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

Hindustan Unilever shares tumble over 6% post Q2 results

<keyword id="20021345" type="General" weightage="20" keywordseo="TVS-Motor-Company" source="keywords" meta.keywordsubtype="org" meta.entityname="TVS Motor Company" meta.hostid="153" meta.entityid="TVS Motor Company">TVS Motor Company</keyword> expects to grow faster than the competition across domestic and <keyword id="20108266" type="General" weightage="20" keywordseo="international-markets" source="keywords">international markets</keyword> this fiscal, riding on the back of new <keyword id="22697277" type="General" weightage="20" keywordseo="product-launches" source="keywords">product launches</keyword> and strengthening of operations across key regions, according to CEO KN Radhakrishnan. He noted that in the <keyword id="20046426" type="General" weightage="20" keywordseo="domestic-market" source="keywords">domestic market</keyword>, the company expects growth momentum to continue with normal monsoons likely to add strength to the <keyword id="19929089" type="General" weightage="20" keywordseo="rural-markets" source="keywords">rural markets</keyword>. In international markets, Radhakrishnan exuded hope to perform better in key markets like Africa this year while expanding operations in other regions like the Middle East and Latin America. "Our strong product portfolio; our unwavering focus on the consumers, quality, new products and attractive quality and technology, we are confident that we will outperform the industry both in the domestic and international markets," Radhakrishnan said in an analyst call. He noted that the growth momentum is likely to be maintained with the budget focusing on employment generation, continued higher commitment to infrastructure and rural economy. "We are expecting rural markets to recover. With the expected normal monsoon, we could witness robust growth in Q2," Radhakrishnan stated. He noted that for the first time the company is witnessing that the rural areas were doing slightly better than the urban markets. The improving road infrastructure and economic environment will drive the demand for two-wheeler mobility, he added. The <keyword id="21048623" type="General" weightage="20" keywordseo="two-wheeler-segment" source="keywords">two-wheeler segment</keyword> has got a huge opportunity in the medium and the long term given the challenges in mobility as well as also investments from the government on the infrastructure and road development, he said. The company, which has earmarked over Rs 1,000 crore capex this year, is gearing up to introduce one product each in the electric and internal combustion engine segments in the ongoing quarter. A significant proportion of the earmarked capital is expected to go towards the design and development of new products, Radhakrishnan stated. "I want to highlight that the company will be launching one product in ICE and one product in EV in this quarter and that will further strengthen our range of product portfolio," he said. Commenting on international business, Radhakrishnan said that the Red Sea issue has led to challenges in terms of enhanced transit periods for overseas dispatches. He noted that <keyword id="62356" type="General" weightage="100" keywordseo="TVS" source="Orion">TVS</keyword> has taken enough countermeasures to mitigate these challenges and the situation is likely to improve in the ongoing quarter. Certain select African markets are facing challenges due to currency devaluation and persistent inflation, he said. "However, considering the base effect in our assessment, the possibility of further decline in Africa is low. We feel that we will be doing better in Africa this year," he added. He further said: "Besides, Latin America gives us a huge opportunity. We have started exporting to LATAM. In Asia, we are seeing some challenges in Bangladesh, but we are hopeful that things will settle down soon." The Middle East is also a huge opportunity for TVS and the company is strengthening its operations in the region, he stated. For the April-June quarter this fiscal, <keyword id="46156" type="General" weightage="20" keywordseo="TVS-Motor" source="Orion">TVS Motor</keyword> Company reported a 6 per cent year-on-year increase in consolidated net profit at Rs 461 crore. Total income rose to Rs 10,448 crore for the period under review as compared to Rs 9,142 crore in the year-ago period.

TVS confident of outperforming industry in domestic, global markets following new product launches, ops strengthening

<keyword id="19896956" type="General" weightage="100" keywordseo="Swiggy" source="keywords" meta.keywordsubtype="org" meta.entityname="Swiggy" meta.hostid="261" meta.entityid="Swiggy">Swiggy</keyword>’s stock market debut has been awaited for a long time and recent reports suggest that the Bengaluru-based company is expected to raise more than USD 1 billion through its IPO. Reports also suggest that the company might soon file its draft red herring prospectus (DRHP) with the <keyword id="19901204" type="General" weightage="20" keywordseo="Securities-and-Exchange-Board-of-India" source="keywords" meta.keywordsubtype="org" meta.entityname="Securities and Exchange Board of India" meta.hostid="261" meta.entityid="Securities and Exchange Board of India">Securities and Exchange Board of India</keyword> (Sebi), potentially launching its IPO as early as this week. Meanwhile, Swiggy has been busy implementing several notable changes across its operations, probably to gear up for its IPO. From changing leadership to expanding Instamart’s reach, let us take a look some changes implemented by Swiggy in the last few months. <h2>Leadership overhaul </h2> One of the most significant shifts has been at <keyword id="19939135" type="General" weightage="20" keywordseo="Swiggy-Instamart" source="keywords">Swiggy Instamart</keyword>, the company's quick commerce arm. Swiggy appointed <keyword id="22954620" type="General" weightage="20" keywordseo="Amitesh-Jha" source="keywords">Amitesh Jha</keyword>, a seasoned executive from Flipkart, as the new CEO of Instamart last month. This move marks the third leadership change for Instamart in just 18 months. As part of this transition, Phani Kishan, the outgoing head of Instamart, was announced to take on a broader role within Swiggy, overseeing the Central Growth unit and working closely with co-founder Sriharsha Majety on new initiatives. <h2>Expanding Instamart’s reach </h2> Swiggy Instamart has also been on an expansion spree, recently launching in 11 new cities across India, including Rajkot, Thrissur, and Kanpur. This expansion marks a strategic push into Tier 2 and 3 cities, broadening its customer base beyond metropolitan areas. The platform, which offers delivery of daily essentials in just 10 minutes, also said in a press release that it has seen encouraging results in these new locations. In Mangalore, for example, a new store achieved 1,000 orders in a single day faster than many larger cities. This localised approach, featuring partnerships with regional vendors, has enhanced Instamart’s appeal and efficiency in serving diverse customer needs. "Users across India already recognise the convenience Swiggy provides," Amitesh Jha said in a press release and added, "The enthusiastic demand from smaller towns and cities has been incredibly encouraging. Our expansion into these new locations marks a significant milestone, allowing even more people to experience the ease of having thousands of products—from everyday essentials to electronics and toys—delivered in just 10 minutes from both national and local brands." <h2>Changes in management </h2> Swiggy has also made notable changes in its management team recently. Himavant Srikrishna Kurnala, previously with Reliance Retail’s JioMart, was appointed as the head of product for Instamart earlier this year. His appointment is part of a broader strategy to strengthen the team ahead of the IPO. Other key hires include Mayank Rajvaidya, who has been named vice president of fruits and vegetables, and Manu Sasidharan, who joined as associate vice president of the FMCG category. These additions come in the wake of several high-profile departures from the company, signalling a recalibration of Swiggy’s leadership structure. <h2>Policy changes for restaurant partners </h2> Swiggy’s founder recently revealed that the decade-old startup partners with over 3 lakh restaurants today. And thus, when a policy change decision was announced that impacted restaurant partners directly, it made headlines. In a move to standardise its service fees, Swiggy extended its gross value service fee policy to restaurants in non-metro areas. This change, effective from August 14, involves charging a service fee on the gross value of orders, including GST and packaging fees. This adjustment was expected to lead to an increased commission for restaurant partners in smaller towns and cities. The policy shift aligns with the fees already applicable to restaurants in larger urban areas and reflects Swiggy’s efforts to streamline its revenue model. <h2>Converting into a public limited company </h2> To facilitate its upcoming IPO, Swiggy also transitioned from a private limited company to a public limited company. Earlier this year, Swiggy updated its name to <keyword id="23191546" type="General" weightage="20" keywordseo="swiggy-limited" source="keywords">Swiggy Limited</keyword>, removing the term 'Private' to better align with its public offering aspirations. This strategic move was intended to prepare the company for public investment and enhance its market presence. As Swiggy readies itself for its IPO, these changes underscore the company's commitment to growth, innovation, and adaptability. The upcoming listing marks a significant milestone in Swiggy’s journey, reflecting its ongoing evolution and strategic realignment in the competitive food delivery landscape.

Swiggy is preparing for its IPO soon: A look at some recent changes in the company

<ul class="summary-list"><li>Urban Revivo has been touted as a rival to Zara in Asia and is looking to expand to the West.</li><li>I tried on clothes at both shops, but my shopping experience at Urban Revivo was better.</li></ul>Urban Revivo is quickly emerging as a <a target="_blank" class="" href="https://www.bloomberg.com/news/articles/2024-06-24/chinese-zara-rival-urban-revivo-is-said-to-weigh-hong-kong-ipo">rival to Zara</a> in the Asian fashion market, with competitive prices, similar store aesthetics, and a large selection of clothing items.The fast-fashion brand, founded in 2006, has <a target="_blank" class="" href="https://urbanrevivo.sg/pages/about-us#:~:text=The%20brand%20has%20more%20than,United%20States%2C%20Europe%20and%20more">more than 300 outlets</a> in mainland China and Southeast Asia.But it now plans to expand its business to <a target="_blank" class="" href="https://www.businessinsider.com/urban-revivo-us-uk-expand-fast-fashion-nyc-london-fmg-2024-7">cities like New York and London.</a>Meanwhile, Urban Revivo's competition — the Spanish fast-fashion powerhouse Zara — is <a target="_blank" class="" href="https://www.theguardian.com/fashion/2023/dec/12/zara-pulls-uk-ad-campaign-images-gaza">weighed down</a> by <a target="_blank" class="" href="https://www.newsweek.com/zara-boycott-controversial-ad-bodies-sheets-israel-hamas-1851186">boycotts over the Israel-Gaza war</a>, impacting its reputation.I checked out the two brands' outlets in Singapore's Jewel Changi Airport and put together basic outfits in each store. Here's my review.<h2 id="baca7690-c343-4a6f-8321-42ad80b9f1ee">Urban Revivo's fits felt way better than Zara's</h2><div type="image" title="(Composite image) The author trying out basics from Zara and Urban Revivo." height="768" width="1024" msid="112163879" hostid="261" sizebytes="54848"></div>I wear US size 6, but I found it difficult to find pieces that fit me properly in Zara.I tried on four basic white tops, but some were too loose around the armholes, while others were too tight around the waist.I tried on a couple of pairs of jeans, too, but was again faced with the same issue.<div type="image" title="The outfit that the author picked out at Zara, consisting of a pair of jeans, a white tank, a beige cardigan and a handbag." height="960" width="1280" msid="112163870" hostid="261" sizebytes="163576"></div>I finally settled on a no-frills white tank ($18.50), a beige knit cardigan ($49), and the straight-leg jeans ($45.90). I added a basic white handbag ($56.60), bringing the total to $170.In contrast, the first thing I noticed about Urban Revivo's offerings was the quality of the pieces. They felt sturdier than the clothes at Zara. The first tank top I put on fit me like a glove, as did the first pair of jeans I tried.<div type="image" title="The outfit that the author picked out at Urban Revivo, consisting of a pair of jeans, a white tank, a black cardigan and a handbag." height="1280" width="960" msid="112163873" hostid="261" sizebytes="75446"></div>My picks included a black-outlined white tank top ($10), a cropped black cardigan ($41.60), a pair of dark wash jeans ($41.60), and a sparkly black handbag ($57.90), for a total of $151.10.However, one drawback for Urban Revivo was the range of sizes available in the store. The largest jeans size I saw was a US size 8, whereas, in Zara, the range went up to size 14.As the name suggests, Urban Revivo's pieces were more street-style than Zara's. Most pieces had a neutral color scheme compared to Zara's more colorful offerings.<h2 id="373b5067-cb9a-40b6-a406-858acacfd69c">The Urban Revivo store experience rivals Zara</h2>The two stores have similar aesthetics, with clean white interiors.Zara's store was largely open concept — a rectangular-shaped floor plan with most products hugging the walls.<div type="image" title="(Composite image) Zara's storefront in Singapore's Jewel, and a picture of its interior." height="768" width="1024" msid="112163880" hostid="261" sizebytes="62830"></div>It was also very brightly lit. The store design worked fine, but it wasn't anything spectacular.In contrast, Urban Revivo felt like it had intentionally curated its space with a flow in mind. The products were displayed in aisles, prompting shoppers to follow a proposed pathway.The store also had arches, adding visual interest to the outlet's design. <div type="image" title="Urban Revivo's interior." height="813" width="1083" msid="112163865" hostid="261" sizebytes="126878"></div>Unlike Zara's bright lights, Urban Revivo was lit more dimly, creating a more relaxed environment.Mário Braz de Matos, the cofounder of Flying Fish Lab, a branding consultancy agency in Singapore, told BI that Urban Revivo invests "far more than any other fast fashion brand in the shopping experience," something other brands like Zara, H&amp;M and Uniqlo are focusing less on.<h2 id="e4618bb1-1337-41b5-8074-989376f78d2a">But Zara doesn't have to worry just yet, experts say</h2>While I thought that Urban Revivo was a strong alternative to Zara, experts told BI it doesn't pose a major threat yet. For one, they say the two brands cater to different target demographics."The UR (Urban Revivo) styles are mostly cute and youthful, while Zara offers more sophisticated clothing, most likely for working," said Marcie Cooperman, a professor from the fashion marketing department of Parsons School of Design.Gregory Angel, an assistant professor of fashion at Parsons, echoed Cooperman's sentiments."Urban Revivo has a variety of products, but there is a 'sophomoric' feel to it," Angel said.And while one might think the Gaza boycott would have people searching for a Zara alternative, the experts are skeptical that political activism will have a lasting impact on the Spanish brand's business."Customers do not have the courage of their convictions for very long," Cooperman said."If they even have a conviction to boycott a brand, they will forget about it as soon as they see something cute on its website," she added.They also say that it's too early to determine if Urban Revivo will be a true threat to Zara."Fighting the incumbents is always an uphill battle," Braz de Matos of Flying Fish Lab said."For now, Urban Revivo is too small outside China to be felt as a threat to Zara. They can compete with Zara in every market where they are present but may not be seen as a menace," he added.Angel said: "Will it be a competitor or a little sister? The market has yet to find out."Richard Tang, CEO of international business at Fashion Momentum Group, Urban Revivo's parent company, said that his firm did identify Zara as a primary competitor. Tang added that while both companies have a broad consumer base, Urban Revivo is gunning for customers who are "quality-driven elites, white-collar professionals, and the new generation of fashion pioneers.""Urban Revivo has evolved, particularly with its global expansion, into its own distinct market position, despite price and product range similarities to Zara," Tang told Business Insider."This strategy is not only about competing with Zara but also about creating a distinct brand image and influence in the foreign market," Tang said. Representatives for Zara did not respond to a request for comment from BI.

I shopped at Urban Revivo, Asia's answer to Zara. I'm a convert, but experts say Zara has nothing to worry about — yet.

<ul class="summary-list"><li>The Credit Card Competition Act would lower credit card swipe fees. </li><li>Major airlines have said that the bill could reduce or completely end travel reward programs. </li></ul>When Jess Bohorquez stayed in a luxury hotel with a view of the Sydney Opera House, she didn't pay a cent.The influencer and creator of "Points By J," a platform that teaches people tricks for low-cost travel, said she uses <a target="_blank" href="https://www.businessinsider.com/credit-card-competition-act-airlines-flyer-miles-dick-durbin-2023-10">credit card points</a> to upgrade her vacations and teaches her audience of over 180,000 Instagram followers to do the same. Since she started accumulating travel points a few years ago, Bohorquez told Business Insider she's gotten discounted flight upgrades, <a target="_blank" href="https://www.businessinsider.com/personal-finance/how-to-book-free-travel-cheap-deals-credit-card-rewards">free hotel stays</a>, and trip insurance through her Chase credit card. She even has access to premium lounges at most airports. "It gets you hooked once you have that first successful points deduction for free travel," said Bohorquez, adding that it's easy to get perks if you know the rules of your credit card. "It's such an exciting feeling."However, those perks could be in danger of disappearing. The US credit card market <a target="_blank" href="https://www.businessinsider.com/visa-mastercard-merchants-agreement-impacts-credit-cards-reward-programs-2024-3">is at a crossroads</a>: Politicians and companies are struggling to compromise on how much card swipe fees should cost, who should get the money, and how all of it will impact consumers.More than eight in 10 Americans use a credit card to make payments, get cash back, and build credit, <a target="_blank" href="https://www.federalreserve.gov/publications/2023-economic-well-being-of-us-households-in-2022-banking-credit.htm">according to The Federal Reserve</a>. About <a target="_blank" href="https://www.nerdwallet.com/article/travel/how-the-41-of-americans-with-a-travel-credit-card-can-boost-rewards">40% of those people</a> have a card that is co-branded with a major airline.Some lawmakers hope to bring more competition to the market, in hopes of limiting the power of major credit card companies and lowering fees. But airlines and travelers worry it could mean the <a target="_blank" href="https://www.businessinsider.com/credit-cards-congress-competition-act-rewards-wipe-out-southwest-2023-10#:~:text=The%20Credit%20Card%20Competition%20Act%2C%20introduced%20by%20Sen.,Mastercard%20in%20credit%20card%20transactions.">end of rewards programs</a>.<h2>Major airlines' bottom line depends on credit card companies</h2>The <a target="_blank" rel="" href="https://www.congress.gov/118/bills/s1838/BILLS-118s1838is.xml">Credit Card Competition Act</a>, which was introduced to Congress in June 2023 would require major banks to use at least one credit card payment network that isn't <a target="_blank" href="https://www.businessinsider.com/visa-mastercard-lawsuit-settlement-credit-card-fees-checkout-2024-3">Mastercard or Visa</a> — companies that control more than 80% of US credit card transactions — to introduce more competition into the credit card market.Visa and Mastercard currently charge businesses about a 3% transaction fee when a customer uses their credit card. The more people that use a credit card, the more revenue banks and card companies make.That's where airlines come in.<a target="_blank" href="https://www.theatlantic.com/ideas/archive/2023/09/airlines-banks-mileage-programs/675374/">Airlines make money</a> off selling tickets and offering in-flight purchases. But <a target="_blank" href="https://www.businessinsider.com/personal-finance/best-airline-credit-cards">co-branded credit cards</a> like Chase Sapphire Preferred, Delta SkyMiles, and the United Explorer Card are profit centers for banks and airlines.The airlines sell banks "points." Credit card holders are then awarded those points for spending money with the co-branded card. Banks and credit card companies make money off of the swipe fees, and airlines only have to pay for the points if they are actually redeemed by travelers. It also makes travelers more likely to choose their specific airline whenever they fly.<a target="_blank" href="https://www.businessinsider.com/dick-durbin-joe-biden-think-twice-trump-debate-2024-1">Sen. Dick Durbin</a>, a Democrat from Illinois, is the lead sponsor of the Credit Card Competition Act. In a statement to Business Insider, he said the bill would introduce necessary competition into the credit card market.Durbin worries that major airlines are becoming like "credit card companies that fly planes.""(Airlines) want to protect the billions of dollars in windfall profits they collect through sweetheart deals they have negotiated with the biggest Wall Street banks at the expense of consumers and local businesses," he wrote.Durbin said his bill would not end travel rewards.<h2>Credit card rewards incentivize travelers</h2>Businesses typically make up for these credit card swipe fees by <a target="_blank" href="https://www.businessinsider.com/personal-finance/visa-mastercard-swipe-fees-premium-credit-cards-2024-3">raising prices for customers</a>. In theory, increasing competition and lowering swipe fees would translate into more affordable consumer prices.This could mean cheaper — or at least more stable — prices for buyers, <a target="_blank" href="https://www.nerdwallet.com/article/credit-cards/how-the-visa-mastercard-swipe-fee-settlement-affects-cardholders#:~:text=It%20could%20lower%20costs%20for,reductions%20end%20after%20five%20years.&amp;text=Sara%20Rathner%20is%20a%20NerdWallet%20travel%20and%20credit%20cards%20expert.">per NerdWallet</a>.Bohorquez, however, said increased credit card competition is unlikely to lower prices in practice. Instead, she said business airlines and credit companies will be less incentivized to offer loyalty perks like frequent-flyer miles and fraud protections.Major airlines <a target="_blank" href="https://www.businessinsider.com/congress-billcredit-card-fees-kill-flier-miles-united-scott-kirby-2023-10">have already said</a> the Credit Card Competition Act could end these reward programs. Southwest Airlines said in a statement to BI that it "strongly opposes" the bill."This legislation is bad policy and would undermine, if not completely end, credit card rewards programs that millions of Americans rely on for their vacations or personal travel needs," Southwest wrote.United Airlines referred BI to Airlines for America, a lobbying group that represents the US airline industry. Delta and American Airlines did not respond to BI by the time of publication.Airlines for America said <a target="_blank" href="https://www.airlines.org/wp-content/uploads/2023/11/Durbin-Marshall-Letter-FINAL-.pdf">in a press release</a> from July that airlines believe credit card competition would harm their "ability to reward our most enthusiastic customers' loyalty and putting the viability of these programs at risk."Still, it's unclear whether the Competition Act will become law. The bill was referred to the Committee on Banking, Housing, and Urban Affairs in July, but hasn't yet been passed by the House or Senate.Until more movement on the bill occurs, Bohorquez plans to make the most of her rewards."I'm not terribly worried about our points going anywhere anytime soon," she said. "I hope that people continue to earn and enjoy their credit card points and take a lot of free trips."Do you use your credit card for travel rewards? Have you saved money on a vacation by using points? Reach out to this reporter at <a target="_blank" href="mailto:allisonkelly@insider.com">allisonkelly@insider.com</a>.<h2></h2>

Here's what the Credit Card Competition Act could do to your airline miles and travel rewards

<ul class="summary-list"><li><a target="_blank" href="https://www.businessinsider.com/what-in-n-out-lynsi-snyder-life-is-like-2018-12">In-N-Out's owner Lynsi Snyder</a> announced on Instagram that the chain had added two new drinks.</li><li>Lite pink lemonade and Cherry Coke are the latest additions to a famously limited menu.</li></ul><a target="_blank" href="https://www.insider.com/in-n-out-surprising-facts-history-2022-7">In-n-Out Burger </a>keeps its menu concise, with a handful of burgers, fries, drinks, and shakes. The California-based chain says the limited menu helps it maintain its high quality and freshness standards.But last week, the chain's owner, <a target="_blank" href="https://www.businessinsider.com/in-n-out-burger-owner-lynsi-snyder-book-restaurant-history-2023-8">Lynsi Snyder</a>, announced on Instagram that the chain had added two new drinks.The new menu items — lite pink lemonade and Cherry Coke — represent the first addition since 2018, when the chain added hot chocolate. Traditional lemonade was added 15 years before hot chocolate. <a target="_blank" href="https://www.businessinsider.com/in-n-out-family-dynasty-lynsi-snyder-harry-esther-over-75-years">In-N-Out </a>has added new drinks as beverages are becoming an increasingly important part of fast-food menus. Earlier this month, <a target="_blank" href="https://www.businessinsider.com/mcdonalds-compete-starbucks-drink-focused-cosmcs-launch-2023-12">McDonald's unveiled details around its beverage-focused concept, CosMc's</a>, which appears to be competing with beverage-focused chains like <a target="_blank" href="https://www.businessinsider.com/category/starbucks">Starbucks</a>, Dutch Bros, and newly popular <a target="_blank" href="https://www.axios.com/local/phoenix/2023/08/11/swig-sodalicious-dirty-soda-phoenix-mesa-tiktok-popular">soda concepts like Swig.</a> Taco Bell has also<a target="_blank" href="https://thetakeout.com/taco-bell-new-coffee-churro-chillers-where-to-buy-2023-1851090704"> added new beverages.</a>The chains are all targeting a growing interest in beverages and catering to the "3 pm slump," when consumers are looking for a sweet or caffeinated pick-me-up.In-N-Out is taking a small, considered step in this segment.The chain is also famously cautious when entering new markets. But here, too, the chain has recently expanded. Earlier this month, <a target="_blank" href="https://www.businessinsider.com/in-n-out-expands-to-idaho-offering-jobs-at-17-50-per-hour-2023-12 ">the chain opened its first location in Idaho</a>, representing its entry into an eighth state. The company's ninth state is expected to be <a target="_blank" href="https://www.businessinsider.com/in-n-out-expands-to-tennessee-heres-why-itll-take-3-years-to-open-2023-1">Tennessee</a>.The limited menu and restaurant locations help keep In-N-Out's menu affordable, even as many <a target="_blank" href="https://www.businessinsider.com/fast-food-isnt-cheap-anymore-2023-11 ">chains have rapidly increased prices</a>, Snyder has said."The limited menu means reduced costs for raw ingredients. The company also saves money by buying wholesale and grinding the beef in-house,"<a target="_blank" href="https://www.businessinsider.com/how-in-n-out-keeps-prices-low-2018-10"> Snyder told</a><a target="_blank" href="https://www.forbes.com/sites/chloesorvino/2018/10/10/exclusive-in-n-out-billionaire-lynsi-snyder-opens-up-about-her-troubled-past-and-the-burger-chains-future/?sh=6e9256c24b9c"> Fobes</a> in 2018."It cuts out an estimated 6% to 10% of total costs by owning most of its properties — many bought years ago — and not paying rent. In-N-Out picks its locations carefully, clustering them near one another and close to highways to lower delivery costs while also avoiding pricey urban cores."Are you an In-N-Out insider with a story to share? Contact Gloria at GDawson@BusinessInsider.com or on Signal or Text 516-721-6598

In-N-Out adds new menu items as the competition heats up in fast-food beverages

<ul><li>Jobs platform and professional network <keyword id="9861237" type="General" weightage="20" keywordseo="apna-co" source="Orion">apna.co</keyword> has witnessed robust growth since its inception in 2019. Today it has a consumer base of 20 million, a number it plans to double in the next 12-18 months.</li><li>We speak to <keyword id="7634738" type="General" weightage="20" keywordseo="rahul-deorah" source="Orion">Rahul Deorah</keyword>, Head of Marketing, apna.co to understand his plans for achieving this target.</li></ul>Most people looking for jobs on different job portals have come across fake job postings but there are still many who end up falling for these fraudulent postings. Jobs platform and professional network apna.co is on a mission to ensure its platform is as clean as possible and that it is able to connect jobseekers to relevant, genuine employers. The platform brought Rahul Deorah, who was previously a part of <keyword id="8681398" type="General" weightage="20" keywordseo="urban-company" source="Orion">Urban Company</keyword>, on board as its head of marketing in November last year. Deorah already has his plan charted out. Deorah feels apna has embarked on a Herculean task, to solve the earth-scale problems of unemployment, poverty and upskilling. He plans to do it by strengthening the platform, giving both jobseekers and prospective employers a good experience. He walks us through his plans of ensuring apna is able to achieve the ambitious goals it has set for itself in the next few years to come. Excerpts: Q) It’s been around 3 years since apna came into being. How has the journey been so far? Let me walk you through our journey so far. We launched apna in 2019 and our job is to connect job seekers with recruiters, and vice versa. Fast forward to 2022, we have over 20 million users, with a presence in over 50 cities. We have about 2 lakh people who trust us. Last month, we facilitated close to 20 million interviews through the platform. We try to create and expose opportunities to the rising workforce of India. Everyday we hear people asking, where are the jobs? At the same time, if you speak to prospective employers, they say they’re not finding the right candidates. So this is an asymmetry of information in the market that apna is trying to bridge by firstly ensuring that people who are posting jobs are deeply verified and have the right intent. At the same time, the candidates who are applying to jobs are well-filtered so that when they are connected to the employers, both sides get a relevant lead, ensuring higher chances of conversion. That's what we do today. In the future, we are working towards building a strong professional social network for the rising workforce of India, just like <keyword id="28120" type="General" weightage="20" keywordseo="linkedin" source="Orion">LinkedIn</keyword> does for you and me. We also want to create upskilling opportunities for our target audience to help them move ahead in their careers. Q) The pandemic brought about a seismic change in the world around us. How did it affect apna’s business? During the pandemic, especially the second wave, we felt that we had a huge responsibility, to ensure that all with the reverse migration, people could find enough opportunities to help set up their lives all over again. And during those 4-5 months of the second wave, we grew by almost 70% because we were working overtime to ensure that everything is at the right place for the candidates to find the right opportunities and the employers to post the right kind of jobs. Q) How have you been communicating with your audience? How have you been able to grow your reach? Apna is a network effects product. More employers will bring more candidates and vice versa. And the second network effect is a professional network that you create for these candidates, where people from similar vocation can speak to each other, just like we do on LinkedIn. So the power of the product has helped us grow over the last couple of years. Secondly, we have put together some innovative marketing campaigns. We’ve worked a lot to ensure that our value propositions which we swear by and execute are communicated to the candidate. There is a lot of asymmetry of information in the market and a lot of job postings on the internet are fake. That's something we’re extremely mindful of. When a candidate comes to apna, he or she knows that the jobs on our platform won’t be fake. And that helps us. Once they find the job, they refer us to multiple of their friends and family. So walking the talk is our second critical piece. Marketing can only take you so far. If you're selling something that is not right for me, I won’t care about how beautiful your ads are. Q) Word-of-mouth has worked well for you then? Absolutely. And word-of-mouth is a function of good execution. Q) You spoke about some innovative marketing. Can you give me a few examples? Marketing has two parts. The first is what you say and the second is how and where say it. The ‘where you say it’ part has been democratized over the last 5-6 years because people are spending more and more time on their phones. So when about 30-35% of their attention span in a day ends up being on the mobile phone, that becomes a conduit for us to reach our audience. What we say becomes extremely critical because we primarily focus on our value propositions. The reality is that this is a market that is plagued by mistrust. So if you walk the talk, your audiences and consumers will absolutely love you. We ensure that we only talk about things that we can actually execute and pull off and I call that innovative because you're doing the regular things but you're doing it well. We don't discount any mediums. We use anything that helps us reach out to our audiences. Q) Where does the majority of your target audience reside? Is it metros or smaller cities? We don't really segregate it that way. We try to understand where are the right opportunities for the right candidates. Our internal data says that over 50% of people in say a city like Agra are looking for jobs in Delhi. So while we target them in Agra, we tell them about jobs in different cities. Q) Can you talk us about your growth? Where are you currently and where do you want to go? Today, there are over 20 million consumers who trust us. Our aim is to at least double this number in the next 12-18 months because you can't do enough for the country. We want to ensure that we keep working hard and delivering on what our aim and ambition is, and hopefully add to the growth of the country. Q) There are already many players in the segment who have been around longer and already have a wide consumer base. What gives apna an edge? Internally, we don't really worry about or discuss competition because if we know what the right thing to do is, we just execute on that. So what gives us the edge is, over the last couple of years, we have very deeply focused on ensuring that the experience of the candidates as well as the employers is absolutely fantastic because that would make people come back to our platform. We make sure every call is genuine. Of course, if today we’re good, in the future we want to be exceptional. So we have a long way to go. If we keep doing the right things consistently, we only have the size of our ambition to worry about. Q) Is there a community communication side to apna as well, similar to what we have on LinkedIn? Absolutely! That’s one of our core focus areas. We launched a community product or groups for Indian professionals where they can send each other connection requests and connect with each other. Some of our groups like government job preparation or beautician groups are buzzing. We have included this in our Android app. We see people sharing helpful tips to each other, they try to help each other find jobs. And it's a very safe and professional place to communicate with each other and build a professional network for the rising workforce in India. Q) How big is the team currently? How are you expanding it further? We have about 500 people across India. We need to at least double this number over the next 18-24 months if we want to hit our ambitious goals because there's a lot we want to do. Q) Going ahead, what are a key focus areas for you going to be? A key focus area for us for this year as well as for the next 4-5 years is to keep improving the platform, the candidate and employee experience and our community. We already have over 70 communities and groups for different kinds of vocations, our task is to keep improving on those so that people look forward to coming online, sharing and exploring better opportunities for themselves at all times. As a company, we believe that for the rising workforce of India, there's a glass ceiling that people around them have created for them. They are told they can’t go beyond that and they themselves start believing that. We want to break that glass ceiling. Secondly, our aim would be to take our brand story to the world. Today, how much we can help people is not very well-known within our target audience. So our job would be to take that message to the right people in the right way which will help catapult growth.

Today 20 million consumers trust us, we aim to at least double this number in the next 12-18 months: Rahul Deorah, apna.co

<ul><li>Orxa Energies has launched the Mantis, the company’s first electric bike in India.</li><li>The Mantis comes in a single variant and has been priced at ₹3.6 lakh.</li><li>The Mantis will take on the Ultraviolette F77 electric bike. Here’s everything you need to know about the Mantis.</li></ul>Orxa Energies, a Bengaluru-based EV startup has launched its first electric bike, the Mantis in India. The electric bike is targeted at the electric performance bikes segment and will take on the premium Ultraviolette F77 electric bike. The <keyword id="8748579" type="General" weightage="100" keywordseo="orxa-mantis" source="Orion">Orxa Mantis</keyword>, the first electric bike from the company also offers an industry first – it is claimed to be equipped with India’s first liquid-cooled electric motor. <cmsannotation type="cmsannotation" annotationid="Orxa Mantis price and availability" comment="subhead" text="Orxa Mantis price and availability"><keyword id="19577106" type="General" weightage="20" keywordseo="Orxa-Mantis-price" source="Orion">Orxa Mantis price</keyword> and availability</cmsannotation> The Orxa Mantis has been priced at ₹3.6 lakh ex-showroom, putting it just below the Ultraviolette F77 base variant which is priced at ₹3.8 lakh ex-showroom. The Mantis will be available in Bengaluru starting from April 2024, followed by other cities. The company has started accepting bookings for the bike on its website. <cmsannotation type="cmsannotation" annotationid="Orxa Mantis features" comment="subhead" text="Orxa Mantis features">Orxa Mantis features</cmsannotation> The Orxa Mantis comes with a sporty design, just like the Ultraviolette F77. It is offered in two colour options – Urban Black and Jungle Grey. The Mantis is equipped with a mid-mounted liquid-cooled BLDC motor that is capable of producing 28 hp of power and 93 Nm of peak torque. The F77 on the other hand offers 36.2 hp of power and 85 Nm of peak torque. In terms of performance, the Mantis offers a top speed of 135 km per hour and goes from 0 to 100 km per hour in 8.9 seconds. The F77 is faster with a top speed of 140 km per hour and goes from 0 to 100 in 8.3 seconds. One of the most important things in any electric bike is its battery pack. The Mantis is equipped with an 8.9 kWh battery pack, which is claimed to offer a range of 221 km on a single charge. The F77 with its 7.1kWh is claimed to offer 206 km of range on a single charge. The Mantis can be charged from 0 to 80% in 5 hours using the standard 1.3kW charger which is offered with the bike. You can also purchase the 3.3kW charger, which powers the bike from 0 to 80% in 2.5 hours. While the company has not announced the price of the 3.3kW charger yet, it should cost around ₹15,000 to ₹20,000. Coming to features, the Orxa Mantis features a 5-inch TFT display with the company’s own Linux-based OS. SEE ALSO: <a href="https://www.businessinsider.in/india/news/66-year-old-loses-1-52-crore-in-courier-scam-what-it-is-and-how-to-protect-yourself/articleshow/105440830.cms">66-year-old loses ₹1.52 crore in courier scam – what it is and how to protect yourself</a> <a href="https://www.businessinsider.in/sports/webstories/these-players-who-missed-out-on-world-cup-and-australia-t20i-series-also/slidelist/105434595.cms">Sanju Samson to Yuzvendra Chahal, players who missed out on World Cup and Aus T20I series</a> <a href="https://www.businessinsider.in/tech/apps/news/how-to-link-your-email-with-whatsapp/articleshow/105407877.cms">WhatsApp’s safety push – You can now login with your email id</a>

Orxa Mantis heats up the performance electric bike competition at ₹3.6 lakh, takes on the Ultraviolette F77

<ul><li>Around 76,000 students applied for internships every day in 2020, reveals a survey conducted by recruitment and training platform, <a href="https://economictimes.indiatimes.com/jobs/76000-students-applied-to-internships-every-day-in-past-year-survey/articleshow/81967814.cms?from=mdr">Internshala</a>.</li><li>Internships have become an integral part of a college's student’s career trajectory in India, irrespective of their educational background.</li><li>These companies are hiring interns for different roles in different parts of the country.</li></ul>Students who want to enter the job industry, ideally, should get some hands-on experience with internships. Around 76,000 students applied for internships every day in 2020, reveals a survey conducted by recruitment and training platform, <a href="https://economictimes.indiatimes.com/jobs/76000-students-applied-to-internships-every-day-in-past-year-survey/articleshow/81967814.cms?from=mdr">Internshala</a>. Internships have become an integral part of a college's student’s career trajectory in India, irrespective of their educational background. There was a 35% rise in students seeking internships in 2020 as compared to 2019, revealed the report. Business development, content writing, human resources, digital marketing, social media marketing, marketing, and research are some of the good profiles for a fresher to pursue. These companies are hiring interns for different roles in different parts of the country — 1. <keyword id="10387" type="COMPANY" weightage="20" keywordseo="Microsoft">Microsoft</keyword> — Research World’s biggest multinational software company is looking to hire <a href="https://careers.microsoft.com/us/en/job/931311/Research-Intern?utm_campaign=google_jobs_apply&amp;utm_source=google_jobs_apply&amp;utm_medium=organic">Research interns</a> where interns will learn and collaborate with experienced researchers. Eligibility: Candidates must be enrolled in a university as part of either doctoral, masters, or undergraduate programmes or be a recent graduate from such a programme. 2. <keyword id="15491" type="COMPANY" weightage="20" keywordseo="Airtel">Airtel</keyword> — Business Development The telecommunications company is seeking to hire <a href="https://internshala.com/internship/detail/business-development-sales-internship-in-multiple-locations-at-bharti-airtel-limited1621837165">Business Development</a> interns at various locations -- Ahmedabad, Jaipur, Gandhinagar and Rajasthan for three months with a comprehensive stipend of ₹10,000 per month. Job role: Interns will have to handle distributors, work on channel sales and drive prepaid business, reporting, process compliance and generating revenue. 3. BYJU’S — Marketing Ed-tech company is looking out for <a href="https://internshala.com/internship/detail/marketing-internship-in-multiple-locations-at-byjus-the-learning-app1620706014">Marketing interns</a> at various locations for four months with a stipend of ₹18,000 per month. Job role: The candidates will have to interact with school personnel and inform them about the ongoing projects, achieve weekly targets of interaction and closure, and meet the prospects for the business. 4.<keyword id="8681398" type="UNKNOWN" weightage="20" keywordseo="Urban-Company">Urban Company</keyword> — Operations Urban Company (earlier UrbanClap), a home-service marketplace is looking for interns in <a href="https://internshala.com/internship/detail/operations-internship-in-chennai-at-urban-company1622180187">Chennai</a> and <a href="https://internshala.com/internship/detail/operations-internship-in-bangalore-at-urban-company1622197584">Bangalore</a> for one month with a stipend of ₹10,000 per month. Job role: The selected intern would have to work on supply on-board, quality control of supply base and initiate the user friendly flow. Urban Company also has a vacancy for Human Resources interns who can <a href="https://internshala.com/internship/detail/human-resources-hr-work-from-home-job-internship-at-urban-company1622456109">work-from-home</a> for two months with a stipend of ₹10,000. Job role: The selected candidates will take interviews of prospective candidates,design the interview and reporting structure of the team. 5. Just Dial — Human Resources (HR) The local search services firm is hiring an <a href="https://internshala.com/internship/detail/human-resources-hr-internship-in-chandigarh-at-justdial-limited1621499461">HR intern</a> in Chandigarh for three months with a stipend of ₹5,000 per month. Job role: HR will have to make cold calls to preferred candidates, organise job fairs and events. 6. ByteDance (TikTok’s parent company) — Digital Marketing This global internet giant is actively looking for <a href="https://internshala.com/internship/detail/digital-marketing-work-from-home-job-internship-at-bytedance1621925865">Digital Marketing</a> interns who can work-from-home for three months with a competitive stipend of ₹18,000 per month. Job role: The selected candidates will have to handle the daily operations of teachers on Youtube platforms, complete Youtube data collection, and establish partnerships with influencers in different industries. 7. IIT Bombay — Content Creation Indian Institute of Technology, Bombay is looking for <a href="https://internshala.com/internship/detail/content-creation-work-from-home-job-internship-at-iit-bombay1621335538">content creators </a>who can work from home for six months with a stipend of ₹1,000 per month. Job role: The chosen candidates will have to come up with catchy stories to structure content, creating high quality power presentations. 8. IDBI Federal Life Insurance Company — Marketing The multinational insurance firm is looking for <a href="https://internshala.com/internship/detail/marketing-internship-in-kolkata-at-idbi-federal-life-insurance-company1620757275">Marketing interns</a> in Kolkata for the period of two months with a comprehensive stipend of ₹5,000 per month. Job role: The selected candidates will have to formulate new ideas to add value, set and achieve performance targets, develop and enter into alliances and affiliations with other organisations. It is also hiring <a href="https://internshala.com/internship/detail/human-resources-hr-work-from-home-job-internship-at-idbi-federal-life-insurance-company1620757033">Human Resources</a> interns who can work-from-home for three months with a stipend ranging between ₹4,000 - ₹7,000 per month. Job role: Candidates will have to plan, develop and implement a strategy for HR, establish and maintain appropriate systems for HR development. 9. Freecharge — Business Development The payment platform is hiring <a href="https://internshala.com/internship/detail/business-development-sales-internship-in-multiple-locations-at-freecharge-payments-technology-private-limited1622193927">Business Development interns</a> in Gurgaon, Noida and Delhi for three months with a stipend of ₹7,000 per month. Job role: Candidate will be responsible to contact new partners, work on merchant acquisition and operations. 10. Zoomcar — Graphic Designing The car rental startup is hiring graphic designing interns who can work-from-home for three months with a stipend of ₹5,000 per month. Job role: The selected candidates will assist the creative team and art director, work on multiple projects simultaneously, maintain high standards of graphic designs with quality control, according to the firm. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/careers/news/these-are-the-hottest-jobs-in-the-cyber-security-industry-right-now-with-a-salary-package-of-up-to-23-lakh-per-annum/articleshow/82629876.cms">These are the hottest jobs in the cyber security industry right now, with a salary package of up to ₹23 lakh per annum</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/careers/news/if-you-want-to-work-from-home-these-are-some-of-the-hottest-freelancing-jobs-in-high-demand/articleshow/81228585.cms">If you want to work from home, these are some of the hottest freelancing jobs in high demand</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/careers/news/earn-money-online-here-are-some-exciting-part-time-work-from-home-jobs/articleshow/82449228.cms">These are some exciting part-time work-from-home jobs you can do to earn a few extra bucks</a>

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