Daybreak The Ken

When it comes to debit cards and ATM networks, no one can beat the State Bank of India. But being the market leader of debit cards in India is actually turning out to be a problem for the public lender.
With Indians becoming more open to credit cards and UPI swamping the market, debit cards are dying a slow death. In fact, a lot of industry experts agree that debit cards, in their current physical form, may actually become obsolete in the coming decade. And by being the biggest player in this market that is fading away, SBI is also taking the largest beating from its decline.
But instead of cutting its losses, SBI is still doggedly trying to save this dying product.
Why?
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With increased competition within the country, the world leader of Ayurveda brands, Dabur, is looking to acquire and expand. It wants to change its story and focus on a new target consumer.
For example, the company's toothpaste brand Dabur Herb'l Charcoal recently collaborated with Disney for its Star Wars franchise and hired Darth Vader as its chief innovative officer. Just last year in October, it also acquired a 51% stake in Badshah Masala, one of the country’s leading spices companies. 
But why is the over-hundred years old established company trying so hard to change its narrative? 
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Daybreak is produced from the newsroom of The Ken, India’s first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

Aditya Birla Fashion is arguably one of India's most complex listed retailers.
It has dozens of really diverse fashion brands and retail formats under it.
On one hand it has high-end luxury labels like Sabyasachi and Tarun Tahiliani, and on the other, it also owns the retail chain Pantaloons and labels like Allen Solly, and Louis Phillip — names that we all know because they are accessible to most people.
Now, you would think this we-have-something-for-everyone strategy must be working out great for Aditya Birla Fashion, right?
Turns out, that’s not quite true. In fact, it's having this opposite effect. Experts in the industry say it’s almost like the company has an identity crisis.
What's going on at Aditya Birla Fashion?
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Daybreak is produced from the newsroom of The Ken, India’s first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

A few years ago, Flipkart CEO Kalyan Krishnamurthy had set a target of 40% growth across all categories for Flipkart. But in 2023, it was still stuck at 20%. So the company is now on a mission. It wants to push growth, gain market share, and turn a profit.

So in January this year, Flipkarts top execs along with the CEO came together for a meeting to outline a roadmap for 2024. Krishnamurthy wanted Flipkart to introduce a loyalty programme for top spenders, give out more incentives to ensure customer loyalty, push up transaction numbers and average order sizes, and also focus on brands.

In the same meeting he also admitted that the company had faced quite a few hurdles the previous year but he was sure they’d make a comeback and hit profitability before the IPO.

But here’s the thing, prepping for an IPO often has long term effects on a company’s culture. And the cracks are already beginning to appear inside Flipkart.
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Also listen to: What Swiggy's IPO prep means for its employees
Daybreak is produced from the newsroom of The Ken, India’s first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

Even though EV sales just make up a fifth of the Tata Motors’s overall sales, the automobile-maker is still the reigning giant of India's growing EV ecosystem. It is also leading the cab industry’s shift to EVs.

Over the next 3 to 5 years, it has promised to sell at least 50, 000 EV four wheelers to cab companies. Based on the deal made over a year ago, half of them are meant for Uber. But it's been over a year since the deal with Uber and only 4000 Tata EVs are up and running in Uber's fleet?
Did Tata Motors make a miscaculation? 
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Daybreak is produced from the newsroom of The Ken, India’s first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

Nearly half of India’s 200 million workforce that is over the age of 45 suddenly has the sword of an involuntary retirement hanging over their heads. These are loyal employees from sectors like pharma, retail, manufacturing, and banking who are dealing with shorter career spans but for whom retirement is not a voluntary choice.
Those aged between 40-60 years are facing long periods of joblessness after quitting or losing a job. But finding a job has become increasingly difficult for them and it is leading to a lot of stress and financial issues. 

In a nutshell, their career span has shortened from more than 40 years to just 20 or 25 years. 

Why is this happening?
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Daybreak is produced from the newsroom of The Ken, India’s first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.