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PLA is all eyes and ears when it comes to scooping up lessons to be learned from ‘battle lab’ Ukraine



Many were shocked by Russia’s invasion of Ukraine on February 24 this year, but not so by government and military officials in China and the US. Indeed, more than six months on from President Vladimir Putin’s greatest – and riskiest – gambit, China’s military has had plenty of time to digest lessons on how not to conduct an invasion of a neighbouring country.

This is critical because China has nefarious intentions for Taiwan, and what it learns from the Ukrainian “battle lab” could help it succeed where Russia has failed. Senior Colonel Wu Qian, a Chinese Ministry of National Defence spokesman, said back in March that “Taiwan is not Ukraine” and that the underpinnings are quite different.

This is because, “Taiwan is an inalienable part of China’s territory, and the Taiwan question is purely Chin’s internal affair with zero-tolerance of external interference,” he claimed.

However, Ian Easton, a research fellow at ‘Project 2049 Institute’ in US, correctly pointed out that, instead, “Taiwan is an independent and sovereign country that has never been part of the territory ruled by the People’s Republic of China.”

Nevertheless, the People’s Liberation Army (PLA) officer Wu insisted, “The two sides across the Taiwan Strait must be and will be reunified. It is the trend of history that can never be stopped by anyone or any force.”

Easton responded by saying, “Peaceful unification’ is a Chinese Communist Party (CCP) euphemism that refers to the subversion and coerced annexation of Taiwan’s government. It’s a seemingly benign phrase that, in reality, describes the destruction of a nation-state that is ranked among the top ten democracies in the world.”

Wu further stated: “It is perfectly justified for China to safeguard its national sovereignty and territorial integrity, and allow no external interference… The Chinese PLA stands ready to take all necessary measures to resolutely respond to any provocative actions that endanger China’s core interests or undermine the peace and stability across the Taiwan Strait.”

Unfortunately, Beijing’s arrogant claim to all of Taiwan, and its global isolation and ostracism of the peace-loving democracy, are backed up by a willingness to use both covert and overt measures to change the status quo and take control of Taiwan.

Alarmingly, Easton warned, “The PRC is engaged in the largest peacetime military build-up undertaken by any country in over a century. Chinese military officers writing in authoritative documents describe the United States as their main enemy and portray the conquest of Taiwan as their number one mission.”

Naturally, the PLA is all eyes and ears when it comes to scooping up lessons to be learned from Ukraine. Until now, it is mostly how not to conduct a war, as the Russian assault has turned into a debacle of the highest order.

Currently, the front in northeast Ukraine has crumbled, and Russian troops have fled in panic. The latest reports state that Ukrainian troops had driven all the way to the border with Russia in Kharkiv Oblast. After being forced to retreat from Kyiv early on in the conflict, Russian troops have also fled in disarray from places like Izyum in the northeast. This spectacular failure of Russia’s “special military operation” will provide lessons for years to come.

Dr Joel Wuthnow, a Senior Research Fellow at Centre for the Study of Chinese Military Affairs, at the Institute for National Strategic Studies of the National Defence University in Washington DC, has explored lessons that China and PLA might pick up as it contemplates a future invasion of Taiwan.

In a report entitled “Rightsizing Chinese Military lessons from Ukraine”, Wuthnow noted that PLA writings and research have been almost non-existent on the topic so far. Of course, the PLA must distance itself from the mistakes that Russia made, and come up with solutions to the strategy, tactics and weapons that Ukraine is employing. Wuthnow made three assumptions. The first is that PLA decision-makers are teachable.

This might be true, as seen in the force’s reaction after the USA and allies decimated Iraq in the 1990-91 Gulf War. However, today’s PLA commanders might be less flexible or open to change than their predecessors. Wuthnow proffered several arguments for this possibility, such as the Ukraine scenario being very different to a Taiwan one.

Another is that the PLA may be more arrogant now and more confident in its capabilities. A third is “cognitive dissonance”, where the PLA’s approach over the past three decades may have inadvertently produced intellectual blinders that harm its ability to adapt.

The Central Military Commission’s make-up will change after the 20th National Party Congress later this year, and it is likely to have members that have no combat experience whatsoever.

The second assumption that Wuthnow made is that the PLA possesses a rational strategic planning process. This will determine whether any lessons drawn from the Ukraine conflict will actually alter how the PLA trains or operates. PLA is highly hierarchal and resistant to change, which is why Chairman Xi Jinping had to take it by the scruff of the neck and enforce structural changes.

There is a danger that each PLA service will simply focus on lessons that reinforce what it already believes. The PLA Air Force, for example, might argue that it needs more funding to suppress enemy air defences, or the ground forces might demand more troops after Xi cut numbers by 3,00,000. The third assumption is that adaptation will influence China’s decision-making calculus.

This is connected to the CCP’s appetite for risk. Even if the PLA modifies its doctrine or force posture, would China’s leaders still be keen to attack Taiwan?

In the short term, Xi might take fewer risks until the lessons of Ukraine are fully understood. In the longer term, he might be more confident if the PLA shows itself to have absorbed vital lessons. China knows that conflict will greatly impact its economy, even as it struggles with social and economic issues at home.

China shows no sign of backing off, however. In the wake of US House Speaker Nancy Pelosi’s visit to Taiwan, China has normalized military aircraft crossings over the Taiwan Strait median line. That tacit demarcation had served as a buffer against provocation or accident for decades, but now China has deliberately abandoned it.

With the CCP remaining so opaque, Wuthnow rightly warned: “In sum, while the PLA is observing Russian operations in Ukraine, its ability to distil and act on lessons from that conflict depends on internal variables such as perceptions, processes and leadership priorities. Analysts should thus be careful about making predictions, even if the lessons seem logical for China, and look for signs that their assumptions are correct.”

Specific lessons that China is learning from Russia’s murderous escapade may be divided into two broad categories of reinforcing lessons and pivotal lessons, according to Wuthnow. The former confirms what the PLA is already doing and planning, while the latter is items that may require the PLA to move in a new direction.

As for reinforcing lessons, the most common takeaway that foreign experts highlight as being important for the PLA is perfecting joint operations. The PLA knows their importance, as typified by the move to five joint theatre commands in 2015, even if it has a long way to go and it is very difficult to achieve on a contested battlefield.

Furthermore, it is expected that China will conduct nuclear signalling (e.g. perform launch exercises, and raise alert levels) to prevent the USA from intervening in any PLA assault on Taiwan. Moscow prevented the USA from putting troops on the ground in Ukraine, but regardless the USA has provided copious amounts of equipment.

China also wishes to achieve the “three dominances”, superiority in the information, air and sea domains, before beginning amphibious landings. Russia was using unencrypted communications, failed to electronically degrade Ukrainian command and control, and inadequate missile stockpiles, and the PLA looks poorly on such a lack of professionalism.

Nor could Russia silence President Volodymyr Zelenskyy in Ukraine, so Beijing will want to decapitate and remove Taiwan’s leadership at the outset of its war. This would also help reduce foreign aid. China already has a mock-up of Taipei’s presidential palace for PLA training.

Morale is critical too. Russian soldiers, many of them conscripts, simply do not want to fight in Ukraine. The CCP will therefore redouble political work to indoctrinate PLA soldiers into the necessity of conquering Taiwan. Unlike Russia, China will surely be more successful in controlling social media and any anti-war sentiments too.

Another lesson for China is the importance of skilled military leaders in the enlisted ranks and officer corps. Also important is ensuring logistics and maintenance support. This will be far more challenging for the PLA than for Russia, as it must support troops fighting up to 180 km away across the Taiwan Strait. The second aforementioned category for the PLA to learn from Ukraine is pivotal lessons. Wuthnow suggests three potential lessons here, “A re-examination of whether the ground forces’ brigade and battalion model is suitable for high-intensity conflict against a committed adversary; Chinese attempts to learn from Russia’s failure to mask preparations for conflict and therefore degrade foreign indications and warnings; and the re-examination of assumptions that a regional conflict, especially over Taiwan, could be limited in duration and scale, and thus potentially necessitate preparation for protracted conflict.”

The PLA has already streamlined its ground forces, with combined-arms brigades replacing divisions. Russia relies on battalion tactical groups, very similar to Chinese combined-arms battalions, but these have been found wanting. Problems in these smaller manoeuvre units such as overwhelmed commanders, insufficient specialist staff, inadequate air defence coordination and limited logistics all reared their heads in Ukraine.

Russia gathered its troops along Ukraine’s borders under the pretext of an exercise, but China will have to execute far better than that if it is to disguise an invasion of Taiwan. It will be more difficult for China given the amount of aircraft and ships needed.

Deception is important, and the PLA would also have to decide how long an extended missile bombardment is needed to sufficiently degrade the enemy, or whether a barrage would be simultaneous with an ongoing “exercise” to delay political decisions in Taipei and Washington DC. Although it had numerical and material superiority, Russia failed to achieve a swift victory.

China would always hope for a rapid conquest of Taiwan so as to reduce military and economic costs, and to prevent a coalition of support from forming. Yet Taiwan is a mountainous country and the PLA would find it difficult to conquer the ground. The PLA might have to rethink things in light of Ukraine’s robust defence as people fight for their homeland.

Politically, China might also have to rethink its belief that European and Asian countries would remain neutral. Ukraine has shown that this might not be the case.

Wuthnow concluded, “…In at least a few areas, there is a chance that China will learn pivotal lessons that will allow it to avoid Russia’s mistakes. These would include ground force reforms to reduce the vulnerability of combined-arms battalions to withering strikes, sophisticated deception plans integrated into a landing campaign, and different assumptions and planning for a conflict that neither ends in a short timeframe nor involves only a minimal number of opponents.”

“Such lessons could improve China’s capabilities as well as its confidence and complicate some of the tools that were available to the defence in countering Russian operations in Ukraine, such as effective use of Javelins…, declassification of intelligence for use in information operations, and efforts to expand the conflict beyond the aggressor’s capacity and comfort level.

“PLA adaptation, if it does occur, will take time, thus offering the United States, its allies and Taiwan an opportunity to make improvements to retain advantages for the defence that existed in Ukraine,” he added. •ANI

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Tesla eyes India market as Elon Musk makes bold AI prediction



In a recent X Spaces session with Nicolai Tangen, CEO of Norges Bank Investment Management, Tesla CEO Elon Musk emphasized the importance of electric vehicles (EVs) in India, stating that it’s a natural progression for every country to embrace them. Musk highlighted India’s status as the most populous country globally and stressed that electric cars should be accessible to Indian consumers like they are in other parts of the world.

Musk’s comments coincide with Tesla’s intensified efforts to expand its presence in the Indian market. Sources reveal that the state governments of Maharashtra and Gujarat have extended enticing land offers to Tesla for the establishment of a cutting-edge EV manufacturing plant. The proposed investment for this venture ranges between USD 2 billion to USD 3 billion, demonstrating Tesla’s commitment to both domestic and international markets.

This move aligns with India’s new EV policy, which aims to attract investments from global EV manufacturers and promote the adoption of advanced EV technology among Indian consumers. The policy emphasizes the importance of domestic value addition (DVA) and sets specific localization targets for manufacturers establishing operations in India.

To incentivize investment, the government has introduced measures such as customs duty exemptions and import quotas for EVs based on the level of investment made by manufacturers. These initiatives aim to position India as a preferred destination for EV manufacturing and contribute to the country’s Make in India initiative.

In anticipation of these developments, Tesla plans to dispatch a team of experts to explore suitable locations across India for the proposed manufacturing facility. Musk’s previous statement about visiting India in 2024 further underscores the company’s eagerness to enter the Indian market and collaborate with local stakeholders.

Tesla’s expansion into India represents a significant step forward in the global EV landscape and underscores the company’s commitment to sustainable transportation solutions. With India poised to become a key market for electric vehicles, Tesla’s entry is expected to drive innovation and accelerate the adoption of EVs in the country.

As the electric vehicle market continues to evolve, Tesla’s entry into India holds the potential to reshape the automotive industry and contribute to India’s transition towards a greener and more sustainable future.

Tesla’s entry into the Indian market not only signifies a pivotal moment for the country’s automotive industry but also presents an opportunity for Tesla to capitalize on India’s growing demand for electric vehicles. With the Indian government’s focus on promoting clean energy initiatives and reducing carbon emissions, Tesla’s electric vehicles align perfectly with India’s sustainable development goals.

Moreover, Tesla’s presence in India is expected to stimulate job creation and economic growth, particularly in the manufacturing sector. The establishment of a state-of-the-art manufacturing plant will not only provide employment opportunities for local residents but also foster the development of ancillary industries and supply chains.

In addition to manufacturing, Tesla’s entry into India is poised to catalyze advancements in EV infrastructure and technology. As Tesla vehicles become more accessible to Indian consumers, there will be a corresponding need for charging infrastructure and support services. This presents opportunities for collaboration with local businesses and government agencies to build a robust EV ecosystem.

Furthermore, Tesla’s entry into India could spur competition and innovation in the domestic automotive market, encouraging other manufacturers to invest in electric vehicle technology. This competition could lead to advancements in battery technology, vehicle performance, and affordability, ultimately benefiting consumers.

Overall, Tesla’s decision to establish a manufacturing presence in India reflects the country’s growing importance in the global automotive industry and underscores India’s potential as a key market for electric vehicles. As Tesla’s footprint expands across the country, its impact on India’s economy, environment, and technological landscape is expected to be profound.

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Air India, BIAL Partner to Create South India’s Top Aviation Hub



Air India and Tata Group airlines will partner with BIAL to improve airport services and connectivity at Bengaluru’s Kempegowda International Airport, including setting up an exclusive lounge for premium passengers.

Air India and Bangalore International Airport Limited (BIAL) have entered into an agreement aimed at bolstering Bengaluru’s status as a premier aviation hub for southern India. The collaboration seeks to enhance air travel connectivity to and from India over the next five years.

Under the agreement, Air India, along with other Tata Group airlines such as AIX and Vistara, will work closely with BIAL to improve international connectivity, operational efficiency, and passenger experience at Kempegowda International Airport, Bengaluru (KIAB or BLR airport). This includes plans to strengthen the group’s presence at the airport and establish a dedicated domestic lounge for premium and frequent travelers of Tata Group airlines.

Furthermore, Air India has signed a memorandum of understanding (MOU) with the Government of Karnataka to develop maintenance, repair, and overhaul (MRO) facilities at the Bengaluru airport. This partnership aims to stimulate the MRO ecosystem and create over 1,200 new job opportunities in the state.

Campbell Wilson, CEO and MD of Air India, emphasized the importance of airline-airport synergy in enhancing customer experience and operational efficiency. He expressed enthusiasm for strengthening Air India’s relationship with BIAL and expanding its presence at the airport, as well as establishing a major MRO center.

Hari Marar, MD and CEO of Bangalore International Airport Limited, highlighted the BLR airport’s commitment to becoming the international gateway in Southern and Central India. He stated that the collaboration with Air India aligns with the Ministry of Civil Aviation’s vision of developing Indian airports as hubs and aims to enhance the passenger experience. Marar also expressed ambitions to capture a significant share of long-haul routes from Bengaluru Airport over the next five years.

In related news, Air India announced the appointment of Jayaraj Shanmugam as its Head of Global Airport Operations, effective April 15. Shanmugam, who previously served as the chief operating officer (COO) at BIAL, brings extensive experience to his new role.

The collaboration between Air India and BIAL represents a significant milestone in the transformation of Bengaluru into a key aviation hub in the region. By leveraging each other’s strengths and resources, the partnership aims to not only enhance air connectivity but also contribute to the economic growth of Karnataka by generating job opportunities through the establishment of MRO facilities.

Jayaraj Shanmugam’s appointment as the Head of Global Airport Operations further solidifies Air India’s commitment to optimizing its airport operations and providing a seamless travel experience for passengers. His extensive experience in airport management, coupled with his previous role at BIAL, positions him well to drive operational excellence and efficiency within the airline.

As the aviation industry continues to evolve, alliances between airlines and airports are becoming increasingly vital to meet the growing demands of travelers and enhance overall competitiveness. The strategic collaboration between Air India and BIAL sets a precedent for future partnerships in the aviation sector, emphasizing the importance of cooperation and synergy to achieve common goals.

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March sees strong growth in Indian pharma market, up by 9.5%



The Indian pharmaceutical market (IPM) experienced a notable 9.5 percent increase in sales in March, reflecting robust value growth across various therapy segments, except for respiratory. According to data from research firm Pharmarack, all therapies demonstrated positive value growth, contributing to the overall expansion of the market.

Sheetal Sapale, Vice President-Commercial at Pharmarack, noted that while many pharmaceutical companies showed double-digit value growth, unit growth remained a challenge. The growth in sales during March was primarily driven by value growth and new introductions, particularly in the anti-diabetic segment.

Several factors contributed to the uptick in sales, including new product introductions and patent expiries. For instance, there were multiple launches in the hematinic market following the loss of exclusivity rights for iron supplement Orofer FCM in October 2023. Additionally, patent expiries for drugs like Linagliptin and Dulaglutide further fueled competition in the anti-diabetic segment.

In March, Alkem emerged as one of the few companies reporting positive unit and value growth, with a 15.1 percent increase in value and an 11.3 percent increase in units sold. Other key players such as Cadilla, Fourrts, and Natco Pharma also witnessed double-digit value and unit growth during the month.

The top-selling medicine brands in March included Glaxo Smith Kline’s Augmentin and USV’s Glycomet GP, with Augmentin achieving sales of Rs 73 crore. Despite facing challenges in unit growth, Augmentin reported a 10 percent increase in value sales. Mankind’s Manforce condom brand retained its position as the third top-selling brand, despite negative unit and value growth.

Cipla’s Foracort inhaler maintained its fourth position in the respiratory segment, with sales totaling Rs 50 crore. Abbott’s Type 2 diabetes/weight management drug Rybelsus demonstrated remarkable growth, with a double-digit value growth rate of 7 percent and a staggering 75 percent increase in units sold in March.

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McDonald’s buys all Israeli franchise restaurants amid boycotts



Aljazeera said that McDonald’s announced it will purchase its 30-year-old Israel franchise from Alonyal Ltd., taking back control of 225 outlets that employ more than 5,000 people. After US fast-food business Alonyal announced that it would be giving free meals to the Israeli soldiers in response to the October 7 bombing by Palestinian group Hamas, there were protests and boycotts. While McDonald’s is a global corporation, its franchises are typically locally owned and operate independently. Its CEO, Chris Kempczinski, said previously that the company had seen “meaningful business impact” in several markets in the Middle East and some outside the region due to the Israel-Hamas conflict, as per Aljazeera.

“For more than 30 years, Alonyal Limited has been proud to bring the Golden Arches to Israel and serve our communities,” Omri Padan, CEO and owner of Alonyal, said in a statement on Thursday. According to Aljazeera, McDonald’s added that it “remains committed to the Israeli market and to ensuring a positive employee and customer experience in the market going forward.” Following the transaction’s completion in the coming months, McDonald’s will assume ownership of Alonyal’s outlets and operations, maintaining its current workforce. However, the terms of the transaction were not disclosed by the companies involved. In February, Kempczinski said that the war had had a “disheartening” effect on sales in Middle Eastern countries and other Muslim-majority nations such as Malaysia and Indonesia. “So long as this conflict, this war, is going on, we’re not expecting to see any significant improvement in this,” Kempczinski said in a conference call. “It’s a human tragedy, what’s going on, and I think that does weigh on brands like ours.”

During October–December, sales growth for the fast-food chain’s Middle East, China, and India division was only 0.7 percent, significantly lower than market projections of 5.5 percent. This decline follows calls for a McDonald’s boycott by customers in Muslim countries, prompted by Alonyal’s announcement. Consequently, franchisees in nations like Egypt, Jordan, and Saudi Arabia distanced themselves from the donations, collectively pledging millions of dollars in aid to Palestinians in Gaza.

While Chicago-based McDonald’s is known as one of the United States’ most iconic brands, most of its restaurants worldwide are locally owned and operated. Another prominent Western fast-food chain, Starbucks, has also faced boycott campaigns due to its perceived pro-Israeli stance and alleged financial ties to Israel. CEO Laxman Narasimhan told journalists in February that Starbucks saw a “significant impact on traffic and sales” in the Middle East but also in the US, where protesters campaigned against the Seattle-based company, calling for it to take a stand against Israel.

Domino’s, a US-based pizza maker with franchises around the world, also faced blowback after posts on social media claimed without evidence that it had also given free food to Israeli soldiers. The brand’s same-store sales dipped by 8.9 percent in Asia in the second half of 2023, mainly because consumers in Malaysia associated it with the US, an Israeli ally, a company official said.

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Disney CEO targets password-sharing, following Netflix



Disney CEO Bob Iger has revealed plans to tackle password-sharing on the company’s streaming platform, set to commence in June. Iger stressed in a CNBC interview the importance of consolidating the streaming industry, with the initiative aimed at boosting subscriber growth and improving profitability. He articulated aspirations for achieving double-digit margins for the business.

This move mirrors actions taken by streaming giant Netflix, which experienced a substantial surge in subscribers after cracking down on password-sharing, surpassing Wall Street’s expectations by adding nearly 22 million subscribers in the latter half of last year.

Iger’s announcement closely follows a proxy battle against Disney’s activist investors, including Nelson Peltz, who had criticized Disney’s performance in the streaming-television sector. Reflecting on the outcome of the proxy vote, Iger expressed satisfaction with the resounding endorsement of the board’s strategies, particularly concerning CEO succession. Moreover, Iger has also hinted at ongoing plans regarding partnerships for ESPN.

The victory in the proxy battle strengthens Iger’s position as Disney endeavors to revitalize its film and television franchises, achieve profitability in its streaming division, and establish partnerships for ESPN’s digital expansion.

Last year, Netflix expanded its crackdown on password-sharing to over 100 countries, extending beyond the United States. As part of its efforts to address market saturation and explore new revenue avenues, the platform implemented restrictions on password-sharing and introduced a subscription option supported by ads.

Emails were sent out to customers in 103 countries and territories, including key markets such as the United States, Britain, France, Germany, Australia, Singapore, Mexico, and Brazil, in May 2023. These emails reiterated Netflix’s policy that accounts should only be used within a single household.

To ease the transition, Netflix provides paying customers with the option to add an extra member from outside their household for a supplementary monthly fee. In the United States, this fee amounts to $8 (Rs 660). Members are also given the ability to transfer a person’s profile to maintain their viewing history and personalized recommendations, ensuring a seamless experience.

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India’s Ayurveda market to reach Rs 1.2 trillion by FY28



The Ayurveda product market in India is poised for substantial growth, with projections indicating a remarkable increase in market value to Rs 1,20,660 crore ($16.27 billion) by FY28 from the current Rs 57,450 crore ($7 billion), according to a study conducted by Ayurveda tech startup NirogStreet.

The surge in the Ayurveda product market can be attributed to several factors, including the escalating demand for natural and herbal remedies both domestically and internationally. Additionally, the rise in the number of Ayurvedic medical practitioners, coupled with government initiatives and the emergence of new entrepreneurs in the sector, has further fueled the market’s expansion.

NirogStreet’s survey revealed that the overall market for Ayurveda products and services is expected to grow at a Compound Annual Growth Rate (CAGR) of 15 percent from FY23 to FY28. Specifically, the product and service sectors are anticipated to witness growth rates of 16 percent and 12.4 percent, respectively, during this period.

The survey also shed light on the Ayurvedic manufacturing landscape in India, estimating its value at Rs 89,750 crore ($11 billion) in FY22. This figure encompasses the value of exports, amounting to around Rs 40,900 crore ($5 billion), with imports estimated at Rs 8,600 crore ($1 billion).

Participation in the survey was significant, with approximately 7,500 manufacturers from 10 states, including Uttar Pradesh, Bihar, Madhya Pradesh, Delhi, Haryana, Rajasthan, Punjab, Maharashtra, Jammu and Kashmir, and Kerala.

At a recent CII AYUSH Conclave, Padmashri Vaidya Rajesh Kotecha, Secretary, Ministry of AYUSH, emphasized the importance of positioning AYUSH products in global markets and fostering innovation within the ecosystem. He highlighted that the AYUSH sector has witnessed remarkable growth, reaching $24 billion in a span of 10 years.

In light of this exponential growth trajectory, NirogStreet underscored the significant potential of the Ayurveda product market to become a key contributor to India’s economy.

The recent surge in the Ayurveda product market underscores a broader global trend towards holistic and natural wellness solutions. As consumers increasingly prioritize health and well-being, Ayurveda’s ancient wisdom and emphasis on holistic healing are gaining traction worldwide.

India’s rich heritage in Ayurveda positions it as a global leader in this burgeoning industry. The country’s vast array of medicinal herbs, traditional knowledge, and skilled practitioners serve as key assets in driving the growth of the Ayurveda sector. However, amidst the promising growth prospects, challenges persist, including the need for stringent quality control measures, standardization of products, and greater awareness about Ayurveda’s efficacy. Addressing these challenges will be crucial in ensuring the sustainable growth of the industry and maintaining consumer trust.

The endorsement of Ayurveda by government authorities and the proactive role of industry stakeholders in promoting innovation and research are essential steps towards realizing the full potential of the sector. In conclusion, the projected growth of India’s Ayurveda product market signifies a transformative shift towards holistic wellness and natural remedies. With concerted efforts from both public and private sectors, the Ayurveda industry is poised to emerge as a significant driver of economic growth while enriching lives with its time-tested principles of well-being.

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