Brands
“AIWA India stays ahead by closely monitoring market trends and consumer behaviour”: AIWA India’s Ajay Mehta
Mumbai: Founded in 1951, AIWA, a pioneer in consumer electronics, once dominated the audio scene with iconic cassette tape recorders. The company is best known for its speakers, boomboxes, and stereo systems. After a hiatus, the brand has resurged globally, including in India, with innovative devices meeting the demands of today’s tech-savvy consumers. Committed to quality and affordability, AIWA India strives to redefine the electronics landscape with a ‘Made in India’ touch and unparalleled after-sales service.
Indiantelevision.com in an email chat with AIWA India MD Ajay Mehta gained insights on Aiwa’s differentiating aspect, capitalising on the evolving trends in the consumer electronics landscape, and more…
Ajay Mehta has also been heading the MCC Group since its inception in 1991. Over the past three decades, Ajay has handled several brands, nationally, including, Canon, Polaroid, JVC, Mitsubishi Electric, and Toshiba.
Edited Excerpts:
On AIWA setting itself apart from other consumer electronic brands
AIWA stands out due to its legacy of innovation, commitment to quality, and a customer-centric approach. We prioritise delivering cutting-edge technology combined with user-friendly designs, providing consumers with reliable and feature-rich products that enhance their lifestyle.”
On AIWA’s strategic vision for establishing itself in the diverse Indian market aligning with upcoming product launches
Our strategic vision revolves around understanding and addressing the diverse needs of Indian consumers. We focus on continuous research and development to introduce products tailored to Indian preferences, such as customized sound systems and smart home solutions. Our upcoming launches align with this vision by offering a blend of innovative features and localized offerings.
On the company’s plan to adapt to or capitalise on the evolving trends in the consumer electronics landscape in India
AIWA India stays ahead by closely monitoring market trends and consumer behaviour. We adapt swiftly by integrating emerging technologies into our products, such as IoT capabilities, eco-friendly designs, and enhanced connectivity options. This agility enables us to cater to evolving consumer needs while staying at the forefront of technological advancements.
On the challenges that AIWA is currently addressing in the Indian market, and conversely, where does the company see significant opportunities for growth and expansion in the consumer electronics sector in India
In the Indian market, we are addressing challenges related to intense competition and rapidly changing consumer preferences. However, we perceive immense opportunities in the growing demand for smart home devices, quality audio systems, and cutting-edge entertainment solutions. Our focus on innovation, quality, and customer satisfaction positions us well to capitalise on these opportunities.
On the vision and mission for AIWA India
Our vision is to be a leader in providing innovative, high-quality consumer electronics that enrich people’s lives. AIWA India’s mission is to consistently deliver technologically advanced and reliable products, coupled with exceptional customer service, empowering consumers to enjoy superior entertainment experiences and smart home solutions.
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.
