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CBI team attacked by locals in a village in Dhenkanal district, Odisha.
A team of Central Bureau of Investigation (CBI) officials was allegedly assaulted and heckled by a mob while conducting a raid in Odisha's Dhenkanal district in connection with the online child sexual abuse and exploitation case.
The incident occurred when the CBI team was interrogating one Surendra Nayak of Dhenkanal town in his house for his alleged involvement in sharing child pornography materials on social media platforms.
According to locals, the CBI team reached Nayak's house in the morning around 7 a.m. and started conducting raids and interrogated him for hours till afternoon. They neither allowed anyone to enter the house nor informed anything to the locals, they alleged.
As the raid continued further, the irate locals including women, armed with sticks and wooden planks, suddenly started assaulting the CBI officials.
After receiving a call from the officials, local Dhenkanal town police reached the spot and rescued the officials from the mob. IIC of the police station, Soubhagya Swain said they have not been informed about the raid.
However, no official statement has been made either by the Odisha police or the CBI on this incident.
Meanwhile, the CBI team continued interrogation of Nayak in the police station till evening, the source said.
Speaking to media persons, Nayak said he had joined a group named Desi MMS two months ago and used to share video links in various social media groups. In return, he had received $21(approximately Rs 2,000).
"The CBI officials today asked me about the number of members in the group and took away my mobile phone," Nayak said.
Apart from Dhenkanal, the CBI teams conducted similar raids in Jajpur and Bhadrak districts of Odisha.
The Central agency had registered 23 separate cases on November 14, against total 83 accused on the allegations related to online child sexual abuse and exploitation. The agency on Tuesday conducted raids at 76 locations across India in 14 States and union territories.
“Gap Inc.’s brands are in every household, including my own, and I am personally honored it has chosen to work with us because it’s a global company that takes sustainability seriously,” said Dr. Gary Adams, president of the U.S. Cotton Trust Protocol. “Gap Inc. has made significant strides since setting sustainability goals, and the Trust Protocol’s farm-level data will help it in its mission to improve its impact and protect our natural resources. By signing on to the Trust Protocol, Gap Inc. will support our shared mission to educate U.S. growers around the most sustainable growing practices and support grower enrollment.”
Since the department store channel has experienced a steady decline in the UK over recent years, Ted Baker should start to decrease its dependence on this channel as quickly as possible, and instead focus on driving sales via its direct-to-consumer avenues, as well as its third-party online partners like Next and ASOS.
The group is also expanding its digitisation in retail and adopting omnichannel approach, however, Singhania said that physical retail would not go down as shopping is still an experience and people would continue to shop outside. He also refuted recent reports that the group is exiting from the FMCG business.
FableStreet, a digitally native, home-grown apparel brand for professional women has appointed Adarsh Sharma as the Chief Revenue Officer. The appointment comes as the brand looks to scale new heights having successfully maneuvered its way through the challenges thrown by the pandemic. The brand is now looking at expanding its product offering across newer segments, channels, and fortifying its online presence. Adarsh will be leading the online business and will also be responsible for driving the strategic initiatives for the next leg of shift and sustainable growth.
As the CEO of Bata India Ltd, Mr. Kataria has helped drive the Company’s consistent growth and profitability. Under his leadership, Bata India doubled its profits driven by double digit topline growth, and sponsored some of the most ingenious campaigns, including ‘Surprisingly Bata’, that revamped Bata’s image as a more vibrant and contemporary brand, targeted at younger consumers.
“The biggest change that has happened is that there is a very clear demarcation between essential and non-essential categories. There are categories which consumers will want to buy without deal seeking and there are categories which consumers will buy only if they get a great deal out of it. There was a much starker difference three months back and now we see the old trends coming back slowly and steadily. Footwear as a category was struggling earlier but it almost back to pre-COVID numbers. During the festive season, the traditional categories generally do well, however, this year we expect that demand for these categories will be muted and that will force a lot of top brands in those categories to go into discounting just to nudge consumers to buy more. However, any brand that is in the essentials space or categories are seeing natural demand, they do not need to go into that kind of discounting to sell out. We are the only industry in the world, that has the word fast as the prefix and we are probably the slowest. We still have 8-month cycles to the next season, so some of us have to create better value proposition for consumers to consume now either by discounting, free gifts, faster delivery etc but how are we planning to do our future seasons? We can’t have 8 month cycles, we will have to react today and deliver the product in next 3 weeks if we really want to adapt otherwise we will always end up catching with the market doing discounting etc which really is not the right way to build this,” states Sudhakar.
‘‘Ted Baker’s troublesome performance comes as no surprise, since its specialism in formalwear increased its exposure to the impact of COVID-19, with many consumers shifting their spending towards casualwear or loungewear categories. While the retailer has attempted to adapt to these changing trends, it was too slow to mitigate falling sales in H1 2020/2021, with revenue almost halving by £143.8m to £169.5m. Pressure from competitors led Ted Baker to implement heavy discounting during the period, including a 50% off everything promotion over Black Friday, which as well as drastically denting profit margins, is also likely to have a significant impact on consumers’ perceptions of the brand. Full price sales must be a focus for Ted Baker as it launches its refreshed product ranges as part of its ‘Ted’s Growth Formula’ turnaround plan, or else it will risk devaluing the brand even further.
“Myntra has been one of the curated marketplace and it has always been about all players irrespective of whether they are big or small. We give them a uniform platform to display their products to consumers. There have been a lot of digital-first born or online brands across categories – footwear, apparel, watches. Some brands even do not have a single point of presence offline, but they are actually doing phenomenally well online. A lot of these brands are actually showing the way to smaller brands who want to get into this space. Catalogue quality, the way they represent their products, they make videos for all of their products – all of this comes as naturally to these brands as offline retail comes to a lot of brands who have got a huge presence in the store network. Visual merchandising is a key skill offline, similarly cataloguing is a key skill online. A lot of these brands are showing the way to smaller brands to really adapt and the smaller brands today are able to divert almost 40-50 percent of their business from online, however, now it would be as high as 80-90 percent. This is not because offline is doing badly but because these brands serve very specific consumer needs. A few consumers who were buying these niches offline are looking online for it. A lot of brands have adapted to doing categories which are consumer-first, so have the abilities to grow online faster,” states Sudhakar.
Talking about the experience of putting up a virtual showcase and the level of fresh talent, Diana Marian Murek, Director of Education – Istituto Marangoni, Mumbai said, “I want to congratulate my students and colleagues for creating with me the astonishing beauty of ‘Synchronicity’; it is an honour to be part of this extraordinary team. Everyone involved has invested limitless energy and effort into this exciting project, that fully communicates creativity, adaptability and passion for the arts. The collections of our 2020 2nd-year students are very unique and have been developed and produced while entirely in lockdown, which is per se a tremendous accomplishment. It is even more exciting to observe how much positivity and elevated vibration the collections are expressing, additionally to the authenticity and strong creative identity of every individual talent. Istituto Marangoni’s number one goal is to achieve and guarantee employability and preparing students for real industry needs and assuring their performance on the highest level of excellence. The participation in producing a professional fashion film featuring their original designs is one more step closer to achieving this.”
“We usually get virtual walk requests from our customers who love to shop but still aren’t too comfortable stepping out that often. We try to connect with them via a Zoom or WhatsApp video call and offer a tour as they shortlist their favourites from the other side of the screen, the one-on-one interaction intrigues the customers and helps the store gain its due traction. Post the virtual tours, whatever the customers shortlist is delivered to them to try from the comfort of their homes and thus making their places equivalent to trial rooms, helping them select what suits and fits them the best,” says Manisha Malik, Master Franchisee and India Head, Pazzion.
Focusing on Social Commerce induced through consumer engagement would hold key for a sustainable working. Most retailers are moving away from the price offering which may not be able to hold for long. Rise of subscription model is another business architecture which would see a constant rise in days to come.