www.moneycontrol.com
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2a02:26f0:3100:397::3393
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Submitted URL: http://moneycontrol.com/
Effective URL: https://www.moneycontrol.com/
Submission: On February 24 via api from IN — Scanned from DE
Effective URL: https://www.moneycontrol.com/
Submission: On February 24 via api from IN — Scanned from DE
Form analysis 7 forms found in the DOM
Name: form_topsearch — GET
<form name="form_topsearch" id="form_topsearch" method="get" onsubmit="javascript:return submit_search_txt('#form_topsearch');" action="">
<input name="search_data" id="search_data" value="" type="hidden" readonly="">
<input name="cid" id="cid" value="" type="hidden" readonly="">
<input name="mbsearch_str" id="mbsearch_str" type="hidden" value="" readonly="">
<input name="topsearch_type" id="topsearch_type" value="1" type="hidden" readonly="">
<input class="txtsrchbox FL" id="search_str" onkeyup="getAutosuggesionHeader('#form_topsearch');" onclick="getAutosuggesionHeader('#form_topsearch');" placeholder="Search Quotes, News, Mutual Fund NAVs" name="search_str" value="" type="text"
autocomplete="off">
<label for="search_str" style="display:none;">Search Quotes, News, Mutual Fund NAVs</label>
<!-- Trending search ooptions -> Start -->
<div class="trend_searchbx sugBox" style="display:none;">
<div class="ausggestleft">
<ul id="ul_srchCat_DDL">
<li class="active"><span style="color:#fff !important" title="Trending Stocks">Trending Stocks</span></li>
</ul>
</div>
<div class="clearfix">
<ul class="suglist">
<li>
<a onclick="setGAEventTracker( "SEARCHUSAGE", "MCTRENDS", "STKCLICK" );" href="https://www.moneycontrol.com/india/stockpricequote/finance-others/jiofinancialservices/JFS" title="Jio Financial">Jio Financial <span>INE758E01017, JIOFIN, 543940</span></a>
</li>
<li>
<a onclick="setGAEventTracker( "SEARCHUSAGE", "MCTRENDS", "STKCLICK" );" href="https://www.moneycontrol.com/india/stockpricequote/telecommunications-service/vodafoneidealimited/IC8" title="Vodafone Idea">Vodafone Idea <span>INE669E01016, IDEA, 532822</span></a>
</li>
<li>
<a onclick="setGAEventTracker( "SEARCHUSAGE", "MCTRENDS", "STKCLICK" );" href="https://www.moneycontrol.com/india/stockpricequote/banks-private-sector/yesbank/YB" title="Yes Bank">Yes Bank <span>INE528G01035, YESBANK, 532648</span></a>
</li>
<li>
<a onclick="setGAEventTracker( "SEARCHUSAGE", "MCTRENDS", "STKCLICK" );" href="https://www.moneycontrol.com/india/stockpricequote/banks-private-sector/hdfcbank/HDF01" title="HDFC Bank">HDFC Bank <span>INE040A01034, HDFCBANK, 500180</span></a>
</li>
<li>
<a onclick="setGAEventTracker( "SEARCHUSAGE", "MCTRENDS", "STKCLICK" );" href="https://www.moneycontrol.com/india/stockpricequote/online-services/one97communicationspaytm/OC03" title="One 97 Paytm">One 97 Paytm <span>INE982J01020, PAYTM, 543396</span></a>
</li>
<li>
<a onclick="setGAEventTracker( "Search Trend", "Click", "Check Credit Score | " + window.location.href ); setCTEventTracker( "Credit Bureau", "Touchpoint", "Search | " + window.location.href );" href="https://www.moneycontrol.com/credit-score" class="trend_cb" title="Check your Credit Score here!">
<div class="cb_search">
<span>
<svg width="30" version="1.1" id="Layer_1" xmlns="http://www.w3.org/2000/svg" xmlns:xlink="http://www.w3.org/1999/xlink" x="0px" y="0px" viewBox="0 0 33 33" style="enable-background:new 0 0 33 33;" xml:space="preserve">
<style type="text/css">
.st0{fill:#F0D822;}
.st1{fill:#029F20;}
.st2{fill:#81C754;}
.st3{fill:#D52929;}
.st4{fill:#F07E0C;}
.st5{opacity:0.1;fill:#FFFFFF;enable-background:new;}
.st6{opacity:0.4;fill:#2C6CE6;enable-background:new;}
.st7{fill:#BCBCD8;}
</style>
<g id="meter-new02" transform="translate(50.849 637.355)">
<path id="Path_3745" class="st0" d="M-31.8-629.1c-0.1,0-0.1,0-0.2,0c-0.8-0.1-1.7-0.2-2.6-0.1c-0.5,0-1-0.4-1-0.9s0.4-0.9,0.9-1
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<path id="Path_3746" class="st1" d="M-20.9-616.4c-0.5,0-0.9-0.4-0.9-0.9c-0.1-3.8-1.9-7.3-4.9-9.6c-0.4-0.3-0.4-0.9-0.1-1.3
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<path id="Path_3748" class="st3" d="M-46.7-616.4c-0.5,0-0.9-0.4-0.9-0.9l0,0c0-2.1,0.5-4.1,1.3-6c0.2-0.5,0.8-0.6,1.3-0.4
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<path id="Path_3749" class="st4" d="M-44.4-623.8c-0.5,0-0.9-0.4-0.9-1c0-0.2,0.1-0.3,0.1-0.5c1-1.5,2.2-2.7,3.7-3.7
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</g>
<circle id="Ellipse_395" class="st5" cx="16.5" cy="19.5" r="7.4"></circle>
<circle id="Ellipse_389" class="st6" cx="16.5" cy="19.7" r="4"></circle>
<path id="Ellipse_419" class="st7" d="M17.1,22c1.4-0.3,2.1-1.6,1.9-2.8c-0.3-1.4-1.6-2.1-2.8-1.9c-1.4,0.3-2.1,1.6-1.9,2.8
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<path id="Path_3643" class="st7" d="M18.8,18.6l5.6-1l0.3,1.4L19,20.1c0.1-0.2,0-0.5,0-0.7C19,19.1,18.9,18.9,18.8,18.6z"></path>
<circle id="Ellipse_397" class="st7" cx="29" cy="17.7" r="2"></circle>
</svg>
</span><span class="cb_brdb">Check your <em>Credit Score</em> here!</span>
</div>
</a>
</li>
</ul>
</div>
</div>
<script type="text/javascript">
function setGAEventTracker(optCategory, optAction, optLabel) {
if (typeof window.ga === "object") {
console.log("Call for GA Event : ", optCategory, "|", optAction, "|", optLabel);
ga("send", "event", "" + optCategory + "", "" + optAction + "", "" + optLabel + "");
}
}
function setCTEventTracker(optCategory, optAction, optLabel) {
if (typeof window.clevertap === "object") {
console.log("Call for CT Event : ", optCategory, "|", optAction, "|", optLabel);
clevertap.event.push(optCategory, {
[optAction]: optLabel
});
}
}
</script><!-- Updated @ 2024-02-23 21:50:16 --> <!-- End <- Trending search ooptions -->
<!-- auto suggest box-->
<div class="sugBox" id="autosugg_mc1" style="display:none;">
<div class="ausggestleft">
<ul id="ul_srchCat_DDL">
<li class="active" onclick="suggestboxdd('1', 'maintop');" id="tab1"><span rel="1" title="Quotes">Quotes</span></li>
<li onclick="suggestboxdd('2', 'maintop');" id="tab2"><span rel="2" title="Mutual Funds">Mutual Funds</span></li>
<li onclick="suggestboxdd('5', 'maintop');" id="tab5"><span rel="5" title="Commodities">Commodities</span></li>
<li onclick="suggestboxdd('9', 'maintop');" id="tab9"><span rel="9" title="Futures">Futures & Options</span></li>
<li onclick="suggestboxdd( '12', 'maintop' );" id="tab12"><span rel="12" title="Currency">Currency</span></li>
<li onclick="suggestboxdd('3', 'maintop');" id="tab3"><span rel="3" title="News">News</span></li>
<li onclick="suggestboxdd( '11', 'maintop' );" id="tab11"><span rel="11" title="Cryptocurrency">Cryptocurrency</span></li>
<li onclick="suggestboxdd('4', 'maintop');" id="tab4"><span rel="4" title="Forum">Forum</span></li>
<li onclick="suggestboxdd('6', 'maintop');" id="tab6"><span rel="6" title="Notices">Notices</span></li>
<li onclick="suggestboxdd('7', 'maintop');" id="tab7"><span rel="7" title="Videos">Videos</span></li>
<li onclick="suggestboxdd('10', 'maintop');" id="tab10"><span rel="10" title="Glossary">Glossary</span></li>
<li onclick="suggestboxdd('8', 'maintop');" id="tab8"><span rel="8" title="All">All</span></li>
</ul>
</div>
<div class="top_asugscrl" id="autosuggestlist">
<ul class="suglist scrollBar" style="overflow: hidden; padding: 0px; width: 100px;">
<div class="jspContainer" style="width: 100px; height: 300px;">
<div class="jspPane" style="padding: 0px; top: 0px; width: 100px;"></div>
</div>
</ul>
<div class="brdtp CTR PT5"></div>
</div>
</div>
</form>Name: form_mobile_topsearch — GET
<form name="form_mobile_topsearch" id="form_mobile_topsearch" method="get" onsubmit="javascript:return submit_search_txt('#form_mobile_topsearch');" action="">
<input name="search_data" id="search_data" value="" type="hidden" readonly="">
<input name="cid" id="cid" value="" type="hidden" readonly="readonly">
<input name="mbsearch_str" id="mbsearch_str" type="hidden" value="" readonly="readonly">
<input name="topsearch_type" id="topsearch_type" value="1" type="hidden" readonly="">
<input class="txtsrchbox FL" id="search_str" onkeyup="getAutosuggesionHeader('#form_mobile_topsearch');" onclick="getAutosuggesionHeader('#form_mobile_topsearch'); GAEventTracker( 'SEARCHUSAGE', 'MCTRENDS', 'WAPSTKCLICK' );"
placeholder="Search Quotes, News, Mutual Fund NAVs" name="search_str" value="" type="text" autocomplete="off">
<label for="search_str" style="display:none;">Search Quotes, News, Mutual Fund NAVs</label>
<!-- trending search ooptions start -->
<div class="PR" style="z-index:100000;">
<div class="trend_searchbx sugBox" style="display:none;">
<div class="ausggestleft">
<ul id="ul_srchCat_DDL">
<li class="active"><span style="color:#fff !important" title="Trending Stocks">Trending Stocks</span></li>
</ul>
</div>
<div class="clearfix">
<ul class="suglist">
<li>
<a onclick="setGAEventTracker( "SEARCHUSAGE", "MCTRENDS", "STKCLICK" );" href="https://www.moneycontrol.com/india/stockpricequote/finance-others/jiofinancialservices/JFS" title="Jio Financial">Jio Financial <span>INE758E01017, JIOFIN, 543940</span></a>
</li>
<li>
<a onclick="setGAEventTracker( "SEARCHUSAGE", "MCTRENDS", "STKCLICK" );" href="https://www.moneycontrol.com/india/stockpricequote/telecommunications-service/vodafoneidealimited/IC8" title="Vodafone Idea">Vodafone Idea <span>INE669E01016, IDEA, 532822</span></a>
</li>
<li>
<a onclick="setGAEventTracker( "SEARCHUSAGE", "MCTRENDS", "STKCLICK" );" href="https://www.moneycontrol.com/india/stockpricequote/banks-private-sector/yesbank/YB" title="Yes Bank">Yes Bank <span>INE528G01035, YESBANK, 532648</span></a>
</li>
<li>
<a onclick="setGAEventTracker( "SEARCHUSAGE", "MCTRENDS", "STKCLICK" );" href="https://www.moneycontrol.com/india/stockpricequote/banks-private-sector/hdfcbank/HDF01" title="HDFC Bank">HDFC Bank <span>INE040A01034, HDFCBANK, 500180</span></a>
</li>
<li>
<a onclick="setGAEventTracker( "SEARCHUSAGE", "MCTRENDS", "STKCLICK" );" href="https://www.moneycontrol.com/india/stockpricequote/online-services/one97communicationspaytm/OC03" title="One 97 Paytm">One 97 Paytm <span>INE982J01020, PAYTM, 543396</span></a>
</li>
<li>
<a onclick="setGAEventTracker( "Search Trend", "Click", "Check Credit Score | " + window.location.href ); setCTEventTracker( "Credit Bureau", "Touchpoint", "Search | " + window.location.href );" href="https://www.moneycontrol.com/credit-score" class="trend_cb" title="Check your Credit Score here!">
<div class="cb_search">
<span>
<svg width="30" version="1.1" id="Layer_1" xmlns="http://www.w3.org/2000/svg" xmlns:xlink="http://www.w3.org/1999/xlink" x="0px" y="0px" viewBox="0 0 33 33" style="enable-background:new 0 0 33 33;" xml:space="preserve">
<style type="text/css">
.st0{fill:#F0D822;}
.st1{fill:#029F20;}
.st2{fill:#81C754;}
.st3{fill:#D52929;}
.st4{fill:#F07E0C;}
.st5{opacity:0.1;fill:#FFFFFF;enable-background:new;}
.st6{opacity:0.4;fill:#2C6CE6;enable-background:new;}
.st7{fill:#BCBCD8;}
</style>
<g id="meter-new02" transform="translate(50.849 637.355)">
<path id="Path_3745" class="st0" d="M-31.8-629.1c-0.1,0-0.1,0-0.2,0c-0.8-0.1-1.7-0.2-2.6-0.1c-0.5,0-1-0.4-1-0.9s0.4-0.9,0.9-1
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<path id="Path_3746" class="st1" d="M-20.9-616.4c-0.5,0-0.9-0.4-0.9-0.9c-0.1-3.8-1.9-7.3-4.9-9.6c-0.4-0.3-0.4-0.9-0.1-1.3
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<path id="Path_3747" class="st2" d="M-28-627.9c-0.1,0-0.3,0-0.4-0.1c-0.5-0.3-1-0.5-1.6-0.6c-0.5-0.2-0.7-0.7-0.6-1.2
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<path id="Path_3748" class="st3" d="M-46.7-616.4c-0.5,0-0.9-0.4-0.9-0.9l0,0c0-2.1,0.5-4.1,1.3-6c0.2-0.5,0.8-0.6,1.3-0.4
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</g>
<circle id="Ellipse_395" class="st5" cx="16.5" cy="19.5" r="7.4"></circle>
<circle id="Ellipse_389" class="st6" cx="16.5" cy="19.7" r="4"></circle>
<path id="Ellipse_419" class="st7" d="M17.1,22c1.4-0.3,2.1-1.6,1.9-2.8c-0.3-1.4-1.6-2.1-2.8-1.9c-1.4,0.3-2.1,1.6-1.9,2.8
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<path id="Path_3643" class="st7" d="M18.8,18.6l5.6-1l0.3,1.4L19,20.1c0.1-0.2,0-0.5,0-0.7C19,19.1,18.9,18.9,18.8,18.6z"></path>
<circle id="Ellipse_397" class="st7" cx="29" cy="17.7" r="2"></circle>
</svg>
</span><span class="cb_brdb">Check your <em>Credit Score</em> here!</span>
</div>
</a>
</li>
</ul>
</div>
</div>
<script type="text/javascript">
function setGAEventTracker(optCategory, optAction, optLabel) {
if (typeof window.ga === "object") {
console.log("Call for GA Event : ", optCategory, "|", optAction, "|", optLabel);
ga("send", "event", "" + optCategory + "", "" + optAction + "", "" + optLabel + "");
}
}
function setCTEventTracker(optCategory, optAction, optLabel) {
if (typeof window.clevertap === "object") {
console.log("Call for CT Event : ", optCategory, "|", optAction, "|", optLabel);
clevertap.event.push(optCategory, {
[optAction]: optLabel
});
}
}
</script><!-- Updated @ 2024-02-23 21:50:16 -->
</div>
<!-- trending search ooptions end -->
<!-- auto suggest box-->
<div class="sugBox" id="autosugg_mc1" style="display:none;">
<div class="ausggestleft">
<ul class="nav-tabs" id="ul_srchCat_DDL">
<li class="active" onclick="suggestboxdd('1', 'mobile_top');" id="tab1"><span rel="1" title="Quotes">Quotes</span></li>
<li onclick="suggestboxdd('2', 'mobile_top');" id="tab2"><span rel="2" title="Mutual Funds">Mutual Funds</span></li>
<li onclick="suggestboxdd('5', 'mobile_top');" id="tab5"><span rel="5" title="Commodities">Commodities</span></li>
<li onclick="suggestboxdd('9', 'mobile_top');" id="tab9"><span rel="9" title="Futures">Futures & Options</span></li>
<li onclick="suggestboxdd( '12', 'mobile_top' );" id="tab12"><span rel="12" title="Currency">Currency</span></li>
<li onclick="suggestboxdd('3', 'mobile_top');" id="tab3"><span rel="3" title="News">News</span></li>
<li onclick="suggestboxdd( '11', 'mobile_top' );" id="tab11"><span rel="11" title="Cryptocurrency">Cryptocurrency</span></li>
<li onclick="suggestboxdd('4', 'mobile_top');" id="tab4"><span rel="4" title="Forum">Forum</span></li>
<li onclick="suggestboxdd('6', 'mobile_top');" id="tab6"><span rel="6" title="Notices">Notices</span></li>
<li onclick="suggestboxdd('7', 'mobile_top');" id="tab7"><span rel="7" title="Videos">Videos</span></li>
<li onclick="suggestboxdd('10', 'mobile_top');" id="tab10"><span rel="10" title="Glossary">Glossary</span></li>
<li onclick="suggestboxdd('8', 'mobile_top');" id="tab8"><span rel="8" title="All">All</span></li>
</ul>
</div>
<div class="top_asugscrl">
<div class="tab-content">
<div class="tab-pane in active" id="autosuggestlist">
<ul class="suglist scrollBar" style="overflow: hidden; padding: 0px; width: 100px;">
<div class="jspContainer" style="width: 100px; height: 300px;">
<div class="jspPane" style="padding: 0px; top: 0px; width: 100px;">
<li><a href="javascript:;" target="_parent"><span><b>Auri</b>ferous</span> Aqua Farma , 519363</a></li>
</div>
</div>
</ul>
</div>
</div>
</div>
</div>
</form>Name: compsearch — POST
<form onsubmit="javascript:return post_quote(this);" method="post" id="compsearch" name="compsearch">
<input type="hidden" id="stkquote_hidden" name="stkquote_hidden" value="" style="width: 30px;" readonly="">
<input type="hidden" name="gq_fname" id="gq_fname" value="stk_price" style="width: 30px;" readonly="">
<input type="text" id="companyname" name="companyname" placeholder="Search stock quotes" value="" autocomplete="off" onkeyup="stock_quote_suggest( this.value );">
<label for="companyname" style="display:none;">Search stock quotes</label>
<div id="autosugg_mc1" class="sugBox"></div>
<div class="quatDrp PR"> <a href="javascript:;" title="Stock Quotes" id="search_disp" name="search_disp">QUOTES</a> <span class="arwqu"></span>
<div class="qutoesDrop2">
<div class="scr2quote">
<h2> <a href="javascript:;" title="Get Quote" onclick="javascript:return ass_pval( 'stk_price', 'Get Quote' );">Get Quote</a> </h2>
<ul>
<li> <a href="javascript:;" title="Stock Chart" onclick="javascript:return ass_pval( 'techcharts', 'Stock Chart' );">Stock Chart</a> </li>
<li> <a href="javascript:;" title="Option Price" onclick="javascript:return ass_pval( 'stkfno', 'Option Price' );">Option Price</a> </li>
<li> <a href="javascript:;" title="NAVs" onclick="javascript:return ass_pval( 'snap', 'NAVs' );">NAVs</a> </li>
</ul>
<h2> <a href="javascript:;" title="Business" onclick="javascript:return ass_pval( 'business', 'Business' );">Business</a> </h2>
<ul>
<li> <a href="javascript:;" title="Earnings" onclick="javascript:return ass_pval( 'results', 'Earnings' );">Earnings</a> </li>
<li> <a href="javascript:;" title="Management Interviews" onclick="javascript:return ass_pval( 'management-interviews', 'Management Interviews' );">Management Interviews</a> </li>
<li> <a href="javascript:;" title="Announcements" onclick="javascript:return ass_pval( 'corpannounce', 'Announcements' );">Announcements</a> </li>
<li> <a href="javascript:;" title="Stock Views" onclick="javascript:return ass_pval( 'stock-views', 'Stock Views' );">Stock Views</a> </li>
<li> <a href="javascript:;" title="Brokerage Reports" onclick="javascript:return ass_pval( 'brokerage-reports', 'Brokerage Reports' );">Brokerage Reports</a> </li>
</ul>
<h2> <a href="javascript:;" title="Board Meetings" onclick="javascript:return ass_pval( 'board-meetings', 'Board Meetings' );">Board Meetings</a> </h2>
<ul>
<li> <a href="javascript:;" title="Announcements" onclick="javascript:return ass_pval( 'board-meetings', 'Announcements' );">Announcements</a> </li>
<li> <a href="javascript:;" title="AGM/EGM" onclick="javascript:return ass_pval( 'agm-egm', 'AGM/EGM' );">AGM/EGM</a> </li>
<li> <a href="javascript:;" title="Bonus" onclick="javascript:return ass_pval( 'bonus', 'Bonus' );">Bonus</a> </li>
<li> <a href="javascript:;" title="Rights" onclick="javascript:return ass_pval( 'rights', 'Rights' );">Rights</a> </li>
<li> <a href="javascript:;" title="Splits" onclick="javascript:return ass_pval( 'splits', 'Splits' );">Splits</a> </li>
<li> <a href="javascript:;" title="Dividends" onclick="javascript:return ass_pval( 'dividends', 'Dividends' );">Dividends</a> </li>
</ul>
<h2> <a href="javascript:;" title="Company History" onclick="javascript:return ass_pval( 'companyhistory', 'Company History' );">Company History</a> </h2>
<ul>
<li> <a href="javascript:;" title="Information" onclick="javascript:return ass_pval( 'companyhistory', 'Information' );">Information</a> </li>
<li> <a href="javascript:;" title="Background" onclick="javascript:return ass_pval( 'background', 'Background' );">Background</a> </li>
<li> <a href="javascript:;" title="Board Of Directors" onclick="javascript:return ass_pval( 'boardofdirectors', 'Board Of Directors' );">Board Of Directors</a> </li>
<li> <a href="javascript:;" title="Capital Structure" onclick="javascript:return ass_pval( 'capital-structure', 'Capital Structure' );">Capital Structure</a> </li>
<li> <a href="javascript:;" title="Listing Info" onclick="javascript:return ass_pval( 'listingdetails', 'Listing Info' );">Listing Info</a> </li>
<li> <a href="javascript:;" title="Locations" onclick="javascript:return ass_pval( 'locations', 'Locations' );">Locations</a> </li>
<li> <a href="javascript:;" title="Block Deals" onclick="javascript:return ass_pval( 'blockdeals', 'Block Deals' );">Block Deals</a> </li>
</ul>
<h2> <a href="javascript:;" title="Balance Sheet" onclick="javascript:return ass_pval( 'balance', 'Balance Sheet' );">Balance Sheet</a> </h2>
<ul>
<li> <a href="javascript:;" title="Financials" onclick="javascript:return ass_pval( 'balance', 'Financials' );">Financials</a> </li>
<li> <a href="javascript:;" title="Profit & Loss" onclick="javascript:return ass_pval( 'profit', 'Profit & Loss' );">Profit & Loss</a> </li>
<li> <a href="javascript:;" title="Quarterly Results" onclick="javascript:return ass_pval( 'quarterly', 'Quarterly Results' );">Quarterly Results</a> </li>
<li> <a href="javascript:;" title="Half Yearly Results" onclick="javascript:return ass_pval( 'halfyearly', 'Half Yearly Results' );">Half Yearly Results</a> </li>
<li> <a href="javascript:;" title="Nine Monthly Results" onclick="javascript:return ass_pval( 'ninemths', 'Nine Monthly Results' );">Nine Monthly Results</a> </li>
<li> <a href="javascript:;" title="Yearly Results" onclick="javascript:return ass_pval( 'yearly', 'Yearly Results' );">Yearly Results</a> </li>
<li> <a href="javascript:;" title="Cash Flow" onclick="javascript:return ass_pval( 'cashflow', 'Cash Flow' );">Cash Flow</a> </li>
<li> <a href="javascript:;" title="Ratios" onclick="javascript:return ass_pval( 'ratios', 'Ratios' );">Ratios</a> </li>
</ul>
<h2> <a href="javascript:;" title="Directors Report" onclick="javascript:return ass_pval( 'directorsreport', 'Directors Report' );">Directors Report</a> </h2>
<ul>
<li> <a href="javascript:;" title="Annual Report" onclick="javascript:return ass_pval( 'directorsreport', 'Annual Report' );">Annual Report</a> </li>
<li> <a href="javascript:;" title="Chairman's Speech" onclick="javascript:return ass_pval( 'chairmanspeech', 'Chairman's Speech' );">Chairman's Speech</a> </li>
<li> <a href="javascript:;" title="Auditors Report" onclick="javascript:return ass_pval( 'auditorsreport', 'Auditors Report' );">Auditors Report</a> </li>
<li> <a href="javascript:;" title="Notes To Accounts" onclick="javascript:return ass_pval( 'notestoacc', 'Notes To Accounts' );">Notes To Accounts</a> </li>
<li> <a href="javascript:;" title="Finished Goods" onclick="javascript:return ass_pval( 'finishedproducts', 'Finished Goods' );">Finished Goods</a> </li>
<li> <a href="javascript:;" title="Raw Materials" onclick="javascript:return ass_pval( 'rawmaterials', 'Raw Materials' );">Raw Materials</a> </li>
</ul>
<h2> <a href="javascript:;" title="Price" onclick="javascript:return ass_pval( 'peer_price', 'Price' );">Price</a> </h2>
<ul>
<li> <a href="javascript:;" title="Price Performance" onclick="javascript:return ass_pval( 'peer_price_perf', 'Price Performance' );">Price Performance</a> </li>
<li> <a href="javascript:;" title="Market CAP" onclick="javascript:return ass_pval( 'mktcap', 'Market CAP' );">Market CAP</a> </li>
<li> <a href="javascript:;" title="Net Sales" onclick="javascript:return ass_pval( 'netsales', 'Net Sales' );">Net Sales</a> </li>
<li> <a href="javascript:;" title="Net Profit" onclick="javascript:return ass_pval( 'netprofit', 'Net Profit' );">Net Profit</a> </li>
<li> <a href="javascript:;" title="Total Assets" onclick="javascript:return ass_pval( 'totassets', 'Total Assets' );">Total Assets</a> </li>
</ul>
</div>
</div>
</div>
<div class="srhicont"><input type="submit" border="0" class="ico_srh" value=""></div>
</form>Name: stkadv_frm — POST
<form id="stkadv_frm" method="post" name="stkadv_frm" target="_blank" onsubmit="javascript:return post_stock_advice_form( this );">
<input type="hidden" name="stkquote_hidden" id="stkquote_hidden" value="" readonly="">
<input type="hidden" name="search_flag" id="search_flag" value="" readonly="">
<input type="hidden" name="sel_celeb" id="sel_celeb" value="" readonly="">
<input type="hidden" name="sel_brok" id="sel_brok" value="" readonly="">
<input type="hidden" name="fname" id="fname" value="stock-views" readonly="">
<input type="hidden" name="companyname" id="companyname" value="" readonly="">
<div class="search_bxsd FL PR">
<input type="text" name="stkadv_str" id="stkadv_str" placeholder="Company name" value="" autocomplete="off" onkeyup="stock_advice_suggest( this.value );">
<label for="stkadv_str" style="display:none;">Company name</label>
<div id="autosugg_mc2" class="sugBox"></div>
<button id="mc_stock_advice_button" name="mc_stock_advice_button" aria-label="Stock Advice"> ></button>
</div>
<span class="or FL">OR</span>
<div class="FL MT2 secgrDrop PR"> <a href="javascript:;" title="Analyst/Brokerage" class="btn_grey drpDwon">Analyst/Brokerage <span class="white_arw"></span></a>
<div class="analDrop">
<h3>ANALYST</h3>
<ul>
</ul>
<h3>BROKERAGE</h3>
<ul>
</ul>
</div>
</div>
</form>Name: mktinfo_scr_frm — POST
<form name="mktinfo_scr_frm" id="mktinfo_scr_frm_new" method="post">
<input type="hidden" name="indcode" id="ind_code" readonly="">
<input type="hidden" name="call_option" id="call_option" readonly="">
<input type="hidden" name="optex" id="optex" readonly="">
<h2 class="FL sub_title MR15 MT2"><a href="https://www.moneycontrol.com/stocks/marketstats/top100.php" title="Top Companies in India" class="sub_title">Top Companies in India</a></h2>
<span class="FL txt12_blue MT5">By</span>
<div class="select-box FL ML10" style="width: 135px;">
<select id="screen_crit" name="screen_crit">
<option value="market-capitalisation">Market Capitalisation.</option>
<option value="net-sales">Net Sales.</option>
<option value="net-profit">Net Profit.</option>
<option value="total-assets">Total Assets.</option>
<option value="excise">Excise.</option>
<option value="other-income">Other Income.</option>
<option value="raw-material-cost">Raw Materials.</option>
<option value="power-fuel-cost">Power &amp; Fuel.</option>
<option value="employee-cost">Employee Cost.</option>
<option value="ebitda">PBDIT.</option>
<option value="interest-cost">Interest.</option>
<option value="tax-paid">Tax.</option>
<option value="earning-per-share">EPS.</option>
<option value="investment">Investments.</option>
<option value="sundry-debtors">Sundry Debtors.</option>
<option value="cash-bank">Cash/Bank.</option>
<option value="inventory">Inventory.</option>
<option value="debt">Debt.</option>
<option value="contingent-liability">Contingent Liabilities.</option>
</select>
<label for="screen_crit" style="display:none;">Screen Crit</label>
</div>
<div class="select-box FL ML15" style="width:180px;">
<select id="sel_code" name="sel_code">
<option value="">Select One</option>
</select>
<label for="sel_code" style="display:none;">Screen Code</label>
</div>
</form>Name: frm_screener — POST
<form name="frm_screener" id="frm_screener" method="post" target="_blank">
<em class="FL txt12_blue MT5">Result Screener</em>
<div class="select-box FL ML5 MT1" style="width: 175px;">
<select id="result_screener" name="result_screener">
<option value="1">Best Performers</option>
<option value="2">Worst Performers</option>
<option value="3">Positive Turnarounds</option>
<option value="4">Negative Turnarounds</option>
<option value="5">Latest Results</option>
<option value="6">Sector Performance</option>
</select>
<label for="result_screener" style="display:none;">Result Screener</label>
</div>
</form>Name: frm_valuation — POST
<form name="frm_valuation" id="frm_valuation" method="post" target="_blank">
<em class="FL txt12_blue ML5 MT5">Valuation Statistics</em>
<div class="select-box FL ML5 MT1" style="width: 175px;">
<select id="valuation_stats" name="valuation_stats">
<option value="7">EPS</option>
<option value="8">Price Earning Ratios</option>
<option value="9">Cash Price Earning Ratios</option>
<option value="10">Price to Book Value</option>
<option value="11">Premium to Book Value</option>
<option value="12">Discount to Book Value</option>
<option value="13">Dividend History</option>
<option value="14">Top Dividend Yields</option>
<option value="15">Quarterly Growth</option>
</select>
<label for="valuation_stats" style="display:none;">Valuation Stats</label>
</div>
</form>Text Content
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Uber looks to power ahead on low-cost mobility in India. Here's what Uber CEO
has to say on India and more
UBER LOOKS TO POWER AHEAD ON LOW-COST MOBILITY IN INDIA. HERE'S WHAT UBER CEO
HAS TO SAY ON INDIA AND MORE
Uber, one of the largest shared mobility players globally, wants to focus on
low-cost services like two-wheeler and three-wheeler ride-hailing in India as it
explores a partnership with the Indian government-backed Online Network for
Digital Commerce (ONDC). Two technology titans, Uber CEO Dara Khosrowashahi and
Infosys Cofounder and architect of Aadhar, Nandan Nilekani, come together in
Bengaluru for a chat, discussing everything from how to scale models, Digital
Public Infrastructure (DPI) and the opportunities for mobility players like
Uber, to their India expansion plans. Khosrowashahi also spoke about his unique
strategy to understand consumer experience: he drives Uber during his free time
and talks to consumers. Edited excerpts:
Dara Khosrowshahi: This is my first visit to India in four years. And it's
extraordinary how things have changed, how India is racing forward in many
things, but especially, all things digital. I've been running Uber now almost
seven years, and I came to the company at a pretty tough time. The company was
going through very difficult cultural issues, and leadership transformation.
Before I joined there were 14 CEOs, which I'm not sure is a good thing. I'll
take one CEO. But during that tough time, the India team here asked for some
help. They needed the local team to be inspired. So they asked you, Nandan, to
come into the office? You gave them a little pep talk. Tell us about that.
Nandan Nilekani: And I told them a story which I thought should inspire them. I
said I got my smartphone because of Uber. I was in New York in February of 2008
or thereabouts, and I went to see a friend at NYU who was always a geeky guy who
kept track of new things. And after the meeting he said, shall I call a cab for
you? I said, sure, but you know, I can go down and hail one. He said, no, come
down. He tapped on the phone and in two minutes something magical appeared and
that really got me hooked to Uber and I still use it every time I travel. In
India, I have the luxury of having a car with a driver, so I don't use it that
much, but around the world, I'm on Uber, so thank you. But to your thing, you
came to this company in 2017 and it had all the issues and in seven years you've
transformed it. Market cap at an all-time high. You're actually giving cash
back, which is a big deal in this world.
Dara Khosrowshahi: Different world.
Nandan Nilekani: $7 billion is your plan. So how did you pull this off?
Dara Khosrowshahi: It's been a lot of ups and downs at the company, but I do
think that at the very core, the reason I came to Uber, (I've been running
Expedia for 13 years) was that it is a product that I was very passionate about,
it is a magical product. It's a product that had an incredible impact on the
world we live in. It's not just a digital-only product, but it's at the
intersection of the digital and the physical. And while Uber was going through
very, very difficult cultural issues, the talent of the company was pretty
extraordinary. Travis, who was a Founder, had his strengths and weaknesses, and
he had to push very, very hard to establish Uber in a world where I think a lot
of the incumbents didn't want Uber to exist. And that went too far sometimes.
But one of his strengths was he identified and hired great talent. And so for me
coming in, it was extraordinary, the public perception of Uber versus internal
who is here at the company. It was very different. It was a group of people who
were incredibly passionate about the company, wanted to change our world, and
wanted to bring this digital transformation to everybody. And for me as a
leader, it was just about pointing them in the right direction.
And sometimes in order to speed up, you have to slow down. You have to make sure
that you have safety to the core when you're bringing drivers and earners onto
the platform. You have to think about the environment in terms of the effect of
transportation on the environment, et cetera. Uber is a private company, but
it's also a public good. And listening to all the constituencies before you go,
allowed me to take this unbelievable talent base and point them in the right
direction and the rest is theirs.
We had to make a lot of painful decisions. We had to learn how to be a
profitable company. I think the company now is in better shape than it ever has
been. But it came because the talent base that I got to work with was
extraordinary in the first place.
Dara Khosrowshahi: One of the unique elements of India is this digital public
infrastructure that has been built, but continues to be built on top of. You are
credited with being the architect of DPI and all of the components there. Can
you talk a little bit about that? It's unique to India, it's for companies like
ours to figure out how we engage here and Uber as an active engagement with the
various components that are being built. How'd you come up with the idea? And
where do you see those building blocks going forward?
Nandan Nilekani: It began 15 years ago. I was invited by the government to give
every Indian a unique ID. A path-breaking idea way back in 2009. I had a nice
corner office in Bangalore and over 1,00,000 employees. So I quit my job at
Infosys, and joined the government, employee number one of a start-up, a
start-up inside a government.
It was crazy stuff. But I said, we are going to give 600 million IDs before I
step down, which everybody said you're crazy to make commitments like that, but
I needed a unifying goal for everyone. So that's how I ended up in the Aadhaar
world. And today, of course, 1.3 billion people have IDs and it's used 80
million times a day for authentication, KYC and so on.
And then we also figured it had to be a digital id. So we came up with one as
authentication, verify who the person is, and that turned out to be a very
useful thing in many, many applications. And we gave it as an API because we
realised that innovation has to happen outside. We had to have built the rails
on which innovation happens. Like how the internet or GPS happened. They were
built as rails on which innovation could happen. Another use case was KYC or
Know Your Customer. And to open a bank account or to get a mobile connection,
you need both these things and we came up with a way to collapse the time of a
KYC from days to minutes. By the way, you use it for driver verification:
Dara Khosrowshahi: Yes.
Nandan Nilekani: The big thing that happened was when Prime Minister Modi came
in, he went on a massive financial inclusion journey with the Jan-Dhan Yojana
programme. So they used Aadhaar KYC to open hundreds and millions of bank
accounts. And Mukesh Ambani came with Reliance Jio and he used Aadhaar KYC to
get hundreds of millions of customers. Suddenly, everybody had an id, everybody
had a bank account, everyone had a mobile phone, and these are the three basic
tools that people could use. And then over the last 10 years, there've been
layers and layers of stuff built on that UPI and FASTag and all that. And it's
all coming together. We feel we are only halfway in the journey. There's still
stuff coming down the pike, and I think at the end of this, it'll be really
quite something to see.
Dara Khosrowshahi: But it's a very unusual approach for a government or
government-sponsored entity to build out these open protocols. So was the
government not that focused or did you get to do whatever the heck you wanted?
Or was there convincing? Because, it is a very unusual approach that India has
taken.
Nandan Nilekani: Well, no, look at it this way. The internet was funded by the
US government. GPS was funded by the US government and they were open
protocols. So, it's not that we were creating a new model there. It already
existed in the US, so we just took that approach. To use the architecture of
creating a public rail on which private innovation could happen was essentially
modelled on the internet and GPS. But the fact is the government had this policy
of doing an id. Our value-add was, let's make it a digital id. Everybody's
supportive. I think because people realise that if you really want to solve
India's problems at scale, you need digital rails, which will enable things to
happen. For example, today, India does the world's largest direct benefit
transfer. So we just had to press a button and money goes into people's bank
accounts at scale. Prime Minister Modi is a very tech savvy person, so he fully
appreciates and supports it. But I want to get back to you on, you know, within
a couple of years of joining, Covid happened. And Covid was about people-- I
mean, when Covid happened, people didn't leave their homes. So mobility was not
a business anymore. So how did you survive that one?
Dara Khosrowshahi: With some difficulty. So I do think that sometimes the worst
things that can happen to the company, in hindsight, could be the best things.
With Covid, we were at the time losing $3 billion in terms of profitability, if
you want to call it that. And our mobility business was a cash cow of the
business and we were using mobility to fund the delivery business. Delivery eats
was just a promise. And overnight we lost 85 percent of our volumes when Covid
happened. And I still remember the first time I heard about Covid, we were about
to have a management offsite and we heard about three passengers in Mexico
getting Covid. And then, we got some details. I killed the offsite, and told
everyone to go home.
But we lost 85 percent of our volumes. And that required a lot of soul
searching. We have been a company that was completely focused on expansion. And
we had to retrench, and it really forced us to decide what is the core value
that Uber brings, and then what's non-core? So, there were businesses that we
were in, we were building e-bikes and scooters. We are building autonomous
technology. We had to painfully get out of those businesses. And we had to do a
layoff of a quarter of our population, which was incredibly painful. I never
thought I'd come to Uber to lay people off.
But I think that event really caused the company to double down on what we do,
which is build these giant managed marketplaces that bring demand for
transportation and supply for transportation together in a very artful, easy way
through the pricing and the matching. Either we were smart or we got lucky in
that our Uber Eats business exploded. So, a lot of our drivers who no longer had
earnings opportunities, moved over to Eats. And we really started building the
Eats business in a huge way. And we survived.
Nandan Nilekani: How much cash did you burn in those two, three years?
Dara Khosrowshahi: We went from a $ 3 billion burn to a $ 5 billion burn if we
didn't make cuts, but then we took it back down to a $ 3 billion burn.
Fortunately, we had a lot of money in the bank. One of the lessons for founders
here; always have more in the bank than you think you need, because you never
ever know what's going happen to you.
Nandan Nilekani: Was that precious? Was that because you raised capital?
Dara Khosrowshahi: We raised capital in the IPO and we raised way more capital
than we ever thought we would need, except we needed it. We came out of Covid
because of the Eats business. And because after Covid, we really started
focusing on the needs of our drivers and earners. Before Covid, I would say we
took our drivers for granted to some extent. We were generally oversupplied, and
we were much more of a consumer-focused company. And the customer who was the
rider or the eater was always right and the customer became the driver. And
we've really started focusing on the drivers’ needs. What are their needs, the
onboarding, everything that they need for us to build a platform that's fair to
both sides.
And ultimately with Uber, the power of Uber is the six-and-a-half million
earners who are on our platform and the services that they provide for
everybody. So that allowed us to come out of Covid. Stronger than ever. And the
discipline, the other lesson for us is. There's, in technology, a bit of a
twisted view, which is that engineering teams often identify the size of their
teams with their value. If you have a 20-person team, you want to then lead a
30-person team. You have a 30-person team, you want to lead a 50-person team.
You 're on a 50-person team, you want to lead a hundred person team. So the
bigger your team, the better. And because we had to focus on cost so much, the
heroes became the ones who could do great things with 10 people, less people.
And who didn't ask for more people. And so the whole mentality of the company
became different and it became about doing more with less, working smarter. And
coming out of Covid now, we really are a platform. It is about mobility and
delivery. Now in India we're just mobility and it breaks my heart. Around the
world we're about mobility and delivery. I think our best days are ahead of us,
but I never, ever want to go through that experience again.
Nandan Nilekani: And is it true that you wear a cap and dark glasses and
actually do the Uber duty once in a while?
Dara Khosrowshahi: Yeah. During the pandemic, I was going crazy at home. So, I
wanted to get out of the house. So I bought an e-bike and started delivering
food for Uber Eats. And it preserved my sanity during those dark days. And I
didn't own a car. After Covid was over, I bought a Tesla. I. And so I drive the
Tesla as the Uber driver.
Nandan Nilekani: And do you feel that driver loyalty happened with all the
things you did?
Dara Khosrowshahi: We have to earn driver loyalty every day, every single
minute. But I think that our drivers saw us as a platform that was dependable
for them, that listened to them and was fair. But every single day, the nature
of the earner economy and flexible earnings is such that you have to re-earn
that loyalty every single day and it's about making money, in a fair way where
the ecosystem makes sense for everybody.
Dara Khosrowshahi: Now, tell me a little bit about the DPI and the ecosystem
that we're trying to build in India. As a private company, we've got size, we've
got scale. We have built our own, call it private protocols, the demand and the
supply and the managed marketplace that we've built at Uber. How do you think
private companies should think about engaging in the digital infrastructure and
the open protocols that are being built here? I can see smaller players wanting
to engage in the ecosystem because if you’ve got demand, it can bring free
supply. But for the larger players, the Ubers, the Googles, the Facebooks, how
do you think we should look at engaging in this ecosystem, and how do you build?
Ultimately we want to do public good, but we're private companies that have to
earn capital. How should we look at this opportunity?
Nandan Nilekani: No, I think DPI has been built for enabling innovation, whether
it's large players or whether it's start-ups. So, we make sure that it's a level
playing field for everyone to use. But it varies from company to company because
of their business. So, if you look at Google, it’s very successful product is
Google Pay. Which is among the top two products on UPI. And they've done an
amazing job with that. So they embraced it and they build this. And they've been
talking about it in other parts of the world because they found it so useful.
Specifically for Uber, I think there are three or four things. One is of course,
payments. If you remember in the early days it was all cash on delivery and
people fumbling around for cash. Now it's all UPI based and so I think a
significant part of the payments today, I assume are UPI based.
And then you can also, with UPI Lite you have a single factor authentication
below Rs 500. So, you can just walk out and the payment happens and you can set
up an auto instruction. So that you don't have to do it every time. You just set
up saying, every time my Uber payment is below Rs 1,000 rupees, do an auto
debit. The whole host of things, which has made life easier on the payment side.
Similarly, driver verification. The fact that you have Aadhar KYC, DigiLocker,
which is another great product built by the government, keeps documents of the
drivers, verified documents like your driver's license, vehicle registration. It
dramatically reduces the cost of verification of credentials, both of your
driver, as well as that of the vehicle. That's huge use.
Then you're talking about the intercity service. All our highways have FASTag.
So, instead of waiting for a long time at the toll gate, you just drive through
and debit the account. So FASTag is another big productivity benefit for Uber.
Tomorrow, when AI comes in Indian languages, your drivers can get all
instructions in Indian languages, or the language of their choice. So, I think
everything in the stack of India is actually valuable for different players, for
different benefits. And then of course there's the ONDC framework where as an
incumbent, you may decide not to be on ONDC because of other reasons, but if you
want to do adjacencies, you want to get back into UberEats. I wish that you
should. I don't know why you're not doing that.
Dara Khosrowshahi: Oh, I'll talk to my board about your advice.
Nandan Nilekani: So get back into UberEats. And I think in general, even grocery
delivery, the whole delivery system is waiting for someone to crack it at scale
and speed, which you guys know so well. So there are tons of things already
there that you can use. You can do what's coming. By the way, the ecosystem of
companies that have created value around DPI runs into maybe a hundred billion
dollars. People have actually built real companies out of this. I think you guys
can embrace it fully.
Dara Khosrowshahi: And I would say we are embracing it in various ways. One of
the biggest strategic opportunities for Uber is for us to extend into the
low-cost space. Uber now, we have been historically more four-wheelers, and it
has historically been a product. Originally, when Travis and Garrett founded
Uber, it was in the streets of Paris, they wanted to hail a black car. The core
of the business came from high-end luxury goods. But if you look now for us, the
single biggest opportunity that we're very passionate about is lower-cost
products. Three-wheelers, two-wheelers.
We're building a service Uber bus, a high-capacity vehicle, that works for
longer distances that maybe a two or three-wheeler doesn't. So for us, low cost
is an extraordinary opportunity. It's also an extraordinary opportunity for us
to expand our services to a wider swathe of the population. We don't want to
just be upper middle class product. We want to be available for everybody. And
the rails that you're building in terms of one of our largest costs is
onboarding earners onto the platform. In the west, many times it'll take two
weeks to get someone on. Here in India, we have certain circumstances where
drivers have uploaded all their documents. It can be almost instantaneous. It
could be within the day. And the faster an earner says, I want to earn flexibly
on the platform and everything is taken care of, the higher the conversion. So
for us, we're very interested in these kinds of products.
And the same thing in terms of payments, having low-cost payment methods for a
two-wheeler, a three-wheeler, or these bus services that we're looking to build
is incredibly important. Because the cost of payments, especially, with a Visa
or MasterCard in the West is enormous, an enormous part of our business.
So, we're rooting not only for this ecosystem to thrive in India but especially
in developing countries elsewhere. If this model expands elsewhere, it’ll be a
win for society, but also a win for Uber too. And that's a big part of my job.
Nandan Nilekani: If you can become a global champion and evangelist for India's
DPI, we'll be grateful.
Dara Khosrowshahi: Yes, yes. We will. I think it's a good thing for the world,
but it's also in our interest too.
Nandan Nilekani: Dara, one of the things when you came back to Uber was, you
brought focus. I think they were doing everything. And you systematically and
ruthlessly, trimmed all that stuff and went back to basics.
Dara Khosrowshahi: I'm nicely ruthless, not meanly ruthless.
Nandan Nilekani: No, you did it nicely, I'm sure. But you did it with
clarity. So what did you-- you said, let's get back to basics. What was your…?
Dara Khosrowshahi: Yeah, I think it's very easy. I always tell my team it's very
easy to say, yes, let's try this, let's try that. But to me, actually the
greatest thing as a company is when you say no to a really good idea. If you say
no to a really good idea, it means that the ideas that you're saying yes to are
even better. So you should celebrate the no's, right? Strategy isn't just about,
especially for larger companies like ours, just what you do, it's about what you
say no to. Look at one of the greatest technology founder Steve Jobs - he was
the greatest no person. And by the way, no is hard. Because it's always fun to
go after the next opportunity, at the next opportunity. And I would tell you it
was a learning opportunity for me. I had said yes to too many things. And I
think in hindsight, we lived at the time in the zero interest rate world. The
ZERP world, where everyone was saying yes to everything. And I do think that
some companies, including Uber, got caught in chasing our own valuation. So, I
was trying to manufacture ways to catch up to the expectations that others had
of us.
Covid made the music stop. And at that point we had to say, what is it that we
are truly passionate about? What are the side gigs? Let someone else do that.
Someone else can be passionate about that. What is it? What's the core of what
we do? And the core of what we do are these managed marketplaces, bringing
hundreds of millions of people looking for mobility, matching them up with the
six-and-a-half-million earners, and everything that has to go in it in terms of
the routing, the matching, the pricing, et cetera. And we can do that better
than anyone else. And then there are some adjacent issues, right? Going from
mobility to delivery, going from delivery to grocery, building an advertising
business on top of that, going from four-wheelers to three-wheelers to
two-wheelers.
So, we are still quite expansionist as a company and we are still very ambitious
as a company. But the ambition should be where you're absolutely passionate,
where you're going to be the best, the best in terms of what you do. And then,
of course, there'll be an ecosystem around you. But if you try to be good at
everything, you're not going be good at anything, you're not great at anything.
Nandan Nilekani: One thing we'll talk about is autonomous cars. I remember 10
years back, Uber said, we'll make autonomous cars. And Travis made that famous
statement about the guy in the front seat. So you went and had the whole team
from Carnegie Mellon, the whole autonomous team from Carnegie Mellon. And then
you had to cut that out. That's one thing. But also where do you see that?
Because autonomous cars have the potential to transform your business.
Dara Khosrowshahi: Very much so. And for us, the promise of autonomous goes to
what I started with, which is lowering the cost of transportation and making it
available for everybody and also making it safe. That is the promise of
autonomous and we are quite supportive of the autonomous ecosystem. We work with
Waymo, we work with a number of autonomous players out there, Aurora, to
essentially bring our demand because listen, these autonomous players, they're
putting billions of dollars into building the technology. They need demand, and
that's where we come in. I'm curious as to what you think, you've worked with
governments here in India, I think that technology is slowly but surely
improving.
I would tell you that I believe that autonomous drivers now are better than the
average human driver, but not better than every human driver. And I do think
that society is quite comfortable with humans making mistakes. Humans are
allowed to make mistakes all the time. We're human after all. But robots are not
allowed to make mistakes.
So the standards that autonomous is going to be measured by are very different
than the standards that humans are going be measured by.
And that's both a societal challenge and for us when we offer a ride to you on
Uber, we know that driver is safe. We know we've done a background check on that
driver. There are things we know about that driver and we're going to match you
up with a good driver. And so we as a company also have to make sure that if we
match you up with a robot driver, we match you up with a good, safe robot
driver. That definition is accepted publicly, licensing, etc. So the government
is taking care of that. But with autonomous, the rules are still very much
undetermined. I'm curious as to what you think.
Nandan Nilekani: Well, let me say that, first of all, after you figure out how
to make it drive in San Francisco, you need another 10 years to make it drive
here, because the chaos is so much higher, the training needs of that autonomous
vehicle is going to be much more.
I'll worry about it after you guys have cracked it in the US, but I agree with
you. I think people have accidents all the time. And India has 1,60,000 deaths
per year due to automobiles. But even if there's one episode with an autonomous
vehicle, it goes all over like it happened in California.
Dara Khosrowshahi: Cruise, yeah.
Nandan Nilekani: But the other thing I want to ask you is, is it also a threat?
Because let's say if I'm Waymo or Cruise or Tesla. I can also launch a service
which is only autonomous. So what does that mean for you?
Dara Khosrowshahi: I think it's both a threat and an opportunity. It absolutely
could be a threat. But I think our hypothesis, it goes to what are you great at?
And I do think one is that anyone who builds out an autonomous service, they're
just not going to have enough cars initially to provide the fulsomeness of the
service. It has got to be available anytime, anywhere.
Nandan Nilekani: You got to have liquidity.
Dara Khosrowshahi: Yeah. So, liquidity. So, having a hybrid service that has,
you know, if you're making a hail, understands is our autonomous car near you,
is there a human near you, et cetera, and provides you with a safe, reliable
service. We can essentially help those companies bridge into the future. And so
I do think that this problem has turned out to be more difficult than anyone
imagined.
Nandan Nilekani: Yeah. Remember those days people thought that by 2019, we are
done.
Dara Khosrowshahi: Yeah, absolutely. So I think that ultimately we can be a
compliment.
Nandan Nilekani: No, I, I agree with that. I think your ability to bring it in
gradually is actually your strength. Because they had to go full or nothing, and
that's not going to work.
Dara Khosrowshahi: Absolutely. So again, we're working with the whole ecosystem,
but it's turned out to be a tougher nut to crack and we're working not only with
passenger mobility, we have Uber Freight. So trucking, for example, is a very
large autonomous use case. It's simpler highway driving, et cetera. And the same
thing with delivery, which is, you know, if you have a passenger and you have a
robot car who's conservative, it is going to be very difficult, is going to
drive more slowly or not want to take that left turn. The passenger is going to
get impatient. A Big Mac isn't going to get impatient, they'll
wait. The customer may get impatient as well. So we've covered all of the use
cases of autonomous, which makes us, I think, a pretty good client.
We talked about DPI and how, the more I hear about it, the more I get excited
about it expanding all around the world. It's very unusual for a government to
sponsor an open protocol. So there are dangers there, there are concerns there.
How do you think governments should think about, what are the dangers there?
What are the issues? And then as we're sponsoring DPI all over the world, what
are those key issues that we have to make sure governments are satisfied with?
Nandan Nilekani: Well, I think first of all, in a digitally intensive world,
digitally intense world, we need to have some rails that are available to all. I
mean, if you want to create a truly inclusive society, if you want everyone to
be in and you value the same thing, you want to make Uber everybody's
mobility. What we are finding is that it's not just about technology, it's about
inclusive growth. It's about economic growth. India is now growing very quickly.
Part of it is because of the DPI. So I think governments are getting it. The
politics is a very complex space as, as you know. And therefore it's the
challenge that people have to deal with. But I think it is going to come, it's
an idea whose time has come and with your support, it'll go.
Dara Khosrowshahi: Yeah. How do you think private companies can help?
Nandan Nilekani: By demonstrating or talking about how well they've benefited
from it? Like, we talked about all the things, so we are very clear that this is
not some kind of a government service thing. It's about enabling public rails
for private innovation and letting markets innovate and flourish in a way that
it creates competition, innovation, and so on.
So it's very clear. So I think, and you know, everybody, whether the incumbent
like you or the start-up, they're all going to benefit. All these guys are
benefiting from it.
Dara Khosrowshahi: Who has been the biggest influence on you, other than me?
Nandan Nilekani: Well, I mean my Co-founder and leader, Narayana Murthy is one.
And Bill Gates also, who's been very supportive.
Dara Khosrowshahi: One Superpower you wish you had?
Nandan Nilekani: I wish I was more ambitious.
Dara Khosrowshahi: Why are you not on any instant messaging app?
Nandan Nilekani: I don't. I find all of them are a complete waste of time, so
I just-- and if somebody wants to reach me, they can.
Dara Khosrowshahi: One accomplishment that you're most proud of?
Nandan Nilekani: I think the two big things - being part of Infosys and
transforming India's private sector and of course contributing to Aadhaar and
building India's DPI.
Dara Khosrowshahi: It's awesome. People describe you in a lot of ways. tech
visionary, digital evangelist, India's chief tech strategist, which out of these
is closest to who you are?
Nandan Nilekani: I don't know, maybe because I actually don't do anything,
probably the visionary part.
Dara Khosrowshahi: I like that. And then last one, what's your favourite work
day time waster. What gets you distracted?
Nandan Nilekani: Sleep.
Dara Khosrowshahi: Other than instant messaging.
Nandan Nilekani: Sleep.
Dara Khosrowshahi: Sleep. Very good. I'll take that. Great.
Nandan Nilekani: I want to ask you, one person we both know is Barry Diller. You
work with Barry. I know Barry with Giving Pledge. So what have you learned from
Barry Diller?
Dara Khosrowshahi: The most important lesson that I learned from Barry Diller is
that it's the job of the leader to lead by doing the exceptional. I still
remember one advice that Barry gave me, I went through a plan with my team. I
wanted to go through with a plan, and he said, Dara, I didn't hire you to be
average. You know, because I didn't want to leave my team down. And he said,
your team's recommendation is the average recommendation of all their teams. You
know what's wrong? There are times when the leader goes with the team and there
are times when the leader has to be exceptional and has to go off the norm. So
Barry's fearless.
And when I first started working with him, I was a little fearful. You know, all
of us need a little fearlessness, and he taught me to be fearless when times are
tough.
Nandan Nilekani: Great. How do you keep learning and adapting? I saw you in the
meeting today you're very intense, you're very curious about things. How do you
do that?
Dara Khosrowshahi: I love listening. There are all kinds of courses on
presentation skills, how to present. I've never seen a skill in business school
on how to listen, and I think listening is a really underrated ability. I take
it in. I'm a sponge. So much of what I've learned in my life is based on
listening to others.
Nandan Nilekani: We talked about autonomous cars. When do you think we'll have a
world without drivers?
Dara Khosrowshahi: Never.
Nandan Nilekani: Never. Okay. That's good. And when you go in the Uber as a
customer, do you talk to the drivers?
Dara Khosrowshahi: Oh yeah, I definitely check them.
Nandan Nilekani: What do you ask them about?
Dara Khosrowshahi: Usually most drivers are immigrants like me, so I love
immigrant stories. I came from Iran when I was nine years old, family lost
everything, we rebuilt our life in the US, so I just ask them where they're from
and usually then they tell me their stories. A couple of minutes before I get
there, I say, you know, how's Uber going for you? Do you like it? Do you not
like it? Et cetera. So I try to get my, the little bit of Uber goodness right at
the end. But usually the best question is, where are you from?
Nandan Nilekani: And do you tell them what you do?
Dara Khosrowshahi: I usually don't. Some of them recognise me, if they recognise
me, I tell them who I am. Yeah.
Nandan Nilekani: So you're an immigrant leading other immigrants.
Dara Khosrowshahi: Yes. Yes.
Nandan Nilekani: And finally, what is so exciting about Uber in India?
Dara Khosrowshahi: I think that India is one of the toughest markets out there.
The Indian customer is so demanding. And doesn't want to pay for anything. If
Uber can make it in India, and I would say our team is making it here, this is
the best of times for Uber in India. I'm so proud of the team, but India is the
gateway to the world for us. This is the toughest market to succeed in. But if
we succeed here, that sets the standard for us to succeed in so many other
markets.
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Uber looks to power ahead on low-cost mobility in India. Here's what Uber CEO
has to say on India and more
UBER LOOKS TO POWER AHEAD ON LOW-COST MOBILITY IN INDIA. HERE'S WHAT UBER CEO
HAS TO SAY ON INDIA AND MORE
Uber, one of the largest shared mobility players globally, wants to focus on
low-cost services like two-wheeler and three-wheeler ride-hailing in India as it
explores a partnership with the Indian government-backed Online Network for
Digital Commerce (ONDC). Two technology titans, Uber CEO Dara Khosrowashahi and
Infosys Cofounder and architect of Aadhar, Nandan Nilekani, come together in
Bengaluru for a chat, discussing everything from how to scale models, Digital
Public Infrastructure (DPI) and the opportunities for mobility players like
Uber, to their India expansion plans. Khosrowashahi also spoke about his unique
strategy to understand consumer experience: he drives Uber during his free time
and talks to consumers. Edited excerpts:
Dara Khosrowshahi: This is my first visit to India in four years. And it's
extraordinary how things have changed, how India is racing forward in many
things, but especially, all things digital. I've been running Uber now almost
seven years, and I came to the company at a pretty tough time. The company was
going through very difficult cultural issues, and leadership transformation.
Before I joined there were 14 CEOs, which I'm not sure is a good thing. I'll
take one CEO. But during that tough time, the India team here asked for some
help. They needed the local team to be inspired. So they asked you, Nandan, to
come into the office? You gave them a little pep talk. Tell us about that.
Nandan Nilekani: And I told them a story which I thought should inspire them. I
said I got my smartphone because of Uber. I was in New York in February of 2008
or thereabouts, and I went to see a friend at NYU who was always a geeky guy who
kept track of new things. And after the meeting he said, shall I call a cab for
you? I said, sure, but you know, I can go down and hail one. He said, no, come
down. He tapped on the phone and in two minutes something magical appeared and
that really got me hooked to Uber and I still use it every time I travel. In
India, I have the luxury of having a car with a driver, so I don't use it that
much, but around the world, I'm on Uber, so thank you. But to your thing, you
came to this company in 2017 and it had all the issues and in seven years you've
transformed it. Market cap at an all-time high. You're actually giving cash
back, which is a big deal in this world.
Dara Khosrowshahi: Different world.
Nandan Nilekani: $7 billion is your plan. So how did you pull this off?
Dara Khosrowshahi: It's been a lot of ups and downs at the company, but I do
think that at the very core, the reason I came to Uber, (I've been running
Expedia for 13 years) was that it is a product that I was very passionate about,
it is a magical product. It's a product that had an incredible impact on the
world we live in. It's not just a digital-only product, but it's at the
intersection of the digital and the physical. And while Uber was going through
very, very difficult cultural issues, the talent of the company was pretty
extraordinary. Travis, who was a Founder, had his strengths and weaknesses, and
he had to push very, very hard to establish Uber in a world where I think a lot
of the incumbents didn't want Uber to exist. And that went too far sometimes.
But one of his strengths was he identified and hired great talent. And so for me
coming in, it was extraordinary, the public perception of Uber versus internal
who is here at the company. It was very different. It was a group of people who
were incredibly passionate about the company, wanted to change our world, and
wanted to bring this digital transformation to everybody. And for me as a
leader, it was just about pointing them in the right direction.
And sometimes in order to speed up, you have to slow down. You have to make sure
that you have safety to the core when you're bringing drivers and earners onto
the platform. You have to think about the environment in terms of the effect of
transportation on the environment, et cetera. Uber is a private company, but
it's also a public good. And listening to all the constituencies before you go,
allowed me to take this unbelievable talent base and point them in the right
direction and the rest is theirs.
We had to make a lot of painful decisions. We had to learn how to be a
profitable company. I think the company now is in better shape than it ever has
been. But it came because the talent base that I got to work with was
extraordinary in the first place.
Dara Khosrowshahi: One of the unique elements of India is this digital public
infrastructure that has been built, but continues to be built on top of. You are
credited with being the architect of DPI and all of the components there. Can
you talk a little bit about that? It's unique to India, it's for companies like
ours to figure out how we engage here and Uber as an active engagement with the
various components that are being built. How'd you come up with the idea? And
where do you see those building blocks going forward?
Nandan Nilekani: It began 15 years ago. I was invited by the government to give
every Indian a unique ID. A path-breaking idea way back in 2009. I had a nice
corner office in Bangalore and over 1,00,000 employees. So I quit my job at
Infosys, and joined the government, employee number one of a start-up, a
start-up inside a government.
It was crazy stuff. But I said, we are going to give 600 million IDs before I
step down, which everybody said you're crazy to make commitments like that, but
I needed a unifying goal for everyone. So that's how I ended up in the Aadhaar
world. And today, of course, 1.3 billion people have IDs and it's used 80
million times a day for authentication, KYC and so on.
And then we also figured it had to be a digital id. So we came up with one as
authentication, verify who the person is, and that turned out to be a very
useful thing in many, many applications. And we gave it as an API because we
realised that innovation has to happen outside. We had to have built the rails
on which innovation happens. Like how the internet or GPS happened. They were
built as rails on which innovation could happen. Another use case was KYC or
Know Your Customer. And to open a bank account or to get a mobile connection,
you need both these things and we came up with a way to collapse the time of a
KYC from days to minutes. By the way, you use it for driver verification:
Dara Khosrowshahi: Yes.
Nandan Nilekani: The big thing that happened was when Prime Minister Modi came
in, he went on a massive financial inclusion journey with the Jan-Dhan Yojana
programme. So they used Aadhaar KYC to open hundreds and millions of bank
accounts. And Mukesh Ambani came with Reliance Jio and he used Aadhaar KYC to
get hundreds of millions of customers. Suddenly, everybody had an id, everybody
had a bank account, everyone had a mobile phone, and these are the three basic
tools that people could use. And then over the last 10 years, there've been
layers and layers of stuff built on that UPI and FASTag and all that. And it's
all coming together. We feel we are only halfway in the journey. There's still
stuff coming down the pike, and I think at the end of this, it'll be really
quite something to see.
Dara Khosrowshahi: But it's a very unusual approach for a government or
government-sponsored entity to build out these open protocols. So was the
government not that focused or did you get to do whatever the heck you wanted?
Or was there convincing? Because, it is a very unusual approach that India has
taken.
Nandan Nilekani: Well, no, look at it this way. The internet was funded by the
US government. GPS was funded by the US government and they were open
protocols. So, it's not that we were creating a new model there. It already
existed in the US, so we just took that approach. To use the architecture of
creating a public rail on which private innovation could happen was essentially
modelled on the internet and GPS. But the fact is the government had this policy
of doing an id. Our value-add was, let's make it a digital id. Everybody's
supportive. I think because people realise that if you really want to solve
India's problems at scale, you need digital rails, which will enable things to
happen. For example, today, India does the world's largest direct benefit
transfer. So we just had to press a button and money goes into people's bank
accounts at scale. Prime Minister Modi is a very tech savvy person, so he fully
appreciates and supports it. But I want to get back to you on, you know, within
a couple of years of joining, Covid happened. And Covid was about people-- I
mean, when Covid happened, people didn't leave their homes. So mobility was not
a business anymore. So how did you survive that one?
Dara Khosrowshahi: With some difficulty. So I do think that sometimes the worst
things that can happen to the company, in hindsight, could be the best things.
With Covid, we were at the time losing $3 billion in terms of profitability, if
you want to call it that. And our mobility business was a cash cow of the
business and we were using mobility to fund the delivery business. Delivery eats
was just a promise. And overnight we lost 85 percent of our volumes when Covid
happened. And I still remember the first time I heard about Covid, we were about
to have a management offsite and we heard about three passengers in Mexico
getting Covid. And then, we got some details. I killed the offsite, and told
everyone to go home.
But we lost 85 percent of our volumes. And that required a lot of soul
searching. We have been a company that was completely focused on expansion. And
we had to retrench, and it really forced us to decide what is the core value
that Uber brings, and then what's non-core? So, there were businesses that we
were in, we were building e-bikes and scooters. We are building autonomous
technology. We had to painfully get out of those businesses. And we had to do a
layoff of a quarter of our population, which was incredibly painful. I never
thought I'd come to Uber to lay people off.
But I think that event really caused the company to double down on what we do,
which is build these giant managed marketplaces that bring demand for
transportation and supply for transportation together in a very artful, easy way
through the pricing and the matching. Either we were smart or we got lucky in
that our Uber Eats business exploded. So, a lot of our drivers who no longer had
earnings opportunities, moved over to Eats. And we really started building the
Eats business in a huge way. And we survived.
Nandan Nilekani: How much cash did you burn in those two, three years?
Dara Khosrowshahi: We went from a $ 3 billion burn to a $ 5 billion burn if we
didn't make cuts, but then we took it back down to a $ 3 billion burn.
Fortunately, we had a lot of money in the bank. One of the lessons for founders
here; always have more in the bank than you think you need, because you never
ever know what's going happen to you.
Nandan Nilekani: Was that precious? Was that because you raised capital?
Dara Khosrowshahi: We raised capital in the IPO and we raised way more capital
than we ever thought we would need, except we needed it. We came out of Covid
because of the Eats business. And because after Covid, we really started
focusing on the needs of our drivers and earners. Before Covid, I would say we
took our drivers for granted to some extent. We were generally oversupplied, and
we were much more of a consumer-focused company. And the customer who was the
rider or the eater was always right and the customer became the driver. And
we've really started focusing on the drivers’ needs. What are their needs, the
onboarding, everything that they need for us to build a platform that's fair to
both sides.
And ultimately with Uber, the power of Uber is the six-and-a-half million
earners who are on our platform and the services that they provide for
everybody. So that allowed us to come out of Covid. Stronger than ever. And the
discipline, the other lesson for us is. There's, in technology, a bit of a
twisted view, which is that engineering teams often identify the size of their
teams with their value. If you have a 20-person team, you want to then lead a
30-person team. You have a 30-person team, you want to lead a 50-person team.
You 're on a 50-person team, you want to lead a hundred person team. So the
bigger your team, the better. And because we had to focus on cost so much, the
heroes became the ones who could do great things with 10 people, less people.
And who didn't ask for more people. And so the whole mentality of the company
became different and it became about doing more with less, working smarter. And
coming out of Covid now, we really are a platform. It is about mobility and
delivery. Now in India we're just mobility and it breaks my heart. Around the
world we're about mobility and delivery. I think our best days are ahead of us,
but I never, ever want to go through that experience again.
Nandan Nilekani: And is it true that you wear a cap and dark glasses and
actually do the Uber duty once in a while?
Dara Khosrowshahi: Yeah. During the pandemic, I was going crazy at home. So, I
wanted to get out of the house. So I bought an e-bike and started delivering
food for Uber Eats. And it preserved my sanity during those dark days. And I
didn't own a car. After Covid was over, I bought a Tesla. I. And so I drive the
Tesla as the Uber driver.
Nandan Nilekani: And do you feel that driver loyalty happened with all the
things you did?
Dara Khosrowshahi: We have to earn driver loyalty every day, every single
minute. But I think that our drivers saw us as a platform that was dependable
for them, that listened to them and was fair. But every single day, the nature
of the earner economy and flexible earnings is such that you have to re-earn
that loyalty every single day and it's about making money, in a fair way where
the ecosystem makes sense for everybody.
Dara Khosrowshahi: Now, tell me a little bit about the DPI and the ecosystem
that we're trying to build in India. As a private company, we've got size, we've
got scale. We have built our own, call it private protocols, the demand and the
supply and the managed marketplace that we've built at Uber. How do you think
private companies should think about engaging in the digital infrastructure and
the open protocols that are being built here? I can see smaller players wanting
to engage in the ecosystem because if you’ve got demand, it can bring free
supply. But for the larger players, the Ubers, the Googles, the Facebooks, how
do you think we should look at engaging in this ecosystem, and how do you build?
Ultimately we want to do public good, but we're private companies that have to
earn capital. How should we look at this opportunity?
Nandan Nilekani: No, I think DPI has been built for enabling innovation, whether
it's large players or whether it's start-ups. So, we make sure that it's a level
playing field for everyone to use. But it varies from company to company because
of their business. So, if you look at Google, it’s very successful product is
Google Pay. Which is among the top two products on UPI. And they've done an
amazing job with that. So they embraced it and they build this. And they've been
talking about it in other parts of the world because they found it so useful.
Specifically for Uber, I think there are three or four things. One is of course,
payments. If you remember in the early days it was all cash on delivery and
people fumbling around for cash. Now it's all UPI based and so I think a
significant part of the payments today, I assume are UPI based.
And then you can also, with UPI Lite you have a single factor authentication
below Rs 500. So, you can just walk out and the payment happens and you can set
up an auto instruction. So that you don't have to do it every time. You just set
up saying, every time my Uber payment is below Rs 1,000 rupees, do an auto
debit. The whole host of things, which has made life easier on the payment side.
Similarly, driver verification. The fact that you have Aadhar KYC, DigiLocker,
which is another great product built by the government, keeps documents of the
drivers, verified documents like your driver's license, vehicle registration. It
dramatically reduces the cost of verification of credentials, both of your
driver, as well as that of the vehicle. That's huge use.
Then you're talking about the intercity service. All our highways have FASTag.
So, instead of waiting for a long time at the toll gate, you just drive through
and debit the account. So FASTag is another big productivity benefit for Uber.
Tomorrow, when AI comes in Indian languages, your drivers can get all
instructions in Indian languages, or the language of their choice. So, I think
everything in the stack of India is actually valuable for different players, for
different benefits. And then of course there's the ONDC framework where as an
incumbent, you may decide not to be on ONDC because of other reasons, but if you
want to do adjacencies, you want to get back into UberEats. I wish that you
should. I don't know why you're not doing that.
Dara Khosrowshahi: Oh, I'll talk to my board about your advice.
Nandan Nilekani: So get back into UberEats. And I think in general, even grocery
delivery, the whole delivery system is waiting for someone to crack it at scale
and speed, which you guys know so well. So there are tons of things already
there that you can use. You can do what's coming. By the way, the ecosystem of
companies that have created value around DPI runs into maybe a hundred billion
dollars. People have actually built real companies out of this. I think you guys
can embrace it fully.
Dara Khosrowshahi: And I would say we are embracing it in various ways. One of
the biggest strategic opportunities for Uber is for us to extend into the
low-cost space. Uber now, we have been historically more four-wheelers, and it
has historically been a product. Originally, when Travis and Garrett founded
Uber, it was in the streets of Paris, they wanted to hail a black car. The core
of the business came from high-end luxury goods. But if you look now for us, the
single biggest opportunity that we're very passionate about is lower-cost
products. Three-wheelers, two-wheelers.
We're building a service Uber bus, a high-capacity vehicle, that works for
longer distances that maybe a two or three-wheeler doesn't. So for us, low cost
is an extraordinary opportunity. It's also an extraordinary opportunity for us
to expand our services to a wider swathe of the population. We don't want to
just be upper middle class product. We want to be available for everybody. And
the rails that you're building in terms of one of our largest costs is
onboarding earners onto the platform. In the west, many times it'll take two
weeks to get someone on. Here in India, we have certain circumstances where
drivers have uploaded all their documents. It can be almost instantaneous. It
could be within the day. And the faster an earner says, I want to earn flexibly
on the platform and everything is taken care of, the higher the conversion. So
for us, we're very interested in these kinds of products.
And the same thing in terms of payments, having low-cost payment methods for a
two-wheeler, a three-wheeler, or these bus services that we're looking to build
is incredibly important. Because the cost of payments, especially, with a Visa
or MasterCard in the West is enormous, an enormous part of our business.
So, we're rooting not only for this ecosystem to thrive in India but especially
in developing countries elsewhere. If this model expands elsewhere, it’ll be a
win for society, but also a win for Uber too. And that's a big part of my job.
Nandan Nilekani: If you can become a global champion and evangelist for India's
DPI, we'll be grateful.
Dara Khosrowshahi: Yes, yes. We will. I think it's a good thing for the world,
but it's also in our interest too.
Nandan Nilekani: Dara, one of the things when you came back to Uber was, you
brought focus. I think they were doing everything. And you systematically and
ruthlessly, trimmed all that stuff and went back to basics.
Dara Khosrowshahi: I'm nicely ruthless, not meanly ruthless.
Nandan Nilekani: No, you did it nicely, I'm sure. But you did it with
clarity. So what did you-- you said, let's get back to basics. What was your…?
Dara Khosrowshahi: Yeah, I think it's very easy. I always tell my team it's very
easy to say, yes, let's try this, let's try that. But to me, actually the
greatest thing as a company is when you say no to a really good idea. If you say
no to a really good idea, it means that the ideas that you're saying yes to are
even better. So you should celebrate the no's, right? Strategy isn't just about,
especially for larger companies like ours, just what you do, it's about what you
say no to. Look at one of the greatest technology founder Steve Jobs - he was
the greatest no person. And by the way, no is hard. Because it's always fun to
go after the next opportunity, at the next opportunity. And I would tell you it
was a learning opportunity for me. I had said yes to too many things. And I
think in hindsight, we lived at the time in the zero interest rate world. The
ZERP world, where everyone was saying yes to everything. And I do think that
some companies, including Uber, got caught in chasing our own valuation. So, I
was trying to manufacture ways to catch up to the expectations that others had
of us.
Covid made the music stop. And at that point we had to say, what is it that we
are truly passionate about? What are the side gigs? Let someone else do that.
Someone else can be passionate about that. What is it? What's the core of what
we do? And the core of what we do are these managed marketplaces, bringing
hundreds of millions of people looking for mobility, matching them up with the
six-and-a-half-million earners, and everything that has to go in it in terms of
the routing, the matching, the pricing, et cetera. And we can do that better
than anyone else. And then there are some adjacent issues, right? Going from
mobility to delivery, going from delivery to grocery, building an advertising
business on top of that, going from four-wheelers to three-wheelers to
two-wheelers.
So, we are still quite expansionist as a company and we are still very ambitious
as a company. But the ambition should be where you're absolutely passionate,
where you're going to be the best, the best in terms of what you do. And then,
of course, there'll be an ecosystem around you. But if you try to be good at
everything, you're not going be good at anything, you're not great at anything.
Nandan Nilekani: One thing we'll talk about is autonomous cars. I remember 10
years back, Uber said, we'll make autonomous cars. And Travis made that famous
statement about the guy in the front seat. So you went and had the whole team
from Carnegie Mellon, the whole autonomous team from Carnegie Mellon. And then
you had to cut that out. That's one thing. But also where do you see that?
Because autonomous cars have the potential to transform your business.
Dara Khosrowshahi: Very much so. And for us, the promise of autonomous goes to
what I started with, which is lowering the cost of transportation and making it
available for everybody and also making it safe. That is the promise of
autonomous and we are quite supportive of the autonomous ecosystem. We work with
Waymo, we work with a number of autonomous players out there, Aurora, to
essentially bring our demand because listen, these autonomous players, they're
putting billions of dollars into building the technology. They need demand, and
that's where we come in. I'm curious as to what you think, you've worked with
governments here in India, I think that technology is slowly but surely
improving.
I would tell you that I believe that autonomous drivers now are better than the
average human driver, but not better than every human driver. And I do think
that society is quite comfortable with humans making mistakes. Humans are
allowed to make mistakes all the time. We're human after all. But robots are not
allowed to make mistakes.
So the standards that autonomous is going to be measured by are very different
than the standards that humans are going be measured by.
And that's both a societal challenge and for us when we offer a ride to you on
Uber, we know that driver is safe. We know we've done a background check on that
driver. There are things we know about that driver and we're going to match you
up with a good driver. And so we as a company also have to make sure that if we
match you up with a robot driver, we match you up with a good, safe robot
driver. That definition is accepted publicly, licensing, etc. So the government
is taking care of that. But with autonomous, the rules are still very much
undetermined. I'm curious as to what you think.
Nandan Nilekani: Well, let me say that, first of all, after you figure out how
to make it drive in San Francisco, you need another 10 years to make it drive
here, because the chaos is so much higher, the training needs of that autonomous
vehicle is going to be much more.
I'll worry about it after you guys have cracked it in the US, but I agree with
you. I think people have accidents all the time. And India has 1,60,000 deaths
per year due to automobiles. But even if there's one episode with an autonomous
vehicle, it goes all over like it happened in California.
Dara Khosrowshahi: Cruise, yeah.
Nandan Nilekani: But the other thing I want to ask you is, is it also a threat?
Because let's say if I'm Waymo or Cruise or Tesla. I can also launch a service
which is only autonomous. So what does that mean for you?
Dara Khosrowshahi: I think it's both a threat and an opportunity. It absolutely
could be a threat. But I think our hypothesis, it goes to what are you great at?
And I do think one is that anyone who builds out an autonomous service, they're
just not going to have enough cars initially to provide the fulsomeness of the
service. It has got to be available anytime, anywhere.
Nandan Nilekani: You got to have liquidity.
Dara Khosrowshahi: Yeah. So, liquidity. So, having a hybrid service that has,
you know, if you're making a hail, understands is our autonomous car near you,
is there a human near you, et cetera, and provides you with a safe, reliable
service. We can essentially help those companies bridge into the future. And so
I do think that this problem has turned out to be more difficult than anyone
imagined.
Nandan Nilekani: Yeah. Remember those days people thought that by 2019, we are
done.
Dara Khosrowshahi: Yeah, absolutely. So I think that ultimately we can be a
compliment.
Nandan Nilekani: No, I, I agree with that. I think your ability to bring it in
gradually is actually your strength. Because they had to go full or nothing, and
that's not going to work.
Dara Khosrowshahi: Absolutely. So again, we're working with the whole ecosystem,
but it's turned out to be a tougher nut to crack and we're working not only with
passenger mobility, we have Uber Freight. So trucking, for example, is a very
large autonomous use case. It's simpler highway driving, et cetera. And the same
thing with delivery, which is, you know, if you have a passenger and you have a
robot car who's conservative, it is going to be very difficult, is going to
drive more slowly or not want to take that left turn. The passenger is going to
get impatient. A Big Mac isn't going to get impatient, they'll
wait. The customer may get impatient as well. So we've covered all of the use
cases of autonomous, which makes us, I think, a pretty good client.
We talked about DPI and how, the more I hear about it, the more I get excited
about it expanding all around the world. It's very unusual for a government to
sponsor an open protocol. So there are dangers there, there are concerns there.
How do you think governments should think about, what are the dangers there?
What are the issues? And then as we're sponsoring DPI all over the world, what
are those key issues that we have to make sure governments are satisfied with?
Nandan Nilekani: Well, I think first of all, in a digitally intensive world,
digitally intense world, we need to have some rails that are available to all. I
mean, if you want to create a truly inclusive society, if you want everyone to
be in and you value the same thing, you want to make Uber everybody's
mobility. What we are finding is that it's not just about technology, it's about
inclusive growth. It's about economic growth. India is now growing very quickly.
Part of it is because of the DPI. So I think governments are getting it. The
politics is a very complex space as, as you know. And therefore it's the
challenge that people have to deal with. But I think it is going to come, it's
an idea whose time has come and with your support, it'll go.
Dara Khosrowshahi: Yeah. How do you think private companies can help?
Nandan Nilekani: By demonstrating or talking about how well they've benefited
from it? Like, we talked about all the things, so we are very clear that this is
not some kind of a government service thing. It's about enabling public rails
for private innovation and letting markets innovate and flourish in a way that
it creates competition, innovation, and so on.
So it's very clear. So I think, and you know, everybody, whether the incumbent
like you or the start-up, they're all going to benefit. All these guys are
benefiting from it.
Dara Khosrowshahi: Who has been the biggest influence on you, other than me?
Nandan Nilekani: Well, I mean my Co-founder and leader, Narayana Murthy is one.
And Bill Gates also, who's been very supportive.
Dara Khosrowshahi: One Superpower you wish you had?
Nandan Nilekani: I wish I was more ambitious.
Dara Khosrowshahi: Why are you not on any instant messaging app?
Nandan Nilekani: I don't. I find all of them are a complete waste of time, so
I just-- and if somebody wants to reach me, they can.
Dara Khosrowshahi: One accomplishment that you're most proud of?
Nandan Nilekani: I think the two big things - being part of Infosys and
transforming India's private sector and of course contributing to Aadhaar and
building India's DPI.
Dara Khosrowshahi: It's awesome. People describe you in a lot of ways. tech
visionary, digital evangelist, India's chief tech strategist, which out of these
is closest to who you are?
Nandan Nilekani: I don't know, maybe because I actually don't do anything,
probably the visionary part.
Dara Khosrowshahi: I like that. And then last one, what's your favourite work
day time waster. What gets you distracted?
Nandan Nilekani: Sleep.
Dara Khosrowshahi: Other than instant messaging.
Nandan Nilekani: Sleep.
Dara Khosrowshahi: Sleep. Very good. I'll take that. Great.
Nandan Nilekani: I want to ask you, one person we both know is Barry Diller. You
work with Barry. I know Barry with Giving Pledge. So what have you learned from
Barry Diller?
Dara Khosrowshahi: The most important lesson that I learned from Barry Diller is
that it's the job of the leader to lead by doing the exceptional. I still
remember one advice that Barry gave me, I went through a plan with my team. I
wanted to go through with a plan, and he said, Dara, I didn't hire you to be
average. You know, because I didn't want to leave my team down. And he said,
your team's recommendation is the average recommendation of all their teams. You
know what's wrong? There are times when the leader goes with the team and there
are times when the leader has to be exceptional and has to go off the norm. So
Barry's fearless.
And when I first started working with him, I was a little fearful. You know, all
of us need a little fearlessness, and he taught me to be fearless when times are
tough.
Nandan Nilekani: Great. How do you keep learning and adapting? I saw you in the
meeting today you're very intense, you're very curious about things. How do you
do that?
Dara Khosrowshahi: I love listening. There are all kinds of courses on
presentation skills, how to present. I've never seen a skill in business school
on how to listen, and I think listening is a really underrated ability. I take
it in. I'm a sponge. So much of what I've learned in my life is based on
listening to others.
Nandan Nilekani: We talked about autonomous cars. When do you think we'll have a
world without drivers?
Dara Khosrowshahi: Never.
Nandan Nilekani: Never. Okay. That's good. And when you go in the Uber as a
customer, do you talk to the drivers?
Dara Khosrowshahi: Oh yeah, I definitely check them.
Nandan Nilekani: What do you ask them about?
Dara Khosrowshahi: Usually most drivers are immigrants like me, so I love
immigrant stories. I came from Iran when I was nine years old, family lost
everything, we rebuilt our life in the US, so I just ask them where they're from
and usually then they tell me their stories. A couple of minutes before I get
there, I say, you know, how's Uber going for you? Do you like it? Do you not
like it? Et cetera. So I try to get my, the little bit of Uber goodness right at
the end. But usually the best question is, where are you from?
Nandan Nilekani: And do you tell them what you do?
Dara Khosrowshahi: I usually don't. Some of them recognise me, if they recognise
me, I tell them who I am. Yeah.
Nandan Nilekani: So you're an immigrant leading other immigrants.
Dara Khosrowshahi: Yes. Yes.
Nandan Nilekani: And finally, what is so exciting about Uber in India?
Dara Khosrowshahi: I think that India is one of the toughest markets out there.
The Indian customer is so demanding. And doesn't want to pay for anything. If
Uber can make it in India, and I would say our team is making it here, this is
the best of times for Uber in India. I'm so proud of the team, but India is the
gateway to the world for us. This is the toughest market to succeed in. But if
we succeed here, that sets the standard for us to succeed in so many other
markets.
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TRENDING NEWS
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Company Price Change Value
(Rs Cr.) Vodafone Idea 17.55 1.25 3,130.37 Reliance 2987.25 23.75 2,156.58 HDFC
Bank 1420.60 1.05 2,119.07 ICICI Bank 1061.30 -1.40 1,394.84 SBI 759.05 -6.85
1,073.57
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Company Price Change Value
(Rs Cr.) Reliance 2986.35 23.00 101.01 HDFC Bank 1420.90 1.10 91.50 Larsen
3389.80 25.75 61.15 SBI 759.40 -6.55 58.12 ICICI Bank 1061.20 -2.45 40.98
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Nifty Sensex
Company Price Change %Gain Bajaj Finserv 1,616.55 24.00 1.51 SBI Life Insura
1,529.15 19.50 1.29 Dr Reddys Labs 6,442.15 78.20 1.23 Titan Company 3,691.95
39.90 1.09 HDFC Life 580.70 6.05 1.05
See all Top Gainers
Company Price Change %Gain Bajaj Finserv 1,616.50 22.75 1.43 M&M 1,930.20 21.60
1.13 Titan Company 3,691.25 39.45 1.08 Wipro 536.05 4.80 0.90 Reliance 2,986.35
23.00 0.78
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TOP LOSERS
Nifty Sensex
Company Price Change %Loss BPCL 617.95 -7.95 -1.27 HCL Tech 1,665.75 -20.65
-1.22 Maruti Suzuki 11,535.60 -122.20 -1.05 Asian Paints 2,985.95 -31.45 -1.04
JSW Steel 821.00 -7.65 -0.92
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Company Price Change %Loss HCL Tech 1,665.70 -21.05 -1.25 Maruti Suzuki
11,539.15 -136.35 -1.17 Asian Paints 2,984.80 -33.75 -1.12 JSW Steel 821.05
-7.45 -0.90 SBI 759.40 -6.55 -0.86
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Dow Jones Nasdaq S & P 500
Company Price Change %Gain Amgen 289.20 4.02 1.41 J&J 161.79 1.34 0.84 IBM
185.72 1.51 0.82 Dow Inc 56.40 0.40 0.71 McDonalds 297.76 1.84 0.62
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Dow Jones Nasdaq S & P 500
Company Price Change %Loss Apple 182.53 -1.84 -1.00 Travelers Companies 220.96
-1.34 -0.60 Chevron 154.64 -0.79 -0.51 Boeing 200.77 -0.73 -0.36 Microsoft
410.36 -1.29 -0.31
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Dow Jones Nasdaq S & P 500
Company Price Change Mkt. Cap Microsoft 410.36 -1.29 3,049.15 Apple 182.53 -1.84
2,838.84 Visa 283.60 -0.15 569.74 JPMorgan Chase 183.98 0.91 531.89 UnitedHealth
527.30 0.80 487.71
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COMMODITIES
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Commodity Price Change % Chg Gold Apr 05 62,325.00 -20.00 -0.03 Silver Mar
05 70,450.00 -29.00 -0.04 Crudeoil Mar 19 6,356.00 3.00 0.05 Naturalgas Feb
26 133.80 0.30 0.22
Commodity Price Change % Chg Cocudakl Mar 20 2,562.00 -28.00 -1.08 Tmcfgrnzm
Apr 19 15,350.00 30.00 0.20 Dhaniya Apr 19 7,798.00 8.00 0.10 Jeeraunjha Mar
20 26,290.00 -65.00 -0.25
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CURRENCIES
Currency Price Change % Chg USDINR Feb 27 82.9375 0.08 0.10 EURINR Feb 27
89.8125 -0.09 -0.10 JPYINR Feb 27 55.0850 -0.15 -0.28 GBPINR Feb 27 105.1375
0.14 0.13
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Name Price Change % Chg Nhpc 91.65 -2.45 -2.6 Indiabulls Hsg 207.00 18.25 9.67
Sbi 759.05 -6.85 -0.89 Ntpc 337.75 -1.80 -0.53
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WORLD
StanChart unveils big buyback, profit jump as CEO bemoans 'crap' share price
* China's BYD unveils new Dolphin EV with lower starting price
* Tesla to fix software in 8,700 vehicles in China product recall
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COMPANIES
GQG’s Adani investment reaches $10 billion as stocks bounce back
* Kia recalls 4,358 units of Seltos to replace electronic oil pump controller
* Sona Comstar gets certification under auto PLI scheme
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ECONOMY
India's forex reserves decline to $616 billion, lowest in two months
* The Reading List: February 23, 2024
* Putin’s war is decimating the Russian economy
See More Economy
POLITICS
TMC leader Abhishek Banerjee likely to address rally in restive Sandeshkhali in
March
* Haryana announces interest waiver on crop loans; Khattar says I am farmer's
son, know their pain
* PM Modi's midnight surprise visit to Varanasi: A boost for infrastructure and
community spirit
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NEWS NOT TO MISS
* India
* Gold Rate
* Real Estate
* Health
Moneycontrol Daily: Your Essential 7 A daily round-up of the most interesting
articles to help jump-start the day
* Looking at dealing with long-term challenges: CDS Gen Chauhan on China
* Centre not owner of enemy properties, can't seek exemption from paying civic
taxes: SC
* Fastag has huge potential, 97% toll transactions are now electronic: NPCI CEO
Dilip Asbe
* Agricultural activities to be permitted in Pong Dam wetland this year: HP CM
Sukhvinder Sukhu
Show More News
Gold gains on dollar weakens, US rate cut hopes dim Spot gold was up 0.6% to
$2,036.39 per ounce as of 11:35 ET (1635 GMT), and was on track for a 1.1%
weekly rise.
* Gold slips as dollar firms after US data signals resilient economy
* Malabar Gold, Titan and 4 other Indian brands on global list of top-100
luxury goods makers
* Gem and jewellery exports could drop to a 5-year low in FY24
* Live: Strong dollar & CPI data has put pressure on metal prices | Gold
trades below $2,000/oz
Show More News
Getting High: Karnataka realty amendment will spur taller buildings, burden
creaky infra xperts from Bengaluru feel the move will tremendously burden the
city’s stormwater drains, traffic, parking facilities, and sewage networks, as
they expect to s ...
* Suhana Khan purchases land in Alibag for Rs 9.50 crore
* NBCC to complete pending Amrapali projects and deliver flats to homebuyers by
March 2025
* ED probing British Virgin Island entities floated by Hiranandani Group
* Chenab Bridge: Features of World’s Highest Arch Railway Bridge | Jammu
Project
Show More News
Smartphones for kids were a Faustian bargain hildren who spend a large part of
their formative years in a virtual world are missing out on face-to-face
interactions that help to build strong social bonds a ...
* Inhaler sales hit new high in January as India struggles to breathe
* Health benefits of almonds: Snacking on almonds help in faster muscle
recovery after exercises
* Cardiac arrest: Causes and symptoms of cardiac arrest that claimed Anupamaa
actor Rituraj Singh's life
* Can your cotton candy cause cancer? Why Tamil Nadu has banned the sweet
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Equity Type Issue Price Issue Size Lot Size Issue Open Issue Close GPT
Healthcare View Profile IPO 177 501.67 - 525.14 80 22-02 26-02 Owais Metal and
View Profile IPO 83 40.73 - 42.69 1600 26-02 28-02 Platinum Indust View Profile
IPO 0 27-02 29-02 Sadhav Shipping View Profile SME IPO 95 38.18 1200 23-02 27-02
See More Open Issues
Equity Date of filing with Sebi
Gala_Precision_Engineering_Limited_DRHP
(Gala_Precision_Engineering_Limited_DRHP)
20-Feb
TBO_Tek_Ltd_DRHP (TBO_Tek_Ltd_DRHP)
20-Feb
Asirvad_Micro_Finance_Limited_DRHP (Asirvad_Micro_Finance_Limited_DRHP)
16-Feb
Le_Travenues_technology_Limited_DRHP (Le_Travenues_technology_Limited_DRHP)
15-Feb
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Equity Issue Price Listing Date Listing Open Listing Close Listing Gains % CMP
Current Gains % Entero Healthca 1 16-02 1245.00 1149.50 114850 1,169.40
116840.00 Rudra Gas Ent 63 15-02 119.70 125.68 99.49 168.38 167.27 Rashi
Periphera 311 14-02 335.00 320.55 3.07 357.65 15.00 Jana Small Fina 414 14-02
396.00 368.20 -11.06 458.85 10.83
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Scheme Fund Class Info Order form Open Date Close Date No NFO details available.
Equity Type Issue Price Issue Size Lot Size Subscription Issue Open Issue Close
Alpex Solar View Profile SME IPO 109 70.63 - 74.52 0 08-02 12-02 Rudra Gas Ent
View Profile SME IPO 63 14.16 0 08-02 12-02 Polysil Irrigat View Profile SME IPO
54 17.43 0 08-02 13-02 Entero Healthca View Profile IPO 1 1569.95 - 1600 0 0.10
09-02 13-02
See More Recent Issues
chat box
Ajay Jain
CEO,
26 Feb - 14:00 hrs
What do stars foretell?
Upcoming Chats | Previous Transcripts
PERSONAL FINANCE ADVICE
* Mutual Funds
* Insurance
* Fixed Income
* Tax
* Investing
* More Advice
* Fixed Income
* Tax
* Investing
* Property
* Commodities
* Retirement
* Loans
* Planning
* Credit Cards
Multi-asset allocation mutual funds have stormed the Street. But should you
touch them?
Equity AUM of mutual funds grows 45% in Jan, Tatas lead overall growth matrix
Fixed income portfolio: Using bonds to complete asset allocation | Simply Save
Chart of the Day | Mid and Small Cap funds: A crowded market
Sensex @73k: Do not stop your SIPs, but go slow on lumpsum investments, advise
experts
PPFAS MF's Dynamic Asset Allocation Fund goes on stream. Should you invest?
MF share in PSU stocks scales fresh record high of 7.58% in Jan
Short Call | Bulls dance to liquidity tunes, MOSL, Titagarh Rail, LIC, Data
Pattern in focus
See More Mutual Funds
Here's how to port your health insurance policy to retain waiting period
benefits
Pay higher premiums on making claims: Why this new health insurers’ proposal is
anti-consumer
Mis-selling has its roots in below-par insurance advisory: Edelweiss Tokio Life
Insurance ED
Explainer: What is a term plan with return of premium, or TROP?
Senior citizens and the seriously ill would suffer if insurance companies fix
renewal premiums based on claims: GoDigit Chairman
GoDigit Chairman Kamesh Goyal backs IRDAI's higher surrender value proposal,
opposes insurers' roll-back demand
Policy of the week: ICICI Lombard’s Health AdvantEdge Apex Plus
LIC launches Amritbaal, a traditional savings life insurance plan for children
See More Insurance
Right time to invest in fixed income for stability, says LIC Mutual Fund's
Marzban Irani
How to get the best from your fixed-income investments
Why monthly interest payout option in a bond may not be as good as it sounds
Bond market teaches you why even a single basis point matters a lot: A
Balasubramanian
Small Savings Schemes: Income proof needed if investment exceeds Rs 10 lakh
Why fixed income investors must now opt for shorter duration
The fixed income party’s not over, only the venue has shifted
Missed the April 5 PPF deadline? Don’t fret; you won’t lose much
See More Fixed Income
Multi-asset allocation mutual funds have stormed the Street. But should you
touch them?
MF industry AUM to double to Rs 100 lakh crore by 2030, bite-size SIPs to drive
growth
IRFC to float up to Rs 3,000-crore bonds on Feb 26
Bank of Baroda raises Rs 2,500 cr via Tier-II bonds at 7.57% coupon
Fixed income portfolio: Using bonds to complete asset allocation | Simply Save
Retail investor participation in online bond platform grow 30-40% in FY24, shows
data
Has the new income-tax regime killed tax-saving mutual funds? Not yet, but…
Top 12 ELSS Funds To Look For
See More Investing
Don’t tax the gig economy before it becomes robust
Has the new income-tax regime killed tax-saving mutual funds? Not yet, but…
Abstain questioning CXOs at late hours, taking tax payments during search ops:
SOPs for tax officials in the works
GIFT City tax regime for aircraft leasing needs a second look
Tax benefits not prime motivator to buy health insurance, finds ICICI Lombard
survey
Karnataka Budget: State to impose cess on commercial transport vehicles,
multi-storied buildings & online deliveries
Getting a living allowance while working abroad? You might have to pay tax on it
in India
Can you claim tax deduction for electoral bonds bought before the SC verdict?
See More Tax
Getting High: Karnataka realty amendment will spur taller buildings, burden
creaky infra
Suhana Khan purchases land in Alibag for Rs 9.50 crore
NBCC to complete pending Amrapali projects and deliver flats to homebuyers by
March 2025
ED probing British Virgin Island entities floated by Hiranandani Group
NBCC to construct over 13,000 flats in 5 Amrapali projects, eyes Rs 15,000 cr
topline
KRERA orders developer undergoing insolvency resolution to handover possession
ASK Property Fund to invest Rs 120 crore in TREVOC luxury project in Gurugram
Gurugram real estate regulator penalizes developer for publishing misleading
advertisement
See More Property
Gold gains on dollar weakens, US rate cut hopes dim
Gold slips as dollar firms after US data signals resilient economy
Live: Natural gas production in US at near record levels | Commodities Corner
Market Live: Looming demand weakness keeps oil prices under pressure |
Commodities Corner
Malabar Gold, Titan and 4 other Indian brands on global list of top-100 luxury
goods makers
Market Live: Explaining bitcoin's rally: What’s causing the crypto surge? |
Commodities Corner
Gem and jewellery exports could drop to a 5-year low in FY24
Live: Strong dollar & CPI data has put pressure on metal prices | Gold trades
below $2,000/oz
See More Commodities
As India ages, its working population faces a retirement dilemma
How your employer's contribution to your NPS can reduce your tax outgo
Have a complaint against National Pension System? Here are 3 steps to resolving
it
How 8.25% EPF interest rate has one more goody in its bag
NPS vs OPS: Will Budget 2024 settle the debate in an election year?
Goldco Review 2024: Legit Gold IRA Company or Not?
Union Budget 2024: Exempt annuity income from tax, allow systematic withdrawal
as an alternative to annuities: Axis Pension Fund CEO | Simply Save
The big challenge for leaders is knowing when to quit
See More Retirement
JSW Steel sounds out banks for $750 million loan
HDFC Bank's mortgage book grew 18-20% incremently post merger, says senior
executive
RBI Policy Impact on Home Loans: EMIs to stay unchanged as central bank holds
repo rate at 6.5%
Should you buy your first home now or wait for lower interest rates?
Why pre-paying your housing loans early makes good financial sense
FinMin releases Rs 66,745 cr loan to 28 states for capital investment in Apr-Jan
Should you opt for pre-EMI for a loan on a property under construction?
Tata Capital to provide collateral-free education loans up to Rs 75 lakh
See More Loans
Delhi government has started process of preparing its budget for 2023-24
Women's presence in a sector is a barometer of how fair the business is: Housing
Secretary
How big must your emergency fund be?
Delhi Draft Master Plan 2041: Does it take into account exigencies such as
COVID-19?
Mutual funds join hands to induct 50,000 more distributors to widen reach
Want to quit your job and do your own thing? 5 factors to ponder before taking
the plunge
Gold returns 25% so far this year; should you buy more or just hold?
City planners may cut down size of National Capital Region for better
management, protection of farmers
See More Planning
Up to 58% of home loan borrowers take Rs 10-50 lakh loans: Bank of Baroda study
Budget 2024: No announcement on TCS on international credit card spends
Will the Budget bring credit card international spends under TCS?
Rupay credit card monthly spending crosses Rs 10,000 crore; doubles market share
New to credit? Here is how to build your credit score wisely
ICICI Bank reduces benefits on 21 credit cards, imposes minimum card usage for
airport lounge access
Explained: How virtual credit cards work
LIC IDFC FIRST credit card: A Moneycontrol review
See More Credit Cards
STOCK ADVICE
Company name
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Analyst/Brokerage
ANALYST
BROKERAGE
Company Price Stock Recommendation Grasim 2189.00 Will Grasim’s entry
disrupt the paint industry? Oberoi Realty 1365.55 Trade Spotlight | How to
deal in Oberoi Realty, Indian Hotels, Bharat Electronics HFCL 112.20 Hot
Stocks | Archean Chemical, Tata Steel, HFCL may deliver in double digits PG
Electroplast 1845.80 PG Electroplast Q3: Another show of strength DLF 900.00
Trade Spotlight | How you should deal in DLF, State Bank of India, Raymond today
Stock Views | Buzzing Stocks | Research Reports | Brokerage Recommendations
MUTUAL FUNDS TOOL
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Returns Calculator
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See all Tools
chat box
Ajay Jain
CEO
26 Feb - 14:00 hrs
What do stars foretell?
All Schedule | Previous Transcripts
INTERVIEWS
Daily Voice: Won't be surprised to see a correction after elections, says Divam
Sharma of Green Portfolio
Divam Sharma Co-founder Green Portfolio
Daily Voice: This market veteran expects private banks to lead the next rally
Santosh Joseph Founder & Managing Partner Germinate Wealth Solutions LLP
Daily Voice: Any rally from 22,000 on Nifty to be driven by FMCG, a dark horse,
and private sector banks, says Amit Jain of Ashika Global
Amit Jain Co-Founder Ashika Global Family Office Services
Daily Voice: Marcellus' Krishnan sees interest rate cut in 2HFY25 provided
inflation goes sub-4%
Krishnan V R Chief of the Quantitative Research team Marcellus
See More Interviews
ACTION IN MARKETS TODAY
Divis Laboratories
3636.05 -10.70 (-0.29%)
Divis Labs closes above 200-Day Moving Average of 3645.69 today.
Mayur Uniquoters
520.70 -9.20 (-1.74%)
Mayur Uniquoter closes below 200-Day Moving Average of 527.06 today.
Aarti Pharmalabs
516.95 -9.00 (-1.71%)
AARTIPHARM closes below 30-Day,50-Day Moving Average today.
Ashiana Housing
300.25 -6.05 (-1.98%)
Ashiana Housing closes below 30-Day Moving Average of 305.43 today.
Atlantaa
22.94 -0.82 (-3.45%)
Atlanta closes below 50-Day Moving Average of 23.46 today.
Poddar Pigments
365.10 -4.50 (-1.22%)
Poddar Pigments closes below 30-Day,50-Day Moving Average today.
Kewal Kiran Clothing
757.00 -3.35 (-0.44%)
Kewal Kiran closes below 30-Day Moving Average of 753.62 today.
Set SMS alerts for market news
See More
OPINION
Japan's stock-market mojo rubs off on me
Smartphones for kids were a Faustian bargain
Putin’s war is decimating the Russian economy
Punjab Budget: Will 2024-25 see a course correction of the last Budget’s
failures?
See More Opinion
CORPORATE ACTION
* BOARD MEETINGS
* AGM / EGMS
* BONUS
* more
* Splits
* Rights
* Dividend
Company Name Agenda Jasch Gauging Quarterly Results Tarmat Preferential issue of
shares Wardwizard Inno Others Arihant Super Others Assoc Alcohol To consider
issue of Warrants
See More Board meetings
Company Name Agenda Sahara One EGM Dharni Capital EGM
See More AGM EGM
Company Ratio Ex-Bonus Rajshree Polypa 2:1 26-02-2024 DRC Systems 2:1 27-02-2024
FIEM Ind 1:1 28-02-2024 Paisalo Digital 1:1 20-03-2024
See More Bonus
Company Old FV New FV Ex-Splits Tiger Logistics 10 1 04-03-2024 Manorama Indust
10 2 07-03-2024
View All Splits
Company Ratio FV Ex-Rights Rights details not present at the moment.
View All Rights
Company % Ex-Div Suprajit Eng 110.00 26-02-2024 Fineotex Chem 60.00 26-02-2024
Natco Pharma 62.50 26-02-2024 Vibrant Global 12.50 26-02-2024 Gateway Distri
7.50 26-02-2024
See More Dividend
MARKET
KKR report lauds Modi regime for initiatives to propel India's economic growth
* Mid-day Mood: Benchmark indices pare gains after Nifty hits record high;
Sensex up 100 points
* Agri Picks Report February 23, 2024: Geojit
See More Market
STOCKS
Bulk deals: Promoter trims stake in Kolte Patil, Whiteoak Mutual fund buys stake
* Buy Grasim Industries; target of Rs 2670: Motilal Oswal
* Buy Sunteck Realty; target of Rs 640: Motilal Oswal
See More Stocks
COMMODITIES
Agri Picks Report February 23, 2024: Geojit
* Oil falls after US Fed governor says no rush to cut interest rates
* Agri Picks Report February 22, 2024: Geojit
See More Commodities
STARTUPS
Indian startups’ US IPO listing presents both opportunities and challenges
* Sonu Sood’s social media platform Explurger raises Rs 37 crore in Series A
funding
* Karnataka Budget 2024: Rs 100 crore allocated to boost tourism at Lord
Hanuman's birthplace
See More Startups
TOP COMPANIES IN INDIA
By
Market Capitalisation. Net Sales. Net Profit. Total Assets. Excise. Other
Income. Raw Materials. Power & Fuel. Employee Cost. PBDIT. Interest. Tax.
EPS. Investments. Sundry Debtors. Cash/Bank. Inventory. Debt. Contingent
Liabilities. Screen Crit
Select One Screen Code
Company Name Last Price Change Market Cap Net Sales Net Profit Assets
Reliance 2987.25 23.75 2,021,142.14 528315.00 44205.00 633,741.00 TCS 4052.10
-35.00 1,466,085.24 190354.00 39106.00 59,814.00 HDFC Bank 1420.60 1.05
1,079,058.63 161585.54 32189.04 2,029,881.62 ICICI Bank 1061.30 -1.40 744,918.42
109231.34 25230.91 1,308,242.80 Infosys 1676.85 -4.50 695,983.07 124014.00
23268.00 38,692.00 SBI 759.05 -6.85 677,422.67 332103.06 33725.13 4,539,560.18
See More Top Companies in India
Result Screener
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