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<keyword id="19902194" type="General" weightage="20" keywordseo="Anil-Ambani" source="keywords">Anil Ambani</keyword>'s <keyword id="20479923" type="General" weightage="100" keywordseo="Reliance-Group" source="keywords" meta.keywordsubtype="org" meta.entityname="Reliance Group" meta.hostid="261" meta.entityid="Reliance Group">Reliance Group</keyword> has launched the <keyword id="24017314" type="General" weightage="20" keywordseo="Reliance-Group-Corporate-Centre" source="keywords">Reliance Group Corporate Centre</keyword> (RGCC) as part of its <keyword id="24017313" type="General" weightage="20" keywordseo="2030-growth-strategy" source="keywords">2030 growth strategy</keyword>. "The RGCC will serve as a strategic hub, providing guidance to the Group's companies as they pursue new opportunities and technological advancements," the firm said in a statement. The core team of RGCC will include experienced leaders of the Group -- Sateesh Seth, Punit Garg, and K Raja Gopal. Garg currently leads as CEO of <keyword id="20144587" type="General" weightage="20" keywordseo="Reliance-Infrastructure" source="keywords">Reliance Infrastructure</keyword>, while K Raja Gopal has been at the helm of Reliance Power for six years. He has over 27 years experience in the power sector. Other leaders from the Group companies will also be invited to the RGCC. "The establishment of RGCC aims to harness the in-house expertise of these seasoned leaders to support the Group's forward-looking growth initiatives and cultivate a new generation of leadership for future project," the statement said. The RGCC will play a pivotal role in mentoring and developing emerging leaders, blending experience with fresh talent to propel the Group towards sustained growth. A Reliance Group spokesperson highlighted, "We are thrilled to introduce RGCC, a team of seasoned professionals with a broad spectrum expertise. This strategic move aims to steer the Group's future growth by tapping into the vast experience of these leaders, will help navigate industry challenges and capitalise on new opportunities, drive innovation, and deliver exceptional value to our customers and stakeholders. We believe RGCC will be instrumental in shaping the next phase of our Group's success." In recent developments, Reliance Infrastructure Ltd and Reliance Power Ltd, key entities under the Reliance Group, have achieved zero bank debt status and outlined plans for expansion into new growth areas. Reliance Power has secured 1,270 MW of renewable power projects in Bhutan, while Reliance Infrastructure, through its subsidiary Reliance Defence Ltd, is setting up a manufacturing facility for small arms, ammunition, and explosives in Ratnagiri, Maharashtra, spanning 1,000 acres. "To support these ambitious expansion plans, the companies have announced a combined fundraising effort of Rs 17,600 crore. This includes Rs 4,500 crore via preferential equity issues, Rs 7,100 crore from Varde Partners through equity-linked long-term FCCBs, and Rs 6,000 crore via Qualified Institutional Placement (QIP), with Reliance Power and Reliance Infrastructure each targeting Rs 3,000 crore," it added.

Anil Ambani's Reliance Group sets up centre to helm 2030 growth strategy

<ul class="summary-list"><li>TikTok Shop is preparing for the holiday season as it crosses one year since its US launch.</li><li>The company is pushing live shopping, influencer partnerships, and other selling tactics.</li></ul>TikTok is laser-focused on shopping.Its e-commerce feature, <a target="_blank" class="" href="https://www.businessinsider.com/tiktok-is-betting-its-future-on-e-commerce-should-it-2024-7">Shop,</a> which launched in the US about a year ago, has <a target="_blank" class="" href="https://www.businessinsider.com/tiktok-tied-instagram-social-shopping-among-gen-z-adults-survey-2024-6">grown steadily</a> as users have become more accustomed to buying products via short videos and livestreams — though some <a target="_blank" class="" href="https://www.businessinsider.com/tiktok-is-bad-boring-fyp-2024-2">still get the ick</a> from shopping content.The company has courted a <a target="_blank" class="" href="https://www.businessinsider.com/tiktok-shop-creators-earning-thousands-affiliate-commissions-2023-7">roster of creators</a> to promote products in exchange for a commission on sales. It works with hundreds of agency partners to coordinate live selling sessions and give out free samples to influencers. It has its own logistics business with six US warehouses, and is in the early stages of <a target="_blank" class="" href="https://www.businessinsider.com/tiktok-is-matching-creators-with-manufacturers-to-make-custom-products-2024-10">connecting creators with manufacturers</a> to make custom products.It's doing all of this because the business opportunity in social shopping could be huge.Social commerce drives hundreds of <a target="_blank" href="https://affiliate.insider.com?h=e54b484532789f314b635c6d0830451432638ce3089beed16d5b0b23d8dfe87c&amp;postID=671a6f33e5b54083006885df&amp;postSlug=tiktok-shop-exec-hopes-americans-embrace-holiday-live-shopping-2024-10&amp;site=bi&amp;u=https%3A%2F%2Fwww.theinformation.com%2Farticles%2Ftiktok-parent-bytedances-e-commerce-volume-surged-in-2022-internal-data-show">billions</a> in sales annually on TikTok's sister app in China, <a target="_blank" class="" href="https://www.businessinsider.com/whats-next-for-tiktok-look-at-china-douyin-2022-1">Douyin</a>. If TikTok can <a target="_blank" class="" href="https://www.businessinsider.com/tiktok-shop-us-partner-summit-live-shopping-and-douyin-ruled-2024-10">replicate</a> even a fraction of Douyin's e-commerce prowess in the US, it would be a money-making machine.In a Wednesday interview with Business Insider at a company event in New York, TikTok Shop's head of US operations Nico Le Bourgeois talked about how the company plans to get more US consumers to embrace live shopping, how he thinks about the role of influencers in e-commerce, and what the company hopes will happen on Shop this holiday season.Prior to joining TikTok, Le Bourgeois spent nine years at Amazon where he oversaw its seller marketplace and other parts of its retail operations.Below are excerpts from that conversation, which have been edited for length and clarity:When you think about this holiday season, what does success look like?Obviously, we want to sell a lot. There's a lot of businesses that rely on us for Q4, so we want to make them proud. I think more importantly, we want to make sure that we are true to our mission of product discovery. We want people to discover new products. To be surprised. To feel like shopping can be different. And as a part of that, if we can have many customers shop in live and realize that this is really cool, I think we will have done a good job.How do you think about introducing TikTok users to live shopping?It's a lot of work. We have to build a complete ecosystem from scratch with the right agencies, the right brands. Not everybody's ready for it. We have to educate customers.I know that you have some studios that your partners can use to do live selling. Not everyone can set up a studio to participate, but how important is the look?Retail is detail, and I would say that applies to live, too. There's a lot of details to be very good at live shows, starting with quality. The cameras, the studio, the environment, selecting the products, et cetera. We have studios in LA. We have studios in Seattle. We have studios in New York. There's a lot of agencies now having built their own capabilities, so we are not short of capability for live shows now in the US.I am really curious about this idea of the <a target="_blank" class="" href="https://www.businessinsider.com/tiktok-trying-turn-shopping-creators-into-stars-2024">TikTok Shop creator </a>... How do you think about working with that cohort and using them to help grow the platform?When we started, there weren't millions of creators doing shopping content. People came, they were interested, they came naturally, and they registered, and step by step, they learned how to do it. We also brought a lot more products. So we have this flywheel of the more creators you have, the more products you have, and the more creators are excited.You find people that you never knew they could actually be great sellers on TikTok. They find their career. They find their thing, and they become huge.You have agency partners that help with creators, help with sellers. How do you feel about that strategy? Is that going to continue to be a focus?Yeah, it's an amazing strategy and big focus for us. This week, I was in New York for the whole week meeting a lot of partners. Decentralizing and having independent companies working with us in partnership fosters so much creativity and amazing ideas that our team could not have. I feel so energized by the model.When you think about competitor set, do you think of yourself more in the category of like a Walmart, Amazon, Shopify? Where do you place yourself?We think we have a unique positioning. If we come in the US to fight against Amazon, I don't think it's going to work. So we are deeply focused on product discovery, which is a completely different way of shopping. Customers don't search, they naturally go on TikTok to be entertained, and then they find products that at some point they find interesting, useful, and then they end up buying it. So they see it. They like it. They buy it. That's what we are trying to develop.Are you planning to do more expansion on the logistics side?Yeah. It's actually super important for us.We want to be fun. But we also know that you need to get delivered to pretty fast. We need to have a solid experience. So, as we scale, we're investing more there.How do you think about international coordination? Are you working a lot with folks in other markets?We are heads down in the US developing the business, bringing more brands, and I think we're trying to develop a real US-centric business. Probably UK is going to be different. China is very different.If the <a target="_blank" class="" href="https://www.businessinsider.com/tiktok-ban-bill-is-first-amendment-disaster-may-survive-courts-2024-4">law to ban or divest TikTok</a> goes through, I think January 19th is the deadline unless something happens in the courts, is this on your mind at all? Does it affect investment at all?For us, we're so much into our mission to develop discovery e-commerce. Just focused on everybody — the teams, the creators, the brands. Everybody is focused on developing the business.

A top TikTok shopping exec explains its US growth strategy, from partnering with agencies to building up livestreaming

India’s <keyword id="20312255" type="General" weightage="20" keywordseo="Business-Process-Management" source="keywords">Business Process Management</keyword> (<keyword id="700088" type="General" weightage="20" keywordseo="bpm" source="Orion">BPM</keyword>) industry is defying predictions that generative artificial intelligence (Gen-<keyword id="6355999" type="General" weightage="20" keywordseo="ai" source="Orion">AI</keyword>) could pose challenges for them. Instead, the sector is making a bold bet on AI and skilled talent to fuel its resurgence. With significant investments underway, industry leaders are confident that these efforts will show results within the next 3-5 years. “All of us are investing. And, the ROI will start coming in the next 3-5 years,” Harita Gupta, Head of Global Experience, SVP Global Business Operations Solutions and Support at Sutherland and the chairperson of <keyword id="19955786" type="General" weightage="20" keywordseo="Nasscom" source="keywords" meta.keywordsubtype="org" meta.entityname="Nasscom" meta.hostid="261" meta.entityid="Nasscom">Nasscom</keyword> BPM Council. She shared these insights during a panel discussion on “Data, Technology, Skill and Customers – The New Value Levers for BPM in India,” hosted by Business Insider India. Leaders in the <keyword id="21482461" type="General" weightage="20" keywordseo="BPM-industry" source="keywords">BPM industry</keyword> are confident about <keyword id="19985355" type="General" weightage="20" keywordseo="Gen-AI" source="keywords">Gen-AI</keyword>’s potential to create markets that have never existed before, help them do what they have already been doing for a decade more efficiently, and transform their companies into AI-driven enterprises. The Indian BPM industry generated $48.9 billion revenue as of FY24. <div type="Youtube" id="utbJS9i9RgA" title="Unlocking New Value Levers For BPM In India: The Role Of Data, Tech, Skill And Customers" thumbUrl="https://i.ytimg.com/vi/utbJS9i9RgA/mqdefault.jpg"><url><![CDATA[https://www.youtube.com/watch?v=utbJS9i9RgA]]></url></div> <h2>Tapping into emerging <keyword id="21859797" type="General" weightage="20" keywordseo="talent-hubs" source="keywords">talent hubs</keyword></h2> Traditionally, it is present in India’s metro cities, like Delhi, Bombay, Bombay and Pune. In its second innings, the BPM industry has shifted its focus to Tier-II and Tier-III cities, which offer a wealth of talent, lower operational costs and more accommodative regulations. “The industry has started to take jobs to where the talent is rather than the other way around,” remarked Sapna Bhambani, the Senior VP of Operations and Geo Leader at TaskUs. She highlighted that over half of TaskUs’ business is now based out of Tier-II cities with Indore and Mohali leading the way. “The states where the government is extending a helping hand are the most successful emerging hubs,” Bhambani added. Nasscom too is keen on Tier-II and Tier-III cities for the expansion of the BPM industry, identifying Lucknow, Kanpur, Coimbatore, Trichy, Indore, Bhopal, Vizag and Vijayawada as notable emerging hubs. Gupta emphasised that the industry body will be working hand-in-hand with the universities and institutions in the area to build talent pipelines and garner support. And hiring from Tier-II cities is not just about tapping into new talent pools; it’s also improving employee retention, which has been a pain point for the industry in recent years. Tech Mahindra has tried to counter this by hiring for non-frontline roles from within the company, rather than hiring new talent. However, as Venkatesh Korla, the CEO of Americas at Hinduja Global Solutions (HGS) pointed out, a cultural shift is still needed to rebrand BPM jobs. “It’s changing. It’s not 100 percent there yet… They’ve realised there’s a lot more stickiness and a lot more opportunity in the BPM space, and we see talent also want to take on these jobs,” Korla explained. <h2>Creating new markets</h2>Most AI processes are trained using large language models (LLMs). Many, GPT-Neo and BERT, are open-source, which means they’re free for anyone to use. However, enterprises are looking to build their own LLMs in-house to train their AI products primarily to maintain control over proprietary data – a move that opens up new opportunities for BPM firms. “Large SAS companies want to integrate their own LLM in their products and they require the same BPM services to actually train their models. That’s a huge opportunity,” Birendra Sen, the President of Business Process Services at Tech Mahindra, told Business Insider. <h2>The need for experimentation</h2>While the use of Gen-AI in the BPM industry is widespread, many initiatives are still in the Proof of Concept (POC) stage. This implies that while there is investment, both in terms of money and manpower, directed at creating more Gen-AI led solutions, they may not necessarily succeed. “If something fails, we just fail fast and move,” Gupta told Business Insider. Moreover, leaders like Venkatesh Korla view AI as a transformative tool that complements human expertise rather than replacing it. “AI is going to help in coaching, compliance, and in quality control. I call this the Iron Man's suit or the J.A.R.V.I.S. for Iron Man because it never replaces the human inside the suit. So, that's really how we need to look at it,” Korla remarked. India’s BPM sector has demonstrated resilience and adaptability in the face of previous challenges, such as the rise of automation and the shift towards digital services. It is now poised to reinvent itself, this time by integrating AI with human expertise and expanding into new talent hubs. With a strong focus on innovation and upskilling, industry leaders are optimistic about the future, anticipating that these strategic moves will secure India’s position as a global leader in the BPM landscape over the next few years. This article is part of a four-part webinar series in partnership with Nasscom. These monthly webinars aim to delve deep and offer insights into the evolving BPM landscape. You can watch the full video of the first session <a href="https://www.youtube.com/watch?v=utbJS9i9RgA">here</a>. Disclaimer: This article is generated and published by the Insider Studios team. You can get in touch with them on insiderstudios@businessinsider.in

The future of BPM in India: AI, talent hubs and a new growth strategy

India's investment ecosystem is undergoing a seismic shift, with index investing gaining unprecedented traction among investors, according to a report by Motilal Oswal. The younger generation, including Gen Z and Millennials, shows a stronger inclination towards index funds as compared to older investors. They also prefer index funds over ETFs for better returns and liquidity. A recent report by Axis AMC also highlighted the growing appetite for ETFs, which witnessed net sales of Rs 15,403 crore in October 2024. While 46% of younger investors favor index funds, only 35% of Gen X and Boomers do so. Millennials and Gen X investors also have a keen interest in factor or smart beta funds, reflecting their appetite for innovative, albeit aggressive investment strategies. Passive funds have become a core component of investor portfolios, with 80% of investors increasing their allocation to these funds in 2024, compared to 53% last year. The Axis report echoed similar sentiments, noting that net sales in the passive category inched up to Rs 8,025 crore in October 2024. The combined assets under management (AUM) of passive funds have surged from Rs 7 lakh crore in September 2023 to over Rs 11 lakh crore by September 2024—a 1.5x growth in just one year. The survey also noted a growing popularity of ETFs, with 57% of respondents investing in them, up from 41% in 2023. Of these, 26% invest solely in ETFs, while 31% have diversified between ETFs and index funds. This rising preference is matched by a commitment to long-term investment. A significant 81% of investors plan to hold their passive investments for over three years, highlighting sustained confidence in the growth potential of these funds. Sectoral indices like Nifty IT and Nifty Bank dominate as the top choice for passive fund investors, selected by 67% of respondents. Benchmark indices such as the Nifty 50 and Nifty 500 follow closely, preferred by 61% of investors. A recent, similar report by stock broker Angel One also throws a spotlight on how young India plans and prefers mutual funds when it comes to savings and investments. The report, titled "Young Indians' Saving Habits Outlook 2024," compiled by Fin One, stated that 45% of respondents aged 22-35 have made it a point to save up some of their savings in mutual funds. A year ago, this figure stood at just 32%. Most of these investors make their way into mutual funds via SIPs, or systematic investment plans. 52% of respondents in the age cohort of 22-35 are now using SIPs to invest in mutual funds, up from 44% in the previous year. As for what was the driving factor behind beginning their investment journey, 42% underlined the past performance of funds, while 38% noted that advice from financial advisors remained a key consideration. 38% of young Indians are now increasingly focusing on building an emergency corpus, compared to 28% the year before. This shift underscores the drastic change in financial sensibilities brought forth by the pandemic and the consequent desire for greater financial resilience. In fact, approximately 4 out of every 5 surveyed investors maintained a dedicated, separate savings account. Out of the 1,650 individuals studied under the FinOne survey, a staggering majority made their first foray into the stock market in their early twenties. Nearly 2 in every 5 investors pick stock as their preferred choice of investment, followed by mutual funds and then savings bank accounts. While 45% of those surveyed picked stocks as their chosen investment avenue, 20% preferred mutual funds, and 15% wanted to keep their money in a savings bank account.

Gen Z and Millennials prefer stocks and mutual funds; index funds trump over ETFs, say recent reports

<ul class="summary-list"><li>Kenon Chen, a member of BI's <a target="_blank" class="" href="https://www.businessinsider.com/workforce-innovation-board-tackles-topics-such-as-c-suite-innovation-ai-worker-wellness-2024-8">Workforce Innovation board</a>, is Clear Capital's strategy and growth EVP.</li><li>He views AI as a chance to improve workplace processes and give employees the tools to innovate.</li></ul>Business Insider's "Workforce Innovation" series is gathering perspectives from a wide variety of industry verticals and corporate roles to talk about the drivers of change in companies — particularly artificial intelligence, diversity, equity, and inclusion, worker well-being, and C-suite transformation.Kenon Chen, the executive vice president of strategy and growth at Clear Capital, is spending a lot of his time looking at the intersection of AI and worker well-being.His company provides technology solutions for valuing real estate. "Clear Capital is really about helping people make good decisions on properties based on accurate data," Chen said. He leads Clear Capital's strategy and go-to-market team and manages product partnerships, marketing, and sales.In an interview, Chen said that workers were understandably nervous about the potential for AI to take jobs.As a participant in BI's Workforce Innovation board, he's hoping to talk about how to surface the positive outcomes of AI."It could also be the thing that helps workers have a better work experience," he said. "Because they have the right tools they need to do their job really well and be efficient and then focus on the things that really need human expertise, the harder problems to solve."The following has been edited for length and clarity.Why is the topic of workforce innovation a priority now?It's important for a few different reasons. One, culture and people are extremely important to our business. We have a number of core values that put people at the center of what we do, and how we think about being successful is really all around this idea of finding ways to improve the lives of those around you — whether it's little things throughout the day that remove stress or large solutions for how we can take care of our customers.But in a post-COVID-19 remote environment, workforce innovation is so important because how do you maintain a strong sense of your core values and culture as you're embracing efficiencies and new tools to innovate?You work in the real-estate sector. What workplace issues are specific to your vertical and business?Absolutely. We work with valuation professionals: These are real-estate brokers, agents, and appraisers who have expertise in understanding what a home is worth, and the process of analyzing data to form a credible opinion of the value of a home in any location in the country.We use AI, as well, to create other ways of valuing properties, such as automated valuation models that use AI to predict the value. We have a number of automated tools that let you use computer vision and AI to scan the home and generate an accurate floor plan.There are certainly fears that go along with that. Is AI, while it might have some benefits to create more accuracy, consistency, and better data, going to replace professionals? And what's the interplay between what highly trained certified professionals with local-market understanding bring to the table [and] innovation going with AI and data?How we bring workforces together with modern tools in a way that doesn't just replace people but provides a better end product is a lot of what the industry's struggling with right now.What are some concrete examples of how you're integrating AI innovation into the workforce?We acquired a company called CubiCasa a few years ago that has an automated-floor-plan app that anyone can use on their phone — no special training or equipment — and walk through a home, scan the home, and it generates an automated floor plan and all of the data associated with that.We see that as an opportunity to enhance the process, not necessarily replace people but put better tools into people's hands.So I think there is a path where technology makes the process more consistent but also gives options to our clients who have different risk levels for what types of tools they need for a particular decision. It's just a question of knowing how to make those options available and also equip people with the right technology at the right time.What are the leadership challenges AI companies are facing now?I hear a lot of conversations that go to concerns around people's jobs being replaced or people's skill sets maybe not being as appreciated anymore if there's an AI equivalent available. One of the quotes I heard from the CTO of United Wholesale Mortgage is that it's not going to be AI that replaces people but people who use AI that will replace people, in terms of jobs.I don't think it has to be a binary conversation: Is AI going to replace people or not replace people? I think there's a very strong link between the idea of worker well-being and AI because whenever there's fear of a new technology that seems powerful enough to cause some disruption, that creates a certain amount of fear and uncertainty for workers.Yet it could also be the thing that helps workers have a better work experience because they have the right tools they need to do their job really well and be efficient and then focus on the things that really need human expertise, the harder problems to solve.In what other ways is AI driving change?One of the things I've been thinking about lately is the human element when we talk about AI, especially when we talk about generative AI. I think it's activated both sides of the brain for the first time. With machine learning and big data, it's activated the logic center of our brain — we're making predictions; we're replacing statistics with supersmart models.But with generative AI, we're talking about some of the creative aspects of things, using it to generate imagery and writing. With that, we now have this opportunity to talk about things like, "If I could create music with this, if I can create these other things, how do I deal with that?"So I think it's worth — instead of thinking about this just as tools and products and tech, we could start having a more holistic conversation about how this actually impacts both our personal lives and the way we go about doing creative things and our business life and the products we create. I think there's room for both at the table for conversation.

AI can enhance human expertise and worker well-being, Clear Capital's EVP of strategy and growth says

Singapore Airlines will make an additional investment of Rs 3,194.5 crore in Tata Group-owned Air India post-merger of Vistara in November. The merger, announced on November 29, 2022, and set to be completed on November 11, 2024, will result in Singapore Airlines having a 25.1% stake in the enlarged Air India. Full-service carrier Vistara, which started flying on January 9, 2015, is a joint venture between Tatas and Singapore Airlines, where the latter holds a 49% shareholding. Vistara's last flight will take off tomorrow i.e. November 11, 2024. Singapore Airlines (SIA) Group on Friday said its consideration for the merger comprises the 49% interest in Vistara and Rs 20,585 million (Rs 2,058.5 crore) in cash in exchange for a 25.1% equity interest in the enlarged Air India. Post-merger, SIA expects to recognize a non-cash accounting gain of around 1.1 billion Singapore dollars and also start equity accounting for its share of Air India's financial results. According to a release on Friday, the merger includes an agreement for SIA to contribute its share of any funding previously provided by Tata prior to the completion of the merger, together with relevant funding costs up to Rs 5,020 crore that would allow it to maintain a 25.1% stake in Air India. "SIA's additional capital injection is expected to be Rs 31,945 million (equivalent to SGD 498 million), based on Tata's funding to Air India to date. This will occur after the completion of the merger and within November 2024 through subscription to new Air India shares. "Future capital injections will be considered based on Air India's requirements and available funding options," according to the release issued while announcing the airline's financial performance for the six months ended September 2024. The merger of Vistara with Air India will mark a major consolidation in the fast-growing Indian aviation space. SIA said the merged entity will have a significant presence across all key Indian air travel segments, including domestic, international, full-service, and low-cost operations. "This will strengthen SIA's multi-hub strategy, allowing it to continue participating directly in India's large and fast-growing aviation market," it added. Recently, Air India and SIA agreed to significantly expand their codeshare agreement, adding 11 Indian cities and another 40 international destinations to their network.

Singapore Airlines to invest additional Rs 3,195 cr in Air India post-Vistara merger

<ul class="summary-list"><li>Mike Tyson and Jake Paul will fight Friday in what will likely be Netflix's biggest-ever live event.</li><li>The streamer has increasingly segued into live sports while building an ad business.</li></ul>Mike Tyson and Jake Paul will enter the ring Friday in a long-anticipated boxing bout that could be a big test for Netflix's ambitions.Boxing matches with influencers have become <a target="_blank" class="" href="https://www.businessinsider.com/influencer-boxing-is-lucrative-for-creators-but-complicated-for-organizers-2021-6">lucrative spectacles in recent years</a>, though Friday's event — originally slated for July but delayed due to health issues on Tyson's part — marks Netflix's first time in the ring and arguably its biggest live event ever.For years, Netflix resisted live sports, which are a massive draw for advertisers. But it's <a target="_blank" href="https://www.businessinsider.com/why-netflix-pro-wrestling-wwe-deal-makes-sense-2024-1">since embraced the genre</a>, seeking fresh avenues for growth.In January, Netflix inked a $5 billion deal to bring the WWE show "Raw" to its service. And in May, the streamer inked a <a target="_blank" href="https://www.businessinsider.com/netflix-nfl-football-streaming-deal-explained-peter-kafka-2024-5">three-season deal with the NFL</a> that calls for Christmas Day games at a reported price tag of $75 million per game.The programming is rolling out as Netflix this week announced healthy growth for its ad-supported subscription tier, <a target="_blank" class="" href="https://help.netflix.com/en/node/24926">priced at $6.99.</a>Two years after launching, Netflix <a target="_blank" href="https://about.netflix.com/en/news/netflix-celebrates-two-years-of-advertising">said</a> it now has 70 million ad-supported users — up from 40 million in May.And ad sales around flagship programming are booming, Netflix said. All of the in-game inventory for the two live NFL games it plans to air on Christmas is sold out, and it's partnering with multiple advertisers across 12 countries for the second season of "Squid Game."But it hasn't been all smooth sailing. The streamer has shaken up its ad unit leadership <a target="_blank" class="" href="https://www.businessinsider.com/netflix-replaces-top-ad-ex-with-company-insider-surprise-shakeup-2023-10">on multiple occasions</a> — most recently with Ampersand's Nicolle Pangis <a target="_blank" class="" href="https://www.businessinsider.com/inside-netflix-search-for-new-ads-leader-2024-9">replacing Peter Naylor</a> as VP of advertising <a target="_blank" class="" href="https://variety.com/2024/tv/news/nicolle-pangis-joins-netflix-advertising-vice-president-1236193929/">last month</a>.<a target="_blank" class="" href="https://www.businessinsider.com/netflix-questions-from-wall-street-growth-ads-future-earnings-2024-10">Investors have wondered </a>what future growth Netflix could yield given its increasingly saturated subscription business in the US. If Tyson vs. Paul is a knockout, that could portend well for its advertising ambitions — which Netflix has said could eventually account for 10% of revenues.Netflix did not immediately respond to a request for comment from Business Insider.

Mike Tyson vs. Jake Paul will be a big test for Netflix's live strategy

<ul><li>FMCG giant HUL’s shares reported a decline of over 6% on Thursday.</li><li>This comes a day after the company reported a 2.33% decline in consolidated net profit in Q2.</li><li>The stock tanked 6.59% to ₹2,483.95 on the NSE.</li></ul>Shares of FMCG major <keyword id="20002610" type="General" weightage="20" keywordseo="Hindustan-Unilever" source="keywords">Hindustan Unilever</keyword> Ltd (HUL) on Thursday tumbled over 6% after the firm reported a 2.33% decline in consolidated net profit for the second quarter ended in September. The stock tanked 6.59% to ₹2,483.95 on the NSE. The stock emerged as the biggest laggard among the Sensex and Nifty firms during the morning trade. Hindustan Unilever Ltd on Wednesday reported a 2.33% decline in consolidated net profit at ₹2,595 crore for the second quarter ended in September 2024, impacted by moderation in demand from the urban market. The company had logged a net profit of ₹2,657 crore in the July-September quarter a year ago, HUL said in a regulatory filing. However, revenue from product sales was up 2.36% at ₹15,703 crore in the September quarter, from ₹15,340 crore in the year-ago period, HUL which owns power brands such as Surf, Rin, Lux, Pond's, Lifebuoy, Lakme, Brooke Bond, Lipton and Horlicks said. "In the September quarter, <keyword id="21419477" type="General" weightage="20" keywordseo="FMCG-demand" source="keywords">FMCG demand</keyword> witnessed moderating growth in urban markets, while rural continued to recover gradually. In this context, we delivered a competitive and profitable performance," HUL CEO and Managing Director Rohit Jawa said. HUL reported an underlying sales growth of 2% and underlying volume growth of 3%. Total expenses were at ₹12,581 crore in the September quarter, up 3.03% year-on-year. HUL's total income, which includes other income, was up 2.14% to ₹16,145 crore in the September quarter of FY25. Addressing an earnings call, HUL CFO Ritesh Tiwari said, "Two thirds of our business we do in urban areas, and one-third we do in rural areas … we are seeing growth in the urban market moderating. We are seeing rural growth recovery is gradual … it impacts all the categories that we have." On the outlook, he said, "In the near term, we expect demand trends to be stable with no further acceleration in pace of growth." In this context, Tiwari said, "Our focus remains on driving competitive volume-led growth, while continuing investments behind our brands and strategy priorities … If commodity prices remain where they are, we expect a low single digit price growth in the near-term." With inputs from PTI. SEE ALSO: <a href="https://www.businessinsider.in/stock-market/webstories/afcons-infrastructure-ipo-gmp-risk-factors-and-all-you-need-to-know/slidelist/114490954.cms">Afcons Infrastructure IPO – GMP, risk factors and all you need to know</a> <a href="https://www.businessinsider.in/tech/news/upi-refund-scam-to-digital-arrest-scam-here-are-most-common-online-scams-in-india/articleshow/114428011.cms">UPI refund to digital arrest scam, here are some online scams you need to be aware of</a> <a href="https://www.businessinsider.in/stock-market/news/waaree-energies-ipo-allotment-how-to-check-allotment-ipo-gmp-listing-date-and-more/articleshow/114508632.cms">Waaree Energies IPO allotment – How to check allotment, IPO GMP, listing date and more</a>

Hindustan Unilever shares tumble over 6% post Q2 results

In Greek mythology, Prometheus, a wise Titan whose name means "foresight," defied Zeus by gifting fire to humans, an act that revolutionised our civilization. Fire became a symbol of progress, providing the tools for growth and the spark for <keyword id="94495" type="General" weightage="20" keywordseo="innovation" source="Orion">innovation</keyword>. This ancient tale mirrors the modern concept of <keyword id="3946833" type="General" weightage="100" keywordseo="intrapreneurship" source="Orion">intrapreneurship</keyword>—the process of fostering innovation within established companies. Intrapreneurship encourages an entrepreneurial mindset by providing staff with resources, mentorship, and collaboration opportunities, enhancing innovation in ideas, products, and processes. While startups are often seen as the hub of groundbreaking ideas, some of the most transformative innovations come from within the walls of larger organisations. These corporations, however, often face bureaucratic hurdles that slow progress. Intrapreneurship breaks down these barriers by giving employees the freedom and resources to experiment. Under strong leadership, companies can foster a culture of trust, empowering teams to solve problems creatively and drive growth. <h2>Nurturing the intrapreneurial spirit</h2>One of the key components of successful intrapreneurship is providing employees with a sense of ownership and autonomy. This approach taps into the vast potential within the workforce, unlocking creativity that might otherwise remain dormant in a traditional corporate structure. It encourages risk-taking and creative problem-solving, boosting innovation and enhancing employee engagement and satisfaction. Take 3M for example, Spencer Silver’s discovery of a unique adhesive led to the creation of the iconic Post-it note, despite initial skepticism.Yet, the company’s intrapreneurial environment allowed for exploration, leading to the development of a product that revolutionised communication. Similarly, Lockheed Martin’s ‘Skunk Works’ is a division that operates with the agility of a startup within the larger organisation. Skunk Works’ autonomy has resulted in numerous aerospace innovations, including stealth technology and fighter jets. These examples underscore the transformative potential of intrapreneurial freedom, where exploration leads to groundbreaking products and industry-shifting advancements. By giving employees space to explore ideas beyond their day-to-day tasks, organisations tap into a wealth of innovation, allowing intrapreneurs to flourish. <h2>The essence of intrapreneurship</h2>Innovation requires trial and error, and not every idea will succeed. The best environments for intrapreneurship are those that embrace failure as part of the learning process. Companies like Intel and Tesla have thrived by viewing setbacks as growth opportunities. In the 1980s, Intel faced a major crossroads when internal innovators identified a larger market opportunity and advocated for a shift from memory chips to microprocessors. They embraced potential failure with this pivot, which though risky, propelled Intel to become a leader in the tech industry. Tesla, known for its continuous drive for innovation, encourages its teams to experiment and push boundaries. Elon Musk’s willingness to accept failures along the path to innovation has led to significant breakthroughs, like the development of electric vehicles and space exploration technology. <h2>Collaboration: The key to creative synergy</h2>Intrapreneurs don’t work in isolation. True innovation happens when employees collaborate across departments, combining different skills and perspectives to tackle complex challenges IBM’s Watson, a cognitive computing system, is a prime example of what can happen when cross-functional teams come together. Engineers, data scientists, and non-technical staff worked collaboratively to create a groundbreaking technology that has since been used in fields ranging from healthcare to finance. Facebook’s famous "hackathons" foster cross-departmental innovation. These 24-hour events allow employees to work on passion projects outside of their usual responsibilities, resulting in successful product features like the "Like" button. The melding of expertise has led to breakthroughs that might not have been possible within traditional silos. <h2>Intrapreneurship: Driving growth from within</h2>Innovation is more than generating ideas—it’s about bringing those ideas to life. Intrapreneurship provides a framework for turning creative concepts into reality. Just as Prometheus defied convention to give humanity the gift of fire, intrapreneurs challenge the status quo to drive progress within their organisations. By fostering a culture of risk-taking, collaboration, and continuous learning, companies can ignite the innovation that fuels long-term growth. Continuous support in the form of funding, mentorship, and resources is crucial for intrapreneurship to thrive. In today's <keyword id="6355515" type="General" weightage="20" keywordseo="business" source="Orion">business</keyword> landscape, nurturing the intrapreneurial spirit is essential for companies striving to remain competitive and relevant. Encouraging collaboration across departments and providing autonomy to explore new ideas can lead to breakthroughs that fuel an organisation's success. As Prometheus’s fire illuminated the path to human progress, so too can the spark of intrapreneurship light the way toward a brighter future for businesses. Disclaimer: This article is authored by Manoj Nair,AVP &amp; Global Head of Marketing, Corporate Strategy &amp; Risk, Infosys BPM. The opinions expressed are those of the author and do not necessarily reflect the views of Business Insider India. This article is published by the Insider Studios team. You can get in touch with them on <a href="mailto:insiderstudios@businessinsider.in">insiderstudios@businessinsider.in</a>.

Ignite the fire of innovation: The intrapreneurship advantage

<ul class="summary-list"><li>Users and brands, like former CNN anchor Don Lemon and The Guardian, have been leaving X.</li><li>Gordon MacMillan, ex-head of content strategy at Twitter, says Bluesky is most like the old Twitter.</li></ul>This as-told-to essay is based on a conversation with Gordon MacMillan, who was previously the head of content strategy at Twitter. He spent more than 10 years at the company and left in March 2023, four months before it rebranded to X. Business Insider has verified his identity and previous employment. The following has been edited for length and clarity.I led a business marketing team in EMEA, and our job was essentially to sell Twitter to the industry. Our audience was the big media agencies, brands, and advertisers. I worked with the sales team to promote the platform and show brands why they should choose Twitter over the likes of Facebook or Instagram.The changes that came after <a target="_blank" class="" href="https://www.businessinsider.com/elon-musk-twitter">Elon Musk acquired the platform</a> have been well-documented, including one of his early moves to <a target="_blank" class="" href="https://www.businessinsider.com/elon-musk-offered-help-twitter-engineers-reinstate-trump-account-book-2024-2">reactivate banned accounts</a> of various individuals, with president-elect Donald Trump being one.Under Musk's banner of free speech, there was a gradual change of direction in content strategy and the kind of characters who may be attracted to it. There's been lots of talk about algorithms being tweaked and Musk's posts appearing at the top of feeds, so I think the changes have felt like political ones.After the US election, many people have talked about how X has essentially become a political vehicle for Musk to support his ideas compared to what the platform was like before. Before he took over, it didn't have a stance other than if you broke the rules, you get banned. But now, it feels more like anything will go, especially since a lot of people in moderation, <a target="_blank" class="" href="https://www.businessinsider.com/new-twitter-layoffs-hit-trust-and-safety-workers-again-2023-9">trust, and safety teams have either been fired</a> or left on their own accord.There has been a tranche of users leaving X recently. I think many people left last October as a result of a rise in <a target="_blank" class="" href="https://www.businessinsider.com/musk-faces-consequences-for-calling-antisemitic-tweet-actual-truth-2023-11">antisemitic conversations</a> after Hamas' attack on Israel. Then again, after Musk said <a target="_blank" class="" href="https://www.businessinsider.com/elon-musk-far-right-rioting-x-social-media-uk-government-2024-8">civil war in the UK was inevitable</a>. I think that pushed another group of people over to leave, too.<h2 id="fef52d6d-4079-47d4-a227-9335617b29d7">Big departures feel like the beginning of the end </h2>A lot of people appeared to move over to Threads and Bluesky in the run-up to the US election when X appeared to become a <a target="_blank" class="" href="https://www.businessinsider.com/elon-musk-twitter-donald-trump-wealth-campaign-influence-2024-11">vehicle for Musk to help promote the Trump campaign</a>. He put tens of millions of dollars behind Trump's campaign and used X to exert influence over the campaign and amplify Trump's voice.It seems as though not much effort has been made to control the spread of misinformation on X. After the election had been called, I think this was the final straw for a lot of people, along with the rise in hate speech and disinformation, which has been a worry for both individuals and brands. They are worried about brand safety and having their content associated with a swamp of hate or lies.With The Guardian and media figures like Don Lemon announcing their departures from X this week, it feels like the beginning of the end for the platform as a go-to place for news. The Guardian has taken that first lead, but I think other news organizations that think seriously about journalistic ethics and standards could also question whether it's still right for them to be there anymore. They, too, could flock to Bluesky or Threads.<h2 id="8749981f-71ec-49e3-9044-0c3a3ffed163">Bluesky feels familiar to Twitter users </h2>Bluesky, I think, is the most like the old Twitter and feels more familiar than Threads, which doesn't have Twitter-style lists and can be hard to organize content on. Bluesky seems to attract official organizations and feels like a place where brands might migrate. It also has some Twitter heritage as it was born out of an internal project and launched by its cofounder, Jack Dorsey. In that respect, it could easily be in a good position to lay claim to that.BlueSky <a target="_blank" class="" href="https://bsky.app/profile/bsky.app/post/3latotljnec2h">said</a> this week that it crossed the 15 million user mark, and on Thursday, it said one million people joined the platform in one day alone. It's seeing phenomenal growth, and there is a wave of enthusiasm for the platform, which is being fueled by that exodus from X.Meta and Mark Zuckerberg clearly saw an opportunity to launch Threads when they saw the mess Twitter was becoming after the acquisition. They have tweaked Threads and made improvements, but Bluesky feels more familiar, even beyond the use of the color blue.<h2 id="663be41a-846e-44a8-9c89-b553215bef66">It's still hard for people to leave X </h2>There are clearly a lot of people still using X because it's hard to say goodbye to the networks they have possibly spent years building up an audience on and using it as a platform to make announcements. It could be hard for organizations or even individuals to rebuild audiences on another platform, but I think people will continue to drift away.I think there might be other moments that are going to come along over the next few months and year or so as Musk continues on this Trumpian journey, which is going to alienate an increasing number of people.Ever since Musk's acquisition, the platform has had a <a target="_blank" class="" href="https://www.businessinsider.com/elon-musk-x-advertisers-plan-to-pull-back-spending-survey-2024-9">problem with advertisers</a>. Could brands return? Anything is possible, but it's really not an environment for them to with hate speech on the platform.Unless something fundamentally changes, like Musk stepping away or drawing a line in the sand about sorting these issues that advertisers are concerned about, then it's difficult to see them returning or choosing X over other platforms when it's in the state it is in.It feels like BlueSky and Threads have a much better environment.X did not immediately respond to a request for comment made by Business Insider.

I was Twitter's head of content strategy. Bluesky has the edge over Threads to be the new Twitter as people leave X. 

Amid questions on the depleting <keyword id="20776807" type="General" weightage="100" keywordseo="loan-to-deposit-ratio" source="keywords">loan-to-deposit ratio</keyword> in <keyword id="19895091" type="General" weightage="20" keywordseo="Indian-banks" source="keywords">Indian banks</keyword>, a recent report by <keyword id="19896146" type="General" weightage="20" keywordseo="Motilal-Oswal" source="keywords" meta.keywordsubtype="org" meta.entityname="Motilal Oswal" meta.hostid="269" meta.entityid="Motilal Oswal">Motilal Oswal</keyword> suggests that the loan-to-deposit (LD) ratio is likely to subside on its own in the coming months. The debate on loan-to-deposit ratio (LD), particularly concerning sluggish <keyword id="19998084" type="General" weightage="20" keywordseo="deposit-growth" source="keywords">deposit growth</keyword> and potential risks to <keyword id="20089808" type="General" weightage="20" keywordseo="financial-stability" source="keywords">financial stability</keyword> is raised by even the finance minister and the <keyword id="20151998" type="General" weightage="20" keywordseo="RBI-governor" source="keywords">RBI governor</keyword>. However, the report notes that on closer examination, the situation may not be as alarming as it seems. As of 9th August, 2024 the Indian <keyword id="19964544" type="General" weightage="20" keywordseo="banking-sector" source="keywords">banking sector</keyword>'s loan-to-deposit (LD) ratio stood at 77.2 %, which is slightly below its recent peak of 78.2 % on 22nd March 2024, and its all-time high of 78.8 % in September 2013. The report stated that typically a rising LD ratio is indicative of a tightness in the banking sector, potentially indicating overheating. A lower LD indicates that the bank is aggressive in its credit disbursement practises, which could be risky. It highlighted that an analysis of the sector's transactions with the Reserve Bank of India (RBI) through the liquidity adjustment facility (LAF), along with recent trends in the weighted average call rate (WACR), suggests that the current rise in the LD ratio does not indicate tightness, which is why there is no immediate cause of concern. In fact, the report added that the concern over weak deposit growth may be overstated. Historical data show that bank deposits grew at an average rate of 9.5 % during the pre-COVID period (January 2015 to February 2020) and 10.4 % in the post-COVID period (March 2020 to August 2024). Earlier, Finance Minister Nirmala Sitharaman also urged state-run banks to enhance deposit mobilization through attractive offers and focusing on Tier-2 and Tier-3 cities. Loan-to-deposit ratio pegs the total deposits received by the bank against the loans it has offered. It helps in understanding how liquid the bank is. The loan-to-deposit ratio (LDR) is a financial metric that compares a bank's total loans to its total deposits. It's used to assess a bank's liquidity and credit risk, and to inform lending and deposit-taking decisions The report said while the exact measures are unclear, the deposit growth could potentially be increased by making other asset classes less attractive through taxation or interest rates, or by boosting fiscal spending to increase net credit to the government. In its forecast, the report noted that private banks will witness a moderation in their <keyword id="19998083" type="General" weightage="20" keywordseo="credit-growth" source="keywords">credit growth</keyword>, while public sector banks will maintain a healthy credit growth rate. "Our analysis suggests that deposit growth could be raised by either making other asset classes unattractive (through taxation and/or interest rate) or increasing the growth in net credit to the government by pushing fiscal spending higher" the report added. Alternatively, policymakers might consider curtailing loan growth to lower the LD ratio. However, this could slow deposit growth, particularly if corporate credit growth remains weak. Encouraging savers to shift investments from other assets to bank deposits could also be an option, but this carries risks of overreach and potential damage to economic confidence. Das had also flagged the excessive growth, or froth developing in the personal loan space. Notably, while credit growth in unsecured personal loans like credit cards continues to decline, it remains elevated at 23.3% as of June 2024. However, this is a significant reduction from 34.2% witnessed in November 2023. As fiscal spending increases, bank credit to the government is likely to grow, which should elevate deposits and broad money supply. The report said "However, the extent of foreign capital inflows and the RBI's policy for managing these inflows remain uncertain". Last month, RBI governor Shaktikanta Das had also addressed this issue in the 50th meeting of MPC (Monetary Policy Committee). Per him, deposit mobilisation has been lagging credit growth for some time now. This may potentially expose the system to structural liquidity issues. "While there could be a debate regarding ‘deposits funding loans’ vis-à-vis ‘loans funding deposits’, the current regulatory concern stems from the fact that there could be structural changes happening which banks need to recognise and, accordingly, devise their strategies. Households and consumers who traditionally leaned on banks for parking or investing their savings are increasingly turning to capital markets and other financial intermediaries", Das said. Per him, while bank deposits continue to remain dominant as a percentage of financial assets owned by households, their share has been declining consistently, since households are now increasingly allocating their savings to mutual funds, insurance funds, pension funds and other avenues.

Loan-to-deposit ratio will subside on its own in coming months, notes Motilal Oswal report

Who does not love to travel? Most of us would give anything to take a long break from our regular work life and travel the world! And if the vacation rental behemoth <keyword id="19900375" type="General" weightage="20" keywordseo="Airbnb" source="keywords" meta.keywordsubtype="org" meta.entityname="Airbnb" meta.hostid="261" meta.entityid="Airbnb">Airbnb</keyword> is to be believed, Indians are taking to traveling with renewed vigor. When it comes to international travel right now, most Indians are traveling to Tokyo, largely to witness the momijgari (red leaf hunting), or the autumn tradition where leaves turn red, which makes for a breathtaking sight. For those seeking a little peace and quiet, the Amalfi Coast, off the Mediterranean Sea is in vogue. Baku, the capital of Azerbaijan and Kazakhstan are also being increasingly making their way on the travel wish list of most Indian travellers. Per Airbnb, other countries on this list include Montenegro, Norway, Luxembourg, and Georgia. Closer home, the bustling city of Kanpur in Uttar Pradesh is amongst the top travel destination for most Indians, along with the tropical Lakshadweep. People are also flocking to Ujjain and the hilly, quaint town of Munsiyari in Uttarakhand to take a well deserved break from their hectic lives. Says Vinay Bagri, Co-founder and CEO, Niyo, a travel banking platform"India’s growing middle class and increasing incomes are driving the rise in outbound travel. Additionally, India’s soft power diplomacy is shaping global travel industry trends. According to the Henley Passport Index, there are 62 countries where Indian passport holders can travel visa-free". "Niyo has seen a 60% growth in international travel over the past year. 55% among leisure travelers, 70% in student travel, and 25% in business travel. Interestingly, 40% of the customers we onboarded were first-time international travellers”, he continued. <h2>Be financially prepared</h2>But while it is great to travel, or take that dream vacation or overseas trip, setting aside money for the same can certainly be a herculean task. That's why, the key to a stress-free getaway, irrespective of it being a short break or an extended adventure, lies in making strategic investment choices. Here are some ways in which you can create a healthy corpus for your travelling, all from your savings: Creating a Vacation Budget Establish a comprehensive budget that covers expenses such as travel, currency exchange rates, time off from work, and the number of travelers. Conducting in-depth research on your destination, the best time to visit, and other relevant details can also lead to significant savings. A good idea is to plan in advance the number of vacations you wish to take each year. Deciding and booking your tickets ahead of time can help you save costs. Also, having a dedicated <keyword id="23343124" type="General" weightage="20" keywordseo="Travel-Fund" source="keywords">travel fund</keyword>, separate from your daily expenses, helps you stay focused. Consider using a fixed deposit or a liquid mutual fund to watch your money grow faster. Per Swati Bhargava, Co-Founder of CashKaro and EarnKaro, building a travel fund not only allows you to experience your dream vacation, but also fosters healthy financial habits that prevents debt and maximizes the value of your hard-earned money. Short-term Gains for Quick Access Says Bhuvan Rustagi COO &amp; Co-founder of Per Annum, "By exploring options such as recurring deposits, liquid funds and short-term bonds, individuals can enhance their financial flexibility, which can also help them plan any spontaneous adventures". Don't let your travel fund sit idle in a savings account. You can invest it in various short-term instruments, depending on your risk appetite. In case you want to play it safe, a recurring deposit or liquid funds are a good option. For people willing to take on more risk, P2P lending can also be a good option. Automate your way By setting up recurring transfers from your primary account to a dedicated travel savings account, you can ensure that a portion of your income is automatically saved each month. This disciplined approach will eliminates the temptation to spend impulsively, and will also help you stay committed to your travel goals. During the festive season, which will set in from next month, most online platforms, websites, and aggregators abound with enticing discounts on flights and hotels. Keep a keen eye on these deals, and you can significantly reduce travel expenses and plan your trip more efficiently. During the sales, travel portals often offer exclusive discounts tied to specific banks or release flash sales. That is also a great way to maximize your savings on travel. Many Indians are also turning to <keyword id="23343125" type="General" weightage="20" keywordseo="Cashback-Platforms" source="keywords">cashback platforms</keyword> to maximize their savings on travel bookings. According to reports, the travel sector sees an average cashback rate of 8%, the highest of all sectors. Further clubbed with credit cards you save a lot more on your hotels &amp; flights. No wonder, travel credit cards emerged as the frontrunners, experiencing a remarkable 27% YoY growth in 2023. "For those planning a festive season getaway, combining multiple offers can lead to substantial savings, making your dream destination more affordable”, continues Bhargava So, what are you waiting for? Start planning your next travel destination now. With smart investments and budgeting, it might happen for you, sooner than you think!

World Tourism Day: Here's where India is travelling to, and how you too, can join the bandwagon

<ul><li>E-commerce companies are expected to clock up to ₹1.2 lakh crore in sales this <keyword id="19894908" type="General" weightage="20" keywordseo="festive-season" source="keywords">festive season</keyword>.</li><li>Mobile, electronics and fashion categories are expected to dominate during the sale.</li><li>The <keyword id="20253122" type="General" weightage="20" keywordseo="gross-merchandise-value" source="keywords">gross merchandise value</keyword> is expected to record a 20% <keyword id="21396882" type="General" weightage="20" keywordseo="year-on-year-growth" source="keywords">year-on-year growth</keyword>.</li></ul>The festive season is here and e-commerce giants Amazon, Flipkart and other companies have started their festive sales. Driven by high pent-up demand and a premiumisation wave in the country, <keyword id="21687870" type="General" weightage="20" keywordseo="E-commerce-sales" source="keywords">e-commerce sales</keyword> are estimated to reach up to ₹1.2 lakh crore in gross merchandise value (GMV). The GMV of ₹1.2 lakh crore will be a 20% year-on-year (YoY) growth for the e-commerce sector, according to a report by Redseer Strategy Consultants. Mobiles, electronics and fashion categories are set to gain momentum while other categories such as beauty and personal care, home and more will see an incremental upside, “taking their festive growth above 25%,” as per the report. According to Kushal Bhatnagar, Associate Partner at Redseer, mobiles and electronics remain key value and growth drivers this festive season, especially as consumers respond to affordability options that make premium products more accessible. “Moreover, sellers and platforms have the potential to unlock the pent-up demand in the category by optimising for pricing and selection,” Bhatnagar added. As brands look to capitalise on the festive demand, many are strategically leveraging e-commerce platforms to cater to the aspirational customers’ needs and reach the relatively less accessible customers in tier 2 cities and beyond. “As a result, they look to partner deeply with the leading platforms to attract customers via lucrative discounts and offers available in the large-scale festive events,” he said. This festive season, brands are looking to push premium stock keeping units (SKUs) at a discounted price, to encourage aspirational buying. Quick commerce, which saw significant traction in 2023, is set to contribute approximately 8% to overall e-commerce growth, up from the 5% growth recorded last year. Newer categories such as home and kitchen appliances are likely to get pushed aggressively on quick commerce platforms and could also help the platforms to boost their average order values and profitability as per the report. With inputs from agencies. SEE ALSO: <a href="https://www.businessinsider.in/business/auto/news/upcoming-cars-launching-in-india-in-october-2024/slidelist/113809612.cms">Upcoming cars launching in India in October 2024</a> <a href="https://www.businessinsider.in/tech/mobile/webstories/upcoming-smartphones-launching-in-india-in-october-2024/slidelist/113804125.cms">Upcoming smartphones launching in India in October 2024</a> <a href="https://www.businessinsider.in/stock-market/news/krn-heat-exchanger-ipo-allotment-check-allotment-status-gmp-listing-date-and-more/articleshow/113801258.cms">KRN Heat Exchanger IPO allotment – Check allotment status, GMP, listing date and more</a>

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