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New Delhi, Candidates in Punjab's Jalandhar can spend Rs 15 for a cup of tea and the same price for a samosa they offer to people during public meetings and campaign trails in the <keyword id="19895394" type="General" weightage="20" keywordseo="lok-sabha" source="keywords">Lok Sabha</keyword> elections. However, those in Madhya Pradesh's Mandla can spend Rs 7 for a cup of tea and another Rs 7.50 for a piece of samosa, considered a staple snack in many parts of the country. With polls to elect the 18th Lok Sabha approaching, district poll panels are fixing the rates for expenses as part of the election expenditure monitoring process. The candidates will have to manage their expenditure within the prescribed limit. These rate cards often become a subject of "meme-fest" on social media about the prices not being in sync with the current inflation level. In most states, including Andhra Pradesh, the expenditure ceiling for a Lok Sabha candidate is set at Rs 95 lakh. However, in Arunachal Pradesh, Goa and Sikkim, the limit is slightly lower at Rs 75 lakh per candidate. Similarly, for Union territories, the expenditure ceiling ranges from Rs 75 lakh to Rs 95 lakh per candidate, depending on the region. In Jalandhar, chole bhature has been capped at Rs 40 while mutton and chicken have been priced at Rs 250 and 500 per kg respectively. Desserts like dhodha (Rs 450 per kg) and ghee pinni (Rs 300 per kg) are also on the menu besides <keyword id="20350738" type="General" weightage="20" keywordseo="lassi" source="keywords">lassi</keyword> and nimbu pani priced at Rs 20 and 15 per glass respectively. The cost of tea is low at Rs 5 in the rate card of Balaghat in Madhya Pradesh but the samosa is priced higher at Rs 10. The Balaghat rate card also has idli, <keyword id="21122493" type="General" weightage="20" keywordseo="sambhar-vada" source="keywords">sambhar vada</keyword> and poha-jalebi priced at Rs 20 while the cost for dosa and upma has been fixed at Rs 30. In Thoubal district of violence-hit Manipur, tea, samosa, kachori, khajur (dates) and gaja (dessert) have been priced at Rs 10 each. Candidates in the northeastern state's Tengnoupal district, will have to stick to Rs 5 for black tea and Rs 10 for milk tea. The list has a wider spread of non-vegetarian items with duck and pork priced at Rs 300 and Rs 400 per kg respectively. Chicken (broiler) and fish like rohu, mrigal and sareng, are also on the list. In Chennai, the price of tea has been raised from Rs 10 to Rs 15 and coffee from Rs 15 to Rs 20, while the rate of chicken biryani has been reduced from Rs 180 to Rs 150 per packet compared to 2019. In the expenditure card for <keyword id="20035063" type="General" weightage="20" keywordseo="gautam-buddha-nagar" source="keywords">Gautam Buddha Nagar</keyword> (Noida/Greater Noida), vegetarian thali comes for Rs 100, a samosa or a cup of tea for Rs 10, kachori for Rs 15, a sandwich for Rs 25, and a kilogram of jalebi for Rs 90 per kg. <keyword id="20009826" type="General" weightage="20" keywordseo="north-goa" source="keywords">North Goa</keyword> candidates can have batata vada on menu at a cost of Rs 15, same as that for a samosa. The tea has been capped at Rs 15 while coffee can cost Rs 20. The rate card for Haryana's Jind offers the candidates to hire a tandoor for Rs 300 and features delicacies like dal makhni and mix veg for Rs 130 while matar paneer has been priced at 160. Breads like butter nan, <keyword id="19994516" type="General" weightage="20" keywordseo="missi-roti" source="keywords">missi roti</keyword> and plain roti are also on the platter besides desserts including <keyword id="21122494" type="General" weightage="20" keywordseo="kaju-katli" source="keywords">kaju katli</keyword> and gulab jamun. While parties and candidates often offer workers and voters liquor, none of the rate cards mention alcohol. Other heads which find mention in the rate cards range from expensive infrastructure, such as helipads, luxury vehicles, and farmhouses, to miscellaneous items like flowers, cooler, tower ACs and sofa. The rate cards have also prescribed the ceiling on rates for hiring of different vehicles for campaigning right from a Tata Safari or Scorpio to a Honda City or Ciaz or a bus to ferry to public to rally grounds. Rates have also been set for rose garlands, marigold garlands and bouquet by some poll panels while some have included heads like party merchandise including caps and flags. The rate cards also have an list of permissible rates for hiring venues and accommodation. The expenditure includes the spend for public meetings, rallies, advertisements, hoardings, pamphlets, flexis, campaign material and all other election-related work. At present, there is a ceiling on campaigning funds for individual candidates in the electoral fray but no cap on the money political parties can spend for electioneering. According to the revised guidelines issued by the ECI, the maximum permissible expenditure for campaigning in a Lok Sabha constituency varies across different states and Union territories. Section 77 (1) of the Representation of the People Act, 1951 says candidates are expected to keep an account of expenditure incurred on the elections from the "date on which he has been nominated" till the "date of declaration of the result". Polling for the 543 Lok Sabha seats will be held in seven phases, starting with 102 in the first phase on April 19. The votes will be counted on June 4.

Elections on a plate: Poll panels fix menu & expense ceiling for Samosa, tea, biryani & more

<ul><li>47-year-old Geeta Patil runs a homemade snacks business in Mumbai in partnership with her son, Vinit, and his friend, Darshil Savla. </li><li><keyword id="15957848" type="General" weightage="100" keywordseo="patil-kaki" source="Orion">Patil Kaki</keyword> received offers from four of the five sharks on <keyword id="11924074" type="General" weightage="80" keywordseo="shark-tank-india" source="Orion">Shark Tank India</keyword> S2 - <keyword id="246967" type="General" weightage="50" keywordseo="vineeta-singh" source="Orion">Vineeta Singh</keyword>, <keyword id="824423" type="General" weightage="50" keywordseo="peyush-bansal" source="Orion">Peyush Bansal</keyword>, Anupam Mittal, and Aman Gupta. </li><li>Patil Kaki accepted the offer by Bansal and Mittal who invested ₹40 lakh for 4% equity. </li></ul>In its second season, Shark Tank India has seen all kinds of pitches but that of Patil Kaki, a homemade snacks business, sent four of the five judges into a bidding war. This six-year-old business that started in a 200 square feet kitchen in Mumbai is run by 47-year-old Geeta Patil with two 21-year-old partners – her son Vinit Patil, and his friend Darshil Savla. While Geeta Patil, who runs the eponymous business, has been making and selling snacks ever since her husband lost his job in 2016, it’s the younger partners who gave it a digital spin. Vineet Patil and Savla are college dropouts, who at one point, set up and ran a small IT services business. They set up <a href="https://patilkaki.com/">a website for Patil Kaki </a>helping scale up the business from 15-20 orders a day to around 3,000 orders monthly, as per <a href="https://www.thebetterindia.com/286270/mom-sells-authentic-maharashtrian-food-in-mumbai-pune-earns-crores/">reports</a>. Her chaklis, modaks, chivdas, puran poli, and even healthy snacks like makhanas which are now well-packaged well, branded, and available online – generated sales to the tune of ₹1 crore in the first five months of FY23 – as of August 2022 when the Shark Tank episodes were recorded. They hope to end the financial year with sales to the tune of ₹3 crore. “They are the emerging faces of New India. Even two years haven’t passed (since the young partners joined the business), they’ve helped you to make a business worth ₹3 crore,” commented shark and Shaadi.com’s founder Anupam Mittal after hearing their pitch on the show. <cmsannotation type="cmsannotation" annotationid="The bidding begins" comment="subhead2" text="The bidding begins">The bidding begins</cmsannotation> Patil Kaki’s products and business impressed the judges so much that the sharks were fighting for a piece of its pie. It culminated in a bidding war that saw the startup’s valuations more than double within a matter of minutes. Sugar Cosmetics CEO Vineeta Singh was the first to offer ₹40 lakh for 10% equity that valued Patil Kaki at ₹4 crore. Soon after, Aman Gupta, the co-founder of boAt, trumped it by doubling his offer — ₹40 lakh for 5% equity, valuing it at ₹8 crore. Lenskart’s co-founder Peyush Bansal and Shaadi.com’s founder Anupam Mittal then made an offer that Kaki couldn’t refuse — ₹40 lakh for 4% equity that valued it at ₹10 crore. Gupta too matched their offer and wanted to be a solo investor in the company but the Patil Kaki founders accepted the Bansal and Mittal’s joint offer. <cmsannotation type="cmsannotation" annotationid="Inspired by her ‘aai’" comment="subhead2" text="Inspired by her ‘aai’">Inspired by her ‘aai’</cmsannotation> Geeta Patil started selling homemade food after she was inspired by her own aai or mother who whipped up tiffins for 20 people every day, <a href="https://www.thebetterindia.com/286270/mom-sells-authentic-maharashtrian-food-in-mumbai-pune-earns-crores/">reports </a>The Better India. She had been making and selling food out of passion before 2016. But afterwards, she converted it into a proper business as she had to shoulder the responsibility of running the household. “I couldn’t afford to take it easy any longer. The first order came from a family in Khar. The best part is that even today, we get orders from them regularly,” shared Geeta with The Better India. Slowly, she started getting orders from offices too. However, it was the pandemic that pushed her to prepare and sell dry snacks too. “We started by serving breakfast at the BMC office. Impressed by our cooking, the employees got a letter from the ward office, allowing us to serve them at the office. However, when the lockdown started, the problems started again. That’s when I started with snacks like chakli, chivda, etc,” said Patil on the show. To cater to the growing business, the team took up a 1,200 sq ft space in Santacruz. Patil Kaki hired its first employee in 2019 and now has a team of <a href="https://patilkaki.com/about-us/">25 people</a>. It claims that 75% of its workforce consists of women who’re working for the first time. <cmsannotation type="cmsannotation" annotationid="Investors bite into snacks businesses" comment="subhead2" text="Investors bite into snacks businesses">Investors bite into snacks businesses</cmsannotation> Foodtech industry has been one of the fastest-growing businesses amongst startups. Even public market investors have taken a shine to two snacks companies that listed on the stock markets late last year. Both the companies – <a href="https://www.businessinsider.in/stock-market/news/bikaji-stocks-why-investors-continue-to-snack-on-this-stock/articleshow/95757704.cms">Bikaji Foods</a> and Annapurna Swadisht raised ₹881 crore and ₹30 crore respectively via public offers. They also received strong investor response for the offers in the form of subscriptions, and also provided listing gains to their investors. Uniquely both these snack companies are skewed heavily towards Indian snacks. Bikaji, that’s endorsed by Amitabh Bacchan, is known for its namkeens like Bhujiya, Jalmuri and sweets like Kaju Katli and more. Kolkata-based Annapurna Swadisht is known for sweets like Gohona Bori in addition to chivdas, chips, and more. SEE MORE: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/tech/news/glass-free-3d-oled-laptop-to-portable-laser-tv-heres-a-look-at-all-futuristic-imaging-and-display-tech-at-ces-2023/articleshow/96789252.cms">Glass-free 3D OLED laptop to portable laser TV: Here’s a look at all futuristic imaging and display tech at CES 2023</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/shark-tank-india-gear-head-motor-rides-high-secures-funding-from-aman-gupta-and-peyush-bansal/articleshow/96785906.cms">Shark Tank India: Gear Head Motor rides high, secures funding from Aman Gupta and Peyush Bansal</a>

An aai and two college dropouts’ home snacks biz sends Shark Tank judges into a bidding war

<ul><li>From black forest jelly, coconut, wheat crispies, popcorn, salted caramel to desi ingredients like paan, thandai, khajoor, kaju katli and masala chai, there are options galore to pick and choose from.</li><li>The five lucky finalists will have the opportunity to visit Mondelez International’s state-of-the-art Global Research, Development &amp; Quality Centre in Mumbai, India, and work with the chocolate experts to experiment with their creations and make their dream bar a reality. </li><li>These limited edition bars are slated to be launched in the latter half of 2020 and will be available to purchase for a limited period across markets in India. </li><li>Conceptualized in partnership with Ogilvy India &amp; Wavemaker, the Madbury campaign will be supported by a 360-degree communication campaign.</li></ul><keyword id="2200852" type="COMPANY" weightage="20" keywordseo="Mondelez-India">Mondelez India</keyword>, the makers &amp; bakers of brands like Cadbury <keyword id="47614" type="ORGANIZATION" weightage="20" keywordseo="Dairy-Milk">Dairy Milk</keyword>, 5Star, Oreo, Bournvita etc., for the very first time throws open the doors, inviting the nation to ‘go Madbury for Cadbury’. Through this initiative, the company is encouraging all the chocolate aficionados to don their culinary hats and tighten their aprons while they create their own Cadbury Dairy Milk bar. This initiative underscores the company’s commitment to stay consumer-obsessed and to empower consumers to snack right, by providing them with more choice and newer eat experiences. In line with Mondelēz International’s recently launched and first-ever State of Snacking™ report, which highlighted how snacking provides Indians with a source of identity and cultural exploration and how snacking as a tradition has also built strong bonds and memories, the ‘go Madbury for Cadbury’ initiative gives an opportunity to Indian consumers to take some time out with the family and friends, take a nostalgic trip and create some unbreakable bonds and everlasting memories – in short just ‘go Madbury for Cadbury.’ 
 <div type="Youtube" id="RrftWVessAw" title="Go make your own Cadbury on Madbury.in" thumbUrl="https://i.ytimg.com/vi/RrftWVessAw/mqdefault.jpg"></div>



 Sharing what inspired the brand to launch this initiative, Anil Viswanathan, Director - Marketing (Chocolates), Mondelez India, said, “As a company, we are always looking for ways to innovate and excite our consumers and Madbury is yet another attempt to further strengthen our connect with them. Through this campaign, we are encouraging our audience to make their unique ‘Home wala’ Cadbury Dairy Milk, and thus come up with suggestions for the next Cadbury Dairy Milk limited edition pack with two different ingredients. It’ll be great to see the imagination of our fans shine through and now we have the chance to make the first fan-based Cadbury Dairy Milk bar a reality.” Users are encouraged to seek the spotlight as the next Cadbury inventor by visiting the website <a href="https://www.madbury.in/">madbury.in</a> and partaking in the challenge. From black forest jelly, coconut, wheat crispies, popcorn, salted caramel to desi ingredients like paan, thandai, khajoor, kaju katli and masala chai, there are options galore to pick and choose from. One can submit up to two of their favourite flavors for the chance to be one of five finalists. What more? Apart from taste and creativity, every bar should have a unique name and an inspiring tale that would have the judges captivated. The company has also tied-up with Amazon.in, for an exclusive Madbury store, where consumers can get some wacky ideas to ‘go Madbury for Cadbury’, with some unique ingredients listed. Entries are open till January 15, 2020. Hemant Sharma, Senior Creative Director &amp; Sagar Jadhav, Creative Director, Ogilvy Mumbai, said, "The brief was truly exciting from the word go and particularly challenging for the Indian market where the taste and flavors are as diverse as the land and its people. So, the old-world wisdom, ‘when there’s a lot to say, sing it’ came to the rescue. We created a jingle with stanzas in 8 different languages celebrating the food and cultural quirks of people across the country. We designed the supporting visuals to bring alive the idea of India’s great multiplicity and love for Cadbury Dairy Milk chocolate." Conceptualized in partnership with Ogilvy India &amp; Wavemaker, the Madbury campaign will be supported by a 360-degree communication campaign, which includes a fun new video asset, innovative outdoor and digital campaigns and strong in-store visibility. The five lucky finalists will have the opportunity to visit Mondelez International’s state-of-the-art Global Research, Development &amp; Quality Centre in Mumbai, India, and work with the chocolate experts to experiment with their creations and make their dream bar a reality. The competition will witness two of the five finalists as champions and their creation will become the latest and most exciting addition to the iconic Cadbury Dairy Milk range. These limited edition bars are slated to be launched in the latter half of 2020 and will be available to purchase for a limited period across markets in India.

Mondelez India invites consumers to create and name their own Cadbury Dairy Milk bar

<ul><li>As the year draws to a close, it is important to pause and reflect.</li><li>We speak to industry leaders about the year gone by and a few lessons they learnt from 2021.</li></ul>It was during the peak of the pandemic in 2020 when doctors across the world were still trying to figure out what the novel Coronavirus is, I lost my grandmother. Shortly after, my father tested positive for the virus. His oxygen dropped to 78 mm. We struggled to find a bed for him and found a hospital 50 kms away. He was still mourning the loss of his mother, fighting a deadly virus, struggling to form sentences but he had a huge smile on his face when I taught him how to video call on WhatsApp. He was there for two weeks but those weeks definitely felt like a decade to me. I had the nurse's number on my speed dial, I called her first thing in the morning to ask, "How is my father breathing today? Has his oxygen picked up?" She would respond patiently, "Yes, we are doing our best." To escape from this, I buried myself in work, binge-watched violent movies to numb the pain I was actually feeling. After we heard the news that he is coming back, we decorated the house. I put up some fairy lights, made a rangoli, bought his favourite sweets -- Kaju Katli. After all, we were welcoming Ram back into his home right before Diwali. It took me a while to process the horrendous month that I had spent. Thankfully, I had a very supportive team at work. I remember texting my editor a week later, "I will be submitting my story late today, I am too anxious and panicked." She responded, "Sure, take your time, Karuna." So, if 2020 was about self-isolation, making sure our older family members stay safe and prioritizing their physical health, 2021 taught me the importance of mental health. After months of working from home -- away from our loved ones, seeing the country battle a deadly virus and our medical industry getting crippled, 2021 was all about healing from the storm. It was about finding comfort in little wins and reminding ourselves that we are all in this together. Change can be scary, sure, and not knowing what the future holds is scarier, but resilience is stronger. As we enter a new year with a lot of uncertainty yet again because no one knows what variants COVID-19 will throw at us, it is important to remember that we have survived the worst. By now, we know what works and what doesn’t. The impact of 2020 and 2021 will be felt next year too but remember to take care of yourself first if you want to be able to show up for other people too. And most importantly, double mask up, people! Here's what our industry experts learnt from the rollercoaster year that 2021 turned out to be: <keyword id="1193084" type="General" weightage="20" keywordseo="rana-barua" source="Orion">Rana Barua</keyword>, Group CEO, <keyword id="7001513" type="General" weightage="20" keywordseo="havas-group-india" source="Orion">Havas Group India</keyword>: <div type="image" title="Rana Barua, Group CEO, Havas Group India" msid="88587279" hostid="261"></div> The pandemic has completely altered our perspective of what the future should be. CEOs across the world have redefined their leadership skills based on this reality. If the pre-pandemic stage was all about merging the technology trends and diversity with an added edge of GenY disrupting the way of working; the post-pandemic world is now ushering in the dynamic social age. The upcoming era will be a lot about meaningful relationships within the gamut of the collective human experience, and the bedrock of this will be the trust factor. So, the one leadership lesson that I will cherish from 2021 is the greater meaning of ‘trust’. It has taken a new meaning in my life. And if we were able to sail through the last two years, it is only because I 'trusted' my teams to display unprecedented resilience and commitment. And that trust converged into amazing results. As the leader of this organization, I knew my teams 'trusted' me that I will do everything in my power to navigate them through this storm. And I must say we have a lot to be proud of as it has yielded positive and encouraging results. Dr. <keyword id="248570" type="General" weightage="20" keywordseo="sandeep-goyal" source="Orion">Sandeep Goyal</keyword>, Managing Director, Rediffusion: The pandemic has taught me the power of resilience more than anything else. So many of us personally, and so many businesses have suffered such severe setbacks in the past few months - yet we have been patient, we have persevered, we have buffeted challenges, we have overcome. My belief is that true adversity brings out hidden reservoirs of grit, determination and ability to confront even insurmountable challenges. It is when you discover your real friends. It is when you discover your inner strengths. You also discover the power of love; power of caring; power of sharing; power of prayer. The pandemic has helped each one of us to emerge stronger. It has helped us to realise how finite life is and how we must value all that we have: our health, our happiness, our family, our friends, our relationships … even our work and livelihoods. I hope the pandemic goes away soonest. But the learnings it has bestowed stay. Challenges are a part of life and standing up to them is the true test of every human. Anil Nair- CEO, VMLY&amp;R India: For most of us, the pandemic was a bolt from the blue. It forced us indoors, changed a lot of our behaviour and also made us introspect about the fragility of our existence. For me, personally, the biggest learnings were about empathy , patience and celebrating small wins. Genuine empathy for the other, be it your spouse, neighbour, co-worker or stranger. The need to put oneself in their shoes and feel for what they might be going through in these trying times. And the patience to be able to slow down and deal with situations calmly rather than the ‘runaway’, ‘winner-takes-all’ attitude and pace that we were used to in pre-pandemic times. Lastly, to be able to celebrate ‘small wins’ and to live in the moment given the overall uncertainty that the pandemic continues to cast over us. <keyword id="3609466" type="General" weightage="20" keywordseo="aditya-kanthy" source="Orion">Aditya Kanthy</keyword>, CEO and MD, DDB Mudra Group: The one thing I have missed most and will try not to take for granted ever again is the simple pure joy of meeting people. Like really meeting them. Not on a call, not on a computer, not as a block on the calendar. So much of the fun at work came from being together in the same space. The banter. The unplanned conversations. The energy. So much of the learning and inspiration as well. We lost something elemental and beautiful. I want that back. I miss it. Equally, I learnt how much more we need to do to listen to each other more deeply. The stuff we read off each other, the non-verbal cues. The comfort of a safe environment where one can be heard without judgement. That was gone. There’s also the realization that, perhaps, the old ways were inadequate. When we’re back together, we need to design ways without assuming that everyone is comfortable expressing themselves in the same way. We need to do more to create that space. This is what I have missed and what I have learnt. My hope is to enjoy coming back together again in 2022 and doing so in a way where each of us can be heard. Ashish Khazanchi, Managing Partner, Enormous: The pandemic was a true test of character of people, teams and organisations. While there certainly was a big drop in businesses and toplines, what was at stake was organisations' humanity. People in organisations everywhere dealt with the kind of uncertainty they never were faced before. Uncertainty of livelihoods, careers and sanity amidst surmounting work pressures. The better organisations, in my opinion, made sure that their people were taken care of at least as much as their businesses. When the specter of lockdowns was a little bit behind us, we saw a simple trend both in terms of people and companies. The ones with initiative thrived even in the midst of a terrible external situation. Anyone who did not take easy ways out, like the typical bottomline managers do, by cutting costs rather than working on newer avenues of organisational growth, are going to be the true hero companies of tomorrow. They've tasted success and now when the tides are turning, they're going to be unputdownable. 2022 will see business return to near normal, I would predict the number of pitches to go through the roof from about March. The ones with the best people and processes and creative products, will win 2022 by a mile. Ramanuj Shastry- Director and Co-founder, Infectious Advertising: <div type="image" title="Ramanuj" msid="88597292" hostid="261"></div> 1. Compassion is everything- Never forget we are a people’s business. Always remember that everyone today is under a lot of stress. A kind word and a patient ear will take you far. 2. Treat everyone as adults - Remote working is only possible when all team members behave like mature adults - fully aware of their roles and responsibilities. Treat everyone as adults - delegate, do not micro-manage and don’t breathe down their necks. They will surprise you pleasantly. 3. Hire Talent from everywhere - We are no longer slaves to geography. Celebrate this new-found freedom by hiring talent from literally anywhere. It will add new voices and new perspectives to your narrative. 4. Be nimble and effective - Clients value these two qualities in tough times. Don’t waste their time and their money. They will stick by you through thick and thin. 5. Spend most of your energy on culture - The culture is the unquantifiable ‘Everything’ - the life force of an organisation. Culture is the ethos - the unsaid but universally accepted codes of what’s ‘done’ and what’s ‘not done.' The culture of your company should take most of your time. And it’s more than worth it. 5 things I learnt as a person: 1. Reinvest in relationships- It took a pandemic for me to take a long, hard look at my relationship. And I realised that I have taken a lot for granted. Money won’t buy you your loved ones. Spend time with them. 2. Take care of yourself - Eat well, exercise and sleep for eight hours. You will enjoy life a lot more if you are fit. 3. Be kind to yourself- I am less critical of myself today than I was in 2019. I am comfortable in my skin and happy where I am. Could I have done better? I don’t know. And I don’t care. 4. Invest in yourself - Learn a new skill. Learn a new language. Take up new hobbies. Add new facets to your personality. Reinvent yourself. Be interesting. 5. Practice Gratitude - You are on a piece of rock whipping around a burning star at nearly 40 times the speed of a bullet. Appreciate the miracle . Be thankful for just being alive. Varun Duggirala - Content Creator, Podcaster, an Entrepreneur and the Co-Founder - The Glitch: If 2020 was about survival, 2021 was about reflection and revival. We've all reflected on the time that has passed and moved towards the time that will come. Because there cannot be a return to business as usual, but rather a move towards understanding how we need to change how we operate as professionals, businesses, leaders and human beings as we work towards a world that understands its new reality. We're all on a path of accelerated change in every aspect of our work and life. This rapid pace requires us all to understand the status quo with total clarity before we take each step (even though each step seems to bring with it a whole new set of changes). 2021 has given us many a moment to take a pause and reflect (something we should all do more often) and drive towards a better future.

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Elections on a plate: Poll panels fix menu & expense ceiling for Samosa, tea, biryani & more

PTI

An aai and two college dropouts’ home snacks biz sends Shark Tank judges into a bidding war

Srishti Magan

Mondelez India invites consumers to create and name their own Cadbury Dairy Milk bar

BI India Partner

Lessons 2021 taught our advertising leaders

Karuna Sharma

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