Brands
GT Force eyes PAN India expansion with special attention to eastern region
Mumbai: GT Force, a pioneer in electric two-wheeler manufacturing, reasserts its presence in the Indian market with a strategic rebranding initiative. Emphasising a commitment to sustainability, innovation, and accessibility, GT Force is poised for nationwide expansion, with a particular focus on capturing the burgeoning market in PAN India.
With a track record of success, the brand has collectively sold four scooter models up until now, totaling 20K units, including the popular (GT Soul, GT One, GT Soul Vegas, GT Drive Pro, GT Prime Plus, and GT Flying). Looking ahead, GT Force is gearing up to launch a new set of high and low-speed EV two-wheelers soon, featuring models like GT Vegas, GT Ryd Plus, GT Drive Pro, GT One Plus Pro, and GT Texa.
GT Force founder and MD Rajesh Saitya articulated the company’s renewed mission, stating, “Our goal has always been to revolutionise the way people move, and with this rebranding initiative, we are doubling down on our commitment to providing eco-friendly and innovative transportation options to the Indian consumer.”
GT Force co-founder and MD Mukesh Taneja highlighted the brand’s unwavering commitment to the electric two-wheeler segment, which comprises a substantial 80 per cent of India’s road transport fleet. He elaborates, “While we temporarily redirected our resources to refine our approach, we were never absent from the market. Our strategic decision allowed us to better target this segment, ensuring that we can serve our customers more effectively with our new EV products. With our renewed focus, we are confident in our ability to meet the evolving needs of consumers, which is why we have chosen East India as our first target. By prioritising this region, we aim to address the growing demand for electric mobility solutions and lead the charge in India’s electric mobility revolution.”
Founded in 2019 under the umbrella of Houstan Innovations, GT Force has consistently strived to deliver affordable and convenient mobility solutions from its headquarters in Manesar, Haryana. With over five decades of experience in crafting auto electrical components and accessories, GT Force’s esteemed team brings a wealth of expertise to the electric vehicle (EV) market. Central to GT Force’s strategy is its innovative aggregator model, which allows the company to offer a diverse range of electric two-wheelers tailored to the preferences of Indian consumers. The company’s EVs boast exceptional performance and features, including enduring battery life, highly insulated motors, anti-theft alarms, and regenerative braking.
Saitya further elaborated on GT Force’s vision, stating, “Our vision is not only to provide electric mobility solutions but also to simplify the lives of commuters while addressing pressing environmental concerns. We believe that sustainability and innovation are the cornerstones of a brighter future for transportation.”
Notably, GT Force’s state-of-the-art EV plant in Manesar stands as a testament to the company’s commitment to cutting-edge technology and sustainable manufacturing practices. With a daily capacity of 250 units, the plant specialises in lithium batteries, ensuring reliability and innovation at every stage of production. As GT Force embarks on this new chapter, the company remains committed to setting new standards in the electric two-wheeler sector, ensuring that every journey makes a positive contribution to the planet.
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.
