e-commerce
LeEco Sells Record 500,000 Superphones in 100 Days in India
LeEco’s first 100 days in India have really been an unprecedented success. The global Internet and ecosystem conglomerate has successfully sold an astounding number of 500,000 superphones, making it a record of sorts for a new entrant in a fiercely competitive smartphone market in India.
Given its best-in-class technology and disruptive pricing, the company has made a strong mark for itself in a short span of time, evident from the soaring popularity of its three superphone models that it has introduced since its India launch.
LeEco is the pioneer in introducing the concept of content integration in the smartphones category in India. To this end, it successfully launched content membership with three partners, Eros Now, YuppTV and Hungama Music which came bundled with its blockbuster superphone Le 1s Eco. As a consequence of this and the amazing price led to the skyrocketing demand for this, ‘Made for India’ superphone in its two flash sales on Flipkart. Apart from the impressive number of devices sold, the company also notched up an industry first by bundling content worth Rs. 500+ million through LeEco memberships.
Commenting on the remarkable achievement, Atul Jain, COO, Smart Electronics Business, LeEco India said, “We are immensely proud to be setting new industry trends and spearheading the move to ecosystem-led devices in the country. It is very humbling to see consumer enthusiasm for our content ecosystem, and their demand for more and more original content. We’re also pleased that our superphones have lived up to consumer expectations and we are committed to raising the bar with all our subsequent launches.
Le 1s Eco has successfully wooed the Indian users given it is the company’s first supertainment loaded superphone available at an incredible price.
Le Eco Membership is truly a smash hit that gives users access to –
• 2000+ movies (in 10 languages)
• 100+ live premium TV channels, which will happen soon through an OTA software update
• Apart from that, users will get 5 TB cloud personal storage space
• 3.5 million songs in 25 languages that will come live in Q3 of 2016
• Users would also be offered a plethora of deals and discounts and live streaming of concerts from all over the world
LeEco’s unique content ecosystem brings alive the company’s partnerships with Eros Now and YuppTV, through its platforms – Levidi and LIVE. The third premium content under LeEco Membership Program will be LeMusic powered by Hungama Music. Le 1s Eco packs seamless interface through unique platforms – Levidi and Live, which allow users to enjoy high quality supertainment – anytime, anywhere.
Also noteworthy is the company’s after-sales policies. LeEco has put in place 555 service centers in prime locations in the country, besides providing 24*7 toll free services, and other value-added services.
e-commerce
Flipkart rolls out 105 per cent bonus for 20,000 employees
Strong FY25 performance drives payouts even as layoffs and shifts unfold.
MUMBAI: In a year where belts were tightened and rewards loosened, Flipkart seems to be playing both offence and defence trimming roles on one hand while handing out a generous 105 per cent bonus on the other. The Walmart owned e commerce major has rolled out a 105 per cent bonus payout for 2025, covering nearly 20,000 employees, signalling a year of steady operational momentum even as the company navigates restructuring pressures. The payout, communicated internally by chief human resources officer Seema Nair, is tied to performance across key metrics including growth, operational efficiency, financial outcomes and people indicators, a combination that suggests the company is inching closer to its long stated goal of sustainable profitability.
Employees at SD level and below are set to receive their bonuses in March, while payouts for senior leadership, including vice presidents and senior vice presidents, will follow after the close of the performance cycle. The elevated 105 per cent multiplier stands out in a sector where cautious payouts have increasingly become the norm, pointing to what appears to be a relatively strong internal scorecard for FY25.
Yet, the announcement arrives with a noticeable contrast. Earlier this year, Flipkart reduced its workforce by around 300 roles as part of its annual performance review process. While officially framed as performance driven, the juxtaposition of layoffs alongside above target bonuses reflects a more nuanced balancing act, one that prioritises cost discipline while continuing to reward and retain high performing talent.
This dual approach is becoming increasingly common across the technology and e commerce landscape, where companies are navigating an uneven hiring environment while under pressure to deliver profitability. Rewarding top contributors, even amid selective workforce reductions, allows firms to maintain morale and retain critical talent without losing sight of financial prudence.
At the same time, Flipkart is also undergoing leadership shifts that hint at a broader strategic recalibration. Nishant Verman has been appointed senior vice president for corporate development and partnerships, while group chief financial officer Sriram Venkataraman is set to step down. Ravi Iyer will take on expanded responsibilities within the finance function, marking a reshuffle at the top as the company gears up for its next phase.
These changes come amid reports that Flipkart is planning to shift its holding structure back to India, a move widely interpreted as groundwork for a potential public listing. While timelines remain fluid, the combination of stronger financial discipline, leadership restructuring and employee incentivisation suggests a company preparing itself for greater scrutiny and scale.
For employees, the 105 per cent payout offers a welcome boost in what has otherwise been a period of adjustment. For Flipkart, it is a signal that even as it cuts where necessary, it is willing to spend where it counts. In the high stakes game of growth versus profitability, the company appears to be hedging its bets carefully, rewarding performance while reshaping itself for what could be its most defining chapter yet.
