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  • Vidit Aatrey: Transforming Indian ECommerce with Meesho

    Amid perspectives that say that the eCommerce business is saturated and there is not much scope, there is this story of Vidit Aatrey, who proved them wrong.

    Vidit, the Co-founder of Meesho, never looked to compete with Amazon or Flipkart. But what he looked for, was the opportunity to solve problems that the retailers and customers faced in small towns. This led to the huge success of this eCommerce giant.

    Let’s dive into the biography and the success story behind this businessman who addressed all the challenges to make this business a success.

    Vidit Aatrey – Biography

    Name Vidit Aatrey
    Birthplace India
    Nationality Indian
    Education BTech, Electrical Engineering, IIT-Delhi
    Position Co-founder and CEO of Meesho

    Vidit Aatrey – Early Life and Education

    Vidit Aatrey wasn’t born into a lineage of successful entrepreneurs. He hails from a family that primarily did farming in Uttar Pradesh. With his father working at Delhi Jal Board, the waterworks department, their middle-class family lived in a very simple two-bedroom apartment in North-West Delhi.

    Thus, he lived in a locality that was filled with Government employees. During early childhood, Vidit was encouraged by his father to choose a career path in civil services and chose to study at IIT Delhi as a step towards that.

    Little did he know that making that choice would change his whole idea of the career path he wanted to take.

    Once Vidit went through IIT, his worldview broadened. He realized that the world has many more career opportunities than that. He saw his seniors working in investment banks and running companies, which inspired him. Those four years at IIT Delhi transformed him. He made up his mind and returned home to tell his dad that he didn’t want a government job. He started exploring other opportunities.

    Vidit Aatrey – Career

    Vidit’s path took a shift in 2012 when he accepted a management trainee position with ITC in Chennai during the campus placement. Many worked under him and that gave a strong start to his career.

    However, Vidit discovered during the following two years that this conventional industry was moving slowly and adopting technology slowly. Concurrently, his pals in Bengaluru were climbing ladders and were up-to-date with new technology. Concern about losing out pushed Vidit to get in touch with his friend, Sanjeev Barnwal at InMobi and he landed in Bengaluru. After briefly working in InMobi for around a year, they left their jobs to work for a bigger plan.

    Both of them worked out a plan to launch an eCommerce startup for small businesses. They created an app called Fashnear, which connected the local vendors with their customers. But, since the idea did not hit great success due to a few challenges, they tweaked it a bit to launch Meesho in 2015.

    Vidit Aatrey – Meesho

    Meesho was launched in 2015 by the two IIT batchmates Vidit Aatrey and Sanjeev Barnwal, and the parent company is still being called Fashnear Technologies Pvt. Ltd.

    This is what he says about his company,

    “We help people start an online business on Facebook, WhatsApp, or Instagram without having them invest in it”.

    The company grew to be a groundbreaking eCommerce startup focused on empowering small businesses. At a time when the prevalent belief was that the eCommerce market was saturated, Vidit was undeterred by the naysayers.

    He had to face many more challenges even after Meesho was launched. The shopkeepers did not benefit much from Meesho in terms of new customers or cost-effectiveness. So, once again, he made changes to the business model. The focus shifted majorly to the women who did not have their boutique and sold their products from home on WhatsApp and Facebook.

    From here Meesho achieved many milestones in the upcoming years. It was selected to Y Combinator in 2016 and further grew to gain over 1 million resellers in 2018. Further in 2019, it became the first Indian startup to get an investment from Facebook for $25 million. In 2021, Meesho made an astonishing achievement of over 500k orders daily.

    Vidit envisioned Meesho as a platform that would revolutionize the way small businesses operate, providing them with the tools and support needed to thrive in a competitive digital marketplace.

    Meesho – The Startup Story of India’s Largest Reselling App
    The startup story of India’s top reseller platform Meesho. How two IIT Grads stumbled upon the Meesho idea and went to build a unicorn startup.
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    Vidit Aatrey- Personal Investments

    Vidit Aatrey has made 29 investments. Their latest investment was Pep on Oct 9, 2023.

    Announced Date Organization Name Lead Investor Funding Round
    October 9, 2023 Pep – Seed Round
    August 17, 2023 Teleport – Pre Seed Round
    April 20, 2023 Mesa School of Business – Seed Round
    February 8, 2023 Bluelearn – Seed Round
    December 6, 2022 Virgio – Series A
    December 4, 2022 Kapu – Seed Round
    November 3, 2022 SolarSquare Energy – Series A
    November 2, 2022 AlmaBetter – Seed Round
    November 1, 2022 Virgio – Series A
    October 11, 2022 Wishlink – Seed Round

    Vidit Aatrey- Awards and Recognitions

    Vidit has been awarded with awards as below:

    • He was the winner of the Social Venture Challenge, Harvard World MUN, Singapore, 2011.
    • He was enlisted in the Forbes 30 Under 30- India and Forbes 30 Under 30- Asia in 2018.
    • He was also enlisted in the Entrepreneur 35 under 35 in 2019.
    • He was also awarded the World’s 50 Most Innovative Companies award by Fast Company
    • He was also recognized as the Young Turk Startup of the Year by CNBC in 2020.
    • He was among the Fortune 40 under 40 in 2021.
    • He was also enlisted under Economic Times 40 under 40 in 2021.


    Vidit Aatrey – Quotes

    Some of the famous quotes of Vidit Aatrey are as mentioned below:

    💡
    Category-defining startup or not, start your company as soon as you can. There is no perfect time to leave your job and step into the startup ecosystem.
    💡
    Even the junior-most employee in your company should be well versed with the company’s visions and ideas that you generally discuss in the boardrooms.
    💡
    People care about the type of company they are working for. If they can see their contribution to the company is actually helping people and feel they are a part of something big, the team will automatically stay with you.

    FAQs

    Who is Vidit Aatrey?

    Vidit Aatrey is the co-founder and CEO of Meesho.

    When was Meesho founded?

    Vidit Aatrey and Sanjeev Barnwal founded Meesho in the year 2015.

    What is Vidit Aatrey’s education?

    Vidit Aatrey did a BTech in Electrical Engineering from IIT Delhi.

  • An AI-Driven Renaissance: How Technology is Revolutionizing Musical Fusion

    Traditional art forms across the globe are facing a steep decline as digital media, AI-generated content, and rapidly evolving audience preferences reshape the cultural landscape. Economic downturns and reduced funding have further weakened cultural institutions, leaving heritage-based arts struggling to survive. With the rise of short-form entertainment and streaming platforms, time-honored musical traditions are at risk of fading into obscurity. To counter this, integrating technology with cultural preservation has become an urgent necessity, ensuring that these artistic legacies remain relevant in the digital age.

    One such endangered tradition is Carnatic music, a centuries-old classical art form from South India. Renowned for its intricate raga structures, rhythmic precision, and deeply expressive compositions, Carnatic music carries both artistic and therapeutic significance. Certain ragas have been found to enhance cognitive function, aid relaxation, and improve emotional well-being. However, despite its profound cultural and medicinal value, this musical tradition is steadily losing prominence, overshadowed by modern entertainment formats and changing listener habits. Preserving Carnatic music is not merely about safeguarding a genre, it is about upholding an intellectual and cultural tradition that has enriched generations.

    Abhinav Balasubramanian, a software engineer, AI researcher, and certified Carnatic vocalist, has pioneered an innovative AI-powered framework aimed at integrating Carnatic music with global genres. His research, published in the International Journal of Scientific Research in Engineering and Management (IJSREM), Volume 8, Issue 2 (Feb 2024), explores how generative AI can be leveraged to blend Carnatic ragas with Western classical, jazz, and electronic music. By aligning traditional tala cycles with contemporary rhythmic structures and mapping microtonal ragas to global harmonic frameworks, his approach enables seamless cross-cultural musical fusion. This breakthrough not only preserves the essence of Carnatic music but also provides musicians, composers, and educators with tools to explore new creative dimensions.

    Designing this AI framework presented significant challenges. The authenticity of Carnatic music’s microtonal ragas had to be preserved while ensuring that AI-generated compositions maintained cultural integrity and musical coherence. Aligning the complex tala cycles with modern time signatures required a sophisticated understanding of rhythmic structures. These challenges were systematically addressed through advanced AI techniques such as sequence modeling, style transfer, and harmonic integration. The result is a system capable of generating compositions that respect the traditions of Carnatic music while embracing innovation.

    To evaluate the impact of this AI-driven approach, a comprehensive strategy combining objective and subjective metrics was devised. Objective metrics measured tonal fidelity, rhythmic complexity, and compositional diversity, while subjective assessments focused on cultural authenticity and listener appeal. Early results indicate that AI enhances melodic integration by up to 18% and improves rhythmic alignment efficiency by 22%. These findings suggest that artificial intelligence can play a transformative role in reimagining traditional music while fostering meaningful global musical collaboration.

    As artificial intelligence continues to redefine creative boundaries, it is crucial to recognize that technology should serve as an enhancer, not a replacement for tradition. Abhinav Balasubramanian’s research demonstrates how AI can bridge cultural heritage with modern innovation, making classical music more accessible and adaptable to contemporary audiences. His work paves the way for a future where AI facilitates not only musical fusion but also deeper artistic exploration and collaboration.

    Beyond Carnatic music, this AI framework has the potential to revolutionize traditional music worldwide thanks to Abhinav Balasubramanian. Indigenous folk melodies, classical compositions, and other deeply rooted cultural expressions can be analyzed, documented, and reimagined using AI. By embracing these technological advancements, centuries-old musical legacies can continue to evolve and inspire future generations. The fusion of artificial intelligence with traditional music is not merely an act of preservation—it is a dynamic reinvention, allowing these art forms to flourish in an era driven by digital transformation.

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  • Two of the World’s Five Largest Coal Mines Now in India

    WorldAtlas has published a list of the top ten largest coal mines in the world, and the Gevra and Kusmunda coal mines, which are owned by South Eastern Coalfields Limited (SECL) and are located in Chhattisgarh, India, respectively, come in at number two and four. These two mines, which are situated in the Korba region of the state of Chhattisgarh, generate about 100 million tonnes of coal each annum, which is equivalent to around 10% of India’s entire coal production.

    In fiscal year 23–24, the Gevra opencast mine produced 59 million tonnes of coal, well below its yearly output capability of 70 million tonnes. The mine began producing coal in 1981 and has sufficient reserves to cover the nation’s energy needs for the following decade.

    In FY 23–24, the Kusmunda OC mine became the second Indian mine, after Gevra, to produce more than 50 million tonnes of coal.

    In reference to this new achievement, the Chief Management Director of SECL, Dr. Prem Sagar Mishra, expressed that it is definitely a moment of pride for the state of Chhattisgarh that two of the five largest coal mines in the world are now located within the state. Mishra expressed his thanks to the Coal Ministry, the Ministry of Energy and Financial Coordination, the State Government, Coal India, Railways, and a variety of stakeholders, but most significantly, to the coal warriors who have laboured ceaselessly to accomplish this remarkable accomplishment.

    Both Mines are Operated With High Tech Machines

    The mining operations at these mines have made use of some of the most innovative and largest mining machinery in the world, such as the “Surface Miner,” which is designed to extract and chop coal without the need for blasting in order to make mining operations more environmentally friendly.

    For the purpose of overburden removal, which is the process of removing layers of soil, stone, and other materials in order to expose the coal seam, the mines make use of some of the largest Heavy Earth Moving Machinery (HEMM) in the world. These include 240-tonne dumpers, 42 cubic meters Shovels, and Vertical Rippers, which are designed to remove overburden in a manner that is both environmentally friendly and blast-free.

    What is WorldAtlas?

    In 1994, when there were only around 2700 websites on the internet, geographer John Moen and his wife Chris Woolwine-Moen established WorldAtlas as a passion project. In addition to being backed by Reunion Technology Inc., WorldAtlas is run by an editorial and development staff that is diverse in background and experience. Their goal is to provide accurate data about the world derived from reliable sources.

  • GMP Technical Solutions to Be Acquired by Shinryo Corp

    The Mumbai-based clean room partition maker GMP Technical Solutions is valued at INR 185 crores, and Japanese giant Shinryo Corporation has announced that it will purchase an 85% ownership in the company. Vascon Engineers Ltd., an engineering and realty company located in Pune, would sell its stake to Shinryo.

    The company’s management now holds and will retain the remaining 15% of GMP Technical Solutions, as stated in the press announcing the purchase.

    After acquiring a portion of GMP in 2010, Vascon stated that it will be able to better focus on its real estate business after selling off a “non-core” asset. A number of approvals, including those from regulators, are necessary for Shinryo to acquire a stake in GMP.

    According to the press release, GMP Technical Solutions is the number two maker of clean room equipment in India. They have supplied a variety of industries, including pharmaceuticals, biotechnology, lithium-ion batteries, and more. GMP also supplies new industries with clean room dividers, such as the semiconductor assembly and manufacturing sectors.

    As a result of GMP Technical Solutions’ dominance in the Indian market for clean room partitions, Shinryo will be able to expand its operations in the country. This is due to the increasing demand for clean room partitions in industries like electronics, semiconductor manufacturing, and battery production.

    About GMP

    With the establishment of its facility in Baddi, Himachal Pradesh, in 2005, GMP became the pioneering firm in India to begin the production of clean room walls. Given that it has expanded into a number of states, GMP has successfully finished 1300 projects over the course of the past 15 years, including 140 projects overseas in more than 47 countries. In addition, GMP has developed expertise in the HVAC Solutions business.

    About Shinryo

    As a result of the collaboration between Shinryo Corporation’s Group Companies—which handle the primary tasks related to HVAC, plumbing, drainage, electrical systems, lighting, and other systems like EPCC for district cooling, co-generation, and power plant systems—the company has been able to offer its customers comprehensive solutions for all of their HVAC, plumbing, electrical, and lighting needs.

    Shinryo Corporation has activated the Central Research Centre (Tsukuba City) and the entire group to focus on developing important parts of the business so that it can expand into new growth sectors. As part of these efforts, the company will be taking the following steps: improving inventory control and supply chain management; investing in growth areas; developing and expanding into new international markets; using 3D computer-aided drawing (CAD) software to increase productivity, etc.

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  • The Resilience of Ghanshyam Sarda: Reviving Calcutta’s Jute Industry

    Kolkata (West Bengal) [India] July 18: In the heart of Calcutta, a city known for its rich cultural heritage and bustling markets, the jute industry once stood as a cornerstone of economic prosperity. The natural fibre, often referred to as the “golden fibre,” was the lifeblood of Bengal’s economy. However, the industry faced a steep decline in the late 20th century, plagued by outdated machinery, labour disputes, and competition from synthetic alternatives. Amidst this backdrop of decay and despair, one man emerged as a beacon of hope and resilience: Ghanshyam Sarda.

    The Early Struggles

    Ghanshyam Sarda, the chairman of the Sarda Group of Industries, stepped into an industry that was on the brink of collapse. The jute mills in Calcutta were operating at a fraction of their capacity, and the workforce was demoralised. Driven by profound respect for his family heritage, unwavering passion, and strategic skill, he confronted the challenges, shouldering the responsibility for the industry and its labourers.

    Vision and Leadership

    Sarda’s vision for the jute industry was rooted in his unwavering belief in its potential. He saw an opportunity where others saw decline. His strategy was multifaceted: modernise the mills, diversify the product range, and instill a sense of pride among the workforce. Understanding the global shift towards sustainable and eco-friendly products, Sarda identified jute’s natural advantages–biodegradability, strength, and versatility.

    Modernisation Efforts

    One essence of Sarda’s strategy to revive the crumbling jute industry in Calcutta was to build a sense of trust through shared sacrifice and collaborative efforts. He brought his workforce together around a unified purpose, securing their unwavering support even amid salary cuts during the revival phase. His belief was simple: actions speak louder than words. By working side-by-side with his team, Sarda created a culture of transparency and teamwork, ensuring the enterprise’s smooth functioning.

    Empowering the Workforce

    A crucial yet overlooked aspect of Sarda’s approach was his commitment to the workforce. He understood that the success of the jute industry depended on the skills and morale of its workers. He initiated and implemented training programs to elevate their skills, ensuring they could operate new machinery and adapt to modern production techniques. Additionally, he improved working conditions and provided better wages and benefits, fostering a sense of loyalty and motivation among employees.

    Overcoming New Challenges

    Sarda’s journey was not without challenges. The global market for jute was competitive, with other nations emerging as prominent players. However, Sarda’s strategic focus on quality and innovation allowed the Sarda Group to carve out a niche market. Moreover, he navigated the complex regulatory landscape and addressed environmental concerns by promoting jute as a sustainable alternative to plastic.

    The Impact of Sarda’s Resilience

    Today, the resilience, vision, and leadership style of Ghanshyam Sarda has transformed the jute industry. The Sarda Group operates several mills, providing employment to thousands and contributing significantly to the local economy. Sarda’s efforts have also had a broader impact, revitalising the jute sector in India and promoting sustainable practices.

    The revival of Calcutta’s jute industry under Sarda’s leadership is a testament to the power of resilience and vision. By embracing modernisation, diversification, and workforce empowerment, Sarda has not only revived an industry but also set a benchmark for sustainable industrial practices. His journey is an inspiring example of how traditional industries can be revitalised in the modern era, blending heritage with innovation to create a sustainable future.

    Conclusion

    In conclusion, Sarda’s relentless efforts have breathed new life into an industry that many had written off. His story is a reminder that with vision, resilience, and a commitment to sustainable practices, it is possible to overcome even the most daunting challenges. As the world grapples with environmental concerns and seeks sustainable solutions, the revival of Calcutta’s jute industry stands as a beacon of hope and a model for others to follow.

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  • Nike Business Model | How Does Nike Make Money?

    Nike is one of the most well-known names in athletic footwear, apparel, and accessories. Among the many things that have contributed to Nike’s success, the company’s well-thought-out business model stands out as the main cause for its continued success in the marketplace.

    This article will explore the business model and revenue model of Nike in detail, helping readers understand how it has been important in the company’s rapid rise to the top.

    About Nike

    Founded in 1964 under the name Blue Ribbon Sports, the company was later renamed after the Greek goddess of success. It was founded by former University of Oregon track and field athlete Phil Knight and his coach Bill Bowerman.

    Back then, all they did was distribute the shoes of the well-known Japanese company Onitsuka Tiger. Nike made around $8,000 in their first year of operation. With stores in 170 countries, the brand’s net worth is $191.79 billion now. There is little question that the net worth of the corporation will keep increasing in the future, based on trends from the past few years. Currently, the company’s main office is situated in Beaverton, Oregon, USA.

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    Nike Business Model

    Athletes and customers throughout the world have been attracted by Nike’s innovative products and designs, marketing and branding strategy, and retail and distribution methods. Another essential component of Nike’s business model is the company’s approach to marketing and branding. The corporation has long been an investor in celebrity endorsements, teaming up with A-list athletes and actors.

    Nike has a long history of partnering with legendary players, such as Serena Williams of tennis and Michael Jordan of basketball, solidifying its position as a symbol of excellence in sports. The retail and distribution channels are also crucial to Nike’s business model. To meet every requirement of its customers all around the world, the company runs both physical stores and an effective online marketplace.

    Nike makes sure its products are available to people all over the globe with its strong retail presence. To further broaden its reach, Nike collaborates with a network of authorized retailers and distributors, in addition to its locations.

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    How Nike Makes Money | Nike Revenue Model

    By controlling several revenue streams and continuously pushing the limits of innovation and design, the worldwide sportswear giant Nike has become an industry powerhouse. The foundation of Nike’s revenue streams is, without question, footwear sales. Nike has won over millions of customers all over the globe with their extensive assortment of fashionable lifestyle shoes and performance-driven sneakers.

    The brand has become a preferred choice for footwear across every group due to its capacity to accommodate the diverse requirements of athletes and trendy individuals. Although shoes are Nike’s main product, the company has also found success in the apparel and equipment markets. Athletic performance and comfort are two primary goals of Nike’s extensive line of athletic apparel, which includes outerwear, accessories, and sportswear.

    Additionally, Nike manufactures a wide variety of sports goods, such as soccer balls, basketballs, and training apparel. Nike has strengthened its position in the athletic goods industry and accessed new sources of income by expanding its product range. In addition to selling shoes, clothes, and equipment, Nike also makes money by sponsoring sporting events and teams and entering into licensing deals with other businesses. Through these licensing arrangements, Nike can expand its reach even further by allowing other companies to utilize its distinctive logo and brand image on their products.

    Another important revenue generator for Nike has been its relationships with world-class athletes, teams, and leagues. Nike not only increases its visibility but also solidifies its reputation as a symbol of genius and achievement by linking its name with the most renowned athletes in the world. Because of this, customer confidence and loyalty are boosted, leading to more sales.

    Nike’s Revenue Worldwide From the Fiscal Years of 2013 to 2023
    Nike’s Revenue Worldwide From the Fiscal Years of 2013 to 2023

    USP of Nike

    “Just Do It” is Nike’s tagline and also its unique selling proposition. The brand has been using a powerful yet simple slogan, which conveys a message of empowerment, since 1988. Regardless of the obstacles people encounter, this USP encourages them to pursue their dreams and ambitions.

    Nike SWOT Analysis

    Nike SWOT Analysis
    Nike SWOT Analysis

    Nike Strengths

    • With a presence in almost every country on Earth, including the United States, the United Kingdom, Asia, and many more, Nike is unmatched as a global leader in athletic footwear and gear.
    • Nike has been named one of the world’s 50 most innovative corporations.
    • One way Nike stands out is through its unique products, which are recognized all over the world.
    • The firm has built its brand equity through its effective global business relationship-building.

    Nike Weaknesses

    • The expansion of the company’s market share is hampered by the constant risk of competition.
    • Nike is more known as a sportswear and footwear label than a major player in the fashion industry.

    Nike Opportunities

    • The development of new, highly profitable products, such as a sharper focus on eyewear, athletic apparel, etc.
    • Even in developing economies, Nike can open stores in tier 2 cities.
    • Open sports academies all around the globe to encourage talent and raise brand awareness.
    • Like its sporting division, Nike has room to grow in the fashion industry.

    Nike Threats

    • Many different brands compete for consumers’ attention in the footwear industry.
    • Since it is an international brand, Nike is impacted by the ups and downs of national currencies.
    • A company like Nike regularly has to deal with the issue of counterfeit goods.
    • Other brands incorporate new approaches and innovations to directly compete with Nike.

    Conclusion

    If you want to see how to maximize money while still providing excellent customer service, look no further than Nike’s business strategy. Nike has been the world’s most popular sportswear brand for a long time because the company’s founders emphasized marketing and innovation from the start.

    FAQs

    Who are the founders of Nike?

    Nike was founded by Phil Knight and Bill Bowerman in the year 1964.

    What is the tagline of Nike?

    The tagline of Nike is Just Do It which is also its USP.

    What are the main components of the Nike Business Model?

    Nike’s business model revolves around product innovation, strong brand presence, global supply chain management, direct-to-consumer sales, celebrity endorsements, and strategic marketing partnerships.

  • Karnataka Passes Bill to Create Quotas for Locals in Private Employment

    A bill requiring private sector employers in Karnataka to hire locals has been adopted by the Siddaramaiah Cabinet. The law specifies a 50% quota for management roles and a 70% quota for non-management roles.

    The decision was announced by Chief Minister Siddaramaiah on X, who said that on Monday, the state cabinet had passed a bill to require all private enterprises in the state to recruit only Kannadigas for lower-grade (Group ‘C’ and ‘D’) positions. The Chief Minister, however, removed the post in response to the criticism. The bill’s draught language, however, omits any reference to the full reserve of positions in Groups C and D.

    “It is our government’s wish that Kannadigas should not be deprived of jobs in the land of Kannada and should be given an opportunity to build a comfortable life in their motherland,” he explained, while explaining the decision.

    With “looking after the welfare of Kannadigas” as its first goal, Siddaramaiah called his administration a “pro-Kannada” one.

    The state government emphasized its commitment to consulting with the business and addressing the concerns after the announcement received strong criticism.

    What Bill Exactly States

    According to the bill, a local candidate must be a Kannada speaker, reader, and writer who was born in Karnataka and has lived in the state for at least fifteen years.

    Applicants must have completed secondary school and have Kannada as one of their language choices. If they do not, the government-notified nodal agency will specify that they must pass a Kannada proficiency test, according to the Bill.

    Companies and organizations, in tandem with the government, should work to train local candidates within three years if there is a shortage of qualified candidates.

    Businesses can ask for a waiver if they still can’t find enough qualified locals. The Bill states, however, that the relaxation must be at least 25% for management categories and 50% for non-management categories.

    Penalties for violations of the Employment of Local Candidates Act may reach INR 10,000 to INR 25,000.

    Eagerly Anticipated

    Amidst calls for a complete quota of Kannadigas in government jobs, the bill was approved. 

    The Sarojini Mahishi report, which called for a local quota in both public and commercial sector employment, was proposed earlier in July by Kannada organizations, who had staged rallies across the state to demand its immediate implementation.

    The 1984 report was filed by Mahishi, who was the first woman to hold the office of a member of parliament from Karnataka and a former union minister. A hundred percent local hiring for group C and D positions in Karnataka-based public sector enterprises (PSUs) and central government agencies was one of the 58 suggestions made in the study.

    What is 50% and 75% Quota?

    To comply with the law, businesses must hire locals for at least half of their managerial roles and three-quarters of their non-management posts. Except for the directors, everyone holding a supervisory, managerial, technical, operational, or higher position in any business, organization, or facility is considered to be part of the management team. Personnel engaged in non-management roles include those with clerical, unskilled, semi-skilled, skilled, information technology/information engineering, contract, or casual duties.

    All private companies in the state shall employ only Kannadigas for C and D-grade positions, according to Chief Minister Siddaramaiah. Clerks, laboratory technicians, and chemists are examples of lower-level positions in the Karnataka Public Service Commission (KPSC) that fall under the C and D grade categories.

    Sharing her views on this development, Shreya Sharma, Lawyer and Founder, Rest The Case opined, “For companies, this new regulation could mean additional administrative burdens and costs, as they navigate the complexities of ensuring compliance. There’s also a concern that some businesses might think twice before investing in Karnataka, fearing these new hurdles could make it harder to operate efficiently.”

    “Therefore striking balance is the key and for that government needs to prepare a detailed map. A gradual implementation of the quota, coupled with strong local skill development programs, could help bridge the gap. This way, Kannadigas are better prepared to fill these roles without putting undue strain on businesses. Ultimately, while the quota aims to uplift local communities, it’s crucial to strike a balance,” she added.

    Similar Move in Other States

    The Haryana State Employment of Local Candidates Act, 2020, which imposed a 75% quota for state domiciles in private sector positions paying less than INR 30,000 per month, was declared invalid in 2023 by the Punjab and Haryana High Court. Because it prevented private companies from freely recruiting from the market, the court found that the Act went beyond the State’s legislative power. Additionally, it determined that the Act discriminated against the rights to equality and freedom guaranteed by the Constitution in Articles 14 and 19, respectively.

    The court claimed that the 75% local reservation violated the rights of people from neighboring states and could lead to similar nationwide restrictions, essentially creating “artificial walls” throughout India. The document stressed that these limitations unfairly limit employees’ freedom of movement across the nation.

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  • Alcohol Lovers in Delhi, Gurgaon Celebrate! Swiggy, Zomato, Blinkit May Soon Deliver Alcohol

    Only two states, West Bengal and Odisha, allow alcohol home delivery, but media sources say six states may launch a pilot project after assessing it.

    According to reports, Swiggy, BigBasket, Blinkit, and Zomato may soon deliver beer, wine, and liqueurs. Industry executives informed the media that New Delhi, Karnataka, Haryana, Punjab, Tamil Nadu, Kerela, and Goa are considering experimental projects. The media reported that executives indicated authorities are weighing the move’s merits and downsides.

    Maharashtra, Jharkhand, Chhattisgarh, and Assam allowed liquor delivery during Covid-19 lockdowns with limits. Retail executives in West Bengal and Odisha reported a 20-30% sales rise from online delivery.

    Expansion’s Driver: Consumer Interest and State Evaluations in Alcohol Home Delivery

    With the help of the social media network LocalCircles, ISAWI surveyed 33,000 people in eight different cities in May 2021 about spirits delivery. Customers in Hyderabad, Bengaluru, Delhi, and Chennai expressed an interest in home delivery services, with 81% citing safety, brand availability, and convenience as reasons to back up their response.

    In order to weigh the pros and cons of online alcohol delivery, state officials are currently surveying e-commerce platforms and spirits producers.

    Industry Support: Upside of Alcohol Home Delivery

    Breweries and the industry as a whole have been quite supportive. Beverage and wine producers have indicated a lot of interest in home delivery of their products, according to industry experts. This includes United Breweries’ Kingfisher brand and Budweiser owner AB InBev. Because beer consumption is very consistent with food purchasing patterns, this trend is very attractive, especially to city dwellers.

    Industry Challenges: Obstacles of Online Alcohol Delivery

    Due to various political backlashes, perception issues, and pressure from physical retail bodies, delivery platforms continue to face obstacles when trying to execute online alcohol delivery plans.

    According to HipBar creator Prasanna Natarajan, who spoke to a media house, the company’s services were halted due to “certain local lobby pressures” after they had begun operations in Karnataka in 2021. A complaint had even been launched at the Supreme Court by the company.

    He went on to say that the regulations governing business in various areas vary substantially, making it difficult to establish businesses throughout large portions of the country. There’s concern about the potential consequences of underage buyers or instances of domestic violence resulting from careless drinking. Natarajan had informed the media that there is a fear that duties will be avoided and that the government will lose the three rupees in levies it receives for every rupee a manufacturer generates. This is because the government stands to lose this revenue.

    There are, without a doubt, challenges to face. Businesses and consumers alike are excited about this pilot initiative that is taking place across multiple states in India. If this initiative is fruitful, it may serve as a model for similar endeavours in other sectors.

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  • India’s GDP Growth Prediction for FY25 is Raised by 20 Basis Points to 7% by the IMF

    For fiscal year 2024–25 (FY25), the IMF increased India’s growth prediction by 20 basis points (BPS), bringing it up to 7% from 6.8%. The improvement in private consumption, especially in rural India, is the reason for the improvement in the growth projection, according to the International Monetary Fund’s (IMF) World Economic Outlook (WEO).

    The International Monetary Fund (IMF) revised its GDP growth prediction for India up from 6.5% in April to 6.8%. The UN’s international financial agency maintained its projection for the 2025–26 fiscal year (FY26) of 6.5% growth in the GDP of Asia’s third-largest economy.

    The International Monetary Fund also noted that its earlier projection for global economic growth in 2023 was 3.3% and that its current forecast for this year is 3.2%, both of which are unimpressive. Prior to the pandemic disrupting economic activity in 2019, global growth averaged 3.8% annually.

    Optimism for Global Growth Curbed; Downgraded US Projection

    As a result of slowing US activity and a dropping out in Europe, the world economy is expected to have modest growth in the coming two years. The International Monetary Fund has issued a warning about the slowing down fight against inflation, which could lead to a postponement of interest rate cuts and the maintenance of strong dollar pressure on emerging countries.

    Although it increased its 2025 prediction by 0.1 percentage point to 3.3 percent, the International Monetary Fund maintained its 2024 forecast of 3.2% global real GDP growth unchanged from April. Forecasts fall short of preventing growth from plunging into “the tepid twenties,” as warned by IMF managing director Kristalina Georgieva.

    Inflation is predicted to continue falling globally, from 6.7% in 2023 to 5.9% this year and 4.4% in 2025, after spiking to 8.7% in 2022 due to the fast recovery of the global economy from the pandemic recession. As a result of the first quarter’s disappointing performance, the International Monetary Fund lowered its growth prediction for the United States for this year from 2.7% to 2.6%.

    Service prices stayed high due to wage growth in the labor-intensive sector, and the International Monetary Fund (IMF) cautioned that inflation could rise in the near future due to increased costs of imported goods caused by rekindled trade and geopolitical tensions.

    GDP Projections for India and China

    According to official statistics, India’s GDP expanded by 8.2% in FY24. Both 2022–23 and 2021–22 saw economic growth of 7.2% and 8.7%, respectively. During its most recent monetary policy meeting, the Reserve Bank of India (RBI) increased its GDP prediction for FY25 from 7% to 7.2%.

    This year, the International Monetary Fund raised its growth prediction for China to 5% from 4.6% in April, although it fell short of 5.2% in 2023, in part due to a spike in Chinese exports in early 2024.

    Prior to the release of Monday’s (July 15, 2024) data, the world’s second-largest economy—China—had expanded at a slower-than-expected 4.7% annual rate from April through June, down from 5.3% in the first three months of the year. This was before the IMF prediction was made public.

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