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Time of India
29-05-2025
- Business
- Time of India
"This is the first-of-its-kind,' Google's Mitul Shah on tailoring a online Google Store experience around India's unique needs
There's a particular moment in every market expansion when companies face a fundamental choice: replicate what works elsewhere, or build something entirely new. For 's Pixel business in India, that moment arrived with the launch of their direct-to-consumer online store, a decision that reveals as much about the company's understanding of Indian consumers as it does about the evolution of retail technology itself. Tired of too many ads? go ad free now Mitul Shah , Managing Director of Devices and Services at , sat down with the Times of India to discuss this very approach of strategic patience. Speaking with him, it becomes clear that the launch of the Google Store in India isn't merely about adding another sales channel, it's about fundamentally reimagining what a technology brand's relationship with consumers should look like in one of the world's most complex markets. "In India, we didn't copy-paste a template, we built a first-of-its-kind store," Shah explains, his conviction evident in every word. This statement carries weight beyond typical corporate positioning. It reflects a deeper philosophical shift in how global technology companies approach market localisation, moving from adaptation to ground-up innovation. The implications are profound. While most international brands enter India with modified versions of their global strategies, Google chose a different path entirely. They waited, observed, and then built something that had never existed in their global portfolio. The result is a store experience that includes UPI payments, extensive EMI options across dozens of Indian banks, comprehensive trade-in programs, and same-day repair services, capabilities that don't exist in Google's operations anywhere else in the world. "This is the first-of-its-kind Google Online Store we've launched anywhere else in the world," Shah emphasises. Tired of too many ads? go ad free now "India is, in many ways, a unique thing. And with all of those capabilities, I believe now is the perfect time to get started." The reversal is striking: instead of India adapting to Google's global template, Google has created something specifically for India that may well influence their approach elsewhere. This is direct, dedicated and delightful The timing question reveals Shah's deeper understanding of consumer psychology and market maturation. When pressed about why Google waited nearly three years after re-entering the Indian smartphone market with Pixel 7 to launch their direct store, his response illuminates the sophisticated calculus behind market entry timing. "If you look at it from a consumer behaviour point of view, 10 or 15 years back, all of us as customers would probably go and do discovery of the product in a retail store," Shah begins, painting a picture of India's retail evolution. "Today, if any premium product you are purchasing, chances are that you would go online at some point of time, right? 100% of my purchases, I would have gone online." This observation touches on something more fundamental than shopping preferences, it's about the democratisation of information and the collapse of traditional retail hierarchies. Indian consumers, particularly in the premium segment, have leapfrogged traditional discovery patterns, moving directly to brand-authentic sources for product information and purchasing decisions. The shift represents what Shah identifies as a trust revolution. "In India, direct-to-consumer channels, why they are thriving regardless of which industry that is in, is also because Indian consumers have started trusting brands and the authenticity of the information which is coming from them a lot more," he notes. This trust dividend has translated into tangible business metrics: higher average selling prices, increased purchase confidence, and greater willingness to engage directly with brands. But Shah's strategic patience extended beyond consumer behaviour analysis. The post-COVID period provided crucial market intelligence. "Post-COVID, the industry hadn't stabilised fully in terms of consumer behaviour. During COVID, we saw massive expansion of online purchase behaviour, and a lot of that behaviour eventually got sort of normalised post-COVID," he explains. This waiting period allowed Google to distinguish between temporary pandemic-driven changes and permanent behavioural shifts. The culmination of this analysis led to what Shah characterises with memorable alliteration: "From my perspective, this is a perfect time because that's what the consumer is looking for, to give an option of Google Online Store. One, you can educate customers, provide all the comprehensive product information, including AI features, which you know would be amazing. Engage with them directly, you know, create a great brand connect. And three, provide a great customer experience all the way from product display to transaction to post-purchase support. So in my mind, you know, I look at Google Online Store and say, you know, this is direct, dedicated and delightful." It's not just another channel, it's a capability Shah's distinction between channels and capabilities represents perhaps the most sophisticated aspect of Google's India strategy. This isn't semantic positioning, it's a fundamental reconceptualisation of what retail infrastructure should accomplish in complex markets like India. "When we think about online Google Store , in my mind, it's not just another channel. That, you know, if you're selling your product on , then why not sell your product on Google Online Store? Now, when you launch a brand's online store, it is not a channel, it's a capability," Shah explains. This capability framework encompasses everything from payment integration to post-purchase support, treating each element as interconnected components of a larger consumer experience ecosystem. The payment integration alone illustrates this complexity. "For example, on Google Online Store for India specifically, we are bringing payment methods, which includes UPI. Now, that is such a unique thing, it doesn't exist anywhere else in the world, right? Or, for example, Indian users are very, very used to buying their smartphone, particularly premium smartphones, using EMI options, right? And in India, you don't have EMI options with one or two carriers, it would be with dozens of banks, right?" This granular attention to financial infrastructure reveals Google's understanding that technology adoption in India isn't just about product appeal, it's about financial accessibility and payment methodology alignment. The integration of dozens of EMI providers isn't a technical convenience; it's cultural recognition of how Indian consumers manage major purchases across diverse financial institutions and economic circumstances. Shah also addresses the uniquely Indian expectation around device exchange. "The other unique feature about Indian consumers is that, you know, you are not going to buy a new smartphone without actually getting value for your existing one. So buyback or trade-in capability, and to be able to do that online, becomes another capability." This observation goes beyond recycling or sustainability messaging, it acknowledges the economic reality that premium technology purchases in India often require extracting maximum value from existing devices. The strategic brilliance emerges in how Google positions this direct capability relative to existing retail partnerships. Rather than creating competitive tension, Shah frames the brand store as generating positive network effects. "When a brand store comes into the country, it creates this nice halo effect, and that actually helps everyone. So in this case, you know, all our partners are thrilled that this brand store is coming in, because that creates a great halo effect. Everybody gets benefited out of it." This ecosystem thinking, where direct presence elevates rather than threatens retail partners, represents sophisticated market development strategy. "You get to create a benchmark of what a customer experience should look like, right? And that creates sort of a nice way for people to say, 'Okay, this is how the great customer experience looks like.' So I think this is, in a way, very complementary to the existing both online and offline retail strategy." When asked directly about cannibalisation concerns, Shah's response is definitive: 'Absolutely not. The size of the pie is increasing." We are standing behind your experience The service infrastructure conversation reveals perhaps the most telling aspect of Google's India commitment. Shah's acknowledgment of inevitable friction points in complex purchase journeys demonstrates both humility and strategic sophistication. "If you look at that entire journey, I would argue that, you know, there is always going to be some or the other point where the journey breaks for the customer. You experience that. I experience that. If it's not one smartphone, you go and buy tomorrow a fridge or a TV, somewhere, experience breaks, right?" This admission of universal consumer pain points positions Google's service investment as addressing fundamental market failures rather than simply supporting their own products. The company's response involves unprecedented service infrastructure investment. "India is the only country where Google is investing into its own service center," Shah reveals. This represents a remarkable commitment considering Google's global approach to service partnerships. The decision to own service infrastructure in India specifically acknowledges the market's unique requirements and the company's long-term commitment. The service network spans multiple touch points: "We are enhancing our entire service infrastructure also with the launch of this online store, so customers would have an option to directly email, chat, call, you know, register a complaint. The device can be picked up from a doorstep, or they can mail in the device, or they can generate a ticket and go into Google's own service center." A secondary Google representative elaborates on the scope: "We have already brought in three of our own walk-in centers, which is Delhi, Mumbai, Bangalore, and we are obviously coming up with more. So again, very unique to India, where Google actually is opening its own service center. Again, it's our enduring and long-term commitment to Indian consumers that across the entire value chain, we want to bring our own presence and make sure customer experience is enhanced." The geographic reach is impressive: coverage extending to 90-95% of India's pincodes for mail-in service, with 20 centers offering same-day repairs. This infrastructure investment goes far beyond typical retail support, it's market-making investment in consumer confidence. Shah frames this comprehensive approach as fundamental brand promise: "Having a Google Online Store, having a brand's presence, in a way, is a promise to customer, that we are bringing the best to you, and we are standing behind your experience. And if something were to go wrong, we are here to take care of it.' Proudly owning the entire journey for customers The conversation's culmination reveals Google's broader strategic ambition. When asked about parallels to Apple's integrated retail approach in India, Shah's response transcends competitive positioning: "I and my team's mission is to get up every day and say: Can we put more AI-powered devices in the hands of the Indian consumer? And while doing so, can we make it the point that that experience is as amazing as the Indian consumer deserves right now?" This mission-driven framework justifies comprehensive infrastructure investment: "If that means we need to bring our own direct-to-customer channel, then we are doing that. If that means we need to bring manufacturing, our own service center, or if that means we need to bring, you know, great service support network, we will do whatever it takes for us to make sure that we serve to that mission." The Google Store India launch thus emerges not as retail expansion but as strategic declaration. "This is also, in a way, our announcement to the country that we are committed, that we are continuing to bring great investment," Shah concludes. "So if you ask me, we are firing at all cylinders at this point of time."
India Today
23-05-2025
- Business
- India Today
Microsoft, Google and more cut over 61,000 jobs in 2025: Here's why?
Job losses are back in the spotlight in 2025, with thousands of workers being laid off by well-known companies. The reasons? Slower income growth, global uncertainty, and a rising push to use artificial intelligence (AI) to handle tasks once done by far this year, more than 61,000 workers have lost their jobs across over 130 companies, according to of the biggest cuts came from Microsoft, which let go of 6,000 employees, its largest round of job losses since 2023. Nearly 2,000 of these were in Washington state alone. The company said it's cutting down on layers of management and focusing more on roles in has also quietly trimmed its staff over the past few months. Around 200 people from its advertising and sales team were laid off in early May. This follows earlier cuts in its Pixel, Android, Chrome, and cloud units, part of a broader reshuffle after major layoffs in has also reduced staff, this time in its Devices and Services unit, which looks after products like voice assistants and e-readers. 100 jobs were cut to help the business better match its product goals. Cybersecurity company CrowdStrike recently let go of 5% of its staff to stay focused on long-term profit CEO recently shared that the company has used AI to take over tasks once done by several hundred people in its HR team. While several hundred roles were affected, the company didn't simply cut jobs. Instead, it shifted its focus and hired new staff in programming and sales. The move shows how the company is using AI not just to cut costs, but also to grow where it sees the most these layoffs also highlight how companies are shifting gears, cutting costs, streamlining work, and leaning more on AI. While old jobs fade out, new ones are popping up where future growth is Watch
India.com
15-05-2025
- Business
- India.com
Bad news for employees of this company as it sacks 100 employees for..., not Narayana Murthy's Infosys, Ratan Tata's TCS, Wipro, IBM, name is...
Narayana Murthy, Late Ratan Tata and Azim Premji- File image (Left to right) Bad news for Amazon employees: In massive development coming from Amazon and a matter of bad news for the IT sector employees across the world, Amazon, a global IT giant has reportedly laid off hundred employees within its Devices and Services division. As per the statement of the company quoted by a report covered by CNBC, the jobs within its Devices and Services division represented a small number of the total jobs in the unit and the reported layoff was a part of the regular business review of the company. Here are all the details you need to know about the recent news from Amazon. Amazon sacks employees in Devices and Services unit For a background information about the role that the Devices and Services unit is responsible for, readers should note that their role includes that of developing popular hardware products such as the Echo smart speakers, Fire TV devices, and Ring security systems. 'As part of our ongoing work to make our teams and programs operate more efficiently, and to better align with our product roadmap, we've made the difficult decision to eliminate a small number of roles,' Amazon spokesperson Kristy Schmidt was quoted as saying in her statement by Times of India. 'We don't make these decisions lightly, and we're committed to supporting affected employees through their transitions', the CEO added in her statement about the company. Amazon's cost-cutting plan Readers should also note that Amazon CEO Andy Jassy has been on a mission to cut costs across the company. In the process of the cost cut, the company has laid off 27,000 employees since the beginning of 2022, the CNBC report said. The reason for this massive wave of layoffs in the Information and Technology world is the economic down turns the companies across the world are facing at this point in time. Readers also note that an official statement specifying the recent layoff at Amazon has not been issued and an official confirmation is awaited.
Time of India
15-05-2025
- Business
- Time of India
Amazon cuts more jobs: 'As part of our ongoing work to make our teams ...,' says company
Amazon has reportedly fired 100 employees within its Devices and Services division . According to a report by Reuters, the company said the jobs represented a small number of the total for the unit and were part of its regular business review. Tired of too many ads? go ad free now The Devices and Services unit is responsible for developing popular hardware products such as the Echo smart speakers, Fire TV devices, and Ring security systems. To recall, Amazon also laid off some employees from Alexa-related jobs in 2023. Amazon layoffs: What the company said In a statement given to Reuters, Amazon spokesperson said, 'As part of our ongoing work to make our teams and programs operate more efficiently, and to better align with our product roadmap, we've made the difficult decision to eliminate a small number of roles.' While the full scope of the layoffs remains unclear, reports indicate that a variety of teams within the Devices and Services unit have been affected. This suggests a broad restructuring effort rather than targeting a specific product line. The layoffs come as Amazon continues to navigate a challenging economic environment. Like many other tech companies, Amazon has been focused on cost-cutting measures to improve efficiency and profitability. These measures have included workforce reductions across various divisions. The company has not released an official statement specifying the reasons for this particular round of layoffs. Amazon CEO Andy Jassy's plan to cut bureaucracy at company Amazon CEO Andy Jassy told employees that building large teams and personal fiefdoms is not the path to advancement at the company, emphasizing instead that the e-commerce giant rewards those who accomplish more with fewer resources. Tired of too many ads? go ad free now Jassy's comments came during a recent all-hands meeting as Jassy continues his push to reduce management layers and bureaucracy across the organization. The CEO highlighted Amazon's commitment to operating with the agility of "the world's largest startup" despite its size. This initiative includes a recently completed effort to increase the ratio of individual contributors to managers by 15% across the company. Rather than massive layoffs, Amazon achieved this goal by combining teams and moving some managers into individual contributor roles. Jassy also stressed the importance of meritocracy over bureaucracy in Amazon's corporate culture. He mentioned reviewing more than a thousand employee emails sent to a dedicated "No Bureaucracy" alias, which has already resulted in 375 process improvements.
