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- Royal Enfield: From Rusty Relic to Motorcycle Royalty
From near extinction to motorcycle royalty, Royal Enfield’s journey is a testament to resilience and innovation. Uncover the thrilling story of how Eicher Motors breathed new life into this legendary brand, capturing the hearts of riders across India and the world! A Classic Beginning Royal Enfield’s story began in 1851 when George Townsend began making sewing needles. By 1881, the company expanded into bicycle components, but it was only in 1901, that Royal Enfield debuted in the world of motorcycling. In the next fifty years, it built a legendary reputation, and a lot of credit for that goes to its iconic Bullet, launched in 1932, which became the longest-living motorcycle design in history. Royal Enfield’s journey started in India when Madras Motors placed an order for 500 Bullets in 1952. As its popularity increased, it became essential for manufacturing in India. In 1955, a partnership with Madras Motors led to the birth of Enfield India . By 1957, the company was producing its own components, and by 1962, the Indian Royal Enfield Bullet was entirely manufactured in India. While Royal Enfield thrived in India, it struggled in the UK. The arrival of Japanese companies made motorcycles cheaper, more reliable, and faster. By 1970, all UK manufacturing of Royal Enfield had ceased. But the Indian market was booming, and in a complete turn of events, Enfield India started exporting back to the UK in 1977! A New Era with Eicher Motors After navigating management changes and production challenges, Royal Enfield found new life when Eicher acquired a 26% stake in Enfield India Ltd. By 1993, Eicher held a majority stake, officially transforming Royal Enfield into an Indian company, ready to reclaim its legacy. In 1994, after Eicher Motors acquired Royal Enfield, the losses started outpacing the bikes. Sales were sluggish—about 2,000 units a month—compared to a production capacity of 6,000, and the bike was plagued with reliability issues. Despite its fan following it was unable to generate profits. So, in 2000, Vikram Lal, the then CEO of Eicher Motors, decided to shut down the Royal Enfield brand which would mean depriving us of our experiences of life riding an RE. But his son Siddhartha Lal , had other plans and asked for two years to turn the company around. He was appointed as the CEO of Royal Enfield in 2000. From 2000 to 2004, he operated from the brand’s Chennai headquarters, implementing cost-cutting measures and spearheading crucial product upgrades. His vision aimed to reignite the spirit of Royal Enfield and reclaim its legacy. Decision Crossroads In 2006, Siddhartha faced a pivotal choice: continue juggling mediocrity across multiple business lines or excel in a few. He boldly chose the latter, zeroing in on the motorcycle and truck divisions. This shift allowed Royal Enfield to concentrate on its core offerings, but significant challenges remained, particularly outdated technology and reliability issues that undermined its aspirational image. Siddhartha Lal and his team aimed to modernize Royal Enfield bikes while preserving their rugged aesthetics. They decided to shift the gear from right to left, a decision sparking resistance from loyal fans. The old cast iron engine, plagued by leaks and emissions, was replaced with a lightweight aluminium engine, solving these problems while maintaining the beloved thud-thud vibration at 70% of the original’s amplitude . Through innovation, they sought to revive Royal Enfield’s legacy for a new generation of riders. On The Rise It was only in 2010 that the balance tipped in Eicher's favour. Eicher introduced the Royal Enfield Classic. It masterfully blended the appearance and feel of previous generations with modern technology and a better gearbox. Upon launch, it became an instant sensation achieving 100% capacity utilisation, leading to a 6-8 months waiting period , necessitating tripling of production capacity to 1.5 lakh units. In that same year, Eicher Motors sold 50,000 bikes. By 2012, the number doubled to 1.1 lakhs and by 2014, annual sales skyrocketed to 3,00,000- an impressive sixfold increase! The excitement continued with the launch of Continental GT; a café racer bike designed to challenge the brand's rugged image . Following that the 'Himalayan' - an adventure touring motorcycle was launched offering riders the ultimate off-roading experience. Today RE boasts a portfolio of 11 models, including Classic 350 and Bullet 350 each embodying the brand’s spirit and legacy. Also very recently, Royal Enfield has decided to go on the EV route, launching a sub-brand, Flying Flea , which will focus only on light weight motorcycles which RE calls an urban plus riding range. Celebrating New Heights For the quarter ending June 2024, Eicher Motors reported impressive total revenue of ₹4,231 crore , marking an 8.49% increase from ₹3,901 crore in the same quarter of FY 2023-24. On July 26, Eicher's shares soared past the ₹5,000 mark for the first time , reaching a new all-time high of ₹5,058.90. The stock’s remarkable rise has created more Crorepatis in India than the famous quiz show "Kaun Banega Crorepati." Royal Enfield remains a leader in the premium motorcycle market, although its market share has declined to 88.3% in FY24 from 96.3% in FY19, as competition heats up from rivals like Hero MotoCorp and Bajaj Auto, who have also ventured into the premium segment. In FY24, Royal Enfield sold 912,732 motorcycles —9% more than the previous year—with over 77,000 units sold in export markets, showcasing its enduring appeal and growth potential. With Eicher’s strategic guidance, Royal Enfield has transformed into a beloved motorcycle brand, blending tradition with innovation. Author: Armaanveer Singh and Simranjeet Singh Illustration: Soham Sources Business Today FinancialExpress Forbes Finology Insider News18
- Telecom Tug-of-War: How BSNL’s Rise Ruffles Jio and Airtel
The Telecom Sector in India is in a state of flux, dominated by two fierce competitors, Reliance Jio and Bharti Airtel, while the underdog, BSNL, is making an unexpected comeback. Jio and Airtel have long battled it out as the market’s major players, but recent changes in pricing have shaken things up. With private telecom giants hiking their tariffs, BSNL, the state-owned company, has found itself as an affordable alternative, attracting many price-conscious consumers. This pricing shift isn’t just a minor adjustment, it has spurred a customer migration, putting BSNL in the spotlight and prompting the question: Can the state-run provider hold its ground against the giants? When Prices Go Up, Customers Look Down Why were consumers shifting in the first place? Price hikes. In July, Airtel and Jio raised their recharge prices, citing rising costs and the need for sustained investments in infrastructure. This move, however, didn’t sit well with their users. Facing more and more expensive mobile plans, many customers shifted to BSNL, whose relatively stable pricing became a plus point for those unwilling to spend more of their cash. As a result, Reliance Jio, Airtel, and Vodafone-Idea (Vi) all saw significant customer losses, while BSNL recorded a sharp rise in subscriptions. In a month of drastic change, Jio and Airtel lost 750,000 and 1,690,000 users respectively, while BSNL added nearly 3 million new customers. In terms of market share, BSNL's share increased from 7.59% in July 2024 to 7.84% in August 2024. Meanwhile, private telecoms continued to experience a decline in market share. Reliance Jio, which had 40.68% in July 2024, dropped to 40.53% in August 2024. Bharti Airtel, which had 33.23% in July 2024, fell to 33.07% in August 2024. Similarly, India’s third-largest telecom operator, Vi, which had 18.46% in July 2024, decreased to 18.39%. However, BSNL isn’t just winning users through competitive pricing, it’s also upgrading its service offerings. BSNL’s standout prepaid plan, priced at Rs 249, offers a generous 40 days of validity, beating Jio and Airtel's standard 28-day cycle. This plan not only provides 2GB of daily data but also boasts unlimited calling and 100 SMS per day, which are ideal features for cost-conscious users. Furthermore, BSNL is rolling out 20 new 4G towers in regions like Ladakh, which not only improves civilian connectivity but also enhances communication for the Indian Army in remote border areas. With these strategies, BSNL is solidifying its value proposition as a cost-effective, reliable option in the telecom market compared to its counterparts. Airtel and Jio Plan to Hold Their Ground While BSNL attracts customers through affordability, Airtel and Jio still dominate in terms of network speed, reach, and 5G capabilities. In response to BSNL’s growth, Airtel has been investing heavily in 4G and 5G infrastructure, even in smaller towns and cities, to retain high-paying customers and attract new ones. Notably, Airtel has been the only private player to increase its 4G and 5G customer base, adding 2.56 million users in July, even as Jio and Vi faced declines. Both Airtel and Jio are focused on expanding their higher-end services, hoping the 5G market will be a game-changer in maintaining customer loyalty despite higher prices. The shift in consumer base has also revealed an interesting pattern of consumer behaviour. For many, price remains the deciding factor, especially among low-income and rural customers who are more likely to switch providers in response to price hikes. Airtel’s CEO even noted that the company has seen “SIM consolidation” at the lower end of the market, where customers maintain multiple connections but now are cutting back due to cost concerns. This phenomenon indicates a trend where subscribers might opt for BSNL as a secondary, cheaper connection to stay connected without overpaying. The Problem of Keeping Active Users Engaged In the case of telcos, it is important to hold on to active users, those users who use the network on a regular basis and pay for it, so that the revenue is sustained. BSNL has witnessed a healthy growth of active user base within its fold and has added 2.91 million active users in July alone. On the contrary, Airtel, Jio and Vi reported a decline in active users which indicates that BSNL is not only the brand for the price-sensitive customers but also for much more active users. On a weekly basis, data released by the Telecom Regulatory Authority of India (TRAI) exposed that mobile number portability requests increased tremendously as millions of people were in search of better deals; hence, a consumer base that is brand agnostic and appreciates value for money. BSNL’s Technological Advancement: Speed of the 4G-5G Regime This competition is fierce for BSNL, especially because it has one of the oldest structures, and it's only covering a few states with 4G when its competitors are deploying 5G. Overall, there has been an upward shift in BSNL’s customers with the inclusion of 4G services, however, it is still an underdog when it comes to the speed and reach of advanced services. Nevertheless, BSNL widened its base of 4G networks strategically into regions that were not connected. There is a demand from customers residing in these areas who though are not so tech-savvy, seek connections and availability. The Ongoing Struggles in the Telecom Industry The recent changes in the telecommunications sector in India point out the terrain is evolving in the sense of the customers who are price-driven and investors who are in for expansion purposes. While Jio and Airtel are present in the value service market, 5G-enabled and high-quality networks of BSNL assist the company’s growth in the low-end market. The war continues in the Indian telecom sector as operators change their approaches to sustain themselves in the market. The Future of Inclusive Connectivity in India’s Telecom Sector India’s telecom future is set for a shakeup as BSNL steps into the 5G game. While Jio and Airtel focus on premium urban markets, BSNL is likely to bring affordable 5G to rural and underserved areas, bridging connectivity gaps across the country. This move could redefine BSNL as a champion of accessible high-speed internet, adding fresh competition and variety to the market. As 5G spreads, the market will likely experience tailored options for all kinds of users, from price-conscious rural consumers to tech-savvy urban ones, making India’s telecom landscape more inclusive and dynamic. Author: Kanika Jakhmola and Chirag Agarwal Illustration: Dhruv Garg SOURCES Economic Times Business Today Indiatvnews The New Indian Express
- 24Seven: The Store Finally Slept
In a world full of hustle and hurry, a consumer keeps convenience as his/her top priority. Can there be something as convenient as getting almost all types of products? In a wide variety? Under one roof? That too at midnight? At accessible locations? To cater to this emotion, 24Seven was launched in India which welcomed its customers at any time of the day, quite literally ! A retail store chain that was inspired by Japan’s culture of round-the-clock convenience stores. In a country, where streets are active at dark as well, where night owls are on a hunt to find some midnight snacks or have the urge to get cigarettes, 24Seven identified the gap to serve the market 24 hours, 7 days a week. Birth of 24Seven The very famous empire of the Modi dynasty was established by Gujran Modi in 1932, a multi-purpose serving company operating in various sectors mainly tobacco, food, and retail. The KK Modi Group acquired a substantial piece of cake in the company named Godfrey Philips India Limited in 1936. The company mainly manufactured various types of cigarettes. The company launched its vertical “24Seven” in 2005 owned by Sameer Modi, the 3rd generation of the ModiCare group. To capture every type of customer, the stores were rich in all types of products, everything from groceries to freshly prepared food, cigarettes to cosmetics, etc. To get a Marlboro at night, 24Seven was never away from sight. The stores were opened strategically at India’s prime urban locations, where the lanes were alive even at midnight. In 2010, the brand had 50 stores, a century by 2015 and to date, a total of 154 24Seven outlets were present making their influence across north India. Groceries or Laboratories 24Seven proved to be the preferred go-to store for the midnight hunger. But the stores were more advantageous to someone else, not the customers but the ModiCare group itself! The store turned out to be a live market research laboratory . 24Seven became a market testing ground for the newly launched products under the group like Modi Food products, Colorbar, Indofils, and more. 24Seven was more than a convenience store for Modi Group, it was a supply route for selling the cigarettes of Godfrey Phillips. This helped the company to collect customers' databases, analyse their preferences, and work for future product development and design accordingly. By 2023, 24Seven had a revenue of 396 crores. With an average EBITDA of 8-9%, though decent, it helped the vertical stay profitable and highly strategic for the Modi care group. Floods and Feuds The 24Seven has never been stable since the death of the KK Modi in November 2019. Since then the ModiCare group has always been seen in courts with their internal family disputes. After the despise, Bina Modi, wife of Late KK Modi was appointed the president and MD of Godfrey Philips, however, the sons of Bina and KK Modi believed in splitting the property and getting their shares. These internal feuds led to instability in the performance of 24Seven. Keeping the family disputes in court, the market outside attacked 24Seven with inflation, the operational costs went high struggling to keep up with the demands of the business. There was a major reason that led to the downfall of 24Seven and the impact was as quick as its name suggests, Quick-Commerce. Brands like BlinkIt, Zepto, and Swiggy Instamart provided the market with more convenience by getting midnight cravings delivered to doorsteps in just 10 minutes. Even the big giants like Reliance and Adani entered the retail market and shook the 24Seven platforms. Customer loyalty was something, 24Seven could never earn. There was a shift in the consumer preferences in the market that did not end up in the favour of the business. The sales of 24Seven literally went from 24 to 7. All these factors built a strong opinion of Godfrey Philips and it decided to take a swift exit from the business by March 31, 2024, leaving the stores alone at midnight unsecured. The store's net worth was plunged into a negative state, it was truly haunting for the company. The aspect not to be ignored is the workforce. One of the major sufferers of this tragedy was the employees who are now not working and are idle 24/7. A situation where they can finally sleep at night but now, they do not want to. The company's mismanagement mismanaged the finances of these fellow victims. Sleepless Solutions After the closing of all 24Sevens, I had no outlet to go at midnight. So I was hit with some optimum solutions, yes of course at 3 AM. To have a deal with competitors rather than dealing with them. They can partner with Blink it and Zepto and get their products delivered through these apps that are exclusively manufactured by Godfrey Philips. To cover the losses and bring the ship above the sea, they could put a hold on the physical stores for a while to save fixed costs and start an online delivery system. They can analyse the customer data and check which products were least liked by the customers and then replace them with the products having the majority sales. One huge key driver that the 24Seven could not decode in the past 15 years is the presence on online social media platforms like BlinkIt and Swiggy. Expanding their online presence will stimulate people to get out of their beds and visit the stores. This also helps in increasing the brand loyalty. Think of it this way, 24Seven was just a grocery/retail store open at midnight. Exactly, soon this USP started to fade. I believe 24Seven should offer some exclusive experience that truly sets it apart from its competitors. They can make seating arrangements and make it a small cafe cum retail outlet in the middle of the night while complying with the rules and regulations, providing a unique experience, and overcoming the dominance of online platforms. Breaking News! Godfrey Philips has sold all 24Seven stores to a Delhi-based startup named “The New Shop”. Another retail idea with a new twist and turn this time? A term sheet has been signed already and the transaction is expected to close between end of the September to early October 2024. So can we say 24Seven has reincarnated into a new being, The New Shop? Will it be called an alternative of 24Seven or will it manage to establish its own identity? 24Seven’s journey left us with a strong lesson: to survive, you must evolve. Adapting to shifting market dynamics and prioritizing a customer-first experience is key. As The New Shop steps into the spotlight, it holds the blueprint to avoid past missteps, ensuring a seamless and innovative shopping experience that anticipates consumer needs over the next five years. or else they will also end up in heaven, like 24Seven . Author: Anshul Sethi Illustration: Parth Koul
Other Pages (37)
- Finance & Investment Cell | Hansraj College | Delhi University
Finance and Investment Cell Hansraj College about us The Finance and Investment Cell, Hansraj College embarked upon its journey to promulgate financial literacy in the year 2014. Since then, we at FIC have been disseminating quintessential information on finance and related concepts. Be it organizing multifarious events or hosting regular speaker sessions with eminent personalities, the Cell has managed to build a significant presence for itself and has lived up to its reputation of being one of the finest societies in the Delhi University circuit. Know More About FIC We Take Pride in Our Numbers 12K+ Event Footfall 1500+ Fellowship Registrations 8500+ Newsletter Subscriptions ₹900K+ Cash Prizes Given 13k+ Followers 10 Years of Service 6 Finance Platter Speaker Sessions 10+ M&C Projects Our Past Partners 1/16 BLOG | FIC Hansraj Refined FIC Hansraj 4 days ago 5 min THE INNOVATOR’S DILEMMA Are you ready to disrupt or be disrupted? Explore how companies can navigate the Innovator's Dilemma in a world of constant change. FIC Hansraj Aug 13 6 min Carnage on Global Markets Market meltdown and sight of financial shock. Did the Japanese trigger the markets? Are Indian markets safe from the US recession fears? FIC Hansraj Jul 31 5 min US: Developer or Demolisher? “Every gun that is made, every warship launched, every rocket fired signifies, in the final sense, a theft from those who hunger and are... Check out all the articles Our Services Mentorship and Consulting (M&C) Department The Finance and Investment Cell realizes the dynamic industry needs advanced skillsets. The Consulting wing was set in motion to help students apply their skills by undertaking live projects. The wing has executed live projects spanning Financial Modelling, Technical Analysis, Market Research, etc. Know About MNC Departments Collaborate With Us Organizing and Sponsorship (O&S) Department The Organizing and Sponsorship department works with outside entities to bring in sponsorship for FIC, Hansraj College and organizes all kinds of events for the society. The work consists of converting clients into a mutual agreement over sharing deliverables. Know About O&S Our Social Responsibility Social Wing The Social Wing of the Finance and Investment Cell, Hansraj college is an initiative to spread financial awareness especially among the less privileged strata of the society. This initiative has been undertaken to fulfill the social responsibility towards the society and help bring the needed change in the community. Know About Social Wing Our Departments Technical Department The Technical Team of Finance and Investment Cell, Hansraj College works on how to present the society to the outer world. Professionalism runs through their veins and creativity shows on their screens. Words don't define the Technical Department, their graphics do. Know About Graphics Team Editorial and Marketing Department (EDM) The Editorial and Marketing Department (EDM) handles the social media pages which constitute the face of the Cell. It disseminates knowledge about recent market trends in news to lesser-known trivia facts through intriguing financial articles. Know About EDM Research and Development Department The Research and Development Cell aims to spread awareness about everything finance and beyond. The department attempts at breaking conventionally complex financial concepts and news into a simplified manner by hosting interactive discussions, sessions with industry experts etc. Know About R&D Our Events Empresa Read More > Young Investors' Fellowship Programme Read More > Finance PLatter Read More > Meet the team The Core Aryan Tiwari President Ojas Arora Vice President Riya Sethi Vice President Shradul Goel General Secretary Prateek Verma Abhijeet Kandel General Secretary Joint Secretary Meet the Department heads
- Social Wing | Finance and Investment Cell Hansraj College
Anchor 1 "Giving is the biggest act of kindness." Believing in this motto, the social wing of the Finance and Investment Cell, Hansraj college aims at promulgating financial awareness. It is an initiative to impart financial literacy to the socially deprived section of society so that they can become financially independent and earn a decent living for themselves. Social Wing about us The Social Wing of the Finance and Investment cell, Hansraj college is an initiative to spread financial awareness especially among the less privileged strata of the society. This initiative has been undertaken to fulfil the social responsibility towards the society and help bring the needed change in the community. Through this initiative, we hope to impart financial knowledge by collaborating with various organisations and other initiatives so that the society can achieve its full optimization. The Social Wing of FIC, Hansraj is a student- run department that aims at promulgating financial awareness. Our team comprises self-driven undergraduate students that work together to help impart financial knowledge so that the society can achieve full optimization. Project Parivartan is an initiative taken up by the social wing of the Finance and Investment Cell, Hanraj College. The project aims at promulgating financial literacy towards the underprivileged sections of the society. The first 2 editions of Project Parivartan have impact 13000+ people in 35+ cities. We aim to create greater impact by spreading financial knowledge and working towards bringing about a change in the mindset of society when it comes to finance. Parivartan 1.0 Parivartan 2.0 Parivartan 3.0 PARIVARTAN Anchor 2 OUR PUBLICATIONS past ngo sessions The members of the Finance and Investment Cell worked towards spreading financial literacy to the young minds of the country. Financial literacy sessions were conducted in collaboration with Shodh NGO and Nanhe kadam NGO over a span of 15 days. Topics such as basic of personal finance, budgeting, basic concepts of banking and other important topics were taught to them. We believe that providing the right financial knowledge to children is a great start towards making concept of finance easy and understandable which will later help them in life to have better financial health. reportS PARIVARTAN 1.0 PARIVARTAN 2.0 PARIVARTAN 3.0 CONTACT US fichansraj.socialwing2024@gmail.com Text us on WhatsApp Our Team Tushasp Rajput Samay Jain Palak Kalra Udit Mangal Kriti Garg Shreya Khandelwal
- Empresa | Finance and Investment cell Hansraj | Delhi University
Empresa 2021 The Finance & Investment Cell, Hansraj College went online with Empresa’ 21 - the latest edition of one of the best student finance festivals nationwide, consisting of its veteran flagship event ‘Magnum Corpus’ and the new rookie star ‘Hansraj Social Impact Challenge’. With 1500+ registrations nationwide across the two mega-events, Empresa’ 21 was a completely virtual event, witnessing the brightest minds being pushed to their limits, across a 3-round competitive strategy & finance mega-simulation and a one of a kind social business plan competition. ‘Magnum Corpus’- the much awaited maiden event of FIC Hansraj surpassed its legacy with three intricately designed round levels, to filter out the best and the sharpest. The quest began with Level 1: Doomsday Dawn on April 15, premised around an apocalypse and the trials and tribulations of saving as many people as possible via a layered quiz, an auction based problem solving round and a resource allocation based zero-sum investment game. The top 36 qualifying teams faced off in an all-out war amidst a post-apocalyptic world in Level 2: Munition Menace on April 16. Dividing the participants into 6 forums across 2 factions of a closed market: tribes(buyers) and war profiteers (sellers), the simulation tested strategic thinking, resource allocation and the negotiation skills of the semi-finalists. Out of the war emerged 12 victors on April 17, who proceeded to the final level: Seher-E-Bazaar, the legendary mock stock witnessing the epic battle between the bulls and the bears, as they traversed through the share bazaar from 1990s to the modern day. Marking the debut of “Hansraj Social Impact Challenge”, FIC Hansraj introduced an entirely new event this year in the form of a social business plan competition that witnessed budding entrepreneurs put forth creative solutions to social problems set across the theme of “Envisioning a new normal after Covid-19”. Testing the ingenuity and imagination of the participating teams through a uniquely crafted adaptive test, the finalists faced off against each in the ultimate stage showdown presenting their business plan pitch decks in front of esteemed judges Dr Urvashi Sahni, Arjit Bhattacharya & Priyank Ahuja. Finance and Investment Cell, Hansraj College Empresa '21 Play Video Doomsday Dawn | FIC Empresa 2021 Level 1 The Munition Menance | FIC Empresa 2021 Level 2 FIC Hansraj Social Impact Challenge Doomsday Dawn | FIC Empresa 2021 Level 1 1/4 1500+ Registrations 50k Cash Prizes Distributed 4 Events Finance and Investment Cell, Hansraj College Munition Menace Play Video Finance and Investment Cell, Hansraj College Seher-e-Bazar Play Video Finance and Investment Cell, Hansraj College The Hansraj Social Impact Challenge Play Video