The Hindu National
중도 성향
기타
"TOMORROW" · 총 128건
필터 보기현재 지수
50.3
0 = 부정 우세
50 = 중립
100 = 긍정 우세
최근 7일 기준 85,899건을 분석한 결과, 뉴스 심리지수는 50.2(균형)입니다. 긍정 4,433건(5.2%)·중립 79,306건(92.3%)·부정 2,160건(2.5%)이며, 중립 비중이 뚜렷하게 높습니다. 성향 지수는 종합 15.3(중도 균형)입니다.
Startup Battlefield applications are due tomorrow, so now's the time to put the finishing touches on your submission!
Some cardiac surgeries are expected to be cancelled tomorrow due to a planned strike by 25 perfusionists, who are members of the Fórsa trade union.
Sean McGovern, one of the leaders of the Kinahan Organised Crime Group, is to be sentenced tomorrow for directing the activities of a criminal gang.
The EU's foreign policy chief will discuss the issue of Aughinish Alumina and alumina exports to Russia when she meets the Taoiseach in Dublin tomorrow.
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.
[OSEN=지민경 기자] 보이그룹 알파드라이브원이 신곡 ‘OMG!’(오엠지!) 활동을 성공적으로 마무리하며 글로벌 대세 신인의 존재감을 강렬하게 각인시켰다.알파드라이브원은 지난달 26일 발표한 프롤로그 싱글 ‘No School Tomorrow’(노 스쿨 투모로우)의 타이틀곡 ‘OMG!’로 2주간 주요 음악방송에 잇달아 출연하며 활발한 활동을 펼쳤다. 데뷔
ISLAMABAD: Deputy Prime Minister and Foreign Minister Ishaq Dar assured on Sunday a PPP delegation, led by party Chairman Bilawal Bhutto-Zardari, that their proposal related to tax would be incorporated in the upcoming budget for FY-2026-27, sources told Dawn. Dar gave the assurance during a meeting with Bilawal and other PPP leaders at the Zardari House in Islamabad, an official statement by the PPP said. It added that apart from Bilawal, Sherry Rehman, Naveed Qamar, Murad Ali Shah and Jam Khan Shoro were also present at the meeting. “Matters related to the budget were discussed during the meeting,” it said. With the budget set to be announced on June 10 (Wednesday), this was the second round of pre-budget talks between the two major ruling partners, the PML-N and the PPP, and the third and final round is expected to be held tomorrow. A source told Dawn that during the Sunday meeting, the PPP pointed out that provinces had been asked to raise their revenue targets in order to meet the International Monetary Fund’s (IMF) requirements. The IMF has asked the Centre to introduce at least Rs430bn worth of additional budgetary measures in the upcoming budget, alongside a nearly matching amount of Rs430bn to be generated by the four provinces. In this connection, the PPP asked Dar for ways for the provinces to increase their tax revenues, the source said. Separately, a PPP leader said his party was trying to reach an agreement with the ruling PML-N on fiscal measure in light of the new IMF demands, adding that they were “unhappy with the budget in its current form”. “The government wants to tax the same classes instead of expanding the tax base,” the PPP leader pointed out. More to follow
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Tired, emotional and besieged by fans and enemies alike, by 1966 the Fab Four were ready to quit touring for good. A new collection of images by rock photographer Jim Marshall captures their last gigs The Beatles played their last official concert on 29 August 1966, at Candlestick Park in San Francisco. Jim Marshall’s pictures capture the group at a pivotal moment, when they are already feeling nostalgia for what they are leaving behind. Two months earlier, the Beatles had finished precording Revolver, a glittering collection of pop gems. The next day they boarded a plane to begin a global tour during which they would play nothing from it. They were not being perverse; it was simply that none of the songs lent themselves to live performance. On stage, they were a four-piece band. They could hardly play anything as complex as Eleanor Rigby or Tomorrow Never Knows to tens of thousands of fans. Continue reading...
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