Ola Roadster X Electric Motorcycle's Delivery Delayed: Here's Why
The exact reason for Ola's delay in the delivery of the Roadster X is not known. However, it is likely to be due to the brand's homologation process delay. While not a single model of the Roadster X has been sold since the launch, the brand mentioned 1,395 bookings as unit sales in February. Later, the brand admitted the same in a letter to the Union Ministry of Road Transport and Highways.
The Ola Roadster X gets two variants in the catalogue, namely- X and X+. The X trim gets three battery packs, as options- 5 kWh, 3.5 kWh, and 4.5 kWh battery. The X trim boasts a top speed of 118 kmph and throttles from 0-40 kmph in just 3.1 seconds. Also, the bigger battery trim claims a total range of 252 kms in a single charge.
Talking about the high-spec X+ variant, it gets a 4.5 kWh and a 9.1 kWh battery pack as options. The Ola Roadster X+ offers a top speed of 125 kmph and can shoot from 0-40 kmph in just 2.7 seconds. The smaller battery pack is claimed to deliver a range of 252 km, while the larger battery pack boasts 501 km of range on a single charge.
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The prices of the Ola Roadster X starts from Rs 89,999 (ex-showroom). However, as part of the introductory price offers customers can get it at Rs 74,999 (ex-showroom).
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Mint
a few seconds ago
- Mint
SBI raises ₹25,000 cr via India's largest QIP; to issue 30.6 cr shares at ₹817 each
Mumbai: The country's largest lender State Bank of India has raised ₹ 25,000 crore through a qualified institutional placement (QIP) of its equity shares, making it the largest QIP executed in Indian capital markets. The board of the public sector bank announced the close of the QIP late Monday evening, and approved the issue and allotment of 30.6 crore shares at an issue price of ₹ 817 each. The QIP was subscribed 4.5 times, with 64.3% bids being made by foreign investors. Marquee long-term investors received around 88% of the final allocation, including 24% of the issue size getting placed with foreign long-term investors, the bank said in a release. 'This landmark equity raise is a vote of confidence in SBI's solid fundamentals, prudent risk management and digital-first growth agenda,' SBI Chairman C.S. Setty was quoted as saying in the release. The bank said it will use the proceeds from the share issue to augment its common equity tier-I (CET-1) capital buffer, which will improve to 11.50% from 10.81% as on March 31, 2025. This capital raise will support calibrated credit growth across retail, MSME and corporate segments, it added. Life Insurance Corp (LIC) of India had participated in SBI's QIP, acquiring 6.1 crore shares for ₹ 5,000 crore, the insurer informed the exchanges post market hours on Monday. LIC said it expects to receive the shares by 23 July and for them to be listed by 24 July. Post issue, the shareholding of the insurance company in SBI will rise to 9.49% of the paid-up capital of the bank from 9.21% earlier. The latest QIP is the first one for the bank since FY18, when it had raised ₹ 18,000 crore. The issue is part of SBI's mega fund-raising plan for FY26, Mint had reported on 16 July. Looking to beef up its capital ratios, the public sector bank is looking to tap both the debt and equity markets to raise up to ₹ 45,000 crore in FY26. SBI had announced its plan for a QIP in May, and the proposal was approved by its shareholders on 13 June. The issue opened for subscription on 16 July with a floor price of ₹ 811.05. Shares of the bank ended 0.2% higher today at ₹ 824.60 on the NSE. On the day of the launch of the QIP issue, SBI had also announced board approval to raise up to ₹ 20,000 crore through Basel III-compliant additional Tier-I (AT1) and Tier-II bonds, in one or more tranches. SBI was the largest issuer of bank bonds in FY25, raising a cumulative ₹ 27,500 crore. Of this, ₹ 5,000 crore through AT1 bonds and ₹ 22,500 crore through multiple tranches of tier-II bonds. With the estimated fundraising for FY26, the public sector lender is expected to be the largest bond issuer this year, as well, as per Mint's report. Against the regulatory requirement of 12.1%, SBI's capital adequacy ratio, or risk buffer, was 14.25% at the end of March, slightly lower than 14.28% a year ago. The bank still lags peers like HDFC Bank (19.6%) and Bank of Baroda (17.2%), which is the likely cause for the ongoing fund-raising drive. SBI's consolidated common equity Tier 1 ratio (CET1) improved to 11.1% as of March this year from 10.3% as of March 2022, Moody's India said in a note earlier on Monday, adding that the bank's plan to raise new equity capital and capital gains from the partial sale of its stake in YES Bank will help improve the CET1 ratio further, supporting its balance sheet buffers. The ratings agency said funding and liquidity will continue to be SBI's credit strengths, as the largest bank in India with 23% deposit market share, with most funding coming from retail deposits. In May 2025, SBI had announced that it plans to sell over 413 crore equity shares of YES Bank, or 13.19% stake, to Japan-based Sumitomo Mitsui Banking Corp. (SMBC) for ₹ 8,889 crore. SBI's strongest retail franchise amongst Indian banks, access to low-cost deposits, and sufficient holdings of liquid government securities support its funding and liquidity, Moody's said. The ratings agency upgraded SBI's Baseline Credit Assessment (BCA) and Adjusted BCA to 'baa3' from 'ba1', with a stable outlook on the ratings. 'The upgrade of the bank's BCA is driven by our expectation that the bank's internal capital generation, along with opportunistic external capital raise, will improve its capitalization over the next 12-18 months, bringing its standalone credit profile in line with the other similarly rated peers,' the note said, pegging the bank's loan growth at 12% for FY26, in line with the industry level growth.
Time of India
a few seconds ago
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Defamation Case: Sacked AGM goes on LinkedIn rant, booked, Hr News, ETHRWorld
Advt Join the community of 2M+ industry professionals. Subscribe to Newsletter to get latest insights & analysis in your inbox. All about ETHRWorld industry right on your smartphone! Download the ETHRWorld App and get the Realtime updates and Save your favourite articles. Surat: A recently terminated assistant general manager of Surat-based green energy firm KP Group has been booked for defamation and criminal intimidation after he allegedly abused and threatened the company and its employees on accused, Ashish Gupta , was employed with KP Group's subsidiary, KPI Green Energy Ltd, on June 16 but was relieved from his duties on July 5 due to unsatisfactory performance. According to the FIR filed by company representative Manoj Shahu, Gupta's technical knowledge and work output were found lacking, prompting management to terminate his services just 20 days into his after his dismissal, Gupta allegedly took to LinkedIn and posted defamatory content targeting the company and its staff. He was also accused of using abusive language and tagging the company in multiple the company's HR head contacted him to address the matter, Gupta reportedly became aggressive and issued threats. According to the complaint, he warned that any employee who stood in his way would be 'killed' and demanded to be July 9, Gupta allegedly posted three more defamatory messages on LinkedIn, claiming KP Group owed him Rs 10 lakh and continuing his verbal attacks on the company's personnel. The company clarified that it had already credited Rs 4.54 lakh into Gupta's bank account, which included salary for 20 days, one month's advance salary, and reimbursement for hotel police have registered a case against Gupta under Sections 365(2) and 351(3) of the Bharatiya Nyaya Sanhita (BNS) for defamation and criminal intimidation. An investigation has been initiated.
Time of India
3 minutes ago
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ETBWS 2025: Cricket advertising drives full funnel impact
For decades, no sport has united audiences quite like cricket. In recent years, however, the way the game is delivered and consumed has transformed, with digital and immersive formats reshaping how audiences engage with the sport. Brands looking to connect with cricket viewers are also evolving, crafting campaigns that drive awareness, consideration, and sales in more innovative ways. At the 7th edition of the Brand World Summit, organised by ETBrandEquity, a panel of marketing leaders explored how India's most-watched sport can be leveraged for full-funnel impact. The panel featured Lakshmi Narayanan B, CMO, CEAT Tyres; Inderpreet Singh, head of marketing, Birla Opus; Bhawna Sikka, CMO, Adidas India; Zameer Kochar, CMO, Angel One; Aniruddha Haldar, senior vice-president and business head, commuters, EV and corporate brand, TVS Motor Company; and Robin Das, founder and CEO, Brandintelle. The power of creativity, particularly in legacy-driven categories such as paints, emerged as a central theme. 'For me, advertising performance hinges on the creative,' stated Singh. 'I've seen it across 23 years of my career, the biggest delta that you get. You can talk about it qualitatively or run market mix modelling; whichever way you do it, it's the creative that makes the final difference much more than efficiency or other parameters.' Birla Opus entered a competitive paints market dominated by 70–80-year-old brands, and Singh noted that differentiation was non-negotiable. 'We had one brief: be different. If you want to win, you must be very, very different. So that's what it is for me, the power of creativity.' While creativity sets the stage, cultural integration amplifies its impact, particularly through cricket, which serves as a shared national moment. 'When you say India's largest playground for ads, nothing can beat the IPL,' said Haldar. 'We've tried pure digital, pure TV, and now follow a hybrid, because different consumers are pointedly available on their chosen medium.' For TVS, which operates in fast-growing categories such as EVs and scooters, brand experiences must extend beyond traditional advertising. 'Cricket reaches the last mile. When RCB is in the final, it's not just Bangalore, it's Bharat. If your ad fits that moment, in that flavour, it gets spoken about and earns its own media,' Haldar added. Cricket's ability to deliver upper-to-lower funnel continuity is another significant advantage. 'Cricket is the big one,' observed Sikka. 'When you look at BARC data, whether it is Champions Trophy or IPL, this year we've had 350 million audiences on linear TV, 250 million audiences on mobile. For a brand, it's the biggest platform to reach at scale.' As the official kit sponsor of Team India, Adidas does more than simply buy media; it plays a central role in the fan experience. 'When you see the Indian cricket team play in three stripes, it's unparalleled pride and equity you can't monetise. That's the upper funnel,' Sikka shared. 'Mid to lower is the product: aspiring athletes looking at footwear, fans buying the Team India jersey. During big matches, jersey sales shoot up. Are we there when people want to express their fandom? Absolutely.' Cricket also contributes to brand saliency in low-frequency purchase categories. 'The media landscape is highly fragmented. You need to be sharp to find the right media mix. It's like finding a needle in a haystack. But cricket is right on top,' noted Narayanan. CEAT's journey with cricket dates back to 1995 through CEAT Cricket Ratings and, later, a visible on-ground presence during IPL matches. 'For a category like tyres, where buying happens once every five to seven years, cricket opens the top of the funnel not just in India but globally through the diaspora,' said Narayanan. Kochar emphasised the integration of brand and business objectives. 'Brand and business are two sides of the same coin.' Angel One leverages data-driven media mix modelling, analysing 18 months of data to optimise creative, media choices, and budgets for improved RoI (return on investment). 'Our IPL association boosts visibility, recall, and consumer sentiment, with strong lifts in traffic, installs, leads, and positive business trends such as CAC (customer acquisition costs) and lifetime value,' Kochar added. Das pointed out that brands can still achieve impact without large budgets by leveraging shared viewing experiences. 'There are ways brands can leverage IPL without spending that much, especially at the bottom of the funnel,' explained Das. 'Things like more streaming, where people watch together and engage, that's something brands can explore. Not every brand has a big budget, but engagement and conversion can happen in those shared moments.'
