Vehicle sales commission: ₹8,000–₹12,000 per unit (depends on model)
Spare parts and accessories: Higher margins (20–30%)
Service and repairs: Consistent revenue stream
Finance & insurance: You earn commissions per deal
Breakeven Point
Breakeven Period: ~2 to 3 years
This depends on location, local demand, and how efficiently the dealership is run.
Monthly Revenue Estimate Table
Investment
Avg ROI (%)
Monthly Income
₹40 lakh
18–20%
₹60k – ₹66k
₹50 lakh
18–20%
₹75k – ₹83k
₹1 crore
18–20%
₹1.5L – ₹1.66L
₹1.5 crore
18–20%
₹2.25L – ₹2.5L
Conclusion
A Hero dealership can earn ₹75,000 to ₹2.5 lakh per month depending on investment size and city. The annual ROI ranges from 18% to 20%, making it a stable and profitable business if executed well.
Official Beta Launch: Amazon Now has begun operating in beta in three Bengaluru PIN codes, available to select users via the Amazon app.
Rapid Delivery: Promising delivery within 10 minutes through dark stores (10–15 currently active), strategically placed to cater to ultra-fast orders.
Core Categories: Initially offering everyday essentials—groceries, vegetables, snacks, beverages, home and personal care products—with plans to expand into beauty, home, and kitchen soon.
No Surge Fees: Amazon stands out by offering free delivery on orders above ₹199 with no extra handling fees or late-night surcharges.
Battle for the Future of Quick Commerce
India’s quick‑commerce sector is booming—a ₹21 billion market projected to reach ₹31 billion by FY27.
Amazon’s launch of Amazon Now in Bengaluru marks a bold push into India’s ultra-speed delivery space. Backed by operational heft and customer reach, this move could redefine convenience expectations—and force existing players to level up.
As the next chapters unfold, it’s clear: the battle for 10‑minute delivery supremacy is heating up—and Bengaluru is ground zero.
West Bengal is making strategic moves to position itself as a vital player in India’s growing defence manufacturing ecosystem. In a recent development, the state government has urged private companies and industrial stakeholders to tap into the vast potential of Micro, Small, and Medium Enterprises (MSMEs) for boosting defence production. The initiative aligns with the Centre’s ‘Aatmanirbhar Bharat’ (self-reliant India) campaign and seeks to make Bengal a robust hub for indigenised defence equipment and components.
Bengal’s MSME Strength: A Hidden Powerhouse
West Bengal houses over 88 lakh MSMEs, making it one of the largest bases for small and medium-scale industries in India. These enterprises span across sectors like precision engineering, metal fabrication, electronics, chemicals, textiles, and more—many of which are directly or indirectly relevant to defence manufacturing.
Recognising this, state officials, during various industry meets and defence expos, have appealed to large corporations and defence PSUs (Public Sector Undertakings) to integrate Bengal’s MSMEs into their supply chains. The state is particularly focusing on Tier-II and Tier-III suppliers who can manufacture components, tools, machinery parts, and sub-systems for the armed forces.
Government Support and Policy Push
To accelerate this vision, the West Bengal government has laid out several enabling measures:
Cluster Development: Establishing defence-focused MSME clusters in areas like Howrah, Durgapur, and Kharagpur, which already have a strong industrial base.
Ease of Doing Business: Offering single-window clearances, land allotments, and subsidised utility rates for defence-oriented MSMEs.
Skill Development: Partnering with academic and technical institutes to train youth in advanced manufacturing and defence technologies.
Access to DRDO & Armed Forces: Facilitating MSME participation in Defence Research and Development Organisation (DRDO) projects and tenders issued by the Army, Navy, and Air Force.
Call to Action for Large Enterprises
The state has urged major companies, both public and private, to act as enablers by:
Outsourcing production tasks to qualified MSMEs to build scale and agility.
Investing in technology transfer to uplift local capabilities.
Collaborating through joint ventures to innovate and commercialise defence-grade products.
State officials have also proposed offset partnerships with global OEMs (Original Equipment Manufacturers) entering Indian defence projects under the offset policy, to work with Bengal-based MSMEs as part of their compliance.
The Bigger Picture: India’s Defence Goals
India aims to become a top global defence exporter by 2030, with a target of achieving ₹1.75 lakh crore in annual defence production. The success of this ambitious goal depends heavily on grassroots manufacturing and decentralised participation. Bengal’s move to mobilise its MSME network is not just a regional initiative—it’s a crucial cog in the national machinery.
Conclusion
With its vast network of skilled MSMEs, proactive governance, and a renewed focus on indigenisation, Bengal is inviting defence manufacturers to discover untapped potential. By leveraging these capabilities, companies can not only scale their operations but also contribute to making India self-reliant in defence production.
As Bengal opens its doors to the defence sector, the message is clear: empower MSMEs, and you empower the nation.
On June 12, 2025, shares of One97 Communications (Paytm) experienced a sharp intraday decline of 10%, hitting a low of ₹864.40 on the BSE. The drop followed an official clarification from India’s Finance Ministry, which publicly dismissed the rumors of merchant fees being reintroduced on UPI transactions as “false, baseless and misleading”
What Sparked the Sharp Decline?
Buzz about MDR revival: UPI merchants currently pay no Merchant Discount Rate (MDR), but recent speculation suggested a reintroduction of a ~0.3% fee on high-value UPI transactions (₹3,000+), alleviating fintechs’ pressure.
Prime reaction: The Finance Ministry responded swiftly on June 11, stating the rumors were sensational and created fear and uncertainty—there are no plans to impose such fees .
Investor sentiment: With no MDR or sustained higher government incentives, UBS projects Paytm’s adjusted core profits could shrink by over 10% in FY26–27, making this clarification a significant negative trigger.
Market Movement & Recovery
Intraday low: Shares hit ₹864.40, then rebounded to close down around 6.5% at ₹897.20 amid partial recovery.
Market cap erosion: The drop shaved off approximately ₹6,123 crore, reducing Paytm’s valuation from ₹61,246 crore to ₹55,123 crore at its low, before a bounce back to ₹57,233 crore.
Wider markets: The Nifty 50 dipped about 0.2%, partly dragged by this news and general external uncertainties.
Deeper Implications
Factor
Details
Revenue pressure
Paytm generates income through merchant transaction fees or government incentives—zero MDR provides limited monetization channels.
Competition context
Giants like PhonePe and Google Pay dominate ~80% of UPI volume; Paytm needs diversified revenue to stay competitive .
Ecosystem stress
Payments Council of India highlighted a ₹10,000 crore annual shortfall in UPI operational costs, with only ₹1,500 crore in govt backing—adding MDR could have lessened fee pressure .
What Lies Ahead?
Monetization route: With MDR off the table, expect Paytm to push for alternative revenue streams—expanding financial services, credit, subscriptions, or ad-based models.
Policy dynamics: Stay alert for any future policy updates—even reintroduction of incentives, or new mid-tier merchant fees.
Stock outlook: Analysts like UBS maintain a ‘Neutral’ stance, highlighting potential upside only if margins improve or cost burdens are eased.
Broader caution: As long as UPI remains MDR-free, fintech valuations will stay vulnerable to policy risk, especially ahead of Union Budgets or RBI signals.
Conclusion
The Finance Ministry’s denial of MDR rumors was a negative surprise for Paytm—turning optimism into a sell-off. While beneficial to UPI users and merchants, it raises earnings uncertainty for Paytm and peers. Investors should monitor how Paytm adapts—whether through new monetization models, cost efficiencies, or government engagement to bridge the funding gap.
In a major move on the Indian stock market, Reliance Industries Limited (RIL) has offloaded a significant stake in Asian Paints through a massive block deal, raising approximately ₹7,703 crore. This strategic divestment involved the sale of around 3.5 crore shares, or roughly 3.4% stake in the country’s largest paint manufacturer.
Deal Overview
Seller: Reliance Industries Ltd (via its subsidiary Reliance Industrial Investments and Holdings Ltd)
Buyer(s): Multiple institutional investors
Total Shares Sold: 3.5 crore
Value of Block Deal: ₹7,703 crore
Average Selling Price: Around ₹2,201 per share, slightly below the previous closing price
Background: Why Did Reliance Hold Asian Paints Shares?
The stake in Asian Paints came into Reliance’s portfolio after it acquired a portion of the estate of Sudarshan Chemical Industries’ founder Ashwin Dani, a co-promoter of Asian Paints, who passed away in September 2023. The shares were inherited or acquired through investment holding structures.
While the stakeholding was not strategic to Reliance’s core business operations, its liquidation helps RIL unlock capital that can be diverted into its primary growth sectors — telecom (Jio), retail, green energy, and petrochemicals.
Market Reaction
The news triggered mixed sentiments in the market:
Asian Paints stock dipped slightly intraday, reacting to the large supply of shares hitting the market.
However, analysts believe that the long-term fundamentals of Asian Paints remain intact.
Reliance stock remained stable as the sale signals healthy capital reallocation rather than distress.
What This Means
This deal is a classic example of India Inc’s shift towards portfolio optimization and capital efficiency. With Reliance ramping up its green hydrogen projects, expanding Jio’s digital infrastructure, and strengthening its retail footprint, such fund mobilization adds agility to its investment roadmap.
Moreover, the deal reflects continued institutional confidence in Asian Paints, with marquee buyers participating in the transaction, suggesting bullishness on India’s consumption-driven growth story.
Conclusion
Reliance Industries’ ₹7,703 crore block deal in Asian Paints is not just a financial transaction—it’s a strategic move in line with Mukesh Ambani’s broader vision to streamline Reliance’s empire for the next wave of growth. Investors will now be keenly watching how this capital is deployed in the group’s ambitious ventures.
What’s Selling? Reports surfaced around June 10, 2025, suggesting Diageo Plc, through its Indian arm United Spirits Ltd., is exploring options to sell part or all of its stake in the IPL’s Royal Challengers Bengaluru. Bloomberg and Mint value this potential divestment at up to $2 billion (≈ ₹17,000 crore).
Why ₹17,000 Crore?
RCB’s first-ever IPL title in 2025—after 18 years of near-misses—has heightened the franchise’s valuation.
Other IPL franchises, like LSG (₹7,090 crore) and Gujarat Titans (₹5,625 crore), traded significantly lower. The ₹17k cr estimate marks a massive increase in market expectations.
This would be IPL’s largest-ever team valuation—more than double the price of recent entrants.
Motives Behind a Possible Sale
Strategic Portfolio Rebalancing: Diageo aims to streamline operations, targeting $3 billion free cash flow by 2026 amid weakening global alcohol demand.
Advertising Environment: India’s increasing pressure to curb alcohol promotion—especially in sports—could diminish future returns from this ownership.
Official Rebuttals
United Spirits Ltd. called the reports “speculative,” clarifying no sale discussions are ongoing.
Diageo India sent an official statement to the BSE, affirming the rumour is “entirely speculative” and there is no plan to divest.
The Karnataka Deputy CM humorously dismissed acquisition rumours: “Why do I need RCB? I don’t even drink Royal Challenge”.
Market Ripples
Following the stake sale buzz, United Spirits’ share price climbed ~3–3.3%, rallying to a five-month high of ₹1,644 on June 10.
Investor sentiment is heating up around RCB’s blockbuster profile and soaring team value post-championship.
So, Is it Really Up for Sale?
Timeline: As of June 11, 2025, Diageo and USL maintain that discussions are untrue and no active sale plans exist.
Outlook: A potential sale could reshape IPL landscape but remains speculative. Stakeholders—Fans, investors, and corporate analysts—should closely monitor future filings from Diageo or United Spirits for concrete developments.
Conclusion
The ₹17,000 crore valuation talk has thrust RCB into the limelight—not just for its on-field success but also its commercial heft. While the valuation headline grabs attention, the key lies in confirmed action. For now, Diageo and USL have effectively shut down the speculation.
But if ever it happens, a sale at this scale could set a new benchmark for IPL franchises—and underscore how sports assets are evolving into major investments.
Move over Zomato and Swiggy—Bengaluru may soon welcome a fresh contender. Rapido, the bike-taxi unicorn with over 30 million monthly active users and operations in 500+ Indian cities, is rolling out a pilot of its food-delivery app “Ownly” later this month or early July
1. Zero Commission for Restaurants 🎯
Unlike the dominant platforms charging 20–30% commissions, Ownly promises zero commission. Instead of percentage-based fees, Rapido will levy fixed delivery charges per order, shifting delivery costs directly to restaurants—dramatically reducing their costs.
2. Transparent & Honest Pricing
One of Ownly’s core principles: what you see is what you pay. The app enforces offline price = online price, meaning listed dish prices (excluding GST) remain the same at checkout—no hidden delivery fees, packaging add-ons, or markup by the platform.
3. Delivery‑Fee Structure
As part of its pilot in Bengaluru:
Order Value
Restaurant Pays
Customer Pays
Notes
₹0–100
₹10
₹20
Standard radius (4 km)
₹100+
₹25
₹25
Standard radius (4 km)
₹400+ (Fin‑Post)
₹25
Cross-subsidised by Rapido
Initiative to absorb costs
Rapido covers the remaining delivery expense beyond these charges—at least while the pilot runs.
4. Focus on Affordable Meals
To address price sensitivity in Bharat, Ownly mandates restaurant partners to list at least four menu items priced ₹150 or below. This low-cost strategy aims to broaden online ordering in smaller cities and budget-conscious segments.
5. Data & Visibility for Restaurants
Breaking the norm of paid promotions, Ownly plans an “earned visibility” model—restaurants will rank based on customer ratings, not ad spend. Additionally, Rapido will share anonymized customer data to help outlets with loyalty and marketing efforts.
6. Path to Monetization
How will Ownly sustain itself without commissions?
Subscription Model: At scale, Rapido plans to introduce a flat monthly fee for restaurants, maintaining zero commission on each order.
Advertising: Restaurants can optionally pay for ad placements on the app.
Volume Play: Rapido bets big on high order volume from price-conscious consumers.
7. Market Context & Challenges
Competitive Pricing Jaw-Drop: With commissions cut by about 50%, Rapido’s initiative is already shaking incumbents; Eternal (Zomato) and Swiggy shares dropped by around 3–4%.
Tough Market to Crack: Previous entrants—Amazon Food, Ola Cafe, ONDC—failed to gain traction due to logistical complexity and weak customer experience. Analysts warn Rapido may face the same hurdles.
Scale at Stake: Rapido will need to prove it can consistently operate at scale in the highly competitive food-delivery sector .
8. The Bengaluru Experiment
With a pilot kicking off in Bengaluru in late June or early July, Rapido is testing Ownly’s concept in a tech-savvy yet fiercely competitive market.
Conclusion
Rapido’s Ownly app disrupts the traditional food-delivery model—zero commission, flat delivery fees, and honest pricing are its bold differentiators. But success will hinge on execution: sustaining quality, logistics, and scaling effectively. If it works, this “honest pricing” model could spark a major shake-up in India’s food-delivery ecosystem.
ZEE (now branded as “Z” Entertainment Enterprises) has acquired a stake in Bullet, a fresh content-tech startup co-founded by Azim Lalani and Saurabh Kushwah.
Bullet is launching a micro‑drama app within the ZEE5 ecosystem—offering fast‑paced, vertical-format “snacky” episodes aimed at mobile-first, young audiences
Why It Matters
Strategic fit: ZEE aims to capture short-video viewership by integrating this app seamlessly into ZEE5, leveraging its existing reach .
Tech advantages: The app will have AI-based pricing/performance prediction, gamification features, and tools for independent creators to monetize content.
Demographic targeting: The move directly appeals to younger audiences preferring quicker, engaging storytelling.
Market Impact
Following the announcement, ZEE Entertainment shares surged ~3–6% intraday, boosting the Nifty Media index.
Conclusion
ZEE’s investment in Bullet aligns with its evolving digital growth strategy: catering to fast-consumption, short-form content, leveraging technology, and empowering creators—all to reinforce its OTT platform’s appeal to younger viewers.
Zomato is charging ahead on its sustainability drive by electrifying the last-mile delivery ecosystem. Their ambitious vision: 100% electric deliveries by 2030 under the EV100 campaign. Here’s a deep dive into how Zomato is rolling out electric two-wheelers, rental & battery swap models, and what this means for delivery partners and urban India.
EV Ambition & Milestones
Launched a World Environment Day campaign in June 2024 featuring a playful ad highlighting quirky delivery modes—from camels to pogo sticks—ultimately promoting EV bikes as the eco-friendly solution.
Hosted the EV Bazaar 2024 in New Delhi, drawing 1,000+ delivery partners and showcasing EVs from major OEMs like Kinetic Green, Hero, TVS, Ola, and Quantum. The event also launched an EV Portal to streamline EV inventory, rentals, and deployers.
As of FY23, nearly 5,000 Zomato delivery partners made the switch from petrol bikes—a strong foundation for the 2030 goal.
Rental & Battery Swap Ecosystem
1. Yulu Partnership
Collaborated with Yulu to provide 25,000–35,000 Yulu DeX e-bikes on customized rental plans.
Delivery partners gain access to Yulu’s widespread battery swap network (Yuma Energy)—over 45,000 EVs and 800+ swap stations in 30+ cities.
Yulu claims each DeX bike can handle up to 300,000 green deliveries daily by 2026 .
2. BLive & TVS iQube
Through BLive, Zomato deployed 400+ premium TVS iQube scooters across five cities, including Mumbai, Hyderabad, Chennai, Ahmedabad, and Kolkata, on a rent-to-own model .
TVS partnership aims to introduce 10,000 iQube scooters over two years—available via fleet providers
3. Battery Smart Tie-up
Partnered in August 2023 with Battery Smart to extend battery-swap access across 800+ swap stations in 30+ cities
Benefits for Delivery Partners
Lower Running Costs: EVs eliminate fuel expenses and reduce maintenance.
Flexibility & Scale: Rentals reduce upfront price hurdles—they can ride premium scooters/rent over time without full purchase .
Increased Earnings: Yulu says delivery partners can earn up to 40% more compared to petrol bikes .
Real-World Feedback & Challenges
Some riders face practical hurdles:
“Yulu bikes riding ridiculously slow … don’t stick to a lane … obstruct traffic”
Yet, others see these as entry-level solutions for those without personal bikes:
“The ones using Yulu bikes are the ones who can’t afford motorbikes … rental basis … they get around ₹100”
There’s also vivid discussion about the rental model’s scalability:
“Rent EVs … for the people delivering food and groceries … we don’t want to make money back spent on the vehicles … just want to keep adding vehicles and promote EVs”
The Road Ahead
Zomato’s multi-pronged strategy—EV Bazaars, rental fleets, OEM partnerships, battery swapping—is catalyzing a sustainable shift in last-mile delivery. The EV Portal centralizes deployment, while rent-to-own schemes accelerate adoption with minimal financial stress.
Zomato’s green delivery initiative blends technology, policy, and empathy. By enabling access through rentals, partnerships, and swap networks, they’re creating a foundation for 1 million+ EV deliveries daily by 2030. It’s a bold experiment in electric mobility, setting benchmarks for other delivery platforms and the urban gig economy.
