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[ad_1] Building fire kills 27 in New Delhi, police arrest company owners [ad_2] Source link

[ad_1] Indian government officials, speaking just hours after the country banned wheat exports, said there was no dramatic fall in wheat output this year but unregulated exports had led to a rise in local prices. “We don’t want wheat trade to happen in an unregulated manner or hoarding to happen,” a senior government official told reporters in New Delhi on Saturday. The government said it would still allow exports backed by already issued letters of credit and to countries that request supplies “to meet their food security needs”. Global buyers were banking on supplies from the world’s second-biggest wheat producer after exports from the Black Sea region plunged following Russia’s Feb. 24 invasion of Ukraine. Before the ban, India had aimed to ship a record 10 million tonnes this year. [ad_2] Source link

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[ad_1] Palestinians welcome foreign support in inquiry into reporter's death [ad_2] Source link

[ad_1] The not-for-profit body works to create and sustain an environment conducive to the development of India, partnering industry, government and civil society, through advisory and consultative processes.  The newly constituted National Council of Confederation of Indian Industry (CII), a non-governmental trade association and advocacy group has announced its new office-bearers for the year 2022-23. The trade body has appointed Sanjiv Bajaj, chairman & MD, Bajaj Finserv as the President; Pawan Munjal, chairman & CEO, Hero MotoCorp as the President-Designate and R Dinesh, Executive Vice Chairman, TVS Supply Chain Solutions as the Vice President for 2022-23. Bajaj who has been engaged with CII for several years at the State, Regional and National level succeeds T V Narendran, CEO & MD, Tata Steel. Earlier Bajaj was the President-Designate for 2021-22 and the chairman of the Western Region during 2019-20. He has led CII National Committees on Insurance & Pensions and CII Taskforce on Fintech. Munjal takes over as CII President-Designate for 2022-23 and is closely associated with CII for almost 30 years. He has been the Chairman of CII Northern Region during 1996-97 and has led several CII National Committees including on Sports, Environment and Technology & Innovation. R Dinesh has been associated with CII for more than 2 decades and will assume the role of VP for 2022-23. He has been the Chairman of CII Southern Region during 2018-19 and has held several positions in CII as Chairman of National Committees on Logistics, CII Family Business Network India Chapter Council, CII Tamil Nadu State Council, CII Institute of Logistics Advisory Council to name a few.  [ad_2] Source link

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[ad_1] Bay Area health officers recommend masking indoors; region has highest infection rate in California  KTVU FOX 2 San Francisco COVID is surging again. Why the San Francisco Bay Area isn’t doing mandates.  SFGATE Wealthy L.A. areas seeing fastest rise in coronavirus cases  Los Angeles Times City of Berkeley urges indoor masking as COVID-19 cases spike again  Berkeleyside With Covid rates rising, health officials urge caution  Morgan Hill Times [ad_2]

[ad_1] Ukraine collects Russian dead as war rages on multiple fronts [ad_2] Source link

[ad_1] By Shveta Singh The phenomenal growth of ecommerce in India hardly needs a preamble. It is a very fast paced, evolving context that has transformed not just the way business is conducted, but how brands are conceived and positioned. Intuitively, a similar impact should have been visible on the existing marketing structures supporting this ecommerce growth. But the reality is incremental change rather than transformational so far. We are still playing the catch-up game. So, the big question marketers on both the brand and agency sides should be asking today is ‘Have we reached the tipping point to trigger a big shake up yet?’ Large scale transitions in business environments mimic a trajectory similar to any big socio-cultural change.  A typical lifecycle is – mushrooming of ‘The New’ in small pockets, followed by makeshift, unstructured, siloed ways of bringing ‘The New’ to life, ‘The New’ reaching a critical mass big enough to have a considerable impact and finally the convergence of various pockets to make ‘The New’ more embraceable and implementable at scale. Look back at how digital marketing emerged as an outsider and took years to become mainstream. Or for that matter how years ago social media management used to sit with PR teams rather than brand marketing teams.  Similarly, commerce marketing at the moment is on its path to maturity. This gets even more complex given the fact that commerce marketing goes beyond the realm of media marketing into go-to-market and business management spaces as well. There is no templatised, universally acceptable way of working on both brand and agency ends. A variety of marketing models can be seen, primarily dictated by the stage and scale at which a brand is. Brand eCommerce Approach Brand Stage Brand Challenges & Requirements eCommerce Marketing Model I know it all Nascent D2C brands High level of controlLimited budgetsLower funnel tactics 100% in-housed modelFrom tech and platform management to performance marketing  I know it, but you can supplement me Mid-sized D2C/ eCom first brands Diminishing returns through performance marketingFaster scale-up Mixed modelRetain ecommerce strategy, operations, and rest of the core functions in-house.Agencies help drive efficiencies and scale through media I don’t know, you do it New to eCommerce emerging brands Limited understanding and resources for in-house set-upLack clout to deal directly with marketplaces 100% outsourced modeleCommerce is a single task from GTM to Media Managed by small ecom specialist agencies I know somewhat, need multiple specialists Established, traditional brands  Large marketing set-up, not necessarily geared up for shift to ecommerceeCommerce function may/may not be consolidated with the brand marketing teamLack of one stop ecommerce solution with most big agencies Mixed modelMultiple specialist agencies working on various ecom requirement from content to analytics Few core functions in-housed And till now, catering to these varied brand eCommerce needs is an equally diverse supply side: Small independent agencies managing end to end ecommerce management for SMBs Specialist niche players with scope limited to only content or proprietary technology & tools Digital creative agencies for brand communication Media agencies for performance and brand marketing Marketplace B2C model that claims to eliminate the need for an agency Like a typical chicken and egg story, there are arguments from both sides on why the eCommerce marketing model is still at an immature stage. Neither are brands asking for more, nor are the agencies building enough incremental value and a sense of urgency. “The New” is happening in pockets, but not big enough yet for a seismic shift. In the last couple of years, major ecommerce initiatives have been announced by a few big agencies including GroupM, aimed at consolidation and holistic offering. We at Motivator, have been one of the first integrated media agencies in India to offer full funnel, end to end ecommerce solutions from onboarding, content and ecom strategy to operations management and commerce media management. Given our packaged solution we have managed to scale up several eCom first brands across industries such as health and hygiene, packaged foods, automotive and many more. Having said that, the scale of change is still not large and fast enough to keep pace with the dynamic ecommerce ecosystem. The industry needs convergence of the various existing pockets for a consolidated ecommerce marketing model to emerge. And this necessitates restructuring at a fundamental level.  Restructuring of the narrative – “The whole is greater than the sum of its parts.” This phrase holds very true for marketing on eCommerce. Content, audits, business strategy and media approach can only achieve so much when sitting separately. There is a massive interplay between media and non-media functions of ecommerce in order to achieve business goals. The narrative agencies take to the brands therefore needs to go beyond – we will do your performance marketing, or we will do your A+ content. There is a need for an outcome driven approach instead. Rephrasing of the value of integration – For any brand to take a leap, all of its marketing channels should ideally work in synergy. Yet, most brands still view eCommerce channel in silos, with no true integration with brand marketing. The onus therefore lies with the agencies to educate and demonstrate the value of synergy. It is time we frame value not just in ACOS and ROAS, but cross channel integration and resulting efficiencies. Reshaping of the brand trajectory – The world today is divided between D2C brands wanting to gain scale and established brands wanting to gain traction on ecommerce. Both cohorts operate with a very different, fixed view of marketing, resulting in the difference in ask from the agencies. This convergence can only be achieved if they learn from each other. While established brands need to learn use of data and agility from digital first brands, D2C brands need to learn the importance of brand building.  The clock is ticking. It is time to consolidate and integrate ‘The New.’ It is indeed time to transform our existing marketing models to sustain the phenomenal ecommerce growth we are witnessing.  The author is

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