India’s pharmaceutical and physical care industry is in an exclusive position due to the Covid-19 pandemic. It turns out that any industry has much to gain from the crisis, but the only disruption, caused by the virus, has had a massive effect on them.
Join India’s leading pharmacy and fitness experts, Dr. Sangeeta Reddy, co-ceo of Apollo Hospitals Enterprise Ltd; Umang Vohra, Cipla MD and Global CEO; Anil Vinayak, group chief operating officer, Fortis Healthcare; Prashant Tandon, founder and CEO of 1mg and Swapna Bapat, senior director, sales engineering, automation anywhere, while talking and discussing the long term of the industry.
“AI plays a vital role in drug discovery. Automation is based on the adoption of automation. If a user enters knowledge from one place to another, that knowledge runs through a set of device learning rules to wait for XYZ. You have lost the goal of employing technology. In the pharmaceutical industry, automation and AI can be used not only in drug discovery, but also in clinical trials, chain of origin tracking and more. All of this can be automated and humans can focus on the time for the drug market can accelerate,” said Swapna Bapat, senior director, sales engineering, automation anywhere
“What happened before the covid? That for many other people or for an ecosystem component, virtual fitness on the periphery, is smart to have, it’s a service for convenience and cost-benefit, but not necessarily conventional and structurally replaced by Covid,” said Prashant Tandon, founder and CEO of 1mg.
It was stressful, but very exciting and in the end it was the spirit of humanity and the spirit of other people running with their hearts that took hold of me in this total pandemic,” said Umang Vohra, Cipla’s CEO and global CEO. .
“What this taught us was that I am reminded of two words, the first was uncertainty and how to fix it and the moment was a constant evolution,” Anil Vinayak, the group’s chief operating officer, Fortis Healthcare
“One facet of this total situation is that we are beginning to realize that health care is not only a duty of the hospital, doctor or government, but also of society as a whole,” said Dr. Sangeeta Reddy, Apollo Hospitals. Enterprise Ltd. joins MD.
“I have the idea that when the water is coming down, those who swim naked end up naked. But the water may not come down. Most long-term corporations also need to meet in the short term. These corporations also need a correction. We believe that excess capital is so massive that corporations that don’t deliver in five or seven years can still raise massive amounts of capital. That’s what bothers me and other people like me,” said Yashish Dahiya, CEO and co-founder of PolicyBazaar.com.
“Also in the B2C segment, this is the right time to make an intimate appointment with the customer. There will be some depression or cost reduction, but what it means is that I, as a customer, will become much more specific. about the right platform or the right company where I need to spend my cash,” said Navneet Chahal, Bain and Company’s spouse.
“Two big adjustments that we see when we communicate with our consumers are in the past, we had a weekly or fortnightly connection with consumers, in recent years the connection frequency has increased, even once a day. It’s almost like we’re walking our consumers’ shoes,” said Shanthi Padmanabhan VP, Customer Success, Salesforce India
“It’s a complicated process, however, many corporations have corrected their office structures and have turned out simpler, more unpleasant and better, which I think is a wonderful way out of this crisis. You’re going to have much more sustainable business. “Said GV Ravishankar, MD, Sequoia Capital India.
“On the front of the bills, and food will slowly recede, but fortunately our business is diversified into five to six giant areas. We expect our income to return to pre-covid grades at least in October. In-store invoices too, because other people at points of sale don’t need to hand over their cards to use on point-of-sale machines,” Upasana Taku, MobiKwik’s co-founder and chief operating officer.
“This company has delved into every roller coaster imaginable. Almost all of our 500 cities were closed and then allowed to open two hundred. We had to play the game one day at a time. We basically delivered everything that was allowed and had to get the Kirana boys virtually,” said Vivek Sunder, Swiggy’s chief operating officer.
“Life insurance is a little luckier than fitness insurance because it’s about life. Although the times are very high, it must be perceived that many of our customers are younger, so we manage it better. As an industry, we’ve noticed a claims accumulating,” said Prashant Tripathy, MD and CEO of Max Life Insurance Co. Ltd.
“At the beginning of the year, any discussion about fitness policyholders about the charge of what they paid out of pocket, the complexity of the insurance product, claims-related disorders. Now the priorities have absolutely changed. Consumers are involved. In the task loss, recession and are involved in coverage, therefore,” said Prasun Sikdar, managing director and CEO of ManipalCigna Health Insurance.
“Anyway, digital was a way of looking at the long term and the past. Consumers would like other eatArray products and tactics. Health insurance in India was traditionally that a user was hospitalized and then paid. A consumer who doesn’t. I don’t want to rush to the hospital, avoid this, but that doesn’t mean the user doesn’t want treatment. In such cases, we have brought home care. We have partnered with partners to supply them without money,” Bhargav said. Dasgupta, MD and CEO of ICICI LOMBARD General Insurance Co. Ltd.
“He was quick with some of our stakeholders, starting with our employees. Isolating them was the first thing we did without delay and we followed our customers in a timely manner. How we’re not in a panic scenario with them. March was a month in which we started expanding our virtual offerings,” said Vibha Padalkar MD and CEO of HDFC Life Insurance Co. Ltd.
India, like all other countries, will index it to the resilience of construction than power in a post-Covid world. This would mean creating local source chains, local innovation, a local ecosystem, and would also come with innovators that combine automation and reality. and provide attractive answers for almost every sector of the country,” Mallya said.
One of the demanding situations facing India in terms of AI implementation is knowledge and availability, especially in sectors such as agriculture, fitness and education, etc., Gupta said.
“The successful implementation of AI in India on a large scale will take some time to achieve in the country, there are more than 400 AI-based start-ups,” said Sangita Gupta, vice president and chief strategy officer at Nasscom.
“Artificial intelligence needs to be used to solve complex problems. Artificial intelligence can still move in the long run towards higher expectations of diseases, diagnose cancer or even prevent pandemics from happening much earlier than we are today,” Krishnan said.
The use of automation is shifting towards offering a single solution to a sector that uses repetitive, high-volume paints, for example in the healthcare sector, said Singhani, the managing wife of IBM India.
The concept that automation will become ubiquitous and take on all the work is not true because in the long term it belongs to a complementary world in which automation can make repetitive paintings but where the eye of the mind will come from humans, Mallya said. Health care and education can advance through automation and artificial intelligence.
Automation adds new tactics to create communities and how consumers get involved, said Dulles Krishnan, Salesforce’s regional vice president.
Technology will play a central role in this crisis. The automation point in SMEs is high, however, cloud automation and cloud responses will help, mallya said.
Financial facilities such as banking, etc. have already followed significant automation in their business processes, but are now contemplating the integration of automation into decision-making, said Kamal Singhani, managing spouse of IBM India.
The general interest of corporations has gone from reducing automation prices to business and department continuity, and this is what has an effect on demand, said Kamal Singhani, managing partner of IBM India.
Online education is just the way forward with Covid-19, said Prakash Mallya, vice president and general manager of sales, marketing and communications at Intel India. Demand for cloud installations is strong, he added.
Technology and Automation The Covid-19 crisis accelerated virtual transmission and adoption of virtual technologies and the virtual sector. The opportunity for technology-based automation has not been better, said Sangita Gupta, vice president and director of leading strategy at Nasscom.
“Unlike oil, global electricity intake will accumulate at an immediate pace in the coming years. Renewable force is developing faster, but the double-digit expansion discussed in the media comes from a very small base. It can’t be the basis of any country. strength when there is no sun or wind, ” says Vandana Hari. “I don’t think we’re going to go from a heavy dependence on coal, hydropower or nuclear to wind or solar power in our lives,” he adds.
“India’s energy mix wants to diversify, and the more renewable energy it has, the bigger it will be and it’s no longer a debate about the fact that renewable energy is in the basket,” Vandana Hari says when asked if renewable energy is the new way. of power.
“This is a century-old industry with its own set of criteria and in the other aspect of post-covid, we will have a new order and we want the newest opportunities and technologies,” says B. Anand, CEO, Energy Nayara
“10% of global oil demand has already returned due to the virus and this has given a lot of strength over costs and market rebalancing to OPEC,” says Vandana Hari.
“The value in the supplier is composed of other components. Several tasks and taxes are of a higher proportion in India. It’s a complex issue,” said Vandana Hari, founder and CEO of Vanda Insights Pte Ltd, about the recent fuel increase.
“Even as we see more and more industries opening up, core industries are suffering to regain their full capacity and, once that happens, we achieve pre-covid call levels. The course correction will take position in the next 3-4 months,” says BArray Anand, CEO of Nayara Energy
“The moratorium resolves the underlying solvency disorders of any type of business, only resolving short-term liquidity unrest. The moratorium is a massive merit because it takes an interest in interests,” says Naushad Forbes.
“Access to capital is for CFB, IMF and MSMEs over the next 12 months so they don’t have damaged chains of origin,” says Hardika Shah, founder and CEO of Kinara Capital.
“Mipyme loans involve a large number of hand-in-hand loans, unlike retail loans, such as home loans, auto loans, which are less difficult to hire. In June, the SBI placed 80 agents in India who will be the single point for MSMes to unload loans,” says SBI MD.
“16 million of India’s 75 million have an Internet presence, which is on social media. Only 2 million MSMEs currently have one website. In the more than four months, MSMEs have learned the need to generate and this is where Salesforce is helping them locate the right channels to locate customers,” says Kamal Kanth, Salesforce India’s regional vice president
“The auto parts industry has recently faced three challenges: money, labor and raw materials. Our government will have to focus on generating demand,” ACMA’s president said.
“The SBI has cut rates thirteen times since April 2019. The SBI has cut interest rates in parallel with the repo. From July 1, all advertising banks will impose a 7.5% interest rate on MiPYMe loans from the Self-Reliant India programme, says Challa Sreenivasulu Setty, MANAGING director of the State Bank of India
“The scheduled MME loan announced through the government is reasonable, but it has two basic disorders that want to be addressed. The disbursement rate of these loans is not as fast and the transmission of rate cuts has not yet been positioned for small industries. the government promises the loans, the banks do not rate SMEs with any threat premium,” says Naushad Forbes.
“We want to balance economy and emotions. We have no experience in the production of the car parts we import from China. Kneejerk’s reactions will lead to the collapse of the industry,” said Deepak Jain, president of the Automobile Component Manufacturers Association (ACMA). on stage in China.
“We consider this to be an act of wonderful aggression, which will have to be repelled. China is our most important trading partner right now. Our exports to China are worth $15 billion a year and imports are worth $75 billion a year. those imports are crafted wisely, adding intelligence to the customer. Yesterday and today, we saw delays in shipments, more inspections on those imports. What’s the point? Will it make us realize something really extensive other than feeling smart with ourselves? India may “Don’t get rid of Chinese imports overnight, maybe this can happen in the next two years,” says Naushad Forbes, co-chairman of Forbes Marshall, on the effect of confrontation with China on smes.
While micro, small and medium-sized enterprises (MSMEs) struggle to recover after a prolonged coronavirus-induced national blockade, the government and monetary sector work together to help them succeed, V.R. Sharma, managing director of Jindal Steel and Power Ltd, told Mint. Read the full interview here.
The Center’s resolution to replace the definition of micro, small and medium-sized enterprises (MSMEs) and resolve solvency disorders will help many companies stay afloat in this current economic downturn, said Sunjay Kapur, president of Sona Comstar and vice president of automobiles. Association of Components Manufacturers of India.
Read the full interview here
“The bad bank worked very well in the post-Lehman crisis in the United States and worked well in Malaysia. It works well in my opinion,” Daruwala says.
“Unless concern for Covid-19 disappears, it will be difficult to get more than 30-40% in offices,” Daruwala adds.
“Covid-19 cannot replace the direction of the Indian economy because of its demands, the young population,” says SBI MD.
“In the more than 3 years, the maximum banks have cleaned their NPA,” says Basu.
“Our theory is that the intake will start first and when a pass is requested through the intake, it will lead to the expansion of the SME economy,” says Vaidyanathan.
“The rural economy has not been greatly affected by Covid-19. 60% of our consumers paid the Moratorium 1.0. Rural India’s ability to move virtually will be a key point for India,” vaidyanathan said.
“Unlike desmonetization, banks do not have a timetable for the end of the pandemic, but India resists because of its demographics. There are many other people and there will be a lot of demand,” Bhattacharya said when asked what banks do. ‘balances would be. looked like after March 2021.
“Some of the world’s largest banks run their operations from India and do so at a resilience rate of 90 to 95% due to their virtual adoption, which will increase among Indian banks now due to the pandemic,” says Milan Sheth-EVPArray. India, Middle East and East Africa, Automation Anywhere.
“Direct processing took place in the old banks, the documents were sufficiently digitized,” sheth adds.
“We will return to the Stone Age because of the pandemic. There will be opportunities after 12 months,” says V Vaidyanathan, Managing Director and CEO of IDFC FIRST Bank on loan opportunities in the post-virus world.
“We will have an inclusive India and an inclusive bank of the Covid-19 crisis,” Vaidyanathan adds.
“Bankers are willing to lend. There have been no buyers in the last 1 or 2 years, when the Indian economy has fallen,” says Arijit Basu, MD, SBI about the belief that banks are “credit showers.”
“There will be a negative expansion in the first two quarters of fiscal year 21, however, in the third quarter, positivity may return to the Indian economy,” Basu added.
“Over the next 12 months, visitor behavior will dictate our performance,” said Zarin Daruwala, CEO of Standard Chartered Bank, India.
“Banks have many decisions to make because of the pandemic. Whether it’s a heavy distribution or a smooth branch, soft assets or giant transactions. All banks will want to be more digital and data-driven. The interruptions continue to happen, however, you must move your business forward,” said Arundhati Bhattacharya, president and CEO of Salesforce India.
In Mint’s most recent Pivot or Perish series interview, Bandhan Bank CEO Chandra Shekhar Ghosh talks about how to navigate the situation. Read the full interview here.
“I live in Bangalore and there have been great layoffs among start-ups, which is a lesson for all corporations to have a vision of profitability. Job loss will translate into consumption,” says Mediratta.
“Migrants can be in rural areas until July-August and can consume the branded products they have fed in urban cities,” said Adani Wilmar, deputy director general.
“There has been an exceptional harvest this year. So there will be cash in the hands of the farmers. With other people migrating to their home countries and taking jobs under MNREGA, there will be an increase in rural consumption,” says Suresh Narayanan.
“During the closure, other people in rural areas went from larger oil packs to smaller oil packs, even packs of two hundred ml, because they didn’t have to pay as much at once,” says Angshu Mallick, adani Wilmar’s deputy director general. .
“Kirana consumers are very familiar with the virtual and have had no challenge in navigating our new app. The virtual transformation that has taken nine months occurred in sixty days,” says Mediratta. He also said: “Yes, the e-commerce sector will get advantages from a condiment in the food/food delivery sector, but kirana outlets have also been warned and are receiving orders over the phone or WhatsApp. the exits will be premature.”
“During the pandemic, most people came from Kirana outlets in the community rather than e-commerce companies, and we serve 10 Lakh Kirana consumers in 17 cities,” says Arvind Mediratta, CEO and CEO of METRO Cash and Carry. “Our business with kirana consumers increased the blockade by 40-50%, which offset our losses in the hospitality sector,” Mediratta added.
“There is also a mortality rate among Kirana retail stores. At least 6-7 lakh retail establishments have closed in the last sixty days for reasons such as lack of income, lack of labor,” Mediratta said.
“Companies with a direct rural distribution network will gain advantages from wholesalers,” says Marico MD – CEO.
“Because of Covid-19, there have been many transformations among customers’ product corporations in a few months, which would have happened anyway in the next 3-4 years,” said Saugata Gupta, MD and CEO of Marico, when asked about running with Swiggy to deliver Saffola Oil the closure.
“Rural intake will be less affected than urban intake,” says Saugata Gupta.
“In parallel with e-commerce, total virtual transformation will accelerate in the FCMG sector,” says Gupta. He added: “The contribution of e-commerce so far has been 4 to 5% for us and possibly even 7 to 8% for the total year.”
“If corporations spend more cash on their cultural aspects than on investments, we will manage even bigger businesses,” Narayanan said.
“Global post-covid provides many opportunities for client businesses, but requires agility, anticipation and speed,” he added.
“In the pandemic era, customer product corporations want to take a look at the six ‘R’ to succeed. These are: relevance, resonance, renewal, recalibration, reconstruction, resurgence,” says Suresh Narayanan, CMD, Nestlé India.
“Globally, our CEO has established a project for us, saying that L’Oréal will evolve from a good-looking company to a good-looking generation company. We are working with platforms to inspire consumers to interact with our brands in what is going to be a weak one-touch economy. You make sure they get a virtual testing experience. The low-contact component will be committed to reports of virtual truth (virtual truth) and RA (increased truth) for consumers who will gain advantages from it,” said Amit Jain, CEO of L’Oréal India mint
“From the point of view of expansion, blocking, our best-selling products were cheese, Tetra Pak milk and ghee. But I don’t see our product line changing. The selection of people for packaging formats would possibly replace, but there will be no replacement in food. Of course, consumers will opt for healthier choices,” said Amul’s leading executive, RS Sodhi at Mint. Read the full interview here.
The blockade is not just a pause in our economic participation, it is a turning point. There will be no return to normal, just a facsimile. The paralytic effects of crown anxiety may persist. Even if a vaccine emerges until the end of the year, the virus will have to face eradication for longer than companies can remain solvent.
Read the full article here.
For India’s largest beverage manufacturers, the sweltering summer accounts for a percentage of sales marked by the launch of new campaigns and new products. As the country entered a strict blockade to involve the spread of the new coronavirus on March 25, final movements and meals in places to eat, beverage corporations saw the need to fall overnight. Says Agro, which sells Drinks Frooti and Appy Fizz, says the closure of retail stores, airlines and places to eat has broken links with various advertising channels.
In an interview for Mint’s Pivot or Perish series, Nadia Chauhan, ceo and chief marketing officer of Parle Agro, said the company is repairing those links and looking for emerging opportunities in the “home” intake of its brands.
It is about having a production in multiple places (factories throughout India), a base of multiple products (milk, dahi, cheese, etc.) that serves various segments (hotels, restaurants and homes) and a multichannel (general industry, fashion industry). e-commerce).
The other lesson builds relationships: with home chain partners, carriers, farmers, distributors, and consumers. In a time of crisis, we’ve done more publicity. It’s a good time to build the brand.
The Gujarat Cooperative Milk Marketing Federation (GCMMF), the manufacturer of the Amul milk and dairy logo, does not believe it needs to rotate too much in what other people call the new normal. Managing Director R.S. Sodhi stated that Amul had the merit of being a multi-product company with a multichannel strategy. In an interview for Mint’s Pivot or Perish series, he said that despite the challenges, the co-op will achieve its expansion goals.
No food category will be rejected. There may be adjustments in the length of the containers or marks, but with or without covid-19, food will be consumed.
Spencer’s and Nature’s Basket, with two hundred hypermarkets and supermarkets in the country, are run by Shashwat Goenka, responsible for sector, retail and FMCG (fast client Goods) of the RP-Sanjiv Goenka group. When the blockade began on March 25, Spencer’s, which sells new packaged foods, as well as clothing and electronics, turned its attention to essentials. During the closure, the store forged links with Flipkart, Uber and Rapido to deliver must-have items up to the last mile. Now, as the blockade subsides, Goenka tells Mint that omnichannel delivery of groceries is here to stay. Shashwat Goenka said in an interview for Mint’s Pivot or Perish series.
Prolonged blocking would possibly have posed many challenges, however, the pandemic has given the world’s most attractive corporations the opportunity to spot clues about changing customer trends and temporarily create responses around them. In the long term, L’Oréal India expects the beauty industry to be strong amid disruptions in the customer goods market. Amit Jain, managing director of L’Oreal India, said in an interview for Mint’s Pivot or Perish series.
People communicate about a “U” and “V” recovery, I see it as a “W” recovery, depending on what happens on waves one, two or even three.
“We took action in March asking all our suppliers to deliver the PPE and masks. Today, there is also a new need for fashion essentials,” says Nagaram.
“We contacted our partners who gave us paints on house and fashion products and continued to be applicable to the customer,” he added.
Red the full interview here.
“During the first phase of lockout, 91% of our workers said they would wait for the order when we told them they were on the loose to cancel their orders,” says Amar Nagaram, Myntra’s chief executive.
“In the post-Covid world, virtual corporations have a more important role to play and we are in a position to play that role,” Nagaram added.
“In April, we were the logistics company operating across the country,” says Mohit Tandon, co-founder of Delhivery.
“Most of April was spent on deliveries of prescription drugs and customer products,” he added.
Tandon also stated that hyperlocal delivery has an increasingly vital component of our business. Find out more here.
“Between March 23 and 25, we lost 80% of our workforce and had 25,000 orders in opposition to a peak of 150,000 orders and it’s scary,” says Hari Menon, CEO of Big Basket.
“One communication I’ve been communicating to my workers since March is that their protection is more than a business,” Menon says.
“Customers perceive that we are going through a crazy situation. They don’t expect urgent deliveries anymore. All they need is a delivery, which is to make sure they deliver what we ask for,” he adds.
“We were a little 20% of our workforce and were about to deliver 25,000 orders a day, up to a peak of about 150,000 orders (per day) that we used to deliver before closing,” he said. Read the full interview here.
Customers are now “willing to take a look and ask for physical attention based on technology, devices and networked physical care,” he said. management of the house, ” he added. Read the full interview here.
“An entrepreneur doesn’t want to be Alexander the Great right now, conquering new horizons,” says Meena Ganesh, executive director and CEO of Portea Medical.
“People are no longer destined for residential care,” he adds.
“Covid will give marketing specialists a break for growth,” Meena Ganesh says when asked if this is the time for “cautious marketing specialists.”
“We will be more powerful from the Covid-19 crisis in manufacturing, health, etc.,” Agarwal said.
“We should be okay with failure right now because innovation will thrive during this period,” he added.
“As human beings, there are many things we will do that will redefine who we are and so will business,” he added.
The concept of local retail outlets will cause local retail outlets to redefine themselves from an offline or online store to an undeniable store for consumers and focus on the customer,” Agarwal said.
In April, Amazon India introduced “Local Stores on Amazon”.
“We want to think long-term from here. Innovation will flourish in this period. It’s time to use generation and shoppers want to see how they can serve customers,” Agarwal said.
“We have more than 6 lakh distributors and use Amazon to expand their success. Due to covid-19, Amazon dealers will now also succeed locally due to social estrangement criteria and this nuance has given the impression in the foreground, says the head of Amazon India
“In a country like India with a dense population, it’s easy to function in the middle of a pandemic,” Agarwal added.
“The small movements of e-commerce corporations will have a big impact on the trust of visitors to the construction. In the post-Covid world, consumers will seek acceptance from e-commerce corporations,” said Amit Agarwal, National Manager of Amazon India. .
In April, Amazon India unveiled “Local Stores on Amazon”
Read the full interview here.
“The ‘classrooms of tomorrow’ will have the generation in their hearts. In the long term, we will see ourselves take the step of classical technique one by one to combine individual learning experiences, providing academics with the knowledge of physics and digital. (Learning) said Byju Raveendran, founder and CEO of the online learning platform Byju’s, in an interview with Mint.
Covid-19 will do business in the same way as individuals. The weak are less likely to survive. Those who succeed will come out stronger. From a business perspective, it gave us the opportunity to do an investigation of the discrepancies. under fire, to see what we can do differently in the long run and recognize that our greatest strength lies in our people,” said Pradeep Dadha, founder and CEO of Netmeds.
The coronavirus pandemic has accelerated the widespread acceptance rate of the online pharmacy. What was once designed as a convenience is now identified as a “lifeguard of last resort.” In fact, we have gone from the “acceptance” phase and entered a new level, that of “recognition”. Pradeep Dadha, founder and CEO of Netmeds, said in an interview for Mint’s Pivot or Perish series.
One of the biggest rewards of assembling the challenge of delivering drugs in blocking situations is that we get infusions of approvals, honest tokens of gratitude for what you borrowed, and delivered orders.
The virtual invoice industry has escaped the crisis caused by the coronavirus pandemic, and the sector has seen a sharp drop in volumes. Harshil Mathur, co-founder and CEO of payment response provider Razorpay, said in an interview for Mint’s Pivot or Perish series
At a time when businesses are facing falling demand, the Grofers online grocery store is besieged by an avalanche of new consumers. Once the covid-19 peak has passed, the company’s monthly order volumes will be higher by 30 to 35% compared to pre-covid grades, said Albinder Dhindsa, co-founder and CEO, in an interview as a pivot component or Perish series. Array But a slowdown in intake is underway and will only get worse, he warned, and consumers already have to resort to less expensive brands.
In the first of a series of webinars from Mint’s Pivot or Perish campaign, the automotive industry pillars add the president of Maruti Suzuki India Ltd, R.C. Bhargava, president of the Indian Industry Confederation, Vikram Kirloskar, the president of the Society of Automobile Manufacturers of India (Siam), Rajan Wadhera, and MG Motor India President Rajeev Chaba, discuss the key problems affecting the sector amid a pandemic. Find out more here
Dealing with the covid-19 pandemic will require a pragmatist of well-established and new practices, Partha Datta, president and CEO of FCA India Automobiles Pvt. Ltd., he told Mint his Pivot or Perish Series.
“I would like a quick relief in GST rates on cars. Three-year insurance and other prices are annual to reduce the initial charge for the customer,” Bhargava said.
The electric vehicle industry can take a break of one or two years, but the government gives up now and gives a boost, Wadhera said.
Wadhera said electric cars were a domain in which India could take global leadership when generation is in its infancy. Find out more here
Vikram Kirloskar, vice president of Toyota Kirloskar Motor and president of IIC, said. “After the pandemic, we will see the electrification of two-wheeled vehicles, three-wheeled vehicles and buses.”
Oil will continue to fall and this is a challenge for the electric vehicle industry, Kirloskar added.
Apart from 29-50% of GST, states collect 4 to 20% of GST in the form of one-off rates, which is the case in the EU, where there is only 19% VAT or 10% VAT in Japan: Bhargava
Automation of the Indian automotive industry will take time and, in fact, may not take place in six months, Bhargava says. Cars are not the main source of pollutants in India, he adds.
This is an opportunity for the government’s scrapping policy,” Chaba said.
There will be a call in favour due to the mediocrity of urban public transport in India, he added.
“A lot of new developments will happen, a lot of innovation will happen,” Chaba said.
Rajeev Chaba, president and chief executive officer of MG Motor India, said exports were going well for the Indian automotive industry. Exports have many prospects for the Indian automotive industry and this should be encouraged, he added.
Chaba also noted that the decrease in the volume of cars sold on the domestic market will have a proportionate effect on government revenue.
Read more: If the government needs to increase its revenue, it will have to revive the automotive industry: Rajeev Chaba, MG Motor India
Capacity will be used at 50%. However, the biggest challenge will be on the call for side. To succeed over the pandemic crisis, we want a strong call for stimulus: Wadehra
We do not believe that full capacity will soon be available. If GDP grows to 2-3%, 18-24% is declining. If GDP is flat or negative, the fall will be 35 to 40%, Wadhera says.
The president of the India Automobile Manufacturers Society (SIAM) said a special touch was needed for the recovery of the automotive sector. Overall, the Indian automotive industry grew by 18% in 2020.
The president of Siam also added that the automotive industry can see adjustments in various aspects of trade, adding retail practices, adding labor and labor. Read more
According to Bhargava, the automotive industry accounts for approximately 50% of the production sector and what happens in the automotive sector will also shape other parts of the industry.
“India wants ever-larger societies with larger balance sheets to triumph over the pandemic in the coming years,” Bhargava said.
READ ALSO: Government and industry will have to replace the way they interact: R C Bhargava
Bhargava adds that government and industry will have to paint in combination to build a dynamic and competitive automotive industry.
“People run businesses primarily for themselves and their generations in the long run. The meds are exposed to blockage.”
“Trust between industry and government has lost the period of licensing, tax evasion and corruption. That has to change. The industry will have to act in a way that builds trust.”
“The United States is no longer a country of production. Most portions now come from China. We want to be informed of the Eastern automotive industry and the Indian automotive industry wants to have its own control now. If we can replace the way we live, we can also replace the control techniques.”
Confinement has never happened in my life. For thirty years, we have been introducing FDI into India’s production sector. Very few companies have come to India: R C Bhargava, president, Maruti Suzuki
“Now, if we don’t take care of them, we may not be able to do business on our own. If a supplier declares itself insolvent, how am I going to manage my factory, because it is not imaginable to create a source of choice in it? Therefore, I am interested in taking care of my business partners and similar distributors. Therefore, I have to make sure that the technicians we have trained over the last two years remain in our distributors. For this question, how should we deal with dealers and how to help them financially, those calls are taken on a case-by-case basis. We are confident that all invoices owed in the general course are paid to everyone,” says Vinod Aggarwal, CEO and Managing Director of Volvo Eicher Commercial Vehicles. (Read the full interview)
It is possible that the coronavirus epidemic has come at a worse time for the transport industry, whose fate largely reflects the fitness of the economy. But as the industry prepares for a new business general, Vinod Aggarwal, managing director and chief executive of Volvo Eicher Commercial Vehicles Ltd, told Mint for the “Pivot or Perish” series that the crisis can also open up new opportunities. (Read the full interview here)
In our third interview in the Pivot or Perish series, which examines how the covid-19 pandemic is driving giant corporations to reinvent their business, Balbir Singh Dhillon, director of Audi India, talks about the high-end automaker’s plans to adopt a more frugal model. Business. because even the best net worth buyers are aware of the costs.
The German manufacturer will now use more virtual channels to sell its products and luxury cars will be sold at least two or even three times, thanks to the increase in second-hand sales. (Read the full interview here)
“In a post-covid-19 world, the use and utility of cars change. Digital engagement would increase and, as a result, Internet connectivity and functionality, especially in cars, would increase,” said SS Kim, Managing Director of Hyundai. Motors India Ltd, the second largest car manufacturer in the country. The scanning procedure is expected. be at the center of short-term concerns, i.e. about sales and service levels. “
In our moment interview with the Pivot or Perish series, in which leading corporations express their vision of mapping the long term after the coronavirus outbreak, SS Kim, managing director of Hyundai Motors India Ltd, the country’s largest automaker, explained how virtual will be played a key role in the sales operations of automakers. The use of vehicles will also radically evolve towards greener solutions, Kim said. (Read the full interview here)
After the coronavirus epidemic, virtual generation will play a key role in the sales operations of automakers. The use of automobiles will also radically evolve towards greener solutions. The production procedure and the source chain will evolve in the short term, and corporations will focus on reducing dependencies, said Hyundai Motors India’s Dr. S.S. Kim. (Read the full interview here)
Survival demands adaptation. This is Darwinian, but the “appropriate” maximum corporations over which they have a covid-19 effect will not have time to test and error for generations or production cycles, in this case. This would require transformations at the speed of the chain, in predictions that seem dubious and motivated through decisions that will test the bravery of each leader. (Read mint views)
“The electric vehicle (EV) plan may take a few months, as it is more of an investment for the future. That said, we need our strategy because I think it’s a smart opportunity for all three of us. The wheel business over the next 3 to five years will come from the transport and electrification of the last kilometer. We must not miss this opportunity,” says CEO Diego Graffi.
The Nikkei Manufacturing Purchasing Managers’ Index, compiled through IHS Markit, fell to 27.4 last month from 51.8 in March, to the lowest level since the survey began in March 2005 and its first mark below 50 separating the expansion from contraction in approximately 3 years. (Read here)
Diego Graffi talks about the complicated decisions the company would possibly have to make in the face of the uncertainty looming about the resumption of operations. “The scenario has become more confusing in the 3rd closing phase. We have obtained permission to resume operations at our manufacturing plants in Baramati, but the challenge is that our suppliers in the Pune domain cannot resume production,” he says. Read the full interview here
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