THIS ARTICLE ON SUCCESS MANTRA BEHIND THE SUCCESS OF BABA RAMDEV'S PATANJALI PRODUCTS HAS MAINLY FOCUSED ON THE MOST CRUCIAL FACTORS WHICH LED TO THE SUCCESS OF PATANJALI PRODUCTS IN INDIAN FMCG SECTOR.
Patanjali is an Indian FMCG company founded in 2006 by Baba Ramdev and Acharya Balkrishna. The document provides an overview of Patanjali's history, products, marketing strategies, and environmental factors. It discusses Patanjali's introduction of the FMCG industry in India, the roles and importance of its marketing department, its use of the 4Ps marketing mix framework, and a SWOT analysis identifying its strengths in natural ayurvedic products and brand ambassador Baba Ramdev, weaknesses in promotions and rural distribution, opportunities in the domestic market and exports, and threats from competitors and economic slowdowns.
Patanjali Ayurveda Limited is an Indian FMCG company founded in 2005 by Baba Ramdev, Acharaya Ramkrishna, and Pankaj Shrivastava. It manufactures herbal and mineral products across food, beverages, cleaning agents, personal care, and ayurvedic medicines. Patanjali has experienced exponential growth, with revenues increasing from 163 crore in 2009-10 to an estimated 5,000 crore in 2015-16, making it the fastest growing FMCG company in India. The company's vision includes becoming a top ayurvedic company globally and reinventing traditional Indian knowledge of yoga and ayurveda, while its mission focuses on producing quality
Patanjali Ayurved was established in 2006 in Haridwar, India by Acharya Balkrishna and Yogrishi Ramdev Baba. It has grown rapidly to become a giant FMCG company with over 200,000 employees and revenues increasing from 163 crores in 2009-10 to a targeted 10000 crores in 2016-17. Patanjali has over 4700 retail outlets across India and Nepal and sells through modern trade stores and online. Its vision is to be the top ayurvedic company and reinvent traditional Indian yoga and ayurvedic knowledge. Future plans include expanding product lines and retail presence while achieving strong market share domestically and internationally.
This document presents a SWOT analysis of Patanjali Ayurveda Pvt Ltd. It outlines the company's strengths as its affordable yet high quality products, strong branding, innovative leadership, and large retail network. Weaknesses include a lack of standard advertising and lower marketing strategies targeted at younger consumers. Opportunities lie in promoting Indian brands and reducing dependence on foreign products. Threats consist of government regulations, increased taxes, and more competitors entering the market. The document provides an overview of Patanjali's business, products, partnerships, and achievements in becoming a leading FMCG company in India in just five years.
Patanjali Ayurved Ltd is an Indian FMCG and healthcare company established in 2006 by Acharya Balkrishna. It is headed by Yogrishi Ramdev Baba and has its headquarters in Haridwar, India. Patanjali manufactures over 300 herbal medicines and has expanded into other product categories like food, cosmetics, and home care. It has an annual turnover of around 2000 crore rupees and provides products that are cheaper than foreign competitors. Patanjali is developing new products like fertilizers and clothing and some current products like its shampoos are in the growth stage of the product lifecycle.
Prakriti Ka Ashirwad is an Indian consumer goods company founded in 2006 and headquartered in Haridwar, Uttarakhand. It produces food, beverages, cleaning agents, and personal care products. The company has a market share of 5% in India and targeted revenues of 10,000 crore rupees for 2016-17. It employs over 6,000 people directly and over 200,000 indirectly through retailers. The company's strengths include its founder Baba Ramdev's brand image and following of yoga, lower prices, and herbal products. However, it also faces threats from competition and potential increased foreign direct investment in retail.
This document provides an overview of Patanjali, an Indian consumer goods company. It discusses content marketing and defines it as a strategic approach focused on creating valuable content for a target audience. It then outlines Patanjali's origins in Nepal and India, its vision of promoting Indian products, and its rapid growth into a multi-billion dollar company through expanding manufacturing facilities and product lines. Finally, it performs a SWOT analysis of Patanjali's strengths in natural products and social responsibility, weaknesses in distribution, opportunities in domestic and rural markets, and threats from political issues and controversies.
Patanjali Ayurved Ltd. is an Indian FMCG company that manufactures herbal and mineral products. It has manufacturing units in Haridwar, India and Nepal. According to reports, Patanjali is the fastest growing FMCG company in India. The company was established in 1997 as a small pharmacy by Swami Ramdev and was formalized as a private company in 2006. It has expanded significantly over the years and opened a large food park in 2010 that employs over 7,000 people. Patanjali uses a marketing strategy focused on herbal products, value pricing, franchise stores and social media promotions.
Patanjali Ayurveda Ltd. was founded in 2006 by Acharya Balkrishna and Baba Ramdev as an Indian FMCG company selling ayurvedic products. It has become the fastest growing FMCG company in India through its wide range of affordable, natural products and extensive promotion through Baba Ramdev. Patanjali aims to create a healthier India and has seen tremendous success through its marketing strategies like competitive pricing, large production, and promotion of Indian goods and self-sufficiency. It now generates over Rs. 5000 crores annually and continues to expand its product lines and global reach.
This document provides an overview of Patanjali Ayurved Limited, an Indian FMCG company founded in 2006 by Balkrishna and Baba Ramdev. It summarizes Patanjali's path-breaking sales and distribution strategy that has driven exceptional growth, scaling distribution in a competitive retail environment despite low retail and advertising spends. The document also reviews Patanjali's product portfolio, pricing, placement, promotion strategies as well as its target segment, positioning and revenue statistics. Plans for expansion into new product categories, services and manufacturing are also outlined.
Patanjali Ayurved Ltd was established in 2006 by Yogrishi Ramdev Baba and Achaarya Balkrishna. It manufactures herbal and Ayurvedic products with a vision to establish India as a global leader in Ayurveda. Patanjali has achieved tremendous growth, becoming India's fastest growing FMCG company with over 47,000 retail outlets within a short time. It aims to expand globally and compete with large MNCs through effective marketing strategies including reasonable pricing, widespread promotion and establishing retail presence across India. Patanjali has ambitious future plans to achieve Rs. 10,000 crore revenue and expand globally within 5 years.
This document provides an overview and analysis of Patanjali Ayurved Ltd., an Indian FMCG company founded in 2006. It discusses Patanjali's vision, products, financial growth, competitors, and controversies. Key points include: Patanjali manufactures over 1000 herbal and Ayurvedic products and has become India's fastest growing FMCG company; its top products include ghee, toothpaste, medicines, shampoo and soap, generating over ₹3,806 crore in revenue; it faces increasing competition from established brands but maintains an edge through lower pricing and emphasis on natural ingredients. The document also notes some product quality issues and misleading advertising controversies faced by Patanj
Patanjali: Business Model and effects on the FMCG sector in IndiaMihir Sangodkar
1) Detailed company analysis of Patanjali including marketing mix, brand management, product development, distribution, supply chain, procurement,company policies.
2) Value chain analysis to determine the nature and degree of impact on the FMCG sector
Patanjali Ayurved Limited is an Indian FMCG company established in 2006 by Balkrishna and Baba Ramdev to establish Ayurveda according to modern science and technology. It manufactures herbal and mineral products from its headquarters in Haridwar. Revenue has grown rapidly from 163 crores in 2009-10 to an estimated 5000 crores in 2015-16, aiming to reach 10,000 crores by 2016-17. Patanjali's vision is to target the FMCG market and achieve revenue of 10,000 crores by 2017.
Patanjali produces a range of personal care products including toothpaste, face wash, soaps, shampoos, hair oil, conditioner and mehendi. The document analyzes consumer perceptions of Patanjali products in Mumbai and Lucknow through 42 in-depth interviews. It finds that Patanjali toothpaste effectively addresses consumer needs around sensitivity, gum bleeding, cavity fighting and fresh breath. Users are attracted to its ayurvedic ingredients and affordability. Similarly, Patanjali face wash is seen as removing dirt, oil and reducing acne while keeping skin clean and fresh.
This document discusses Patanjali's potential expansion into the Malaysian market. It provides an overview of Patanjali as an Indian FMCG company and Ayurvedic products manufacturer. It then discusses the cultural compatibility between India's Ayurvedic traditions and traditional Malaysian medicine. The document argues that Patanjali could find success in Malaysia due to the popularity of Ayurveda and herbal remedies there as well as the large Indian population. It proposes several marketing strategies for Patanjali to enter the Malaysian market, including free health camps and positioning products at affordable price points.
The document provides information about Patanjali Ayurved Limited, an Indian FMCG company. Some key details include:
- It is the fastest growing Indian FMCG company valued at ₹30 billion manufacturing 444 products across food, personal care categories.
- The brand focuses on herbal and ayurvedic products made in India to promote nationalism. It aims to replace foreign brands.
- Baba Ramdev acts as the brand ambassador appealing to patriotism and traditional Indian values.
- The target audience is middle class households seeking affordable alternatives to premium brands.
El documento resume la historia del nacimiento del Islam. Explica que Mahoma recibió sus primeras visiones a los 40 años y transmitió el mensaje del Islam, ganando muchos seguidores. En el 622, Mahoma huyó de La Meca a Yathrib, un evento conocido como la Hégira que marcó el comienzo del calendario islámico. El Islam se expandió rápidamente por la península arábiga y regiones vecinas en los años siguientes.
Preserving Privacy and Security for Information Brokering System in Distribut...Shruti Sk S K
This document discusses privacy concerns in information brokering systems and proposes a privacy-preserving approach. It begins by introducing information brokering systems and the need to balance data sharing and privacy. It then defines two privacy attacks - attribute-correlation attacks and inference attacks. The document proposes a new information brokering system called Privacy Preserving Information Brokering (PPIB) that uses brokers, coordinators, and a central authority. It introduces two key schemes - automaton segmentation, which divides routing rules among coordinators, and query segment encryption, which encrypts queries in segments so each coordinator only sees necessary information. The goal is to preserve privacy of data owners, providers, and requestors while still enabling query routing
The document discusses non-linear regression techniques for fitting curved relationships to data. It describes how some non-linear equations, such as exponential growth and constant elasticity models, can be transformed into linear equations suitable for least squares regression by taking the natural logarithm of variables. This allows the curved relationships to be estimated while maintaining the assumptions of linear regression. Examples are provided to illustrate how to perform the transformations and interpret the results.
El documento describe la situación financiera del imán Bouziane y sus dos esposas en Francia. El imán tiene un total de 16 hijos con sus dos esposas. Su segunda esposa, aunque no tiene papeles, puede permanecer en Francia debido a sus hijos franceses. Ella recibe varios subsidios y ayudas que suman 5,296.14 euros al mes. La primera esposa y sus 8 hijos reciben 3,651.29 euros al mes. En total, el imán recibe 8,947.43 euros al mes en subsidios del estado francés.
| www.eudat.eu | The EGI-EUDAT collaboration started in March 2016 with the main goal to harmonise the two e-Infrastructures, including technical interoperability, authentication, authorisation and identity management, policy and operations. The main objective of this work is to provide end-users with a seamless access to an integrated infrastructure offering both EGI and EUDAT services and then, pairing data and high-throughput computing resources together.
To define the roadmap of this collaboration, EGI and EUDAT selected a set of relevant user communities who are already collaborating with both infrastructures. These user communities are able to bring requirements and help assign the right priorities to each of them. In this way, the integration activity has been driven by the end users from the start. The identified user communities are relevant European Research infrastructure in the field of Earth Science (EPOS and ICOS), Bioinformatics (BBMRI and ELIXIR) and Space Physics (EISCAT-3D).
The first outcome of this activity has been the definition of a universal use case that covers the user needs with respect the integration of the two infrastructures previously identified. This use case permits a user of either e-infrastructure to instantiate a VM on the EGI Cloud Federation for the execution of a computational job consuming data preserved onto EUDAT resources. The results of such analysis can be staged back to EUDAT storages, and if needed, allocated with Permanent identifiers (PIDs) for future use. To implement all the steps of this use case the following integration activities between the two infrastructures has to be fulfilled: (1) harmonisation between the authentication and authorisation model, (2) definition and implementation of the interfaces between the involved EGI and EUDAT services.
The first phase of the implementation of this use case has been demonstrated at the EGI Community Forum 2015 (Bari, IT). In addition, two pilot use cases (EPOS and ICOS) have been selected to drive the implementation and validate the results.
Este documento explora la relación entre la medición y el pensamiento matemático. Explica que aunque la medición y el pensamiento matemático tienen conceptos diferentes, comparten una estrecha relación. La medición puede ayudar a los niños pequeños a comprender conceptos matemáticos básicos y desarrollar habilidades prácticas. Trabajar la medición en preescolar implica hacer comparaciones de tamaño, explorar objetos usando unidades de medida, y ubicar actividades en el tiempo. La adquisición del pensamiento matemá
Vičiūnai Group is one of the largest food business groups in Europe, established in 1991. It has over 80 companies, 12 factories, 17 sales offices, and employs 8,000 people. The group produces over 157,000 tons of food products annually, including surimi, breaded products, fish, pizza, and seafood. Vičiūnai Group has a global distribution network reaching over 58 countries worldwide. The group is committed to producing high quality food products and maintaining various international quality and safety certifications.
Održivi razvoj je izbalansiran pristup zadovoljenju naših potreba danas, bez ugrožavanja mogućnosti da buduće generacije učine to isto sutra. Planetu na kojoj živimo, samo trenutno smo pozajmili od svojih predaka i treba da je sačuvamo i predamo naslednicima.
This document discusses creativity and how to generate new ideas. It introduces the concepts of brainsprouting, which is a tool for generating unique ideas through divergent thinking. The document outlines guidelines for brainsprouting, including going for quantity over quality of ideas and allowing silly ideas. It also discusses the idea cycle, which involves creative generation, critical refinement, and experimental implementation of ideas. Additionally, the document lists 10 ways to kill creativity and provides an example of using brainsprouting to generate ideas to increase participation in community programs.
로봇, 교육에 대한 한 꼭지와 소셜, 지도, 관심지도, 힐링, 의료 정보, 관광 등의 한 꼭지로 나누어져 구성되었습니다.
본 강의는 교육정보특론의 13-14주에 해당하는 뒷부분으로서 그간 배운 소셜 네트워크와 웨어러블 그리고 빅데이터 등의 기반 기술을 연결하여 사고하고 응용하는 능력을 배우는 시간이 될 것입니다.
Este documento presenta 7 temas para que los estudiantes de octavo nivel del colegio de Narajo escojan 4 para elaborar la revista digital de la escuela. Los temas incluyen TecnoJoven, Salud, Pensamiento verde, Mi cole, Sexualidad, Así somos y Escúchame, cada uno enfocado en una problemática diferente relacionada con la ciencia, salud, medio ambiente, derechos humanos y desarrollo personal.
This document summarizes research on scaffolding self-regulated learning from multiple studies. Key findings include:
1) Scaffolds can positively impact learners' self-regulated learning and achievement, though some scaffolds are unsuccessful.
2) Learners' self-regulated learning in authentic environments often does not meet standards without support.
3) Scaffolds need to provide guided practice over time to transform self-regulated learning into an effective skill.
Don Quijote de la Mancha es la novela más destacada de la literatura española y una de las obras más publicadas y traducidas de la historia. Fue escrita por el autor español Miguel de Cervantes Saavedra y publicada por primera vez en 1605. La novela narra las aventuras del hidalgo Alonso Quijano, que toma el nombre de Don Quijote de la Mancha y decide convertirse en caballero andante.
1) The document discusses market volatility over the past 10 years and how it has caused investors to make emotional decisions that can adversely impact long-term investment performance.
2) It analyzes periods like the technology bubble of 1998-1999, the market crash from 2000-2002, and the rebound from 2003-2007.
3) It emphasizes that the market rarely moves in a straight line and that successful investing requires maintaining a long-term focus despite short-term fluctuations and emotional reactions.
1) The document discusses how the 1957 Soviet launch of Sputnik spurred increased investment in science and technology in the US. It argues that the global energy race today poses a similar challenge for US competitiveness.
2) It notes that countries like China are increasingly investing in energy innovation and cites data showing the US is losing its edge in areas like patents, research publications, and high-tech manufacturing.
3) The document calls for increased US government funding and support for energy research to help capture the economic benefits of innovation and secure continued American leadership in this critical field.
251558Presentation 18_ Case study III-1699274913596.pptxAvinashMishra45088
Patanjali Ayurved Limited grew quickly using SWOT analysis to leverage strengths like its founder Baba Ramdev, affordable pricing, and herbal products, while addressing weaknesses such as overreliance on Ramdev and limited international presence. It also utilized opportunities in global markets and food but faced threats from controversies and competition. A BCG matrix showed products like toothpaste as stars and ghee as a cash cow.
Patanjali Ayurved was established in 2006 with the goal of combining ancient Ayurvedic wisdom with modern technology. It has expanded its product portfolio from just aloe vera gel to include other cosmetic, food, and personal care products. Key to its success has been creating a brand image of using only natural ingredients without chemicals, competitive pricing 15-20% lower than competitors, and leveraging existing distribution channels. Patanjali has seen tremendous growth in recent years through strategic partnerships and expansion into new product categories and markets, with the goal of reaching Rs. 10,000 crore in revenue by 2016-2017.
Patanjali Ayurved is an Indian FMCG company established in 2006 and headquartered in Haridwar, Uttarakhand. It manufactures herbal and Ayurvedic products in categories such as food, personal care, home care, and medicines. The company has grown exponentially in recent years with revenues reaching 50 billion INR in 2015-2016. Its success is attributed to affordable prices, quality natural products, and promotion through Baba Ramdev's yoga teachings and media appearances. Patanjali is projected to continue high growth and become the second largest FMCG company in India by focusing on rural expansion, R&D, and increasing exports.
The document discusses the marketing mix of Patanjali Ayurveda, an Indian FMCG company. It covers the 4Ps - Product, Price, Place, and Promotion. For Product, it offers over 400 items across food, beverages, healthcare, medicines, and personal care. For Price, it aims to provide quality at low prices using natural ingredients. For Place, it has a wide distribution network across India and other countries. For Promotion, it relies heavily on advertising across various media and brand ambassador Baba Ramdev to promote its natural and Ayurvedic products.
Major Project on Consumer Perception of Patanjali ProductsAvinash Pandey
This document is a project report submitted by Avinash Pandey for the degree of Bachelor of Business Administration. The report provides an introduction to Patanjali, including its founding, vision, product range, organizational structure, revenues, production facilities, and mission. A SWOT analysis is also included, identifying Patanjali's strengths as rapid growth, marketing, brand ambassador, and employees, and weaknesses as too many products and issues with advertising councils. Key factors in Patanjali's success are identified as media attention, lower prices, retail outlets, and variety of products.
Patanjali Ayurved Limited was established in 2006 in India by Baba Ramdev and Acharya Balkrishna to provide ayurvedic products. It has since grown rapidly to become a major FMCG company in India, generating over $780 million in revenue in 2015-2016. Patanjali uses a "branded house" strategy, promoting all products under the single Patanjali brand to reduce costs. It also prices products much lower than competitors like HUL and focuses on rural and price-conscious consumers. Through these strategies and Baba Ramdev's large following, Patanjali has captured significant market share in industries like medicines, ghee, toothpaste and soaps from established companies in
Patanjali Ayurved Limited (PAL) was established in 1997 by Baba Ramdev and Acharya Balakrishna. It started as a small operation teaching yoga but has grown significantly. PAL now has annual revenues over $1 billion with products in food, personal care, and home care. It uses a franchise model and has over 1,200 stores across India. PAL offers products at 15-20% cheaper prices than competitors by sourcing directly from farmers and eliminating intermediaries. The company aims to double its revenues by investing in new production facilities and expanding its product range and retail presence nationally and internationally.
Patanjali Ayurveda was established in 2006 by Acharya Bal Krishna and Baba Ramdev to establish Ayurveda according to modern science and technology. It started by manufacturing medicines and has expanded into food, cosmetics, and other FMCG products. Patanjali uses natural ingredients and herbs in its products. Key products like ghee, toothpaste, and hair oils have significantly contributed to Patanjali's rising revenues and profits. Patanjali aims to become a top Ayurvedic company and compete with MNCs using disruptive marketing strategies focused on rural areas, digital promotion, and association with Baba Ramdev's yoga teachings.
Decoding marketing strategies of patanjaliPooja Patel
Baba Ramdev's decades-long promotion of yoga and Ayurveda created a large, loyal consumer base when Patanjali was launched. Patanjali offers affordable herbal products that appeal to Indian nationalism while providing healthier alternatives to mainstream brands. Through word-of-mouth promotion, large production facilities, and an emphasis on natural ingredients, Patanjali has achieved great success, becoming a top FMCG company in India within only 5 years and posing a major threat to multinational corporations.
This document provides an analysis of Patanjali's marketing strategies. It discusses how Patanjali promotes itself through digital marketing and content marketing. Key strategies discussed include having a single brand strategy rather than multiple brands, going against conventional branding theories, and following the model of modern technology companies in using a generic sub-brand attached to the main brand. The analysis concludes that having fewer brands, ideally just one main brand, makes distribution and customer recognition easier while significantly reducing advertising costs.
This document discusses the rise of Patanjali Ayurved as an FMCG company in India. It was founded in 2006 by Acharya Balkrishna and Baba Ramdev. Patanjali grew rapidly due to incorporating Ayurveda into FMCG products, understanding consumer needs, and having a unified business model. It has become one of the top brands in India with a turnover of 10,500 cr in 2017. However, Patanjali saw a decline in 2018 due to factors like demonetization, GST, and strong competition from global FMCG giants.
This document compares Patanjali Ayurved Ltd (PAL) to other major FMCG companies in India. It finds that PAL has grown rapidly in recent years, with revenues surpassing ₹3,267 crores in the first 10 months of FY2016, more than double from the same period the previous year. While PAL's revenues are still lower than major FMCG companies like Godrej, Dabur, Emami and Marico, it is growing much faster than these established players. The document also notes that PAL produces a wide range of products, from ghee to toothpaste to noodles, that directly compete with products from other FMCG heavyweights like Colgate, Nestle
IRJET- Establishment of Brand Identity –A case study on Patanjali Products in...IRJET Journal
This document discusses the brand identity and establishment of Patanjali products in the Indian market. It analyzes how Patanjali leveraged Baba Ram Dev's brand personality as a yoga guru to establish its brand. It discusses Patanjali's strategies, including offering similar products to existing brands but promoting them as herbal and chemical-free, leveraging existing consumer awareness of chemicals, building a loyal customer community through Ram Dev's yoga work, relying on its own large distribution network rather than advertising, and keeping prices affordable. Patanjali has seen tremendous growth and become one of the largest FMCG companies in India in a short time through these interconnected branding and business strategies.
Patanjali Ayurved Limited is an Indian FMCG company that manufactures herbal and Ayurvedic products. It has large manufacturing facilities and state-of-the-art laboratories. Patanjali products are available in around 10 countries and the company aims to expand further. Patanjali's revenues have grown significantly in recent years and some analysts predict it could become one of the top 5 FMCG companies in India. The company utilizes promotional activities and penetrative pricing to target both rural and urban consumers.
A descriptive presentation on Patanjali Ghee covering the Patanjali History, Current situation of ghee market, Marketing model, SWOT, Pestle analysis, Porter model, Market segment, Positioning, competitors analysis with consumer survey on ghee, Market strategy its gaps, recommendations and Growth
This document provides an analysis of Patanjali Ayurveda, an Indian FMCG company founded by Baba Ramdev. It discusses how Patanjali started as a yoga school and expanded into Ayurvedic medicines and consumer products. Patanjali produces herbal products at lower prices than competitors and educates customers about herbal alternatives. The document examines Patanjali's business model, marketing strategies, expansion tactics, SWOT analysis, and monitoring of sustainability. It concludes that Patanjali has achieved success through spiritual connections, innovative R&D, and low prices, but will need to diversify suppliers and market segments to remain sustainable against growing competition.
This document summarizes a summer internship project report submitted by a student towards their MBA in Marketing. The project focused on studying brand preference for dairy products from retailers' perspectives and identifying factors influencing decreasing demand for Mother Dairy products. The student conducted primary research through interviews and questionnaires with 30 retail outlets in the Madhyamgram, Barasat, and Hridaypur regions to understand retailer awareness, perceptions, and issues regarding supply of Mother Dairy products.
Similar to Success Mantra Behind The Success of Baba Ramadev’s Patanjali Products (20)
THE GROWTH ANALYSIS OF UNIFIED PAYMENTS INTERFACE (UPI) IN INDIA.docxVARUN KESAVAN
Interoperability among “payment systems in India has facilitated unparalleled ease of transactions while robust customer protection measures have made India’s retail payment system one of the safest in the world.
Unified Payments Interface (UPI) is a mobile-based, 365x24x7 ‘fast payment’ system launched in August 2016 which allows users to send and receive money instantly using a Virtual Payment Address (VPA) set by the user itself. The unique feature of VPA-based transaction is that it obviates the need for sharing account or bank details to the remitter. It supports person-to-person (P2P) and person-to-merchant (P2M) payments which can be used over a smart phone (app-based) or a feature phone (USSD8-based), and at merchant location/website. It facilitates immediate money transfer through both ‘pull’ and ‘push’ payments.
Non-financial transactions, such as balance enquiry, can also be carried out using UPI. It powers multiple bank accounts into a single mobile application of any participating bank/non-bank Third Party Application Provider (TPAP). Funds can also be transferred through UPI using account number with and IFSC (Indian Financial System Code) of the bank branch. The UPI 2.0 was launched in August 2018, which enabled users to link their Overdraft accounts to UPI VPA. Users are also able to pre-authorise transactions by issuing a mandate for specific merchant for a one-time payment. There’s also an added feature of AutoPay facility for recurring payments.
The framework of UPI comprises NPCI as switching and settlement service provider and banks as Payment System Providers (PSPs) – as issuer banks and beneficiary banks. Additionally, it can also have Third Party Application Providers (TPAP) such as Google Pay. Transactions are carried out through mobile devices with two-factor authentication using device binding and UPI PIN as security. Currently, the per transaction limit is INR 0.2 million.
UPI has attracted participation from a number of FinTech players. As against banks, it is the non-bank players who have made good use of the openness of UPI architecture, which allows any entity’s mobile application to be used for doing UPI transactions. Since its humble beginning in 2016, UPI has become one of the most popular payment products in India. Convenience of remembering and sharing a simple UPI VPA may have added to its popularity”.
On the whole we can observe there is a significant increase in the number of UPI transactions both in terms of volume and in terms of value. Similarly, from 17.86 million transactions in financial year 2016 – 2017 to 22,330.65 million transactions in the year 2021 – 2022 with the CAGR of 228%. Similarly with reference to value of transactions there is a increase in the value of transactions from Rs. 69.47 billion transactions in the year 2016 – 2017 to Rs. 41,036.54 billion transactions in the year 2021 – 2022 with the CAGR of 190%. UPI is going to be a catalyst in the retail payments sector in India.
WILL ROBOTS REDUCE OR INCREASE HUMAN EMPLOYMENT OPPORTUNITIES?VARUN KESAVAN
According to Binus Square Student Committee, Technology is disrupting the economy at many levels, and many worry about losing their jobs to automation. The truth is that this isn’t anything new—we’ve been through this already with the Industrial Revolution.
Back then, employees also thought there would be no room for humans at work. Machines were taking over, and their jobs were less valuable every day. But humans are still part of the equation; machines didn’t replace us—we use them to make our jobs more productive.
Today, we can expect a significant change in the way we handle our work, and we’ll probably have to learn new skills to future-proof our lives. The only difference between the previous industrial revolutions and today’s robotics revolution is the speed at which it is taking place.
According to a recent Oxford study, there will be 14 million robots in China’s workforce within the next 11 years. Artificial Intelligence, machine learning and robotics are accelerating the pace of automation in the workspace. However, there will always be jobs for humans. Now, let’s explore whether robots will reduce human employment or not.
GLOBAL TOURISM SECTOR TO SUFFER $1.2 TRILLION DUE TO COVID-19 PANDEMICVARUN KESAVAN
Global tourism sector is set to lose at least $1.2 trillion due to the spread of coronavirus. Let's take a look at the impact.
The world's tourism sector could lose at least $1.2 trillion or 1.5 per cent of the global gross domestic product (GDP), having been on a standstill for nearly four months due to the coronavirus pandemic. The loss could rise to $2.2 trillion or 2.8 per cent of the world's GDP if the break in international tourism lasts for eight months, in line with the expected decline in tourism as projected by the UN World Tourism Organisation.
In the most pessimistic scenario, a 12-month break in international tourism would incur an estimated losses of $3.3 trillion or 4.2 per cent of global GDP. In absolute terms, the world's largest trading economies, USA and China would face the largest declines in GDP, in the moderate scenario.
Negative employment and wage effects would be highest in countries reliant on tourism. The steepest drops are estimated in Thailand (-12 per cent), Jamaica (-11 per cent), and Croatia (-9 per cent).
In the long run, the World Travel & Tourism Council anticipates that the international tourism sector will likely return to pre-pandemic levels within a 19-month period.
THE AFTERMATH EFFECTS OF CORONAVIRUS PANDEMIC ON THE INVESTMENTS IN REAL ESTA...VARUN KESAVAN
The COVID-19 pandemic has severely impacted real estate investments in India. Private equity investments in Indian real estate dropped by 93% in 2020 compared to the previous year. Residential real estate witnessed a 91% year-over-year decline in investments. Office investments also declined, dropping 81% in the first five months of 2020 versus the same period the previous year. The pandemic-induced lockdown slowed overall real estate investment activity and leasing in India.
THE JOURNEY BEHIND THE GLORY OF LARGEST ONLINE NEWS PLATFORM DAILYHUNTVARUN KESAVAN
We no longer have to wait for the newspaper to get the latest news, nor do we require to wait till we reach home and switch on the TV to know the breaking news. With mobile phones and fast and cheap internet services, news and information is now much easier to access. An entrepreneur, Virendra Gupta could foresee this situation even before it actually arrived, which led him to acquire Newshunt in 2012, which is currently known as Dailyhunt. Today Dailyhunt procures content from over 1000+ publishers and is getting much popularity as the content is available in 14 Indian regional languages. Lets have a look at the journey of this top Indian startup.
THE PATH BEHIND THE SHINING OF PAYMENTS APP MOBIKWIK VARUN KESAVAN
Using a Mobile Wallet has now turned out to be a habit of many. Easy hassle-free payment and no worries about hunting for change every time you purchase something probably is a major benefit of using a mobile wallet. While today many international players are providing mobile wallet services in India, MobiKwik is one of the pioneer Indian mobile wallet companies, that despite much competition has carved a niche for itself.
THE JOURNEY BEHIND THE GLORY OF ONLINE TRAVEL KING MAKEMY TRIP VARUN KESAVAN
India’s leading online travel company MakeMyTrip.com was founded in the year 2000 by Deep Kalra. Headquartered in Gurugram, Haryana, the company provides online travel services including flight tickets, domestic and international holiday packages, hotel reservations, rail and bus tickets.
As of March 31, 2018, the company has 14 company-owned travel stores in 14 cities, including one in their office in Gurugram, over 30 franchisee-owned travel stores which primarily sell packages in approximately 28 cities, and counters in four major airports in India under their brand. They also have offices in New York, Singapore, Kuala Lumpur, Phuket, Bangkok, and Dubai.
THE JOURNEY BEHIND THE SHINNING OF ONLINE INSURANCE AGGREGATOR POLICYBAZAARVARUN KESAVAN
PolicyBazaar is India’s leading aggregator and marketplace of insurance products. Established in 2008, PolicyBazaar initially just compared the prices of insurance policies and provided insurance related information. Now, PolicyBazaar not only assists customers in buying insurance policies, but also provides assistance for cancellation/renewal of policies and even claim settlement.
PoicyBazaar is the marketplace for all insurance needs. It provides every thing from, life insurance, health insurance, motor insurance and other insurance like travel insurance and group insurance etc. The company offers more than 250 insurance plans and around 50 insurance brands on its platform. T
he platform is designed in a way that the visitors can easily compare the insurance plans and buy plans as per personal insurance needs.
The company is constantly adding new features and technology to make customer experience smoother. PolicyBazaar introduced 'my account' feature some times back. Through PolicyBazaar's 'My Account' feature, customers can easily download a policy, raise a ticket, ask for clarification and upgrade policies. The company introduced self inspection video feature for revival of lapsed motor insurance.
PolicyBazaar also adopted Amazon Polly and developed in-house AI chatbot - PBee to improve customer satisfaction.
In 2015, PolicyBazaar app was launched. The app is available for android and iOS platform. A customer can not only search, compare and buy insurance through the PolicyBazaar app, but there are also interesting features like hospital locator, garage locator, insurance premium calculator, instant renewal of insurance policies, claim assistance and more.
THE ROAD BEHIND THE GLORY OF GROCERY GIANT GROFERSVARUN KESAVAN
Grofers is an Indian online grocery delivery startup founded in 2013 by two IIT graduates. It operates in 28 Indian cities. Initially, the founders facilitated grocery deliveries from local stores and supermarkets for customers. They aimed to provide one-stop delivery for local needs by partnering with shops. Grofers works on a marketplace model, partnering with local grocery shops to fulfill online orders placed through its app, charging the shops commissions ranging from 8-15%. While Grofers has seen success, it also faced initial challenges including delayed service, product quality issues, and shutting down operations in some cities.
THE RELIANCE JIO WHICH TRANSFORMED THE FACE OF INDIAN TELECOM INDUSTRYVARUN KESAVAN
When Anil Ambani and Mukesh Ambani had a split in the year 2005 it was one of the biggest de-merger in the industry. The dream project of Mukesh Ambani that was Reliance Infocom became a part of Anil Ambani Group. Further Mukesh Ambani went on to acquire the company Infotel Broadband Services Limited which was the only successful bidder across India for the 4G network.
That is when Mukesh Ambani’s Reliance Limited started working in establishing a base for high-speed optical fiber 4G network which is much more capable than 4G. The company was named Reliance Jio Infocom Ltd popularly known as Jio today. Jio was the first network to provide 4G LTE services and VoLTE services.
Jio launched this service on 5th September 2016 for all the users and also launched its smartphone series with the name LYF. Reliance Jio Infocom Ltd (RJIL) focused on high-speed data instead of voice and SMS. On its launch, the company announced data plans with 1GB 4G data per day in the market where mostly all popular telecom providers offered 1GB data per month.
This was a game-changer by RJIL in the price-sensitive market of India as the prices before that revolved around Rs.250-300 for 1 GB 4G data which went down to Rs. 5 per GB during the initial days. With such amusing plans gradually Jio also offered free voice calling and free 100 SMS per day for all its Prime members.
THE NOTABLE CONTRIBUTIONS MADE BY CORPORATE GIANTS DURING THE OUTBREAK OF THI...VARUN KESAVAN
Tata Trusts and Tata Sons have combined committed Rs 1,500 crore towards coronavirus relief work. Chairman of Tata Trusts, Ratan Tata committed Rs 500 crore towards manufacturing of personal protective equipment, respiratory systems, testing kits and setting up modular treatment facilities and training of health workers. Following which, Tata Sons announced an additional Rs 1,000 crore support towards coronavirus fund. This is by far the biggest contribution by a business group in India. Out of the total fund, Rs 500 crore has been contributed towards PM-CARES fund.
Philanthropist Azim Premji's companies Wipro Ltd, Wipro Enterprises Ltd and Azim Premji Foundation, have together committed Rs 1,125 crore. Of the Rs 1,125 crore, Wipro Ltd's commitment is Rs 100 crore, Wipro Enterprises Ltd's is Rs 25 crore, and that of the Azim Premji Foundation is Rs 1,000 crore. These sums are in addition to the annual CSR activities of Wipro, and the usual philanthropic spends of the Azim Premji Foundation.
Mukesh Ambani-led Reliance Industries (RIL) has donated Rs 510 crore to the coronavirus relief work. This includes contribution of Rs 500 crore to the PM-CARES Fund and Rs. 5 crore each to the Chief Minister's Relief Fund of Maharashtra and Gujarat. RIL has also setup a 100-bed centre for COVID-19 patients at a hospital in Mumbai.
THE ATTRIBUTES BEHIND THE GLORY OF DELIVERY KING SWIGGYVARUN KESAVAN
INTRODUCTION
Swiggy is a food delivery application. It allows the users to access their application from Android, IOS, and website, to order food from nearby restaurants, delivering at an estimated time of 30 minutes at the doorstep. They partner with restaurants, have delivery services, and provide ratings that help the customer in picking eateries accordingly. At the time delivery of an order, a customer is entitled to give feedback, rate the food and the delivery services, which help the application, give the customer the best experience by gathering all data.
The company recently started with the tagline, ‘No order too small’, that is no minimum order for delivery, and faster delivery became the USP of the company. The company’s target audience is people who use smartphones regularly, 18-35 demographic. The tagline of Swiggy is, ‘Swiggy karo, phir jo chahe karo!’ which appears in the advertisements of Swiggy.
THE INCEPTION OF SWIGGY
In the year 2013, Sriharsha and Nandan came together to build a product that would connect courier companies across the country, called Bundl. Bundl was not such a huge success and these two co-founders wanted to focus on the food industry. They met Rahul who helped build the software. Hence, Swiggy was born in August 2014.
When Swiggy came to the market, the food delivery sector already had applications like Foodpanda, Tinyowl, and Ola Café. Foodpanda and Tinyowl were later acquired by Ola Cabs and Zomato respectively and Ola café later got closed. While all these companies were struggling, Swiggy already had around 100 restaurants on board, with around 70,000 orders monthly. They also received a cheque of $2 million from Accel and SAIF Partners in the year 2015. This is how the company began with a kick start.
Swiggy started in the year 2014, as a food delivery app. Eventually, Swiggy expanded in size and is working in 100 cities in India at present. In 2019, Swiggy also started its business in delivering packages to businesses and clients, with the application called, Swiggy Go.
THE INITIAL HI-CUPS FACED BY SWIGGY
Swiggy has both technical and non-technical issues that arise regularly. It is a challenge for Swiggy to calculate an estimate for each order made and making sure it gets delivered at the said time. The app also has a feature of rating for both the delivery services and the food served by restaurants; they gather this data and ensure to give the best experience to the customers.
THE BUSINESS AND REVENUE MODEL OF SWIGGY
The application works on the business model of hyper-local on-demand food delivery. Swiggy gets restaurants as partners that supply food to the customers. It has several delivery partners who aim at delivering food in less than 30 minutes. The revenue collected by Swiggy at the year ending March 2019 was Rs. 1, 128 crore.
THE LIFE SPAN OF DEADLY CORONAVIRUS ON DIFFERENT SURFACESVARUN KESAVAN
Coronavirus which has affected more than 5 lakh people and killed more than 24 thousand across the world till March 27 is spreading fast. The novel virus can spread through infected surfaces and can live between 3 to 72 hours hours on different surfaces such as plastic, metals, cardboard and even air.
As per a study published in New England Journal of Medicine, coronavirus (SARS-CoV-2) can be detected in air upto three hours. A person is more likely to catch the infection from air through an infected person rather than the surfaces that have the virus.
On copper, coronavirus can survive for upto 4 hours. As per the study, no traces of the virus could be seen or measured post the four-hour time-frame. Disinfecting the copper surface from time to time is a precautionary measure that can be used.
Coronavirus can live for a day on cardboard surfaces. As per the study, the virus (SARS-CoV-2) can survive for upto 24 hours on surfaces that are made out of cardboard. However the study also said that replicate data were noticeably "noisier" for cardboard than for other surfaces.
On objects and surfaces made of stainless steel, coronavirus can survive for upto 48 hours. The estimated median half-life of the virus was approximately 5.6 hours on stainless steel. The study published in New England Journal of Medicine notes that no visible virus (SARS-Cov-2) was measured after the 48-hour time period.
Coronavirus can live for upto 3 days on plastic surfaces. The SARS-COV-2 virus was more stable on plastic as compared to other surfaces such as metals and cardboard. The estimated median half-life of the virus was approximately 6.8 hours on plastic surfaces.
THE REPERCUSSIONS OF CORONAVIRUS' ON INDIA'S IMPORTS FROM CHINAVARUN KESAVAN
China's share in India's imports stand at 14 per cent. Since the outbreak of coronavirus trading between the two countries has been affected. India has a high dependency on China for manufacturing inputs. The industries that are impacted the most are:
APIs stand for active pharmaceutical ingredients. Indian companies imported 68 per cent of active pharmaceutical ingredients (API) from China in FY19. Indian pharma companies have said they have stock for 2-3 months, but the situation could worsen post May 2020.
India's electrical machinery and equipment has 40 per cent dependence on imports from China. However this number has reduced from 59.5 per cent in FY18 to 40 per cent in FY19. Although India has increased production of low-end electronic components. Import dependency on China is its major limitation.
Solar cells and modules which absorb sunlight to generate electricity are imported from China. As per a report from HDFC Bank, India's solar industry has 80 per cent dependence on Chinese manufacturers for solar products. As a result projects could be delayed in the next 4-6 months.
Consumer durables are the products that have a long use life such as air conditioners, refrigerators, and other household appliances. Around 45 per cent of consumer durables are imported from China. Currently an inventory for 2-3 months is being maintained by companies but the impact of the virus outbreak could be felt from Mar-Apr 20. Prices of these goods could rise in near future, according to the report.
Automobile sector, which accounts for 7.5 per cent of India's GDP and a massive 49 per cent of the manufacturing GDP, is already facing slowdown. The coronavirus lockdown has made the situation worse for the auto sector as 10 to 30 per cent of automotive components are supplied from China. If factories do not resume activity in China, it could adversely affect the sector.
Tourism sector comprises a broad chain of services such as tickets and booking, transportation, hotels, food and beverages. Since 2011, tourists from China visiting India were growing at 11% annually. China accounted for 3% of total foreign tourist arrivals in 2019.
HOW CEMENT INDUSTRY CAN BE THE BOOSTER ENGINE FOR INDIA?VARUN KESAVAN
1) The Indian cement industry is the second largest in the world in terms of production, but per capita consumption is still low at under 200kg compared to the world average of 500kg.
2) There has been consolidation in the industry with big players acquiring smaller regional cement companies. Cement companies operate by focusing on either quality or price.
3) Cement advertising now focuses more on emotional connections with consumers rather than just functional benefits due to information overload.
4) Government infrastructure projects and the housing sector are expected to drive demand growth, increasing per capita cement consumption to 435kg by 2030 and enabling an 82% expansion in production capacity.
ROBOTS AND HUMANS: COMBINED CAPABILITY WILL ENABLE BUSINESSES DELIVER UNEXPEC...VARUN KESAVAN
The last few years have seen a significant infusion of robots in various industries. This trend is expected to continue in the next 3-5 years. Almost 1 million robots are expected to be sold for enterprise use in 2020. There are primarily 3 types of robots - industrial, professional services and software robots.
Professional service robots (e.g., those used in healthcare, retail industries) and software robots (e.g., those used in functions such as Finance, HR, Procurement) will comprise a significant portion of these new robot sales. The market for professional services and software robots is growing much faster than that for industrial robots.
As the use of robots, increase in non-manufacturing industries, the companies which are able to combine the uniquely native human capabilities (e.g., inspiration, aspiration, emotion, empathy, imagination) with powerful robot capabilities (e.g., accurate transaction processing) will be able to re-imagine their business processes and deliver better and newer business outcomes for their stakeholders.
THE WAYS IN WHICH GEO -ENGINEERING COULD TRANSFORM THE ENVIRONMENTVARUN KESAVAN
Varun Kesavan discusses how geoengineering could be used to address the climate emergency. Specifically, solar radiation management techniques like stratospheric aerosol injection aim to reflect sunlight back into space to cool the planet. While once dismissed, major universities are now researching geoengineering due to the urgent threat of climate change. However, the large-scale effects are still uncertain and it may discourage climate action or have unintended impacts if halted. Overall, geoengineering shows potential to significantly benefit society and the environment according to studies, despite some risks, and could provide time to further address the root causes of climate change.
THE WAYS IN WHICH AUTOMATION REVOLUSIONS THE MANAGEMENT STRATEGYVARUN KESAVAN
Business strategy is being revolutionised by advances in automation technologies and management must follow. Management beliefs and practices must evolve with the new ways of production, distribution and consumption. Businesses are beginning to accept the inevitability of tech-enabled processes and tech-determined choices.
Industry 4.0 is about autonomy of machines. Advances in sensors, communication, computation, robotics, GPS etc have created possibilities of infusing machines with intelligence to automate both work and management. Machines are already collecting and sorting information, and management mostly involves dealing with people and making decisions. As Industry 4.0 evolves, a lot of decision-making will also be transferred to machines. But, it is not clear yet how machines will share ethical and legal responsibility for their actions.
THE SMES IN 2020: B2B PAYMENTS, DATA PRIVACY AMONG MAJOR PROBLEMS TO STAY IN ...VARUN KESAVAN
Several B2B payments and lending companies, over the last one year, emerged with solutions around banking, expense management, accounting/book-keeping, and Accounts Payable/Accounts Receivable (AP/AR) automation.
Slowly, but steadily, businesses are adopting software-as-a-service (SaaS) tools to manage their businesses better and move towards real digitisation away from manual and clunky processes to more elegant and friction-free processes.
Investors have taken notice of this opportunity in the B2B space and have stepped up their investments. A recent report by Venture Intelligence said that B2B fintech has secured $657 million in India so far this year, compared to $617 million by B2C fintech. Keeping this business payments transformation in mind, here are the top five topics that will be in the limelight in 2020:
THE TOP INNOVATIVE ECONOMIES IN THE WORLDVARUN KESAVAN
The World Economic Forum's Global Competitiveness Report for 2019 ranks 141 economies on their innovation capability. The innovation ecosystem is measured with the help of five sub-pillars-commercialization, Interaction, and diversity, administrative requirements, research and development, and entrepreneurial culture. Other important factors like education and the intensity of competitive skills they possess also help determine the country's innovation capabilities.
How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
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Success Mantra Behind The Success of Baba Ramadev’s Patanjali Products
1. 1
Success Mantra behind the success of Baba
Ramadev’s Patanjali products
Varun Kesavan, M.Phil. Research Scholar, Bharathiar University,
Coimbatore.
E – Mail Id: varunkesavan@yahoo.com
Here are the few Stunning facts of Patanjali Products.
1. What is Patanjali Ayurved
This is a company formed by Baba Ramdev in 1997. He collaborated with Acharya Balkrishna,
a scholar of Ayurveda, Sanskrit and Vedas in 1990s to manufacture ayurvedic medicines.
Ramdev focused on Yoga while Balkrishna assumed responsibility of spreading Ayurveda
medicine.
2. Revenue
Patanjali Ayurved is perhaps and one of the most fastest growing fast-moving-consumer-goods
firm in India with annual revenues reportedly at more than Rs 5,000 crore in fiscal 2015 – 16.
3. Discount and profits
Pantanjali products have adopted penetration pricing techniques in order to beat FMCG
companies. Its products are 15-20% cheaper on average than those of its peers and many of
its peers have been running offers and promotions to compete with the company and even
Patanjali noodles values at Rs. 15 when compared with other competitors. Credit Lyonnais
observes that most of Patanjali products are available at an attractive discount to competition.
The company sources products directly from farmers and cuts on middlemen to boost profits. It
makes 20% operating profit. This is the difference between total income and expenditure.
2. 2
4. Distribution channels
Patanjali has expanded its wings from 200 outlets in 2014 to 5,000 franchise stores at present
and launched more than two dozen mainstream.
5. Brand Premium
A brand doesn't have to charge a premium to resonate better with its consumers. Patanjali
products are cheaper than its peers in the same category. "The whole logic of brands charging
premium and using that premium to advertise more has been turned upside down by Patanjali
products.
6. Product Efficacy - the ultimate USP
Patanjali has brought the focus back on product efficacy. Rising above the noise of advertising,
products have to first deliver value to the consumers. Ghee and tooth paste are the two most
popular products of Patanjali - even though both of these have enough local and multinational
competitors in the organized sector. According to a recent sector report by Spark Capital, while
disruption is painful in the short term, it is slated to bring back a key value proposition of FMCG
products - product's efficacy.
7. A Strong Brand Ambassador
The fact that Baba Ramdev, a yoga guru himself, promoting the herbal and organic Patanjali
products - has proved that celebrity endorsements work if there is a high connect between the
endorser and the features of the brand.
3. 3
8. Consumers have the last laugh
Emergence of Patanjali helps keep the established players on their toes and provides the
consumer the benefit of more efficacious products at lower prices. It reminds the FMCG
companies that peak margins cannot be sustained at the cost of the consumers.
9. Scope for Innovation or Disruption
Patanjali has reinforced that there is scope for disruption at any point in the industry. Despite the
high clutter & penetration and subdued consumer demand, Patanjali products could make a
mark. "This shows that there is always scope for creating new moats - which are not easy to
replicate or compete with.
10.Formal managements can over - sophisticate
The swift rise of Patanjali in becoming an Rs 5000 crore. FMCG business in the past few three
years dwarfs the performance of FMCG companies that took several years to reach a similar
size. "Formal management structure can at times slow down the growth of the business due to
over sophistication.