Rajiv Singh

Greater Noida

Senior Correspondent at INDIA TV

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Articles

[2504.00276] On-the-fly Surrogation for Complex Nonlinear Dynamics

1 month ago | arxiv.org | E. Javier |Rajiv Singh |Amritam Das |Roland Tóth

[Submitted on 31 Mar 2025] Title:On-the-fly Surrogation for Complex Nonlinear Dynamics View a PDF of the paper titled On-the-fly Surrogation for Complex Nonlinear Dynamics, by E. Javier Olucha and Rajiv Singh and Amritam Das and Roland T\'oth View PDF HTML (experimental) Abstract:High-fidelity models are essential for accurately capturing nonlinear system dynamics.
You Either Adapt Or Perish: Deepinder Goyal

1 month ago | forbesindia.com | Rajiv Singh

Q. What is the thinking behind rebranding Zomato as Eternal? When we bought Blinkit, we started using Eternal internally. It was done to distinguish between the company and the brand and the app. But the underlying thought was to rename the company to Eternal when we discover something that has the potential to become bigger than Zomato and significantly drive the future. I think, with Blinkit, we are there. There is a philosophical meaning as well. Eternal means either you adapt or perish.
It Is Tough To Make Money In Quick Commerce, But Impossible To Make Too Much Money: Hari Menon

1 month ago | forbesindia.com | Rajiv Singh

Q. What gives you confidence? We will definitely catch up. I don’t have any doubt. We were already masters of dark stores before the advent of quick commerce. We are not following anything or anybody. Earlier, our stores were 2,000 to 2,500 sq ft. Now, we are rolling out 4,000 to 5,000 sq ft stores, replacing smaller ones. We will try and bring more Tata brands into the fold. This is what will differentiate us. Q. Is speed no longer a differentiator? Everybody is delivering in 10 minutes. Q.
Zomato Has Rebranded To Eternal But It Faces Old Challenges, Questions

1 month ago | forbesindia.com | Rajiv Singh

It showed Goyal the cash-guzzling nature of the business and poor customer retention. Food delivery now became the sole focus for Zomato, but not for long. Soon Goyal would make his second attempt at grocery. In July 2021, the same month Zomato bought into Grofers, it started a pilot for 45-minute grocery delivery in Delhi-NCR. The experiment lasted all of three months. But this time there was a clear path ahead, because of the Grofers investment.
Deepinder Goyal's Game Plan To Live Up To Zomato's New Name

1 month ago | forbesindia.com | Rajiv Singh

Zomato's latest rebranding to "Eternal" made headlines and generated curiosity about founder Deepinder Goyal's future plans. In this podcast, Rajiv Singh highlights Zomato's journey from 90-minute to 10-minute delivery post-pandemic, Goyal's long-term vision for profitability in quick commerce, and challenges like falling average order values and high order frequency.
Forbes India Regional Goliath: How 100-year-old MTR Keeps Its Legacy Going | Forbes India

2 months ago | forbesindia.com | Rajiv Singh

Sanjay Sharma, CEO of Orkla India, explains why Orkla decided to play the ‘vocal for local’ game with MTR. When the Indian brand was acquired in 2007, Orkla found itself shouldering big responsibilities. The first was to stay true to its consumers. “MTR evokes strong emotions in Karnataka and resonates deeply with the consumers,” says Sharma, who joined Orkla in 2009 and played a key role in ensuring a smooth brand transition from a local owner to a global company.
Forbes India Entrepreneur Of The Year: Supam Maheshwari And The FirstCry Empire

2 months ago | forbesindia.com | Rajiv Singh

The merger, though, was a win-win for both the players. If Maheshwari got his share of the bargain—a bigger entity and a free play to build an even bigger retail empire—the patriarch of the Mahindra Group, too, extracted his pound of flesh. Mahindra explains why he bit the bullet. In early 2016, one of his trusted lieutenants—Zhooben Bhiwandiwala—urged him to make peace. “One day, he came to me, and said, ‘Anand, I met Supam. The guy’s a genius, and we won’t be able to match him’,” recalls Mahindra.
I Was Born Crazy... It's Okay: SpiceJet's Ajay Singh

2 months ago | forbesindia.com | Rajiv Singh

Q. People call you crazy. Some even go to the extent of branding you a madman. Are you crazy? Crazy (laughs)… I have been bombarded with this word since childhood. I have embraced this word. I never had an issue with what I am… and I am not bothered by what people think about me. An IITian not settling for a job indeed looked crazy. An MBA grad from Cornwell returning to India was nothing less than mad. And when I tried turning around DTC and Doordarshan, the world got to see my crazy side.
Ajay Singh Is A Survivor. But Can He Turn Around SpiceJet Again?

2 months ago | forbesindia.com | Rajiv Singh

In January 2015, Ajay Singh was gripped with a sense of déjà vu. SpiceJet was on the ventilator. “Can you revive it?” stuttered the head of a merchant bank on the other side of the phone, failing to mask his anxiety about his investments in the low-cost airline. The previous month, SpiceJet, the airline Singh founded by buying a defunct ModiLuft in 2004 and renaming it a year later, had been abruptly grounded. It had run out of money, having posted losses in three consecutive years.
Ajay Singh And SpiceJet: A Story Of Survivors

2 months ago | forbesindia.com | Rajiv Singh

Ajay Singh, chairman and MD of SpiceJet, calls himself a survivor. He bought ModiLuft in 2005 and turned it into SpiceJet. The budget airline faced turbulent times in January 2015, and once again, it was Singh who revived the outfit. A decade later, SpiceJet is at a similar crossroads again. Singh's resilience remains unchanged, but now the odds are stacked against him too. The cover story of Forbes India's latest issue looks into the depth of these challenges and Singh's survival strategies