Vodafone Idea receives Supreme Court relief in ₹363 crore GST dispute Vodafone Idea has received relief in a ₹363 crore GST dispute after the Supreme Court dismissed the Centre’s appeal, sending the telecom company’s shares higher.
Apple Eyes Foldable iPhone
Samsung Faces New Premium Rival Key Highlights News Story Apple is reportedly preparing to make its entry into the rapidly developing foldable smartphone market, potentially setting up a major new competition with Samsung. The company’s first foldable iPhone has been the subject of several reports and leaks, with speculation that Apple could market the device under the iPhone Ultra name. Apple has announced its September product event for September 9, where the next-generation iPhone lineup is expected to be unveiled. However, there is no official confirmation that a foldable iPhone will be launched at the event. The details surrounding Apple’s foldable device remain based on reports and industry speculation. (The Economic Times Hindi) Foldable Market Defies Smartphone Slowdown Apple’s potential entry comes at a time when the broader smartphone market is facing significant pressure. According to estimates cited in the report, global smartphone shipments could decline by 16.7% in 2026 to around 1 billion units. If realised, it would represent one of the industry’s sharpest annual declines. The foldable segment, however, is following a different trajectory. Global foldable smartphone shipments are projected to increase 12.6% in 2026 to around 22.9 million units. Growth is expected to continue in 2027, with shipments projected to rise by roughly 18%. Although foldables still represent a relatively small portion of the overall smartphone market, Apple’s entry could provide a significant boost to the category. (The Economic Times Hindi) Apple Could Quickly Gain Market Share The potential scale of Apple’s customer base could give the company a major advantage when it enters the foldable segment. According to IDC Vice President Francisco Jeronimo, Apple could potentially secure more than 30% of the global foldable smartphone market by next year. The analyst estimates that Apple could sell more than 3 million foldable phones in the initial year, with shipments potentially reaching around 10 million units during the first 12 months after launch. (The Economic Times Hindi) Such a performance would be significant considering that Apple would be entering a market where several manufacturers already have years of experience. The company’s large installed base of iPhone users could help it introduce foldable technology to consumers who have so far stayed with conventional smartphones. Foldable iPhone Could Cost Over ₹2 Lakh The biggest hurdle for consumers could be the expected price. Reports cited by Economic Times Hindi suggest that Apple’s foldable iPhone could be priced at approximately $2,500. That would translate to more than ₹2 lakh, before considering local taxes, duties and Apple’s India pricing strategy. (The Economic Times Hindi) Such a price would place the device firmly in the ultra-premium smartphone category. Apple’s pricing strategy will therefore be closely watched. A high launch price could restrict the product initially to affluent consumers and technology enthusiasts, but the company’s brand strength could still allow it to create substantial demand. Samsung Remains The Biggest Challenge Samsung is expected to be Apple’s most important competitor in the foldable smartphone market. The South Korean company entered the foldable segment several years ago and has already launched multiple generations of foldable devices. Its experience covers key areas such as foldable display technology, hinge mechanisms, device design and software optimisation. Apple, by contrast, would be entering the segment as a newcomer. However, Apple does not necessarily need to immediately overtake Samsung in unit sales to have a major impact. Its larger ecosystem and loyal customer base could help expand the overall foldable market. The arrival of Apple could also encourage more consumers to consider foldable devices, potentially turning the category from a niche premium segment into a more mainstream smartphone option. (The Economic Times Hindi) A New Battle In Premium Smartphones Apple’s potential foldable iPhone represents more than the launch of another smartphone model. It could mark a significant shift in the company’s product strategy and create a new competitive battle in the premium smartphone market. Samsung currently has the advantage of years of experience, while Apple could bring its ecosystem, brand recognition and enormous customer base to the category. The reported $2,500 price tag also highlights the premium positioning expected for Apple’s first foldable device. Whether consumers are willing to pay more than ₹2 lakh for a foldable iPhone will be an important test for the company. For now, Apple has not officially confirmed the launch date, name, specifications or price of its first foldable iPhone. Until the company makes an announcement, details about the device should therefore be treated as reported or expected specifications rather than confirmed product information. (The Economic Times Hindi)
Swiggy Launches Food Safety
New Channel Simplifies Customer Complaints Key Highlights News Story Online food delivery platform Swiggy has introduced a dedicated Food Safety Helpline and a new in-app Food Safety channel, making it easier for customers to report concerns related to the safety and quality of their food orders. The new initiative is designed to give customers a more direct mechanism to raise food safety complaints. With online food ordering becoming an increasingly common part of urban consumption, concerns over food quality, hygiene, contamination and safe handling have also become more prominent. Under the new system, customers can report food safety-related concerns through Swiggy’s dedicated helpline or through the company’s app. (The Economic Times Hindi) Dedicated Helpline For Food Complaints Swiggy has introduced a dedicated telephone helpline for customers who want to report food safety concerns. Customers can call 7948231850 to register a complaint relating to the safety or quality of food received through the platform. (The Economic Times Hindi) In addition to the phone-based service, Swiggy has added a separate Food Safety channel within the Help section of its app. This gives customers an alternative to the regular customer-support process when the issue specifically relates to food safety. How Customers Can File Complaints The complaint process has been designed to allow customers to provide details about the issue they experienced. Where necessary, users can also upload photographs supporting their complaint. Once a complaint is registered, Swiggy provides the customer with a ticket number. This number can be used to track the progress of the complaint. Customers who register their complaint through the helpline will also receive a link on their registered mobile number. Through that link, they can provide additional information and upload relevant photographs to support their case. (The Economic Times Hindi) This approach could make it easier for Swiggy to collect evidence related to food quality and safety complaints while allowing customers to follow up on individual cases. Food Safety Team To Review Complaints According to Swiggy, complaints submitted through the new channels will be reviewed by its Food Safety Assurance Team on a priority basis. The company said that the action taken will depend on the nature of the issue identified in the complaint. This could allow Swiggy to investigate individual cases and work with restaurant partners where necessary. Sidharth Bhakoo, Chief Business Officer of Swiggy Food Marketplace, said the company is continuously working with its restaurant partners on food safety. He added that the new helpline and in-app channel are intended to make it easier for customers to communicate their concerns. (The Economic Times Hindi) Comes Amid Greater Food Safety Scrutiny Swiggy’s new initiative comes at a time when food safety has received increased attention across India. Food safety authorities have been stepping up inspections and enforcement, while consumers are increasingly focused on hygiene, freshness and the quality of food supplied through restaurants and delivery platforms. The development also follows regulatory scrutiny involving Swiggy Instamart. In July 2026, the Food Safety and Standards Authority of India issued nine notices to Swiggy Instamart following consumer complaints alleging issues including expired, spoiled or contaminated food products. (The Economic Times) Against this backdrop, a dedicated reporting mechanism could help Swiggy respond more directly to food safety-related complaints and strengthen its monitoring of restaurant and food-delivery operations. Greater Accountability In Food Delivery The new system also reflects the growing importance of food safety in India’s online food-delivery industry. Customers increasingly expect delivery platforms not only to provide convenience but also to offer effective mechanisms for addressing concerns about the food they receive. By introducing a dedicated helpline and an in-app reporting channel, Swiggy is creating a more specialised route for customers to flag potentially serious food safety issues. The ability to attach photographs and track complaints through ticket numbers could also improve transparency in the complaint-handling process. For consumers, the key change is that food safety complaints can now be raised through a dedicated channel rather than being handled only through general customer support. (The Economic Times Hindi) Indian customer reporting a food safety concern through a food delivery app after receiving an online order.
Air India Gets New Leadership
Safety, Trust Drive Revival Plan Key Highlights News Story Air India is entering a new phase of its transformation with Tewolde Gebremariam taking operational charge as the airline’s incoming Chief Executive Officer and Managing Director. In his first town hall with employees, Gebremariam set an ambitious tone for his tenure, declaring that the airline would “Make Air India Great Again.” (Hindustan Times) Gebremariam, 61, was appointed to lead Air India on August 5 following a search conducted by a dedicated board committee. He brings extensive aviation experience from Ethiopian Airlines Group, where he spent several decades. His formal appointment remains subject to the completion of the required government security clearances. (The New Indian Express) Speaking alongside Tata Sons and Air India Chairman N. Chandrasekaran and outgoing CEO and MD Campbell Wilson, Gebremariam called for employees to support the airline’s next chapter. “Air India has a powerful heritage, a strong brand and enormous potential,” he said, stressing that the airline could reach greater heights if the right decisions were taken at the right time. (Hindustan Times) Safety Takes Centre Stage Safety emerged as the clearest priority in Gebremariam’s maiden address. The incoming CEO said Air India must build a stronger safety-first culture and make it part of everyday operations rather than simply a stated objective. He also urged employees to speak up whenever they identify a concern. “If something is not right, stop,” Gebremariam said, emphasizing that employees should feel empowered to raise safety concerns. (NDTV Profit) The emphasis comes at a particularly important time for Air India. The airline has faced heightened scrutiny over safety and operational standards following the fatal AI171 crash in June 2025, along with other operational incidents and regulatory concerns. The new management therefore faces pressure to strengthen internal processes, compliance systems and accountability while rebuilding confidence among passengers and employees. Focus On Operational Excellence Gebremariam also highlighted operational excellence as a key component of the airline’s revival strategy. He said customer experience ultimately depends on the consistency and reliability of everyday airline operations. Priorities include improving on-time departures and arrivals, ensuring timely baggage delivery, maintaining clean aircraft and reducing disruptions. (NDTV Profit) The objective is not simply to introduce new services but to improve the basic elements of air travel that directly affect passenger satisfaction. When disruptions occur, the airline also needs to communicate effectively and support passengers, Gebremariam indicated. This focus could become particularly important as Air India works to integrate and modernise its operations while managing a large-scale fleet and network transformation. Chandrasekaran Calls For Passenger Trust Chandrasekaran, who also chairs Air India, said rebuilding public trust must be one of the airline’s most important objectives. He told employees that Air India should aim for a safety record that is “better than the best,” while stressing the importance of rigorous processes and personal accountability. (The New Indian Express) He also identified several priorities for the airline’s next phase, including safety, customer trust, operational execution and cost discipline. Chandrasekaran acknowledged that Air India had experienced an exceptionally difficult period, with geopolitical disruptions, airspace restrictions, fuel-price volatility and the 2025 AI171 accident affecting its operations and performance. (ETHRWorld.com) Financial Challenges Add Pressure The leadership transition is taking place against a difficult financial backdrop. Air India Group recorded a loss of more than $2 billion in the financial year ended March 2026, according to information cited by Outlook Business from Singapore Airlines, which owns about 25% of Air India. The airline has remained loss-making since the Tata Group took control in 2022. (Outlook Business) That makes cost discipline another important component of Gebremariam’s challenge. The airline is simultaneously attempting to modernise its fleet, strengthen its international network and improve passenger services. Achieving these objectives while controlling costs will be crucial to the long-term success of the transformation. Leadership Transition At A Critical Moment Gebremariam succeeds Campbell Wilson, who played a central role in Air India’s transformation after the Tata Group regained control of the airline. Wilson welcomed his successor and described him as an experienced airline leader capable of taking Air India forward. He also indicated that he would remain supportive of the airline after leaving his executive role. (Hindustan Times) For Gebremariam, the challenge now is to convert his ambitious vision into measurable improvements in safety, reliability, customer service and financial performance. His “Make Air India Great Again” message sets a clear ambition, but the airline’s transformation will ultimately depend on consistent execution across thousands of employees, aircraft, airports and operational processes. With safety, passenger trust and operational discipline identified as immediate priorities, Air India’s new leadership faces the task of restoring confidence while building a financially sustainable global airline. Air India executives at an Indian airport as the airline begins a new leadership and transformation phase.
Silver Rally, Investor Returns Diverge
FOMO Widens The Return Gap Key Highlights News Story Silver has delivered an extraordinary rally over the past year, but investors have not benefited from the rise to the same extent. While the precious metal gained 98% over the one-year period, the average investor earned just 18%, highlighting a substantial gap between the return generated by the asset and the return actually earned by investors. The figures come from the September 2026 edition of DSP Mutual Fund’s NETRA – Early Signals Through Charts report. The analysis used monthly net flows into silver ETFs from August 2025 to July 2026 to calculate money-weighted investor returns. The difference is important because a simple price return assumes an investor was invested throughout the entire period. A money-weighted return, in contrast, takes into account how much money investors put in and when they invested it. That distinction explains much of the silver return gap. Why Investors Earned Much Less Silver’s spectacular performance attracted increasing investor attention as prices climbed. Instead of receiving the full benefit of the rally from its earlier stages, many investors appear to have committed larger amounts of money after prices had already risen substantially. This is a classic example of how investment flows can become pro-cyclical—more money enters an asset as its price rises. When investors buy near a market peak, even a strong long-term asset return may not translate into an equally strong return for those investors. A subsequent correction can leave recent buyers with losses despite the asset showing an impressive return over a longer period. The silver market provides a particularly striking example of this behaviour. Record Silver ETF Inflows Silver ETF inflows accelerated sharply as silver prices moved higher. The biggest example came in January 2026, when silver ETFs attracted approximately ₹11,761 crore in a single month, the highest monthly inflow recorded at the time. The large inflow occurred around the monthly price peak. The January inflow was also roughly equivalent to the total amount that silver ETFs had attracted during the entire 12-month period from September 2024 to August 2025, when silver prices were still below ₹1.41 lakh. This suggests that investors became significantly more aggressive in allocating money to silver after the metal had already experienced a substantial price increase. The pattern demonstrates the impact of momentum-driven investing: rising prices attract attention, stronger returns create expectations of further gains, and those expectations can encourage investors to enter at increasingly higher prices. More Than Half Of Recent Investment Was Underwater Another figure from the DSP report illustrates the problem even more clearly. As of July 31, 2026, 56% of the money invested in silver ETFs during the preceding 12 months was sitting at a loss. This does not mean that 56% of investors necessarily lost money; rather, it represents the proportion of money invested during that period whose holding-period return was negative at the measurement date. The distinction is important because investors who entered at different points experienced very different outcomes. Someone who purchased silver before the major rally could have generated substantial gains, while an investor who entered close to the peak could have faced losses even though silver’s broader one-year return remained strongly positive. FOMO Can Change Investment Timing The silver episode also highlights the risks associated with FOMO, or the fear of missing out. Investors often become interested in an asset after seeing strong recent performance. The expectation that prices will continue rising can encourage them to invest larger amounts despite the fact that the asset has already become significantly more expensive. The problem is not necessarily choosing the wrong asset. Instead, the greater risk can be buying the right asset at the wrong time. The DSP analysis points to this behavioural pattern in the silver market, where investment demand increased as prices moved higher. Asset Return Is Not Investor Return The silver example demonstrates an important distinction in personal finance: the return generated by an investment and the return earned by investors are not always the same. An asset can rise sharply over a year while investors achieve much lower returns if most of their money enters after the rally has already taken place. The timing of cash flows becomes particularly important for ETFs and other investment products where investors can enter and exit at different points. For investors, the broader lesson is that past performance should not automatically become an expectation of future performance. Chasing an asset after a steep rally can materially change the risk-reward equation. Silver’s 98% rise therefore tells only one part of the story. The 18% money-weighted investor return shows how strongly investment timing and behaviour can influence actual outcomes.
Wheat Prices Rise Across Asia
Black Sea War Disrupts Supplies Key Highlights News Story The ongoing Russia-Ukraine conflict is creating fresh concerns for wheat-importing countries across Asia, with disruptions around the Black Sea region pushing up wheat prices. Continued attacks and uncertainty over export infrastructure and shipping routes have increased supply risks for international buyers. The Black Sea region is one of the world’s most important grain-exporting areas, with Russia and Ukraine playing a major role in global wheat trade. Any disruption to production, storage, ports, transportation or shipping routes can quickly affect international prices and the availability of supplies. According to the latest report, wheat prices have recorded a significant rise as Asian importers assess the impact of the continuing conflict. The increase comes at a time when buyers are closely monitoring developments in the Black Sea and evaluating alternative sources of supply. Black Sea Disruptions Raise Supply Concerns The Russia-Ukraine war has repeatedly affected global agricultural commodity markets since the conflict began. While grain exports have continued through various arrangements and alternative routes, attacks on infrastructure and renewed military activity have periodically created uncertainty for traders. The latest escalation is adding another layer of risk. Damage or threats to ports, storage facilities and transportation infrastructure can disrupt the movement of wheat from exporting regions to international markets. For Asian buyers, the impact can be particularly important because several countries rely significantly on imported wheat to meet domestic requirements. Any reduction in available Black Sea supplies can force importers to compete for cargoes from other producing regions. Asian Importers Face Higher Costs Rising international wheat prices can have a wider impact on Asian economies. Importers may need to pay more for grain, while higher freight, insurance and logistics costs can further increase the landed cost of wheat. The effect can eventually extend to flour mills, food manufacturers and consumers. Wheat is a major raw material for products such as bread, noodles, biscuits and other processed foods. Sustained increases in wheat procurement costs could therefore add pressure to food manufacturers’ operating expenses. However, the final impact on consumer prices will depend on several factors, including domestic inventories, government policies, local wheat production, currency movements and the availability of alternative suppliers. Russia And Ukraine Remain Crucial Russia has emerged as one of the world’s leading wheat exporters, while Ukraine has historically been a major supplier of grains to international markets. Their geographic position gives them an important role in supplying countries across Europe, the Middle East, Africa and Asia. Consequently, developments in the Black Sea can influence global wheat prices even when domestic harvest conditions in other producing countries remain stable. For Asian importers, prolonged disruption could lead to greater diversification of supply sources. Buyers may increasingly look toward other major wheat-producing countries to reduce their exposure to geopolitical risks. Food Inflation Risks Remain The rise in wheat prices comes against the backdrop of continuing uncertainty in global commodity markets. If the conflict causes prolonged disruption to exports, higher wheat prices could contribute to broader food inflation in import-dependent economies. Governments and food agencies are likely to monitor international prices, domestic stocks and import requirements closely. Countries with adequate strategic reserves may be better positioned to absorb temporary supply disruptions, while markets heavily dependent on imports could remain more vulnerable. For now, traders and importers are closely watching developments in the Black Sea. Any further attacks on export infrastructure or restrictions on shipping could trigger additional volatility in global wheat markets. The latest price movement highlights how geopolitical conflicts can quickly translate into higher costs for essential commodities, with consequences extending well beyond the countries directly involved in the war. (Jagran) Wheat being loaded at a Black Sea grain export terminal amid supply concerns caused by the Russia-Ukraine conflict.
LPG Booking Rules Eased
Rural Wait Time Cut To 25 Days Key Highlights News Story The Central Government has eased domestic LPG cylinder booking rules, providing relief to consumers, particularly those living in rural areas. Under the revised system, rural households will now be able to book a second LPG refill after 25 days, compared with the earlier mandatory waiting period of 45 days. With the latest change, domestic LPG consumers in both urban and rural areas will follow the same 25-day interval for booking a refill. The decision is expected to benefit families that depend heavily on LPG for cooking and have limited access to alternative cooking fuels. The government’s move comes amid an improvement in the domestic LPG supply situation and a significant reduction in refill backlogs. Union Minister Suresh Gopi shared the development on social media, stating that the restrictions had been relaxed in view of the improved supply position. The earlier rules had created a significant difference between consumers in rural and urban areas. While customers in cities were generally allowed to book another refill after 25 days, rural consumers had to wait for 45 days before placing another booking. The longer waiting period had caused difficulties for households with relatively high LPG consumption, particularly those without reliable alternatives such as piped natural gas or other cooking fuels. The latest relaxation effectively removes this disparity by establishing a common 25-day booking interval nationwide. For rural households, the reduction from 45 days to 25 days means they can access their next refill 20 days earlier than under the previous rule. Why Were LPG Rules Changed? The LPG booking restrictions were introduced amid concerns over supply availability and refill demand. Supply pressures were exacerbated by geopolitical tensions in the Middle East, which affected concerns around energy availability and fuel markets. During the period of heightened uncertainty, consumers faced concerns related to LPG availability and pricing. The government also introduced measures aimed at managing domestic demand and encouraging alternative sources of energy, including piped natural gas. However, with LPG supplies improving and refill backlogs declining, the government has now decided to provide greater flexibility to domestic consumers. What The New Rule Means Under the revised arrangement, both urban and rural domestic LPG customers can book their next refill once 25 days have passed since their previous refill. For rural consumers, this represents a substantial relaxation from the earlier 45-day waiting requirement. Households that use LPG more frequently will therefore have greater flexibility in managing their cooking-fuel requirements. The move is particularly significant for rural families where LPG remains the primary modern cooking fuel but alternative energy options may not always be readily available. The government’s decision also indicates that the immediate pressure on LPG distribution has eased sufficiently to allow the booking restriction to be relaxed. For consumers, the key change is straightforward: the previous 45-day rural waiting period has been reduced to 25 days, bringing rural LPG booking rules in line with those applicable in urban areas.
ASUS Partners With Rajiv Talreja
MSME mentor to drive growth ASUS India has partnered with MSME expert and QUANTUM LEAP founder Rajiv Talreja as its mentor for the MSME segment, strengthening the company’s “Built for Worry-Free Business” proposition for its ASUS Expert Series PCs. The long-term collaboration aims to help Indian MSME leaders better understand the role of business-grade computing in improving productivity, security, operational efficiency and sustainable business growth. ASUS Focuses on MSME Technology Needs ASUS said the partnership is based on a shared vision of helping India’s MSME community build globally competitive capabilities. The company believes that as MSMEs continue to expand, business owners need technology designed specifically for professional and enterprise workloads rather than relying primarily on consumer-focused laptops. Rajiv Talreja brings extensive experience working with business owners through QUANTUM LEAP and the Voice of MSMEs ecosystem. Through his training and coaching initiatives, he has worked with more than 1.2 million business owners, giving him insight into the operational and technology challenges faced by MSMEs. Addressing the Business PC Gap ASUS said it identified a gap in the market where small businesses and professionals often needed business-grade computing solutions but lacked awareness of the category. Many MSMEs continue to purchase conventional laptops through regular retail channels, despite requiring features such as durability, performance, upgradeability, battery life, security and reliable after-sales support. The ASUS Expert Series was developed to address these requirements, offering business-focused computing solutions intended to reduce downtime and total cost of ownership while providing a more streamlined technology experience. Partnership Built on Real Testing The collaboration between ASUS and Talreja developed over more than a year before being formally established. According to ASUS, Talreja and the QUANTUM LEAP team tested ASUS Expert Series machines internally before finalising the partnership. The team also conducted an independent survey among its MSME community, which identified a similar awareness gap around business-grade PCs. The partnership is intended to go beyond conventional marketing. Talreja will provide ongoing feedback from the MSME ecosystem, helping ASUS better understand changing business requirements and refine its products and value proposition. ASUS Highlights Long-Term Vision Dinesh Sharma, Vice President of ASUS Commercial PC Business, said the company and Talreja share a vision of helping Indian MSMEs develop globally competitive capabilities. Sharma said PCs are an important driver of business success and will become even more significant as artificial intelligence becomes increasingly integrated into business operations. He added that ASUS wants to educate MSMEs about the benefits of Expert Series PCs, which are designed around secure, high-performance and durable computing requirements. The company also intends to use insights from Talreja and the wider MSME ecosystem as a continuous feedback mechanism for future innovation. Rajiv Talreja Stresses Technology Investment Talreja said he had previously declined several brand partnerships because of the trust developed with business owners over two decades. According to Talreja, ASUS approached the partnership differently by focusing on whether he could communicate what MSMEs actually need rather than simply promoting its products. He said discussions continued for more than a year, during which his team surveyed its community and tested ASUS Expert Series machines before agreeing to the collaboration. Talreja said his role will be to ensure that MSME owners’ requirements reach the people developing their technology and to encourage businesses to view technology as an investment rather than simply an expense. Expert Series Targets Business Priorities ASUS Expert Series PCs are positioned around the requirements of small and medium-sized businesses, including workforce productivity, security, performance and durability. The company says the range combines enterprise-grade security, remote manageability and durability with hardware and lifecycle solutions designed to simplify IT operations. By reducing downtime and making technology management easier, ASUS aims to help MSME founders spend less time dealing with everyday IT problems and more time focusing on business expansion. MSMEs Become Strategic Technology Market The partnership comes as Indian MSMEs increasingly adopt digital tools, cloud services, AI applications and other technology-driven business solutions. For ASUS, the collaboration represents an effort to strengthen awareness of dedicated business PCs within this growing segment. For Talreja, the initiative provides a platform to communicate MSME technology requirements directly to a major PC manufacturer. The two sides expect the long-term collaboration to help bridge the gap between what MSMEs need from technology and the solutions available to them, while supporting the broader digital transformation of India’s small and medium-sized businesses.
Samsung’s India Journey Turns 30
India evolves into innovation hub Samsung is marking 30 years of operations in India with a renewed focus on the country as a global centre for technology development, research, engineering and innovation. JB Park, President and CEO of Samsung South West Asia, said India has evolved from being primarily a market for global technologies into a country that increasingly helps Samsung imagine, develop and deliver technology for consumers worldwide. Samsung entered India in 1995. Over the past three decades, the company has expanded its manufacturing presence, strengthened research and development capabilities and invested in talent, education and innovation programmes. Park said the company’s relationship with India has developed beyond selling products, with the country now playing a more significant role in Samsung’s global innovation ecosystem. “Today, we don’t look at India just as a market of 1.4 billion people. We see India as a place where the future of technology is being imagined, developed and led,” Park said. From market to innovation base India’s large consumer base, diverse requirements and rapidly expanding digital economy have made the country an important environment for developing technology solutions. Samsung’s research and development teams in Bengaluru and Noida work with the company’s global R&D network. Their work covers technologies and consumer experiences designed not only for Indian users but also for international markets. According to Park, the complexity and diversity of the Indian market encourage engineers to develop products that are intuitive, inclusive and relevant to consumers with different needs. The company believes that solutions developed to address India-specific challenges can eventually have applications in other markets as well. Artificial intelligence is becoming an increasingly important area of this innovation strategy. Samsung’s engineers in India are working with global teams on next-generation AI experiences aimed at addressing practical consumer requirements. Park said AI will have meaningful impact when it is designed around real-world problems and the needs of consumers. AI reshapes consumer technology The rapid adoption of AI is changing the way technology companies approach product development. For Samsung, India provides an environment where engineers can work on AI-driven experiences for a highly diverse and digitally connected consumer population. The company sees potential in developing technology that can simplify everyday tasks while making digital experiences more accessible. India’s growing smartphone penetration, expanding digital infrastructure and increasingly technology-oriented consumers are also creating opportunities for companies to experiment with new products and services. Samsung’s focus on AI therefore extends beyond hardware to the broader experience of how consumers interact with technology. Building India’s future talent Samsung’s investment in India also extends beyond manufacturing and research facilities. The company has been working on initiatives aimed at developing technology skills among young people and encouraging innovation. Samsung Innovation Campus is focused on providing young people with future-oriented skills, including areas such as artificial intelligence and coding. Another initiative, Solve for Tomorrow, provides young innovators with mentorship, resources and opportunities to develop solutions for real-world challenges. Now in its fifth year in India, Solve for Tomorrow is increasingly being positioned as more than a competition. Samsung sees the programme as an innovation pipeline through which young people can identify problems within their communities and explore technology-based solutions. Park said young innovators are increasingly using technology to address social and community challenges, describing this as an important part of the innovation India will need in the coming years. Manufacturing remains key pillar Samsung’s three-decade presence in India has also been supported by the development of a substantial manufacturing ecosystem. The company has expanded its production capabilities in the country as India has become an increasingly important electronics manufacturing base. The broader growth of India’s electronics sector has also encouraged global technology companies to increase local manufacturing, supply-chain capabilities and engineering investments. For Samsung, manufacturing, research and development and talent development are increasingly interconnected parts of its India strategy. India’s role grows globally Samsung’s latest comments indicate that the company increasingly views India not simply as one of its largest consumer markets but as an important contributor to its global technology pipeline. The country’s engineering talent, expanding digital economy and large-scale consumer market provide Samsung with an environment to test, develop and refine new technologies. The company expects this role to become more important as artificial intelligence, connected devices and digital services reshape consumer technology. Park said Samsung’s future ambition is to help India contribute to innovations that can improve lives beyond the country’s borders. As the company marks its 30th anniversary in India, it is also looking at its long-term legacy in terms of the manufacturing ecosystem, research capabilities and talent it has helped develop. Park said Samsung’s most lasting contribution may ultimately be measured by the people and ideas it has helped nurture rather than only by the devices it has produced. Looking beyond the next decade Samsung’s India strategy is therefore increasingly centred on creating technology with India rather than simply bringing technology to the country. With AI becoming a major force in consumer electronics and digital services, the company is expected to place greater emphasis on engineering capabilities, skilled talent and locally relevant innovation. For India, Samsung’s expanded innovation role reflects the country’s broader transition from a large technology consumption market to a growing destination for global product development and engineering. The next phase of Samsung’s India journey could consequently be defined by how effectively the company combines its global technology capabilities with India’s talent, market scale and innovation potential.
Magnum by Safari Appoints Saif Ali Khan as Brand Ambassador
Saif Ali Khan with luggage in a contemporary travel setting for Magnum by Safari brand campaign
