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Due to the rampant bursting of crackers on Thursday despite restrictions in place, the air quality in Delhi was the poorest in five years post the festival with rising in incidents of stubble burning in neighbouring states. The city's AQI slipped to the severe category on Thursday night.
The Centre must hold an "emergency" meeting of states neighbouring Delhi to devise a mechanism to deal with crop residue burning due to which the city's air quality has deteriorated, Delhi Environment Minister Gopal Rai said on Sunday. The city's air quality index (AQI) stood at 437 in the severe category at 8 am on Sunday. It was 449 on Saturday.
Incidents of crop residue (parali) burning in other states and the air quality in Delhi are linked as deteriorating air quality figures show, Rai said at a press conference.
"There was also the effect of cracker bursting on Diwali but it's waning now. The effect of ‘parali’ burning, however, continues to worsen air quality in Delhi," he said.
Rai said he has written to the Union environment minister asking for an "emergency" meeting of states, including Punjab, Haryana and Uttar Pradesh, and Delhi to find a mechanism to address the perennial issue of crop residue burning and high level of air pollution in the national capital.
Crop residue burning in neighbouring states is responsible for worsening air quality in Delhi during winters, he added.
An AQI between zero and 50 is considered good, 51 and 100 satisfactory, 101 and 200 moderate, 201 and 300 poor, 301 and 400 very poor, and 401 and 500 severe.
Due to the rampant bursting of crackers on Thursday despite restrictions in place, the air quality in Delhi was the poorest in five years post the festival with rising in incidents of stubble burning in neighbouring states. The city's AQI slipped to the severe category on Thursday night.Also Read: Air quality in Delhi remains 'severe'; slight improvement likely by tomorrowAlso Read: Delhi air quality turns hazardous, crosses 600-mark at several places
Opportunistic Investment: Performance polarisation in the fashion industry accelerated during the pandemic as the gap widened between the best-performing companies and the rest. With some players already bankrupt and others kept afloat by government subsidies, we expect M&A activity to increase as companies manoeuvre to take market share, unlock new opportunities and expand capabilities. 45% of fashion executives expect market share redistribution to be a top theme in 2021.
“When a consumer walks into a store, how do we prompt her to use the phone to make a purchase. Concepts like cash counters are slowly becoming obsolete — these can very well be executed using our smartphones. India has been an extremely slow adopter of in-store to mobile technology. We have to learn from other countries how they have leaned on Omnichannel retail to build engagement and generate higher consumer numbers,” said K Radhakrishnan, Co-Founder, Tata Starquik.com.
“Burton will give the boohoo group the opportunity to grow share in the menswear market, with its wider customer base providing it with a stronger path to potential growth than boohooMAN. However, Burton’s heavy focus on formalwear has been rendered redundant throughout the pandemic, with demand unlikely to fully return as working from home continues, so its product focus will need to be refreshed. Wallis’ core customer is females over 45, a demographic which the boohoo group has little experience of targeting and will be less receptive towards the group’s usual strategy of heavy discounting and social media-led marketing. Dorothy Perkins will be a better fit with the group’s current stable of brands, with a similar shopper base to Oasis and Warehouse, however the group will need to establish a unique selling point for Dorothy Perkins to create differentiation between the brands.”
The earlier recovery scenario assumes effective virus containment through vaccine and/or state intervention, leading to the lift of travel restrictions within a couple of months, enabling faster economic recovery, with global fashion sales returning to 2019 levels in the third quarter of 2022.
Kabir Lumba has been with the Group for over 16 years. He served as Managing Director, Lifestyle International Pvt. Ltd since 2009 and built it into one of the most respected retail companies in India. In May 2018, he took over as the CEO of Max, Middle East and then became Group Director, Landmark Group with a broad portfolio of responsibilities. Lumba was appointed CEO designate, Landmark Retail, Middle East on 1st December 2020.
The point from which a customer visits the website to the point the purchase is made makes up 50% of the entire online shopping journey. So the amount of AI capabilities available on performance based platforms, how fashion players want to showcase their catalog that is akin to their offline visual merchandising and CRM play around that platform. All these problems need to be better solved for. Many full stack agencies have a platform that offers solutions to this and enables e-commerce in this space.
With consumers restricted to the safety of their homes, the paradigm shift to online channels has been very natural. As digitalisation becomes a way of life, retail is moving towards a closer intertwining of channels. The future of retail will now be dictated by the emergence of a truly new form of Omnichannel — connected or Phygital stores.
Deeper Partnerships: By exposing the vulnerability of procurement partners, the weakness of contracts and the risks of a concentrated supplier footprint, the crisis accelerated many of the changes that companies were already making to rebalance their supply chain. To mitigate future ruptures, fashion players should move away from transactional relationships in favour of deeper partnerships that bring greater agility and accountability. 35% of fashion executives expect resilience and partnerships in the supply chain to be a top theme in 2021.
The textile ministry had recently said a scheme and a Mega Integrated Textile Region and Apparel (MITRA) Park, in over 1,000 acres of land with state-of-the-art infrastructure, common utilities and Research and Development (R&D) lab, are under consideration.
The aware consumer segment is willing to pay a premium for products that have been sourced and manufactured ethically. Today, they demand accountability and transparency from the brands and are not going to shy away from calling out unethical practices run by their favourite brands. With people still being reluctant to step out in public places, the brands will have to cut to the chase by bringing the physical experience via online. Conversational commerce will get into the mainstream as more and more brands are beginning to realise that it is one of the things that a customer misses about offline shopping. Companies leveraging conversational commerce will fare well comparatively to their peers as quite evidently, conversion rate is much higher in conversational commerce.
While operating margins for spinners are likely to revert closer to pre-Covid levels, those for apparel exporters may remain marginally lower than the pre-Covid levels amid a competitive operating environment, wherein buyers could be expected to negotiate for steeper discounts.
Gross margin increased 100 basis points on reported basis to 55.3 percent, the company’s highest fourth-quarter gross margin in its recent history. Adjusted gross margin increased 30 basis points to 54.6 percent, primarily due to price increases, a higher proportion of sales in the higher-margin direct-to-consumer channel, lower promotions and healthy inventory.
“With Indya Skin Care we aim to be a brand that is not only affordable and delivers results but also provides a form of self-expression to the millennial Indian woman… With our fashion brands already retailing at all large platforms, we were confident to adopt the same strategy for skincare, too,”she was quoted by PTI as saying.