A media outlet reported on March 24 that Mahindra & Mahindra (M&M) is in negotiations to acquire the entire value of Sumitomo Corp’s stake in SML Isuzu, a manufacturer of heavy vehicles in Japan. The agreement will probably aid M&M’s entry into the truck and bus market. M&M is considering valuing SML Isuzu at INR 1,400–1,500 per share. The M&M board will probably get together this week to discuss the suggestion. M&M informed the media that it would prefer not to address the rumours. According to exchange records, promoter Sumitomo Corporation owned 43.96% of SML Isuzu as of December 2024. 15% of SML Isuzu is owned by Japan’s Isuzu, which produces SUVs and pickup trucks through a different company.
Financial Dynamics of SML Isuzu
SML Isuzu’s net profit decreased 80.22% to INR 0.53 crore in the December 2024 quarter from INR 2.68 crore in the December 2023 quarter. Compared to the previous quarter, which ended in December 2023, when sales were INR 386.13 crore, sales in the quarter ending in December 2024 fell 14.07% to INR 331.80 crore. According to a June 2023 article by a prominent media group, SML Isuzu’s Japanese promoters were seeking to abandon their activities in India, and JBM Auto was one of the leading candidates to acquire the company.
Revamping the Board of SML Isuzu
In the meantime, SML Isuzu notified the stock exchanges that the company’s board of directors, in its meeting on March 21, 2025, accepted the resignation of managing director and CEO Junya Yamanishi, with effect from April 16, 2025. The Ministry of Corporate Affairs (MCA) of the Government of India must issue a Director Identification Number (DIN) before the board can ratify Yasushi Nishikawa’s appointment as an additional director, which will take effect on April 17, 2025. According to the corporation, the Board has also authorised his nomination as managing director and CEO, effective April 17, 2025, for a five-year term, contingent upon the shareholders’ and central government’s consent, if necessary. SML Isuzu predicts that infrastructural development, changing industry dynamics, and macroeconomic expansion will fuel the need for trucks.
There will likely be a large demand for commercial vehicles as a result of the government’s emphasis on infrastructure development, the Bharatmala project, the Smart Cities Mission, and designated freight corridors. It is anticipated that rising investments in the nation’s transit system would fuel an increase in the demand for buses overall in the upcoming years. The federal government and state governments are eager to improve the transportation infrastructure. According to the corporation, it is considering a favourable chance in special application vehicles, including water tankers, refrigerated vans, dog vans, and specialised rubbish collection trucks. At the moment, Bangladesh, Nepal, and Bhutan, the company’s neighbours, account for the majority of its export volumes.
China’s People’s Liberation Army (PLA) has begun utilising the recently launched Chinese AI tool “DeepSeek” for non-combat support tasks, particularly at military hospitals, to help the doctors create treatment plans in addition to other civilian areas. As per a Chinese media house based in Hong Kong, it stated on 23 March that the PLA hospitals, the People’s Armed Police (PAP), and national defence mobilisation institutions are using DeepSeek’s open-source large language models (LLMs). According to the Post, the PLA Central Theatre Command’s main hospital declared earlier this month that it had approved the “embedded deployment” of DeepSeek’s R1-70B LLM, stating that it could offer treatment plan recommendations to assist physicians. Noting that all data was processed and stored on local servers, the hospital also placed a strong emphasis on patient privacy and data security.
Nationwide Deployment
Similar deployments have been observed in other PLA hospitals across the country, such as Beijing’s prestigious PLA General Hospital, popularly referred to as “301 Hospital”, where extremely sensitive personal data is allegedly housed and prominent Chinese leaders and military officers receive treatment. The PLA, which is making significant investments in modernisation, previously warned its military forces against relying too much on AI, stating that since AI lacks the capacity for self-awareness, it should only be used as a guide rather than a substitute for human judgement in combat. As AI develops, it must continue to be a tool informed by human judgement, according to a January article in the Chinese military’s official media house, guaranteeing that responsibility, innovation, and strategic flexibility stay at the centre of military decision-making. Additionally, it said that in order to maximise command efficacy, AI must complement human decision-makers rather than take the place of them.
DeepSeek’s Low Cost Model Attracting Global Eyeballs
China is enthralled with DeepSeek’s most recent AI product, which has garnered international notice due to its affordable pricing structure. Furthermore, compared to well-known AI models like ChatGPT, DeepSeek’s R1 consumed a fraction of the processing power. Additionally, the US tech industry, which has long defended spending billions of dollars on AI, watched in shock when DeepSeek surpassed ChatGPT as the most popular free software on Apple’s App Appstore. Analysts anticipate that the AI models will soon be used in Chinese military decision-making and combat intelligence surveillance. China is encouraging AI integration in a variety of sectors, such as healthcare, manufacturing, and urban development, in addition to treatment programmes in military hospitals. Additionally, certain Chinese government organisations are increasingly using DeepSeek models, notably for anti-corruption initiatives. On its official media account, the Hainan paramilitary force’s political work department provided an example of how soldiers used DeepSeek to manage their anxiety and develop an exercise schedule. Before moving into more delicate, high-risk locations, the PLA may attempt to resolve operational and technical issues by first deploying LLMs in non-combat settings, Bresnick told the Post.
As part of a global staff reduction initiative, American aircraft manufacturer Boeing sacked over 180 workers at its engineering technology centre in Bengaluru, Karnataka, according to a media agency. India is a significant market for Boeing, where the corporation employs about 7,000 people. Up to 180 employees at the Boeing India Engineering Technology Centre in Bengaluru were let go in the December quarter of 2024. Boeing did not issue a formal statement till now.
No Negative Effect on Activities
According to the agency’s assessment, strategic changes were made that affected a small number of personnel without having a negative effect on government operations or customers. According to the report, some jobs were eliminated and some new ones were added. Reductions in India were more measured and clearly focused on upholding safety, quality, and customer service requirements. Complex, cutting-edge aerospace work is done at the Boeing India Engineering & Technology Centre (BIETC) in Bengaluru and Chennai. One of the company’s biggest investments outside of the United States is its engineering and technology campus in Bengaluru, which it owns entirely. According to its website, Boeing sources over $1.25 billion a year from a network of over 300 suppliers in India.
According to the company’s website, Boeing still sources about $1.25 billion a year from a network of more than 300 suppliers in India, making it a significant market. Complex and cutting-edge aircraft engineering work is handled by BIETC’s Bengaluru and Chennai locations. One of Boeing’s biggest investments outside of the US is its engineering and technology campus in Bengaluru, which it owns entirely.
India’s Civil Aviation Sector
The International Air Transport Association (IATA) predicts that by 2030, India will surpass China and the United States as the world’s third-largest air passenger market. Additionally, according to the India Brand Equity Foundation (IBEF), a division of the Department of Commerce, Ministry of Commerce and Industry, the number of aircraft operating in the sector has increased due to the growing demand in the industry. By 2027, it is anticipated that there will be 1,100 aircraft. There were 196.91 million passengers (including domestic and international) in FY25 (till September 2024). In FY25 (as of June 2024), Indian airports reported 81 million domestic passengers, a 5.6% YoY increase, and 18.54 million overseas passengers, a 14.2% YoY increase, compared to the same period the previous year.
In FY24, Indian airports reported that domestic passenger traffic was 306.79 million, up 13.5% year-over-year, while foreign passenger traffic was 69.64 million, up 22.3% year-over-year. Comparing April-September 2024 to the same period the year before, domestic passenger traffic increased by 7.4% to 160 million, while foreign passenger traffic increased by 11.2% to 36.96 million. ICRA stated on December 19, 2023, that revenue growth for the Indian aviation sector is expected to be 15-20% in FY24 and 10-15% in FY25.
E-commerce giant Meesho is reportedly stepping up its efforts to go public later this year and intends to raise $1 billion through an initial public offering (IPO). According to a media report, the company has already selected Morgan Stanley, Kotak Mahindra Capital, and Citi as advisers for its initial public offering (IPO). Although Meesho wants to fund $1 billion, bankers have offered a $10 billion valuation. According to the media source, if negotiations are successful, even JP Morgan is probably going to be included in the IPO syndicate. Meesho will file its draft filings during the next few weeks, according to a number of media reports.
Recent Financial Developments of Meesho
Nearly two months have passed since the online shopping giant raised an additional $250 million to $270 million from investors Tiger Global, Think Investments, and Mars Growth Capital, bringing the total amount of its investment round to roughly $550 million. As per the media reports, the deal would have valued Meesho at roughly $3.9–4 billion, a 20% drop from its previous estimate of $4.9 billion. Meesho’s backer Prosus first disclosed that Meesho is one of the possible companies to be listed on the bourses in 18 months in its investor presentation of H1 FY25 in December of last year. According to reports, the business has also applied to the National Company Law Tribunal (NCLT) in Bengaluru to move its headquarters to its Indian subsidiary, Fashnear Technologies. This will pave the way for its future intentions to go public on the stock exchanges.
Meesho to Migrate from US to India
Before moving forward with the IPO proposal, Meesho must first relocate its headquarters from Delaware, in the United States, to India. The procedure is well underway, and Meesho is expected to pay about $300 million in taxes related to the reverse merger. As businesses develop ambitious growth plans that will reward new investors, Meesho will then join a list of expanding Indian startups like PhysicsWallah (PW), Ather, and Lenskart that are vying for a valuation that is much higher than what they were able to secure during their private market fundraises. In order to leave some value for potential new investors, both retail and institutional, some new-age companies, like Ola Electric, MobiKwik, and Firstcry, went public at a valuation lower than what they had originally determined or at a discount when compared to their most recent private market fundraising.
Even though Meesho entered the e-commerce market late in 2015, it has expanded in size and scope and enhanced its profitability profile in spite of facing off against well-funded competitors like Amazon and Walmart’s Flipkart. Although Flipkart leads the Indian e-commerce business, Meesho has become well-known and significantly increased its market share over time by concentrating on Tier 3 and beyond locations or consumers who are cost-conscious. Revenues for the company rose from INR 3,240 crore in FY22 to INR 5,735 crore in FY23 and then to INR 7,615 crore in FY24. In FY24, the net loss decreased from INR 3,248 crore in FY22 to INR 305 crore.
Amazon has applied a smart move to attract more shoppers on to its platform. The e-commerce giant has been cutting a number of seller fees, which should result in lower product prices, so shopping there might be less expensive. Because the firm is eliminating referral fees and commissions paid to sellers for products in a variety of categories priced under INR 300, shoppers with lower budgets stand to gain the most. For every product sold, sellers on e-commerce sites like Amazon and Flipkart are required to pay a commission to the platforms.
Main Focus is on Middle Class
According to Amit Nanda, director of selling partner services at Amazon India, a significant portion of households’ consumption baskets are made up of goods priced around INR 300. Some price reductions can allow the middle class, which has been worst hit by high inflation, to spend a little more. Speaking to a well-known media outlet, Nanda said that Amazon’s trial with lowering seller fees in September of last year was a great success. The company recently took it to the next level. More companies will be able to join Amazon, increasing sales for the present group of sellers who may decide to share part of the gains with their customers.
Slashing the Shipping Fees
In addition to lowering weight handling fees somewhat, Amazon has also reduced shipping costs (which apply to all products) for all sellers, reducing them down from INR 77 to INR 65 (beginning rate). The company anticipates that the modifications, which take effect on April 7, will strengthen the network of sellers on the site. According to analysts, rapid commerce, which has already swept a sizable portion of the food sector from e-commerce and is now spreading to other categories, is a contributing factor in the move. According to market experts, variety and cost are now the only ways Amazon can compete with rapid commerce. It is attempting to maintain and expand its seller base, for whom the fast commerce channel is increasingly crucial, by altering rates and providing more advantages to smaller sellers. Amazon has introduced its own fast commerce service, but it is now only available in some areas of Bengaluru. Additionally, the company has been slow to enter the fast delivery industry, which is dominated by Zepto, Swiggy, Instamart, and Blinkit from Zomato. According to Amazon, this is the biggest seller fee cut ever made in India.
Rapid Commerce Conflict
The rapid commerce industry has evolved into a high-cash-burn sector, with companies allocating billions towards expansion and client acquisition. Industry estimates indicate that the aggregate monthly cash burn of rapid commerce entities, including new entrants, ranges between INR 1,300 and 1,500 crore—more than double in recent months.
Despite nearing operational breakeven in Q2 FY25, Blinkit’s losses escalated in Q3 FY25, with operating losses rising to INR 103 crore from INR 8 crore in the preceding quarter. Swiggy reported a net loss of INR 799 crore, while Instamart had an adjusted EBITDA loss of INR 578 crore in Q3, compared to INR 358 crore in Q2. Zomato’s ability to continue investing in Blinkit stems from its financial stability. In November 2024, Zomato secured INR 8,500 crore in a qualified institutional placement (QIP) to enhance its balance sheet and finance its rapid commerce operations. As of December 31, 2024, Zomato possessed cash reserves amounting to INR 19,235 crore, providing adequate liquidity to support Blinkit’s expansion.
Land ownership is a significant aspect of any country’s economy, and India is no exception. When it comes to land ownership in India, the Indian Government holds the largest share, as reported by Hindustan Times in 2017. However, an intriguing fact is that after the government, it is the Catholic Church of India, not the expected real estate moguls or industrialists, that owns the most land in the country. As a conglomerate of Christian trusts and charitable societies, the Church has a vast network, including bishops, priests, brothers, and sisters devoted to spreading the message of Christianity.
In this article, we will explore the value of the land owned by the Catholic Church and delve into how they have amassed such extensive holdings throughout history. Additionally, we will address the various issues and considerations surrounding their land ownership. Join us as we uncover the fascinating aspects of this topic.
The Catholic Church of India – Biggest Landowner in India after the government
The Catholic Church of India holds the distinction of being the largest non-agricultural landowner after the government. With numerous properties across the country, its total valuation amounts to a significant sum, approximately equivalent to India’s navy budget at that time (approximately 20,000 crore rupees). Additionally, the Catholic Church of India stands as one of the largest non-government employers in the country.
This can be seen by the fact that the Catholic Church of India owns many properties spread across various parts of the country, be it Goa on the western side of India or, say, Kohima in Northeast India. The Catholic Church in India is governed by the Catholic Bishops’ Conference of India (CBCI) and is led globally by Pope Francis, the most influential Christian religious figure. As per a 2012 The Telegraph-Calcutta report, they have around 2457 hospital dispensaries, 240 medical or nursing colleges, 28 general colleges, 5 engineering colleges, 3765 secondary schools, 7319 primary schools, schools and 3187 nursery schools throughout India. It is the second largest owner of land in India after the Indian Government.
They have also made forays into agricultural land. For example, in 2009, they acquired a plantation worth 123 crore rupees in Kerala.
This is mainly through the Indian Churches Act of 1927, established by the British dominion back then. The British dominion leased the lands they had captured due to their various wars at cheap rates to help them spread Christianity to the masses. Through this, they managed to acquire land throughout India and opened various institutions, be it religious institutions, as mentioned above, to spread their message to the masses. The legality of the land is still debated.
One specific tactic that is noticed in the land owned by the Catholic Church of India is while they do have land spread across various cities, they also tend to own religious institutions in small villages, and soon these institutions themselves become an epicentre, a revolving point around which the whole village operates, either directly or indirectly through say the hospitality business, travels or so on.
A good example of this is the Velankanni Church in Tamil Nadu, about 150 km from Tiruchirapalli and 310 km from Chennai. While the small village is just around 5.5 square km, the whole village is dependent on a large church built specifically for Mother Mary, who gave birth to Jesus.
This church has been one of the major reasons for the development of Velankanni as a whole, especially as a tourist destination. This theme can also be found in other parts of India, such as Andhra Pradesh and Chhattisgarh.
Goa is a unique case altogether, considering it was a part of Portugal until 1961. The Portuguese gave them a lot of liberty to the Catholic Church as early as the 1500s, for example. One of the first Jesuit schools in India was established in 1542 at Goa by the name of St. Paul’s College. While it was stopped due to the 1578 plague, its ruins are still considered of paramount archaeological importance.
Issues Faced by the Catholic Church in India Regarding Ownership
Eduardo Faleiro
The ownership of land assets by the Catholic Church in India has been a subject of scrutiny and contention, giving rise to several issues. One major concern is the legality of the Church’s land holdings. While the Government of India issued a circular in 1965 stating that leases granted by the British government would not be considered valid, there has been a lack of consistent enforcement of this directive.
The lack of transparency surrounding the ownership of Church properties has also been a subject of concern within the Catholic community. Prominent Catholic politician Eduardo Faleiro has emphasized the need for a separate law governing Church properties and greater transparency in managing these assets. This highlights the ongoing discussions and efforts to address the transparency and legal aspects of Church property management.
He strongly emphasized that he believes that “The Church is not a symbol of power but service, and democratic laws must apply to it equally”.
The Catholic Church in India has also faced allegations of involvement in land scams. One notable incident occurred in 2018 when authorities from the Syro-Malabar Catholic Church, a specific sect within the Catholic Church in India based in Kerala, were accused of being engaged in transactions involving unaccounted or black money. Such cases have raised concerns about financial impropriety and the need for stricter measures to prevent fraudulent practices.
Additionally, the sheer scale of the Church’s land ownership has raised questions about its social and economic implications. The Catholic Church of India is considered one of the largest non-government landowners, and the total valuation of its land assets is estimated to be equivalent to substantial sums of money. This concentration of land resources has prompted discussions on equitable distribution and the potential impact on local communities and development projects.
The complex issues surrounding land ownership and management within the Catholic Church in India highlight the need for greater transparency, adherence to legal frameworks, and ethical practices. Efforts to address these challenges may involve implementing stronger regulations, promoting accountability, and ensuring fair and equitable utilization of land resources.
Top 10 Landowners in the World
Conclusion
This article provides an overview of the Catholic Church of India’s status as the biggest landowner in India after the government. It explores the historical factors contributing to this ownership and sheds light on the legal and transparency concerns surrounding their land assets.
Who are the prominent landowners in India, apart from the government?
Some prominent landowners in India, apart from the government, include:
Catholic Church of India
Indian Railways
Indian Armed Forces
Waqf board Property
State Governments
Corporate entities and industrialists
Agricultural and farming communities
Non-governmental organizations (NGOs) and trusts
Who owns most land in India after the government?
The Catholic Church of India is the largest landowner in India after the government. It owns roughly around 20,000 crore to 50,000 crore rupees of land.
Who is the largest landowner in the world?
Roman Catholic Church is the largest landowner in the world; it owns around 70 million hectares of land.
How did the Catholic Church of India become one of the largest landowners in the country?
The Catholic Church of India acquired land over many years through various means, including donations, purchases, and historical leases.
How does the Catholic Church of India acquire and manage its land assets?
The Catholic Church of India acquires land through donations, purchases, and historical leases. The management of its land assets is overseen by various trusts, societies, and church authorities.
Are there any legal or regulatory challenges regarding the ownership of land by the Catholic Church?
Yes, there have been legal and regulatory challenges regarding the ownership of land by the Catholic Church, including disputes over ownership, leases, and the validity of historical agreements.
Who is the second largest property owner in India?
Armed Forces are the second largest landowners in India.
Who is the third largest owner of land in India?
Waqf boards are the third largest landowners in India.
How much property is owned by the Waqf Board?
As of December 2022, the total number of Waqf immovable properties entered on the WAMSI portal is 8,65,646. Additionally, 3,53,850 Waqf properties have been mapped using GIS (Geographic Information System) technology.
Whenever we talk about food companies, international brand names like Dominos, McDonald’s, or KFC come into our mind. However, we have an Indian brand that has surpassed all these brands by selling Indian products. Yes, the brand is none other than Haldiram’s. Haldiram’s had started as a small shop in Bikaner. It has now become the largest snack seller, selling its products in over 80 countries around the world.
Haldiram’s is a name that started in the city of Bikaner in Rajasthan with its delicious Bhujia, but its great business strategies and introduction of new products from time to time made it a global brand today. The brand has grown and expanded and made a huge place for itself in our hearts.
Temasek acquired about 10% of Haldiram Snacks Foods (HSFPL) for over INR 8,000 crore (~$1 billion), valuing the company at $9 billion as of 11 March 2025. This major deal follows interest from Blackstone and Bain Capital. HSFPL, formed by merging the FMCG operations of Haldiram’s Delhi and Nagpur branches, holds a 13% share in India’s $6.2 billion savory snacks market. Besides snacks, Haldiram’s runs restaurants in India and abroad.
The success story of Haldiram’s is not only an achievement for itself but also a great source of inspiration for many.
The Success Story and Business Strategies of Haldiram’s
Haldiram’s owes its success to the contributions, dedication, and strategies of mainly three people, Ganga Bishan Agarwal, Shiv Kishan Agarwal, and Manohar Lal Agarwal. These three are responsible for implementing great strategies that make the brand a lovable preference for many.
Haldiram’s Revenue from FY19 to FY23
Chapter 1: Ganga Bishan Agarwal Changed the Fate of Haldiram’s Forever
Ganga Bishan Agarwal – Founder of Haldiram’s
The history of Haldiram’s starts in 1941. Ganga Bishan Agarwal, also known as Haldiram Ji, established the foundation of Haldiram’s in that year. He belonged to a Marwari family in Bikaner, Rajasthan.
Haldiram’s dream of establishing this company dates back to 1919 when he was only 11 years old. He had started working at his father’s bhujia shop in his childhood. Haldiram used to do odd jobs there but he always tried to learn how to make bhujia. At that time, bhujia was in demand. So, most shops in the market used to sell it. Every seller’s bhujia had the same quality and taste. Thus, the only competition was on the money.
Haldiram was the only person who was neither satisfied with the business nor with the taste of the bhujia. He wanted to make a bhujia that would be unique in the market. To achieve this, he started preparing bhujia with different ingredients. After many failed attempts, he succeeded in making a different kind of bhujia, the kind that the people of Bikaner had never tasted.
Here are the three changes that Haldiram brought that eventually changed the destiny of their business:
He started making bhujia with moth beans instead of gram flour. It changed its taste and made it more crispy.
Every seller was selling their bhujia at 2 paise/kg but Haldiram set his rate at 5 paise/kg. This made his bhujia a premium product in the eyes of the buyers.
He set his bhujia’s name to Dongar Sev, the name of Bikaner’s king. There was no relation between the two but that name served as a brand ambassador and people started believing it was a premium product.
Haldiram’s Dongar Sev became popular among the masses and its sales reached the sky. This was how Haldiram established his business, which is now known by his name. However, this was only the start.
Chapter 2: Shiv Kishan Agarwal, The Second Mastermind Behind the Success
Shiv Kishan Agarwal – The Man Behind The Success of Haldiram’s
The second chapter of the company’s growth started at the end of 1960 through Shiv Kishan Agarwal. He was the grandson of Haldiram.
At that time, in the 1960s, the Agarwal family was divided into three parts. Each lived in the cities of Bikaner, Kolkata, and Nagpur respectively. Their business in Kolkata and Bikaner was running well. However, Shri Krishan struggled a lot in Nagpur. In the 1960s, there was no demand for bhujia, not only in Nagpur but in entire Maharashtra.
So, he made it his determination to learn more about the food habits of the Maharashtrians. He organized market research and surveyed the entire Nagpur market. Through the survey, he found two big opportunities in the market.
The people of Maharashtra were not aware of the different types of snacks. Thus, he could introduce new snacks into the market.
There was a gap in the sweets market and only a few sweets were available in the market. Thus, he could introduce other sweets to the people.
He launched his favorite ‘Kaju Katli’ in the market. As it was a new sweet for the people of Maharashtra, he started giving out free samples. Due to this strategy, Kaju Katli became famous in Nagpur within just a few days. People loved the taste and the sales started reaching new heights. He then introduced many other sweets of Bikaner and Kolkata in Nagpur. This was how the sales increased by 400% in three years.
Soon enough, he realized that Nagpur people liked South Indian snacks like Idli and Dosa. This made him start a South Indian restaurant to attract more customers. Then, he started adding new snacks like samosa, kachori, and chole bhature to the menu.
If we examine it from a business perspective, when he entered the Nagpur market, he was a strange shopkeeper who was selling strange products to people. That’s why people didn’t trust him. So first, he won the trust of the Maharashtrians by selling the products they liked to win their trust, and then, he introduced his own products. This was how Shiv Kishan Agarwal contributed to Haldiram’s growth.
Chapter 3: Manohar Lal Agarwal’s Smart Strategies Made the Brand One of a Kind
Manohar Lal Agarwal – Chairman of Haldiram’s
The person who took this business even higher was Manohar Lal Agarwal. He is the current chairman of Haldiram.
When he joined Haldiram in 1973, Haldiram had only three shops in India – in Kolkata, Nagpur, and Bikaner respectively. Manohar Lal Agarwal opened another outlet in Delhi’s Chandni Chowk.
Giving Importance to the Packaging of the Products
During the 1990s, snack companies used to sell their products without any proper packaging. Haldiram was the first Indian company that gave great priority to the packaging and presentation of its snacks. It was Manohar Lal Agarwal who inspired the modern-day packaging methods including zip pouch, standee pouch packaging, and four-layer structure flexible packaging. This not only increased their brand awareness but also made the brand trustworthy and more popular amongst the masses. Haldiram stood out from the crowd and became a one-of-a-kind destination for sweets and snacks.
To expand its presence, Haldiram’s introduced sub-brands like Minute Khanna, Cup Shup, and Cookie Heaven, catering to different snack segments. Minute Khaana, for instance, focuses on the frozen food market. With a strong commitment to quality and market insights, Haldiram’s has grown from a small local shop into a globally recognized brand.
Opening More Stores and Spreading Across Cities
The second strategy was that he opened stores in various cities. He first targeted all the major cities and then moved on to the smaller ones as well. Having stores in pan-India hugely increased its popularity. People came to know more and more about the brand. The strategy increased the sales by a huge margin and made the business spread throughout the whole country.
Haldiram’s didn’t stop at domestic success and expanded globally. Today, it operates in over 60 countries, including key markets like the UK, Thailand, Australia, UAE, and Japan, solidifying its position as an international food brand.
Haldiram’s Funding
Temasek has finalized a deal to acquire nearly 10% of Haldiram Snacks Foods (HSFPL) for approximately $1 billion, reinforcing its focus on India’s growing consumer sector as of 11 March 2025. The transaction, one of the largest in India’s FMCG industry, follows months of negotiations. Blackstone also made a bid for a 20% stake but at a lower valuation.
HSFPL represents the combined FMCG businesses of Haldiram’s Delhi and Nagpur branches, making it a dominant player in India’s snacks market. The broader Haldiram brand operates through three separate family-run entities in Delhi, Nagpur, and Kolkata. This deal reflects the increasing interest of global investors in India’s food and beverage sector, particularly in the savory snacks category. The Haldiram story showcases how a family-run business evolved into a dominant player in India’s snacks market, with Haldiram Snacks Foods (HSFPL) now attracting global investors like Temasek.
Thus, this is how Haldiram’s has grown from a small shop in Bikaner to one of the most renowned snacks sellers in the world. The above-mentioned were the three founding pillars of Haldiram. Each held an important position in its foundation.
Today, Haldiram’s valuation has crossed $3 Billion and the business now has spread to 80+ countries. It was due to the efforts of these three generations of Agarwals that converted their small shop into the big business it is today. We surely have a lot to learn from the marketing strategies that each of them implemented along the way.
FAQ
When and where Haldiram’s was founded?
Haldiram’s was founded in Bikaner in the year 1937 by Ganga Bishan Agarwal (Haldiram Ji).
What is Haldiram most famous for?
Haldiram is the most famous for its Bhujias and Soan Papdi.
Who is the present Chairman of Haldiram?
Manohar Lal Agarwal is the present chairman of Haldiram.
Is Haldiram planning to launch its IPO (Initial Public Offering)?
Haldiram is likely to launch its IPO in 2025 according to various media reports.
This article has been contributed byKritika Lalchandani, Founder, Apostrophe Communications.
The world of lifestyle PR is evolving at an unprecedented pace. As someone who has spent 17 years in this industry; seven of those running my own agency; I’ve witnessed firsthand how rapidly consumer behaviour, technology, work culture and expectations from a PR agency have shifted. Navigating these changes isn’t just about keeping up; it’s about leading the way with flexibility, creativity, and an open mind.
Cultural Changes: Navigating Changing Consumer Needs and Information Overload
The way consumers engage with brands today is vastly different from what it was even five years ago. While the benefits are huge, information overload is a serious problem in the ecosystem that social media has created, where trends come and go rapidly. PR agencies can no longer rely on traditional storytelling alone; we must be hyper-aware of changing consumer sentiments, cultural shifts, and the narratives that resonate in real-time.
Additionally, the new generation of professionals joining the field, especially Gen Z, brings a new perspective that redefines communication patterns and workplace expectations. They encourage agencies to be empathetic and flexible by valuing authenticity, inclusion, and purpose-driven work. To stay ahead, leadership today demands strategic thinking along with emotional intelligence, inclusivity, and teamwork. Working with modern professionals is a fantastic method to discover new viewpoints and how to approach problems in a different way.
The rise of conscious consumerism is another critical cultural shift shaping PR. Audiences nowadays are increasingly selective about the brands they support, collaborating with those that share their ethos and values, whether those include social responsibility, sustainability, or ethical business practices.
In order to make sure that brands are not just noticed but also trusted, agencies must now create storylines that are authentic, open, and purpose-driven. Consumers now expect a genuine effect, and PR specialists are essential in making sure brands live up to their promises and walk alongside to share the briefs and boons.
Technological Innovation
The digital revolution has changed the PR landscape irreversibly. AI, in particular, is no longer just a buzzword—it’s an essential tool in how we work. From media monitoring and tracking and content creation, AI has the potential to enhance efficiency and offer deeper insights. However, the key lies in mindfully using it.
AI ain’t a threat, instead can be used as a great enabler to enhance efficiencies. A personal touch is always necessary in the art of relationship-building, storytelling, and creating captivating brand narratives. We must make sure AI enhances creativity rather than reduces our skill sets, even though it can help data-driven plans.
Finding the ideal balance between utilising technology and maintaining the fundamentals of genuine communication is a problem for agencies. The key narrative for a campaign always has to come from a professional for it to have a sentimental value and touch the hearts of the consumer.
For PR agencies to thrive in this dynamic landscape, adaptability must be ingrained in leadership. The traditional agency model is evolving, and flexibility is the new norm; whether in the way we approach campaigns, work with remote teams, or interact with clients.
Empathy-led leadership is becoming non-negotiable. Teams perform better when they feel heard, valued, and supported. The future of PR leadership will be about mentorship over management, creating an environment that fosters innovation while embracing diversity in thought and experience. Agencies that prioritize this shift will be the ones that sustain long-term success.
The most crucial stage in advancing in the modern day is adjusting to new surroundings, ideas, and viewpoints.
The Future of Lifestyle PR: Adapting to Change
The intersection of cultural shifts, technological advancements, and evolving leadership styles is shaping the future of lifestyle PR. Agencies that are agile, observant, and open to continuous learning will not just survive but thrive. The ability to pivot quickly, whether in response to a social movement, a new digital platform, or an unexpected global event, will define the leaders of tomorrow.
As PR professionals, our job is not just to communicate stories but to anticipate change, influence conversations, and build meaningful connections in a way that feels relevant and resonant. The future is exciting, but only for those who are ready to embrace it.
The Intersection of Culture, Technology, and Leadership in PR
Nowadays, lifestyle PR includes more than just brand awareness; it also involves cultural influence, technical adaptation, and innovative leadership. Agencies must embrace a collaborative, digitally savvy, and purpose-driven future as we enter this new era, moving beyond conventional frameworks. Utilising data without losing creativity, adjusting to changing work cultures without sacrificing basic principles, and leading with both strategy and heart are the keys to success.
This article has been contributed by Cheruku Srikanth, Founder & CEO, Digital CFO.
The Goods and Services Tax (GST), introduced on July 1, 2017, replaced multiple indirect taxes such as VAT, service tax, and excise duty. As a multi-stage, destination-based tax, GST has four slabs – 5%, 12%, 18%, and 28% – depending on the nature of goods and services.
Over the years, GST collections have grown steadily, bringing fiscal stability, increased transparency, and a stronger tax base. With Budget 2025-26 introducing key amendments, GST compliance and revenue collection are expected to improve further. This article looks at the impact of rising GST collections, what drives compliance, and how simplification can encourage more businesses to participate.
How Higher GST Collections Benefit the Economy
A rise in GST collections directly impacts India’s fiscal and economic health. The benefits include:
Higher Tax Revenue:
More GST revenue allows the government to fund infrastructure, public services, and welfare programs while managing fiscal deficits.
Economic Stability:
A rise in collections signals higher consumption and production, reflecting a healthy business environment.
Lower Fiscal Deficit:
Steady revenues reduce the need for external borrowing, improving the country’s financial position.
Better Infrastructure Spending:
Increased revenues enable more investments in roads, railways, healthcare, and education, creating jobs and economic growth.
More Businesses in the Formal Economy:
GST has brought more enterprises under the tax net, improving compliance and financial planning.
Easier Business Operations:
Higher compliance reduces tax evasion and streamlines administration, making India more attractive for investment.
Inflation Concerns:
While GST revenue growth is positive, higher tax rates or compliance costs can push up prices, particularly affecting small businesses and essential goods.
Several factors have contributed to better compliance and increased tax revenues:
Technology Adoption:
E-invoicing, automated tax filing, and AI-driven reconciliation tools have helped reduce evasion.
Stronger Enforcement:
Heavy penalties, late payment interest, and cancellation of GST registration ensure businesses comply.
E-Way Bills and Invoice Matching:
Tracking goods movement and matching invoices between buyers and sellers ensures that only genuine tax credits are claimed.
Simplified Filing Process:
The QRMP scheme (Quarterly Return Monthly Payment) has eased compliance for small businesses, while ERP software integration has streamlined tax returns.
Increased Awareness:
MSME outreach programs, tax workshops, and digital education have improved compliance levels.
Economic Growth and Digital Transactions:
The rise of e-commerce and digital payments has expanded the tax base, making evasion harder.
Tax Rate Adjustments:
Lower GST on essential goods encourages voluntary compliance.
Government Incentives:
Faster GST refunds, easier credit claims, and compliance-linked loan benefits motivate businesses to follow regulations.
The Need for Simplified GST Compliance
Despite improvements, GST compliance remains complicated for many businesses. Key challenges include:
Multiple tax slabs (5%, 12%, 18%, 28%) leading to confusion.
Input Tax Credit (ITC) mismatches cause compliance delays.
Multiple return filings (GSTR-1, GSTR-3B, GSTR-9) add to the workload.
Simplifying GST processes will encourage more businesses to register and file returns correctly. Benefits include:
More voluntary compliance due to reduced complexity.
Fewer errors and tax penalties.
Easier ITC claims, improving cash flow.
Integration with ERP and automated tax filing systems to make compliance hassle-free.
Budget 2025-26: Key GST Reforms
The latest budget has introduced several changes to improve compliance and trade facilitation:
ITC for Input Service Distributors (ISD):
From April 1, 2025, ISD can distribute ITC on inter-state reverse charge transactions, helping businesses with centralised procurement.
Clarity on SEZ and FTWZ Transactions:
Goods stored in Special Economic Zones (SEZs) and Free Trade Warehousing Zones (FTWZs) will not be classified as supply, reducing tax disputes.
GST Slab Restructuring:
The government is working on simplifying tax slabs to reduce compliance costs for businesses, especially SMEs.
Track and Trace Mechanism:
A new Unique Identification Marking system will improve supply chain transparency, benefiting high-value industries.
ITC for Immovable Property:
A retrospective amendment allows businesses to claim ITC on property-related investments, including plant and machinery.
Mandatory Pre-Deposit for Penalty Appeals:
Businesses appealing GST penalties must pay a 10% pre-deposit, ensuring a more structured dispute resolution process.
Return Filing Conditions:
New regulations will set conditions for GST return filing, improving transparency and compliance.
Conclusion
GST has played a key role in improving tax compliance and formalising India’s economy. While progress has been made, issues like complex return filing and ITC mismatches still need attention. The reforms announced in Budget 2025-26 aim to simplify compliance, reduce business burdens, and create a more efficient tax system.
With increasing digitisation and AI-driven tax compliance tools, automation will play a critical role in improving collections and making GST compliance easier. As policies evolve, India is set to create a more business-friendly GST framework that balances revenue growth with economic ease.
Since its acquisition by Tata Motors in 2018, Jaguar has been associated with luxury and performance in the automatic industry. This brand is part of a British car manufacturer that has captured the audience worldwide with its exquisite designs and great driving experiences.
Art of Performance is what Jaguar stands for, and thus brings its refinement and thrill to a select audience. It has two major consumer segments (B2C and B2B); the brand has not failed to tie its offerings to the aspirations of the above-average-income groups. Jaguar has also crafted an experience that sets it apart and bears it on the value line, thus helping it create a niche in the competitive luxury car segment.
This article examines Jaguar’s marketing strategy and how the brand has used its history, customer focus, and global reach to retain its position in the luxury car market. Discover the secrets behind Jaguar’s skill to combine performance with prestige, from dividing the market and positioning to distribution and brand value.
Jaguar has meticulously created its target audience for ambitious and successful people who love to live in luxury. What makes the brand so appealing is its ability to appeal to a niche of customers who want something more than just transportation, something that represents them and their ambitions. Here’s a closer look at the core segments Jaguar targets:
High-Income Professionals and Executives
Who they are: They are high-net-worth people, CEOs, business owners, and anyone in their 30s to 50s who is employed.
What they value: They value style, new technology, and top performance.
Why Jaguar appeals to them: Jaguar combines elegance with thrill, allowing the wearer to show off their status while enjoying a thrilling driving experience.
B2B (Business Owners and Corporates)
Who they are: For enterprises and corporate buyers that want premium fleet solutions.
What they value: Reliability, prestige and exceptional after-sales service.
Why Jaguar appeals to them: Jaguar’s prestige and commitment to excellence add to corporate identity and provide immaculate performance for business needs.
Young Luxury Enthusiasts
Who they are: Millennials and Gen Z consumers who value contemporary design and innovation and are affluent.
What they value: Aesthetics, sustainability and advanced features.
Why Jaguar appeals to them: Jaguar appeals to younger buyers who are searching for a way to make a bold statement with its sleek designs, eco-friendly models like the Jaguar I-PACE, and focus on modernity.
Passionate Global Customers for Exclusivity
Who they are: Developed and developing markets, particularly in Asia, Europe and North America.
What they value: Heritage, exclusivity, tailored experiences.
Why people like Jaguar: Jaguar represents international style and high performance. Its famous British background, along with being known around the world, makes it a great choice.
Jaguar is still a luxury car manufacturer that offers more than cars: a lifestyle of elegance, performance, and unmatched prestige. It targets a diverse yet interconnected audience.
Jaguar – Marketing Mix
Jaguar Marketing Mix
From the marketing mix of Jaguar, one can easily note that it is among the leading luxury car brands. The company is popular because of its good designs, exclusivity, and advanced technology. It has a different approach toward the 4Ps—Product, Place, Price, and Promotion, compared to other car companies.
Product Mix
Jaguar is synonymous with luxury, speed, and new ideas. It produces performance cars for the elite market. Jaguar has much more scalability and versatility than BMW, making cars exclusive, high quality, and affordable.
Jaguar E-PACE: Jaguar E-PACE is a compact SUV with a 2.0L Ingenium turbocharged engine, a luxury interior package with a panoramic roof and a long list of advanced safety features.
Jaguar F-PACE: The F-PACE is a Sport Utility Vehicle with many options.
Jaguar I-PACE: A unique grille, high-quality interiors, and a high-performing, eco-friendly, all-electric SUV.
Jaguar F-TYPE: Exclusive editions in 5.0L V8 high-performance sports car to commemorate the final model year.
Jaguar XF: A luxury sedan with style and practicality, AWD options, and cutting-edge driver assistance systems.
Jaguar’s legacy is building sophisticated, performant cars that appeal to high-ranking officials, celebrities, and those at the other end of the wealth scale.
Place Mix
Jaguar’s distribution strategy is based on exclusivity, which reflects its premium positioning. It is present in strategic urban centres and luxury markets.
Global Distribution System (D42): Advanced logistics technology allows for real-time vehicle tracking and an efficient order-to-delivery process.
In-house Logistics Management: Jaguar internally oversees vehicle logistics in Europe and the UK, ensuring more control and efficiency.
Manufacturing and Assembly: Jaguar has manufacturing hubs in England and assembly plants in India, China, and Brazil to supply local demand.
Selective Showrooms: Jaguar is concentrated on premium dealerships in urban and rich regions because of its target viewership.
Jaguar’s strategy is to grow global reach while still being an aspirational brand.
Pricing Mix
Jaguar uses a super-premium pricing strategy and only targets customers who value luxury and performance more than cost.
Notable elements of the pricing approach:
High Entry Costs: The Jaguar XF models start at INR 48,60,000, and the top-of-the-line XK Convertible costs up to INR 1.88 crore in India.
Value-Oriented Adjustments: Jaguar has moved into competitive pricing in the luxury segment in North America. For example, the XE begins at $34,900, hoping to attract younger consumers.
Enhanced Features at Competitive Prices: Jaguar has lowered prices or added benefits on models like the XF and F-Type to attract smart buyers.
Jaguar Elite Customer-Care Program: It includes a five-year/60,000-mile full warranty, free maintenance, and improved safety features.
Jaguar brand exclusivity means that its cars are still status symbols, often considered investments in luxury and prestige.
Promotion Mix
Jaguar has built a reputation for elegance, power, and high quality; its marketing highlights these traits.
Celebrity Endorsements: The brand is associated with famous people like David Beckham, and its fashionable image is strengthened by its presence in growing markets like China.
Advertising Channels: Jaguar’s affluent audience is grabbed through television commercials, online platforms, magazines and billboards.
Sponsorships and Events: Jaguar sponsors major events and attends international car shows to exhibit its state-of-the-art designs and technology.
Stylish Campaigns: The brand’s prowling agility and luxury are often the focus of its ads, which speak to its target audience.
Jaguar’s promotion strategy shows how it strives to create a brand image of timeless appeal, combining modern and historical prestige.
Jaguar – Marketing Strategies
The fantastic pricing and promotion strategies and the Jaguar marketing mix basically target niche customers of elite status who demand quality, innovative pieces, and exclusivity. Jaguar has become a classic benchmark luxury car brand through a carefully outlined product mix, effective distribution, competitive pricing, and precise promotion. This can be minimised by its ability to blend tradition and modernity in its acceptance around the global market.
This company became a household name in every corner of the world and has associated itself with luxury and performance. Jaguar has marketed and mingled with its heritage and innovation to create a distinctive, exclusive offering that James wales a niche but highly judgmental audience. Jaguar is still redefining the luxury automotive experience through its diverse product portfolio and cutting-edge digital presence.
Product Diversity
Jaguar’s product range is aimed at a broad spectrum of customer preferences, from performance enthusiasts to families looking for luxury and practicality. If you’re looking for thrilling driving experiences, the Jaguar F Type is for you, but if you’re a professional looking for something elegant, the XE and XF are for you. Jaguar has SUVs for families, such as the F-PACE and E-PACE, with premium features and spaciousness. Jaguar’s award-winning all-electric SUV, the I-PACE, demonstrates the brand’s commitment to sustainability and innovation and its adaptability to change in the market.
Event Sponsorships and Partnerships
Jaguar participates in important events and works with partners to strengthen its brand image. Its participation in the Formula E Championship shows that it is dedicated to electric cars and advanced technology. Jaguar also collaborates with the entertainment industry, where movies and TV shows highlight elegance and power and include its vehicles. Sponsoring cultural and art events further enhances Jaguar’s image as a classy and traditional brand, thus connecting well with its target audience.
Digital Marketing Excellence
Jaguar has created a very personal and deep digital presence using appealing luxury features. With great design and performance visuals, Jaguar shares its interest on Instagram and YouTube. From blogs and e-magazines to behind-the-scenes videos, it’s an in-depth narration-telling about the legacy and innovation of the brand. Jaguar leverages advanced analytics tools to personalise its marketing campaigns to connect with potential buyers personally, increasing customer engagement and conversion rates.
Customer Experience
When it comes to delivering an exceptional customer journey, Jaguar is focused on delivering that to customers who deserve it. Jaguar offers bespoke customisation options to advanced virtual reality experiences in showrooms; every part of the Jaguar experience is tailored to suit individual needs. The brand ensures satisfaction post-purchase through premium service plans, extended warranties and round-the-clock roadside assistance.
Sustainability – Brand Affinity
It’s a cornerstone of Jaguar’s strategy to build emotional customer connections. Test drives that are designed solely for the owner will be a golden opportunity for the lovers to shake hands with each other and celebrate their passion for the brand through what is known as Jaguar Owners Clubs. More importantly, Jaguar’s focus on sustainability will be appreciated very much among environmentally conscious purchases around its initiatives in electrification and eco-models, such as the I-PACE. Dual focused on exclusivity and sustainability, so Jaguar will survive in such a quickly evolving world of automotive perspectives.
Jaguar combines age-old know-how and cutting-edge techniques in perfect harmony with matchless luxury and performance. The breadth of the Jaguar product offering generates the most impressive new methods of digital campaigns and keeps themselves high above customer experience to perpetuate progress in an evolving world: the luxury-defined automotive world. Strongly electric and sustainable, it puts itself in good stead for tomorrow without losing agelessness.
Jaguar – Marketing Campaigns
Recently, Jaguar has launched several bold marketing campaigns designed to change its image as it moves into the future of luxury and electric mobility. Below are some of the best campaign examples illustrating Jaguar’s changing mark and dedication to innovation.
2024: Copy Nothing Campaign
2024: Copy Nothing Campaign
Jaguar’s ‘Copy Nothing’ campaign is a new brand take on luxury and electric mobility. This campaign bucks the automotive advertising world’s traditional norms as Jaguar prepares to become an all-electric brand by 2025.
Notably, the campaign is car-free. Jaguar instead went for vibrant, avant-garde visuals of models in bold fashion, an attempt to steer clear of the traditional automotive focus on the vehicles. The tagline “Copy Nothing” sums up Jaguar’s stance to innovate instead of just sticking to the orthodox roads followed by other brands.
The campaign has received mixed reviews. Some critics say that it could alienate reservoir fans who are long-time devotees, while others applaud it as a bold gambit to woo young, more varied audiences. This campaign stands for the ambition Jaguar has in redefining modern luxury.
The Art of Performance
Jaguar’s long functional campaign “The Art of Performance” really is the campaign meant to refer to and market its highly performing luxury vehicles. Dynamic driving experiences and the sophisticated design of the offered range of sports cars and sedans are at the heart of this idea. Equaliser commercials feature individual and thrilling Jaguar vehicles participating on either a racetrack or some road with magnificent sceneries, invented, choosy, and rapid.
This campaign reiterates Jaguar’s reputation for making cars with performance and elegance. Visually and message-wise, these visuals and messaging resonate with consumers who value the finer points of driving and the artistry of engineering.
2018: “I-PACE – An Electric Revolution”
It launched the ad campaign “I-PACE-An Electric Revolution” against the backdrop of the introduction of an electric I-PACE SUV in 2018. The campaign itself was critical to Jaguar’s push into the electric vehicle arena. The I-PACE is an entirely game-changing luxury electric component.
It was rooted in luxury and technology, with electric performance, sleek design, and cutting-edge messaging features. The ASBK series folds three wheels into a cube-shaped monocoque shell in front of the driver, creating a bike that responds immediately to steering input and packs in much more detail than the hand gestures of auto racing.
The campaign featured several high-profile ad spots and collaborations with celebrities and influencers, which helped position this futuristic, aspirational vehicle. This campaign drove Jaguar’s success in becoming a real player in the burgeoning electric vehicle business.
Conclusion
As a luxury automobile, Jaguar’s marketing strategy combines heritage, innovation, and exclusivity in a perfect marriage that sets it apart from the pack. Jaguar has kept its prestigious status and used modern technologies such as electric mobility while maintaining its carefully targeted audience segments and bold, cutting-edge campaigns. Today, the brand’s dedication to performance, elegance and sustainability remains relevant to its global clientele, including high-income professionals to passionate young luxury enthusiasts. Jaguar’s continuing progression in electric vehicles like the I-PACE hints at its ability to keep its iconic appeal while adapting to the needs of a new consumer generation.
