Tag: #news

  • Trump’s 100% Tariff on Branded Drugs Sends Ripples Across India’s Pharma Industry

    In a surprise announcement on 25 September, U.S. President Donald Trump said his administration will slap a 100% tariff on branded and patented medicines imported into the United States from 1 October.

    He made it clear that only drug makers already building plants on U.S. soil would escape the new duties. The message was blunt: “Make it here, or pay the price.”

    Alongside the drug tariffs, Trump also unveiled fresh duties on other products: 50% on kitchen cabinets and bathroom vanities, 30% on upholstered furniture and 25% on heavy trucks, signalling a wider push to “reshore” manufacturing.

    Who’s in the Firing Line?

    The new policy primarily targets countries that ship high‑value, branded medicines into the U.S. — Ireland, Switzerland, Germany and India among them.
    While Indian pharmaceutical companies have built their reputation on low‑cost generics, some of them also export branded generics and complex therapies to the American market. These products may now fall under the 100% tariff, depending on how U.S. customs classify them.

    Why This Matters to India

    India supplies about 40% of all generic drugs sold in the U.S. and is often called the “pharmacy of the world”. Generic medicines are not covered by the new tariff, so the bulk of India’s exports are technically safe for now.

    But the uncertainty has already rattled the markets. On 26 September, the Nifty Pharma index fell over 2%, with Sun Pharmaceutical, Dr. Reddy’s and Cipla all sliding in morning trade. Investors fear the policy could be broadened or interpreted in ways that hurt Indian exporters.

    Officials in New Delhi say they are “monitoring the matter closely”. According to reports in the Times of India, concerned ministries are mapping which Indian exports could be hit and whether WTO rules or trade agreements offer any relief.

    Trump’s Reasoning

    Trump has pitched the tariffs as a national security measure to rebuild U.S. manufacturing and reduce reliance on overseas suppliers. The White House says COVID‑era shortages and rising tensions with China highlighted the risks of importing critical medicines.
    By doubling the cost of imported branded drugs, the administration hopes to push multinationals to break ground on U.S. plants, a requirement for exemption from the tariff.

    How the World Is Reacting

    Trading partners have expressed alarm. European officials point to agreements that cap pharmaceutical tariffs at 15% and hint at possible challenges under trade law. Indian business groups are urging the government to engage Washington before the rules take effect.

    Market watchers also warn U.S. consumers could end up paying more for life‑saving medicines if supply chains shift too abruptly.

    What Happens Next

    For Indian drug makers, the immediate impact may be muted because of their generic‑heavy portfolios. But there are three looming risks:

    • Branded generics and biosimilars may still be caught in the net.
    • Retaliatory tariffs from affected countries could escalate the trade dispute.
    • Supply chain disruptions may hit companies that rely on cross‑border ingredients.

    Some Indian firms already operate U.S. manufacturing plants, which could give them a head start in avoiding the tariff. Others are weighing whether to invest in America or pivot to other export markets.

    The Bigger Picture

    This latest move underlines how trade policy is reshaping the global pharmaceutical business. For India, the world’s leading generic drug producer, the stakes are high.

    If the tariff stays limited to branded drugs, the damage may be minimal. But if the definition widens or other countries follow suit, India’s $25‑billion drug export industry could face a painful reset.


    Trump’s 50% Tariff Hits Indian Textiles: Amazon, Walmart To Stop Buying Goods
    Indian exporters are getting calls and emails asking to stop sending goods or to bear the extra costs. Learn more.


  • Elon Musk’s xAI Sues OpenAI for Alleged Theft of Trade Secrets and Poaching Employees

    Elon Musk’s artificial intelligence company, xAI, has filed a lawsuit against OpenAI, accusing it of stealing trade secrets and confidential business information. The complaint was filed earlier this week in the U.S. District Court for the Northern District of California.

    What the lawsuit claims

    According to the court filing, xAI has accused OpenAI of engaging in a “deeply troubling pattern” of behaviour by recruiting former xAI employees and using them to gain access to proprietary information.

    The alleged stolen material includes source code for xAI’s chatbot Grok and details about the company’s data centre deployment processes.

    The lawsuit names several individuals, including former xAI engineers Xuechen Li and Jimmy Fraiture, as well as a senior finance executive. xAI claims these individuals joined OpenAI and subsequently shared xAI’s internal data and technological insights without authorisation.

    Court records show the case, X.AI Corp. v. OpenAI, was officially filed on 24 September 2025 and assigned case number 3:25-cv-08133.

    Background and context

    xAI, founded by Elon Musk in 2023, operates the Grok AI chatbot, which is integrated into Musk’s social media platform X (formerly Twitter). The company positions itself as a transparent and ethical alternative to competitors such as OpenAI, Anthropic, and Google DeepMind.

    This lawsuit marks a new chapter in the long-running dispute between Musk and OpenAI CEO Sam Altman. The two co-founded OpenAI in 2015 alongside others with a shared vision to make artificial intelligence safe and accessible. However, Musk left the board in 2018, citing disagreements over OpenAI’s direction and growing ties to major tech investors.

    Since then, Musk has publicly criticised Altman for turning OpenAI into a for-profit company and aligning it closely with Microsoft. He has accused the firm of prioritising profits over its original non-profit mission of developing AI “for the benefit of humanity.”

    This is not the first time xAI has taken legal action related to alleged data theft. Earlier in September 2025, a U.S. judge granted xAI a temporary restraining order against former employee Xuechen Li, preventing him from working in AI until the court is satisfied that he has deleted all confidential information belonging to xAI.

    That earlier ruling is now seen as a potential precedent that could strengthen xAI’s latest case against OpenAI.

    OpenAI’s response

    OpenAI, led by Sam Altman, has denied all allegations made by xAI. A spokesperson for the company described the lawsuit as “the latest chapter in Mr Musk’s ongoing harassment.” OpenAI stated that it has not stolen or used any proprietary material belonging to xAI and intends to firmly defend itself in court.

    Why it matters

    The case underscores the intensifying competition in the AI industry, where leading companies are racing to develop more powerful and commercially viable AI systems.

    Legal experts suggest that this lawsuit could have far-reaching consequences, depending on whether the court determines that the disputed material qualifies as legally protected trade secrets under the Defend Trade Secrets Act.

    If the court finds merit in xAI’s claims, the ruling could set a precedent affecting how AI companies recruit employees and safeguard intellectual property.

    What’s next

    The case will now proceed through the initial stages of the U.S. legal process. The court may soon schedule preliminary hearings and determine whether xAI is entitled to any immediate relief. Both companies are expected to present extensive documentation and technical evidence in the coming months.

    As the legal battle unfolds, the dispute highlights not only the high stakes in AI development but also the growing tension between innovation and ethics in the race to dominate the next era of artificial intelligence.


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  • Dubai Regulator Halts HDFC Bank DIFC Branch from Onboarding New Clients: Here’s Why

    On September 26, HDFC Bank Limited declared that the Dubai Financial Services Authority (DFSA) had formally instructed its Dubai International Financial Centre (DIFC) office to restrict the onboarding of new customers.

     The DIFC branch is prohibited from approaching or doing business with new clients who have not finished the onboarding procedure by that date, according to the Decision Notice of September 25, 2025. The limitations apply to a variety of financial services operations, such as custody-related services, investment transaction structuring, credit arrangement or advice, and financial product advice.

    DIFC Prohibited From Engaging Financial Promotions

    DIFC is not allowed to onboard new customers or run financial promotions. Clients who have previously received financial services but were not properly onboarded may still be served, and current clients may continue to receive services.

    Until the DFSA publishes a written revision or repeal, the directive, which went into force on September 26, 2025, will stay in effect. Concerns about improperly onboarded financial services for clients and problems with the branch’s onboarding procedures were the core reasons behind the move, as mentioned by the DFSA.

    Response from HDFC

    No major financial repercussions are anticipated because HDFC Bank indicated that the DIFC Branch business is not relevant to its overall operations or financial situation. 1,489 customers, including joint holders, had been onboarded to the branch as of September 23, 2025.

    The bank declared that it has already taken the required actions to adhere to the instructions and that it is dedicated to assisting the DFSA in its current investigation as well as to promptly resolving and addressing the regulator’s concerns.

    What Forced DFSA to Take Stringent Action Against HDFC?

    The two-year-old scandal over the purported mis-selling of high-risk Credit Suisse additional tier-1 (AT1) bonds serves as the context for the regulatory action. Through its UAE operations, which included account booking with its Bahrain branch, relationship management by employees at its Dubai representative office, and advising from DIFC authorities, the bank was accused by investors of marketing the products.

    The effective onboarding of clients in the DIFC, a jurisdiction with distinct financial regulations and a more stringent environment for “professional clients”, was investigated.

    When the AT1 bonds were written down in 2023 amid Credit Suisse’s collapse, a number of non-resident Indian investors suffered significant losses and were subject to margin calls on leveraged positions.

    Quick
    Shots

    •The restriction took effect on September
    26, 2025, as per a Decision Notice issued on September 25, 2025.

    •DIFC branch cannot onboard new
    customers, approach potential clients, or run financial promotions.

    •Current customers will continue
    receiving services; improperly onboarded clients can still be served.

    •Regulatory action linked to concerns
    over improper onboarding procedures and mis-selling of high-risk Credit
    Suisse AT1 bonds.

  • Tata Capital Set to Launch 2025’s Biggest IPO from October 6-8: All You Need to Know

    The Tata Group’s premier financial services company, Tata Capital, moved one step closer to its massive initial public offering (IPO) on September 26 when it submitted its red herring prospectus to the bourses and Sebi.

    According to an exchange disclosure, the offer includes a new issue of up to 210,000,000 equity shares with a face value of INR 10 apiece as well as an offer for sale of up to 265,824,280 equity shares by specific company selling shareholders. Additionally, the disclosure stated that the offer or bid will open on October 6, 2025, and finish on October 8, 2025. October 3, 2025, will be the day of the anchor investor bidding.

    Tata Group Aiming for Post-Money Equity Valuation of $16.5 Bn

    Media reports also stated that the combined IPO size (new issue of shares plus OFS by Tata Sons and IFC, or International Finance Corporation) is estimated to be around $1.85 billion, or INR 16,400 crore, with the Tata Group aiming for a post-money equity valuation of approximately $16.5 billion for the big-bang IPO.

     According to the source, insurance behemoth LIC is probably going to place a large wager on this matter, with the anchor segment probably taking place on October 3 and the issue preparing to launch between October 6 and October 8.

    The vast majority of Tata Capital is owned by Tata Sons. According to the draft paperwork, the remaining interest is held by external investors IFC and other group firms, including TMF Holdings Ltd, Tata Investment Corporation, Tata Motors, Tata Chemicals, Tata Power, and others.

    RBI Norm that Needs to be Followed by Tata Capital

    Upper-layer NBFCs like Tata Capital are required by Reserve Bank regulations to list on domestic bourses by September 30. However, the company just obtained a small extension from the banking regulator, according to sources.

    Moneycontrol was the first to announce on April 5 that Tata Capital has submitted draft documents for an IPO of over INR 15,000 crore to SEBI under the private pre-filing process. Numerous media outlets also stated earlier on March 21 that the top NBCF had hired ten investment banks to serve as consultants for the massive listing and was probably going to use the confident pre-filing approach.

    According to the reports, the following companies were involved: Kotak Mahindra Capital, Citi, Axis Capital, JP Morgan, HSBC Securities, ICICI Securities, IIFL Capital, BNP Paribas, SBI Capital, and HDFC Bank.

    Quick
    Shots

    •Tata Group aims for a post-money
    equity valuation of ~$16.5 billion.

    •New issue of 210 million shares and
    OFS of 265.82 million shares by Tata Sons and IFC.

    •Life Insurance Corporation expected
    to be a major anchor investor.

    •Majority held by Tata Sons, with
    stakes from IFC and group companies like Tata Motors, Tata Power, Tata Chemicals,
    etc.

  • Anupam Mittal Opens Up About Surrendering US Green Card to Build in India

    Entrepreneur and Shark Tank India investor Anupam Mittal has shared the emotional and professional challenges of giving up his US green card and returning to India. His LinkedIn post has drawn attention to the risks and rewards of leaving a secure career abroad to pursue entrepreneurship at home.

    A Difficult Decision

    Mittal described the process as “hard and emotional.” He revealed that he visited the US embassy twice to surrender his green card. On both occasions, embassy officers advised him against it. “Nobody your age does this… you should reconsider,” he recalled.

    He added that it took five years and legal pressure before he finally surrendered the card. Mittal also highlighted the financial implications, noting that giving up a US green card triggers an exit tax of approximately 30% on global wealth, not just income. “Thankfully, at the time, I had no wealth to give. But cutting that string is what helped create it,” he said.

    Choosing Uncertainty Over Security

    Reflecting on his career, Mittal admitted that staying in the US could have led to a safe but limited path. “Had I kept my safety net, I’d most likely be a VP of Product in the Valley. Respectable but replaceable,” he said.

    Returning to India, he embraced uncertainty. “By coming back – and burning my Plan B — I got chaos, hunger & the freedom to build. My companies, 300+ startups, Shark Tank India, and of course, myself,” he wrote. He encouraged professionals to consider returning to India despite challenges. “India is as messy as ever, but that’s where growth lies,” he added.

    Mittal’s experience reflects a growing trend of reverse migration among Indian professionals. Many are returning home to explore entrepreneurial opportunities and contribute to the local ecosystem. His story highlights the personal sacrifices and risks involved, while also showing how bold choices can shape long-term growth and success.


    List of Anupam Mittal Investments: Companies Funded by Shark Tank India’s ‘Gyan Nath Ji’
    Anupam Mittal, Founder and CEO of People Group is known for Shaadi.com and his angel investments. Check out the list of Anupam Mittal’s investments here. Anupam Mittal portfolio companies list.


  • Daily Indian Funding Roundup & Key News – 26th September 2025: Curefoods Raises INR 160 Cr, Vedantu Secures $11 Mn, Amazon $2.5 Bn Settlement & More

    Here’s your daily roundup of funding announcements, corporate developments, and key business news shaping the Indian and global markets on 26th September 2025. Highlights include major funding rounds for Curefoods, Vedantu, Navo, GaadiMech, and Recove, alongside significant corporate updates from Amazon, Starbucks, and Accenture. Track the latest trends, investment moves, and strategic decisions impacting industries from cloud kitchens and EdTech to recycling and global enterprises.

    Daily Indian Funding Roundup – 26th September 2025

    Company Amount Round Lead investor(s) Sector
    Curefoods INR 160 Cr Pre-IPO placement Binny Bansal’s 3State Ventures Food & Beverages / Cloud Kitchen
    Vedantu $11 Mn Ongoing round Internal investors EdTech / Online learning
    Navo INR 8 Cr Seed round IndiaQuotient AI-enabled wholesale / B2B tech
    GaadiMech Not disclosed Pre-seed round AJVC Car servicing / AutoTech
    Recove INR 5.3 Cr First external fundraise Momentum Capital; co-investors: Ganesh Natarajan, Ashish Goel, Chaitanya Kejriwal, Shruti Deorah Recycling / Circular economy

    Curefoods raises INR 160 Cr in pre-IPO placement from Binny Bansal’s 3State Ventures

    Curefoods, a cloud kitchen operator, has raised INR 160 crore in a pre-IPO placement led by Binny Bansal’s 3State Ventures. The funding will be used to expand its cloud kitchen network across India and strengthen technology-enabled operations to improve delivery efficiency and menu optimization.

    Vedantu raises $11 Mn from internal investors in ongoing round

    EdTech startup Vedantu has secured $11 million from its internal investors in an ongoing funding round. The investment will help Vedantu enhance its digital learning platform, expand content offerings, and scale personalized tutoring for students across India.

    AI-enabled digital wholesale platform Navo has raised INR 8 crore in a seed round led by IndiaQuotient. The startup aims to digitize B2B wholesale operations, offering AI-powered tools for order management, pricing, and supply chain optimization for small and medium businesses.

    GaadiMech raises pre-seed round led by AJVC

    Car servicing startup GaadiMech has raised an undisclosed pre-seed round led by AJVC. The platform provides technology-driven car maintenance services, aiming to simplify vehicle servicing with on-demand bookings, transparent pricing, and quality service networks.

    Recove raises INR 5.3 Cr to transform India’s plastics recycling supply chain

    Recove, a B2B startup focused on plastics recycling, has raised INR 53 crore in its first external fundraise led by US-based Momentum Capital along with prominent co-investors. The funding will accelerate expansion across India and build pre-processing infrastructure to deliver reliable, tech-driven recycling solutions for businesses.

    Key Business News for 26th September 2025

    Amazon to Pay $2.5 Billion for Tricking Customers Over Prime Membership

    Amazon has agreed to a historic $2.5 billion settlement with the U.S. Federal Trade Commission (FTC) over allegations that it made it difficult for customers to cancel Prime memberships and unintentionally enrolled users. The settlement includes a $1 billion fine and $1.5 billion in refunds to affected customers who signed up between June 23, 2019, and June 23, 2025. Amazon did not admit wrongdoing but chose to settle to avoid prolonged litigation. The company is now required to implement clearer sign-up processes and an easier cancellation method.

    Starbucks to Shut Hundreds of Stores and Cut 900 Jobs

    Starbucks announced plans to close hundreds of stores across the U.S., Canada, and Europe, affecting approximately 900 non-retail employees. This move is part of a $1 billion turnaround strategy aimed at improving profitability. The closures are expected to reduce the number of outlets in North America from 18,734 to around 18,300 by the end of the fiscal year. The company cited financial instability and the need to create a better customer experience as reasons for the closures.

    Accenture Plans Major Restructuring Amid Slower Growth

    Accenture is undergoing a significant restructuring, which includes laying off 7,000 employees, divesting two non-core acquisitions, and booking $865 million in charges for asset impairments and severance costs. The company anticipates a revenue growth of only 2–5% for fiscal year 2026, down from 7% the previous year. These measures are part of Accenture’s business optimization program to adapt to slower growth and declining customer demand, particularly in the U.S. federal sector.


    Daily Indian Funding Roundup & Key News – 25 September 2025
    Here’s your daily roundup of funding, exits, and key business news shaping the Indian market for 25th September 2025. From Handpickd funding to Ather Energy ESOPs, here’s your daily dose of key updates.


  • Bosch to Cut 13,000 Jobs Worldwide in Major Restructuring Plan

    One of the biggest layoffs in Germany’s automotive industry, Bosch plans to eliminate 13,000 positions as the sector struggles with low demand, overcapacity, and growing competition from China. The largest auto supplier in the world announced on 25 September that all of the layoffs would be made by its own employees, which accounts for roughly 10% of its workforce in Germany and 3% worldwide.

    According to Le Monde, the layoffs are intended to save €2.5 billion a year in its auto parts division. Bosch, a manufacturer of sensors, brakes, and steering systems, stated that the cuts were required to match production to changing demand around the world.

    Bosch’s head of industrial relations, Stefan Grosch, informed reporters that the company’s products are becoming much more popular outside of Europe. The brand must align with the locations of its customers and marketplaces.

    Bosh’s Challenging Times in Europe

    The action highlights the pressure on the biggest economy in Europe as its main auto industry battles the switch to electric vehicles. Le Monde claims that slow EV sales, overcapacity in conventional components, and a growing price war in China that has reduced supplier profits have all hurt Germany’s auto industry.

    Bosch’s head of electrified motion, Marco Zehe, acknowledged that the company had misjudged the rate of change. He claimed that “electromobility has not taken off as quickly as forecast.” “That indicates that we have a lot of excess capacity, especially in Germany and Europe.” Since last year, Bosch has already announced 9,000 job layoffs.

    Schaeffler and Continental, among other suppliers, have also reduced their workforce by thousands of workers. Volkswagen has stated that it plans to reduce its staff in Germany significantly, while Porsche slowed its deployment of electrified vehicles last week due to insufficient demand.

    Bosh Struggling to Deal with Europe’s Fading Economy

    As a result of the transition, Bosch’s German operations, which were previously a cornerstone of global supply, are now disproportionately susceptible to increased cost bases and weakening European demand. “We stand by it as a location and stand by Europe and are doing all we can to continuously improve our competitiveness by our own efforts,” Grosch said, emphasising that Germany remained “central” to the company’s future.

    Representatives of the workforce pledged to oppose the reorganisation. The Bosch Mobility Works Council’s chairman, Frank Sell, called the layoffs “historically unprecedented”. He charged the group with betraying the confidence of the workers who had contributed to the company’s success. The union is requesting guarantees that Bosch won’t shut down entire German facilities, a worry that has stoked dissatisfaction among employees in industrial hotspots like Baden-Württemberg.

    With hundreds of thousands of workers, Germany’s automobile industry has been a major contributor to its export power. However, suppliers and manufacturers alike are being forced to reconsider their footprints due to the twin challenges of electrification and global competition. According to Bosch’s announcement, the adjustment will be more severe than most people had expected.

    Local economies that are already struggling from past layoffs will be affected by the employment reduction. The layoffs, according to analysts, highlight a structural change: German auto suppliers run the risk of losing market share as automakers prioritise regional sourcing and as Asian competitors take control of EV supply chains.

    Quick
    Shots

    •Layoffs aim to save €2.5 billion
    annually in the auto parts division amid falling demand and overcapacity.

    •Bosch says its products are gaining
    traction outside Europe and must realign production accordingly.

    •Slow electric vehicle adoption,
    excess capacity, and a China-led price war pressure German auto suppliers.

    •Other giants like Schaeffler,
    Continental, Volkswagen, and Porsche are also scaling back jobs and EV plans.

  • Why New Insurance Agents Struggle Early in Their Career and How They Can Overcome It?

    Beginning a career as an insurance agent brings enthusiasm, but it also presents many challenges. Many people enter this career with the hope of growing financially and achieving independence. However, research shows that most new agents do not make it past their first year. Why is that?

    The reason is usually not due to a talent or capability issue, but rather a lack of support, guidance, a lack of a plan, and a failure to avoid simple mistakes. Continue reading to know the pitfalls and how to set the stage for success.

    Common Pitfalls That New Insurance Agents Face

    Most people enter the insurance field with excitement and high hopes, but they often realise quickly that the reality of the profession is not what they expected. If new agents can identify common pitfalls early, they can grow and avoid them. The difficulties are: 

    • Expecting quick success: Many new agents come into the profession expecting immediate success. Many don’t understand that insurance is all about trust, and trust does take time to build. Think of every interaction as a new opportunity; each conversation has the potential to open a door to success.
    • Time Management: Many new agents do not focus on valuable interactions when working with potential clients, and instead spend a lot of time on non-beneficial things. Learning to prioritise is critical for you to have any hope of progressing.
    • Not Knowing How To Handle Rejection: Rejection is a regular part of the sales process in an insurance career, yet many cannot detach from the feeling of rejection. Many feel rejected instead of being able to separate themselves from the rejection. 
    • There is no Training or Mentorship: Missing training and mentorship may leave a new agent feeling lost when trying to understand coverages, policies and customer psychology. An ideal mentor can build confidence in someone who wants to become an agent, guiding them to the next level of success faster. 

    Mistakes in Understanding Policy Terms and Benefits

    New agents often fail not because they lack effort, but because they are confused about the policies they sell. Understanding the terms and advantages is essential to establish trust and helping clients make informed decisions. Here are  common mistakes we see in new agents: 

    • Superficial Knowledge: Some agents have superficial knowledge about the plan and memorise just the key benefits of the plan. A common area of confusion arises when agents are unsure about how pre-existing conditions are covered, leaving clients unnecessarily confused.
    • Inability to Answer Client Questions: When clients request information about riders or benefits or any other information, the hesitation of agents will lower the confidence. Just as clients expect an agent to be a trusted and confident advisor.
    • Neglecting to Read the Fine Print: Ignoring restrictions and hidden terms typically causes miscommunication. Even slight errors in conveying these exclusions can result in disputes and loss of credibility.
    • Failure to Pursue Additional Education: Agents who do not pursue further training and attend courses, or fail to follow mentor recommendations, tend to miss the opportunity. The constant learning process enables agents to become familiar with products and remain competitive in the market.

    Why Do New Agents Fail at Building Lasting Client Relationships? 

    Relationships matter in the insurance business; it’s more than a sale. Many new agents fail when they only look for a sale and do not put the time into developing a long-term, trusting relationship. Proper follow-up and genuine care have a significant impact on creating a long-term income stream for many clients. Here’s how they make errors:

    • Only Thinking About the First Sale: New agents often rush to get their first policy, and after that, they quickly forget that insurance is a long-term relationship. Keeping your clients engaged and loyal will be challenging without ongoing support.
    • Failure to Follow-Up Consistently: If you meet with a client and fail to follow up, they can easily feel like you are no longer engaged after buying a policy. That means decreased chances of renewals and less likelihood of providing you with referrals for valuable contacts.
    • Missing Opportunities for Guidance: Clients often need assistance progressing through a claims process, updating a policy, or just advice when their needs change. Ignoring even a few interactions with your client can weaken the relationship and reduce the value they receive from working with you.
    • Neglecting Personal Connection: Small acts like birthday texts, check-in phone calls, or updates on whatever they’re into add more value to the relationship. Clients remember the care and consistency, not just the sale.
    • Trust with Communication: Trust creates loyalty. Trust is built significantly by communication and regularity. Agents who appreciate the relationship can gain confidence through loyalty, referrals, and sustainable growth.

    How Smart Planning Can Prevent Early Failures?

    Insurance does not succeed by chance, but it takes planning. Most new agents do not succeed because they lack structure and direction. Developing a clear plan during the initial years will help agents establish a solid foundation that supports future expansion. Here are some tips for thoughtful planning: 

    • Set Small Goals: Agents should not focus on getting as many policies as quickly as possible. They should develop small, achievable goals over time. Agents may have weekly milestones and a goal to achieve, allowing them to follow through and remain motivated.
    • Run a Strategic Market Segment: Attempting to sell to everyone will be a waste of time and energy. To better comprehend the needs of a particular group (young families, professionals, retirees), it will be simpler to focus on a specific group and provide specialised solutions.
    • Turn Challenges into Opportunities: Agents will not immediately generate any revenue; therefore, they will have to plan their expenditures and take care of their savings. Thoughtful financial planning enables a comfortable and focused strategy for growth with less stress.
    • Personal and Professional Development: Workshops, training sessions, and finding a mentor will help keep agents ready and engaged. The development of skills ensures preparedness to meet client demands and market trends.
    • Embrace Victories as a Challenge: With a good plan, you will undoubtedly face some small challenges. A scheme allows the agents to remain loyal and faithful to the adventure.

    Steps to Build a Successful Career As An Insurance Agent 

    Achieving success as an agent requires a structured approach that combines learning, discipline, and persistence, ultimately leading to a rewarding outcome. The steps below help make the first year of the blueprint for a career:

    • Get a Good Training: Participate in all training, workshops, and online programs you can offer. Knowledge is power, and it builds confidence and smoother agent and client interactions. 
    • Learn Every Product: Review policies in detail, including all benefits and exclusions. Distilling something complex into simple English helps build the customer’s trust and faith. 
    • Create a Consistent Daily Schedule: Use the same hours daily for prospecting, meetings, and follow-ups. A structured workday will lead to higher productivity. 
    • Respond to Rejections Positively: Rejections are just part of the job. If you consider rejections as feedback rather than taking them personally, you can adjust your approach, improve your pitch and keep it moving confidently.
    • Focus on Relationships: When you follow up with clients, you can provide helpful insights about their coverage and suggest applicable insurance, like life insurance options, that may suit their needs as circumstances change.
    • Set Realistic Goals: Break down larger goals into smaller and feasible goals. This will help keep you motivated, ensure consistent progress, and allow you to measure success more effectively.
    • Utilise Technology: Implement CRM systems, email, and WhatsApp to systematise data on clients, simplify communication, and follow up on leads effectively. Technology will help maintain consistency and improve overall productivity.
    • Have Faith in the Process: Building an insurance career takes time, hard work and perseverance. Being consistent and focused gives you the ground to long-term success and better client relationships.

    The early stages of an insurance agent’s career often present significant challenges, but it is also the most critical time to build your foundation. Agents who continue to learn, plan well, and develop a solid relationship with clients typically turn these early struggles into long-term success. You can sidestep many of these pitfalls by using the right strategies. Good habits and clarity will transform your career.

  • Inside Israel’s Secret Surveillance: Microsoft Halts Services To…

    Microsoft has stopped its cloud and AI services for a part of the Israeli military as it found out that its products were used to spy on Palestinians. These operations are carried out on a massive scale. An investigation is ongoing, but Microsoft’s other contacts with Israel remain unchanged. So, what were they spying on exactly? What was Israel’s reply to the Microsoft Services halt? Were these services used directly to harm the public? For all the information, learn more. 

    What Happened?

    • According to reports by The Associated Press (AP) and The Guardian:
    • The Israeli military was using Microsoft Azure and Microsoft’s AI for cloud computing.
    • These tools were later used to collect, translate, and analyse phone calls and text messages of Palestinians (in a spy kind of way).
    • Moreover, this is the same data that Israel used to plan the airstrikes and carry out military operations in Gaza and the West Bank.

    Which Part of the Israeli Military Was Involved?

    • It’s the unit that’s called Unit 8200 (it’s one of the prominent cyber warfare groups).
    • This is the same unit that is known for secret intelligence gathering, surveillance, and cyber operations.
    • Therefore, the unit is linked to multiple Azure subscriptions through Microsoft’s services.

    What Did Microsoft Know and Do?

    • Microsoft knew about the situation in May 2024. It admitted that it sold AI and cloud services to the Israeli military.
    • However, Microsoft’s version of the story only helped the military in rescuing hostages. And it affirmed that its tools weren’t used to directly harm people.
    • Once The Guardian report came out in August 2024, Microsoft became cautious and hired an outside law firm to review the case.
    • Soon, the investigation confirmed that Microsoft’s tools were violating its own terms of service.

    How Big Was the Surveillance?

    • Around the time Hamas attacked Israel (around or after October 7, 2023), Microsoft products were widely used by the military.
    • It is found that huge amounts of cloud storage and AI language translation services were used.
    • It is so vast, say the systems were gathering and analysing millions of calls per day.
    • And some of the surveillance data was stored in Microsoft cloud centres in Europe as well.

    What’s Still Ongoing?

    • Microsoft’s outside law firm’s review is ongoing.
    • The company didn’t specify exactly which unit it blocked access to.
    • And most importantly, the Israeli military is yet to respond to the situation. 
  • Supreme Court Clears JSW Steel’s INR 20,000-Crore Takeover of Bhushan Power & Steel

    The Supreme Court has finally cleared the way for JSW Steel to acquire Bhushan Power and Steel Ltd (BPSL) in a INR 20,000-crore deal. This ruling reverses its own earlier order that had directed the liquidation of BPSL, ending years of legal battles under the Insolvency and Bankruptcy Code (IBC). The verdict brings much-needed clarity for lenders, creditors, and the steel sector.

    Supreme Court’s Final Word

    A bench led by Chief Justice of India BR Gavai, along with Justices Satish Chandra Sharma and Vinod Chandran, upheld JSW Steel’s resolution plan worth INR 19,700 crore. The court said JSW met all parameters required as a successful resolution applicant under the IBC.

    CJI Gavai noted that overturning the consistent views of the National Company Law Tribunal (NCLT) and the National Company Law Appellate Tribunal (NCLAT), both of which had already approved the plan, would have caused “a disaster.” The ruling reverses a May 2025 order by another Supreme Court bench that had rejected JSW’s bid and ordered liquidation.

    Lenders and Creditors’ Demands

    Despite the approval, lenders led by Punjab National Bank raised objections. They sought additional claims worth over INR 6,155 crore, including INR 3,569 crore in EBITDA earned during the insolvency process, interest on delayed payments to financial creditors, and dues to operational creditors.

    Solicitor General Tushar Mehta, representing the lenders, argued that fairness required banks to recover these sums, as they deal with public money. However, the court held that once the Committee of Creditors (CoC) approves a plan, it cannot be reopened, as this would undermine the IBC framework.

    JSW Steel’s Defense

    JSW Steel defended its position, saying that BPSL was still a loss-making company during the resolution process. Its counsel argued that EBITDA could not be distributed unless specifically allowed in the plan. The company warned that accepting creditors’ claims would rewrite settled terms and set a risky precedent.

    JSW also pointed out that since taking over operations, it had nearly doubled BPSL’s production capacity from 2.3 million tonnes per annum in 2017 to 4.5 MTPA in 2025. The acquisition, it added, would help strengthen its presence in eastern India and raise overall steel output.

    Background of the Case

    BPSL’s insolvency process began in 2017 after banks, led by PNB, approached the NCLT over unpaid dues exceeding INR 47,000 crore. JSW Steel emerged as the highest bidder, beating Tata Steel. Though the plan was approved by creditors, the NCLT, and the NCLAT, implementation was delayed by multiple legal challenges, objections from former promoters, and Enforcement Directorate attachments.

    Conclusion

    The Supreme Court’s latest ruling settles one of the most high-profile cases under the IBC. For JSW Steel, it marks the green light to proceed with a long-awaited acquisition that will boost capacity and market presence. For India’s insolvency system, it reaffirms the principle that commercial wisdom of creditors must prevail, ensuring certainty for future resolutions.


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