Latest news with #Chawla
Time of India
3 days ago
- Business
- Time of India
Buyers put their money on rock as gold prices peak
New Delhi: India's largest jewellery chain Tanishq's CEO Ajoy Chawla said solitaires in smaller stone sizes are seeing a 'whopping' increase in customer demand. At an overall level, studded jewellery buyers are outpacing those choosing gold. "Not now, but the last two quarters, and it carries on into this month (May). April has also been that way," Chawla said during an earnings call of parent Titan Company on May 8. He later told ET that penetration of diamond jewellery among Indian customers is currently in single digits, or at best, 10-11%. The total size of the Indian jewellery industry is about ₹5.5-₹6.4 lakh crore while the diamond industry is at ₹70,000-₹75,000 crore, Chawla said. "And, therefore, certainly we want higher growth. How much higher growth, we have not put a number to it. We have our goals. And there is an expectation that the diamond-studded jewellery market will grow at a faster rate," said Chawla. With gold prices scaling the ₹1 lakh mark, diamond-studded jewellery, particularly one carat solitaires, are being increasingly preferred in the ongoing wedding season that started in April and will run till June-end, with jewellers indicating a 20% jump in offtake compared to last summer wedding season. A carat of good-quality diamond is priced at ₹2.5-₹3.5 lakh, depending on the cut and clarity. "The purchasing power of Indians have increased, and they are now looking at diamonds for wedding purposes. India is witnessing a double-digit growth in diamond demand," said Amit Pratihari, managing director at De Beers India . Jewellery retail stores are also pushing diamond jewellery as they earn more incentives for diamond sales. Ramesh Kalyanaraman, executive director at Kalyan Jewellers , said the company's sales team has been incentivised to sell more studded jewellery. "When the gold price is high, conversion to studded jewellery becomes much easier," Kalyanaraman said. This month, overall prices of polished natural diamonds have remained stable, with a slight upward movement. "There's no sharp spike like we saw in April, but there's a tendency for prices to rise gradually," said Jignesh Mehta, managing director at Mumbai-based Divine Solitaires. "Consumers are showing continued interest in solitaires, and that's reflected in steady movement at the higher end. On the other hand, smaller goods and lower-quality diamonds are not performing as well. In fact, prices in those categories are quite flat or under pressure. So, it's clear-good quality diamonds, especially solitaires, are the ones holding value and showing upward momentum," Mehta said.
News18
3 days ago
- Entertainment
- News18
Surveen Chawla Recalls Facing Casting Couch Even After Marriage: 'He Tried To Kiss Me'
Last Updated: Actor Surveen Chawla has revealed disturbing details about the casting couch, including a shocking incident where a director attempted to kiss her after a meeting. Actor Surveen Chawla, known for her powerful performances and fierce honesty, has once again spoken out about the grim underbelly of the entertainment industry. In a recent interview with The Male Feminist, Chawla opened up about facing multiple instances of harassment, both before and after marriage—including a particularly unsettling encounter with a director who tried to kiss her after a professional meeting. 'I must have experienced the casting couch multiple times," Chawla said. 'I will tell you a tale about Mumbai's Veera Desai Road only. After the meeting at his office cabin, he came to see me off at the gate, and this was after I got married. And the strange thing was that we talked about this in the meeting also." Recalling the moment, she shared, 'He asked me how it was going and what my husband did, and it was just us speaking inside his cabin because he had a big office. So, when I came to the door to say bye, he leaned towards me trying to kiss, and I had to push him back. I was startled and asked him what he was doing, and I just walked off." But this wasn't a one-off incident. Chawla also opened up about another deeply disturbing episode that occurred in the South Indian film industry. The actor revealed, 'There was a director who couldn't speak Hindi or English, so he used a friend as an interpreter. Through this friend, he basically told me that I had to sleep with him during the shoot." These candid revelations echo her earlier remarks about being judged unfairly in the industry, particularly for her physical appearance. In a previous interview with RJ Siddharth Kannan, Chawla disclosed that she was body-shamed during auditions. 'They said I was too fat for South Indian films," she had said. 'Women in the industry are often judged unfairly and made to feel low about themselves because of how they look." Despite these dehumanizing experiences, Surveen Chawla has continued to carve out a strong career. Her recent performances in Criminal Justice Season 4 have been praised by audiences and critics alike. She is now gearing up for her return in Rana Naidu Season 2 on Netflix, where she stars opposite Rana Daggubati. First Published:
India Today
3 days ago
- Entertainment
- India Today
Actor Surveen Chawla breaks silence on facing casting couch after marriage
Actor Surveen Chawla has once again shed light on the harsh realities of the entertainment industry. She recounted her personal experiences with the casting couch and inappropriate behaviour during her career. In a recent conversation with The Male Feminist, Chawla recalled a few disturbing incidents, including one that occurred after her a particularly uncomfortable encounter at a director's office, Chawla said, "I must have experienced the casting couch multiple times. I will tell you a tale about Mumbai's Veera Desai Road only. After the meeting at his office cabin, he came to see me off at the gate, and this was after I got married. And the strange thing was that we talked about this in the meeting also. He asked me how it was going and what my husband did, and it was just us speaking inside his cabin because he had a big office. So, when I came to the door to say bye, he leaned towards me trying to kiss, and I had to push him back. I was startled and asked him what he was doing, and I just walked off."advertisementThe actor emphasised that this wasn't an isolated incident. She revealed another deeply troubling experience from the South Indian film industry, where a director, unable to speak Hindi or English, used a friend as an interpreter to convey his demand that she sleep with him during the shoot. Earlier, in an interview with RJ Siddharth Kannan, Surveen Chawla spoke about being body-shamed during auditions. She said women in the industry are often judged unfairly and made to feel low about themselves because of how they these hurdles, Chawla continues to shine in her career. She was recently seen in 'Criminal Justice Season 4' and is now gearing up for the much-anticipated 'Rana Naidu Season 2' on Netflix, where she stars alongside Rana Watch
Economic Times
5 days ago
- Business
- Economic Times
I-Sec maintains Buy on Gulf Oil Lubricants India, raises target price to Rs 1,715
ICICI Securities has maintained its buy call on Gulf Oil Lubricants India with a revised target price of Rs 1,715 (earlier Rs 1,630). The current market price of Gulf Oil Lubricants is Rs 1213.0. Gulf Oil Lubricants India, incorporated in 2008, is a Mid Cap company with a market cap of Rs 5981.12 crore) operating in Petrochemicals sector. ADVERTISEMENT Gulf Oil Lubricants India's key products/revenue Segments include Lubricating Oils, Greases, Batteries, Other Operating Revenue and Scrap for the year ending 31-Mar-2024. Financials For the quarter ended 31-03-2025, the company has reported a Consolidated Total Income of Rs 975.51 crore, up 2.21 % from last quarter Total Income of Rs 954.43 crore and up 9.71 % from last year same quarter Total Income of Rs 889.18 crore. The company has reported net profit after tax of Rs 92.85 crore in the latest quarter. The company?s top management includes G Hinduja, Chawla, A Hinduja, Khanna, Uppal, Agarwal. Company has Price Waterhouse?LLP as its auditors. As on 31-03-2025, the company has a total of 5 crore shares outstanding. Investment Rationale Gulf Oil Lubricants India has seen its stock price rise an impressive 14% over the last three months. According to ICICI Securities, this is rooted in the market taking cognisance of Gulf Oil Lubricants? above-industry volume growth, superior margin profile and sticky brand loyalty demonstrated by customers towards its brands. There is marginal change in earnings of 1.5%/0.6% for FY26E/ FY27E. Valuations of 12.5x FY27E PER, 8.2x EV/EBITDA and 3.2x P/BV on FY27E EPS are rather attractive vs. peers (Castrol). The brokerage maintains the BUY rating with a revised target of Rs 1,715 (earlier Rs 1,630). Promoter/FII Holdings Promoters held 67.14 per cent stake in the company as of 31-Mar-2025, while FIIs owned 7.52 per cent, DIIs 9.53 per cent. (You can now subscribe to our ETMarkets WhatsApp channel) Disclaimer: Views and recommendations given in this section are the analysts' own and do not represent those of Please consult your financial adviser before taking any position in the stock/s mentioned.
Mint
26-05-2025
- Automotive
- Mint
Long-drain oil & cricket: Gulf's winning formula in India
For a category long defined by function over feeling, Gulf Oil Lubricants is trying something unconventional: building an emotional connection in a price- and performance-driven market. Under the leadership of Ravi Chawla, managing director and chief executive officer (CEO), the brand has quietly but steadily repositioned itself as a premium challenger. In an extensive conversation with Mint, Chawla outlines Gulf's five-pillar strategy, its shift from mechanic touchpoints to digital channels, long-term OEM (original equipment manufacturer) partnerships, and the company's growing ambition to become a full-stack mobility and electric vehicle (EV) ecosystem player. Edited excerpts: Gulf Oil seems to have been outperforming the industry consistently. What is working for the company? If you look at our track record, it speaks for itself. When I took over in 2007–08, Gulf was ranked sixth or seventh in India's lubricant market. The brand existed, but we were underperforming, priced 20% below Castrol and investing very little in marketing. Coming from an FMCG (fast-moving consumer goods) background, I knew the power of segmentation and brand building. We mapped five strategic pillars against our brand values—care, courage, inspiration, youth and endurance—and focused sharply on diesel engine oil, where we had a natural edge through Ashok Leyland. Innovation helped too—Gulf launched India's first long-drain oil in 2006. We turned that into a story of endurance. Imagine being a truck driver used to changing oil every 18,000km, and we offer a product that lasts 36,000km. That's a compelling value proposition. Also Read | Are advertising agencies dying? Long may the art of persuasion live That's double the life… Exactly. That's where our segmentation kicked in. Diesel engine oil, bazaar market products like motorcycle and car oils, and long-term OEM tie-ups became our growth levers. These are backed by strong R&D, products that last longer and are better suited to Indian conditions. And we priced them smartly, 7–8% below Castrol, but with higher performance. That gave us value play without diluting the brand. Also Read | After the raids: The uneasy truths behind Indian advertising's perfect façade You also shifted focus beyond motorsports? Yes. In 2008, we entered cricket through Indian Premier League (IPL), starting with Kings XI Punjab and later CSK (Chennai Super Kings). Dhoni became our brand ambassador and gave us massive equity. But equally important was our investment below the line, with mechanics, retailers, and our on-ground team. That ecosystem helped us grow 2–3x faster than the market. Given the EV transition, how are you thinking about future-proofing the business? The lubricant market is still solid. India has 265 million ICE motorcycles on the road. Diesel engine oils still form 43% of the market. Even with EV growth, we expect 75–80% of our core segments to remain stable. And that's why we're not just defending the core, we're growing it through premiumization, synthetic oils, and better product mix. Our "Unlock 2.0" strategy is about accelerate, premiumize and transform. Also Read | Social media ads are not just persuasive enough Let's talk about the transform part. What's your EV play? We've made three key investments. First, UK-based Indra, which makes AC chargers, second, Tirex India, a DC charger manufacturer we acquired in 2023, and third, Electrifie, an EV charging platform where we own 26%. This ecosystem allows us to serve both ends of the charging market. With over 80,000 retail outlets and 10,000+ Gulf stops, we already have the distribution to scale EV infrastructure. So, Gulf is becoming a mobility brand? Yes, mobility is a growth leg. Our core is strong, but our future core includes digitization, EV infrastructure, and artificial intelligence (AI)-led sales planning. And we're not doing it for burn. We're creating sustainable value, just like we did with lubricants. The marketing also seems to have evolved. The Dhoni pillow ad, now Smriti Mandhana and Hardik Pandya. What's the larger idea? It's emotional branding in a rational category. Our values—care, courage, inspiration—guide us. Our "Unstoppable" campaign wasn't just a TV ad; it launched across outdoor, Spotify, and 13,000+ retail shops. We're also using digital to support our grassroots network—mechanics and retailers now have real-time data access. Any new launches coming up? You'll soon see movement in lifestyle merchandising. NY.1, our apparel line, and maybe even Reviva, our coffee brand, could come to India. We're tying up with Nayara to expand into Tier 2–3 fuel stations as well. So yes, a lot's coming. And Gulf's market positioning now along with spends? We're among the top two–three in awareness and consideration. From 20% behind Castrol, we're now just 7–10% off. With Unlock 2.0, we're going to close that gap even faster. We spend roughly 3.5% of topline today on advertising and marketing. While others may go big during IPL, our philosophy is consistency. Our CSK partnership is in its 12th year, the longest-running in IPL. That kind of continuity builds real brand trust. And how much power do you really have with your OEM partners? OEM partnerships are core. Back in 2007–08, we had just Ashok Leyland. Today, we have many. These tie-ups ensure our oils are co-branded or endorsed post-warranty, and that gives us massive credibility. For example, we supply over 50% of L&T's lubricant needs. That's not just brand, it's about service, R&D alignment and execution. How do you navigate volatility in crude and base oil? We work within a 12–14% margin band. There's a lag effect with base oils when crude fluctuates, but we've built in contractual clauses with OEMs. For B2C (business-to-consumer), we adjust more dynamically. Margin expansion is also coming from product mix—more synthetics, more premium packs. You've even done fan-generated ads? Yes! Last year with CSK, we ran a contest where fans created ads—and we aired the winning one live. We've done similar initiatives in motorsport with McLaren and Williams. It's part of making Gulf more than a product—making it part of pop culture. Where does ESG fit in? We've committed to net-zero, moved to solar rooftops, are working on recyclable packaging, and have a 25% share in AdBlue (an exhaust fluid) that cuts diesel emissions. We're exploring re-refined oil and circular models too. Sustainability is not a checkbox—it's core.
