logo
Sony India targets ₹10,000 crore revenue in 3 years, led by audio

Sony India targets ₹10,000 crore revenue in 3 years, led by audio

Consumer electronics maker Sony India is eyeing a topline of ₹10,000 crore in the coming two to three years, as the share from audio categories continues to rise, a top company executive said on Monday. India remains the fourth-largest market by revenue for Sony Corporation globally.
'The contribution of the audio segment is growing by a couple of percentage points each year. In the coming year, we expect to clock double-digit growth and reach overall revenues of ₹10,000 crore in the midterm,' said Sunil Nayyar, Managing Director, Sony India, at a media roundtable during the launch of two new soundbar models as part of its BRAVIA Theatre home entertainment line.
Audio and imaging will be the two big drivers of growth toward the company's revenue goals, Nayyar said, adding that Sony is also working to create fresh demand in the imaging segment.
'We want to change the culture of clicking photos on the phone, which is how it used to be earlier,' he said.
Audio currently contributes 13–15 per cent to the company's overall revenue, while televisions remain its largest business, accounting for 55–60 per cent. Digital imaging makes up 20–22 per cent, with the remaining revenue coming from products such as the PlayStation.
On the issue of rare earth magnet availability, amid China's trade restrictions, company officials said they are not facing any supply challenges.
Sony India witnessed double-digit growth in the last financial year. In FY23–24, the company recorded revenue of ₹7,664 crore.
Regarding product performance, Nayyar said the TV segment saw growth in the over-55-inch category, while other segments within the category remained stagnant. 'The over-55-inch segment is a big segment and is growing at a high rate,' he noted.
Meanwhile, PlayStation sales have quadrupled in the last three years, signalling a rising gaming culture in India.
Speaking on quick commerce, where Sony made headlines by selling the PS5, Nayyar said the emerging channel is promising.
'The channel, although very new, has shown promise. We saw traction for the PlayStation and are seeing promise in headphones and speakers too. It is a small business currently but can become bigger as we move forward,' he said.
Despite the entry of new players into the Indian market, the company remains focused on maintaining its premium positioning.
'We continue to be a premium brand and are not competing with mass-market price points. We make sure we are reasonably premium, can justify the value proposition to customers, and remain their go-to premium brand,' Nayyar added.
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Only 8.25% Indian graduates hold jobs that match their qualifications: Report
Only 8.25% Indian graduates hold jobs that match their qualifications: Report

Indian Express

time27 minutes ago

  • Indian Express

Only 8.25% Indian graduates hold jobs that match their qualifications: Report

Only 8.25% of Indian graduates are employed in jobs that align with their qualifications, while over 50% are engaged in lower-skilled roles, reveals the latest report by the Institute for Competitiveness, the Indian affiliate of the Institute for Strategy and Competitiveness at Harvard Business School. The Periodic Labour Force Survey (PLFS) report finds that the Indian job market is experiencing a distortion where nearly 50% of graduates are employed in roles like clerks, machine operators, and sales workers (Skill Level 2), triggering alarm bells for policymakers and economists. These jobs are classified under the National Classification of Occupations (NCO), which assigns skill levels (1 to 4) to job categories. Ideally, those with a higher educational skill level should hold jobs that match or exceed that level. Overqualified and underutilised A worrying trend emerges when looking at overqualification. For high-skill (Skill Level 4) jobs: — 63.26% of workers hold educational qualifications that match. — But 28.12% are working in lower-skill jobs (Skill Levels 4–8), like clerks or machine operators. — Another 38.23% of those doing Skill Level 4 jobs have graduate-level education, suggesting oversupply of degrees without demand-aligned jobs. A similar trend persists at Skill Level 3. Only 8.25% of those with Level 3 education are in equivalent jobs, while over 50% of graduates are working in lower-level clerical and retail roles. This not only affects individual career satisfaction but indicates massive inefficiency in utilising India's educated manpower. Underqualification: The other side of the mismatch In Skill Level 2 jobs, 8.56% of workers lack the requisite formal education. This could be due to informal skill acquisition, experience-based progression, or vocational training. This is where Technical and Vocational Education and Training (TVET) becomes critical. TVET enables underqualified individuals to bridge formal gaps, but the infrastructure and accessibility of such programs remain inadequate. Which states are most affected? According to the report, states with large young populations like Uttar Pradesh, Bihar, Madhya Pradesh, and West Bengal face the most pressing challenges in addressing this mismatch. Without targeted intervention, these populous states risk: –Large-scale underemployment –Brain drain to urban areas or abroad –Skill redundancy in local economies –Missed industrialisation opportunities Here's an overview of skill 1 workforce share: Top and bottom 5 states While states like Goa and Kerala have fewer workers at Skill 1 level, states such as Bihar and Meghalaya continue to have over 60% of their workforce in this lowest education category, posing long-term challenges for skilled job creation. Can education keep up with workforce needs? India has made considerable strides in elementary education through schemes like Sarva Shiksha Abhiyan, Midday Meals, and NIPUN Bharat, reflected in near 100% Gross Enrolment Ratio (GER) at primary levels. But the transition to higher education remains uneven. While states like West Bengal (93.38%), Kerala (89.45%), and Jharkhand (87.88%) show high improvements in female GER, Lakshadweep saw a 90% decline over the decade, revealing geographic disparities. Only 2.17% of India's population has educational qualifications at Skill Level 4. At the state level, Chandigarh leads with 11.21%, more than twice the second-highest, Uttarakhand (4.99%). Top States by Skill Level 4 Workforce (based on 2023 data from the report) In contrast, states like Bihar (0.45%), Jharkhand (0.70%), and Odisha (0.87%) lag behind, risking exclusion from high-skill job markets unless significant educational reforms are implemented. How big is the economic impact of upskilling? The report shows that transitioning from intermediate to advanced skill levels could raise wages by 149%, drastically boosting both individual prosperity and GDP. However, this demands systemic investment. India needs to bridge an Rs 88,000 crore funding gap in higher education and increase education spending from 3.06% to 4.89% of the total budget. What is the way forward? To address the pressing skill mismatch, the report suggests four key interventions: –Granular Skill Data Collection – for more responsive policies. –Regular Skill Gap Analysis – led by Sector Skill Councils and State Skill Missions. –Update NCO Codes – to keep pace with emerging occupations. –Integration with PLFS – to include 4-digit NCO levels for better mapping. Is India prepared for its demographic deadline? India's demographic dividend, with 650 million people under 25 according to UNFP 2023 data, won't last forever. By 2046, the elderly population will surpass those aged 0–15, turning the current opportunity into a potential burden. To be workforce-ready by 2047, India needs: –An education system aligned with industry needs –TVET reforms to address underqualification –State-specific interventions in high-population regions –Gender-focused higher education policies Failing this, a majority of Indian workers, nearly 9 out of 10, as per the Skills for the Future report, may remain trapped in low-competency jobs, unable to fully contribute to India's economic ambitions.

Not Sci-Fi, But Smart: India's Hospital Revolution Is Rooted in Reality, Say Experts
Not Sci-Fi, But Smart: India's Hospital Revolution Is Rooted in Reality, Say Experts

Time of India

time29 minutes ago

  • Time of India

Not Sci-Fi, But Smart: India's Hospital Revolution Is Rooted in Reality, Say Experts

New Delhi: The term smart hospital often conjures up sci-fi imagery—robotic nurses, AI diagnoses, and error-free systems. But in India's complex healthcare landscape, the reality is far more layered. As the country steadily embraces digital transformation, the idea of the smart hospital is gaining prominence. Yet beyond buzzwords and sleek technology, what truly defines a smart hospital in the Indian context? At ETHealthworld's inaugural edition FutureMedX Summit, industry leaders took a hard look at what it really takes to build intelligent, tech-enabled hospitals in India—not as envisioned in glossy demos, but as implemented in overburdened ICUs, rural clinics, and tier-two cities. Smart hospitals , it turns out, are not about science fiction—they're about solving real problems in real time. In a compelling panel discussion titled 'The Rise of Smart Hospitals: Creating a Digital Health Ecosystem,' experts examined the evolving definition of smart care, patient-centric applications, and the practical challenges of implementing digital health solutions that are intelligent, compassionate, and scalable. The panel featured Viji Varghese , Hospital Director at Manipal Hospital Delhi; Rajiv Sikka , Group CIO of Medanta Hospitals; Dr. Narin Sehgal , Finance Secretary of CAHO and Secretary of AHPI, Delhi State, as well as Medical Director of Sehgal Neo Hospital; Kunal Aggarwal, Founder and Managing Director of Easy Solution Infosystems Pvt. Ltd; and Miraj Shah , Manager at eClinicalWorks India. The panelists discussed how connected ICUs, conversational AI, modular tech adoption, and patient-centric workflows are being practically implemented across different healthcare settings. They emphasized that India's smart hospital journey isn't about leaping into the future—it's about building it step by step, with empathy, interoperability, and measurable impact. Opening the conversation, Varghese noted that a smart hospital is not merely a collection of technologies. Instead, it is about how technology is used to ensure access to information for both providers and patients, so that better decisions can be made and better health outcomes achieved. Rather than being dazzled by devices and dashboards, she stressed the purposeful use of technology—enabling clinicians to deliver more accurate care and empowering patients to participate meaningfully in their own health journeys. Sikka emphasized that technology is essential for maintaining consistency across a growing network of hospitals. His definition of a smart hospital revolves around delivering predictable, standardized, and sustainable experiences for all stakeholders—patients, doctors, nurses, and support staff. Sixteen years ago, Medanta was a single hospital. Today, with six locations, he said it became clear that the patient and doctor experience could not scale without technology. For them, technology has become the great equalizer. He introduced Medanta's 'Triple A' principle—any device, anywhere, anytime—as the foundation of its connected care model. ICU doctors, for instance, no longer need to call junior residents for updates. They can view live bedside monitor readings, ventilator stats, and infusion pump data from handheld devices, allowing real-time decision-making. Sikka also offered an aspirational but achievable vision of reimagining the patient journey—from parking to post-discharge. He asked why patients should wait for hours in the admission lobby, when they could complete pre-admission formalities like KYC and insurance at home. A hospital, he said, should function like a hotel—walk in, check in, and begin care. Once a patient is admitted, the hospital system sends real-time notifications to the designated doctor, nursing unit, housekeeping, F&B, and other departments. With clearly defined turnaround times for vital checks and doctor rounds, the entire process becomes seamless and system-driven. On the post-discharge front, Medanta has developed procedure-specific follow-up pathways. Whether it's a stent placement or orthopedic surgery, patients receive milestone-based reminders and coordinated care through CRM systems, ensuring continuity and reducing readmission risks. Dr. Narin Sehgal brought a deeply human touch to the discussion. While acknowledging the power of technology, he reminded the audience that the real hero of the hospital is the patient. Everything must revolve around them, he said, and technology must never make patients feel threatened. He recalled how patients often express fear and vulnerability before entering the operation theatre, which underlines the need for empathy, communication, and trust—elements that must be built into the design of a smart hospital. Technology is evolving so rapidly, he noted, that even clinicians struggle to keep up. Smartness isn't just about automation, it's about assurance. For him, smart hospitals begin with safety, simplicity, and purpose. He also emphasized the importance of modular, ROI-friendly solutions that are accessible even to smaller hospitals. Kunal Aggarwal echoed the sentiment that technology should never replace people but should instead enable them—whether they're clinicians, back-office staff, or patients. From clinical decision support systems to multilingual videos that ease pre-operative anxiety, he highlighted the need for tech that functions as a supportive partner. Miraj Shah added that the best digital solutions are those that remain invisible yet impactful. Care delivery, he stressed, must always remain front and center. Sikka reinforced these views with examples of transformative technologies already in use at Medanta. ICU monitors, ventilators, and infusion pumps generate over 20,000 data points per patient per day, enabling comprehensive, real-time monitoring. In imaging, AI tools screen chest X-rays for tuberculosis and lung nodules as part of India's largest CSR-led TB-free program. In outpatient departments, conversational AI transcribes doctor-patient interactions into structured prescriptions in real time, saving clinician time and reducing waitlists. Looking ahead, Sikka predicted that the future of healthcare input will be voice—and perhaps, eventually, neural signals. Varghese noted that smart hospitals represent more of a cultural shift than a technological one. Earlier, she said, healthcare was top-down. Now, technology is empowering patients to become active participants in their care. This shift in mindset must extend to both clinicians and administrators. However, she cautioned that despite India's progress in digital health, challenges such as infrastructure costs, skill gaps, and a lack of tailored health information systems (HIS) for smaller hospitals remain significant hurdles. Shah emphasized the importance of partnerships and interoperability, stating that smart hospitals cannot function in silos. They must connect with primary care, startups, public health networks, and national digital platforms like the Ayushman Bharat Digital Mission (ABDM). Aggarwal pointed to scalable innovations such as Aravind Eye Care's tele-ophthalmology model, while Sehgal stressed the need for open APIs and modular systems to avoid vendor lock-ins and enable inclusive growth. Sikka shared that Medanta's AI-powered command centers are already optimizing discharge workflows, medication logistics, and interdepartmental referrals in real time. As for digital twins, he explained that while patient-centric models are still a distant goal due to the lack of long-term electronic medical record data, operational digital twins are already being piloted to manage peak-hour radiology traffic and predictive equipment maintenance. So, what will truly drive India's smart hospital journey? The panelists agreed: smart hospitals are not built on technology stacks alone—they are built on trust, interoperability, informed patients, and collaborative partnerships. India may not yet have universal EMRs or patient digital twins, but with open minds, open APIs, and a people-first approach, the future of Indian healthcare is undeniably smarter.

Steamhouse India files confidential IPO papers to raise up to ₹700 cr
Steamhouse India files confidential IPO papers to raise up to ₹700 cr

Business Standard

time32 minutes ago

  • Business Standard

Steamhouse India files confidential IPO papers to raise up to ₹700 cr

Industrial steam and gas supplier Steamhouse India has filed for an initial public offering (IPO) through a confidential pre-filing route, with an aim to raise between Rs 500 crore and Rs 700 crore, industry sources familiar with the development said. In a public announcement on Wednesday, Surat-based Steamhouse India said it has submitted "the pre-filed draft red herring prospectus with Sebi and the stock relation to the proposed initial public offering of its equity shares on the main board of the stock exchanges". While the exact issue size has not been officially disclosed, industry sources estimated that the IPO could be in the range of Rs 500 crore to Rs 700 crore. Built on the industrial legacy of Sanjoo group, the company was founded in 2014 and is headquartered in Surat. Steamhouse India serves over 167 clients across the country. The company has expansions underway at Pirana, Ahmedabad; Dahej SEZ; Vapi Phase 3; Ankleshwar Phase 3; Panoli Phase 2; Jhagadia; Nandesari Phase 2. It also plans to expand operations in Andhra Pradesh, Telangana, Maharashtra, Himachal Pradesh, Madhya Pradesh, Rajasthan, Uttar Pradesh and Haryana. As per the company's FY24 annual report, its total revenue was Rs 291.71 crore and profit stood at Rs 25.97 crore. The company has opted for the confidential pre-filing route, which allows it to withhold public disclosure of IPO details under the draft red herring prospectus (DRHP) until later stages. This route is gaining traction among Indian firms aiming for flexibility in their IPO plans. In recent months, logistics service provider Shadowfax Technologies, Gaja Alternative Asset Management, commerce enablement platform Shiprocket, Tata Capital, edtech unicorn PhysicsWallah and Imagine Marketing, the parent company of wearables brand boAt, also chose confidential filings. In 2024, food delivery giant Swiggy and retail chain Vishal Mega Mart floated their IPOs following similar filings. Market experts note that the confidential pre-filing route offers companies greater flexibility and reduces the pressure to go public quickly. Unlike the traditional route, which requires companies to launch their IPOs within 12 months of receiving Sebi's approval, the pre-filing route extends this window to 18 months from the receipt of final comments. Additionally, firms can modify the primary issue size by up to 50 per cent until the updated DRHP stage.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store