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Time of India
6 days ago
- Business
- Time of India
Rs 156cr in FY25: N Chandrasekaran among highest-paid chiefs
Tata Sons executive chairman N Chandrasekaran (Pic credit: PTI) MUMBAI: N Chandrasekaran, who heads Tata Sons, the principal entity of the $180-billion Tata Group, saw his compensation increase to Rs 156 crore in FY25. It makes him one of the highest-paid professional chieftains in India Inc, who earn more than Rs 150 crore annually. His earnings increased by 15% from the Rs 135 crore he received in FY24. Since taking on the role of Tata Sons chairman in Feb 2017, Chandrasekaran's remuneration has seen significant growth, especially when compared to his initial compensation of Rs 55 crore in FY18. CMS Info Systems' vice-chairman Rajiv Kaul earned Rs 181 crore in FY24, Persistent Systems' CEO Sandeep Kalra took home Rs 148 crore in FY25. There are a few executives in the Rs 100-crore remuneration club, including Bajaj Finance's Rajeev Jain, who took home Rs 102 crore in FY25. Meanwhile, Tata Group's semiconductor manufacturing business has emerged as a significant revenue generator within just five years of its inception, ranking as the sixth-largest contributor despite challenges. Tata Electronics, which began operations in 2020, recorded Rs 66,601 crore revenue in FY25, with a modest deficit of Rs 70 crore. The relatively small loss indicates potential profitability in the near future. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like American Investor Warren Buffett Recommends: 5 Books For Turning Your Life Around Blinkist: Warren Buffett's Reading List Undo The company's growth trajectory includes strategic acquisitions, comprising the Rs 1,078 crore purchase of Wistron India in 2024, and a Rs 1,650 crore investment for a 60% stake in Pegatron India. In the capital-intensive world of technology hardware, I am told this is a good start." Tata Sons invested Rs 3,000 crore in Tata Electronics in FY25, the holdco's FY25 report showed. The aviation business, a recent addition to the Tata Group's portfolio, generated Rs 78,636 crore in revenue, ranking fourth in revenue contribution, after Tata Steel (Rs 2.2 lakh crore), TCS (Rs 2.6 lakh crore) and Tata Motors (Rs 4.5 lakh). However, Air India emerged as the conglomerate's biggest loss-making entity in FY25. In FY25, Air India, which was acquired by Tata Sons in 2022, received an investment of Rs 3,225 crore from the parent. Tata Digital, which runs the Tata Neu super app, registered the second-highest loss, amounting to Rs 4,610 crore. In FY25, Tata Sons infused Rs 3,960 crore in Tata Digital. The biggest profit contributors to the nearly 160-year-old Tata Group was TCS (Rs 48,797 crore). Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now
Time of India
22-07-2025
- Business
- Time of India
Is the Indian CMO the next CEO-in-waiting?
The Indian CMO's calendar looks vastly different from what it used to be. He toggles between dashboards tracking customer data, chairs a meeting with team and ad agency on a brand film, debates strategic thrust inn the storyline and connection to Gen-Z aspirations, and prepares for a meeting with the CEO on expansion plans to aspirational districts. Today's CMO is a juggler of analytics, creativity, and strategy, trying to create business value with a diversity of talent. The CMO's evolution here mirrors a broader global trend, but not without some local flavours. No longer confined to the creative corridor or digital traffic lanes, the CMOs are emerging as enterprise leaders and are expected to speak the language of data science while preserving the soul of storytelling. With an accelerating digital adoption and ever0changing consumer preferences, India Inc has put immense pressure on marketing heads to balance data fluency, emotional intelligence, and boardroom mandates. What has been the traditional practice? Brand campaigns driven largely by instinct and experience, with ROI assessed via top-line sales or media impressions. But today's CMOs can't afford to rely solely on gut feel. When customers are scattered across all channels including WhatsApp, YouTube, e-commerce platforms, and brick-and-mortar stores, marketing must be measurable, adaptable, and emotionally resonant, all at once. Such complexities need not be chaos. The key to succeed is not in becoming master of everything but in integrating data, creativity, and strategic insights in a cohesive manner. These aren't parallel tracks, but interlocking gears. Tata Neu's marketing transformation is a case in point. They didn't treat user data, branding, and business goals in silos; they created what is called 'decision pods', which are cross-functional groups with data scientists, content strategists, and product managers collaborating in real time. By mapping transaction-level insights to brand affinity and campaign recall, they improved campaign ROI and user retention. Data and creativity played tango perfectly. Indian CMOs lament the issue of incomplete or unstructured data whether it is about markets or government-published macro-economic factors. However, the vast digital footprint of the consumer, including languages, regions, and platforms, creates fertile ground for micro segmentation. Smart CMOs are using regional insights to tailor storytelling at scale. A single campaign might have 27 versions, each speaking to a cultural microclimate, all guided by a central data engine. Anyway, data alone doesn't create marketing magic. The storytelling instinct remains a core differentiator. Campaigns like Ariel's 'Share the Load' or Tanishq's wedding stories didn't go viral because of optimised funnels, but because they touched a chord. Even these emotional narratives are now backed by testing such as A/B iterations, clickstream heat maps, and post-campaign sentiment mining. The fusion is complete: data doesn't dilute creative; it sharpens it. The third and mostly underleveraged dimension is strategy, which seems to be the Achilles heel for the average Indian CMO. Many are still firefighting metrics or content deliverables, not shaping enterprise direction. Companies like HDFC Bank have shown what's possible. Its CMO sits on the executive committee, using consumer behaviour insights to influence how products are designed and bundled. Clearly, marketing must become a growth engine. To achieve this, CMOs are rethinking their structures. Leading brands are dismantling the old divisions between creative and analytics. Integrated war rooms, squad models, and agile loops are replacing rigid reporting lines. Technology is aiding the shift, with platforms like MoEngage or CleverTap facilitating real-time feedback loops between user behaviour and campaign triggers. The CMO's challenge isn't just complexity, but scale: A huge marketplace, diverse consumer base, and fragmented media ecosystem. The ideal marketer today isn't just a polymath, but a connector, someone who can align a TikTok influencer campaign in Coimbatore with a data-led performance push in Delhi and a CX redesign in Bangalore. Talent is a constraint. India's marketing education hasn't kept pace with the demand for hybrid skills. Institutes are now scrambling to produce 'T-shaped' marketers – deep in one area, broad across others. Companies like Infosys and Zomato are investing in internal academies where creatives learn SQL basics and analysts attend storytelling workshops. Technology, especially AI, will play a larger role in this transformation. At companies like Swiggy , machine learning predicts hyperlocal demand spikes and serves creative dynamically, adjusting tone and offer in real time. The shift is not just internal; external partnerships too are changing. CMOs are no longer just clients to agencies; they are co-creators. Many are building in-house studios with agency-like agility, merging business acumen with creative instinct within the same company. The days of waiting three weeks for a campaign concept are long over. Today's marketer needs the reflexes of a trader and the imagination of a poet. But this transformation is not without risk. Some CMOs fall into the perfectionism trap, trying to master each domain themselves. The wiser ones build teams with clear specialisations and focus their own energy on integration and alignment. They define decision rights clearly, ensure everyone sees the same dashboards, and nurture a culture where both performance and imagination are celebrated. The Indian CMOs aren't just running campaigns; they're rehearsing for the corner office. With a finger on the consumer's pulse, a grip on data levers, and a voice in strategic direction, today's CMO is increasingly seen as a growth leader. The skills once considered 'marketing' – storytelling, trendspotting, insight mining – are now boardroom gold. CMOs who decode markets, align teams, and steer brand purpose into profit engines are the logical contenders for CEO roles. When growth depends on understanding humans, not just numbers; the path from marketer to top boss is inevitable. Or as one CEO quipped, 'CMO used to mean Chief Makeover Officer. Now, it's Chief Meteor of Outcomes – crashing into silos and reshaping the whole business.' Ready or not, the CEO chair is warming up.
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Business Standard
11-07-2025
- Business
- Business Standard
Zomato and Tata Digital Unveil Cashback and Rewards for NeuCard Holders
Food delivery company Zomato has partnered with Tata Digital to introduce a new discount program tied to the Tata Neu HDFC Bank Credit Card. Under the arrangement, users who pay for their Zomato orders with the co-branded NeuCard—issued by HDFC Bank and backed by Tata Digital—will be eligible for select promotional discounts. The move aims to enhance user convenience while also deepening engagement with Tata Digital's digital payments ecosystem. "This collaboration is a step forward in our mission to deliver better food for more people, now enhanced with exclusive benefits for NeuCard users," said Rahul Gupta, VP - Product, Zomato. As part of this strategic alliance, customers using the NeuCard on Zomato will now enjoy up to 10 per cent cashback in the form of Zomato Money on every transaction made through the platform. The offer is valid on all food delivery orders with a minimum order value of Rs 99. These credits can be seamlessly used for future orders, effectively reducing the cost of food ordered online and encouraging repeat purchases. 'In today's digital-first world, this collaboration allows us to provide even more convenience and value to our NeuCard holders,' said Gaurav Hazrati, president, financial services, Tata Digital. NeuCard users not only benefit from rewards on Zomato, but also earn NeuCoins. These can be redeemed across a diverse range of products and services available on the Tata Neu app.
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Business Standard
07-07-2025
- Business
- Business Standard
IHCL brands are growing, Ginger expanding fastest: N Chandrasekaran
The Indian Hotels Company (IHCL), which owns brands such as Taj, Gateway, Vivanta and Ginger, is seeing growth across its entire portfolio, with its midscale brand Ginger expanding at a faster pace due to management contracts, said N Chandrasekaran, Non-Executive Director and Chairman of IHCL, at the company's annual general meeting (AGM). 'Every hotel brand is growing. Ginger will obviously grow fast because it is growing a lot under the management contract, and also the size of investment is less (compared to other brands),' said Chandrasekaran, who is also Chairman of Tata Sons. He added that while the Taj brand will also grow, it will do so at a slower pace. Tata Group-owned IHCL had 103 Ginger-branded hotels as of April 2025, according to its investor presentation. In FY25, the company signed 74 new hotels and had 26 openings, taking the overall portfolio to 380 hotels. Chandrasekaran also said the company's strategy is to maintain the right price levels for different customer segments through hotels of varying sizes. The company's consolidated EBITDA margin touched 35 per cent in FY25. Chandrasekaran reiterated that the company's Accelerate 2030 plan aims to expand the global footprint to 700 hotels by 2030 and double revenues to over Rs 15,000 crore. Internationally, IHCL has no major expansion plans in terms of volume. In FY25, overseas hotels generated revenue of about Rs 1,512 crore. To another shareholder query, Chandrasekaran said having a heavy concentration of company-owned properties would not support future expansion. However, IHCL would continue to build iconic properties. 'Over the next five to ten years, we will settle at 35 to 40 per cent of hotels being owned (by the company) and 60 to 65 per cent under management,' he said. Currently, 50 per cent of IHCL's hotels are under management contracts, while the remaining 50 per cent are owned. Around seven to eight years ago, only 5 per cent of its hotels were under management contracts, with 95 per cent being company-owned. The company has allotted Rs 1,200 crore for capital expenditure and has no immediate plans for fundraising. Over the next five years, the capital expenditure will amount to nearly $1 billion. In his opening remarks at the AGM, Chandrasekaran also noted that Taj Inner Circle, the company's loyalty programme under Tata Neu, had crossed 10 million members in FY25 and is expected to reach 15 million members in FY26.
Time of India
01-07-2025
- Business
- Time of India
Leadership shuffle: Tata Sons ropes in consumer veterans to Tata Digital board; balances earlier finance-centric line-up
Representative image Tata Sons has inducted Indian Hotels CEO Puneet Chhatwal and Tata Consumer CEO Sunil D'Souza into the board of Tata Digital, a strategic move aimed at bolstering consumer business expertise across the conglomerate's digital ventures. The reshuffle follows the departure of Tata Digital MD and CEO Naveen Tahilyani in May, after just over a year at the helm. The appointments come at a time when Tata Digital, operator of the Tata Neu super app, is in transition. The company will now be managed by its board until a new CEO is named. According to people familiar with the matter, the appointment has been delayed due to the ongoing crisis following the recent Air India crash, with group chairman N Chandrasekaran said to be personally monitoring developments at both Tata Digital and Air India, reported ET. Chhatwal and D'Souza's inclusion is seen as an effort to address concerns that Tata Digital's board was previously skewed toward finance professionals and lacked leadership with strong consumer business backgrounds. 'Both have been extremely successful at building their respective consumer businesses,' said an executive cited by ET. 'Their capabilities at juggling multiple business structures and shareholders will help Tata Digital strengthen its consumer impact.' by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Giao dịch CFD với công nghệ và tốc độ tốt hơn IC Markets Đăng ký The group has also named Ankur Verma as the acting chairman of Croma, its consumer electronics chain. Meanwhile, Aarthi Subramanian exited the Tata Digital board after her elevation as COO of Tata Consultancy Services (TCS). Tata Digital oversees a diverse portfolio, including BigBasket, epharmacy 1mg, fashion marketplace Tata Cliq, and Croma. Despite reporting a gross merchandise value (GMV) of Rs 37,355 crore in FY24 and a user base of 140 million, cross-platform adoption remains a concern. As per ET, Tata Neu contributed less than 10% to the gross sales of BigBasket and 1mg, reflecting weak synergy and integration. Backend integration efforts were reportedly paused to preserve brand identity and user experience, and each vertical continues to operate independently. 'They don't really urgently need a Tata Digital CEO,' a source was quoted by ET as saying, adding that vertical heads manage their units autonomously. Tata Digital had originally envisioned a centralised super app approach but later pivoted to a shared services model after lukewarm consumer response. As per ET, Chandrasekaran is understood to have grown impatient with Neu's sluggish performance, prompting a shift in focus. To reinvigorate the platform, the company has launched a quick commerce pilot named 'Flash' on the Tata Neu app, targeting India's booming 10-minute delivery space dominated by Blinkit, Zepto, and Swiggy Instamart. Tata Digital's leadership journey has largely been internal, with former TCS executive Pratik Pal setting the foundation in 2019, and Tahilyani appointed to lead the next phase in 2023. Myntra cofounder Mukesh Bansal remains one of the few high-profile external hires to date. Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now
