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Shree Cement had earlier adopted a similar value-over-volume approach to bridge pricing gaps with competitors—a strategy that has begun to show results.However, the move came at a time when the industry was consolidating and peers were pursuing volume-led growth through aggressive expansions. As a result, Shree Cement lost market share, and despite some cost advantages, muted cement prices weighed on its realizations.Ambuja believes consolidation in the sector has not yet delivered the expected pricing discipline.Instead, the company plans to rely on cost efficiencies and premiumization to drive margin expansion.Management expects revenue growth to outpace volume growth as the share of premium products rises.

₹100.A PMS requires a minimum of ₹50 lakh.An AIF demands ₹1 crore.An SIF sits between these options, with a minimum investment of ₹10 lakh per asset management company (AMC) at the PAN level.The intended audience is therefore clear: experienced retail investors and emerging high-net-worth individuals (HNIs) who understand risk and can absorb volatility without panic.Structurally, SIFs operate within the mutual fund regulatory framework. They maintain transparency and reporting standards similar to mutual funds, and liquidity can be daily or periodic depending on the scheme.If equity exposure exceeds 65%, taxation applicable is similar to an equity mutual fund.However, within this framework SIFs enjoy far greater strategic flexibility—including up to 25% unhedged short exposure via derivatives.SIFs are permitted to run strategies that would be impractical or impossible within a traditional mutual fund framework.Managers can take long positions in stocks expected to rise while simultaneously shorting stocks expected to fall through derivatives.

These appointments come even as VinFast's global headquarters remains closely involved in the operations of its India unit, with the three-member VinFast board of directors led by Pham Sanh Chau, managing director and chief executive VinGroup Asia. Chau was present at several recent company announcements on financing partnerships and the achievement of five-star safety ratings in India over the past few months.“This appears to be a conscious strategy.

₹36,800 crore) over the next four years.Once a diversified conglomerate spanning branded textiles, apparel, garmenting, real estate and specialised engineering businesses, Raymond has since restructured its portfolio to unlock shareholder value.The company spun off its textile business, which is now listed separately as Raymond Lifestyle, while consolidating its engineering and aerospace platform under Raymond.Today, the company operates through two segments:• Precision Technology & Auto Components (JK Maini Precision Technology)• Aerospace & Defence (JK Maini Global Aerospace)JK Maini Precision is the largest contributor, generating ₹1,225 crore and accounting for 72% of revenue, while Aerospace & Defence contributes 16%.Against this backdrop, Raymond’s strategy now hinges on how effectively it can capture the emerging opportunity.JK Maini Precision (JKMPTL) is the core growth engine within Raymond’s engineering platform.The segment integrates the company’s Tools & Hardware division, Ring Plus Aqua, and automotive operations. JKMPTL functions as a Tier-1 supplier of mission-critical precision components to both domestic and global original equipment manufacturers (OEMs).The division manufactures over 2,000 auto components, operates across 18+ global customer locations, and serves more than 100 large global clients.JKMPTL holds strong and defensible positions across several legacy product categories.In steel files, it ranks No.1 globally in installed capacity, with a 25% global market share.

Iran’s strategy in its war with the US and Israel is clear: Impose an intolerable economic cost on US President Donald Trump, forcing him to abandon his ‘war of choice’ as American petrol prices surge. Is there any way the Islamic Republic’s blueprint for survival can fail? Yes, if its old regional nemesis, Saudi Arabia, can step in to cushion the global oil market.Enter the East-West pipeline, a 1,200km conduit crisscrossing the Arabian Peninsula from the Gulf to the Red Sea. Its raison d’être is to meet this historic moment.

₹10,485 crore—higher than what any equity category received in the same month.The asset-allocation and diversification argument underpinning multi-asset funds, strengthened by the inclusion of gold and silver as investable components, appears to be driving their rising popularity among investors.But just as investors were getting comfortable with the multi-asset pitch, fund houses have begun multiplying their offerings.Sebi’s 2025 directive on fund-of-funds (FoF) re-categorization appears to have triggered a fresh wave of multi-asset products. But do investors really need this variation of the multi-asset strategy, or does it simply amplify noise in an already crowded market and make choice harder?When Sebi first introduced fund categorization rules in 2018, FoFs were tucked into a residual “Other Schemes” bucket.

Every month, Mint Plain Facts brings out an update on key global data to thread together the biggest developments in the world that are worth paying attention to. The accompanying analysis and charts explain how each story is creating ripples on the global stage, where it is headed in the coming weeks, and whether it can impact India.Here are the five key global events:After US and Israel air strikes on 28 February killed Iran’s supreme leader Ayatollah Ali Khamenei, the West Asian nation has been fighting a high-risk survival war.It has responded to the US-Israel offensive, mostly targeting its capital, Tehran, by attacking nearly all nearby Gulf countries, widening the conflict.

Write to David Luhnow at [email protected] and Stephen Kalin at [email protected] all the Business News, Market News, Breaking News Events and Latest News Updates on Live Mint.

Mint. Price was not a factor but the presentation on the screen definitely was. Like a moth to a light, the bright yellow colour drew her in and she tapped on it.That instinctive and irrational add-to-cart moment is exactly what Swiggy is betting Noice can engineer on a large scale.When the company rolled out the food and beverage (F&B) brand in the middle of last year, it did not resemble a routine back-end grocery experiment.

ready-to-eat, or RTE, market. Yet, despite this gap, the RTE and the adjacent ready-to-heat segment already has an addressable consumer base of 70-80 million Indians, reflecting the latent scale of the opportunity.For years, the industry assumed that faster delivery would automatically drive adoption. The rise of quick commerce was treated as a breakthrough, as though reducing delivery time to ten minutes would dissolve consumer hesitation.But, speed was never the real barrier.

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₹5,065 crore, up 60% year-on-year, according to an earnings statement from Reliance Industries.India’s FMCG sector remains dominated by established players such as Hindustan Unilever Ltd, which reported revenue of about ₹64,138 crore in FY25—highlighting the scale of the opportunity Reliance is targeting as it builds its consumer business.“What Reliance is doing is cobbling together a portfolio of brands that already have some momentum,” said Arvind Singhal, chairman of The Knowledge Company, a Gurgaon-based management consulting firm.Mint explains the strategy behind Reliance’s push to acquire regional brands and how it differs from rivals.Over the past few years, Reliance Consumer Products Ltd (RCPL) has assembled a portfolio of regional brands across food, beverages and personal care.One of its latest additions is Chennai-based Southern Health Foods Pvt. Ltd, which sells millet-based foods, health mixes and baby nutrition products under the Manna brand.

₹18,000 crore ($2 billion) in realised and potential equity value over the company’s lifecycle.Even if the company lists closer to $10.5 billion, a steeply marked down valuation at which the IPO is widely expected, the value of that pool could still be around ₹13,000 crore, or about $1.4 billion.Of that, the options that still exist today and can convert into shares in the future, could be worth roughly $500-600 million.While other tech firms also use Esops to retain top talent, PhonePe’s rewards to its employees have seeded at least half a dozen “deca-millionaires”, or very high-net-worth individuals, in its top deck.And thanks to the payments platform's extravagant Esop structure, its top leadership has stuck around from its early Flipkart-acquisition in 2016 to the cusp of its IPO. (Walmart Inc.

BENGALURU: For most restaurant chains, the goal is to build one blockbuster brand. At IPO-bound Curefoods, the strategy is the opposite.The Bengaluru-based cloud kitchen operator is working on adding brands to its portfolio that can each reach ₹200-300 crore in revenue, spreading its bets across multiple cuisines and consumption occasions.

investment funds that invest in alternative assets such as private equity, hedge funds and other non-traditional investments beyond traditional stocks and bonds, with wealthy individuals and institutions as their main investors. Regulated by the Securities and Exchange Board of India (Sebi), there are three categories of AIFs in the country, with Category III AIFs focusing on high-risk, high-return trading strategies using leverage.Tata AMC entered the Category III AIF space in 2019 with its Absolute Return Fund, a conservative long-short strategy.

The Estée Lauder Companies has signed an agreement to acquire the stake it doesn’t already own in Indian luxury beauty company Forest Essentials, with the transaction expected to close in the second half of 2026, said Stéphane de La Faverie, president and chief executive officer of The Estée Lauder Companies.The deal completes an 18-year partnership with the luxury Ayurveda brand, which was founded by Mira Kulkarni.Forest Essentials sells Ayurvedic skincare and haircare products and competes with premium labels such as Kama Ayurveda. Estée Lauder had a 49% stake in the company in 2013, which it increased from a 20% stake it took in 2008.Speaking to Mint, La Faverie, said, “Today, this brand is the leader in prestige skincare in India, which is still a very small segment of the larger beauty business in India.

₹25 lakh or accumulating ₹1 crore on retirement. Deciding what to do with such a lump sum can be overwhelming. Investing it all at once feels risky, and drawing regular income without depleting savings can be confusing.Two quiet yet powerful mutual fund tools address both problems: the systematic transfer plan (STP) and the systematic withdrawal plan (SWP).

Exits from international subsidiaries and associate companies in Japan, Finland and Sri Lanka in the financial year 2026 have narrowed the list of loss-making foreign companies for Mahindra and Mahindra Ltd, which is resetting its international business to back profitable businesses.The exits from international subsidiaries and joint ventures in the three countries have helped Mahindra and Mahindra shed companies with total annual losses of about ₹313 crore or 2.2% of its consolidated profit of ₹14,073 crore as of 31 March 2025.With these exits, the major loss-making foreign subsidiaries of the Mumbai-based company have narrowed down to companies in the US, Turkey, Mauritius and Germany, which together posted losses of ₹670 crore, or 4.7% of the company’s consolidated profits for FY25.Mahindra’s strategy to curb losses in its international businesses has come into focus after its exit from its Japanese subsidiary, Mitsubishi Mahindra Agricultural Machinery, on Monday, which it said will help reduce losses from a business it acquired in 2015.“On completion of the liquidation procedure, the promoter group would not have to incur the annual loss as well as fund these losses,” the company said in an exchange filing on Monday.The company’s renewed focus on exiting loss-making international businesses to double down on its high-growth areas and markets comes at a time when group chief executive Anish Shah is set to complete five years at the helm next month.Since taking over in 2021, Mahindra under Shah has exited several key international loss-making businesses as it seeks to increase profitability.

The market’s reaction to the joint US-Israel strikes on Iran wasn't exactly subtle. The war is choking the Strait of Hormuz, hurting tanker flows and causing oil markets to react. Brent crude price is now at $78 a barrel.Back home, the benchmark Nifty 50 index fell by 1.2% on Monday, while shares of state-run Indian oil marketing companies (OMCs) were down around 4%.

BENGALURU: Reliance Retail is reshaping its fashion business around faster-moving private labels as it looks to win over India’s young shoppers, betting speed and control over its own brands will be critical as competition intensifies across apparel and lifestyle retail.The shift is visible across its brands, such as Azorte and Zivame, where the retailer is speeding up product cycles, adding more trend-focused styles, and investing in tech-enabled store experiences for consumers who increasingly discover fashion through digital content and influencers.The push reflects how Reliance Retail is adapting to a market where younger consumers are increasingly setting the pace of competition.“India’s median age is 26. If you are in an aspirational category like fashion, lifestyle or beauty and you are not targeting this segment, then you are missing the obvious,” said Ankur Bisen, senior partner at The Knowledge Company.

Mint.Today, Milky Mist is one of India’s fastest growing milk product brands with a 30% compounded annual growth rate between FY23 and FY25. Last fiscal year, the company clocked revenue of ₹2,350 crore with a product range that spans the entire milk spectrum—paneer, ghee, butter, cheese, yogurt, ice cream, chocolate and more.It is this exercise that has also emboldened him to try something few private sector dairy players have attempted so far—become a pan-Indian brand.The milk sector in India is dominated by strong regional players, almost all of them backed by state governments. They include Mother Dairy (Delhi), Nandini (Karnataka), Saras (Rajasthan), Aavin (Tamil Nadu), Milkfed (Punjab), Milma (Kerala) and Parag (Uttar Pradesh), to name a few.