Brands
‘Winning in India’, co-authored by Samarjit Singh and Amit Burman unveiled
MUMBAI: The book ‘Winning in India’- Secrets of the World’s Most Complex Market, was launched at the Oberoi, New Delhi by Montek Singh Ahluwalia in the presence of Analjit Singh and Sunil Munjal. Over 350 high profile guests representing the most successful entrepreneurs and who’s who of the Delhi circle attended the event.
The book written by Samarjit Singh and Amit Burman with Pooja S Mehta explores secrets for running a successful business enterprise in India. Montek Singh Ahluwalia in his launch speech called it “an affectionate account of India.” R C Bhargava, Chairman, Maruti Suzuki Ltd, said that the book is “A fascinating and deeply insightful understanding of what makes India “Different.” The authors have compiled a must read for anyone doing business in India, especially foreign investors.
In ‘Winning in India’, the authors, who themselves run very large companies, India Homes and Dabur Foods Ltd, have distilled the business learning of five business titans- Analjit Singh, Sunil Mittal, K P Singh, Sunil Munjal and Hari S Bhartia.
An essence of many intense discussions with these business leaders, ‘Winning in India’ explores how Indian frugality makes admiration of flamboyance a spectator sport and therefore what it means for a business in India. It unravels how deep spirituality ensures that while we are teetering on the brink of chaos, we are never falling. It provides insights for working with emotionally sensitive Indians who find solace in community. From Jugaad mindset to value perception to a unique Indian way, the book takes you through a series of experiences that help envisage a strategy for winning in India.
In a nation that was always known to be obsessed with cricket and Hindi cinema, the unbridled pursuit of success and winning is becoming a new national sport. Millions of starry-eyed graduates leave schools and colleges armed with over-reaching ambition as their primary emotion. On the other hand the international businesses have viewed the rising spending power and the promise of volumes in India with a longing eye. Yet, India has remained elusive and business in India a daunting challenge.
However, in this conundrum of action, there is an axiom of insight. The book unravels the secrets of the world’s most complex market in a simple actionable format that allows for racy reading, thought provoking reflection and determined action.
The authors call it a project that is not intended to be a conclusive thesis. It is a thought and a conversation starter. It is an invitation for the readers to join them on their quest to understand the enigmas called corporate India and the Indian consumer and therefore they invite the readers to join the debate at www.WinningInIndia.com and share their personal experiences at #WinningInIndia.
Brands
Estée Lauder to shed 10,000 jobs as new boss bets on digital shift
The cosmetics giant raises its profit outlook but stays silent on a possible merger with Spain’s Puig, as job cuts deepen and a three-year sales slump weighs on the turnaround
NEW YORK: Stéphane de La Faverie is not done cutting. Estée Lauder announced on Friday that it plans to eliminate as many as 3,000 additional jobs, taking its total redundancy programme to as many as 10,000 roles, up from a previous target of 7,000 announced a year ago. The company, which owns La Mer, The Ordinary, Tom Ford, and Aveda, employs roughly 57,000 people worldwide. The mathematics of what is now being contemplated is stark.
The fresh round of cuts is expected to generate a further $200 million in savings, bringing the total annual savings from the programme to as much as $1.2 billion before taxes. That money, De La Faverie has made clear, will be ploughed back into the turnaround.
A CEO in a hurry
De La Faverie, who took the helm in January 2025, inherited a company that had endured three consecutive years of annual sales declines. His response has been to move fast and cut deep. A significant portion of the latest redundancies reflects his push to reduce headcount at US department stores, long a cornerstone of Estée Lauder’s distribution model but now a channel in structural decline. In their place, he is accelerating the shift toward faster-growing online platforms, including Amazon.com and TikTok Shop, a pivot that is reshaping not just where Estée Lauder sells but how it thinks about its customers.
The numbers are moving in the right direction
Despite the pain, there are signs the medicine is working. Estée Lauder raised its profit outlook for the remainder of the fiscal year, guiding for adjusted earnings per share in the range of $2.35 to $2.45, above analyst estimates and a notable step up from the $2.05 to $2.25 range it had guided for in February. Organic net sales growth is expected to come in at 3 per cent, the company said, at the high end of the range it set out in February.
The share price tells a mixed story. After De La Faverie took charge, the stock surged nearly 60 per cent, buoyed by investor optimism that a longtime company insider could finally arrest the decline. But 2026 has been rougher: the shares have fallen 27 per cent this year, weighed down by disappointing February results and the overhang of unresolved merger talks with Spanish beauty giant Puig Brands SA. The company gave no additional details about those discussions on Friday, leaving the market to guess.
Silence on Puig
The proposed tie-up with Puig remains the most consequential unknown hanging over Estée Lauder. A deal with the Barcelona-based group, which owns brands including Carolina Herrera and Rabanne, would reshape the global luxury beauty landscape. But with nothing new to say and a turnaround still very much in progress, De La Faverie is asking investors to trust the process.
Three years of sales declines, 10,000 job cuts, and a merger that may or may not happen. At Estée Lauder, the overhaul has barely started.
