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<ul><li>Shop Quality Products at the Lowest Prices’ says Meesho in Latest ‘Loon Ya Na Loon?’ Campaign.</li><li>It is conceptualised by <keyword id="910338" type="General" weightage="20" keywordseo="ddb-mudra-group" source="Orion">DDB Mudra Group</keyword>.</li></ul>Meesho has launched its latest campaign, which highlights the consumer dilemma of ‘Loon Ya Na Loon?’. The campaign continues to underline the unmatched value proposition of the company’s ‘Sahi Sahi Lagaya Hai’ (the right price) appeal. <div type="Youtube" id="UG8Op52U15A" title="Loon Ya Na Loon, sawal ka ultimate jawaab is here!" thumbUrl="https://i.ytimg.com/vi/UG8Op52U15A/mqdefault.jpg"></div> People shop to fulfill multiple desires and for many value-seeking consumers, shopping has become an exercise of choosing one desire over another. Meesho’s latest campaign puts an end to the ‘Loon Ya Na Loon’ dilemma often faced by consumers seeking to maximize their spend within a budget. Featuring three TVCs that target three different consumer segments - women, men and young adults, the campaign highlights Meesho’s unmatched value proposition of offering quality products at the lowest prices. <div type="Youtube" id="SjL2-dwqAFg" title="Stress-free shopping ka aasan raasta is here!" thumbUrl="https://i.ytimg.com/vi/SjL2-dwqAFg/mqdefault.jpg"></div> Megha Agarwal, Head of Growth at Meesho, said, “When consumers want to purchase something they desire, the guilt or need to cut down on other expenses often crop up, making them prioritize one desire over another. The core objective of the campaign is centered around resolving the ‘Loon Ya Na Loon’ predicament. At Meesho, we are helping millions fulfill their desires by providing them a wide selection of quality products at the lowest prices.” Conceptualized by DDB Mudra, the campaign is based on the insight that consumers often debate "Loon ya na Loon?" before making any purchase. The TVCs showcase the protagonist's journey from contemplation to a no-compromise shopping experience on Meesho. “To buy or not to buy – that is the question. Which bargain-hunting, value-conscious Indian shopper has not hit the pause button and wondered about all the demands on her/his budget, before picking up something? It is this behavioral truth that we played on to land a simple message – Meesho offers prices so low, you’ll never have to choose between one thing or the other again. The result was a breezy yet insightful campaign which we believe will resonate with our target audiences around the country,” says <keyword id="3282725" type="General" weightage="20" keywordseo="pallavi-chakravarti" source="Orion">Pallavi Chakravarti</keyword>, Creative Head – West, DDB Mudra The campaign will air on major TV networks such as Star Plus, Colors, Zee TV, Aaj Tak, Sony Max, Zee TV in addition to YouTube, and OTT platforms. Each film is shot in three zonal master languages – Hindi, Tamil, and Bengali and further amplified in other regional languages like Assamese, Kannada, Gujarati, Malayalam, Marathi, Oriya, Punjabi and Telugu.

Meesho targets value-seeking consumers; shares how they can maximise their spends within a budget

<ul><li>Fintech app PhonePe supasses <keyword id="6357120" type="General" weightage="80" keywordseo="paytm" source="Orion">Paytm</keyword> in advertising war. </li><li><keyword id="830092" type="General" weightage="80" keywordseo="zomato" source="Orion">Zomato</keyword> – despite not opting for IPL advertising – led almost all metrics in the food category, edging out <keyword id="6358977" type="General" weightage="100" keywordseo="swiggy" source="Orion">Swiggy</keyword>. </li><li>Among the shopping apps, Meesho’s open rate – or the number of times users logged on to the app – declined from pre-IPL to post-IPL , whereas <keyword id="319719" type="General" weightage="50" keywordseo="myntra" source="Orion">Myntra</keyword>’s grew. </li></ul>IPL advertising gives brands access to millions of Indians – the 2022 edition had a total of 229 million television viewers. It is often referred to as ‘India’s Superbowl’ in terms of advertising worth. Bobble AI’s latest market intelligence report analysed data from 80 million android smartphones to study the impact of IPL advertising by a range of apps including Myntra, Dream11, Meesho, <keyword id="685487" type="General" weightage="20" keywordseo="spotify" source="Orion">Spotify</keyword>, Swiggy, and <keyword id="12651286" type="General" weightage="50" keywordseo="tata-neu" source="Orion">Tata Neu</keyword>. An analysis of the impact of television advertising around IPL has found that fintech application PhonePe reaped the maximum benefits with highest user penetration rate post-IPL. This was followed by Paytm and Meesho. PhonePe, Myntra and Dream11 saw the largest increase in the average session per user post IPL. Average session per user is defined as the average number of times the app is opened in the given timeframe. However, Zomato led almost all the metrics in the food category, despite not opting for IPL advertising. The report studied smartphone user behaviour during three time frames – Pre IPL 2022, During IPL 2022 and Post IPL 2022. The majority of users during IPL were aged between 18-24 years, the survey found. Tata Neu download surged above 8000% but didn’t gain users post IPL The total installations increased exponentially for the Tata Neu app (8438.1%) as the app's marketing was launched with IPL. Despite this, Tata Neu didn’t gain any users post-IPL and users didn’t open the app after 15 days of downloading it. PhonePe app scored over Paytm in the number of app downloads. Spotify and Swiggy also saw a spike of more than 50% in installations. Dream 11 saw over 79% increase in app downloads across the three periods. New app installations for Myntra were 25 times higher than that of Meesho’s. “Advertising during the IPL skyrockets, giving brands a significant amount of reach to their existing customers and target audience. Zomato and PhonePe surpassed their competitors Swiggy and Paytm in almost every category, including the overall market penetration. Since the pandemic, online platforms have gained steady ground,” said <keyword id="718190" type="General" weightage="50" keywordseo="tabrez-alam" source="Orion">Tabrez Alam</keyword>, chief of business strategy, Bobble AI. Bobble AI’s report said that most of the apps gained in terms of average session per user (ASU) except for Tata Neu – which saw a 67% reduction. PhonePe reported an over 22% increase in ASU, beating Paytm that saw a near 14% rise in ASU post IPL. However, there was no change in ASU for the Swiggy app. Dream11 saw an 83% increase in active users (AUs) during IPL. Active users are the total users who were active on the said application in the given timeframe. Myntra’s AUs were substantially higher than Meesho's. PhonePe edged out Paytm for AUs in the fintech industry. Zomato overtakes Swiggy without IPL advertising Bobble AI also analysed whether advertising during IPL gave an edge to Swiggy over Zomato or not. The data showed that Swiggy didn’t get any such edge. Zomato performed better than Swiggy on all metrics apart from the churn rate. Churn rate is the percentage of active users who opened the application in the previous 15 days but did not open it in the subsequent 15 days. Zomato’s open rate (7.3%) – defined as the number of times users logged into an app – was more than Swiggy’s (1.93%). Zomato had over 38% more active users than Swiggy during IPL. Advertising during IPL didn’t help Swiggy perform better than Zomato, its main competitor. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/india/news/indians-are-buying-more-appliances-like-vacuum-cleaners-microwaves-after-the-pandemic-flipkart/articleshow/94330469.cms">Indians are buying more appliances like vacuum cleaners, microwaves after the pandemic: Flipkart</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/enterprise/news/milliseconds-matter-in-a-digital-first-world-says-salesforce-as-it-launches-real-time-data-platform/articleshow/94330258.cms">Milliseconds matter in a digital-first world, says Salesforce as it launches real-time data platform</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/science/health/news/despite-inflation-8-out-of-10-people-intend-to-increase-spending-on-health-and-wellness-accenture-report/articleshow/94329579.cms">Despite inflation, 8 out of 10 people intend to increase spending on health and wellness : Accenture report</a>

PhonePe, Paytm, Myntra reap benefits of IPL advertising, while Zomato scored over Swiggy without an IPL TV ad-Bobble AI report

<ul><li>The TVC is conceptualised by <keyword id="910338" type="COMPANY" weightage="20" keywordseo="DDB-Mudra-Group">DDB Mudra Group</keyword>. </li><li>It aims to communicate brand's missions to help women achieve financial independence.</li></ul><keyword id="3480589" type="PERSON" weightage="20" keywordseo="Meesho">Meesho</keyword>, a <keyword id="10624624" type="UNKNOWN" weightage="20" keywordseo="social-commerce-platform">social commerce platform</keyword>, today launched a new TVC to create awareness about the wide range of products available on the platform for micro-entrepreneurs to choose from, share with their customers and make earnings towards their small-scale businesses. Taking the lead from the brand’s previous TVC campaign which reflected women achieving financial independence and creating their unique identity with Meesho; the new TVC highlights the ease Meesho offers to the new generation of ‘social commerce’ <keyword id="74945" type="PERSON" weightage="20" keywordseo="Women-Entrepreneurs">women entrepreneurs</keyword> to serve their customer’s varied demands as per their preferences. <div type="Youtube" id="3RXdnmEWPwQ" title="#MyStoreMyStory: Jitni lambi contact list, utne zyada products!" thumbUrl="https://i.ytimg.com/vi/3RXdnmEWPwQ/mqdefault.jpg"></div> The film showcases an interesting aspect of our social circles. Every person on our contact list has a specific persona. This reflects in their interests, fashion statement, and products they like to buy. This proved to be a significant insight for Meesho to collaborate with <keyword id="259349" type="COMPANY" weightage="20" keywordseo="DDB-Mudra">DDB Mudra</keyword> and create the TVC in order to reach out to ‘social commerce’ entrepreneurs in the country who are always on the lookout to buy products for their customers as per their varied taste and preference. Meesho platform has a wide range of products to choose from whether it is in terms of latest in fashion and garment, home décor, accessories and much more at affordable price-points. Commenting on the launch of the new TVC, Vidit Aatrey, Founder &amp; CEO, Meesho said, “At Meesho we are aware about the pulse of our audience – women entrepreneurs and we accordingly provide solutions. Access to smartphones and penetration of internet have brought many women entrepreneurs to the digital fold who run their micro enterprises via social commerce. Through our TVC we want to convey to these entrepreneurs to look no further than Meesho as we understand their aspirations to meet their customer's varied demands and preferences. One can always find something for everyone at Meesho." <keyword id="1106781" type="PERSON" weightage="20" keywordseo="Rahul-Mathew">Rahul Mathew</keyword>, Chief Creative Officer, DDB Mudra Group said “To take forward our journey of encouraging women entrepreneurs, we wanted to bring out how simple and powerful an ally Meesho is. The film effectively communicates that Meesho is as vast and resourceful as your contact list.” Today Meesho has more than 7 million re-sellers (entrepreneurs) on the platform spread across 100 cities out of which 80% of them are women from smaller towns and cities. The TVC will be running across regional, news, entertainment, infotainment, and sports channels. The advertisement will also be available in many regional languages like Kannad, Telugu, Tamil, Malyalam, Bengali, Odiya and Assamese.

Meesho's latest ad encourages women entrepreneurs to explore social commerce

<ul><li>Many research studies conducted across the world show that women are more stressed and discouraged since the pandemic began as they take on an increasing amount of responsibility at home and in their careers.</li><li>The ad, media and marketing industry has a lot more women today than a decade ago. However, many drop out by the time they reach mid-management levels, primarily due to the lack of flexible hours and ever-increasing workload.</li><li>So this Women’s Day, we decided to speak to women in leadership positions about how we can make women feel welcome at workplaces. They told us how employers can support women and create a more high-trust, inclusive environment for the future.</li><li>The women leaders we spoke to believe organizations need to prioritize training more women, to prepare them for leadership roles, and this should be a part of the company’s culture.</li></ul>In the work-from-home era, the responsibility of unpaid domestic work and raising kids has fallen on Indian women more than men. This has affected their ambitions and careers, widening the gender gap at the workplace. A McKinsey report found that women around the world have been deeply affected by the COVID-19 pandemic, which has heightened the large and small inequalities—both at work and at home—that women face daily. One in four women are considering leaving the workforce or downshifting their careers versus one in five men. Women only form less than a third of the workforce in marketing, sales and less than a fifth in data analysis, and artificial intelligence, revealed a World Economic Forum’s 2020 study. Another survey by Deloitte found that 51% of women are less optimistic about their career prospects than they were before the pandemic. A lot of women who have chosen to stick to their jobs have missed out on a fair promotion or raise. A LinkedIn report shows that 85% of women in India have missed out on a raise, promotion because of their gender. Women’s careers are observed to have been more adversely affected despite increasing flexibility at work, as 68% of women and 74% of working mothers in India say it is difficult to balance career and familial responsibilities today. More than 7 in 10 women and working mothers in India also say that household responsibilities often come in their way of their career progression. As you move up in the hierarchy of the corporate world, there’s also a lack of women leaders in the upper rungs. As per Egon Zehnder Global Diversity Report 2020, women in India occupy 5% of executive chairs and 10% of non-executive chairs. The report indicates that only 11% of committee chairs are held by women, while the number stands at 27.3% globally. Having said that, the world of advertising, marketing and media has seen a lot of <keyword id="3275573" type="General" weightage="20" keywordseo="women-in-leadership-roles" source="Orion">women in leadership roles</keyword>. While we are still far from an equal man-woman ratio in the industry, it is heartening to see more and more women take the top spots. On the other hand, advertising and media are industries that hold a lot of power in shifting perceptions and mending beliefs. The advertising industry was infamous for perpetuating gender stereotypes -- from a sacrificing mother to a man being the bread-earner, the portrayal of women has remained very shallow for years. How brands depict women and their role in society has evolved today, she is independent, she has a voice and is slowly learning to care less about society’s judgement, but we haven’t taken a big leap yet. She is still a woman who is ‘aesthetically pleasing,’ fair-skinned, doesn’t come from a minority community and is a little far from real. There’s almost no progress towards including transwomen in women’s day ads or communication throughout the year. Once we achieve an equal number of gender representation inside Indian advertising agencies, media organisations and the marketing world, there will be diverse opinions in a brainstorming session, leading to better B2C communication. So this women’s day, we decided to speak to women in leadership positions about how we can make women feel welcome at workplaces. They told us how employers can support women and create a more high-trust, inclusive environment during and after the COVID-19 pandemic. Here’s what they had to say about improving equality at work: Meghana Dave - Head Marketing &amp; PR, Lamborghini India: Power v/s Purpose, women inherently are purpose-driven. The changing environment requires leadership that is driven by adaptability, agility and ambition. Today, companies need these traits to outperform competition which has to deliver in the known and unknown environment. To bring balance and speed with positivity, we need more women in the leadership role. Look at what Falguni Nayyar has done with Nykaa or Anjali Sudd has done with Vimeo. In the 21st century companies will need purpose, innovation and balance to achieve the top position, and the right time to bring women to lead the next generation of business growth. To encourage more women to join these industries by encouraging new formats of working culture or environment. Covid has challenged the traditional approach, and today work from home has become the new normal. Secondly, by promoting diversity and opening leadership positions for women and third, we can improve the pay scale and inculcate mentorship for potential women leaders. Rachna Kanwar, Chief Operating Officer, Digital Media, Radio City and Mid-Day: Women in Corporate India have taken a heavy toll during Covid 19 lockdowns. Organisations, however, rarely recognise the double effort that women have to put into their regular day, which during the pandemic, ravaged their mental and physical health. Having said that, women emerged stronger, seldom seeking ‘preferential treatment.’ Companies need to address and recognise this effort as women continue to remain underrepresented at all levels. Thankfully, in the Media industry, with the inclusion of advertising &amp; marketing, there have been plenty of examples of women super achievers acting as role models for younger women which has led to greater gender parity, but women leaders still need to play a major role in supporting and seeing to it that more leaders emerge from the shadows of doubt and stereotypes to claim their rightful places. It is heartening to see more and more women leaders at Radio City and Midday and all of us here are committed to diversity and excellence. Building a positive mindset for diversity at all levels in an organisation goes a long way in ensuring an equal workplace. Strong women leaders in the organisation act as role models for women aspiring to reach the top. They also help in providing a more empathetic environment which is required at certain delicate stages of a woman employee’s career. And lastly, they provide the much needed confidence both for the women employees and the organisation by being a case study in excellence. At Radio City, a large number of leadership positions are held by women which motivates and inspires the mid-level and entry-level women employees to dream big. Diversity has many virtues and numerous reports time and again have proved that a diverse organisation is a better organisation. Radio City was amongst ‘India’s Best Workplaces for Women in 2019.’ Additionally, in 2020, Radio City ranked 4th in ‘Best Large Workplaces in Asia’, according to the GPTW survey. Jyotsna Uttamchandani, Executive Director, Syska Group: I think what is happening is we are definitely attracting more women, but are unable to retain them. The industry also needs to take steps to stop showcasing and representing women in stereotypical ways. The truth is women need to start taking credit for their work, brag and self-promote. What men need to understand is with diversity creativity and innovation only booms. I personally feel advertising, media and marketing industries are more unstructured, and there is no one to help you climb that ladder. You will have to do it yourself. More so we need more women, to help support and mentor other women. I think to be a safe and inclusive environment, we really need to listen to our employees. I have always said that my employees are my first customers. Goals and expectations need to be set mutually, team members need to appreciate each other and there has to be a certain level of trust within the team. Megha Agarwal, CXO-Growth, Meesho: In my last 12 years of working, I have seen many smart women entering the workforce but also taking a step back and stepping out, especially at two pivotal points – marriage and motherhood. The societal maxim is such that it places higher expectations on women, compelling them to juggle many roles – wife, mother, primary caregiver among others. What is imperative is to create support structures that empower them to strike the perfect balance between personal and professional commitments. An example on this front could be Meesho’s recent boundaryless workplace model, enabling people to work from home/ anywhere so that it gives flexibility to facilitate adjustments. Additionally, we, as employers, also need to make a perception shift towards sabbaticals taken by women to rear children. These vital steps could be further bolstered by initiatives aimed to ease their comeback into the workforce again. The responsibility lies with us to act as change agents to create the change we aspire to see. Pragya Misra, Public Affairs Director at Truecaller: I have always believed that empathy, freedom to be authentic and listening are critical to building a work environment that promotes equality. This begins with introducing diversity in the leadership so that the perspectives and related challenges of different employee profiles can be properly understood and addressed. Finally, implementing flexible policies, promoting healthy and non-late work hours, having industry standard pay scale and having actionable punishments (and transparency) in place for any intolerant offenses are some of the other measures that can be put into place to ensure a safe and equal work environment. At Truecaller, being respectful, celebrating diversity and equality in the workplace is deeply set in our values as a company. We continue to make communication safer through our spam blocking, scam and fraud alerts, this principle of safety reflects in our workplace through our employee policies. The inability to feel safe in both offline and online spaces adversely impacts women’s confidence and hinders their ability to grow and thrive. This year we are urging people to #CallitOut and report harassment to the authorities when you see or experience it. We are bringing together all the key stakeholders like government, law enforcement, civil society, mental health experts, lawyers and survivors to work collaboratively to improve the safety of women and continue our 5 year long effort to minimise harassment. This year, we want to create an environment that allows women to feel safe in society, their workplace and in their online communication. Kanika Mittal, Large Customer Solutions, Lead at Twitter India: I strongly believe that a leader is only as good as his/her team &amp; therefore our path starts with building a team that looks like the amazing people of all backgrounds and abilities who use our service every day. At Twitter, we're on a journey to become the world's most inclusive, diverse, equitable, and accessible tech company — it's key to serving the public conversation. For Inclusion &amp; Diversity strategies to have an impact, leaders along with companies need to ensure that they are tackling systemic challenges and also impacting and nurturing inclusive behavior amongst the team. This requires adapting a new way of thinking and making the right decisions such as becoming more distributed, empowering women employees to share and leverage their unique perspectives and experiences for growth and opportunities. Collectively we’ve got work to do to build a truly inclusive culture across the industry. We’ve made steady progress, and as industry our work doesn’t end <a href="https://twitter.com/hashtag/UntilWeAllBelong?src=hashtag_click">#UntilWeAllBelong</a>. Anika Wadhera, Head of Digital Marketing, Sirona: A supportive work environment is one in which each and every employee can discuss job-related difficulties in confidence and without fear of backlash. Actively showing appreciation to the staff, and encouraging them to exhibit appreciation for each other, is an easy and gratifying way to establish a great working atmosphere. Employees, both male and female, should be taught about ethical behavior and how to create a culture that supports everyone's safety. Although enforcing policies and holding instructional sessions are beneficial, a process or system that promotes power equality in the business can be implemented, reducing the number of unpleasant experiences. My advice to all wonderful women around me will be to ’Take a stand for yourself &amp; be vocal. The world is your oyster.’ We as 21st-century women should focus on creating a network; it may be one of the most powerful factors in our career at any level, whether one is a fresher or a senior leader, just network, network &amp; network. Shradha Agarwal, COO &amp; Strategy Head, Grapes: Women at leadership roles play a very crucial role in the comprehensive growth and development of any organization. They are the true manifestation of sustainable growth. A woman inherently is nurturing and being in a leadership position helps her in cultivating an inclusive work culture with diversity at the core of the organizational structure. This diversity is the precursor of diverse ideas that stimulates creativity and champions for more quality in business operations. Women have a warm and welcoming disposition which enables the organization to develop a much stronger bond and connect with their customers. In any workforce, the major loophole at the very base level is the lack of proper guidance to define the roles and duties to be fulfilled by a person. In order to help them realize their true potential, it is important to first connect with the people. By putting themselves in other’s shoes it becomes easier to understand the situation better and provide a relatable solution. As developing a connection and affinity for people comes naturally to women, in leadership positions they are better able to relate with and understand the pain of their teammates. To get women to join the advertising and marketing industry the mantra is very simple, just make them feel they are making ads for themselves. As women are better listeners and good storytellers, one needs to harness these qualities of women to motivate them to pursue a career in this field. They are better adept at giving a diverse perspective and drawing holistic pictures to a narration. Advertising and marketing is not about selling products, it goes way beyond and is about telling the right story. It is about connecting with the brand rather than the product as the products can be replaced but the brand remains constant. And women love and enjoy such jobs, it is just that we need to tap on this quality of women. Sowmya Iyer, Founder and CEO of DVio Digital: Women have faced more significant economic hardships through the pandemic - disproportionately losing jobs and income. A recent report by LinkedIn shows how Covid-19 has impacted women’s careers. About 85% of women in India have missed out on a promotion because of their gender. Despite the increase in flexibility at work, women’s careers are observed to have been more adversely affected. So, it is safe to say that we are far away from building an inclusive environment for employees of all gender spectrum. Company policies will have to be redefined and relooked at to give women space to work, grow, and balance their careers and Homes. DViO Digital, is an equal opportunity provider. We work towards hiring and promoting our employees based on their merit and not just gender. Our current workforce has a fair divide of 55:45 women to men ratio; a similar trend can be seen in our leadership team, which has a 60:40 ratio (60% women and 40% men), which is not by design but by default. Hence it is safe to say that women are naturally inclined towards the advertising and marketing industry. Tanya Bami - Series Head, Netflix India: The representation of women in entertainment has been increasing with the times and we couldn’t be happier! At Netflix, we are focussed on entertaining the world with authentic stories that are a true reflection of our times and society. Be it Delhi Crime, Aranyak, Masaba Masaba, Yeh Kaali Kaali Ankhein, or our latest series The Fame Game, the characters can be determined, driven, fabulous or flawed.” •Since the beginning of 2020, we have collaborated with over 2400 women creators, talent, and crew on and off screen in India. •Half (15) of our original films and series in 2021 had a woman as the central character. • Netflix has 15+ female forward titles already announced for 2022. Apart from the already released Yeh Kaali Kaali Ankhein, Looop Lapeta and The Fame Game, the upcoming titles include Mai, Monica, O My Darling, Masaba Masaba Season 2, Mismatched Season 2, She Season 2, Fabulous Lives of Bollywood Wives Season 2, The Fame Game, Qala, Plan A Plan B, Khufiya, among others. •In 2021 Netflix worked with nearly 50 women producers, directors or writers (25 women producers and directors + 23 women writers - 2X the women writers in 2020. •In addition, Netflix has worked with incredible women standup comics- Rytasha Rathore, Urooj Ashfaq, Prashasti Singh, Prajakta Koli, Sumukhi Suresh, Mallika Dua, Kaneez Surka and Sumaira Shaikh. •Inclusivity also extends internally to all of us at Netflix as women make up 51.7% of our global workforce, up from 48.7% in 2020. This includes 6.9% growth of women directors and above, totalling 51.1%. Aditi Shrivastava, CEO &amp; Co-Founder, Pocket Aces: It all starts from the top. If there is equality in the mind, it will automatically trickle down to every level within the organization. A few key base rules I always keep in mind: ● Think in terms of equity (not stock options in this case, but what is required to get people to the same level) rather than equality (i.e. providing the exact opportunities to each person) ● Be a true meritocracy ● Even in the most equal households, women are often expected to be the primary caretaker of children or parents, so keep that in mind ● Don’t forget to groom young female talent in the company right from the go by increasing their confidence levels and encouraging them to not be ambivalent about their ambitions and dreams ● Discourage even mildly offensive loose talk / jokes at the workplace ● Have a strong POSH committee in place ● Encourage older male employees / leaders to unlearn from previous “male club” workplaces and see the value their female counterparts can add Overall, be conscious about gender diversity and equity. It won’t happen by chance.

Women in leadership across media, brands and advertising on improving gender representation and retaining women in the workforce

<ul><li>Early stage venture capital firm <keyword id="387319" type="General" weightage="50" keywordseo="Antler" source="Orion">Antler</keyword> India partners with <keyword id="5862596" type="General" weightage="100" keywordseo="ondc" source="Orion">ONDC</keyword> to foster businesses that are built on a protocol and not a platform.</li><li>In a platform business, the winner takes it all while in a protocol-based business, the winner shares all.</li><li><keyword id="6362513" type="General" weightage="60" keywordseo="startups" source="Orion">Startups</keyword> designed to operate on ONDC will drive the next phase of unicorns in India that can also create economic value of $100 bn.</li></ul> The next set of unicorns are likely to be companies that are solving problems that are unique to India and based on protocols and not platforms and where the winner shares all rather than takes all. Solving problems for India requires solutions that are designed for scale rather than copycat business models that may have worked 20 years ago. Platform businesses have wiped out local businesses but the protocol based businesses will give these local businesses a new lease of life. ONDC and world’s largest venture capital platform Antler are working precisely on a plan that will spawn scores of new startups that are designed to democratise online commerce after digital payments. And to do this, the startup ecosystem has to bypass the existing platform thinking and think local. So far, ONDC has been onboarding sellers across sectors and enabling them to sell directly to their consumers without the gatekeepers that some platform businesses have become. But this may not be enough to bring India’s 100 mn small and medium businesses online. For a country that has issued 1.35 bn digital identities, clocks over $1.5 trillion UPI transactions in a year cannot have only 6% of its small businesses selling online. In a bid to solve India’s digital commerce problem, ONDC and the venture capital ecosystem has decided to create an ecosystem that will reimagine commerce through the filter of a protocol and not a platform. The question to ask is what is the need for a new protocol when platforms like Meesho, Amazon and Flipkart are there to offer a suite of services – logistics, discovery through online advertising and collecting payments. Clearly, this model is not working going by the abysmal number of small businesses that are selling online at the moment. <keyword id="514036" type="General" weightage="50" keywordseo="nitin-sharma" source="Orion">Nitin Sharma</keyword>, Partner &amp; Co-founder at Antler India, says that only 5-6% of the 90-100 mn MSMEs in India are participating in digital commerce. Only 15-20% are discoverable through online websites, social media like Instagram, Pinterest and Facebook. The internet of commerce requires reimagining commerce from ground up. Sharma says: “It is not just about capital, as a catalyst we are focused on content, community and capital. There are founders who are already identifying opportunities around ONDC, we want to help catalyse those ideas.” This new approach to commerce has to be decentralised, unbundled and interoperable. Today, sellers are unaware of where their consumers come from and who they are. What ONDC is gives businesses the freedom to choose their partners and take business decisions that are most effective for them economically. ONDC is striving to make online commerce cost effective for India’s small businesses. One of the reasons small businesses are not selling online is because their gross margins are at 30% or less, which makes it unviable for them to sell online given the commission structure of most platforms. The ONDC initiative has already gathered significant momentum since its launch, with over one lakh daily transactions across use cases. For instance, Namma Yatri, a ride-hailing app, has organically facilitated over 67 lakh auto rides and onboarded more than 16 lakh users and 85 thousand auto drivers without any marketing spend. It is perhaps time for a protocol and not a platform that allows businesses to thrive by enabling the ecosystem in a way that is fair to all. Those tracking listed and unlisted platforms may know that they often have run-ins with sellers or delivery partners for unfair trade practices. The ONDC network seeks to end this tussle by levelling the playing field. Antler in partnership with <keyword id="44604" type="General" weightage="50" keywordseo="nandan-nilekani" source="Orion">Nandan Nilekani</keyword>’s FIDE (Foundation for Interoperability in Digital Economy) and ONDC seeks to create an ecosystem that will spawn not just new startups that are designed to function on this protocol (Beckn and ONDC) but will also help refine ideas that have the potential to become enterprises. These businesses will not just become unicorns, but will also create more than $80-100 bn in economic value. ONDC promises to change the way India transacts online, bringing the next 500 million plus consumers and 90 million plus MSMEs online. Projected to create over $80 billion in value over the next five years and $200 billion over a decade, ONDC has the potential to be India's next startup catalyst. The platform will facilitate problem-solving sessions, office hours with prominent figures in the digital public infrastructure ecosystem, and potential fast-tracking to Antler India Residency for those seeking a founding team. The time is now ripe for a second round of disruption because the India stack has demonstrated that technology can solve problems of scale. The Antler-ONDC platform, therefore, is very important because it seeks to offer pre-seed capital of $300K and additional investment potential of up to $200K from key partners within its extensive network, including unicorn founders and strategic backers, for ready-teams with innovative ideas. Explains Sharma, “With the backing of Nandan Nilekani and the ONDC and FIDE leadership, we are getting in early and the hope is to expand the global opportunity for startups. There is a yawning gap between digital identities, digital payments and commerce. More than 400 founders have already applied under this programme. We are also creating a lot of content around this so that those founders who don’t have a business plan yet can also understand how it works and resolve problems.” What sets the Antler ONDC platform apart is its holistic approach to fostering entrepreneurship. They are committed to nurturing not only established teams but also early-stage founders and even those without a concrete idea yet. Their curated community of experts, operators, and influential network participants, such as Namma Yatri, Plotch.ai, SellerApp, Magicpin, and more, will be there to guide and mentor aspiring entrepreneurs. The platform will facilitate problem-solving sessions, office hours with prominent figures in the digital public infrastructure ecosystem, and potential fast-tracking to Antler India Residency for those seeking founding teams.

The ONDC platform has potential to create dozens of unicorns and $100 bn in economic value, says Antler’s Nitin Sharma

<ul><li>LB Investments co-led the round, with participation from <keyword id="2441277" type="PERSON" weightage="20" keywordseo="Samsung-Ventures">Samsung Ventures</keyword> and others.</li><li><keyword id="8861782" type="UNKNOWN" weightage="20" keywordseo="Trell">Trell</keyword> has raised $62 million since its launch in 2017.</li><li>The company has over 100 million downloads and 50 million monthly active users.</li></ul>Bengaluru-based video-focused discovery platform Trell has raised $45 million in a Series B funding round led by financial group Mirae Asset, clothing and fashion brand H&amp;M Group. LB Investments co-led the round, with participation from KTB Network, Samsung Ventures and Fosun RZ Capital. Trell had raised $11.4 million in Series A funding, in August 2020, as a aftermath of the growth momentum it had gained post the TikTok ban in India. The discovery platform had also launched a <keyword id="623994" type="PERSON" weightage="20" keywordseo="social-commerce">social commerce</keyword> section on its app around the same time to enable users to watch personalised product recommendations across beauty, personal care and wellness categories. Trell, founded in August 2017 by a team of Indian Institute of Technology-Bombay alumni Pulkit Agrawal, Prashant Sachan, Arun Lodhi and NITIE alumnus Bimal Kartheek Rebba, has raised $62 million to date. It will use the latest fundraise to expand its social commerce operations by entering the apparel, home care, mom and baby-care categories in the months to come. The startup claims to have over 100 million downloads on its platform and over 50 million monthly active users (MAU). Its content library features videos in 8 regional languages garnering over 20 billion monthly views, Trell said in a press note. The company is now looking to launch in additional six languages and expand its footprint in over 2000 cities and towns of India. Over the last few months, Trell has on boarded over 500 personal care and beauty brands, including Maybelline, L'Oréal and Garnier. “Trell has become the launchpad for many up-and-coming D2C [direct-to-consumer] brands and advertisers, who are leveraging our community of regional content creators to advertise their products and services on the platform… Our aim is to enable over 2000 brands to penetrate the deeper pockets of the country and communicate with their potential customers through regional content creators by 2022,” the company’s chief operating officer and co-founder Rebba, said. Meanwhile, the company’s chief technology officer and co-founder Lodhi added that they have been leveraging on their artificial intelligence (AI) and machine learning (ML) technology and neural networks to create users’ psychographic profile of customers’ behavioural patterns on the platform. This allows the platform to provide personalised content and product recommendation for the customers. These developments have also led Trell to record 10-15 times year-on-year growth and 30% month-on-month growth since inception, the company said. Social commerce is still at a nascent stage in India, but the players in this segment have been growing at an exponential rate. Earlier in May, Meesho became the <a href="https://www.businessinsider.in/advertising/brands/article/meesho-the-latest-company-to-join-the-unicorn-club-aims-to-build-a-single-ecosystem-to-help-smbs/articleshow/81953840.cms">first social commerce</a> platform to enter the unicorn club. It has raised $515 million to date from <keyword id="163404" type="COMPANY" weightage="20" keywordseo="Softbank">SoftBank</keyword>, FaceBook and <keyword id="270604" type="ENTERTAINMENT" weightage="20" keywordseo="Sequoia">Sequoia</keyword>. DealShare, on the other hand, recently closed a <a href="https://www.businessinsider.in/business/startups/news/social-commerce-startup-dealshare-raises-144-million-from-tiger-global/articleshow/84227890.cms">$144 million round</a>, taking its total fundraise to $183 million to date. Its investors include Tiger Global, <keyword id="678811" type="COMPANY" weightage="20" keywordseo="Westbridge-Capital">WestBridge Capital</keyword>, Alpha Wave Incubation and Z3Partners. Other players in this segment are Glowroad,<a href="https://www.businessinsider.in/business/startups/news/citymall-a-startup-that-helps-budding-entrepreneurs-start-their-ventures-on-whatsapp-has-raised-over-22-million/articleshow/83741383.cms"> CityMall</a> and SimSim. SEE ALSO <a href="https://www.businessinsider.in/business/ecommerce/news/flipkart-raises-3-6-billion-at-a-valuation-of-over-37-billion/articleshow/84338594.cms">Flipkart raises $3.6 billion at a valuation of over $37 billion, to focus on ‘millions of small and medium Indian businesses’</a> <a href="https://www.businessinsider.in/business/startups/news/paytm-money-users-can-now-apply-for-zomato-ipo-from-today/articleshow/84334784.cms">Paytm Money now allows investors to apply for an IPO before opening, Zomato being the first</a> <a href="https://www.businessinsider.in/business/startups/news/ola-electric-has-raised-100-million-in-debt-to-start-producing-its-electric-scooters-soon/articleshow/84338315.cms">Ola Electric has raised $100 million in debt to start producing its electric scooters soon</a>

Fashion retailer H&M has led a $45 million round in video discovery and commerce app Trell

<ul><li>Banking technology startup <keyword id="702953" type="COMPANY" weightage="20" keywordseo="Zeta">Zeta</keyword> is the latest to join the Indian <keyword id="152045" type="ORGANIZATION" weightage="20" keywordseo="Unicorn">unicorn</keyword> club.</li><li>The company has been valued at $1.45 billion after raising $250 million in its Series C round of funding.</li><li>Zeta plans to use the fresh infusion of capital to expand its presence in the US and European markets where banks are moving away from branches to offering their services online.</li></ul>Zeta, a banking technology startup based in Bengaluru, is the newest Indian startup to attain the ‘unicorn’ status. In its Series C round of funding the company raised $250 million from Softbank Vision Fund II at a valuation of $1.45 billion. A ‘unicorn’ is a private company that is valued at $1 billion or more. The deal more than quadruples Zeta’s valuation since 2019, when Sodexo SA valued the startup at $300 million. With new money in its pocket and a brand new unicorn tag, Zeta plans to use the new funding to expand in the US and European markets. “They [banks] have been slow to innovate and provide poor user experiences,” said Bhavin Turakhia, co-founder of Zeta. According to him, Zeta is poised to capture the markets where banks are moving online and away from the conventional branches. It provides backbone technology for credit and credit-card processing, core banking, loans, mobile banking and personal finance management. <div type="ExtQuote" text="“Banking software is a $300 billion industry globally. Most banks still employ technology, which is significantly older than their customers, impacting user experience and engagement." auname="Munish Varma, managing partner at SoftBank Investment Advisers"></div> The company is banking on its simplified approach being different enough to attract customers. Rather than work with numerous supplies, as banks and financial institutions typically do, Zeta wants to combine all of those services and provide one cloud-based offering. So far, Zeta has 10 banks and 25 <keyword id="2461546" type="COMPANY" weightage="20" keywordseo="FinTech">fintech</keyword> companies across eight countries among its customers. This includes bigwig Indian banks like HDFC Bank, Kotak Mahindra, Axis, and others. Sodexo, an existing investor, is also a customer. It participated as a minority investor in the Series C round of funding. <cmsannotation type="cmsannotation" annotationid="List of startups that have entered the unicorn club in 2021:" comment="subhead" text="List of startups that have entered the unicorn club in 2021:">List of startups that have entered the unicorn club in 2021:</cmsannotation> <table style="border-width: initial; border-style: none; table-layout: fixed; width: 468pt;"></colgroup><tbody><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Startup </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Valuation </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Digit Insurance </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$1.9 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Innovaccer </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$1.3 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Meesho </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$2.1 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Infra.Market </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$1 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">PharmEasy </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$1.5 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Cred </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$2.2 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Groww </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$1 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">ShareChat </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$2.1 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Gupshup </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$1.4 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Chargebee </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$1.4 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Urban Company </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$2 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Five Star Finance </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$1.4 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Moglix </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$1 billion </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Zeta </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$1.4 billion </td></tr></tbody></table> Turakhia doesn’t normally rely on external funding. In fact, most of the startups he’s been involved in, in the past, have been without institutional funding. Zeta’s move to raise capital marks a departure from his preference for bootstrapping his businesses. Zeta founder, 41-year old Turakhia, launched the startup in 2015 after already having dipped his toe — more like submerged his toe — in multiple startups with his brother, Divyank. He was already coding at the age of 10 and had attained millionaire status by the time he hit 20. By the time he was 26, he shared a billion-dollar fortune with his brother. SEE ALSO: <a href="https://www.businessinsider.in/science/environment/news/indias-silicon-valley-bengaluru-is-awed-by-the-rainbow-coloured-halo-in-its-skies/articleshow/82909806.cms">India's Silicon Valley is awed by the rainbow-coloured halo in its skies — but take pictures at your own risk</a> <a href="https://www.businessinsider.in/india/news/indias-prime-minister-narendra-modi-gets-a-unique-proposal-via-a-newspaper-advertisement/articleshow/82908689.cms">India's Prime Minister Narendra Modi gets a unique proposal via a newspaper advertisement</a>

This banking tech startup is the newest Indian unicorn with a $1.45 billion valuation

New Delhi, Apr 10 (PIT) Consumer internet firm Prosus, which has invested in companies like Swiggy, Byju's etc, on Friday pledged to donate Rs 100 crore to the Prime Minister's relief fund for supporting coronavirus relief work. "Prosus, the global consumer internet group of Naspers, has committed Rs 100 crore to the Indian government's response to the Covid-19 crisis. The donation will be made to the 'Prime Minister's Citizen Assistance and Relief in Emergency Situations Fund'," the company said in a statement. Prosus has invested around USD 5 billion (about Rs 37,900 crore) in Indian technology companies since 2005. Its portfolio includes Brainly, Byju's, Codecademy, eMAG, Honor, iFood, LazyPay, letgo, Meesho, Movile, OLX, PayU, Red Dot Payments, Remitly, SimilarWeb, SoloLearn, Swiggy, and Udemy. "These are unprecedented times and we want to play our part in contributing to the efforts underway in India. By working with government and civil society, we hope to help India overcome this very difficult period," Prosus and Naspers Group CEO Bob van Dijk said. In addition to its direct contribution to the PM CARES Fund, Prosus is working closely with the companies it partners with to support measures designed to help Indians affected by the situation, the statement said. Byju's has offered its learning platform for free in India until the end of April to help parents support their children's learning while away from school. On the other hand, Olx is allowing advertisements to stay on its site for an additional 30 days, at no extra cost and PayU has built a platform to enable any brand in India to start raising funds from its customers for the PM CARES Fund. "Swiggy has launched a campaign to donate meals to persons in need in India. The public can also donate to this campaign. The campaign is currently donating approximately 35,000 meals per day, with a goal of raising this to 500,000 meals per day as soon as possible," the statement said. PRS ANU

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