<ul><li><keyword id="6365619" type="COMPANY" weightage="20" keywordseo="hindustan-unilever">Hindustan Unilever</keyword>’s fourth-quarter earnings showed a 1% fall in profit after tax, a 9% fall in domestic sales, and a 7% fall in volume growth.</li><li>The share price of India’s largest fast-moving consumer goods major ended 1.2% lower on a day that the Sensex rallied over a 1,000 points. </li><li>With the supply chain impacted due to the coronavirus lockdown across the country, overall revenue has been affected on expected lines</li></ul>Hindustan Unilever’s fourth-quarter earnings showed a 1% fall in profit after tax, a 9% fall in domestic sales, and a 7% fall in volume growth. The share price of India’s largest fast-moving consumer goods major ended 1.2% lower on a day that the Sensex rallied over a 1,000 points. <div type="javascript" title="Custom" contenttype="Image"><cdata><![CDATA[<div class="flourish-embed flourish-chart" data-src="visualisation/2173668" data-url="https://flo.uri.sh/visualisation/2173668/embed"></div>]]></cdata></div> <div type="Article" hostid="261" msid="75472198" title="Tech Mahindra’s net profits see a massive 32% drop even as its digital business is treading water amidst the COVID-19 crisis" mstype="2" mssubtype="0"></div> COVID-19 lockdown hits <keyword id="44863" type="CITY" weightage="20" keywordseo="HUL">HUL</keyword> where it hurts the most With the supply chain impacted due to the coronavirus lockdown across the country, overall revenue has been affected on expected lines. “Demand patterns are changing, and we are likely to see an upswing in categories like health, hygiene and nutrition. In the near term, we are also likely to see some adverse impact on discretionary categories and out of home channel,” the company statement said. Earlier on April 23, <a href="https://economictimes.indiatimes.com/markets/stocks/earnings/unilever-withdraws-outlook-for-2020-will-pay-interim-dividend/articleshow/75317560.cms">Unilever</a> withdrew its full year forecast and had said that it cannot assess the impact of coronavirus on its business. Many of HUL products come under essentials along with LifeBuoy sanitizers and hand wash in its brands, however that wasn’t expected to help the company. “High stocking up will not compensate for the soft demand for a long period. HUL has ramped up supply for soaps and sanitizers for a while now since the outbreak in China. People are, however, hoarding these products to a very large extent and hence it is difficult to meet demand,” an Edelweiss estimate had said earlier. The biggest food company in India With its merger with Glaxosmithkline Consumer Healthcare (GSK), Hindustan Unilever became the biggest food company in India. According to reports, GSK is also planning to sell 5.7% stake in HUL worth $3.7 billion. Through the merger HUL acquired Horlicks from GSK for ₹30.5 billion. However, after the deal was sealed, GSK has decided to dump the $3.9 billion worth HUL shares that it received as part of the deal. The expected flooding of shares in the market from GSK also took the HUL stock down in trade three days in a row, ahead of today’s earnings report. See Also: <a href="https://www.businessinsider.in/policy/economy/news/rbi-extends-amended-money-market-trading-hours-from-10-am-to-2-pm-till-further-notice/articleshow/75468609.cms">India's blue-chip indices see a dizzying rally this week thanks to a series of good news⁠— these are the top gainers and what pumped them up</a> <a href="https://www.businessinsider.in/stock-market/news/here-is-a-list-of-top-25-stocks-that-qualify-for-ten-baggers-according-to-ambit/articleshow/75468072.cms">Here is a list of top 25 stocks that qualify for ‘Ten Baggers’, according to Ambit</a>

HUL fourth-quarter volume growth down 7%, profit falls 1%, India sales slide 9% ⁠— as COVID-19 strikes India’s largest consumer firm

<ul><li>HUL Chairman and Managing Director, <keyword id="169120" type="PERSON" weightage="20" keywordseo="Sanjiv-Mehta">Sanjiv Mehta</keyword> made a clarion call for more government support to boost consumption in the cities. </li><li>Nearly 60% of the total sales for HUL comes from urban cities, which fetches a large portion of the premium for FMCG companies. </li><li>Between falling earnings, job losses, poor business, and widespread risk aversion, many retail stores have closed down, and HUL’s distributors are not able to recover their dues. </li></ul>Sanjiv Mehta, the Chairman and Managing Director (CMD) of Hindustan Unilever (HUL), said that India would have to be “aggressive” with spending to boost consumption in the cities before it’s too late. For some of the distributors of India’s largest consumer staples company, the damage has already been done. Speaking at a virtual event organized by the All India Management Association (AIMA), Mehta raised the need for a cut in interest rates, given the signs of urban distress that have emerged due to the COVID-19 pandemic. “There is a risk of inflation, but the bigger risk is the economy going into a tailspin. So there should be an aggressiveness with which we reduce the interest rates, clearly with the risk that there could be more inflation coming,” <a href="https://economictimes.indiatimes.com/news/economy/finance/government-has-to-step-up-spending-before-its-too-late-says-hul-chairman-sanjiv-mehta/articleshow/78246163.cms?utm_source=contentofinterest&amp;utm_medium=text&amp;utm_campaign=cppst.">he said</a>. While the resilience of the rural economy has been a calming factor during the lockdown, it is not enough for the fast-moving consumer goods (FMCG) companies like HUL, ITC, or Marico to make money as urban areas account for the majority of sales in India. A big part of rural India still buys unbranded products, while the margin for FMCG companies comes from premium products, which are sold in the big cities. “The rural per capita consumption of FMCG is less than half of the national average. It is very visible now that the rural growth rates are higher. The issue for us is the urban growth rate,” said Mehta. And, on that count, HUL and Britannia are the most vulnerable because the two companies make 60% of their revenue from the cities. <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Company </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Rural sales </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Urban sales </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Britannia </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">40% </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">60% </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Emami </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">50% </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">50% </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Dabur </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">45% </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">55% </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Hindustan Unilever </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">40% </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">60% </td></tr><tr><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Nestle </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">25% </td><td style="border-left:solid #000000 0.9907650000000001pt;border-right:solid #000000 0.9907650000000001pt;border-bottom:solid #000000 0.9907650000000001pt;border-top:solid #000000 0.9907650000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">75% </td></tr></tbody></table> Source: Edelweiss report dated September 16 Urban poor under distress The lockdown has taken a toll on the income across regions and classes, socio-economic categories. The government has introduced various relief measures for the rural economy during the pandemic, such as the government economic stimulus increased allocation under the MGNREGA scheme to enhance job opportunities in rural areas. These relief measures are largely focussed on rural areas. On the other hand, Mehta believes that the government should look at how the urban buying sentiment can be revived. “There is very clear anecdotal evidence of growth rates in the staples in urban India slowing down, which could be a very clear pointer that the urban poor are feeling the stress,” he said. <div type="image" title="HUL portfolio" msid="78267486" hostid="261"></div> The on-ground reality for HUL distributors According to the ICICI Securities report, the increase in the distributor’s bad debts due to the lockdown has led to the permanent closure of a few retail stores. The distributors are finding it difficult to absorb this loss with margins of 4%, the report said. The company has also not offered a grace period to the credit days, which continue to hang like a sword on distributors’ necks. With a downtrend in its revenue, HUL has reduced the number of trade schemes and discounts. The company has also taken a price hike of 8% in Red Label Dust tea. HUL’s revenues declined 7% in the first quarter if the revenue from its GSK Consumer integration⁠— of which the food powder Horlicks was the biggest contributor⁠—is excluded. HUL’s share price reflects investors’ pessimism The share price of HUL hit a nearly three-month low of ₹2,011.70 on September 20. While it recouped the losses by the end of trade, during the day - it was trading 2% lower today when the overall market was down 0.32%. <div type="image" title="HUL (1)" msid="78267507" hostid="261"></div> Edelweiss Securities report highlighted various factors that have led to underperformance of the HUL’s stock. One of the key reasons was that out-of-home products like Kwality Walls ice-cream and Kissan Jam constituted approximately 5% of HUL’s portfolio, and it declined 69% in the first quarter. Edelweiss also expects margins to remain under pressure, with the declining economy. “Skincare, which is a high margin business, is doing well but still not back to pre-COVID levels. This along with tea prices being up 60% YoY and palm oil prices staying elevated, gross margin will be under pressure YoY” And lifestyle products sell more in urban India than in the smaller towns and villages. SEE ALSO: <a href="https://www.businessinsider.in/business/news/mukesh-ambani-reliance-retail-gets-its-second-investment-in-two-weeks-kkr-invests-5550-crore/articleshow/78267281.cms" data-type="tilCustomLink">Mukesh Ambani's Reliance Retail gets its second investment in two weeks – KKR invests ₹5,550 crore</a> <a href="https://www.businessinsider.in/stock-market/news/top-stocks-to-watch-tata-group-future-enterprises-ril-central-bank-of-india-dhfl-care-ratings-and-others/articleshow/78267049.cms" data-type="tilCustomLink">Top stocks to watch— Tata Group, Future Enterprises, RIL, Central Bank of India, DHFL, CARE Ratings and others</a>

Data shows why HUL Chairman is urging the government to spend more to boost consumption

New Delhi, Apr 23 () Global FMCG major Unilever on Thursday said its growth in India has been hit by both slowing market and the coronavirus-forced lockdown that led to a halt in production and shipping activities for a number of days.The Anglo-Dutch firm has also withdrawn its growth and margin outlook for 2020, citing the impact of the pandemic and subsequent containment measures taken by authorities and a shift in demand patterns of the geographies where it operates.Though the FMCG major has witnessed upswings in sales of hygiene and in-home food products, the crisis has affected particularly its food service and ice cream business, Unilever said in its trading statement for the first quarter ended March 31.Unilever also witnessed a major impact on the businesses in China and India, two of its major markets where restrictions were imposed by the respective governments to contain the spread of COVID-19. "China declined as a result of the downturn in food service, out of home ice cream and retail sales during the lockdown. Growth in India was impacted by both the slowing market and the lockdown implemented at the end of March, which stopped production and shipping for a number of days," Unilever CEO Alan Jope said in a statement.He further said, "Underlying sales growth was zero per cent with 0.2 per cent from volume and negative 0.2 per cent from price. Developed markets grew 2.8 per cent whilst emerging markets declined 1.8 per cent."According to Jope, demand patterns are changing. "As the crisis hits countries around the world, we see upswings in sales of hygiene and income food products, combined with some household stocking, and near cessation of out of home consumption which is particularly affecting our food service and ice cream business," he said.The FMCG major is adapting to new demand patterns and are preparing for lasting changes in consumer behaviour, in each country, as it moves out of the crisis and take steps towards recovery, according to the Unilever CEO."We will continue to adapt throughout this crisis. However, the unknown severity and duration of the pandemic, as well as the containment measures that maybe adopted in each country, mean that we cannot reliably assess the impact across our markets and our business. We are therefore withdrawing our previous growth and margin outlook for 2020," said Jope.While talking about the Indian market, where it operates with subsidiary Hindustan Unilever Ltd (HUL), he said "seven days of national lockdown at end of Q1" affected the trading, adding that there was supply chain disruption following the lockdown."Lockdown measures in India commenced from mid-March, followed by a strict national lockdown, severely limiting the flow of goods and leading to a decline in South Asia. Indonesia and Vietnam performed strongly although the Philippines declined across divisions as restrictive social measures were put in place," said Unilever.However, it also added that the Indian market had slowed even before the strict lockdown began at the end of March.The company said its tea segment business declined, impacted by India and out of home channel closures. "The strategic review of our tea business is ongoing".Skin care business also took a hit amid lockdown conditions. "Vaseline continued to perform well, with mid-single digit growth, and we launched anti-bacterial hand cream in the UK as well as a new Pro Derma Clinical range in China. The Prestige portfolio was impacted by health and beauty channel closures in many markets. Whilst hair care (segment) grew in the USA, the lock-down impacted the portfolio in China and in India," it said.Deodorants grew in mid-single digit, with strong performances from our RexonaClinical range and Dove deodorants. Its oral care grew, with growth from natural toothpastes and bamboo toothbrushes."Negative pricing was primarily driven by India following price reductions in the previous quarter," he said.Meanwhile, Unilever informed that HUL completed its merger with GlaxoSmithKline Consumer Healthcare Limited (GSKCH), on April1."The transaction is in line with Unilever's strategy to evolve the Foods &amp; Refreshment portfolio into higher growth segments," said HUL.As per the deal, HUL has also announced to acquire popular health food drink brand Horlicks in a Rs 3,045 crore deal from GSKCH using the option available in the original agreement between HUL and GSK.Besides, other Health Food Drinks (HFD) brands of GSKCH -- Boost, Maltova and Viva -- had come to HUL's portfolio by virtue of the merger, making it a leading player in the segment.According to regulatory filings, HUL would declare its Q4 (Jan-March) earnings results on April 30. KRH RKL MKJ

Unilever withdraws growth outlook, says India business impacted amid lockdown

<ul><li>The company, which listed nearly a year ago, posted a net profit of ₹74 crore in QFY21, up by 129% from ₹32 crore last year.</li><li><keyword id="381854" type="COMPANY" weightage="20" keywordseo="Indiamart">IndiaMart</keyword> founder <keyword id="127964" type="PERSON" weightage="20" keywordseo="Dinesh-Agarwal">Dinesh Agarwal</keyword> managed to do this even when what his company most depends on couldn’t move due to lockdown – field sales. </li><li>In an interview with Business Insider, Agarwal shares how the company posted profits even while things were looking bleak in the beginning of April. </li></ul>IndiaMart, one of India’s biggest online marketplaces for businesses, has achieved something that not many other companies have – during the lockdown quarter of April to June, the company has posted over a 100% jump in profits. The company, which has been listed for just a year now, posted a net profit of ₹74 crore in QFY21, up by 129% from ₹32 crore last year. This spurred a stellar rally with IndiaMart’s shares surging 8% to ₹2327 in morning trade.. <div type="image" title="indiamart share." msid="77102824" hostid="261"></div> And IndiaMart founder Dinesh Agarwal managed to do this even when what his company most depends on couldn’t move due to lockdown – field sales. For the 24-year old company, work from home had never been the norm and most of its revenue comes from its field sales. <div type="image" title="Indiamart." msid="77102708" hostid="261"></div> But Agarwal and his team were better prepared. From February itself they had anticipated a slowdown due to China shutting down, but a lockdown is not what they had expected. “We started figuring out as the demand for sanitizers and health essentials shot up. By the second half of March, our focus was on how to maintain business continuity and how to ensure employee safety while making sure the website was running and the call centre too was operational,” Agarwal told Business Insider. Quick thinking IndiaMart has always had ‘medical’ or healthcare as a category, but within the initial weeks of the coronavirus pandemic, Agarwal realised that it would become an on-demand category. And they were quick to turn things around. “We started calling up suppliers, did some innovative thinking. We called up bike helmet suppliers and asked them that since you have a helmet shield can you make face shields and they happily agreed. We went to undergarment manufacturers and asked them to make face masks. So, we really started to build category by category,” Agarwal said. <div type="image" title="Indiamart sellers and buyers." msid="77102721" hostid="261"></div> Variety of products available The platform has over 68 million product listings across 100,000 categories. “If you can’t find something on IndiaMart, you won’t find it on the internet,” Agarwal told us. But this variety of products available also pumped their revenue, because then companies weren’t just coming on the platform for finished products but also to discover certain elements like bottle caps, elastic among others. Agarwal believes this also keeps them different from their rising list of <keyword id="2771895" type="PERSON" weightage="20" keywordseo="b2b-ecommerce">B2B ecommerce</keyword> competitors – Amazon, Alibaba, Walmart wholesale, TradeIndia, ExportersIndia.com among others. “Our target is also different. The other companies focus on the top 2000 products, which are generally branded, in the FMCG sector. That’s not what IndiaMart is going after. From steel bars to trucks and everything in between is what IndiaMart sells,” he said. Balancing their costs and their customers’ too In the beginning of April, their revenues were completely down as most of their customers' business had hit pause – their buyer traffic was down by 50%. “Only one-third of our sales used to be from online or telecom,” said Agarwal. So, they went around looking at places where they can cut costs. They turned to automation of many processes and deferred plans that would have burnt a hole in their pocket. Agarwal said that while many employees offered to give up salaries, they didn’t lay off anyone. “We are a slow hiring company, so we didn’t want to fire anyone,” he said. But that wasn’t all. They also had to prepare for their customers, who were in a similar business situation. “We offered moratoriums to customers who said they won’t be able to pay,” he said. As the economy opened up, things started to look better and because of their initiatives, Agarwal says customers and buyers both saw value in IndiaMart. The new driver – tech IndiaMart, over the recent years, has turned to technology to add layers to its offerings. “We are enabling seller and buyer interaction with a CRM and have also become a price discovery platform for many buyers in India. Even if they don’t end up buying from India, we have been able to democratize prices for buyers,” he said. Out of their total expenses, 20% of it goes into investing in products and technology, while out of the 4500 employees, 20% of them are in product and technology. SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/axis-bank-share-price-surges-over-6-after-earnings-reveal-that-only-9-7-of-its-loans-are-exposed-to-the-moratorium/articleshow/77100105.cms">Axis Bank share price surges over 6% after earnings reveal that only 9.7% of its loans are exposed to the moratorium</a> <a href="https://www.businessinsider.in/stock-market/markets/news/horlicks-helps-hul-share-price/articleshow/77100666.cms">Horlicks helps HUL clock a profit – but shareholders want more</a>

IndiaMart’s Dinesh Agarwal shares how the profit doubled during the lockdown

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It's a marketing initiative, but the value of the message cannot be taken away from it. 
 
It's time to stop laying the stress on marks when we know that school scorecard is not the perfect assessment of a child's capabilities. It's time thus to focus on what they are talented in and groom them in their areas of excellence than to shove them in a particular stream and make their lives hell. 
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Professions where not marks, but pure talent is what matters

2018 proved to be a record year in India’s <keyword id="35603" type="PERSON" weightage="20" keywordseo="mergers">mergers</keyword> and acquisitions space. Led by <keyword id="80487" type="COMPANY" weightage="20" keywordseo="walmart">Walmart</keyword>’s $16 billion purchase of a majority stake in homegrown e-commerce behemoth <keyword id="6354742" type="COMPANY" weightage="20" keywordseo="Flipkart">Flipkart</keyword>, deal volumes reached an all-time high of <a href="https://www.businessinsider.in/2018-was-a-big-year-for-mergers-and-acquisitions-in-india-here-are-the-top-deals/articleshow/67127132.cms">$125 billion</a> for the year, twice the amount seen in 2017. However, it was only one of the many <keyword id="6391790" type="UNKNOWN" weightage="20" keywordseo="deals">deals</keyword> struck in the year. There are many reasons why dealmakers are active in India, according to <keyword id="145332" type="PERSON" weightage="20" keywordseo="Sonjoy-Chatterjee">Sonjoy Chatterjee</keyword>, the chairman of <keyword id="6361649" type="COMPANY" weightage="20" keywordseo="Goldman-Sachs">Goldman Sachs</keyword>’ Indian business. Size matters Firstly, India’s market dynamics call for consolidation. “Local companies are consolidating because they need capital and scale to run their businesses”, said Chatterjee. It’s getting harder and harder for smaller firms to compete against large multinationals, which is why inorganic growth is being pursued. In addition, higher competition is forcing companies to merge, especially in the telecom sector, as seen in the merger of Idea and Vodafone, in order to boost capital expenditure while keeping debt burdens manageable. “14 companies have been winnowed down to three, as one of India’s largest conglomerates, Reliance Industries, has set new market benchmarks for product and pricing,” Chatterjee remarked. Stressed out The problem of debt is not limited to telecom. Many companies have also been sent to the cleaners by the new Insolvency and Bankruptcy Code. “Recent changes to India’s bankruptcy law are forcing more companies that can’t repay their debts into the bankruptcy process”, Chatterjee said. This is resulting in an auctioning of assets and acquisitions of bankrupt companies, most notably in the <a href="https://www.businessinsider.in/indias-steel-industry-is-set-for-a-shakeup-after-arcelormittal-finally-emerges-as-the-winning-bidder-for-essar-steel/articleshow/66316447.cms">steel sector</a>. Old promoters have been ousted and that process is likely to continue as a huge pile of unpaid loans is still largely unresolved. Changing models As the smaller companies crumbled under the weight of competition, larger companies are looking to strengthen their portfolio by buying out peers. In December 2018, Hindustan Unilever, the Indian subsidiary of consumer goods giant Unilever, which is doubling down on its consumer health business through the acquisition of GlaxoSmithKline’s (GSK) key nutrition brands like Horlicks and Boost. Family-owned businesses shift strategy The new generation of leaders in family-owned businesses are changing tack and looking to enter completely new verticals. “With rising foreign investment flows leading to good valuations, several families are looking to exit their businesses and deploy capital in completely new areas” Chatterjee said. This can clearly be seen in the case of<a href="https://www.businessinsider.in/sale-one-of-indias-oldest-battery-brands-eveready-for-500-million/articleshow/67482195.cms"> Eveready</a>, a 114-year old company, the founding family of which is reportedly planning to sell their stake in. Even Ujjwal Munjal, the scion of the Hero Group which sells motorcycles, has commenced plans to <a href="https://www.businessinsider.in/ces-2019-munjal-grandson-from-the-hero-family-is-selling-ai-devices/articleshow/67469653.cms">sell AI devices</a> through an electronics subsidiary of the company. Sellers market Thirdly, Chatterjee feels that foreign investors have played a big part in the boom. Despite the <a href="https://www.livemint.com/Money/XvrfxeOgowt1zR38CXyDIK/FIIs-withdraw-nearly-Rs-1-trillion-from-Indian-capital-marke.html">volatility </a>in foreign portfolio investments, more and more institutional investors and private equity firms are shifting focus to India, especially its technology space which is coming into its own and has attracted the world’s largest tech firms, from Apple to Tencent. India’s growth trajectory significantly outweighs that of lagging China - India is expected to grow by 7.3% this year compared to China’s 6.2% - but also because of <a href="https://www.livemint.com/Politics/GwXhAdltCo1TCbRTAm5z0H/India-up-23-places-in-ease-of-doing-business-rankings.html">its improvement</a> in the World Bank’s Ease of Doing Business Index. These factors will likely persist through 2019 and keep deal street buzzing. Deal makers may stay wary of political uncertainties until the outcome of the election. However, given that most deals, especially the large ones, are driven by a long-term perspective, there is hope going forward too. SEE ALSO: <a href="https://www.businessinsider.in/2018-was-a-big-year-for-mergers-and-acquisitions-in-india-here-are-the-top-deals/articleshow/67127132.cms">2018 was a big year for mergers and acquisitions in India. Here are the top deals</a> <a href="https://www.businessinsider.in/indias-steel-industry-is-set-for-a-shakeup-after-arcelormittal-finally-emerges-as-the-winning-bidder-for-essar-steel/articleshow/66316447.cms">India’s steel industry is set for a shakeup after ArcelorMittal finally emerges as the winning bidder for Essar Steel</a>

Goldman Sachs’s India Chairman explains the country’s M&A boom

<div class="KonaFilter image-container display-table"><div><div class="image on-image">YouTube/Colchester ConservativesStephen Hammond MP.</div></div></div><ul><li>Conservative rebel MPs claim more and more Tories are ready to join them and back a soft Brexit.</li><li>15 Tory MPs signed an amendment calling on Theresa May to pursue a Norway-style Brexit which effectively keep Britain in the single market via the European Economic Area.</li><li>A leading rebel has told Business Insider that more Conservative MPs will get on board before the vote next week.</li><li>A fight is underway within the Labour Party over whether Corbyn should embrace the EEA. </li></ul> LONDON - Conservative rebels believe that support among the party's MPs for a Norway-style soft Brexit could be at a tipping point as moderates grow increasingly alarmed at the state of Brexit negotiations.On Tuesday MPs will vote on an amendment to the Withdrawal Bill which, if passed, would instruct Theresa May to pursue a soft form of Brexit known as <a href="http://uk.businessinsider.com/what-is-the-norway-model-brexit-2018-4" target="_blank" rel="noopener">the Norway model</a>, plus 14 other amendments.This would involve the UK leaving the European Union but keeping full access to the single market by joining the European Free Trade Association (EFTA), which is a non-EU member state's ticket to joining the EEA.On Monday Labour leader Jeremy Corbyn dealt a blow to pro-EEA movement when he confirmed that he does not support the Norway model and would instruct Labour MPs to abstain from the vote.This triggered furious reactions from pro-EU Labour MPs. Former shadow frontbenchers Chuka Umunna and Owen Smith plus others publicly criticised the move. One MP told BI it amounted to "madness" and "a complete Horlicks." However, fresh life was breathed into the cross-party effort on Wednesday, when 13 Conservative MPs signed an amendment to the upcoming trade bill, which instructs May to keep Britain in the EEA via EFTA. <h2><div class="KonaFilter image-container display-table"><div><div class="image on-image">Chris J Ratcliffe/Getty ImagesAnna Soubry and Nicky Morgan</div></div></div>Tory MPs backing the new EEA amendment</h2><ul><li>Stephen Hammond</li><li>Mr Dominic Grieve</li><li>Nicky Morgan</li><li>Antoinette Sandbach</li><li>Bob Neill</li><li>Anna Soubry</li><li>Dame Caroline Spelman</li><li>Jonathan Djanogly</li><li>Kenneth Clarke</li><li>Heidi Allen</li><li>Paul Masterton</li><li>Dr Sarah Wollaston</li><li>John Stevenson </li></ul>The Tory amendment, tabled by Stephen Hammond MP, was signed by the usual Brexit rebels, but also by a new name in Caroline Spelman, the MP for Meriden. A rebel whose signature is on the amendment told Business Insider that the group has reason to believe more names will come forward prior to the vote on Tuesday."An increasing number of colleagues are warming to the EFTA-EEA model on the simple basis that time is running out and we need something there and ready," the MP - who wished to remain anonymous - told BI.They added that a "new group" of Conservative MPs have formed in recent weeks, which is ready to work with Hammond, Anna Soubry and other Tory rebels in pushing for a soft Brexit. This faction contains MPs who are alarmed by the current state of Brexit negotiations, and are willing to vote for the EEA amendment on the basis that the Norway option could be used as a transitional model to smoothen Britain's exit, the MP told BI."They tell us that we entered the European Union via the EEA, so why can't we exit via the EEA?"Labour MP Umunna also hinted at more Tory MPs getting on board with the EEA on Tuesday, telling a press conference that the 15 names on the amendment paper "don't account for those who haven't gone on record."The feeling among rebels is that the amendment still doesn't have enough support to pass. However, they believe that support is growing, and will at a minimum give the government a bigger scare than initially thought. A Conservative MP planning to support the EEA amendment next week suggested to BI that the high chance of defeat makes voting for it a "free hit," meaning Tories have nothing to lose.Earlier this week, Svein Roald Hansen - the Norwegian Parliament's delegate to the EFTA and EEA - <a href="http://uk.businessinsider.com/inside-the-battle-to-keep-britain-in-the-single-market-norway-brexit-2018-5" target="_blank" rel="noopener">told BI</a> that it would be "very difficult" to say no to Britain joining the club after it has left the EU.However, the MP for Norway's Labour MP said Oslo was concerned that Britain would be an awkward partner and demand opt-outs from the EEA Agreement.Soubry, the MP for Broxtowe, told BI on Wednesday that Britain must "grow up" and play by the EEA's rule in order to protect its economic interests. "We've done the same with the EU. We wanted opt-outs when we were in, and now we want opt-ins now we're heading out," she said. Our Brexit Insider Facebook group is the best place for up-to-date news and analysis about Britain's departure from the EU, direct from Business Insider's political reporters. Join <a href="https://www.facebook.com/groups/267178180471848/">here.</a> <div class="margin-top"> <h3>NOW WATCH: <a href="http://www.businessinsider.com/economist-weighted-voting-could-help-save-us-democracy-2018-5">This top economist has a radical plan to change the way Americans vote</a></h3> <div> </div> </div>

These Conservative rebels believe support for a Norway-style soft Brexit is at a tipping point

Nestle India’s Maggi might have to see some more downfall. The instant-noodles, which is badly affected due to lead and MSG controversy, may also lose Rs 2,000 crore brand tag this year. 
 There are handful of brands in FMCG industry that have reached Rs 2,000 crore mark and <keyword id="726194" type="UNKNOWN" weightage="100" keywordseo="maggi-noodles">Maggi noodles</keyword> had even crossed it a few years back. 
 
But due to the recent controversy, Maggi could slip from the club and the negative image attached to the brand is having a rub-off effect on other Maggi products as well. 
 
Economic Times reported that the Rs 2k crore club was growing stronger with the inclusion of Lifebuoy, an over 100 year old brand, Surf, Wheel and Rin from Hindustan Unilever (HUL), Aashirvaad and Sunfeast from ITC, Tide from Procter &amp; Gamble (P&amp;G) and Amul Butter. 
 
Other brands that fall in the Rs 2,000 crore bracket include Horlicks, Fair &amp; Lovely, Colgate, Ghari, Cadbury Dairy Milk, Thums Up and Sprite, among others. 
 
A senior analyst from an Indian brokerage house told the financial daily that the high-consumption categories, the percentage spend of the consumer's wallet and competitiveness determines the size of the brand. 
 
For instance, ITC is a big brand in cigarettes as it has a dominant presence; diary, on the other hand, is a huge-consumption category. “Amul Butter, which is a dominant brand in the category, has become a Rs 2,000 crore brand this year. Its impactful advertising, where the spend is minimal (less than 1% of turnover), has helped the brand in achieving this milestone,'' R S Sodhi, MD, Gujarat Cooperative Milk Marketing Federation, which markets Amul told ET. 
 
Even Maggi was for the longest period, the only player in the category. “For some brands it is very easy to touch Rs 2,000 crore or Rs 5,000 crore sales because of the category they are present in,'' the analyst told ET on the condition of anonymity. 
 
Maggi will certainly have to do rigorous campaigning to regain its lost ground in the country and past glory. 
 
(Image: Indiatimes)

Maggi may lose out on the glory of being a Rs 2,000 crore brand

This year proved to be quite a robust one for mergers and acquisitions for Indian corporates. 
 
 Buoyed by the recently-implemented Insolvency and Bankruptcy Code (IBC) and an extremely competit
 
ive atmosphere in the mobile and e-commerce space, dealmaking reached new highs in 2018. As the government continued to push for resolutions, there was a wave of consolidation in sectors most affected by the build-up in non-performing loans such as financial services, energy and <keyword id="34570" type="COMPANY" weightage="20" keywordseo="steel">steel</keyword>. There was also a feeding frenzy in the consumer goods and e-commerce space as foreign companies swooped in to take aim at India’s massive customer base. The trend is expected to extend into 2019. In addition, as Internet penetration increases, especially in rural areas, consumer goods will experience an unprecedented level of deal activity as companies merge with each other to gain the upper hand. While this could be tempered by an outflow of capital and election uncertainty, the relative weakness of the Indian currency could see a lot more acquisitions by foreign companies. Here are some of the largest deals that grabbed headlines this year:- A global retail giant buys India’s largest e-commerce firm 
 <div type="image" title="Flipkart- Reuters" tempid="217345" msid="67127483" hostid="261"></div>

(Image source- Reuters) In a move with decidedly global implications given its war against Amazon, <keyword id="80487" type="COMPANY" weightage="20" keywordseo="walmart">Walmart</keyword> announced plans to acquire <a href="https://www.businessinsider.in/after-the-walmart-acquisition-heres-whats-in-store-from-flipkart/articleshow/64111313.cms">a 77% stake in Flipkart</a> for around $16 billion in May 2018. At the time, the possibility of a future IPO of <keyword id="6354742" type="COMPANY" weightage="20" keywordseo="Flipkart">Flipkart</keyword> was also mooted. The deal, which was <a href="https://news.walmart.com/2018/08/18/walmart-and-flipkart-announce-completion-of-walmart-investment-in-flipkart-indias-leading-marketplace-ecommerce-platform">completed</a> in August, also included $2 billion of fresh equity funding to support Flipkart’s expansion plans as it takes on Amazon’s Indian subsidiary for the top spot in India’s e-commerce market. Flipkart is said to be building its logistics and supply chain network by onboarding ‘kirana’ stores, making moves into the online grocery space and sustaining its discount-heavy model. Walmart, meanwhile, continues to expand its wholesale business in India. The merger of India’s No.3 and No.4 telecom players finally gets approved 
 <div type="image" title="Idea-Vodafone-Reuters" msid="67127454" hostid="261"></div>

(Image source- Reuters) In August 2018, Vodafone’s Indian subsidiary and <keyword id="6354924" type="COMPANY" weightage="20" keywordseo="idea-cellular">Idea Cellular</keyword> received the final approval for their merger from the <keyword id="6354457" type="ORGANIZATION" weightage="20" keywordseo="National-Company-Law-Tribunal">National Company Law Tribunal</keyword> (NCLT). The deal, which has been in the works since last year, will create India’s largest telecom operator by subscribers (430 million) and revenue market share (37%) and help the two struggling companies fend off competition from market leaders Airtel and Reliance Jio. Vodafone will own a 45% stake in the combined entity. Meanwhile Idea’s shareholders will take a 29% stake and Aditya Birla Group, Idea’s parent, will own 26%. The merged entity, which is highly leveraged, will try and capitalise on lower network costs, the promotion of value pricing packages and a joint push into data 5G services. A state-run energy giant is created to help the government meet its <keyword id="44532" type="PERSON" weightage="20" keywordseo="Disinvestment">disinvestment</keyword> target 
 <div type="image" title="ONGC_Oil_Platform- Wikimedia" msid="67127455" hostid="261"></div>

(Image source- Wikimedia) In January 2018, Oil and Natural Gas Corporation Ltd. (ONGC) announced the acquisition of a <a href="https://www.ongcindia.com/wps/wcm/connect/en/media/press-release/ongc-acquires-51.11-hindustan-petrole-limited">51% stake</a> in Hindustan Petroleum Corporation Limited (HPCL) in a deal aimed at helping the central government meet its disinvestment target for 2017-18. The move follows a well-established precedent of the government relying on transactions between firms its owns to help it out during periods of financial stress. ONGC spent a total of nearly ₹370 billion ($5.2 billion) on the purchase of a majority stake in the state-backed refiner, with most of this amount being funded through loans thereby exacerbating the former’s debt woes. Tata Steel takes over another steel firm after submitting the highest bid for it in an insolvency auction 
 <div type="image" title="14_Tata---" tempid="217319" msid="67127484" hostid="261"></div>

(Image source- Reuters) In May 2018, Tata Steel successfully submitted the <a href="http://www.tata.com/media/releasesinside/approval-of-resolution-plan-by-tata-steel-for-acquisition-of-bhushan-steel">winning bid </a>for bankrupt rival Bhushan Steel in an auction. The ₹352 billion ($4.9 billion) offer for a 73% stake in Bhushan Steel was approved by the NCLT. Bhushan Steel was one of the 12 major non-performing accounts submitted by the Reserve Bank of India to the NCLT for resolution proceedings under the IBC last year. The merger will help Tata Steel improve its domestic capacity and make inroads into the automotive steel industry, which is dominated by Bhushan Steel. The steel industry is set to witness an even bigger deal soon, should Arcelormittal's <a href="https://www.livemint.com/Industry/WE1TAa6LmuLIyTzvwgiTIM/Banks-ArcelorMittal-oppose-Essar-Steel-proposal.html">₹420 billion bid</a> for the bankrupt Essar Steel be approved. Hindustan <keyword id="45009" type="DOMAIN" weightage="20" keywordseo="Unilever">Unilever</keyword> to buy GSK’s consumer nutrition brands in one of India’s largest consumer goods deals 
 <div type="image" title="Horlicks-Wikimedia" tempid="217315" msid="67127485" hostid="261"></div>

(Image source- Wikimedia) Earlier this month, Hindustan Unilever Ltd (HUL), the Indian subsidiary of consumer good giant Unilever, <a href="https://www.hul.co.in/news/press-releases/2018/hul-board-approves-merger-of-hul.html">said</a> it would purchase <keyword id="78710" type="COMPANY" weightage="20" keywordseo="GlaxoSmithKline">GlaxoSmithKline</keyword>’s (GSK) key consumer nutrition brands like Horlicks and Boost, thereby putting an end to months of speculation and discussions. The all-stock deal, which also includes a majority stake in GSK’s Bangladesh unit and distribution rights to medical brands, is valued at ₹317 billion ($4.5 billion) and will see HUL take over GSK’s consumer healthcare operations and merge them with itself. The deal is slated for completion at the end of 2019, by which time HUL is expected to become India’s largest publicly-listed food and refreshments company. Merger of three public-sector banks 
 <div type="image" title="Bank_Baroda_entrace_Dubai_March_2008- WIkipedia" tempid="217308" msid="67127486" hostid="261"></div>

(Image source- Wikimedia) In September 2018, India’s Finance Minister, Arun Jaitley, <a href="https://www.businessinsider.in/indias-government-is-merging-three-state-owned-lenders-to-create-one-of-the-countrys-largest-banks/articleshow/65853052.cms">announced</a> the consolidation of Bank of Baroda (BoB) and Vijaya Bank, which had a bad loan ratio of 5.4% and 4.1%, respectively, with the struggling Dena Bank, which had a bad loan ratio of 11%. As a result of its poor financial health, Dena has been placed on the RBI’s Prompt Corrective Action (PCA) watchlist. The merged entity will become the third-largest bank in India and have nearly 9,500 branches and a bad loan ratio of 5.7%. Bank of Baroda is the largest of the trio with ₹10.3 trillion of total business and a pan-Indian presence, while the regional-focused Vijaya and Dena have ₹2.8 trillion and ₹1.8 trillion of business, respectively. As India’s public-sector banks have borne the brunt of the country’s bad loan problem, the Modi administration’s approach has been to have smaller, weaker banks swallowed by larger ones, just as in the case of State Bank of India acquiring five associate banks last year. And there was one large international deal in the agrochemicals space 
 <div type="image" title="A_group_of_Indian_women_farmers_Karnataka_Spice_Value_Chain_Development_2015-wikimedia" msid="67127456" hostid="261"></div>

(Image source- Wikimedia) In July 2018, India’s UPL Ltd, a maker of crop protection and agrochemical products, <a href="https://www.uplonline.com/pdf/UPL_Press_Release.pdf">said</a> that it was acquiring Arysta LifeScience Inc, the farm pesticides business of the US’s Platform Platform Specialty Products Corp, for $4.2 billion. The combined entity is expected to be the fifth-largest agrochemicals company in the world. The all-cash deal will cement UPL’s strength in the global market for crop protection products by giving it greater access to markets like China, the US, Africa and Latin America. However, it represents a significant change of pace for a company with a track record of smaller deals in the hundreds of millions of dollars region and could push it into an unenviable debt position.

2018 was a big year for mergers and acquisitions in India. Here are the top deals

<ul><li><keyword id="99676" type="PERSON" weightage="100" keywordseo="Shilpa-Shetty-Kundra">Shilpa Shetty Kundra</keyword>, who has been missing from the big screen for the past 13 years has become the face of yet another brand. </li><li>She has 13 brands in her kitty from varied categories like Food &amp; Beverages, Telecom, Skincare, FMCG, Chocolates, and more. </li><li>As Shilpa signs another brand, we try to decode what still makes the actor relevant and how she has become an example of breaking age-disparity in the industry. </li></ul>Shilpa Shetty Kundra, the 43-year-old Bollywood actress, has bagged yet another brand in her kitty. She is now the face of home decor brand, Stellar Homes USA and represents 13 brands in total. Shilpa was last seen on the silver screen in the 2007 film Apne but she never really left the limelight. She continued judging various TV reality shows, became an entrepreneur by starting her own fitness channel called The Shilpa Shetty app and invested in a start-up called Mamaearth. Shilpa has over 1.6 million subscribers on her YouTube channel, which covers fashion tips, her fitness regime and a cooking show. While on Instagram, she has gained more than 6 million followers in a short span of time. According to media reports, she has a net worth of $20 million. This year, her long sabbatical of 13 years will also come to an end as she will be seen in two movies -- Nikamma and Hungama 2. Brand Journey Shilpa was 16 and a part of the modelling world when an aerated drinks brand approached her. Today, she regrets falling for money and choosing shortcuts. Shilpa is now wary of the kind of brands she chooses to work with. She has walked out of the meeting rooms if she doesn’t resonate with the brand. “Earlier, I really didn't think about whether I suited the brand. It was only about whether I was getting paid enough to leverage my name. But in the last five years, there has been a change in my thought process. When people take you seriously as a brand or rather someone synonymous with health and fitness, you become more responsible. So if something doesn't resonate with my personality or something that I can't use at home for my family or me, I won't endorse it,” admits Shilpa. Before her big release lined up this year, Shilpa turned down a Rs 10 crore offer from an Ayurvedic Slimming Pill brand because she did not want youngsters, who look up to her, to fall for fad diets. “There's so many brands I have turned down, I can't sit down and list those,” she breaks into a chuckle. She says she would have bagged a lot more brands and made more money had she not been so fastidious. Pan Masala brands and Aerated Drinks are completely off her list and she says she wouldn’t consider endorsing them ‘for all the money in the world.’ Explaining her modus operandi of choosing deals, she says, “I'm very particular and there's a lot of due diligence that goes into the brands that I work with. And I really believe that there is no shortcut in life. If you were to tell people that by popping pills you will lose weight, I think people who actually work out the right way will start losing faith in what they're doing. And I just feel that though we stopped focusing on mental health, and we will be talking about prizes and losing weight, fitting into a certain size, I think mental health is equally important. And I can't endorse something that doesn't fall into line with my philosophy.” The secret behind her relevance in the industry It was during her post-pregnancy period that Shilpa was asked a lot of questions about her fitness regime on the internet. She joined social media to help people out and realised that the audiences’ love for her hasn’t changed. She used that to her advantage and started her own application. It is her penchant for fitness and strong social media following, that brands still find her relevant. “After all these years, I feel like I stayed relevant. Today, I'm doing two films after 13 years but people still know me, not only because of television, but also because I stand for propagating good health. I want to bring about an awareness and want to play the role of a catalyst. As actors, we are always looked up to, and we have the power of social media. I used that to start my own YouTube channel,” shares Shilpa. Now, Shilpa Shetty is in-between meetings, looking for a fundraiser for her application to expand her reach further. Experts Speak Ashutosh Harbola, CEO and Co-founder, Buzzoka thinks that Shilpa had a strong influence on the industry since she made her fortune in Big Brother; her brand image changed after that and IPL, he says, added a cherry on the cake. “Shilpa Shetty is an ever-blooming social media star and her constant touchpoint with her audience makes her relevant even when she doesn't have too much in her kitty. From a brand's perspective, it's the right fit. Since the social and digital-first audience is always on social media, their appetite for relevancy is much filled. Also, Shilpa has been testing a couple of other platforms too which is keeping her both busy and buzzed. We all saw her entry on TikTok and it's a perfect example of being in the news for the right reasons,” says he. “Post her marriage, she is amongst the rich kids of Instagram making the world drool on her cuteness and the lavish lifestyle,” adds Harbola. N Chandramouli, CEO, TRA Research, highlights how strong her social media currency is, which is one of the reasons why brands still love her. “It is not easy for an actor who has been out of an active acting career for over 10 years to continue to stay relevant. However, Shilpa Shetty has reinvented herself in many new avatars to do what she is good at. She is a fitness icon, TV reality show judge, fashionista, partner in a spa chain, has over 1.6 million subscribers on her Youtube food channel, 6 million followers on her Instagram, among other things. Guess that's more than enough to keep her relevant with new-age millennials and others,” says Chandramouli. Social Media and Brand Expert, Karthik Srinivasan thinks Shilpa’s relatability factor for millennials and Gen Y has worked in her favor. “Shilpa Shetty, I believe, appeals to and can be recognised by a whole lot of middle-aged and older women unlike an Ananya Panday or Alia Bhatt. That relatability is what perhaps works in her favor. Ditto for actors like Vidya Balan. To some extent, it's also a factor of a 40+ woman actor to continue to want attention, work and assignments. Some may choose to shun the limelight and live a more obscure life surrounded by people close to them, as a way to escape the excess attention of earlier times. Shilpa Shetty has been in the limelight long after her exiting the film industry, including her foray into owning teams and so on. So, modeling and films continue to help her position her brand,” explains Srinivasan. An inspiration for other actresses The Khans of Bollywood and actors like Akshay Kumar and Amitabh Bachchan, still continue to be the Top 10 celebrities. Senior actresses, on the other hand, struggle to find film projects. As they vanish from the limelight after they get married, brands stop approaching them. Shilpa is unhesitant to agree that she found her calling much later in her career arc and feels women are finally stepping up to turn the tables. “I found my calling very late but I guess better late than never. Also, times are changing. You see actresses are far more daring today. It's also a more egalitarian world now. Women are given far more opportunities. I think women today are willing to take risks. And yes, it's a different world. And I think that's the only thing that's constant - change,” says Shilpa. Srinivasan also thinks the situation is changing, thanks to actresses like Shilpa Shetty and Vidya Balan and script writers that are breaking the age stereotypes. “I think as an industry, Bollywood (and the regional film industries, in particular) have moved definitely away from age-limits for women actors. While there's always (and still) a demand for young women actors, there are scripts being written for older ages as well, who do not fit the conventional stereotypes of a leading woman in films,” says Srinivasan. He adds, “From a branding point of view, I was very pleasantly surprised to see Tapsee Pannu featured in a Horlicks ad where she was specifically called out as being 30+. Or a Kangana Ranaut playing a mother of a boy in Panga. This scenario was unheard of a few years ago when only men had the freedom to be called 30+, 40+ and still get away with conventional roles in films. 40+ Shilpa Shetty is a variant of the 30+ Tapsee and Kangana.” Chandramouli, on the other hand, feels the onus also lies on actresses. “Brands take endorsements from 53-year-old male actors endorsing colas, and 77-year-old males endorsing everything. When it comes to women celebrities, there are occasions when you will see someone like Madhuri Dixit, who is above 50 years get endorsements. But many don't get as lucky as her. And this age-related aberration is one of the strangest as many times when choosing actors playing an older role, directors tend to cast younger actors. To correct this is the responsibility of female actors as also it is of brands and advertising agencies. Many times due to the paucity of opportunities, women celebrities above 40 tend to start focusing on other areas of their interests in work and personal life. In a highly competitive world, they must continue to stay relevant in their interest areas, stay connected with audiences, and find new interests which find newer fans. Since all endorsements are a commercial arrangement, the fee of endorsement also matters, for the potential endorsers must be willing to adjust fees in line with market demand. For the brands and agencies, it is important to have greater acceptance, to try the different, reink campaigns with such potential endorsers.” While many actresses have come and vanished with time, Shilpa Shetty Kundra has never left the showbiz, setting an example for other female actors in the industry.

You Searched For "horlicks" and got 10 results

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2018 was a big year for mergers and acquisitions in India. Here are the top deals

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