
Samsung's FY26 Q1 exports fall 20% as PLI benefits end; Apple, Dixon may be next
Remove Ads
Disability with Vietnam, China
Tired of too many ads?
Remove Ads
Tired of too many ads?
Remove Ads
New Delhi: Samsung's exports of smartphones slumped by almost a fifth year-on-year in the first quarter of FY26, likely because the South Korean major is no longer eligible for benefits under the smartphone production-linked incentive (PLI) scheme since April.According to industry executives, without the PLI incentives, Samsung may have lost export competitiveness and thus recalibrated its export plans. And the same could happen to Apple and Dixon Technologies - two other major beneficiaries of the scheme - after March 2026."The combined effect of all three - who have been the flagbearers of the PLI scheme and local manufacturing and exports - has the potential to derail India's bid to become a smartphone manufacturing hub for global markets," an industry executive said, asking not to be identified. Samsung exported smartphones worth about $950 million in the June quarter, according to industry data.This is down from $1.17 billion a year earlier and $1.2 billion in January-March.Without the smartphone PLI, India suffers a manufacturing cost differential, or disability, of 10% compared with Vietnam, and 15% with China, experts said.Even with PLI benefits of 4-6%, there was some disability, but still, brands and manufacturers were diversifying production and increasing exports from India considering the geopolitical situation, they said. Not being able to compete against the likes of China and Vietnam would be disastrous at a time all three countries are trying to get a favourable trade deal with the US, and more companies are examining a China+1 strategy amid continuing geopolitical tensions, experts said.The industry has been sounding out the government for an extension of the smartphone PLI scheme beyond FY26 to sustain the momentum of growing exports, which zoomed to $24.1 billion in FY25, from just $200 million in FY18.While the government does accept the competitive disadvantage without the scheme incentives, it is yet to take a call on an extension. 'The scheme tenure was fixed, and we have to see the legalities if it can be extended or not. But we do intend to support the industry,' an official told ET on condition of anonymity.India recently launched a ₹22,919-crore components incentive scheme to build on the success of the smartphone PLI scheme and increase local value addition.However, this latest initiative could suffer if manufacturers back off on further investments in local production owing to disabilities compared to competing geographies, experts said.During the PLI years, Samsung increased smartphone exports from India to $4.4 billion in FY25, from $1.2 billion in FY21.The company is seeking incentives under the scheme in the current fiscal in lieu of the second year, when it did not get them as it failed to meet the targets. People familiar with the matter said Samsung faced Covid-related issues in the second year of the scheme, that is, FY22.The electronics major's argument is that if other PLI applicants could get an extension owing to Covid restrictions, it, too, should be given a year more, industry executives said.A query sent to Samsung regarding drop in exports in the first quarter of FY26 remained unanswered at the time of going to press.Samsung was the only company to meet PLI targets and avail incentives for the first year of the scheme – FY21. It had selected FY21-FY25 for its five-year PLI as it was already present in the country and could utilise the existing brownfield operations. Apple and others had to build factories and, due to Covid restrictions, they failed to complete the operations on time and sought a year's extension under the force majeure clause. The government agreed and extended the scheme tenure to six years – till FY26 – with a condition that companies can seek incentives for any five consecutive years of their choice within the time band.Apple has been the flagbearer of smartphone exports, followed by Samsung and Dixon, which manufacturers devices for Google, Motorola and Xiaomi, among others.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
&w=3840&q=100)

Business Standard
3 hours ago
- Business Standard
US smartphone market sees slow growth as India-made phones surge: Canalys
In response to tariffs, Apple earlier this year sought to make most of its iPhones sold in the United States at factories in India Reuters The United States smartphone market grew just 1 per cent in the second quarter as vendors front-loaded device inventories amid tariff concerns, while supply chain negotiations between China and the United States boosted shipments of Indian-made phones, research firm Canalys said on Monday. The imposition of US tariffs has prompted smartphone makers to reorganize their supply chains to avoid higher import costs and protect their margins. China, a major hub for electronics manufacturing, has been targeted by significant tariffs, pushing hardware makers to explore other Asian countries to maintain low production costs. In response to tariffs, Apple earlier this year sought to make most of its iPhones sold in the United States at factories in India. However, the move drew criticism from US President Donald Trump, who threatened additional tariffs on the Cupertino-based company if it did not produce domestically. "India became the leading manufacturing hub for smartphones sold in the US for the very first time in Q2 2025, largely driven by Apple's accelerated supply chain shift to India amid an uncertain trade landscape between the US and China," said Sanyam Chaurasia, Principal Analyst at Canalys. "The market only grew 1 per cent despite vendors front-loading inventory, indicating tepid demand in an increasingly pressured economic environment and a widening gap between sell-in and sell-through," said Runar Bjorhovde, Senior Analyst at Canalys. The share of US smartphone shipments assembled in China fell from 61 per cent in the second quarter of 2024 to 25 per cent in the second quarter of 2025. India picked up most of the decline, with Indian-made smartphone volume growing 240 per cent year-on-year. iPhone shipments declined by 11 per cent while Samsung shipments grew 38 per cent in the second quarter. (Only the headline and picture of this report may have been reworked by the Business Standard staff; the rest of the content is auto-generated from a syndicated feed.)


Time of India
3 hours ago
- Time of India
Vidyut Sakhis net over 11-time jump in revenue for UP
Lucknow: If revenue generation was any measure of the success of any project, then the 'Vidyut Sakhi' programme of the UP govt may well qualify to be in the spotlight. Records show that the revenue collected in the form of electricity bills by 'Vidyut Sakhis' registered more than an 11-time jump from just Rs 87 crore in 2021-22 to Rs 1,045 crore in 2024-25. Tired of too many ads? go ad free now In the first quarter of 2025-26, electricity bill collection under the ambitious programme has already reached a mark of Rs 256 crore. It is expected to soar well beyond the 2024-25 collection. Initiated during the Covid pandemic, the programme of the rural development department was projected as a key initiative to provide employment to women in rural areas. It was conceptualised at a time when rural economies were severely stressed due to reverse migration and job losses. By engaging women from rural self-help groups (SHGs) in bill collection duties, the govt not only aimed to fill a critical service delivery gap in electricity revenue realisation but also created a new income stream for women with limited access to formal employment. UP state rural livelihood mission (UPSRLM) data show that the programme consistently amplified its ambit across rural areas with revenue generation rising from Rs 87 crore in 2021-22 to Rs 262 crore in 2022-23, to Rs 466 crore in 2023-24, and eventually Rs 1,045 crore in 2024-25. In all, around 15,000 active vidyut sakhis have managed to collect revenue of over Rs 2,000 crore for the state govt to date. Close to 30,000 women are registered with the UPSRLM under the programme. Officials said that the UPSRLM trained another batch of around 14,000 women for deployment as Vidyut Sakhis. In the financial year 2024-25, the Vidyut Sakhis received about Rs 13.4 crore as commission. Moreover, they collected electricity bills worth Rs 303 crore under the OTS scheme. Tired of too many ads? go ad free now In return, they got a commission of Rs 3.5 crore. As many as 438 Vidyut Sakhis succeeded in becoming 'Lakhpati Didi', an initiative aimed at empowering women in SHGs to achieve an annual household income of Rs 1,00,000 or more. Experts said that it was not just about the financial aspect but also about enabling sustainable livelihoods and a better standard of living for these women. The initiative encourages women to adopt various income-generating activities and provides them with the necessary support and resources. The over 11 times increase in revenue recovery, experts said, illustrated two takeaways: scalability and efficiency of the model, and trust and reach of Vidyut Sakhis within their communities.


New Indian Express
4 hours ago
- New Indian Express
'Flimsy or poorly thought-out applications of AI can lead to unnecessary job losses'
Suresh Narayanan, Chairman and Managing Director of Nestlé India, is set to retire on July 31, bringing to a close nearly a decade at the helm of the company. Mr Narayanan spoke to TNIE about his remarkable journey, the key challenges and milestones during his tenure, and his vision for the future of Nestlé India over the next decade. Excerpt: Over this 10-year journey at the helm, what were the top three challenges you faced? I came in during a storm — the MAGGI controversy, which was a major challenge. Then came COVID, which disrupted supply chains and raised serious concerns around employee safety. The third was the recent sugar controversy. Tell us how you managed to regain consumer confidence after the MAGGI and the sugar controversy. MAGGI is a deeply loved brand. The allegations of high lead content were shocking and struck at the heart of food quality and safety. I reached out to regulators, authorities, and the media to explain our stance and reassure the public about our commitment to safety. We went to the Bombay High Court, which allowed us to retest and relaunch. The brand went from being a market leader to completely off shelves and then back to leadership in record time. The sugar controversy stemmed from allegations by a Swiss NGO, which claimed we had different standards for developing and developed markets. We clarified that this was not true — products with added or no refined sugar are sold globally, and all our products meet and exceed FSSAI standards. The allegation did momentarily hurt the brand, but we had already been working on no-refined-sugar products. How do you deal with the rise of influencers criticising packaged foods? There are two phenomena – innocence of ignorance and fake news. Not everyone is a nutrition expert, and that's understandable. But fake news is deliberate and dangerous. There's a lot of half-understanding of nutrition, and this can seriously harm the industry if left unchecked. It's not just religion or politics that suffer from fake news—nutrition is probably a close third in terms of online misinformation. The solution to ignorance is to accentuate the truth. Vilifying or going after influencers doesn't help. Have these events prompted a rethink of your product portfolio? We continuously work on improving the nutritional profile of our products. Over the past 5–6 years, we have significantly reduced salt, sugar, and fats across the portfolio. The challenge is balancing taste and nutrition — nobody wants a healthy but tasteless product. Looking back, what are the biggest achievements under your leadership? In terms of financial performance, in 10 years, turnover grew 2.5x, net profit 6x, market cap 4x, and shareholder count 7x. RoE rose from 19% to 89%. We've also split shares and declared a 1:1 bonus issue. Diversity and inclusion is another area I am proud of. When I joined, only 10% of leadership were women. Today, it's 20%. A quarter of our frontline sales force is female. A third significant achievement is in sustainability. Our coffee and spices are sustainably sourced, and we pay extra to farmers who adopt sustainable practices. We have cut water usage by 50% and achieved plastic neutrality. What is your view on AI's impact on jobs in the FMCG sector? Technology should be a tool to enhance progress and prosperity—not the other way around. We are selective in our use of AI and are developing use cases across planning, logistics, automation, and manufacturing excellence. These use cases will be gradually deployed where there's a direct impact on business growth, productivity, or cost. We're not taking a random approach to automation. Instead, we follow a roadmap—especially for forecasting and supply chain models. Do you think there is a need to regulate the adoption of AI? I believe regulation should be based on the use case. Flimsy or poorly thought-out applications of AI can lead to unnecessary job losses. We need clear protocols to prevent such outcomes. How do you think the threat of Trump tariffs would play out for the Indian economy and the FMCG sector? India's strength lies in domestic consumption, which makes up two-thirds of our GDP. With inflation easing, infrastructure expanding, and tax reliefs announced, consumption is reviving. India remains one of the most economically robust geographies, especially given global volatility. With 1.4 billion consumers, there's really no parallel. Recently, you added pet food. What more can we expect from Nestlé's portfolio? Our four core categories—prepared dishes, confectionery, dairy & nutrition, and chocolate—still have strong growth potential. We have added Pet Care to our basket. With 25-30 million pets in India, growing at 10% annually, and only 5% using complementary feeding, the potential is immense. The premium coffee segment with Nespresso is growing rapidly, and Nestlé Health Science is another new addition. Our JV with Dr. Reddy's focuses on health and wellness products. These are strong pillars and seeds for future growth. Will Nestlé ever venture into the cola business? No. Nestlé focuses on nutrition-based, differentiated products that leverage science and technology. You won't see us in the atta-chawal business, nor in cola. Any regrets? One of my regrets is that we haven't made any acquisitions during my tenure. We did enter into a joint venture with Dr. Reddy's, but no outright acquisitions. That said, if there's a good fit in terms of business, culture, and commercial alignment with Nestlé, the company would certainly be interested. While I've developed a strong local team and nurtured local talent, I wish I had given more of them leadership opportunities. There's always that feeling—I could have done more to leverage local leadership.