village in Gujarat to produce his Mitticools, thus creating gainful employment for local community members. 
 
The rise of Jugaad innovation in The West The developed world, like emerging economies, is increasingly facing its own problems in areas such as healthcare, education, finance, and community development. Cash-strapped western governments, however, are unable to deal with these challenges on their own. In this context, a new wave of flexible-minded jugaad innovators in the US and Europe are emerging. These nonconformists are turning the conventional practices of many industries upside down, and in the process creating affordable and sustainable products and services for more citizens. 
 
For instance, Sal Khan founded Khan Academy to democratize access to education and make learning more fun for kids. He has created over 4,000 video tutorials for math, sciences, and engineering that are freely available on <keyword id="10879" type="CITY" weightage="80" keywordseo="YouTube">YouTube</keyword> and are today viewed by over 6 million users a month. Similarly, Erik Douglas co-founded CellScope, a start-up that converts your smartphone into a medical diagnosis tool so you can do ear, throat, and skin exams at home without having to visit an expensive lab. CellScope is a boon for the 50 million Americans who lack medical insurance. And to meet the needs of the 68 million Americans today who are unbanked or underbanked, <keyword id="2787085" type="UNKNOWN" weightage="80" keywordseo="Danny-Shader">Danny Shader</keyword> founded PayNearme, which enables US citizens without credit/debit cards to pay for online transactions by cash in local convenient stores. 
 
Universities too are joining this jugaad innovation movement in the west. Several higher education institutions in the US and Europe are training a new breed of engineers and managers to design next-generation products and services that can deal with scarcity in a frugal and sustainable manner. For instance, Stanford runs a very popular multidisciplinary program called entrepreneurial design for Extreme Affordability. And <keyword id="54274" type="ORGANIZATION" weightage="80" keywordseo="MIT">MIT</keyword>, with funding from Ratan Tata, recently launched the <keyword id="2481320" type="UNKNOWN" weightage="80" keywordseo="Tata-Center-for-Technology-and-Design">Tata Center for Technology and Design</keyword> to train future generation of engineers and business leaders to create affordable technologies and inclusive systems that meet the needs of resource-constrained communities in the developing world. Finally, several vanguard western corporations— helmed by visionary CEOs—are pioneering the adoption of jugaad innovation. The most notable of them is the global carmaker <keyword id="70040" type="COMPANY" weightage="80" keywordseo="Renault-Nissan">Renault-Nissan</keyword>, whose CEO, <keyword id="69288" type="PERSON" weightage="80" keywordseo="Carlos-Ghosn">Carlos Ghosn</keyword> famously coined the term “frugal engineering” in 2006 to describe the Indian engineers’ unique ability to conceive high-quality solutions faster, better, and cheaper. Ghosn is a big admirer of the jugaad mindset. As he puts it: “In the west, when we face huge problems and we lack resources, we tend to give up (too) easily. Jugaad is about never giving up!” In 2012, he sent Gérard Detourbet, a senior French executive in charge of <keyword id="43777" type="CITY" weightage="80" keywordseo="Renault">Renault</keyword>’s entry-level car business, to India. From his new R&amp;D center in Chennai, Detourbet will be designing and producing several vehicles—all built on the ultra-low-cost “A-entry” platform—that will first be launched in India and then marketed in Brazil and <keyword id="6355117" type="COUNTRY" weightage="80" keywordseo="South-Africa">South Africa</keyword>. There is no doubt that when Detourbet returns to Renault’s headquarters in Paris, he will carry with him the flexible jugaad mindset he acquired in India. 
 
Ultimately, the ingenious solutions devised by these audacious jugaad innovators—our modern day alchemists—in emerging markets as well as in developed economies stand out not because they are “clever” but because they bring hope to millions around the world. In today’s morose economic climate and challenging social context, these alchemists help transmute pessimism into optimism—and that, by itself, is priceless. These ingenious alchemists—and their frugal and agile jugaad mindset—not only represent the hope for humanity but they also help restore our faith in humanity. 
 This article is partially adapted from the book Jugaad Innovation: A Frugal And Flexible Approach To Innovation For The 21st Century (<keyword id="189391" type="ORGANIZATION" weightage="80" keywordseo="Random-House-India">Random House India</keyword>, 2012). 
 (<keyword id="373112" type="PERSON" weightage="80" keywordseo="Navi-Radjou">Navi Radjou</keyword>, an innovation and leadership strategist based in <keyword id="6357722" type="COMPANY" weightage="80" keywordseo="silicon-valley">Silicon Valley</keyword> and <keyword id="192175" type="POSITION" weightage="80" keywordseo="co-author">co-author</keyword> of best selling books including Jugaad Innovation; From Smart to Wise: Acting and Leading with Wisdom; and most recently Frugal Innovation: How to do more with less, leads an engaging discussion with a group of like minded individuals brought together by Thinkers (<a href="http://www.thinkers.in/">www.thinkers.in</a>) on how new technologies (mobility, social media, Internet of Things, 3D printing) and groundswell socio-economic movements (e.g., sharing and circular economy, maker movement) are dramatically lowering the cost of innovation worldwide.)

Thinkers/Thinkers 50: Know what 'Jugaad' or frugal innovation has done for the world!

New Delhi, "<keyword id="486655" type="General" weightage="20" keywordseo="gangs-of-wasseypur" source="Orion">Gangs of Wasseypur</keyword>" may be credited for making the catchphrase "Tum Se Na Ho Payega" popular, but writer-director <keyword id="368516" type="General" weightage="20" keywordseo="nitesh-tiwari" source="Orion">Nitesh Tiwari</keyword>, whose new film draws its title from the line, believes it was already a part of the audience's conscience. Spoken by Tigmanshu Dhulia's character <keyword id="2183828" type="General" weightage="50" keywordseo="ramadhir-singh" source="Orion">Ramadhir Singh</keyword> in Anurag Kashyap's 2012 cult classic, the phrase has come to reflect loss of faith in someone's ability and competence. Written by Tiwari and directed by Abhishek Sinha, "Tum Se Na Ho Payega" is a "light-hearted take on the modern-day challenges faced by today's youth, and their dilemma in standing up to these rules laid by the society". Asked if the title of his film is a hat-tip to "Gangs of Wasseypur", Tiwari said that wasn't the case. "'Tum Se Na Ho Payega' has become a popular phrase because of 'Gangs of Wasseypur'. But I like to believe that 'Tum Se Na Ho Payega' existed in our conscience before 'Wasseypur'. 'Wasseypur' also used something that already existed. This (the title of our film) probably exists in the lingo of the youth and what better than something that, (which) not only encapsulates the flavour of the film and feel of the youth," the writer-director told PTI in a virtual interview. "Tum Se Na Ho Payega" was previously named on its source material: <keyword id="183303" type="General" weightage="50" keywordseo="varun-agarwal" source="Orion">Varun Agarwal</keyword>'s novel "How I Braved Anu Aunty and Co-Founded a Million Dollar Company", he added. Tiwari, best known for directing "Chillar Party", "Dangal" and "Chhichhore", said they decided to change the title as they had "fundamentally deviated" from certain aspects of the 2012 book. "There were many more elements in the film than just 'the aunty bit'. We went back to this and asked if this was the best way to summarise the film as 'Bas Karo Aunty'. The answer came back 'no'. "The best way to explain the film was through the philosophy of the film -- the voices of the film which constantly keep telling us that the moment you try to do something different. At the same time, the flavour of the film is fun and about banter between friends. It has a lot to do with the life of youngsters," he added. The director, an engineering graduate from IIT-B by educational qualification, describes himself as someone who doesn't have many dreams and takes life as it comes. Before foraying in films, Tiwari was in the field of advertising, where he also crossed paths with his wife and filmmaker Ashwiny Iyer Tiwari. "I take life as it comes. I don't plan too much. That's why you see my movies come once every three years. Never following a set pattern but everybody says I should," said Tiwari, whose latest film as a director was 2023's "Bawaal". He, however, has a dream for EarthSky Pictures, a production house he co-founded with his wife. Tiwari said they aim to tell diverse stories and nurture younger talent through their banner. "We were fortunate that somebody believed in us and gave us a break. This is our way of paying back. If at all, you can call it a dream, which is not so much at a personal level, but what kind of stuff I'll be doing going forward. That will happen as it has to happen. The dream as of now is to be able to tell many more stories with the help of a lot of fantastic young talent, whether it's technicians, writers or directors," he added. "Tum Se Na Ho Payega" stars an ensemble cast of Ishwak Singh, Mahima Makwana, Gaurav Pandey, <keyword id="124291" type="General" weightage="50" keywordseo="amala-akkineni" source="Orion">Amala Akkineni</keyword>, Gurpreet Saini, Parmeet Sethi and Meghna Malik. The film is an Earthsky Pictures Production along with Star Studios, RSVP and Roy Kapur Films. It will be available for streaming on Disney+Hotstar from September 29.

'Tum Se Na Ho Payega' phrase existed before Gangs of Wasseypur: Nitesh Tiwary

<ul><li><keyword id="3637386" type="General" weightage="20" keywordseo="LT-Tech" source="Orion">L&amp;T Tech</keyword>, one of the IT services subsidiaries of conglomerate L&amp;T, announced that it has achieved $1 billion annualized revenue run rate in Q2. </li><li>At a time when <keyword id="64527" type="General" weightage="20" keywordseo="Moonlighting" source="Orion">moonlighting</keyword> is generating a hot debate in the IT sector, L&amp;T Tech says that it is fine with it as long as it is unrelated to the primary job. </li><li>The IT services company also bagged a 5-year multi-million-dollar deal from carmaker BMW and said it expects its bookings in Europe to double in FY23. </li><li>Business Insider India caught up with the company’s CFO Rajeev Gupta and COO Abhishek Sinha to understand what the future looks like for L&amp;T Tech. </li></ul>At a time when moonlighting has become a hot-button debate in the Indian IT sector and majors like TCS, Infosys and Wipro have said they are against it, IT services firm L&amp;T Tech revealed that it is fine with moonlighting as long as the second job is unrelated. L&amp;T Technology Services, the IT arm of the multinational conglomerate L&amp;T,<a href="https://www.businessinsider.in/business/corporates/news/lt-tech-reports-sequential-growth-of-4-5-in-cc-revenues-in-q2-upgrades-fy23-revenue-guidance-to-15-5-16-5/articleshow/94944930.cms"> announced its September quarter earnings</a>, reporting a sequential growth of 4.5% in its revenue in constant currency terms, while its net profit increased 2.9% to ₹282 crore during the quarter. However, shares of the company fell 3.8% on Wednesday while the Nifty IT index was down 0.4% as of 10:30 a.m. While the company raised its guidance for FY23 to 15.5-16.5% revenue growth from 13.5-15.5%, it also reported that its attrition numbers worsened to 23.2%, with net employee additions of 572 for the September quarter. The company also announced it has achieved its target of $1 billion annualized revenue run rate, which it had initially projected to happen sometime in Q2 or Q3 this year. Business Insider India caught up with Rajeev Gupta, CFO, and Abhishek Sinha, COO, L&amp;T Tech, to understand what’s working for the company and what its outlook for the next few quarters is like. <cmsannotation type="cmsannotation" annotationid="Moonlighting is fine as long as it is unrelated" comment="subhead" text="Moonlighting is fine as long as it is unrelated">Moonlighting is fine as long as it is unrelated</cmsannotation> Moonlighting has been a sensitive topic in the past few weeks, with most IT majors either actively discouraging or making it known that they don’t approve of it. The only notable exception has been Tech Mahindra, which said it is fine with the practice. However, Sinha took a more nuanced position. While he says that the company is against the practice, it is fine with it if the second job is unrelated to what the employees do at the company. “I mean, if an engineer wants to teach students and enters college after hours or wants to do CSR work or wants to do work unrelated to the work we do for customers, there's nothing wrong in that. In fact, we would encourage that and that's absolutely fine,” Sinha explained the company’s stance on moonlighting. Moonlighting is the practice of taking up a second job, usually in secret, apart from the primary full-time job. <div type="Article" hostid="261" msid="94765592" title="Moonlighting is an ethical issue says TCS HR head" mstype="2" mssubtype="0"></div> <cmsannotation type="cmsannotation" annotationid="On attrition rates – ‘it’s a cyclic problem’" comment="subhead" text="On attrition rates – ‘it’s a cyclic problem’">On attrition rates – ‘it’s a cyclic problem’</cmsannotation> The September quarter has seen several headwinds growing stronger for the Indian IT sector – from recessionary concerns to elevated attrition rates and wages, the past few months have been difficult for the IT majors. But crucially, L&amp;T Tech’s attrition rates have worsened, from 20.4% in the previous quarter to 23.2% in Q2. Sinha said this is a cyclic problem and that he sees it going down in the next quarter. Despite the margin pressures that high attrition rates can cause, Gupta sounded optimistic and said it could become a tailwind going forward, since he expects attrition to come down and the company has been able to manage its 18% EBIT margins in the current environment. <cmsannotation type="cmsannotation" annotationid="‘Deal pipeline looks robust’" comment="subhead" text="‘Deal pipeline looks robust’">‘Deal pipeline looks robust’</cmsannotation> L&amp;T Tech added a new $60 million client to its list in Q2, and the company believes that its deal pipeline looks robust – the company says that it now has the visibility of doubling its bookings in Europe in FY23. Explaining how the company has been able to maintain its EBIT margins above 18% for the fifth consecutive quarter, Gupta said, “The pipeline is robust in terms of pricing and I would probably respond that - more in terms of the six big bets that we have and most of the wins that we've had are in these areas, so our ability to command better pricing has been maintained.” <cmsannotation type="cmsannotation" annotationid="‘Cautiously optimistic’ about growth prospects" comment="subhead" text="‘Cautiously optimistic’ about growth prospects">‘Cautiously optimistic’ about growth prospects</cmsannotation> Despite warnings from the IMF and World Bank about a looming recession, Gupta says he is “cautiously optimistic” about L&amp;T Tech’s growth prospects. “Given that we are in the engineering services space, we tend to look at spends from customers in two areas. One is of course, growth-related capex and the other is maintenance-related capex. Now, for any customer to continue to manage their operations, they will always continue on maintenance capex. So, we believe despite whatever the situation, the spend on maintenance capex will continue,” Gupta explained the rationale behind his optimism. Amongst L&amp;T Tech’s primary revenue contributors is the transportation vertical – the company just bagged a 5-year multi-million-dollar deal from car maker BMW for high-end engineering services for the infotainment consoles in its hybrid cars. With the transportation vertical contributing to over a third of the company’s total revenues, it is understandable then that it is one of the company’s big bets. “EV is a huge wave right now and that's where our big bet is well positioned and we see at least over the next 18 months, if not more, a good tailwind in terms of spending in transportation,” Gupta added. Sinha said that while the semiconductor chip shortage is still not resolved, the problem is easing out, explaining why the company sees transportation spending – its biggest revenue driver – as a tailwind over the next few quarters at least. SEE ALSO: <a href="https://www.businessinsider.in/business/corporates/news/lt-tech-reports-sequential-growth-of-4-5-in-cc-revenues-in-q2-upgrades-fy23-revenue-guidance-to-15-5-16-5/articleshow/94944930.cms">L&amp;T Tech reports sequential growth of 4.5% in CC revenues in Q2, upgrades FY23 revenue guidance to 15.5-16.5%</a> <a href="https://www.businessinsider.in/business/corporates/news/heres-what-it-takes-to-make-a-trillion-dollar-company/articleshow/94940917.cms">Here’s what it takes to make a trillion-dollar company</a> <a href="https://www.businessinsider.in/business/corporates/news/two-in-three-ceos-in-india-expect-a-recession-in-12-months-says-survey/articleshow/94934951.cms">Two in three CEOs in India expect a recession in 12 months says survey</a>

Moonlighting is fine as long as it is unrelated to what we do for our clients, says L&T Tech

<ul><li>Winkin’ Cow has a strong presence in the South of India, but the company now plans to expand in North India.</li><li><keyword id="6359432" type="General" weightage="20" keywordseo="britannia" source="Orion">Britannia</keyword> Industries sells products like biscuits, dairy in more than 80 countries across the globe.</li><li> The company has a turnover of ₹11,000 crore and produces several brands like Good Day, Tiger.</li></ul>Britannia’s flavoured milk brand Winkin’ Cow clocked in ₹100 crore in sales in FY22 — within three years of launch, the FMCG major said on Tuesday. The announcement was made on the occasion of World Milk Day. “We are extremely bullish on Winkin’ Cow and want to be a dominant player in the milk-based beverages category. We plan to extend our offerings to various segments of the dairy drinks category, from affordable stock keeping units to premium and indulgent experiences and are looking for an all-India outreach with a focus on top metros,” said Varun Berry, managing director of Britannia Industries. Winkin’ Cow has a strong presence in South India, but the company now plans to extend it to the North as well. The company aims to grow its brand by 50-60% annually with the infusion of consumer-led franchise-building as well as portfolio expansions. Abhishek Sinha, chief business officer - dairy business at Britannia Industries added that Wilkin’ Cow is one of Britannia’s most successful product innovations. The brand currently offers milkshakes, flavoured milk and lassi. “The category of dairy beverages in India is evolving and growing rapidly, driven by a large young population and consumers’ inclination to experiment with newer and healthier food and drink formats. Launch of our dairy facility at Ranjangaon is a firm step forward toward this commitment and a huge boost to our vision of making Britannia a global total foods company,” Sinha said. Britannia Industries — which sells products in more than 80 countries across the globe — claims to be growing at the pace of one new geography a year, in terms of local manufacturing operations. The company has a turnover of ₹13,000 crore with several brands under its wing like Good Day, Tiger, NutriChoice, Milk Bikis, Marie Gold, Little Hearts and others. Britannia clocked in a profit of ₹1,516 crore in FY22. The company’s revenue also increased by close to ₹1,000 crore to ₹14,359 crore in the same time frame. SEE ALSO <a class="tout-title-link" href="https://www.businessinsider.in/business/telecom/news/vodafone-idea-will-have-a-solid-turnaround-war-chest-if-it-clinches-the-amazon-deal/articleshow/91906347.cms">Vodafone Idea will have a solid ‘turnaround’ war chest if it clinches the Amazon deal</a> <a href="http://www.businessinsider.in/business/startups/news/vineeta-singhs-sugar-cosmetics-raises-50-mn-as-it-plans-to-add-30000-stores/articleshow/91906537.cms" data-type="tilCustomLink">Vineeta Singh’s Sugar Cosmetics raises $50 million as it plans to add 30,000 stores</a> <a href="https://www.businessinsider.in/business/corporates/news/nykaa-to-face-competitive-heat-but-its-omni-channel-experience-maybe-the-game-changer/articleshow/91883946.cms">Nykaa to face competitive heat but its omni-channel experience maybe the game changer</a>

Winkin’ Cow crosses ₹100 crore in sales, boosts Britannia’s vision to become a ‘total’ foods company

<ul><li>In a bid to reduce the carbon footprint linked to animal farming, the mock meat category is gaining popularity in India, where 70% of the population is non-vegetarian.</li><li>As per trading firm Nirmal Bang’s report, India’s meat substitute market is estimated to be around ₹300 crore and ₹3500 crores in 3 years.</li><li>Climate change warriors are rooting for this category but nutritionists caution against it.</li></ul><keyword id="152806" type="General" weightage="20" keywordseo="butter-chicken" source="Orion">Butter chicken</keyword>, <keyword id="2174876" type="General" weightage="20" keywordseo="keema-pav" source="Orion">keema pav</keyword>, <keyword id="14426459" type="General" weightage="20" keywordseo="anda-burji" source="Orion">anda burji</keyword> but without anda or chicken and mutton, served as vegetarian items on a platter? It may sound like an anomaly but it’s now a reality, thanks to start-ups and even FMCG players. Apart from companies like GoodDots, Imagine Meats, Shaka Harry, Blue Tribe and Vegan Meri Jaan – FMCG major ITC too has launched products which offer ready-to-eat or ready-to-cook alternatives. The latest entrant is coffee company coffee brand Continental’s Greenbird. It offers chicken-like nuggets, seekh kebab, sausage and mutton-like keema. “Given the growing awareness of holistic wellness, sustainable living and widespread consumer acceptance in this area, India has the potential to emerge as one of the largest markets for plant-based products,” Praveen Jaipuriar, CEO, CCL Products told Business Insider India. Mock meat brands claim to mimic the taste and texture as mutton, chicken or fish but are made of soya bean, jackfruit, beans and wheat gluten. As per retail broking firm Nirmal Bang’s <a href="https://indiaobservers.com/indias-plant-based-meat-market-likely-to-touch-500-million-in-three-years/">report</a>, India’s meat substitute market is estimated to be around ₹300 crore and expected to touch ₹3500 crore per annum, in three years. <div type="image" title="087A5944" msid="92810518" hostid="261" caption="&amp;lt;p&amp;gt;Greenbird&amp;lt;/p&amp;gt;"></div> Tier II, III markets take a bigger bite Most plant-based companies are targeting meat-eaters, flexitarians who follow a vegetarian diet but occasionally eat meat, and former non-vegetarians who have quit meat to protect animals. According to the Food<a href="https://apps.fas.usda.gov/newgainapi/api/Report/DownloadReportByFileName?fileName=India%20Emerges%20as%20a%20Burgeoning%20Market%20for%20Plant-based%20Meat%20Substitutes_Mumbai_India_05-03-2021.pdf"> and Agriculture Organization</a>, Indians consume soybeans, jackfruit, dairy, and pulses for protein. And <a href="https://apps.fas.usda.gov/newgainapi/api/Report/DownloadReportByFileName?fileName=India%20Emerges%20as%20a%20Burgeoning%20Market%20for%20Plant-based%20Meat%20Substitutes_Mumbai_India_05-03-2021.pdf">almost </a>70% of Indians are non-vegetarian. <div type="image" title="087A5954" msid="92810570" hostid="261" caption="&amp;lt;p&amp;gt;Greenbird&amp;lt;/p&amp;gt;"></div> One of the oldest players in the market, GoodDot had run a nationwide mass-media <a href="https://www.businessinsider.in/advertising/brands/news/plant-based-meat-brand-gooddot-launches-a-campaign-featuring-neeraj-chopra-to-promote-the-message-of-doing-good/articleshow/89450919.cms">campaign </a>with Olympic champion Neeraj Chopra earlier this year who promoted <a href="https://www.businessinsider.in/advertising/brands/news/plant-based-meat-brand-gooddot-launches-a-campaign-featuring-neeraj-chopra-to-promote-the-message-of-doing-good/articleshow/89450919.cms">plant</a>-based meat over real meat. When GoodDot started in 2017, consumers had a lot of apprehensions but its founder Abhishek Sinha says that they are seeing good demand for their Unmutton Keema Kit, UnMutton Dhaba curry and biryani packs, in smaller towns and metros alike. “We believe that just like <keyword id="113418" type="General" weightage="20" keywordseo="paneer" source="Orion">paneer</keyword> became a constant feature in the menus of restaurants and hotels 25-30 years back, plant-based meat will be an integral part of restaurant menus in the next 3-4 years,” Sinha told Business Insider India. What’s on the sticker? Price is one of the biggest challenges in the mock meat market, just like most others in the ready-to-eat category. In some cases, they are priced higher than meat. ITC’s chicken burger patty of 550 grams is priced at ₹260, whereas its plant-based burger of 330 grams comes at ₹630. <table style="border-width: initial; border-style: none;" class="redcator-table-advance"></colgroup><tbody><tr><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Brand </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Plant-based Product </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Quantity (Grams) </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Price (₹) </td></tr><tr><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Blue Tribe </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Chicken nuggets </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">250 </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">295 </td></tr><tr><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">ITC </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Chicken nuggets </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">250 </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">475 </td></tr><tr><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Shakka Harry </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Chicken nuggets </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">250 </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">249 </td></tr><tr><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Imagine Meats </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Chicken nuggets </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">500 </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">575 </td></tr><tr><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">GoodDot </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Chicken chunks </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">400 </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">299 </td></tr><tr><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Greenbird </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Chicken nuggets </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">260 </td><td style="border-left:solid #000000 0.99609pt;border-right:solid #000000 0.99609pt;border-bottom:solid #000000 0.99609pt;border-top:solid #000000 0.99609pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">295 </td></tr></tbody><tbody></tbody><tbody></tbody><tbody></tbody><tbody></tbody></table> While home-grown brands have been able to bring the price down, their plant-based products are still 10 times more expensive than meat. So, to further make a dent in the Indian <a href="https://www.statista.com/outlook/cmo/food/meat/india">meat </a>industry, mock meat brands will have to reduce the price gap. “Comparing the price of plant-based meat to that of traditional meat and vegetarian options, is somewhat more expensive, and there are not many manufacturers in India. But despite being a new category and a niche segment, it has enormous potential,” said Jaipuriar. GoodDot has been able to get an edge here. “The price range of our products is between ₹95 to ₹379. In terms of per kg cost, some of our products are more affordable than meat whereas some others are at par with meat,” said Sinha. However, now that <a href="https://www.businessinsider.in/finance/news/pre-packed-meats-curds-paneer-and-puffed-rice-will-now-attract-gst/articleshow/92533389.cms" data-type="tilCustomLink">a new tax</a> has been levied onto labelled meats, it might help reduce the gap between the two food categories. “Meat is an expensive product and is not a very frequent buy for many consumers. With the increasing cost of fodder and taxing of meat with GST, meat would become even more expensive. Plant-based meat products have been levied GST of 18 % since inception, so their prices have already factored in GST costs,” said Sinha. Processed meat is like eating 4 bhaturas It’s always a good idea to shift to a more humane approach, but is mock meat a healthier option? Jaipuriar claims that plant-based meats are more nutritious as they lack saturated fat and are high on fiber, antioxidants, vitamins, and minerals. Nutritionists feel otherwise. “There’s nothing healthy about plant-based meat. The maximum it can offer you is a look-alike, taste indulgence but minimum nutrition. It's hyper-processed, which means nutrition comes to an end, so it becomes very toxic. For the sake of saving a life, you're just putting your life at risk because you're consuming toxic chemicals and it’s not recommended,” Amit Srivastava, founder of nutraceutical community platform Nutrify Today told Business Insider India. To improve their nutritional profile, brands will have to up their budget and add in more amino acids, vitamins, minerals or medium-chain triglycerides. If they do that, their costs will shoot through the roof, and brands are already under stress to reduce prices. According to Srivastava, the technology has not succeeded from a nutrition point-of-view. Some of them may even <a href="https://www.healthline.com/nutrition/is-plant-based-meat-healthy#downsides">contain </a>extra sodium, saturated fats, preservatives, refined oils, modified cornstarch and added sugar. To convert a plant based source into something that simulates the taste of meats, it would need to add a lot of fat. Since most exist as fine powders, they are assimilated in no time and provide an instant amino acid release into the bloodstream. All in all, this ‘instant’ release might make people gain weight. According to Srivastava, those who consume plant-based meat for more than three months, will gain weight. “With real meat, it's the opposite effect. You tend to lose weight because the body has to burn a lot of energy to digest meat and protein-based mock meat is stored into the fat cells. If you eat four bhaturas, your body will have a very tough time going forward trying to take so much oil. It has the same impact with processed meat,” said Srivastava.

Butter chickenless, UnMutton keema — vegan meats hope to become the next ‘paneer’ but health concerns remain

Where will the next Uber be born? Leaders of the payment sector unanimously agree that <keyword id="107911" type="ORGANIZATION" weightage="100" keywordseo="Financial-inclusion">financial inclusion</keyword> will lead to the birth of the next Uber not only in the country, but in the whole world. From a cash country India is fast becoming a plastic country beating even the US. Quoting <keyword id="45830" type="PERSON" weightage="100" keywordseo="Bill-Gates">Bill Gates</keyword>, India will become the forerunner of the financial inclusion space in the world. From <keyword id="155319" type="COMPANY" weightage="100" keywordseo="Aadhar">Aadhar</keyword>, digital identity authentication system of India to e-sign and digital locker, India has become the most important market in the world. And, in the next few months, an Unified Payments System would be launched in the country, added Sanjay Jain, platform head at EkStep. 

	“This is the best time for payments ecosystem as India is becoming a data rich country from a data poor country,” said Abhishek Sinha, CEO of Eko Financials.
 <keyword id="198636" type="PERSON" weightage="100" keywordseo="Vijay-Shekhar-Sharma">Vijay Shekhar Sharma</keyword>, founder of <keyword id="6357120" type="UNKNOWN" weightage="100" keywordseo="PayTM">Paytm</keyword> said that half of the total financial transactions done every day in the country are done via Paytm. 

	The game does not stop here. It just starts now. Virtual currency will become the name of the game. India is driving the country to a time when all payment instruments will get automatically connected to the right client for the best financial advice.
 

	Karl Mehta, Founder of EdCast, agrees that if 2.5 billion poor of the country is given financial tools in the form of digital trail instead of cash, we will take the country out of its poverty levels. Now, that’s a strong vision of the sector!
 

	And the sector believes it to be true.
 

	'Our payment options won't be dumb like the currency, but smart like the smartphone!' Vijay.
 

	So what does India have that no one else has!
 

	1. Our payment sector is already sorted into three basic layers- identity and authentication, transactions and application layer, something which does not exist even in the US.
 

	2. Strong India stack- No other country has this piece of technology.
 

	The next big question
 

	“We dematerialised stock certificates in four years, can we dematerialise cash in four years?”
 

	None can give a more fitting answer than the leader of the market himself. 
	 

	“We will skip from plastic and jump to mobile token at a rate which no one can even imagine. It will happen before even 2020 happen in the country,” said Vijay, breaking some myths.

	 
	 
	(Image credits: indiatimes)

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