Latest news with #BritanniaIndustries
Mint
07-07-2025
- General
- Mint
Work from Tirunelveli: How Tamil Nadu turned ghost districts into industrial hotbeds
Chennai: Chittar Chatiram, a quaint village comprising a few hamlets, on the banks of the Chittar river, in southern Tamil Nadu's Tirunelveli district, hides a dark history. In the 1990s, it was a hotbed for communal riots. Such was the frequency and ferocity of these clashes that residents of one of the hamlets, Karisal Kulam, chose to give up all their belongings and vacate the neighbourhood en masse in search of peace. For more than two decades, Karisal Kulam remained a ghost hamlet. Not any longer. Villagers have slowly begun to return over the last two years. The reason: an industrial park. It has sprung up at Gangaikondan, a town just across the river. Companies like Tata Solar, Yokohama Tyres, Britannia Industries, Bosch and First Solar have set up their units in the park. People around its villages have been offered jobs. Communal tensions have subsequently eased. 'Better law and order situation plus job opportunities are bringing back the residents of Karisal Kulam," K. P. Karthikeyan, the managing director of Elcot, Tamil Nadu's nodal agency for promoting, developing and implementing IT and e-governance initiatives, said. He was, till recently, the collector of Tirunelveli district. At the other end of the state, in Krishnagiri district of northern Tamil Nadu, women were, till recently, seen as a liability. The district's sex ratio, at 963 women to 1,000 men, is lower than the state average of 996, the 2011 Census of India shows. Sex determination and abortion were rampant. Female literacy was a low 57% and girls were rarely educated beyond the 10th standard. Child marriage was common and so were teenage pregnancies. But a lot changed in the last few years. Enrolment of girls into colleges and polytechnic institutes have surged. In the last two years, the average age of marriage has risen from 14 years to 21 years, data from Krishnagiri collectorate shows. Child marriages have dropped significantly. It is only a matter of time before the sex ratio improves, experts said. In fact, Krishnagiri is fast losing its status as one of the most backward districts of Tamil Nadu. Industrial development, like in the case of Tirunelveli district, is at the heart of this transformation. EV maker Ola Electric, Tata Electronics and Fairway Enterprises, a footwear manufacturer, have invested in the district, predominantly employing women. All of a sudden, thousands of jobs have been created with salaries in the range of ₹15,000 to ₹20,000 per month. Many families now regret not having a girl child at home. Both the regions mentioned above are success stories when it comes to the Tamil Nadu government's model of distributed development. It seeks to take industrial investments to the hinterland. This strategy is a clear break from the past where most investments centred around Chennai (northern Tamil Nadu) or large cities such as Coimbatore (western part of the state). North vs south The numbers tell the story. According to data from Guidance Tamil Nadu, the industrial promotion arm of the government, the state attracted investments to the tune of ₹7.51 trillion in the last four years. Of this, 38% went to north Tamil Nadu, 30% to the southern region, 11% to the west and 5% to the central region. 'Southern Tamil Nadu barely got any investments in the past. Today, it has received almost a third of the investment the state has attracted. That is a phenomenal change," explained T.R.B. Rajaa, state minister for industries, investment promotions and commerce. Central Tamil Nadu has also made a good beginning, he added. Besides Tirunelveli, the southern part of the state includes Tenkasi, Ramanathapuram, Thoothukudi and Kanyakumari districts. 'The Tamil Nadu government took a conscious decision to diversify its industrial base for two reasons. We wanted to bring about a more equitable development. Also, we wanted to ensure strong women participation in the workforce," Rajaa said. This strategy will also reduce pressure on large cities like Chennai and Coimbatore. But implementing this policy was not easy as demanding investors, spoiled for choice, preferred Chennai or threatened to move to another state. Winning VinFast A few years ago, VinFast, a Vietnamese electric vehicle major, decided to invest ₹16,000 crore in a manufacturing facility in India. The company's officials visited six states and scoured 15 locations. 'I heard that they had almost finalised a location which was outside Tamil Nadu," recalled Rajaa. 'It was December 2023 and I decided to give one final shot." He packed his bags and landed in Vietnam. He almost regretted that decision. The VinFast team first sought Ford India's manufacturing facility which is not in operation today. When told that it would not be possible, as the US auto major had plans to restart operations, the company insisted on a suitable location in Chennai, an established automotive hub. But Rajaa pitched for Thoothukudi in southern Tamil Nadu. Initially, VinFast wasn't impressed. After three days of negotiations, the needle moved. The cost of land in Thoothukudi was far lower compared to Chennai; the region also had easy access to the Tuticorin port, less busier than the one in Chennai. The deal was struck. 'We wanted to serve not only the domestic market but also the external market. We wanted to be located very close to a seaport and an airport. Thoothukudi satisfied this requirement," Pham Sanh Chau, VinFast's Asia CEO, told the media later. The state government just didn't stop at selling the region. It ensured the availability of human resources. About 344 students from nine local polytechnic institutes were trained for 21 days on technical, aptitude and communication skills. They were next sent to VinFast for interviews. The company selected about 200 of them. Then came Jabil Similarly Jabil Inc, an American electronics manufacturer and a key supplier to Apple, wanted to invest ₹2,000 crore for a facility near Chennai. After all, 40% of all smartphones shipped from India come from Kanchipuram district, bordering Chennai. Foxconn and other smartphone manufacturers are located here. However, the state government proposed Tiruchirappalli in central Tamil Nadu. The company was convinced only after its executives visited the region. 'They were impressed by the Tiruchirapalli airport and the talent produced by higher education institutions in the area, such as NIT Trichy," said Arun Roy, industry secretary, government of Tamil Nadu. In September 2024, the company announced that it had signed a memorandum of understanding to expand India operations in Tiruchirappalli. 'India is emerging as a key manufacturing hub. Our expansion in India will enable Jabil to meet and grow with the future needs of our customers and complement our existing facility in Pune, Maharashtra, in operation since 2003," Matt Crowley, executive vice president of global business units at Jabil, noted in a press statement. VinFast and Jabil didn't respond to Mint's request for comments till the time of going to press. District SWOT What is the rationale followed while nudging investors to places beyond Chennai? Such places are not shown blindly, said Roy. 'We map a region's strengths with the needs of the investor and offer a very compelling preposition," he explained. The government has completed an elaborate exercise to map each district's strengths and weaknesses. For instance, Kanyakumari district is not conducive for manufacturing. Land and labour availability is limited. The gross enrolment ratio for higher education is high. This district, officials said, is thus more suited for services-based investment. Tirunelveli and Thoothukudi districts, on the other hand, are more suited for manufacturing. Labour is in abundance and so is land availability. Add to that the presence of the Tuticorin port. Export-import based sectors find this location ideal. Kallakurichi, Perambalur and Tiruvannamalai districts are primarily agriculture based with abundant supply of semi-skilled labour. It is ideally suited for sectors such as non-leather footwear which need not be close to airports/ports but need abundant semi-skilled people, especially women. Top non-leather footwear manufacturers in the world—such as Feng Tay, Shoe Town and Pau Chan—have invested in these areas or are in the process of doing so. Tata Electronics, meanwhile, chose to locate its facility in Krishnagiri as availability of semi-skilled labour was in plenty, both locally and in the neighbouring districts. Proximity to Bengaluru also helped. Ola Electric set up its bike unit there as nearby Hosur already had a strong automotive eco-system. A,B and C Tamil Nadu is classified into three categories—A, B and C—based on the extent of industrialization. 'C' category, which is the least industrialized, gets higher benefits, be it capital subsidy, concession for land costs or stamp duties. Incentives apart, investors often find less industrialized locations better for multiple reasons. Like we mentioned earlier, large parcels of land can be had at cheaper prices, keeping project costs under control. The cost of labour is lower, too, so are attrition levels. Other Indian states could emulate this distributed development model of Tamil Nadu, said M. Suresh Babu, director, Madras Institute of Development Studies. 'It will lead to a more balanced development and tackle the inequality India's economy is witnessing," he added. Tamil Nadu, he further said, has benefitted from historical factors and policies followed by successive governments. It is uniformly urbanized. Soft infrastructure is good across the state—be it educational institutions or healthcare facilities. So is hard infrastructure such as roads, airports, ports and availability of power. Any airport can be accessed in less than three hours and a sea port in six hours. Where's the pub? While the going is good, Tamil Nadu does face some challenges. Availability of land is one of them, particularly in hot destinations. The government says it is unable to push investments into western Tamil Nadu because of such issues. It is in the process of building a 50,000 acre land bank. A second area of concern is social infrastructure, particularly entertainment. There is a need for more 5-star hotels, malls and multiplexes, especially in smaller towns. For longer-term human resources development, such infrastructure is fast becoming a hygiene factor. Another issue is pubs. Think Bengaluru—pubs keep the city's young workforce hooked, post work hours. Most Tamil Nadu cities simply fade in comparison. 'While the Tamil Nadu government has no qualms in opening liquor shops in every nook and corner of the state, it sees cultural issues when it comes to licensing pubs and bars," said an entrepreneur who didn't want to be identified. 'This double standard puts us in a competitive disadvantage, especially in sectors that employ a lot of young people," he added. China play That said, the distributed development model appears to be working so far, as numbers cited above shows. But this is not the first time that Tamil Nadu has tried this. The first industrial estate was set up in Ranipet, in northern Tamil Nadu, way back in 1971. The 2007 Industrial Policy gave special incentives to investments made in southern Tamil Nadu. These measures did not bring about any rapid industrialization. What has worked now is a combination of factors—a more calibrated approach from the state as well as geo-political developments. 'China+1 is a great opportunity. Global brands want to de-risk their operations and find India and Tamil Nadu ideal to invest in," said industry minister Rajaa adding 'we will be doing a great injustice to future generations if we do not fully capitalize on this opportunity."
Time of India
07-07-2025
- Business
- Time of India
Britannia reimagines the Bourbon experience for consumers with NIC Ice Cream
HighlightsBritannia Industries has launched NIC Bourbon Ice Cream, combining rich chocolate ice cream with Britannia Bourbon biscuit crumbs, offering a new indulgent treat for chocolate lovers. The quirky campaign promoting NIC Bourbon Ice Cream, conceptualized by The Womb, humorously depicts an Indian ambassador navigating the choice between chocolate biscuits and ice cream, ultimately celebrating the joy of having both. Siddharth Gupta, General Manager of Marketing at Britannia Industries, expressed excitement about reimagining the beloved Bourbon biscuit in a new format, while Raj Bhandari, Director of Walko Food Company, emphasized the collaboration's aim to delight fans of both brands. Britannia Industries has introduced NIC Bourbon Ice Cream —a delightful new way to savor the chocolatey flavor you've always loved. This indulgent treat combines NIC's rich, creamy chocolate ice cream with the beloved chocolatey crumbs of Britannia Bourbon biscuits, offering a cool, delicious twist to a classic favorite. With the launch of NIC Bourbon Ice Cream, Britannia continues its journey of reimagining the Bourbon experience for consumers, bringing the iconic flavor to a new and indulgent format. Britannia Bourbon has long been cherished for its distinctive flavor, and this partnership with NIC Ice Creams marks an exciting new chapter in its journey to bring the beloved taste to fans in diverse formats. Bringing this irresistible product to life is a quirky new campaign conceptualised by The Womb. Set inside a global diplomatic arena, the campaign uses a playful scenario to highlight the dilemma between choosing a chocolate biscuit or chocolate ice cream, until NIC Bourbon Ice Cream offers the perfect solution: Love both? Then have both. Through the humorous film featuring an Indian ambassador caught between tempting offers, the campaign celebrates the joy of having both favorites in one delicious bite. Siddharth Gupta, general manager - marketing, Britannia Industries, said, 'NIC Bourbon Ice Cream is our way of celebrating the love that Bourbon fans have shared with us over the years, and we're thrilled to bring this beloved biscuit into a new, delicious format. We're proud to partner with NIC Ice Creams to create this delightful, indulgent treat.' Raj Bhandari, director, Walko Food Company said, 'We felt Britannia Bourbon and NIC fans deserve a treat, which led to the genesis of this limited-edition flavour in a special collaboration with Britannia Bourbon - delicious Britannia Bourbon chunks in rich chocolate ice cream - A must-have if you love Britannia Bourbon and you love NIC ice creams! Suyash Khabya, chief creative officer, The Womb said, ''Britannia Bourbon is the OG chocolate biscuit. Everything we do on the brand has to land the product truth of 'chocolate chocolate chocolate'. And now we have one more chocolate - NIC Chocolate ice fun! Continuing with the earlier brand set-up, we've woven an interesting story of how the world comes together when something so chocolatey is launched. The world needs more chocolate than animosity. A very simple idea with a context makes it an interesting watch.' Watch the video here:
Business Upturn
03-07-2025
- Business
- Business Upturn
Butterfly Gandhimathi appoints Kaushik Moorthy, previously with Britannia, Mondelez, Heinz, and PepsiCo, as National Sales Head
By Aditya Bhagchandani Published on July 3, 2025, 22:36 IST Butterfly Gandhimathi Appliances Ltd. announced on July 3, 2025, that its Board of Directors has approved the appointment of Mr. Kaushik Moorthy as the National Sales Head and designated him as Senior Management Personnel (SMP), effective immediately. Mr. Moorthy brings over 15 years of leadership experience in FMCG sales, strategy, and team management. Previously, he worked at Britannia Industries where he led a ₹3,500 crore region contributing 22% to national sales, managing a team of 140 members. His career also includes senior roles at Mondelez, Heinz, SC Johnson, Hindustan Coca-Cola, Spencer's Retail, and PepsiCo. He holds an MBA from IBS Hyderabad and a certification in Strategic Management from IIM Calcutta. Meanwhile, Mr. Haresh Sundar, who was previously managing both Downstream Marketing and Sales, will now focus exclusively on the role of Head of Downstream Marketing. This decision was based on the recommendation of the Nomination and Remuneration Committee and disclosed to BSE and NSE in compliance with SEBI Listing Regulations. Ahmedabad Plane Crash Aditya Bhagchandani serves as the Senior Editor and Writer at Business Upturn, where he leads coverage across the Business, Finance, Corporate, and Stock Market segments. With a keen eye for detail and a commitment to journalistic integrity, he not only contributes insightful articles but also oversees editorial direction for the reporting team.
Business Standard
25-06-2025
- Business
- Business Standard
Sensex rises 741 pts; Nifty near 25,250; FMCG shares climb
The domestic equity benchmarks traded with major gains in the mid- afternoon trade. The Nifty traded near the 25,250 mark. FMCG shares extended gains for the second trading session. At 14:30 IST, the barometer index, the S&P BSE Sensex zoomed 740.71 points or 0.90% to 82,793.37. The Nifty 50 index rallied 204.25 points or 0.82% to 25,250.60. In the broader market, the S&P BSE Mid-Cap index rose 0.54% and the S&P BSE Small-Cap index added 1.43%. The market breadth was strong. On the BSE, 2,722 shares rose and 1,190 shares fell. A total of 159 shares were unchanged. The Nifty FMCG index rose 0.88% to 54,822.75. The index added 1.09% in the two trading sessions. Britannia Industries (up 1.98%), Tata Consumer Products (up 1.81%), Nestle India (up 1.64%), Patanjali Foods (up 1.61%) and Dabur India (up 0.89%), ITC (up 0.77%), Godrej Consumer Products (up 0.72%), Hindustan Unilever (up 0.65%), Radico Khaitan (up 0.52%) and Emami (up 0.41%) added. Numbers to Track: The yield on India's 10-year benchmark federal paper rose 0.37% to 6.274 from the previous close of 6.247. In the foreign exchange market, the rupee edged higher against the dollar. The partially convertible rupee was hovering at 86.0100 compared with its close of 86.0500 during the previous trading session. MCX Gold futures for 5 August 2025 settlement rose 0.34% to Rs 97,355. The US Dollar Index (DXY), which tracks the greenback's value against a basket of currencies, was up 0.05% to 98.03. The United States 10-year bond yield added 0.09% to 4.294. In the commodities market, Brent crude for August 2025 settlement added $1.05 or 1.05% to $68.19 a barrel. Stocks in spotlight: Lupin rose 0.16%. The company announced that it has received approval from the United States Food and Drug Administration (U.S. FDA) for its abbreviated new drug application (ANDA) for Prucalopride tablets. Acme Solar Holdings fell 0.66%. The company said that its wholly owned subsidiary, ACME Sikar Solar had secured a 25-year power purchase agreement with the Solar Energy Corporation of India (SECI) for 300 MW capacity in Rajasthan at a fixed tariff of Rs 3.05 per kWh.
Time of India
18-06-2025
- Business
- Time of India
The ROI and the roar
The year was 1996. As Prasoon Pandey collected the Silver Lion for Ericsson's 'One Black Coffee' commercial, the ensuing roar was heard all the way from the Cannes Riviera to India for the first time. It was not only testament to the power of a witty script and a cleverly executed campaign, but also a moment that etched Ericsson into the Indian consumers' minds. Fast forward three decades, and India's creative prowess at Cannes is no longer confined to the artistry of craft. Indian agencies aren't just making pretty ads or heartwarming social cause-based campaigns; they're strategising campaigns that drive business growth today. So, while network agencies unfurl their banners in full glory on the sun-drenched shores of Cannes, a new breed of indie shops is equally, fiercely determined to make its presence felt, proving that creative brilliance knows no size or budget. For many of these agencies, a Lion isn't a mere addition to their trophy shelves. It's momentum, a coveted currency. But while it remains the golden talisman of the advertising industry, given the rising costs associated — submitting entries, attending the festival, travel and accommodation expenses — what was once a dream moment atop the advertising summit, is today being considered unaffordable for most agencies. Price of prestige Participating in Cannes Lions is no small financial feat. Entry fees per submission range from 675 to 2,765 euros, depending on the category and submission timing. With agencies often submitting multiple entries, costs can escalate quickly. Add to these the delegate passes (which can exceed 4,000 euros), the lavish accommodations and events that are synonymous with Cannes, and the question that begs to be raised is: Does the total investment still remain viable, especially for smaller or independent agencies? Take indie agency Talented, which has already picked up two Silver lions at Cannes this year for their work for Britannia Industries. Gautam Reghunath, co-founder, views the festival as being part of the agency's brand-building exercise. It's a major chunk of their marketing spends and the team consciously invests in it due to the value it has in bringing in clients. 'According to me, this is our version of marketing our story to the world,' Reghunath explains. He further emphasises the evolving nature of entries and says that the 'hacks' to win at Cannes are out of the window. 'Gone are the days when a lot of work used to have 'social purpose' at its centre. Today, agencies are putting their best work forward — campaigns that have generated brand value and business growth,' he adds. Aalap Desai, co-founder of tgthr (pronounced 'together'), recalls the agency's Cannes successful debut — becoming the youngest Indian agency to bag a Lions win, just nine months after launch. Desai says there was a shift after that win. 'It's a healthy mix of everything. Talent wanted to join the momentum, brands wanted to associate, teams were motivated,' he explains. For him, the return on investment ( ROI ) was the immediate rise in brand value. However, he admits that they need to start measuring this year-on-year to understand the larger impact. But overall, does competing at Cannes involve excessive financial planning? Desai points out that there is a cap of entries per category each year — so the money agencies can pour in is limited. 'The planning starts a year in advance. Since we are new, we put money aside every month, so that it doesn't affect the cash flow in March,' he says. Moreover, the ROI is notional and doesn't get credited to the account. Rather, it comes in the form of goodwill, reputation, client trust, PR, new leads for business, etc. All this is only applicable if you win; hence the bet is something you have to get used to, Desai says. 'Every entry we send that doesn't win hits ROI. I have been doing this for some time now, and the one truth that stays is that you have to be ruthless with your entries or else you pay the price. Literally,' he adds. Then there are production houses that can only enter in a select few categories. For KM Ayappa, co-founder of Early Man Film, the ROI translates more to quality scripts and global inquiries. 'If your work holds up, Cannes is the best marketplace to showcase it,' Ayappa says. For agencies whose category options are vast, some strategic category placement can be a quarter of the battle won, he observes. So, while all exposure is valuable, Cannes stands out as the best due to its status and association with the festival. 'It's [the] one award that really counts,' he adds. Kings of the jungle Holding companies view Cannes Lions wins as being more than creative trophies — they enhance brand perception, attract top talent and send a signal out to the leadership in the industry. Wins can be amplified across agency networks to boost collective reputation and draw new business. ROI is measured on multiple levels, tailored to each client's unique goals and expectations. Amitesh Rao, chief executive officer, Leo, South Asia, sees Cannes as a talent platform, 'Not just to attract talent, but perhaps more importantly, for the talent we have to participate on the global stage, engage with the best minds in the business, and stay focused on the benchmarks that we measure ourselves against,' is how Rao describes it. Dheeraj Sinha, group CEO of FCB India and South Asia, has similar views. 'For agencies, their product is creativity. The objective is to make sure your project excels and sets global benchmarks.' [The group's metal tally in the first two days of the 2025 festival stands at three – One Gold and one Bronze Lion for FCB India and one Silver Lion for FCB Kinnect.] Sinha maintains that in the business of advertising today, the quality of work is proportional to the growth the brand will get out of it. 'These days, questions like what a campaign has done for profitability and growth are asked in award judging rooms. Times are changing. Work that's happening at scale and across the spectrum takes the spotlight. We believe that creativity is an economic multiplier,' he adds. The counterpoint Critics argue that Cannes can become an expensive echo chamber, especially in a landscape where brand managers are tightening budgets and creators work directly with brands. Creativity matters, but the self-congratulatory carousel of trophies might be out of step with what clients — and the market — actually value. Naresh Gupta, co-founder, Bang In The Middle, expresses scepticism. 'It's a very heavy investment to make. I think there are many different ways to get business and attract marketers,' he says. He elaborates further about the motivation behind entries: 'The currency that most creative agencies understand is not necessarily brand success or financial security; they understand creative work that they can get awarded for. They push themselves in that direction to do award-winning work.' Gupta also notes the ego-boosting aspect of entering Cannes. When independent ad folks who earlier learned the 'hacks' to win at bigger agencies form their own setups and win, he says, it is almost like a quasi-way of saying, 'We are better than the agency we quit.' Reghunath does acknowledge differing perspectives. 'A lot of marketers from new-age brands don't necessarily see the value of Cannes in the same way that larger companies do. Cannes, as a platform, will also keep reinventing itself to stay relevant.' While deep-pocketed global companies, often in lockstep with their agency partners, have the resources to submit a high number of entries, smaller brands in contrast need to weigh this more carefully. One marketing lead at a direct-to-consumer apparel brand, which has enjoyed a string of local creative wins, concedes that while the festival is a powerful showcase for agencies courting new business on the global stage, it isn't part of their playbook. 'For a brand like ours, it's an unnecessary splurge,' he explains, noting that local honours provide strong creative validation without denting the budget too much. Cannes Lions may not offer a one-size-fits-all ROI, but between global visibility, talent magnetism and client credibility, the roar can reach the right corners and beyond — if you can afford the ticket.
