MAM
“Our dedication to improving educational outcomes for students worldwide is at the core of our existence” Unischolars’s Amit Singh
Mumbai: UniScholars is a rapidly growing integrated study-abroad platform and a one stop solution for all things study abroad. They play a vital role in fueling and chiselling a student’s ambition of studying abroad, and serve as a one-stop shop for everything students need all through the process, from pre-departure to landing.
According to a report by Moneycontrol, the funding to Indian startups fell 77 per cent from Jan-July 2023 over 2022 and very few startups were able to secure funding around this time. Despite facing a funding slump, UniScholars not only secured $5 million of funding but also embarked on a journey that has left an indelible mark on their brand and the education industry.
A key turning point in UniScholars’ journey was their collaboration with the cricketer Surya Kumar Yadav. His endorsement not only injected fresh energy into their brand but also opened doors to new possibilities.
Indiantelevision.com caught up with in an email interaction with UniScholars founder Amit Singh, who shared some interesting insights on the company…
Edited excerpts
On motivating UniScholars to persevere and seek innovative solutions despite the funding constraints
The education landscape is evolving rapidly, with increasing demands for personalised learning experiences and digital solutions. According to a market report, the Indian overseas education market is projected to hit $100 billion by 2025. This data signifies substantial growth potential, which we couldn’t afford to overlook.
Furthermore, our dedication to improving educational outcomes for students worldwide is at the core of our existence. We’ve witnessed firsthand the positive impact our solutions have on students’ academic growth.
We have also been resourceful in finding alternative funding and partnerships. Through strategic alignment with educational institutions and technology partners, we have gained access to vital resources and expertise, enabling us to sustain our innovation efforts.
Our motivation to persevere and innovate in the face of funding constraints is fueled by the undeniable market potential in the education sector, the positive impact we have on students’ outcomes, and our ability to forge strategic partnerships. UniScholars remains resolute in its pursuit of improving education through innovation.
On elaborating the strategic decisions UniScholars made to adapt and grow during this challenging period
During challenging periods, we made strategic decisions to adapt and grow, ensuring our continued relevance and success in the global education landscape.
UniScholars significantly invested in data analytics, leveraging data to gain a deeper understanding of user behaviour, learning patterns, and market trends. For instance – We analysed student application data and uncovered a noteworthy trend: students who received personalised guidance from our advisors in selecting the ideal study abroad destination experienced a 30% higher acceptance rate at their chosen universities compared to those who did not receive such guidance. This data-driven insight prompted us to prioritise and enhance our personalised advisory services, leading to a 25% increase in the overall success rate of our students’ study abroad applications.
Cost Optimization: During challenging periods, cost optimisation is crucial. We, at UniScholars, underwent a comprehensive review of its operational expenses, identifying areas for efficiency improvements. This allowed us to reduce our operational costs by 15%, ensuring sustainability even with limited funding.
Strategic Partnerships: Furthermore, we actively sought out partnerships with educational institutions, governments, and non-profit organisations. These collaborations not only provided access to additional resources but also enhanced our credibility in the market.
On sharing some insights into the development and execution of the marketing campaign and the specific results you witnessed
Before launching the campaign, we conducted extensive market research to understand the challenges and pain points faced by students looking to study abroad. We realised that the study abroad market was cluttered with numerous players, many of whom lacked transparency and authenticity. This presented an opportunity for Unischolars to stand out as a trustworthy and reliable partner for students.
Our campaign aimed to establish UniScholars as the premier solution for study abroad challenges, emphasising our unwavering reliability and integrity in a chaotic market.
Surya Kumar Yadav, renowned for his 360 style cricketing skills, shared a natural synergy with the Unischolars brand. This connection stems from our comprehensive approach, where we assist students in realising their dreams of studying at their desired institutions while also helping them secure essential elements such as loans and accommodations.
Our campaign message was straightforward and effective: “Unlock #TheRightDoor in the crowded study abroad market with Unischolars.” This succinctly communicated the problem and the solutions we offered.
The impact of the campaign was significant. We observed an immediate 30% increase in website traffic during the first week of the campaign period, and our social media engagement grew by 40%. More importantly, there was a 25% increase in student inquiries and applications.
On any other similar plans to collaborate with someone in future
Our collaboration with Surya Kumar Yadav was a game-changer for Unischolars, and the excitement continues to ripple through our team. As for future partnerships, we’re currently delving into intriguing possibilities that are all about integrity, transparency, and reliability – the very foundations of Unischolars. While I can’t unveil the specifics just yet, rest assured, they’re as promising as they are groundbreaking.
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.
