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<ul><li>After slowing down during the pandemic, the company’s pace of adding retail space has picked up in the last two financial years. </li><li>The company said that its retail business continues to be a strategic priority. </li><li>Analysts cheered the company’s improvement in efficiency in the beauty and personal care segment as its fulfilment cost per order dropped. </li><li>Lower discretionary spends, high competition and marketing spends are dragging down its fashion business. </li></ul>After shopping voraciously online during the pandemic Indian <a href="https://www.businessinsider.in/business/news/indias-e-tailing-growth-is-tapering-but-shopper-base-is-maturing-redseer/articleshow/100322005.cms">consumers are</a> inching towards a hybrid experience — and most offline retailers have been responding by increasing their online presence. <keyword id="6376684" type="General" weightage="20" keywordseo="nykaa" source="Orion">Nykaa</keyword>, which has made a name in the online retailing of beauty and personal care products, as well as fashion offerings, is going the other way around. In spite of the fact that a 33% rise in expenses for Q4<a href="https://www.businessinsider.in/business/corporates/news/nykaas-q4-net-profit-slips-72-yoy-to-2-4-crore-as-expenses-mount/articleshow/100479641.cms"> tanked its profits by 72%</a>, it’s not planning to back off on its investments in physical stores. “We are at the end of line when it comes to warehousing investments but we will keep investing in expanding our physical retail presence. We are looking to achieve the maximum offline to online mix,” <keyword id="6379793" type="General" weightage="50" keywordseo="falguni-nayar" source="Orion">Falguni Nayar</keyword>, managing director and chief executive officer of Nykaa, said on an investor conference call. After slowing down during the pandemic, the company’s pace of adding retail space has picked up in the last two financial years. In FY22, its physical retailing space grew by 59% and by 43% in FY23 to touch 1.4 lakh square feet across 60 cities. “Our retail business, which continues to be a strategic priority, witnessed robust growth over the last two years and has achieved profitability at a business unit level. Nykaa has doubled its own physical store count from 72 at the end of FY21 to 145 beauty stores in FY23,” said FSN E-commerce Ventures operated Nykaa, in a press release. In FY23, the offline sales of beauty and personal care products accounted for 26.4% of total gross merchandise value (GMV) – exhibiting a 47% growth. Going forward, it expects to add another 50 stores in FY24, according to a report by JM Financial. A report by Elara Securities also said that Nykaa showed a healthy growth in the offline segment – at 8.3% of GMV, and will aid growth prospects. The tide has been turning towards visiting physical stores after the pandemic opened, but since then consumers are also seeking more from <a href="https://www.businessinsider.in/business/news/6-in-10-indians-slash-discretionary-spending-as-inflation-bites-says-pwc-survey/articleshow/99299287.cms">physical stores</a>. Private labels to drive growth; fashion still a laggard Most analysts are happy with the Q4 growth seen in its biggest segment – online beauty and personal care (BPC) business. “Nykaa has reported healthy growth in the online BPC segment as its GMV grew at 30.3% YoY in FY23. It has also maintained market leadership therein. It continues to have a strong recall within the premium customer base,” said Karan Taurani, analyst at Elara, in a post-results analysis. In Q4FY23, Nykaa’s fulfilment cost per order for BPC segment was down to ₹86, due to its regional warehousing strategy. The company also expects it to sustain around these lower levels. Its EBITDA margin for the quarter, at 5.4%, was up by 147 basis points on a year-on-year basis, but its profit margin shrunk 60 basis points to 0.2%, due to a rise in investments. “Management highlighted margin expansion will be driven through — optimisation of marketing spends as the cohorts of repeat customers increase vs new customer and scale up of eB2B business with focus on servicing in concentric circles around fulfilment centres to drive efficiency,” said a report by ICICI Securities. Nykaa has also been able to scale up its private label sales, which will help margins. As of Q4FY23, its own brands accounted for 12.4% of BPC’s gross merchandise value. Added to that, it accounted for 13.9% of fashion business’ GMV. Also, four of these owned brands crossed ₹100 crore in GMV. “The management plans to focus on in-house brands as these may drive the next leg of scalable growth in the fashion segment,” said Taurani. However, most analysts have labelled its fashion business in general as a laggard, due an unexpected dip seen in the third quarter, its need to advertise and market heavily, and slower growth due to a drop in discretionary spends. “The management suggested that it is tougher to lower marketing costs in fashion. Management also mentioned that FY23 was the peak loss year for fashion at ₹110 crore EBITDA loss – and the losses should drop going forward,” said a report by JM Financial. EBITDA stands for earnings before interest, taxes, depreciation and amortisation. ICICI Securities also believes that success in the fashion business can be difficult given higher competition in the category. Its bread-and-butter business is also in the eye of the storm after two large business groups – Reliance and Tata – said that they would enter the segment. “We believe that due to a relatively smaller size of the Indian online BPC market, chances of a major player investing heavily is less. However, as the BPC market grows, so will competitive intensity,” said a report by Nomura. The jury is still out on Nykaa’s ability to sustain its growth if bigger players enter the fray, as it's still in customer acquisition mode across all its businesses – be it fashion, beauty and personal care, or the new businesses it has launched like <keyword id="6681812" type="General" weightage="50" keywordseo="nykaa-man" source="Orion">Nykaa Man</keyword>.

Nykaa is going strong on physical stores as it aims for an ‘optimum offline-online mix’

<ul><li>Nykaa’s Q4 expenses grew by 33% on a year on year basis. </li><li>Its profit margins for Q4 came in at 0.2%, falling by 60 basis points on a YoY basis. </li><li>In Q4, its gross merchandise value grew 36% on a YoY basis to ₹2,445 crore. </li></ul>FSN E-commerce Ventures that operates Nykaa posted a 72% YoY decline in Q4 net profit to ₹2.4 crore — as compared to a net profit of ₹8.6 crore posted in the same quarter last year. Its total income increased by 33.8% ₹1,302 crore as compared to ₹973 crore in the same quarter last year. The revenues have come in line with Nomura’s analyst expectations of ₹1,310 crore — which had priced in a 10% sequential decline. “Profit after tax is less healthy than expected due to many factors like tax planning and others. Also, the fourth quarter is a seasonally weak quarter as compared to the third quarter,” <keyword id="6379793" type="General" weightage="50" keywordseo="falguni-nayar" source="Orion">Falguni Nayar</keyword>, the MD and CEO of Nykaa said during an investor presentation. The company said in its investor presentation that its EBITDA margins stood at 5.4% for the quarter, and went up by 147 basis points on a year on year basis. Its profit margins however came in 0.2% which fell by 60 basis points. “The difference between PAT and EBITDA margins is due to our investments,” Nayar said during the presentation. EBITDA stands for earnings before interest, taxes, depreciation, and amortization. For the fourth quarter, Nykaa’s gross merchandise value or GMV grew 36% on a YoY basis to ₹2,445 crore. But its expenses shot up by 33% ₹1,302 crore on a year on year basis, and Nayar admitted on the concall that they have been out of control. “There has been some lack of focus on employee and other expenses. We have been cognisant of the fact and working towards it. Though we will keep rolling out of a certain number of stores, on the current base the growth will be low,” Nayar said answering questions in the concall. For all of FY23, its revenues grew 36% to ₹5,174 crore from ₹3,800 in FY22. Its net profit however halved on an annual basis to ₹20.9 crore from ₹41.2 crore in the last financial year. The company’s GMV for FY23 grew by 41% to ₹9,743 crore. Fashion business mix grows, albeit slowly Nykaa claimed that its investments in the fashion business are paying off, as the mix of fashion sales in total sales went up to 26.4% for FY23 from 25.3% in FY22. Beauty and personal care sales (online) however accounted for the biggest chunk of sales – coming in at 68.4%. Nykaa’s annual unique transacting customers went up to 13 million in FY23 as compared to 10.3 million in FY22. Its cumulative customer base stood at over 24 million for the financial year. The company also expanded its physical presence and now has 1.4 lakh square feet of retail space. Its warehouse space too stands at 14.6 lakh square feet. “We will keep growing our retail presence but we are close to the end of the cycle on warehouse investments,” said Nayar. The company’s other business which also includes <keyword id="6681812" type="General" weightage="50" keywordseo="nykaa-man" source="Orion">Nykaa Man</keyword> – exhibited a 204% year on year growth in FY23.

Nykaa’s Q4 net profit slips 72% YoY to ₹2.4 crore as expenses mount

<ul><li><keyword id="349124" type="General" weightage="20" keywordseo="colorbar-cosmetics" source="Orion">Colorbar Cosmetics</keyword> has a strong roadmap in place to ensure it creates an edge for itself in the <keyword id="16218" type="General" weightage="20" keywordseo="cosmetics" source="Orion">cosmetics</keyword> segment in India.</li><li><keyword id="138837" type="General" weightage="20" keywordseo="samir-modi" source="Orion">Samir Modi</keyword>, Founder &amp; Managing Director at Colorbar Cosmetics talks to us about how the brand re-caliberated <keyword id="6354839" type="General" weightage="20" keywordseo="marketing" source="Orion">marketing</keyword> and growth strategies during the pandemic, and about its growth plans for the future.</li></ul>Last year, the pandemic and ensuing lockdown brought retail outlets to a complete halt, and with it, consumer-facing brands heavily dependent on retail had to do quickly pivot to be able to keep the business going. For a lot of categories, like cosmetics, sales almost became zero, considering people were stuck at homes with no use of makeup anymore. However, this was the time many brands revamped their strategies and launched products that were relevant for people during those times. In the middle of the pandemic last year, Colorbar Cosmetics introduced essentials, perhaps the most relevant segment for consumers during that period. It also re-caliberated its marketing strategies, coming up with ways of ensuring that it had a constant recall and recognition among consumers. Meanwhile, the brand is also spreading its wings, entering newer segments. It is currently in the process of launching a complete men's line by early next year. It is also working on increasing its penetration model in Tier I, Tier II and Tier III cities. We recently caught up with Samir Modi, Founder &amp; Managing Director at Colorbar Cosmetics to understand how the business was impacted by the pandemic and all that it is doing to get back on track, and its plans for the next few years. Excerpts: Q) 2020 was a difficult year for brands across the world. How did the pandemic affect Colorbar? 2020 was a very difficult year in many aspects, the markets were down, retail was closed, customers were not coming in, shops were closed and new product launches were delayed. We had to withdraw some products from an expectation point of view. We also had to take care of our beauty advisors in the market and make sure that their livelihood is maintained in respect of sales happening. Now that the second wave of pandemic is hopefully on closure and markets opening, we feel far more at ease. The markets are normalising, sales are up, we are evolving and new products are coming in and with customers being more buoyant, we are very enthused that the recovery has happened and we are continuing to grow. Q) How have things been in 2021? What was your recovery strategy? 2021 has been great in establishing ourselves once again and reinforcing our strategy. The first strategy that we implemented on recovery was to clear the market. We wanted to start with the product being fresh. We put out a lot of programs for our beauty advisors to motivate them to reach out to our retailers, to reconnect the ties and assure them that we will get through the pandemic and move forward. We also introduced new products since we get quick wins to build the confidence of the beauty industry, which includes our suppliers and retailers who are very important and our leadership stakeholders who are associated with Colorbar are our prime concern inside and outside and I feel that this is the reason we’re back on track and are growing. Q) How did you revamp your online strategy to ensure you reach your consumers when they are stuck at home? We introduced essentials, the only segment that was prevalent during the pandemic. We came up with a robust program for our beauty advisors. We became digitally aligned so they could reach out to customers who they knew personally and could fulfill their makeup needs by joining our D2C ventures. We also reached out to our loyal members by offering them special discounts and initiatives. This was when we experienced that skincare as a segment was picking up pace. We also launched the Blue Light Defense Range in the pandemic, which no other brand had during that time. At a time when consumers were glued to their screens, we needed something in the market to salvage the skincare-related issues cropping up, owing to limitless hours of WFH. We launched this collection to help protect the skin from the blue light that emanates from the screen. A step in the right direction, it opened various avenues for us and we understood the need of the hour. We have also launched an entire collection of Hemp, focusing on nature-inspired products and ingredients. We feel we are the first ones to launch something of that magnitude for consumer wellbeing. The combination of essentials and increased focus on skincare while enabling advisors to reach out to their customers was a culmination of things that really helped us get out. Q) What part of your business is coming from online sales now? How much of that is coming from your own website and how much is from other ecommerce platforms? Predominantly marketplace and offline lead brands account to our major online sales. Today, the GA business brings the marketplace model between the <keyword id="6376684" type="General" weightage="20" keywordseo="nykaa" source="Orion">Nykaa</keyword> and Myntra into the world which is 30% and the balance 70% comes from the EBO (Exclusive Brand Outlets), GT (General Trade), MT (<keyword id="2721998" type="General" weightage="20" keywordseo="modern-trade" source="Orion">Modern Trade</keyword>) source that we have. We also have a new strategy going forward for our own brand on the website that is now coming into force. We will have a full reverse structure also for D2C straight from our portal by January 2022. Q) What has your marketing strategy been in these difficult times? How are you making sure you are top-of-mind for your consumers? Did you increase your marketing spends this year? For a constant recall and recognition and to be on the top of minds of the consumers, we had 2-3 phases of strategy. First being for the customer, second the retailer and third the beauty advisor. In terms of an outreach program for retailers, we've launched a very robust program through renewed stickiness since Colorbar is already in the top 3 brands across stores. As a ‘feel-good’ strategy for beauty advisors, we launched an entire program called Project Ghar, Laggan, and Brides, which are programs that are introduced to make the beauty advisor feel like a larger part of the family since even a small amount makes a big difference for them. And thirdly, we are spending a lot more on performance marketing. There's been a lot on our social media to remain on top of the minds of our customers. We also do a lot of online training sessions to give consumers the skill sets of new techniques, new products and help them imbibe newer skill sets that they didn't have time to dwell on before. Q) Going ahead will there be any change in your marketing strategy? Going ahead, we will be doing many things that are different and are now broken up into offline, online and experiential selling. In the offline space, we are going in depth to where we currently are, adding close to 5000 outlets in the next one year. In our EBO’s, we plan to add another 100 stores to existing stores. We are re-doing our own website and are launching 2 or 3 new brands in the digital segment. We will have a presence offline on those brands but predominantly it is going to be direct to the consumer. The money being spent is really on each of these elements. One is a personalized touch and experience with the retailer where there is nothing to do about business but it was really about their support that got us here and to thank them, to validate that and to celebrate the reason why we are here. Colorbar is not just about sales, it's the relationship that binds us with our stakeholders. With the increased incentive and motivation, the beauty advisors are elated when I personally check up on them during my market visits. It is really about the experience called Colorbar and that is what I believe in. I believe that every touchpoint that we go to should not always be about sales but also the brand values are and these are things that are being pushed forward in the industry. Q) How are you going deeper into the country? Until now we have restricted ourselves to man counters to about 1300 outlets which were part of general trade monitoring and EBOs. Now with our EBOs being by about 100 stores, we will be increasing our penetration model in Tier I, Tier II and Tier III cities. We are going to be further supported to get online. It is a combination of deeper penetration into existing cities as we get to new cities and also looking at a new focus on the brand for Tier II and Tier III. Q) What kind of sales are you witnessing from smaller cities? Is the sales there still driven by physical stores or are they comfortable with shopping online for cosmetics now? I think smaller cities are still showing a propensity to come offline. Online is still a phenomenon which is more Tier I. But irrespective of Tier I or Tier II, I think more and more customers are now coming out because they are tired of staying at home and they are coming out to experience the product and feel the product. And that is one reason why we are also finding that our sales have now gone ahead compared to the pre-pandemic times. Q) What kind of growth have you witnessed in the past few years? Do you think you will get back to pre-pandemic levels next year? During the pre-pandemic times, we had a CAGR growth of 40% and during the pandemic the figures actually went down to almost 0. Today, we have crossed pre annual levels, our recovery and we are now ahead of that by almost 20%. So I think that we are right now in a very good position and we only feel that we should cross the 40% CAGR in the next few years to go ahead of 60%. Q) Is there any interesting trend that you have witnessed that you would want to talk about? A few trends that are coming out in the market one is Minis. I think more and more people are trying to put minis in their collections. Minis on their own don’t work, but I think minis in sets are something that is going on as a trend. Skincare is becoming a trend and is far stronger than earlier. Another big trend that is coming out is natural makeup and skincare in men. I think men are going to be the fastest growing segment and we are also looking to launch a complete men's line by early next year. Q) Where will the next phase of growth for Colorbar come from? Colorbar has 2-3 verticals where we feel we will grow: ● Online D2C where we were not strong earlier and will strengthen that portfolio for the next few years. That is where we will play a major role. ● More Colorbar stores in the future ● Deeper penetration ● New brand launches ● A wider product portfolio that will encompass men ● We will be getting into nutraceuticals next year which will have a beauty twist. For example, Gummy Bears which will be good for skin and nails to enhance beauty and give radiance to the skin. This will be digestible but will have a beauty element to it

The men’s segment is going to grow the fastest, we’ll launch a complete men's line by early next year: Samir Modi, Colorbar Cosmetics

<ul><li>Bollywood star <keyword id="6354526" type="PERSON" weightage="20" keywordseo="alia-bhatt">Alia Bhatt</keyword> has invested an undisclosed amount in beauty e-commerce platform <keyword id="6376684" type="UNKNOWN" weightage="20" keywordseo="nykaa">Nykaa</keyword>.</li><li>Like <keyword id="6354850" type="PERSON" weightage="20" keywordseo="Katrina-Kaif">Katrina Kaif</keyword>, Bhatt also has made the investment through a secondary transaction. </li><li>In May 2020, Nykaa had raised ₹100 crore ($13 million) from Steadview Capital, one of its existing investors.</li></ul>Bollywood star Alia Bhatt has invested an undisclosed amount in beauty e-commerce platform Nykaa. The investment was made through a secondary transaction. Bhatt’s investment comes just days after <a href="https://www.businessinsider.in/business/startups/news/bollywood-star-katrina-kaif-invests-in-nykaa-a-year-after-she-launched-her-own-beauty-line-on-the-e-commerce-platform/articleshow/78697016.cms">Katrina Kaif</a> invested in Nykaa. Kaif had launched her own beauty line ‘Kay Beauty’ last year on the platform. Confirming the investment from Bhatt, Nykaa’s founder and CEO Falguni Nayar said, “Alia and I had a very interesting conversation about how both she and Nykaa were launched in 2012. She said the three reasons she wanted to invest in Nykaa were because it has Indian roots, it is founded by a woman and Nykaa is proof that the best in India can take on the best in the world.” Nykaa has been upping its game in the e-commerce category. It recently launched Nykaa Man – grooming products for men and has also been ramping up its fashion e-commerce portal Nykaa Fashion. Earlier in May 2020, Nykaa had raised ₹100 crore ($13 million) from Steadview Capital, one of its existing investors. The investment had brought Nykaa a ticket to the unicorn club, having already raised over $100 million in total funding. According to <a href="https://www.financialexpress.com/industry/nykaa-enters-unicorn-club-with-fresh-rs-100-crore-funding/1916533/">reports</a>, Nykaa had turned profitable in FY19, posting profits of ₹2.3 crore, while its revenues touched ₹1,159.32 crore. The eight-year old e-commerce platform has risen rapidly over the years and has over 5 million monthly active users, 70 stores across India, fulfilling over 1.5 million orders a month. SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/kotak-mahindra-bank-share-price-jumps-after-earning-reports-and-possible-msci-inclusion/articleshow/78887434.cms">Kotak Mahindra Bank surges 10% on earnings upgrades and potential MSCI inclusion</a> <a href="https://www.businessinsider.in/business/corporates/news/hcl-tech-is-looking-to-expand-operations-in-canada-if-h-1b-visa-issues-persist/articleshow/78884838.cms">EXCLUSIVE: HCL Tech is expanding operations in Canada as H-1B visa issues persist</a>

After Katrina Kaif, Alia Bhatt invests in e-commerce unicorn Nykaa

A 27-year-old man held an <keyword id="11919569" type="General" weightage="20" keywordseo="Apple-Store" source="Orion">Apple Store</keyword> customer hostage for several hours at the company's flagship store in <keyword id="22442" type="General" weightage="80" keywordseo="amsterdam" source="Orion">Amsterdam</keyword> and demanded $200 million in cryptocurrency. The suspect, in camouflage gear, fired a gun and then held an <keyword id="6354427" type="General" weightage="100" keywordseo="apple" source="Orion">Apple</keyword> employee hostage for several hours before being apprehended late on Tuesday. <cmsannotation type="cmsannotation" annotationid="wazirx" comment="wazirx" text="wazirx">wazirx</cmsannotation> Several other people who were also inside the Apple Store managed to escape. "The suspect has since been taken to hospital. For the time being, we are still conducting extensive research in the Apple Store on Leidseplein," the <keyword id="1919220" type="General" weightage="20" keywordseo="amsterdam-police" source="Orion">Amsterdam Police</keyword> said in a tweet early on Wednesday. Police on the scene hit the running suspect with an armoured BMW X5. "As the suspect lay motionless on the ground, police sent over a robot to check him for explosives, confirming none were present," reports The Verge. It's unclear what prompted the incident. According to the police, the suspect "sent selfies and other photos to AT5 (a local publication) during the incident that appeared to show him wearing a bomb vest". Amsterdam newspaper Het Parool reported several details as police said the hostage-taker requested water which was brought into the store by a robot. The hostage then took that opportunity to run for safety. Apple was yet to comment on the incident. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/cryptocurrency/news/bitcoin-ethereum-cardano-and-others-gain-on-dip-buying/slidelist/89763286.cms">Bitcoin, Ethereum, Cardano and others gain on ‘dip buying’</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/hero-motocorp-nykaa-hdfc-and-other-hot-stocks-on-february-23/slidelist/89761963.cms">Hero MotoCorp, Nykaa, HDFC and other hot stocks on February 23</a>

Man in Amsterdam demanded $200 million in crypto after taking Apple store employee and customer hostage for several hours

<ul><li>As a D2C house of brands that’s going public, Honasa is a new IPO theme for investors.</li><li>HUL, Marico etc. are listed peers but it also has a lot in common with new-age companies like high advertisement expenses.</li><li>Honasa’s capex plans to go offline and customer acquisition cost can dent the profitability of the company, which has posted losses in FY23.</li><li>The company is catering to the premium BPC sector which in turn caters to the changing needs of the urban millennials and GenZs. </li></ul>If you are an investor who is tired of the same old consumer companies, there is a new theme in town. A direct-to-consumer or D2C company that houses several brands, Honasa Consumer, has taken the off-beat path of going public. “It can be a new IPO theme. There have been many D2C brands that were acquired by companies like Marico acquiring Plix, Beardo and Emani with The Man Company. This is the only one to go public,” says Preeyam Tolia, senior research analyst of FMCG &amp; Retail at Axis Securities. This ₹1,701 crore IPO, however, is also an acid test for direct to consumer (D2C) companies dreaming to go public. After the mixed reaction that many new-age digital companies like PayTM, Zomato and Nykaa received from the markets, most digital businesses are met with askance. Who are the peers? As a product creator, the company quotes HUL, Marico, Marico etc. as its peers. However, the company which produces its products via contract manufacturing, shares many traits with new-age companies. Honasa is one of the first-movers in the sector, and grew at a breakneck speed of 80% compounded annual growth rate (CAGR) for the last two years. In the crowded online BPC market, it managed to gain a market share of 5.4%, as per Redseer. It’s also in the most alluring businesses of the times. The BPC sector itself is expected to grow at a CAGR of 10% between 2022-27, the consulting firm says. It’s also establishing exclusive brand outlets (EBOs). But, it’s primarily a digital company that’s true to its nature. “We follow and listen to consumers and use the data to create new products. For example, our onion-based hair care products are based on the advice that most people receive as an antidote for hair fall. But people also pointed out that it’s tough to extract and use. That’s how we created it,” explained Varun Alagh, founder and CEO of Honasa Consumer at the company’s IPO press conference. In addition to its flagship, it has expanded its portfolio by incubating three brands and acquiring two more. It now has The Derma Co, Aqualogica, Ayuga, Dr Sheth’s and BBlunt (salons and products) – all catering to the new-age Indians who love tailor-made products. The ad-burn conundrum Honasa had to spend a lot of money to market the uniqueness of its varied products to the right consumers via online and offline channels. Its ad expenses stood at 34.99% of its revenue from operations as of June end. Experts say that it’s normal for a D2C company like itself. “D2C brands require a lot of advertising and promotional spends. They do need to invest in scaling up brands and they have been able to because of PE funds. But in a listed environment, it’s too early to comment on how they will fare,” comments Tolia. A large chunk of the net proceeds raised from the fresh issue will go towards ad expenses. It intends to spend more towards physical presence like more EBOs and BBlunt salons. That’s good for the brand in terms of customer acquisition cost, but in the long run. “As the brand scales, the company is looking to connect consumers offline. A large part of the revenue decline is concentrated in its D2C website and app, where CAC (customer acquisition cost) is considerably high. As consumers shift to the offline mode, CAC needs will also reduce,” said a report by Emkay. According to a Redseer report, most investors into new-age companies are confused about their business models. They’re unsure of which bucket a company falls into, especially when they go online to offline. They’re positioned online but grow offline. These are different models cost and growth-wise, it said enumerating investor concerns on startup listings. Moreso, the company had taken an impairment hit due to its subsidiary Momspresso in FY23, dragging it into losses to the tune of ₹150.9 crore. It had posted a profit of ₹14.4 crore in FY22. Its high expenses makes it tough to get back to the profit path, say analysts. “The company's focus on product development and innovation R&amp;D may impact short-term profitability due to high advertising expenses and capital expenditure,” says Prashanth Tapse, senior VP of research at Mehta Equities. What’s in it for the investors? The IPO is a combination of fresh issue and offer-for-sale (OFS). But the size of the fresh issue is much smaller than the OFS by promoters and other selling shareholders who will take a lion’s share of the intended fundraise of ₹1,701 crore. “New investors should be cautious as the IPO includes fresh share issuance of ₹365 crore and a low promoter stake of 37.41%. Conservative investors may wait and watch, while risk-takers can consider long-term investment for potential growth. However, the IPO appears to be overvalued in the current market conditions, and historical listings with high valuations have often faced post-listing challenges,” opines Tapse. Emkay too has broken its opinion on the company into three different scenarios — all based on how much of its past growth it can keep up with. If it’s able to double its turnover in three years, it’s an attractive investment. If it can keep up with its 20% revenue CAGR, it can be defined as ‘fair’, but if its revenue grows under 10%, then it’s an expensive investment. It all boils down to how far and clearly investors can gaze into the crystal ball.

Honasa Consumer’s D-Street debut an acid test for D2C companies

The Supreme Court has said that the Constitution has vested enormous powers on the "fragile shoulder" of the <keyword id="50926" type="General" weightage="20" keywordseo="Chief-Election-Commissioner" source="Orion">Chief Election Commissioner</keyword> (CEC) and the two Election Commissioners (ECs) and stressed on the "fair and transparent mechanism" so that the "best man" is appointed as the CEC. A five-judge Constitution bench, headed by Justice KM Joseph told Attorney General R Venkataramani, who appeared in the matter on behalf of the Centre, that it is important that through a "fairly good procedure someone of strong character is appointed" as the CEC. Venkataramtold the bench that nobody can have any objection to it and even the government is not going to oppose the appointment of the best man, but the question is how can it be done. "Enormous power has been vested on the fragile shoulder of three men (two ECs and the CEC). We have to find the best man for the post of CEC. The question is how do we find that best man and how to appoint that best man," the apex court said. The bench also comprising justices Ajay Rastogi, Aniruddha Bose, Hrishikesh Roy and CT Ravikumar, said that the absence of a law for the appointment of Election Commissioners has resulted in an "alarming trend". It pointed out that Article 324 (2) mandates the framing of law for the selection and appointment of CEC and ECs but nothing had been done in the last seven decades. "This is how the silence of the Constitution is being exploited," the bench added. Justice Joseph remarked, "It's a very, very disturbing trend. After TN Seshan (who was CEC for six years between 1990 and 1996), the slide began when no person has been given a full term. What the government has been doing is that because it knows the date of birth, it ensures that anyone who is appointed as the CEC does not get his full six years... Be it the UPA government or this government, this has been a trend." The apex court was hearing pleas challenging the constitutionality of the present appointment process of CEC and ECs and contended that appointments were being done as per the whims and fancies of the executive. The petitions sought the creation of an independent collegium or selection committee for future appointments of CEC and two other ECs. The petitions stated that unlike the appointments of the CBI director or Lokpal, where the leader of the Opposition and judiciary have a say, the Centre unilaterally appoints the members of the Election Commission. The apex court referred PILs to the Constitution bench on October 23, 2018. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/inox-green-energy-services-lists-at-6-92-discount-lower-than-grey-market-expectations/articleshow/95703045.cms">Inox Green Energy Services lists at 6.92% discount, lower than grey market expectations</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/sensex-nifty50-open-higher-amid-positive-global-cues-nykaa-inox-green-adani-enterprises-among-stocks-in-focus/articleshow/95702219.cms">Sensex, Nifty50 open higher amid positive global cues: Nykaa, Inox Green, Adani Enterprises among stocks in focus</a>

Fair, transparent mechanism required to appoint someone of strong character as Chief Election Commissioner: SC

The <keyword id="28504" type="General" weightage="50" keywordseo="kerala" source="Orion">Kerala</keyword> government is set to raise salaries and allowances of its legislators and ministers for which a one-man judicial commission has been appointed. A decision to this effect was taken at the weekly cabinet meeting held here on Wednesday. Justice (rtd) <keyword id="483558" type="General" weightage="80" keywordseo="ramachandran-nair" source="Orion">Ramachandran Nair</keyword> was appointed and asked to submit his report in six months. The state has 140 legislators and one nominated legislator. Currently, every legislator gets a minimum monthly salary of Rs 70,000 and goes up to Rs 90,000 which includes allowances. The last hike was effected in 2018. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/tech/news/samsung-teases-its-upcoming-foldable-phone-check-out-the-expected-design-and-features/articleshow/93159080.cms">Samsung teases its upcoming foldable phone - check out the expected design and features</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/nykaas-falguni-nayar-takes-over-kiran-mazumdar-shaw-as-the-richest-self-made-indian-woman/articleshow/93158649.cms">Nykaa’s Falguni Nayar takes over Kiran Mazumdar Shaw as the richest self made Indian woman</a>

Kerala is all set to hike salaries, allowances of legislators and ministers

Former <keyword id="7349800" type="General" weightage="50" keywordseo="bharatpe" source="Orion">BharatPe</keyword> co-founder and managing director <keyword id="2988161" type="General" weightage="80" keywordseo="ashneer-grover" source="Orion">Ashneer Grover</keyword> has revealed he made a cool ₹2.25 crore from <keyword id="830092" type="General" weightage="80" keywordseo="zomato" source="Orion">Zomato</keyword> IPO within 8 minutes of its opening in July last year. In his memoir 'Doglapan', <keyword id="3433" type="General" weightage="100" keywordseo="grover" source="Orion">Grover</keyword> said that with the IPO being oversubscribed more than 30 times, he got an allotment of shares worth over ₹3 crore. "My RMs (relationship managers), based on grey-market premiums, were expecting the Zomato share to list between ₹85-90, as against an issue price of ₹76. I, however, was certain that it would do far better. When the share opened on the listing day at ₹116 per share, I mandated them to sell all my shares," he wrote. By the time the trade got executed, "I got a selling price of ₹136 per share. With my landing cost after interest being between ₹82-85, 1 ended up making over ₹2.25 crore," he said. "Within eight minutes of the Zomato IPO opening, I had made over ₹2.25 crore." Grover said that he became a little greedy post the Zomato IPO. "I went in for the Car Trade IPO but ended up losing ₹25 lakh there," he said. Grover, currently facing a court case filed by BharatPe that he co-founded, said that he was bullish on the Zomato IPO on several counts. "Of course, I knew of Deepinder (Goyal), and I am a big believer in his ability to persevere and keep building big. Fundamentally, with the pandemic the ticket size of their orders had grown, as people were ordering food from home for 3-4 members in the family, as against single rolls in office, thereby increasing Zomato's absolute margins," he wrote. Moreover, with restaurants completely dependent during lockdowns on app orders, there was no risk of the take-rate coming down. "On the other hand, job insecurity among delivery boys kept delivery costs in check. In fact, COVID magically solved the food delivery economics in the country overnight, just like it skyrocketed <keyword id="6358921" type="General" weightage="50" keywordseo="upi" source="Orion">UPI</keyword> penetration," said Grover. Grover was in a heated tussle with Kotak Mahindra Bank after their financing arrangement during the IPO of FSN E-Commerce Ventures Ltd., which owns Nykaa, failed to materialise. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/uber-rides-indians-spent-11-billion-minutes-traveling-and-covered-4-5-billion-kilometers-in-2022/articleshow/96535396.cms">Indians spent 11 billion minutes traveling and covered 4.5 billion kilometers in 2022 in this taxi service</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/venugopal-dhoot-the-man-who-went-from-making-colour-tvs-to-being-involved-in-the-icici-bank-loan-fraud-case/slidelist/96537909.cms">Venugopal Dhoot – The man who went from making colour TVs to being involved in the ICICI Bank loan fraud case</a>

I made ₹2.25 crore within 8 minutes of Zomato IPO opening: Ashneer Grover

<ul><li>Analysts say FMCG, auto makers and clothing company stocks are expected to witness strong demand.</li><li>Raksha Bandhan, Ganesh Chaturthi, Navratri, Diwali, Dussehra are considered auspicious for purchases of valuable items like automobiles, apartments or even going on a shopping spree for clothing, watch,electronics etc.</li><li>Besides, India’s consumption story is coming across to be strong even as Inflation may be hurting household budgets.</li></ul>Festive season that starts from August and runs till December brings limelight on company stocks, whose products and services are in high demand during the period. The festivals of Raksha Bandhan, Ganesh Chaturthi, Navratri, Diwali, Dussehra are considered auspicious for the purchase of valuable items like automobiles, apartments. Also, people tend to go on shopping sprees this season for clothing, watches, electronics etc. Analysts say FMCG stocks are best performers during the season led by demand for sweets, chocolates and snacks. “Festive season is around and some stocks in sectors like FMCG, auto, banking might see some good action due to increased demand during these times. Recently there has been a record growth in auto sales with long waiting times, in spite of the inflation concerns. Some stocks to look for could be Tata Motors, Mahindra and Mahindra,Titan and other banking stocks,” Manoj Dalmia, founder and director at Proficient Equities told Business Insider India. <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;">Festive stocks </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;">% returns in last one year </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;">Tata Motors </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;">59% </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;">M&amp;M </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;">60% </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;">Maruti Suzuki </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;">26% </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;">Titan </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;">34% </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;">DMart </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;">18% </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;">Shoppers Stop </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;">159% </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;">Manyavar </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;">27% </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;">Raymond </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;">127% </td></tr></tbody></table> And, there are weddings too Right along with the festival season comes the wedding season and that’ll spur the demand even further – making the season of shopping sprees last longer. “FMCG stocks tend to do well during festive season with stocks like DMart, Shoppers Stop being in the limelight. Apart from the festive season, it’s also the marriage season so stocks like Manyavar, Raymond, these stocks would be back in focus because of the shopping spree,” Kranthi Bathini, director of equity strategy at WealthMills Securities told Business Insider India. Moreover, India’s consumption story is coming across to be strong even as inflation may be hurting household budgets. Consumers, experts say, are not yet cutting back on discretionary items like skincare and cosmetics. In a recent interview with Nykaa CEO Achint Nayar he said that consumers are not cutting back on small luxuries despite inflation. Especially in the premium category, there are fewer consumers who are unlike in the case of FMCGs in the last few months. Morgan Stanley too backed the India consumption story and said in a recent report that it consumption will pick up in the coming quarters, as the economy is now fully reopened and supported by job creation and income growth. It says that <a href="https://www.businessinsider.in/business/news/healthy-household-balance-sheets-will-push-auto-consumer-goods-sales-morgan-stanley/articleshow/93473239.cms">India’s household balance sheets </a>are healthy and a conducive macro backdrop will keep consumer confidence high. “India’s consumption story is not a one day or one season story, it's going to be a much buoyant story in the coming days because the disposable income of people is going up. Besides, despite the increase in interest rates, real estate is picking up as people tend to book during the festive season,” added Bathini. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/food-delivery-startup-qmin-claims-to-be-the-only-profitable-business-among-its-peers-like-zomato-swiggy/articleshow/93520527.cms">Taj Hotels’ Qmin food delivery app claims to be the only profitable business among its peers</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/entertainment/news/avatar-2-black-panther-2-ant-man-here-is-a-complete-list-of-hollywood-movies-expected-to-hit-indian-theaters-in-the-next-6-7-months/articleshow/93522825.cms">Avatar 2, Black Panther 2, Ant Man — Here is a complete list of Hollywood movies expected to hit Indian theaters in the next 6-7 months</a>

Here’s a list of stocks that can benefit from the festive season

<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>It is finally that time of the year when you let your loved ones know just how much they mean to you or look at yourself in the mirror and remind yourself that you are totally worth it.</li><li>Whether you are spending your <keyword id="6426726" type="General" weightage="100" keywordseo="valentine" source="Orion">Valentine</keyword>’s with your partner or at home with your pets and loved ones, Indian brands have got you covered.</li><li>Here are some of the best Valentine’s Day campaigns we came across this year.</li></ul>The season of love is here and it’s all about making it extra special for our loved ones. This Valentine’s Day, brands are also encouraging consumers to celebrate all kinds of love. They are asking consumers to look in the mirror and remind themselves that they are worth it, asking them to spend some quality time with their sisters, pets, or partner. A few campaigns revisit the traditional codes of a ‘valentine’ and nudge us to open our minds and hearts to the simple truth that love needn’t be found, in fact, there are many kinds of love we celebrate every day. Whether it is your love for travel or your friends, brands are making sure that they target all kinds of consumers by telling them that love can be found everywhere. Social media is also abuzz with campaigns, hacks, and to-do lists on how people can make their loved ones feel special. Here are a few campaigns that stood out: Nykaa <div type="Youtube" id="eV9jmYlNLCQ" title="Celebrate All Kinds Of Love this Valentine's Day 2022 | #YourStyleOfLove | Nykaa Fashion" thumbUrl="https://i.ytimg.com/vi/eV9jmYlNLCQ/mqdefault.jpg"></div> Cadbury 5 Star <div type="Youtube" id="_Cnb5XLL5Q4" title="Cadbury 5 Star | Valentine’s Day Alibi" thumbUrl="https://i.ytimg.com/vi/_Cnb5XLL5Q4/mqdefault.jpg"></div> Carat Lane <div type="Youtube" id="_dU1GCpMPdA" title="Perfect Valentine's Gift For Your Sister" thumbUrl="https://i.ytimg.com/vi/_dU1GCpMPdA/mqdefault.jpg"></div> OYO <div type="Youtube" id="kTDwix4gleg" title="Monday Found Love" thumbUrl="https://i.ytimg.com/vi/kTDwix4gleg/mqdefault.jpg"></div> SKINN <div type="Youtube" id="t3nYqMakHDU" title="Best Said With SKINN" thumbUrl="https://i.ytimg.com/vi/t3nYqMakHDU/mqdefault.jpg"></div> The Man Company <div type="Youtube" id="IBT_qoC0Vnw" title="This Valentine's let's celebrate the #ScentOfAGentleman | The Man Company | #GentlemanInYou" thumbUrl="https://i.ytimg.com/vi/IBT_qoC0Vnw/mqdefault.jpg"></div> John Jacobs <div type="javascript" title="Instagram" contenttype="Video"><cdata><![CDATA[ ]]></cdata></div> WOW Skin Science <div type="Youtube" id="nhy-USdb5aM" title="Happy Valentine’s Day from Nature" thumbUrl="https://i.ytimg.com/vi/nhy-USdb5aM/mqdefault.jpg"></div> Westside <div type="javascript" title="Instagram" contenttype="Video"><cdata><![CDATA[ ]]></cdata></div>

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