Business Insider
진보 성향
산업/기업
This robotics CEO wants to automate the work that makes people quit
Robot.com CEO Felipe Chavez said he wants to build an ecosystem of robots that will handle boring, repetitive tasks.
"ECOSYSTEM" · 총 185건
필터 보기현재 지수
49.5
0 = 부정 우세
50 = 중립
100 = 긍정 우세
최근 7일 기준 85,057건을 분석한 결과, 뉴스 심리지수는 49.5(균형)입니다. 긍정 10,456건(12.3%)·중립 61,560건(72.4%)·부정 13,041건(15.3%)이며, 중립 비중이 뚜렷하게 높습니다. 성향 지수는 종합 19.7(중도 균형)입니다.
Robot.com CEO Felipe Chavez said he wants to build an ecosystem of robots that will handle boring, repetitive tasks.
Korea’s ICT minister met Nvidia CEO Jensen Huang in Seoul on Monday to discuss bringing more of the US chipmaker’s AI computing infrastructure to Korea and expanding cooperation in physical AI. Deputy Prime Minister and ICT Minister Bae Kyung-hoon met Huang during Nvidia’s Korea AI Ecosystem Reception in Seoul, the Ministry of Science and ICT said. Talks focused on the planned delivery of 260,000 Nvidia GPUs, the introduction of Vera Rubin-based AI factories in Korea, and closer cooperation betw
You do the research, read lists of reviews, compare the filtration stages, and shell out a significant sum for the most promising, tech-savvy water purifier in the market. Then, just two months into installation, the machine starts throwing a series of confusing, flashing signals. The premium buying experience instantly evaporates, replaced by the sheer frustration of tracking down customer care and waiting at home for a technician to show up.In India’s competitive consumer durables sector, this exact friction point has transformed the landscape of water purifiers. The ultimate battle is no longer just about who can build and sell the best machine; it is increasingly about who can maintain trust after the hole has been drilled in the customer's kitchen wall.While the water purifier market is traditionally viewed through the lens of one-time appliance sales, companies like Eureka Forbes, the legacy player behind AquaGuard, are increasingly betting on a far larger opportunity hidden beneath the surface: the recurring service economy built around filters, annual maintenance contracts (AMCs) and nationwide technician networks.According to internal projections by Anurag Kumar, Chief Growth Officer at Eureka Forbes, the water purifier service market alone is on track to cross Rs 9,000 crore by FY30, nearly matching the projected Rs 10,000 crore size of the product market itself.131582773Also read: Beyond the room: Why India Inc's luxury hospitality bet is becoming an experience businessBreaking down the mathFor decades, the consumer durable playbook was simple: manufacture, distribute, sell, repeat. But water purification is far different from selling a television or a refrigerator; it is an active, evolving health product bound to the fluctuating quality of local municipal and groundwater supplies."The market for product categories for water purifiers is about Rs 3,800 crore today," Kumar says in an exclusive interview with ET Online. "I think you would add another, roughly about Rs 3,500 crore of service category as well to it."Citing independent industry reports, Kumar highlighted that by FY30, this parallel economy is set to explode. The product market will expand to over Rs 10,000 crore, while the service and aftermarket ecosystem will chase it tightly at more than Rs 9,000 crore, growing at a combined double-digit compound annual growth rate (CAGR) of 11% to 12%.This shifting weight from hardware to service fundamentally changes corporate strategies. For an industry dealing with an urban penetration rate of just 14% (and a mere 7% nationally), the recurring revenue from existing households forms a highly resilient cash-flow cushion that protects margins even during macro-economic slowdowns.131582808Service scale becomes the biggest moatThe Rs 9,000 crore service opportunity explains why tech-first aggregators and rental startups are rushing into the service category. However, scaling an on-demand service infrastructure across India’s complex geography is entirely different from coding an app.For legacy companies like Eureka Forbes, this operational network has become a major competitive advantage."After sales service can make or break a brand," says Kumar. "I think a lot of the trust that AquaGuard has today is really thanks to the fact that people have trust in our service... It's a very, very important integral part of our business and a very, very crucial moat that we continue to nurture."To defend this moat against new-age tech startups, Eureka Forbes operates at a scale that resembles a logistics company more than an appliance manufacturer. The company has deployed more than 8,000 technicians mapping out an operational footprint across 19,500 PIN codes.Also read: Apple expected to unveil new AI features at last developers conference with CEO Tim CookThe push to reduce maintenance costs"Once you sell a product, then you have it for life and there's some revenue which comes with it," Kumar says, referring to filter replacements, AMCs and servicing requirements.Interestingly, the biggest threat to this recurring service revenue is not new-age competitors, it has been consumer fatigue over high maintenance costs. Historically, the dread of paying steep annual fees to replace purifier filters has acted as a primary barrier keeping the remaining 86% of urban Indian households from adopting organised water purifiers.To beat this, Eureka Forbes pulled off a counter-intuitive strategic gear: they disrupted their own short-term revenue model to secure long-term market share.Last year, the company introduced a range of purifiers featuring "long-life" filters extending the replacement cycle from the traditional 12 months to a full two years."We did that because we fundamentally heard from consumers that there was also a barrier to the category around maintenance cost being high," Kumar reveals. "What two-year filters actually did was they actually lowered the maintenance cost because now you don't have to change filters every year. You have to change once every two years."Digitising a 1980s direct-sales DNAEureka Forbes, a company historically known for its door-to-door service, and making Aquaguard synonymous with water purifiers in India, faced a new piece of necessary upgrade with building digitisation. The multi-billion dollar service landscape required a complete digital overhaul of consumer interactions. The brand that built its empire in the 1980s on the soles of direct-sales agents knocking on suburban doors has had to pivot entirely to an on-demand, algorithmic infrastructure.An army of thousands of field technicians is only as efficient as the software directing them. For modern consumers who manage their entire lives via smartphone screens, a bland "technician will visit tomorrow" promise no longer cuts it."We've digitised that service," notes Kumar.The long-term playAs water contamination concerns spike across rapidly expanding urban clusters, the structural demand for pure drinking water will continue to climb, and so for water purifiers.However, as the hardware itself faces gradual commoditisation and intense price competition from newer market entrants, the center of gravity has largely shifted. Where the growth moves nextCapturing a dominant share of the service market is only half the blueprint. As Kumar maps out the strategic trajectory for Eureka Forbes over the next three to five years, the company's growth engine eyes two distinct tracks: aggressive geographic widening and targeted product diversification. Geographically, Kumar notes, the company is bypassing deep rural pockets for the time being to focus heavily on India’s rapidly urbanising Tier-2 and Tier-3 towns. Instead, the company is doubling down on smaller towns where they can immediately deploy their signature localised service infrastructure without stretching their logistics network too thin.Simultaneously, the brand is attempting to de-risk its reliance on the kitchen wall by expanding into adjacent consumer durables. Kumar outlined a product pipeline anchored in high-growth, premium categories, including robotic vacuum cleaners, air purifiers, and household water softeners. The underlying playbook here is pure cross-selling. By utilising the same 8,000-strong technician network to service these newer household appliances, Eureka Forbes is betting that its aftermarket footprint can drastically lower its customer acquisition costs; positioning the legacy firm to evolve from a single-product manufacturer into a broader home-health ecosystem player.
Record numbers linked to warming waters is mixed news for fishers, with shellfish catches down but octopus catches booming Record numbers of octopuses found off the south-west coast of England last year have now spread as far as Scotland and Wales and are transforming the fishing industry and the marine ecosystem, according to a study. The surge in sightings of one of the world’s most intelligent invertebrates was first recorded in 2025 off the south coast of Devon and Cornwall. Continue reading...
Conservation foundation says plantations, forests and wildlife can coexist through better planning and ecosystem management.
[Economy] : LG and Nvidia have agreed to expand strategic cooperation in physical artificial intelligence(AI), AI infrastructure, and mobility. LG Chairman Koo Kwang-mo and Nvidia CEO Jensen Huang discussed cooperation for the establishment of an AI industrial ecosystem during a meeting on Monday at LG Twin Towers in ... [more...]
Fox ESS, a global leader in renewable energy solutions, successfully concluded SNEC 2026 following the official ...
Shares of Sterlite Technologies dropped 5% to hit the lower circuit on Monday, after a massive 56% surge in one month and a whopping 474% rally so far in 2026, as a pause in the global AI optimism dampened sentiment.Shares of the company remained locked in the lower circuit at Rs 588.30 apiece on NSE in the morning trading hours of Monday.AI rally slams the brakesSouth Korea’s Kospi plunged 9% on Monday morning, leading to a 20-minute trading halt, as the massive selloff in tech stocks raged on. The index is now down about 14% from the record high it touched last week. The sharp downturn came after heavyweights and semiconductor stocks tumbled, including Samsung shares which crashed over 6%.The sharp plunge in Kospi reflects the sharp pause in the AI rally, as too much of the benchmark index’s earlier momentum had become tied to the performance of a small group of AI-linked stocks. Samsung Electronics and SK Hynix together account for nearly half of the KOSPI's weighting and have contributed roughly two-thirds of the benchmark's gains this year.Also read: Kospi crashes 9%, trading halted for 20 minutes, as chip rout deepens; Samsung, SK Hynix worst hitSterlite Technologies shares had emerged as one of the biggest multibaggers of 2026, riding on explosive demand for AI-linked data centre infrastructure. Sterlite, the optical-fiber maker owned by the Vedanta Group, was seen as the “poster child” for the AI boom. This came amid expectations that the world’s AI expansion needs massive amounts of high-speed connectivity infrastructure, and optical fibre is becoming the backbone of that ecosystem.The company late in May announced that its subsidiary has secured a multi-year supply agreement valued at $1.11 billion from a global hyperscaler for AI-ready data centre infrastructure projects in the US. Hong Kong-based CLSA had said that this significantly strengthens Sterlite’s positioning in AI data centres while improving medium-term growth visibility. It expected the order to reinforce Sterlite’s competitiveness in global markets, while maintaining an “Outperform” rating on the stock.However, the sharp crash in tech stocks led to rising worries that the AI rally was fizzling out, which may have led to the downtrend in Sterlite Tech shares today. Also read: Hidden AI WinnersSterlite Tech share priceSterlite Tech shares have gained 5% in one week and 56% in one month. The stock delivered a whopping 676% return over one year, 282% over three years and 119% in five years.The company currently has a market capitalisation of nearly Rs 28,719 crore.(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)
An unprecedented concentration crisis in global technology equities has evolved into a structural trap for investors, triggering a violent "Black Monday" unwind that is reverberating across Asian emerging markets, such as Korea and Taiwan. Active portfolio managers are increasingly being forced to dump their best-performing chip heavyweights because these explosive stocks have grown too large for risk compliance limits.This structural anomaly has distorted regional benchmarks, accelerated a massive migration from active to passive funds, and triggered a historic correction.The structural breakdown manifested in extreme volatility across the region's tech hubs. South Korea’s Kospi index plunged more than 8% shortly after the market opened, triggering a mandatory 20-minute trading halt before narrowing its drop as memory giants Samsung Electronics and SK Hynix rebounded from their session lows.Also Read | Kospi crashes 9%, trading halted for 20 minutes, as chip rout deepens; Samsung, SK Hynix worst hitThe Cycle of Forced SellingThe core of the market distortion lies in a mechanical paradox: As tech giants outperform, active funds are legally or structurally required to trim their holdings to manage concentration risks. Just three mega-cap tech firms—Taiwan Semiconductor Manufacturing Co. (TSMC), Samsung, and SK Hynix—now command nearly a third of the MSCI Asia Pacific ex-Japan Index.The concentration is even more extreme on a national level. TSMC occupies a staggering 41.5% of Taiwan's TAIEX, while Samsung and SK Hynix together comprise 55% of South Korea's KOSPI."We have been forced sellers of TSMC, Samsung and MediaTek," Sam Konrad, investment manager for Asia Equity Income at Jupiter Asset Management, was quoted as saying by Bloomberg. His fund must shed these chipmaking stocks despite explosive year-to-date gains of 52% for TSMC, 159% for Samsung, and 184% for MediaTek.This mechanism creates an institutional dilemma where strong performance mandates divestment, artificially capping the upside for active portfolios trying to beat their benchmarks."As equities continue to outperform, funds will find it increasingly difficult to add exposure, reinforcing a cycle of forced selling and enlarging underweight positions even amid strong fundamentals," Herald Van der Linde, head of equity strategy for Asia Pacific at HSBC in Hong Kong, noted in a research report. HSBC data confirms that TSMC has become the largest portfolio underweight among Asian and global emerging-market funds.Emerging Market Exhaustion and Fund OutflowsData from Elara Securities India confirms that the Global Emerging Market (GEM) trade is experiencing its first major phase of sustained exhaustion since its rally began. GEM fund redemptions expanded to $3 billion, the largest outflow since December 2021, marking a clear breakdown in momentum.The capital flight has extended significantly beyond Korea and Taiwan to hit other major emerging markets. China saw foreign investors pull $3.7 billion, the largest single-week redemption in over a year, while South Korea logged six consecutive weeks of foreign outflows, compounded by a record $27.9 billion foreign portfolio rebalancing outflow.The systemic nature of the unwind is visible in the broader indices. Goldman Sachs data reveals that while the MSCI Asia Pacific ex-Japan index is up 27% year-to-date, it is actually down 4% when South Korea and Taiwan are excluded.This regional distortion has accelerated a massive, unprecedented migration from active stock-picking to passive indexing. Over the last five years, Asia's active funds have suffered $269 billion of cumulative outflows. Meanwhile, passive funds have accumulated $510 billion, with a quarter of that volume arriving in just the last six months."The size of recent inflows into the region’s passive funds... has no precedent across the last 10 years," said William Bratton, head of cash equity research for Asia-Pacific at BNP Paribas Securities.This phenomenon mirrors the “Magnificent Seven” dynamic on Wall Street, where tech giants account for about a third of the S&P 500. However, concentration in Asia has unfolded at a faster and more extreme pace, turning regional indices into concentrated bets on just one or two stocks and undermining the diversification benefits of benchmark investing.Broader Trade ImplicationsThe shockwaves from the AI tech unwinding are bleeding directly into structural commodities and the wider electrification ecosystem. Precious metal funds witnessed $2.8 billion of outflows, driven heavily by gold (-$2.1 billion) and silver (-$910 million, a 12-week high redemption), while energy funds recorded their second consecutive week of outflows. These asset classes had operated as indirect beneficiaries of the global AI infrastructure and electrification trade.Furthermore, Wall Street's nine-week winning streak concluded abruptly following a hot jobs report that ignited fears of a hawkish policy pivot by the US Federal Reserve, sending technology stocks into their largest one-day decline.Despite the steep selloffs, which saw South Korean equities slide 12% and Taiwan fall 6% from their record highs, market opinions remain starkly divided on whether this correction marks a peak or a buying opportunity.Some money managers are exploiting the correction to pivot to alternatives further down the supply chain, like mid-sized semiconductor equipment makers, or shifting money toward cheaper domestic themes like robotics. China's CSI Robot Index actually bucked the broader market declines, rising 1.4%.
Environmentalists and wildlife experts argue that it risks reducing a complex ecological issue to wildlife numbers while overlooking habitat degradation, forest fragmentation and human pressures on forest ecosystems
Doosan Group said Monday it would deepen ties with US chip giant Nvidia in physical AI-driven robotics and AI factories, expanding their partnership beyond collaborative robots to build a broader AI value chain. Based on the partnership, Doosan will combine its manufacturing expertise in robotics, energy solutions and advanced materials for AI semiconductors with Nvidia’s accelerated computing and Physical AI platforms to explore new business opportunities. One of the expected synergies is Doosa
Lenskart Solutions' shares fell more than 2% to Rs 497 on the BSE on Monday after JPMorgan Chase's offshore subsidiary Copthall Mauritius Investment sold a stake in the company through a Rs 96 crore block deal. Stock exchange data showed that Hong Kong-based hedge fund Viridian Asia Opportunities Master Fund bought 18.96 lakh shares of the company. Viridian bought Lenskart shares at an average price of Rs 508.55 apiece, taking the value of the total stake purchase to more than Rs 96 crore, according to NSE data. The seller of these shares was JPMorgan Chase’s offshore subsidiary Copthall Mauritius Investment Limited. The transaction was executed on Friday at an average price of Rs 508.55 apiece, which is slightly higher than Friday’s closing price of Rs 506.45 apiece on NSE.Lenskart has seen multiple block deals recently. Last week, SoftBank affiliate SVF II Lightbulb (Cayman) pared its stake in the eyewear retailer by selling 5.65 crore shares at Rs 508.55 apiece. Several global and domestic institutional investors picked up shares. The buyers included funds managed by Goldman Sachs and Fidelity, alongside domestic institutions such as ICICI Prudential Mutual Fund, Kotak Mutual Fund, Mirae Asset Mutual Fund, Quant Mutual Fund, HDFC Life Insurance, and ICICI Prudential Life Insurance. The deal, valued at approximately Rs 2,873 crore, also attracted participation from several overseas pension and investment funds.Lenskart share priceLenskart Solutions shares made a subdued market debut in November last year, listing at Rs 395 apiece on NSE at a discount to the IPO price of Rs 402. The shares of the company then surged more than 41% to hit a record high of Rs 557.65 apiece in April this year.The stock is currently down over 9% from that level. However, it is up over 28% from its listing price and 26% from its IPO price. The shares of the company have fallen 2.5% in one week, but gained 15% in 2026 so far. The company currently has a market capitalisation of nearly Rs 88,000 crore.Brokerages on Lenskart share priceJefferies has a ‘Buy’ call on the shares of Lenskart, with a target price of Rs 600 apiece in its base case scenario. Goldman Sachs, meanwhile, has a ‘Buy’ rating on the shares of Lenskart, with a target price of Rs 625 apiece.Morgan Stanley, on the other hand, is ‘Overweight’ on the shares of Lenskart, with a target price of Rs 576 apiece. Elara Capital recently initiated coverage on the shares of Lenskart with a target price of Rs 615 apiece, highlighting that an integrated ecosystem and tech agility fortify the eyewear retailer’s edge amid low competition, vast opportunity, and superior store economics.Lenskart earnings snapshotLenskart in May reported a nearly 46% YoY surge in revenue from operations to Rs 2,516 crore for the January-March quarter of FY26, from Rs 1,727 crore in the year-ago period, leading to bullish brokerage calls and target price hikes.While the company reported a strong surge in revenue, its net profit declined 9% YoY to Rs 200 crore during the quarter under review, from Rs 219 crore in the corresponding quarter of the previous financial year.For the entire financial year which ended on March 31, 2026, Lenskart reported a 32% YoY rise in revenue to Rs 9,002 crore. EBITDA climbed 55.3% YoY to Rs 1,789 crore, while adjusted PAT surged 148% YoY to Rs 530 crore.Sensex, Nifty today: Catch all the LIVE stock market action here (Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)
Pakistan’s external trade balance continues to widen beyond normal cyclical swings, pointing instead to deeper structural constraints that have accumulated over decades. Despite periodic policy interventions and short-term stabilisation efforts, the underlying pattern remains unchanged: import growth consistently outpaces export earnings, leaving the economy dependent on external inflows to bridge a persistent gap. During the first 11 months of the current fiscal year, the trade deficit widened by 17.48 per cent year-on-year to $34.76 billion from $29.58bn in the corresponding period of the previous fiscal year. Export earnings declined by 5.61pc to $27.91bn, while imports rose 5.94pc to $62.66bn. Earlier, in the entire last fiscal year, the trade deficit widened by 9pc to $26.3bn from $24.1bn a year ago. Although exports rose 4.7pc to $32.1bn, imports increased even faster by 6.6pc to $58.4bn, demonstrating a persistent pattern in which import growth outpaces export earnings. Energy remains perhaps the single largest reason Pakistan struggles to achieve a trade surplus. The country imports large quantities of crude oil, petroleum products, LNG, coal, and industrial fuels. During the first 11 months of FY26, petroleum imports exceeded 14m metric tonnes, up 7pc in volume from a year earlier. Our external trade imbalance is rooted in the very structure of the economy, which relies excessively on borrowing and remittances and fails to address structural issues More importantly, the import bill surged 13.7pc to a record $14.9bn. Even though exports fell by 5.6pc during the same period, a substantial share of foreign exchange earnings continued to be absorbed by energy purchases, deepening the trade deficit. Economic growth itself often widens the imbalance because rising industrial activity increases demand for imported energy. Our manufacturing sector also relies heavily on imported machinery, chemicals, raw materials, and intermediate goods. The textile industry, despite being the country’s export backbone, depends on imported machinery, dyes, chemicals, and specialised fibres. In FY25, textile machinery imports increased by 61.5pc to $241.2m, while power-generation equipment imports rose 47.8pc to $616.2m. The pharmaceutical, engineering, automobile, and technology industries exhibit similar dependence on imported components. As a result, producing exports frequently requires substantial imports first, limiting net foreign-exchange gains. A second structural challenge is Pakistan’s narrow export base. Textiles and textile-related products continue to dominate exports. In FY25, textile exports reached $17.89bn, up 7.39pc from the previous year. And, during the first 10 months of FY26, textile exports totalled $15.03bn, a modest 1.3pc increase from $14.83bn a year earlier. Textiles accounted for approximately 59.6pc of Pakistan’s $25.21bn total merchandise exports during this period. While the sector remains a major source of foreign exchange, excessive dependence on a single industry leaves Pakistan vulnerable to fluctuations in global demand, competition, and commodity prices. Countries such as South Korea and China reduced external vulnerabilities by diversifying into electronics, machinery, advanced manufacturing, and technology-intensive exports. Pakistan has yet to make a similar transition. The technological content of Pakistan’s exports also remains relatively low. Globally, the highest export revenues are generated by sectors such as semiconductors, industrial equipment, aerospace components, medical devices, and software-intensive products. Pakistan’s presence in these industries remains limited. The IT and IT-enabled services sector has shown encouraging growth. Exports reached a record $3.8bn in FY25, up 18pc. During the first 10 months of FY26, IT exports rose to approximately $3.3bn, a 12pc increase from $2.95bn a year earlier. However, the sector still represents only around 11–12pc of total merchandise and services exports. Even with sustained double-digit growth, Pakistan remains far behind more diversified export economies in high-value technology sectors. Demographics add another layer of pressure. Pakistan’s annual population growth rate of 2.55pc continues to increase demand for fuel, machinery, vehicles, medicines, electronics, and consumer goods. Unless export capacity expands at a similar pace, import demand naturally grows faster than export earnings, placing persistent pressure on the trade balance. Consumer and business preferences further reinforce import dependence. Imported products often enjoy a reputation for superior quality, particularly in electronics, automobiles, industrial equipment, and luxury goods. During the first nine months of FY26, imports of fully built-up motor vehicles rose 31pc to $263 million. Pakistani exporters also face longstanding obstacles, including high energy costs, infrastructure deficiencies, logistics inefficiencies, regulatory complexity, limited research and development spending, and shortages of skilled labour. According to the Global Talent Competitiveness Index 2025, Pakistan ranked 124th, down from 109th in 2023 and below India, Bangladesh, and Sri Lanka. Moreover, the cost of doing business is estimated to be roughly 34pc higher than in many regional competitors, reducing export competitiveness. Global competition is simultaneously becoming more intense. Countries such as Vietnam, Bangladesh, India, Indonesia, and Mexico continue to attract investment in export-oriented manufacturing through stronger infrastructure, larger industrial ecosystems, and more integrated supply chains. As the hybrid government prepares the FY27 budget, the challenge is not merely to narrow the trade deficit in the short term but to address the structural weaknesses that produce it year after year. A durable improvement requires reducing dependence on imported energy, expanding domestic industrial capacity, diversifying exports, improving productivity, and strengthening Pakistan’s competitiveness in global markets. Published in Dawn, The Business and Finance Weekly, June 8th, 2026
The Chief Justice of India describes ‘Swadeshi jurisprudence’ as one that remains attentive to India’s constitutional values, institutional realities, linguistic diversity, and social conditions. Serious efforts are underway to explore establishing an indigenous AI ecosystem for the judiciary, he says.
The Group Managing Director announced that the firm will be committing 100 per cent of its active loan portfolio to small and medium enterprises and critical ecosystem enablers. The post Zedvance to triple lending after disbursing N120bn to SME’s in 2025 appeared first on Premium Times Nigeria.
BAGUIO CITY — The Catholic Church is asking local governments in the mountainous Cordillera region to pass ordinances establishing the Rights of Nature, a legal theory that ecosystems have the same right to “exist and flourish” as human beings and that would grant critically endangered forests and polluted waterways legal standing in courts. Participants in
It’s an African ecosphere: It has some of the most colorful places on this planet, diverse species, and a remarkable landscape. But despite its natural richness, the continent is under pressure to take environmental precautions due to increasing rates of deforestation, a changing climate, a rising number of inhabitants, and the dying off of animals. […] The post Africa’s Green Intelligent Future: How Technology Enables Sustainable Development and Wildlife Preservation “African Ecosystem:” appeared first on Vanguard News.
Found on beaches, in rivers, across deserts and on the seabed, sand has long been seen as abundant and virtually inexhaustible. But it has become the world's second most exploited natural resource after water, and scientists warn rising demand will cause "enormous environmental damage".
Nvidia CEO Jensen Huang's Korea trip has unfolded with fanfare, selfies and a full course of Korean crowd-pleasers — from a PC bang appearance with a legendary League of Legends player to candid talks with the country's top tech chiefs over Korean barbecue. Through Monday night, Huang's itinerary was set to span more PC bang stops, fried chicken, samgyetang and baseball as he discussed next-generation technologies and sought to reinforce Nvidia's collaboration with Korean partners in AI, robotic
Can the search for a hotel room lead to a business idea? It did, for Alok Mishra.In 2014, during a trip with his wife, Mishra needed a hotel room for six hours as he did not want to drive late at night. But he was asked to pay for a full day and subjected to a series of intrusive questions despite being married—and was finally refused a room. “That got me thinking that there might be travellers like me who need rooms only for a few hours but have to pay for an entire day. Later, while working in the US, I came across pay-for-use concepts and felt that India needed a more flexible, customer-friendly model,” he says.That experience led to the launch of Bag2Bag in 2019, an online platform for booking hotels, service apartments, homestays and other accommodations, with a focus on hourly stays.The business started gaining momentum around 2021. Bag2Bag’s hourly-stay revenue has risen from roughly Rs 50 lakh in 2021 to Rs 5-6 crore today. The company has served more than 1 lakh customers, lists over 10,000 properties across India and offers hourly stays at 6,000-7,000 of them. The service is available in more than 50 cities, though Bengaluru and Mumbai remain its strongest markets.Also read | The safe keepers: Inside India's booming locker economy“People now understand that this is a practical solution rather than a niche service. One of our biggest achievements has been to help normalise the category. Earlier, hourly stays were often associated with couples seeking privacy,” he says. “We deliberately broadened the use case by allowing family bookings, including travellers with children. We wanted people to see hourly stays for what they really are— a convenient accommodation option.”HOUR OF NEED That convenience is growing as online hotel booking platforms that allow short stays are on the rise. Alongside Bag2Bag, there is Noida-based Brevistay, Bengaluruheadquartered MiStay, Mumbai’s Hourly Rooms and Qwiksta, all specialising in micro stays. Larger travel platforms like MakeMyTrip, Agoda and Goibibo have also introduced hourly booking options.Like Bag2Bag, Brevistay was born out of a travel inconvenience. In 2016, cofounders Prateek Singh, Aditya Naithani, Shubham Agarwal, Avnish Kumar and Nikhil Pathak arrived in Manali at 5 am only to find that hotels would not allow early check-ins without charging for an extra night. The friends went on to cofound the travel tech startup Brevistay, which raised Rs 3 crore in 2023 and today reports revenue of about Rs 18 crore. It has 15 lakh registered users, 4 lakh monthly active users and around 11,000 listed hotels, including brands such as Ginger, Ramada and Blue Motel.LONG JOURNEY Getting there, however, was not easy.Pathak, cofounder and chief technology officer of Brevistay, says, “The challenge in this segment is not customers but hotels. In 2016, many hoteliers would simply bang the phone on us. Some agreed in principle but didn’t want their properties listed publicly and preferred bookings to come through offline calls. It took us nearly two years before we started seeing meaningful traction and recurring bookings,” says Pathak.The same resistance greeted MiStay when it launched in 2016. Starting with a pilot in Delhi, MiStay has since expanded to more than 100 cities. Shwetha Sameernath, general manager, business and growth, MiStay, says, “When we launched, scepticism was high. Most hotels were uncomfortable with the model, concerned about guest quality and operational challenges. Over time, that changed as hotels began seeing it as a revenue opportunity.”MiStay tackled resistance through education and curation. The company worked to show hoteliers that short stays served a broad and legitimate market of business travellers, transit passengers and day-use guests. It also selectively onboarded premium hotel brands, helping build credibility for the category. “When hotels see actual customer segments across varied, legitimate use cases, it builds their confidence that the model won’t compromise their brand,” says Sameernath, adding that the concept is now largely normalised.Also read | Major change in buyer behaviour as e-scooters race deeper into BharatPathak says the customer has evolved as well. Brevistay continues to market actively to couples, but he argues that the category should no longer be viewed through that lens. “There’s nothing illegal happening. In fact, there’s no law that prevents consenting adults from booking a hotel room. The issue was perception, not legality. What eventually changed minds was revenue,” he says. “Once hotels realised they could sell the same room multiple times in a day and generate seven or eight bookings instead of one, the business case became impossible to ignore.”The use cases have expanded too. Back in 2017, couples accounted for nearly 90% of Brevistay’s bookings. Today, that figure is down to 50-60%. Business travellers, transit passengers, tourists looking to freshen up between journeys, students travelling for exams and people attending interviews or meetings have all emerged as important customer segments.Hotels, meanwhile, have had to adapt operationally. Mishra says the biggest challenge is that traditional hotel system was never designed for flexible check-ins and check-outs. Bag2Bag addressed this by developing its own software platform for partner hotels. “Once they realised they could monetise idle inventory and generate additional revenue from rooms that would otherwise remain empty, adoption became much easier,” he says.REVENUE CHECKS IN For Sameernath, the turning point was the entry of premium hotel brands. “Today, acceptance has grown across the ecosystem. Channel managers and property management systems are evolving to support slot-based bookings, and customers increasingly treat hourly booking as the natural way to reserve a room for less than a day,” she says.Also read | Indian tourists go viral for all wrong reasons. Here's how not to become the next horror storyMishra has observed another interesting shift. Reliability and brand trust are becoming increasingly important. “Whether it’s a three-star or a five-star property, even if a branded hotel costs 20-25% more, customers prefer it because they know what they’re getting,” he says. The economics are compelling for hotels too. Sameernath points out that average hotel occupancy in India is under 65%, while daytime occupancy can fall to as low as 30% as guests check out in the morning and new arrivals come in much later. Platforms like MiStay help hotels monetise those idle hours by attracting guests who would never have booked a full-day room. “For hotels near airports or railway stations, the upside is even greater. A room priced at Rs 8,000 for a full night could earn Rs 3,500-4,000 for a daytime slot and another Rs 6,000 for the night—generating `10,000-plus from the same room in a single day,” she says.CHANGING PERCEPTION MiStay today works with brands like IHG, Pride, Ramada, The Park, Radisson and Novotel IHG, while Brevistay is in discussions with Hyatt. Sameernath says that on the demand side, once customers experience flexible booking, they don’t go back. Their repeat rate reflects this, as 48% of MiStay’s monthly business comes from repeat guests “The pay-per-use model in hospitality is the same transformation that happened in transport. You no longer book a cab for a full day; you pay for the distance. Hotels are heading the same way,” she says.Pathak believes the next wave of growth will be driven by younger travellers. “They’re vocal about spending time with their partners and don’t carry the hesitation earlier generations did. In metros, the industry has largely moved beyond the old perceptions, and hourly stays are increasingly viewed as a convenience product rather than something unusual.”The customer, it seems, has reached the destination. The hospitality industry needs to arrive.ChallengesPersistent social stigmaTrust and safety concernsBranded hotels worried about perceptionComplexities in managing multiple check-ins and check-outsLack of awareness among travellersOpportunitiesRise in domestic travel and frequent short tripsGrowth of bleisure (business + leisure) travelYounger consumers demanding flexibilityTech platforms making discovery and booking seamlessHotels looking to monetise vacant rooms