Srinivas Rao Vishnubhotla

Had an insightful discussion with Parikshit Luthra on CNBC-TV18 about India's GST restructuring for consumer durables. This shift from 28% to 18% GST is a significant demand catalyst. With 7-7.5% price reductions flowing to consumers, we're unlocking markets that have remained underpenetrated air conditioners at just 7.5% household penetration being a prime example. The real win is the policy coherence we're seeing. From PLI incentives to GST rationalization, India is building a comprehensive growth ecosystem. Structural reforms like these create lasting impact for consumers, manufacturers, and the economy. FICCI Piyush Goyal Parikshit Luthra CNBC-TV18 #GST #India #Manufacturing

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From Reflection to Reinvention. That’s how Honasa Consumer Ltd. described FY 24–25, not just as a year of growth, but as a defining phase of pausing, listening, and realigning with consumers. Because the beauty and personal care space is changing faster than ever: ➡️ Indian consumers are moving from family focused to individual first choices ➡️ Global trends are reaching India with lightning speed ➡️ Content creators are accelerating education and adoption ➡️ Digital media is unlocking niche categories ➡️ Quick commerce is breaking traditional distribution barriers In this landscape, Honasa chose to focus over frenzy. Seven categories, face cleansers, shampoos, sunscreens, moisturisers, serums, lipsticks, and baby care, with sharp, brand-specific strategies. The insight? Growth is important, but sustainable growth needs reflection and reinvention. Sometimes the most powerful business lessons aren’t in conferences or case studies. They’re hidden inside an annual report, if you read it with intent. A great reminder, and kudos to Ghazal Alagh and Varun Alagh for leading with clarity, courage, and intent.

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Building a Future-Ready Finance Function Transformation is not just about tools - it’s about people. To future-proof finance at #HUL, we are rewiring capabilities by investing in technology, talent, and a culture of experimentation. Excited to share my latest article published in ETCFO, where I delve into some of the big shifts we are driving to build a future-ready finance function at HUL. We are re-defining finance to serve as both a guardian of value and a strategic partner in accelerating business performance. The transformation we are driving is beyond technology – it is a cultural shift that redefines how finance contributes to the organization, bringing together financial and human capital. All in all, my experience has taught me that transformation is difficult, not always successful, and demands a major cultural shift, but is here to stay. Read the full piece here: https://lnkd.in/eMD3ws73 #FutureReadyFinance #FinanceTransformation #HUL Ravishankar A. Yogesh Mulgaonkar Saumya Moorthy Geeta T. Bhagwat Vinita Nair Xerxes Anklesaria Nipun Jain Navin Jain Prem Kumar K Adfer Muzaffar Paromita Chakravarty

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I read this update from Flipkart. It’s quite an example of what a focused, steady execution looks like inside a scaled organisation. Key Takeaways from Kalyan Krishnamurthy’s remarks - 20-25% order growth, with a clear line to 30% by June. - 6X increase in AI investment They’re doubling down on infrastructure, not just outcomes. The planned shift in Flipkart’s legal domicile to India was called a “statement of intent,” and it feels that way. It does aligns structure with strategy and shows a deeper commitment to India’s economic and regulatory landscape. That’s a positive. It’s also encouraging to see leaders across Flipkart highlighting traction across new categories, a push for talent development, and a growing bench of next generation leadership. There is momentum here and it is being managed, not chased. Good read if you are tracking the evolution of Indian ecommerce from scale to strategy. #Flipkart #Leadership #IndiaEcommerce #AIInvestment #PlatformStrategy #DigitalIndia #ExecutionCulture #GrowthWithIntent #QuickCommerce #Consumption #FMCG #Retail 🔗 https://lnkd.in/dCJSmbxb

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The past festive quarter saw a healthier footfall and signalled a clear revival across India’s consumer-durables market. 📈 At Intex, this translated into an incredible milestone, reflecting not only market recovery but also the breadth of categories we now operate in. Yet, this market recovery did not emerge in isolation. It was a moment of pause, when a five-week GST transition window prompted traders and consumers alike to temporarily defer purchases. A testing phase, as an unusually extended monsoon impacted the sales of summer-centric categories such as ACs and coolers. These challenges made one fact clear: brands with wider portfolios were better positioned to absorb volatility. And this is precisely why our own expansion became not just timely, but strategic. For years, Intex has been known for multimedia speakers, smart LED TVs, washing machines, and air conditioners. But today, expansion sits at the centre of our strategy: ✅ A strengthened full-range coolers portfolio, ✅ Venturing into security and surveillance categories — CCTV cameras and Biometrics, ✅ A fast-growing smart accessories lifestyle vertical with smart power banks, portable Bluetooth speakers, earbuds, and much more, ✅ And now, a significant push into small domestic appliances, including fans, room heaters, geysers, juicer-mixers, irons, etc. With the market moving towards brands that offer convenience, reliability, and a wider choice under one roof, our multi-vertical expansion is not just an announcement — it also reflects the belief: India’s households are evolving, and so must the brands that serve them. 🏠 India’s growth story demands scalable brands — and Intex is ready!

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Over the years, I’ve seen how decisively capital can shape outcomes when it is aligned with purpose. I explore this in my recent Hindustan Times article on why corporates must think beyond #CSR to help build India’s social capital. As India’s challenges grow more complex, private capital has an increasingly important role to play alongside public efforts. I hope the piece contributes to a more strategic conversation on how businesses can drive lasting social impact. Read my article here: https://lnkd.in/g6XUXTZi AVPN #socialimpact #socialinvestment #impactinvesting #India

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E-commerce has redefined shopping in India. From doorstep deliveries to instant returns, customers now expect convenience, speed and efficiency as a given. But every order also carries something bigger—a human story where technology must connect with empathy. True customer experience is about building trust at every step. For Satish, exchanging his smartwatch for an upgrade felt seamless at first. The pickup was quick, the process transparent. Yet soon he realized his old smartwatch was more than a gadget. It had tracked milestones, birthdays and countless personal victories. Losing it felt like losing a part of himself. When Satish reached out, Flipkart Customer Support responded with care. Ali Raza from the Escalation Desk treated it as special, logistics approved a one-time exception, and within 24 hours Satish had his trusted watch back. This story reflects Flipkart ‘s CX vision. As Suresh John , VP of Customer Experience, shares, technology delivers efficiency but empathy creates trust. From conversational chatbots to AI copilots, FIXR platforms and Deal Protection during The Big Billion Days, Flipkart ensures that millions of customers feel both speed and reassurance. #TrustInCommerce #CustomerExperience #CX #EcommerceInnovation #DigitalTrust #FlipkartStories #TheBigBillionDays http://bit.ly/3IIXYDM

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Met Vikram Mehra, the impressive CEO of Saregama （it is not a 'LALA' company）- a rare leader who excels at both strategy and execution. India is a country where people arguably love music more than anywhere else in the world. Yet, music labels remain underappreciated by domestic investors. Few recognize that the monetization model is shifting - decisively - from ad-based revenue to subscriptions. And this is a one-way transformation, not a cyclical one. This shift dramatically expands monetization potential — just look at the paying ratio in the US and China’s music markets. The gap in perception creates a rare and asymmetric investment opportunity in Indian music labels.

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Friends wishing u a very happy and prosperous 2026.. There was a time when a few large MDF brands believed their scale alone would protect them. They were busy defending legacy market shares, celebrating past leadership, and assuming that new entrants like MotherWood Official would remain fringe players. The early signals were there, new mills with better technology, sharper cost structures, and a much deeper understanding of today’s channel dynamics, but those signals were ignored. The market changed quietly. Capacity came in faster than demand. Dealers became more informed. Carpenters became less brand-blind. By the time the shift was obvious, the response was predictable price war. Once-premium brands started competing on discounts, extended credit, and tactical schemes, exactly the space they once dismissed. In the process, they gave up something far more valuable: brand equity. When a brand that stood for quality starts behaving like a commodity, the market recalibrates its perception permanently. What’s interesting is that the brands gaining acceptance today are not the loudest or the cheapest. They are the ones that entered with clarity, clear positioning, disciplined manufacturing, and an obsession with consistency. As a market challenger, MotherWood Official has seen this firsthand. Acceptance hasn’t come from aggressive pricing, but from repeat demand driven by predictable performance and trust on site. In building materials, leadership isn’t lost when someone undercuts you. It’s lost when customers stop believing in what you stand for. Markets don’t collapse overnight. They whisper first. And the brands that listen early are the ones that shape the next cycle. #MDFIndustry #MarketChallenger #BrandBuilding #Motherwood #QualityFirst #LeadershipLessons #2026

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