IIM-T wraps up placement, but not everyone lands a job
However, some PGPM students claim they're still awaiting placements."About 30–33 of us haven't received offers yet," said a PGPM student. "Most of us have taken loans of ₹20–30 lakh to study here. It's stressful not to be placed." Another graduate added, "We understand the market is competitive, but studying at a premier institute should offer some assurance of a job." He noted that the institute continues to support them informally, even after the official placement period ended.According to institute data, 355 students graduated from the PGPM programme, 53 from PGPM-HR, and 46 from PGPBM. Responding to the concerns, college officials said only a few students remained unplaced—mainly those who opted out voluntarily or were over-qualified due to prior work experience.Officials highlighted a 53% increase in the highest summer internship stipend in the MPHL (Manufacturing, Pharma, Hospitality, and Logistics) sector, reaching ₹3.5 lakh for PGPM and ₹2 lakh for PGPM-HR. They also reported a 150% rise in MPHL sector engagement during final placements and a 23% increase in pre-placement offers (PPOs).The highest cost-to-company (CTC) package offered this season was ₹43.94 lakh for PGPM and ₹33.12 lakh for PGPM-HR, with average CTCs at ₹19.27 lakh and ₹17.84 lakh respectively."This placement season highlighted our students' resilience and performance," said institute director Dr Pawan Kumar Singh. "Their success reflects the rigorous training they've undergone."A PGPM finance graduate now working as a Program Associate at Wells Fargo in Hyderabad said the experience was rewarding. "My salary is above the average ₹19 lakh. The university and placement process prepared me well," he said.Top recruiters included Accenture, IBM, Maruti Suzuki, Godrej, McKinsey & Company, JP Morgan Chase & Co, and the Reserve Bank of India.Placement SnapshotJob offers in 2024: 329Job offers in 2025: 320Companies participated: 150+Highest Summer Stipend (2025):PGPM: ₹3.5 lakhPGPM-HR: ₹2 lakh
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Hans India
5 hours ago
- Hans India
The Third Eye: India's handling of Indo-US relations
With the US emerging as the sole superpower on the termination of the Cold War in 1991-consequent on the dismemberment of USSR, India was required to reset its geopolitical strategy keeping in view the three paradigm shifts that had occurred in the world scene. First, the US was driving the global trends in a unipolar order but for India, a rising power itself, Indo-US relations reflected a natural friendship between the two largest and well-tested democracies in a world that faced dictatorial regimes like China's. Secondly, it was reasonable for India to work on the presumption that in the post-Cold War era the world would move towards multi-polarity because the nations did not have to be under the spell any more, of the militarily tense ideological divide between Communism with State controls and Capitalism backed by Free Market. The Non Aligned Movement that India led was therefore reshaped into a strategy of developing bilateral relationships with all countries-big or small- on the basis of mutually beneficial security and economic interests. Finally, India found itself moving towards a leadership role in the South that basically wanted peace for economic growth. Strategic analysts have to rise above the details of policies a transient America under Donald Trump was pursuing or the direction European Union was consequently adopting in the present and see what was new in the geopolitical environment that India could strategise for- without getting trapped into the legacies of the past. India has a realistic assessment of where it stands in the scale of global economy and military power. India is aware that China was pursuing the economic route to becoming the second superpower, having drawn lessons from the demise of the Soviet Union, and that it was now the leader of the China-Russia combine. There were enough indications of a return to Cold War on the horizon between the China-led axis and the US but it is also a fact that China was still having to buy time for reaching a position where it could measure upto a situation of military confrontation with America. For India, 'strategic autonomy' is not a slogan but a way of remaining non-aligned in military conflicts of global implications, such as the Ukraine-Russia 'war' and the Israel-Iran conflagration, with the objective of serving the cause of world peace. India's pursuit of multi-polarity is not a strategic liability but a meaningful way of handling international relations in the present geopolitical flux. India is sending a clear message to China from the platforms of Quad, I2U2 and G20 about where will India's support lie in a future US-China conflict. Inspite of the erratic pronouncements of President Trump, he is consistent in denouncing Islamic Terrorism and identifying China as the main adversary of the US. Trump withdrew from the WHO on a specific grouse that the UN agency was China dominant. This provides enough common ground for building Indo-US strategic partnership notwithstanding the irritation Trump has caused to Indians by his one- sided pronouncements on trade and comments on the state of Indian economy. What should bother India's policy makers, however, is that President Trump was apparently not fully alive to the security threat posed by Sino-Pak strategic alliance to the world peace in general and to India in particular. Trump has tried to cultivate Pakistan, whose military leadership has been traditionally close to the Pentagon any way, for gathering support for his own personal ambition of securing the Nobel Peace Prize for resolving 'armed conflicts' in the world. Israel has backed the proposition, which is not a surprise. The US President has somehow ignored the proven fact of Pakistan sheltering Islamic radical forces that always looked upon the US as their 'first enemy'. He had also not taken enough notice of the Chinese military hardware and technological support extended to Pakistan in the recent spell of Indo-Pak war-like confrontation that followed the Pakistan-directed gruesome terrorist attack at Pahalgam. India can deal with the inconsistent and transactional responses of Trump without compromising its own national interests, in the belief that the friendship between India and US as leaders of the democratic world, would survive this Presidency. Trump is driven by the call of 'America First' in his push for consolidating US economy and his interest in Pakistan was primarily for striking a favourable economic deal with that country. India has responded with reason on the issues of both illegal migration as well as trade and tariff pitched by President Trump on top of his agenda. India's strategy has to rest on the valid presumption that US needed India as much as India would need the US. This will help this country to stand firm on points of reciprocity affecting Indo-US relations. India can afford to have a strategy of patience and looking out -not one of alignment. Not aligning with any existing or emerging superpower is a form of power by itself. For US India may not be an ally but it is certainly an autonomous partner who had to be given due regards by Trump. This fits in better with India's profile as a major power whose word mattered in global issues of war and peace. Also, Trump Presidency was reconsidering the terms of its security guarantees in Europe making it clear that US might be the world's preeminent power but it no longer 'drove a unipolar order'. Many countries in Africa, Asia and Latin America are coming on their own and it is strategically appropriate for India to have the image of an anchor of the South in today's geopolitics. India has to take deep cognisance of an Indo-Pacific that was witnessing a greater contest at present, a more violent Middle East and the growing influence of China in India's neighbourhood. On balance, India has to lean towards a democratic US against a dictatorial China that was already betraying hostility towards this country. There was no need for India to rush to the American camp, however, and the policy of remaining an independent-minded observer of the world scene, ready to join in the cause of peace and human welfare, was in line with our strategic culture. Non-alignment for India has now changed to bilateral friendships with all-this has enabled India to respond to the trouble spots of the world with a call for peace and negotiations. To sum up, Indo-US relations have to rest on a mutual acknowledgement by the two countries of the special importance of their friendship that gave a universal message about democracy standing against dictatorships, expansionism and recourse to terrorism for achieving political aims. India has rightly stepped up its engagement with the Quad to reaffirm the importance of 'rules-based order in the Indo-Pacific region'. Somewhere, it checks the outreach of China to the Indian Ocean and thus strengthens India's maritime security. The Trump Administration is committed to combating Chinese advances and looking upon Quad as a centrepiece of its policy in the Indo-Pacific. India is thus as close to the US on this matter as any 'ally' would be. India has in the past also stood by the US in dealing with a common threat to their security. It may be recalled that following 9/11, India was among the first to join the US- led ' world coalition against global terror' even as a reluctant Pakistan needed to be coerced by President George Bush to come on board. The biggest threat to India's national security is the Sino-Pak axis directing its hostility against India. The military dimension of this strategic alliance came into play in the recent Indo-Pak conflict. India has the right to critically judge President Trump's approach to this country. If he does not see India's case against Pakistan on Pahalgam in contrast to India's support for America on US-China issues, India should give this matter a serious thought. Trump seemed to be giving allowance to Pakistan- a country known for instigating Islamic terrorism-for the narrow reason of trade and this gave India the right to balance its defence deals between US and Russia and seek tariff parity with the former. President Trump's suggestions of 'tariff pressure' being applied to countries trading with Russia on the ground that they indirectly helped Russia against Ukraine, were neither here nor there and could be handled by India through a mix of strategic firmness and diplomatic finesse. India has not hesitated to call Trump's move as unfortunate and unreasonable. President Putin needs to know that India considered its friendship with Russia as a vital part of its strategic autonomy. Meanwhile, India has adopted the strategy of promoting self- sufficiency in defence and economy which is the right thing to do in all circumstances - more so at a time when geopolitical divides and an economic flux seemed to be overtaking the world.
Mint
5 hours ago
- Mint
Hyperlocal Deliveries Fuel 300% Stock Rise for Shopee Owner Sea
In the battle royale of global e-commerce, the names are familiar and formidable: Amazon. TikTok Shop. Shein. Temu. But in Southeast Asia, home to 675 million people and a $160 billion online shopping market, the reigning monarch is an app the color of a traffic cone. It's called Shopee. And it's thriving. Owned by Singapore-based Sea Ltd., Shopee has pulled off one of the more improbable corporate comebacks in recent memory, sending its stock soaring more than 300% since the start of 2024. A key secret weapon is a little known logistics operation powered by an army of homemakers, students and retirees. And the help of some very large Ikea bags. That operation is SPX Express, a homegrown in-house delivery network that Sea spent years building in the shadows. While rivals like Inc. plastered ads across the city for Black Friday and TikTok Shop flooded feeds with flash sales, Shopee was busy rewiring the infrastructure of Southeast Asian commerce one community at a time. They're a familiar sight in Singapore. The retired 'uncle' in flip-flops, slinging parcels across a housing block in an ever-practical blue Ikea bag. Or an entrepreneurial homemaker busily sorting a makeshift Shopee kiosk beside the elevator. They're the human backbone of SPX Express, which now handles the majority of Shopee's several billion parcels annually. And Wall Street has noticed. Shopee's success has helped Sea inch toward a $100 billion market cap, on the heels of Singaporean banking giant DBS, the region's most valuable company. The stock, listed on the New York Stock Exchange, has soared 324% since hitting a low in January last year. Of the 41 analysts tracked by Bloomberg who rate Sea, 33 of them have a 'buy' recommendation on the stock. 'Sea's significant recovery was largely driven by growth in its e-commerce business, which was executed really well during the post-Covid period,' said Hussaini Saifee, an equity research analyst at Maybank Securities Pte., who rates the stock a 'buy.' In 2021, Shopee was facing a conundrum: demand was exploding — especially during the Covid pandemic — but its delivery pipeline was buckling under the pressure. Until then, Shopee had relied mostly on third-party carriers like J&T Global Express Ltd. and Singapore Post to navigate the logistical complexity of Southeast Asia: thousands of islands, alleys too narrow for vans, dirt roads more familiar to scooters than trucks. That changed almost overnight. As online orders more than doubled in 2021, Sea bet big on building its own logistics arm. During a 2022 Sea earnings call, Chief Executive Officer Forrest Li pledged to build up its logistics business, spending nearly $1 billion that year alone. Lowering the cost of delivering parcels will be 'key to long-term growth,' he said. It was a big risk during a difficult period. Sea had just lost almost 90% of its value from its 2021 peak. Investors were disillusioned about its money-making potential in a global tech rout, scrutinizing Sea's growth prospects after shoppers emerging from pandemic lockdowns started cutting back on online purchases. The gaming and e-commerce giant had cut about 7,000 jobs to try assuage some of these concerns. It also shuttered its e-commerce operations in some European and Latin American markets and said it would reduce expenses to cope. Read: Sea's Path to Profit Paved With Layoffs, Single-Ply Toilet Paper CEO Li brought in Hoirul Hafiidz Bin Maksom, a bespectacled 43-year-old former hospital operator, experienced in coordinating large local teams in a high stakes, time-sensitive, customer-centric environment. Over the span of two years, as Hoirul obsessed over shortening delivery timings and ways to bring down costs, Sea built up a network of delivery drivers, warehouses and thousands of collection points. The market share of its logistics operations in Southeast Asia, which was essentially non-existent in 2022, grew to about 25% in 2024, according to research firm Momentum Works. 'Covid was a great accelerator for us,' said Hoirul. 'There was definitely a gap in the services available for last-mile logistics, just because e-commerce was just growing too fast during Covid. So we had to do our part and solve this problem.' Today, SPX Express is a finely tuned operation. At midnight, sorting centers buzz to life. Parcels are unpacked, scanned, and routed via conveyor belts into color-coded plastic bags — blue, orange, green and purple — each representing a different part of the island. One such sorting facility can processes up to 400,000 parcels a day. With SPX Express, 90% of its parcels are delivered the next day in Singapore. In the rest of Asia, almost half of SPX Express orders were delivered within two days. But what's truly characteristic to Shopee begins after the parcels leave the warehouse. SPX Express' edge is in its intimacy. It's the fact that your parcel might be delivered by your retired neighbor, or the kid next door looking to earn pocket money. People like John, a 64-year-old who's been delivering in his neighborhood for four years, going up and down apartments in a quarter-mile radius to hand over hundreds of parcels every day. He does it for the money, sure — a little extra cash is always nice. But he also likes the community. 'I've made so many friends, I get to chat with elderly neighbors who welcome me into their home and witness milestones of so many families,' John said. Shopee scaled this model. Hoirul's lightbulb moment came while walking through his public housing estate last year. He noticed that neighbors were already informally receiving parcels on behalf of others. Why not pay them? This would be easy to set up, the parcels would be safe and SPX Express would be able to leverage the existing public housing infrastructure of Singapore, where more than 80% of the population lives. So Shopee started doing just that — setting up collection points in the very homes of the people who live in the buildings they deliver to. Shopee now has more than 3,500 of these sites, which also include shops and lockers, across Singapore. Some look like tidy mini post offices. Others are literally living rooms stacked with brown packages and a folding table. Pearlyn Tan and her husband, a delivery driver, run one out of their flat. She handles up to 80 parcels a day. At 30 Singapore cents per package , they earn enough to cover a few days of groceries each week. Then there's Diyana Scott, a TikTok influencer and mother of five, who turned to Shopee after losing her job earlier this year. Her whole family helps. Her kids rotate shifts and greet neighbors collecting their orders. 'I made new friendships with many mothers in the neighborhood,' Scott said. 'I love it.' 'Shopee's vibrant orange is plastered over thousands of touchpoints all across Southeast Asia — delivery trucks, parcel lockers and sometimes even on the back of motorbikes,' said Jianggan Li, founder of Singapore-based research firm Momentum Works. 'This level of visibility, coupled with the human touch, helps Shopee reinforce their presence in the fabric of life of locals; especially across Southeast Asia's diverse landscape and hard-to-reach places in the region.' By the fall of 2024, Sea's logistics arm was delivering a majority of its own packages. It also briefly surpassed J&T Express, according to Momentum Works. SPX is also partnering with other companies like Shopify to expand its logistics services. Ahead of Sea's second quarter earnings on Aug. 12, the company is forecast to post a record $5 billion in revenue, according to Bloomberg estimates. Its e-commerce arm is projected to account for 72% of sales, with value-added services including logistics estimated to contribute $799 million, up 14% from a year ago. Shopee's market share has jumped to 56% of $120 billion in gross merchandise value last year, according to Momentum Works based on the top four Southeast Asian e-commerce platforms. TikTok Shop and Lazada claimed 19% and 15%, respectively. But SPX Express isn't friction-free. Residents complain that they are using shared public spaces to sort parcels and local councils in Singapore often make them shift from one block to another. And the gig-like pay structure, with typical payouts of S$0.50 per parcel, mean workers often hustle longer hours to keep up with rising volumes. Also, while SPX may have briefly overtaken J&T Express in parcel volume, margins remain tight and SPX has yet to prove that it can win outside of Shopee's terrain as it looks to offer its logistics services to more companies. Meanwhile, TikTok Shop remains a formidable force with its tight partnership with J&T Express and deep-pocketed investment in the region. 'TikTok Shop's emergence was a concern for Shopee because they have the capital backing from ByteDance to take market share,' said Maybank's Saifee. 'Shopee's retention of its market share is linked to SPX Express, as well as increasing the assortment on their platform and bringing down prices by working together with sellers.' But it's clear that Shopee has become part of the social fabric in Southeast Asia. In Indonesia, SPX collection points operate out of warungs — small family shops that double as pickup depots. In Taiwan, they've been installed in convenience stores and shops filled with Shopee lockers. In Brazil, where Shopee has also expanded, the network is growing too. John, the retiree, has witnessed first hand how fast Shopee has expanded and isn't worried about the competition. The number of packages he delivers has tripled in four years. He knows his neighbors' unit numbers by heart and sometimes slips the package behind their shoe rack if they're not home. 'I just take things in my stride,' said John, hurrying off with two Ikea bags full of parcels. This article was generated from an automated news agency feed without modifications to text.
The Hindu
9 hours ago
- The Hindu
How hospitality curriculum should be reshaped to include practical insights
Post-COVID 19, the hospitality industry has faced significant setbacks, leading to a critical talent shortage and low enrollments in hospitality institutes. While traditional hospitality education emphasised operational efficiency, guest satisfaction, and culinary expertise, there is a pressing need to rethink how we train the next generation of professionals. To address current challenges in the industry, it is essential to reintroduce industry-relevant and timely subjects and invite heads of departments and subject matter experts as guest lecturers to share critical and non-negotiable aspects, which will allow students to connect their curriculum to the actual industry. Here are a few other crucial aspects that hospitality institutes must pay attention to. Mastering communication: Hospitality is a PEOPLE business. We deal with people all the time; whether they are guests, the travel intermediaries or our own staff. Students need to understand and embrace the multiple facets of communication such as proper vocabulary, tonality, and body language and have a nuanced understanding of articulation, modulation and emphatic speech capability. Consumer psychology: Guests have expectations and behave differently. Students need to understand guest behaviour and expectations. This is where industry experts are important as they will offer realistic and relevant information. Students must learn to anticipate, empathise and deliver. Given the diverse nature of generations that the industry caters to, this is extremely important. Brand storytelling: A hotel is more than just a building. It is a brand with a story. To help students clearly communicate the ethos and brand identity, institutes must explain the marketplace reality and industry expectations and offer familiarisation programmes with various brands. This will also help students understand where they fit and make it easier for hotels to hire those who resonate with their expectations. Beyond core operations: While the core of hospitality is to offer a good night's sleep in a safe environment and great culinary experience, there are other important areas such as sales and marketing, revenue management, and human capital management. Most institutes offer industrial training in the four core operational departments but an understanding of other allied areas of operation will help students get an overall perspective of the industry as a whole. Sustainable and ethical luxury: This industry is one of the largest consumers of resources such as water, food, electricity, diesel and gas. Sustainability and ethical hospitality is now a key performance matrix and integrating this aspect into the core curriculum will prepare students to innovate and reduce environmental impact. Culinary legacy: Rigorous academic training must be paired with field trips to heritage culinary hubs or hotels during unique food promotions to get insights into niche offerings and learn from master chefs. With new generation areas such as molecular gastronomy, veganism, plant-based proteins and so on coming up, the new generation of chefs have to understand and deliver on demand to a clientele that is willing to pay for and indulge in new experiences. The future of the hospitality industry rests on how effectively we prepare the next generation of hoteliers. Let's bring industry leaders into classrooms, enrich curriculums with practical insights, and equip students with the skills, values, and vision required to lead with confidence and compassion. It is time to reshape hospitality education to reflect the dynamic needs of the real world. The writer is the General Manager, Novotel Hyderabad Airport.
