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Is Indian IT in its last lap?

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Is Indian IT in its last lap?

[vc_row][vc_column][vc_column_text]The answer depends on the ability of the domestic economy to absorb the techie workforce

By Parsa Venkateshwar Rao Jr

The Indian Information Technology (IT) sector is not really at the end of its tether as reports pour in about more than 50,000 being laid off. Though it is a large figure in absolute terms, it seems to be hovering in single digits as a proportion of the total IT work force in the country, which seems to be around 10 million.

Despite the naïve optimism of the simple-minded spin-doctors of the liberalised economy that IT is the flag-bearer of the country’s rising fortunes, it was clear that IT, even as part of the service sector, was not the big thing it was made out to be. Indian IT was never in the forefront of technology breakthroughs as it was happening in America. It had always been the rearguard as it were, and it was only good at adding to the armies of cyber-coolies. But the money it raked in, for the promoters as well as the workers, was quite attractive and no one could complain. But it could not have been expected to last.

Let us remember that this was not the first time that Indian IT had hit the lows. It had happened during the turn of the millennium dotcom bust as well. The big players had survived on the back of continuing demand for IT services from the Western economies, especially the United States. So, the Indian IT sector had survived the dotcom scare.

Whatever may have been the exaggerated expectations of the country’s politicians and journalists from everywhere, including the simple-minded Thomas Friedman, India’s IT entrepreneurs knew very well the limitations of their businesses in terms of carrying the country’s economic growth on their shoulders. There was no getting away from the fact that Indian economy cannot do without the traditional sectors of agriculture and industry. The argument that India need not go through the sequence of economic development and that it could leapfrog into the future has turned out to be a false one.

Keeping in mind the fact that IT is but a factor in the economy of the country, a cyclical setback to the sector cannot be interpreted as economic disaster for the country. But the new situation does pose some difficult questions. If Americans and others are no more willing to depend on the IT services provided by the educated Indian workforce, do the IT czars of the country have a Plan B to re-deploy the force on the domestic front?

It has been quite clear from the beginning that the IT services that were on offer were not of much use in India, and therefore they have to look abroad. It was advantageous because work assignments in Europe and America meant handsome foreign exchange dividends. It brought in a whiff of prosperity to a segment of the Indian middle class. The challenge is two-fold.

Have the other sectors of the economy reached a stage where they can use IT-enabled services? It should be an obvious choice in the manufacturing sector because technology is now IT-oriented, and computer-aided design (CAD) is the norm in manufacturing. And India’s own service sector, from education to health to transport, would need IT services than at any time before. So, if Infosys is forced to employ 10,000 Americans for its operations over there, it should be possible to employ those displaced 10,000 IT workers at home. The question that crops up is, of course, the blunt one: Is the Indian economy ready to make use of its skilled and sophisticated IT work force?

The Chinese saying of a crisis being an opportunity should become the fulcrum for IT in India.[/vc_column_text][/vc_column][/vc_row]

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Zomato introduces Food Rescue feature

“We don’t encourage order cancellation at Zomato, because it leads to a tremendous amount of food wastage,” he said.

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Zomato has introduced a new feature called Food Rescue to minimise food wastage, announced the food delivery platform CEO Deepinder Goyal on Sunday.

Announcing the new feature on X, Goyal said the decision, to introduce the new feature, was taken to prevent the tremendous amount of food wastage due to order cancellation on the platform.

Committed to minimising food wastage, the Zomato boss said: “We don’t encourage order cancellation at Zomato, because it leads to a tremendous amount of food wastage.”

Goyal said despite having stringent policies, and a no-refund policy for cancellations, more than 4 lakh perfectly good orders get cancelled, for various reasons by customers.

He said the top concern for the online food delivery platform, the restaurant industry, and even the customers who cancel these orders, is to somehow save the food from going to waste.

With the launch of the new feature, Food Rescue, cancelled orders will now pop up for nearby customers, who can grab them at an unbeatable price, in their original untampered packaging, and receive them in just minutes.

According to Zomato, the cancelled order will pop up on the app for customers within a 3 km radius of the delivery partner carrying the order. To ensure freshness, the option to claim will only be available for a few minutes.

The online food delivery platform will not keep any proceeds except the required government taxes and the amount paid by the new customer will be shared with the original customer (if they made payment online) and with the restaurant partner.

Orders containing items sensitive to distances or temperature such as ice creams, shakes, smoothies, and certain perishable items, will not be eligible for Food Rescue.

Restaurant partners will continue to receive compensation for the original cancelled order, plus a portion of the amount paid by the new customer if the order is claimed, the company said. “Most restaurants have opted in for this feature, and can opt of it easily whenever they want, directly from their control panels,” it added.

The delivery partners will be compensated fully for the entire trip, from the initial pickup to the final drop-off at the new customer’s location, it said.

Food Rescue will show up on the customers’ home page automatically if there’s a cancelled order available for them to grab. The Customers have to refresh the home page to check for any newly available orders which need to be rescued.

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Adani, Torrent compete to purchase Gujarat Titans from CVC Capital

The probable sale of the Gujarat Titans, with the lock-in period coming to a close, will therefore be a defining moment in the changing face of IPL investments.

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The Adani Group and Torrent Group are currently negotiating a deal with private equity firm CVC Capital Partners to offload a controlling stake in the Indian Premier League franchise Gujarat Titans. According to sources, close to the development, reports say CVC Capital Partners will be looking to sell a majority interest while retaining a minority share in the franchise.

This becomes important because it is aligned with the end of the lock-in period by the Board of Control for Cricket in India (BCCI), which restricts any new teams from selling stakes until February 2025. The three-year-old franchise Gujarat Titans is reportedly worth $1 billion to $1.5 billion. CVC Capital Partners had paid ₹5,625 crore for the franchise in 2021.

A source close to the development pointed out that IPL franchises have attracted many investors’ interest since the league has proved an asset with a good reputation for money-making capabilities and cash flows. This growing interest of investors embodies the financial value and stability that come with the IPL franchises.

Gautam Adani, who owns teams in the Women’s Premier League and UAE-based International League T20, is understood to be one of the serious buyers. In 2023, Adani’s group won the Ahmedabad franchise in the WPL with a bid of Rs1,289 crore, the highest offer. His interests in this potential deal signal his commitment to expanding his footprint in the cricketing world.

Arvinder Singh, COO of Gujarat Titans, exuded confidence in the financial future of the franchise. He said the team was confident of turning profitable in the next media rights cycle, referring to even the original ten IPL franchises that took four to five years to turn profitable. He added confidently that the Gujarat Titans would not only turn profitable but significantly enhance in brand value.
 
This surging interest of investors in it is evidence of the growing financial attractiveness of IPL franchises, driven by healthy revenue streams and an increasing global footprint. The probable sale of the Gujarat Titans, with the lock-in period coming to a close, will therefore be a defining moment in the changing face of IPL investments.

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PayTm share price slips 2 per cent over SEBI warning

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Paytm

The share price of PayTm fell by nearly 2 per cent on Tuesday following a warning from the the Securities and Exchange Board of India (SEBI).

PayTm’s parent One 97 Communication had got SEBI’s administrative warning letter on some transactions involving the PayTm Payments Bank during fiscal year 2021-2022. The bourses reacted strongly leading to PayTm shares falling by 1.88% to Rs 460.80 per share on the Bombay Stock Exchange.

SEBI said it had noted the violation with concern and said these matters are being viewed very seriously. The regulator warned the company to exercise caution going forward and improve compliance to rules to prevent similar incidents in the future.

The markets regulator added that failure to comply with rules may force it to invoke enforcement actions as per the law.

In its response to SEBI, PayTm said in a media release that it has always followed listing regulations, as well as any change to these rules over time. The company said it would keep up its commitment to maintain and follow high standards of compliance. Paytm said it intends to provide an adequate response to SEBI on this matter.

PayTm said it has always followed Regulation 23 along with Regulation 4(1)(h) of the SEBI Listing Regulations, without including any change made to these rules over time. Paytm added that the letter from  SEBI has no influence on its finances, operations or other activities in any way.

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