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J10 Lifestyle Launches Three Ultra-Luxury Perfume Fragrances on 10 October 2026

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Mumbai, October 10, 2026: J10 Lifestyle has announced the launch of three new perfume fragrances, The One, Persian and Redarr, marking a significant step in the brand’s journey in the luxury fragrance segment. The launch took place on October 10, 2026, at 10:10 AM, a carefully selected date and time that reflect the brand’s focus on creating a memorable launch experience.

The launch date carries a special numerical connection. The year 2026 adds up to 10 when its digits are combined (2+0+2+6=10), complementing the date of October 10 and the launch time of 10:10 AM. This distinctive combination gives the launch a unique identity and makes the introduction of the three fragrances a noteworthy occasion for the brand.

With The One, Persian and Redarr, J10 Lifestyle aims to offer consumers a luxury-inspired fragrance experience through distinctive perfume options developed for people who appreciate quality, character and lasting fragrance performance.

Three Fragrances, One Luxury Vision

The new collection features three fragrances, each introduced under its own name and identity. The One, Persian and Redarr represent J10 Lifestyle’s approach to expanding its perfume portfolio and giving consumers more options when choosing a personal fragrance.

Perfume has become an important part of modern personal style. Beyond its basic purpose, fragrance can contribute to an individual’s identity, confidence and overall presentation. Consumers increasingly look for perfumes that complement their personalities and suit different occasions, whether for everyday wear, professional settings, social gatherings or special events.

Through this launch, J10 Lifestyle seeks to meet these evolving preferences with a collection positioned in the ultra-luxury perfume segment.

A Formula Designed for Long-Lasting Performance

One of the key highlights of the new fragrances is their reported 40% perfume oil concentration. According to the brand, the perfumes feature a unique formula designed to deliver a long-lasting fragrance experience of up to 12 hours or more.

Fragrance concentration is an important consideration for consumers when evaluating perfumes. The amount of aromatic oil in a formulation can influence its intensity and performance, although actual longevity may vary depending on skin type, weather, application and individual usage conditions.

J10 Lifestyle has placed an emphasis on combining a high oil concentration with a luxury-focused fragrance experience. The brand aims to appeal to consumers seeking perfumes that offer noticeable character and extended wear throughout the day.

Special Launch Offer at ₹1,599

To mark the launch, J10 Lifestyle is introducing a special offer price of ₹1,599 against the stated original price of ₹1,999. The offer provides consumers with an opportunity to explore the brand’s new fragrance collection at a reduced introductory price.

Customers can purchase the perfumes through the company’s dedicated online sales platform at www.j10lifestyle.store. The brand’s main website, www.j10lifestyle.com, also serves as its online destination for information about J10 Lifestyle and its offerings.

Online availability allows consumers across India to explore and purchase the new fragrances without needing to visit a physical retail location. The company has confirmed that delivery is available across India, expanding access to customers in different cities and regions.

Building an Online Presence Across India

The launch reflects J10 Lifestyle’s focus on using online channels to connect with fragrance consumers. E-commerce has created new opportunities for perfume brands to introduce products, communicate their value and reach customers beyond traditional retail markets.

By making The One, Persian and Redarr available online, J10 Lifestyle is establishing a direct route for customers to discover its latest collection. The online-first approach also allows the company to introduce its products to a broader audience as it develops its presence in the fragrance industry.

The brand is also planning to expand into offline retail. According to the company, the perfumes are expected to become available in physical stores in India and the United Arab Emirates in the coming period. This planned expansion could give customers additional opportunities to discover the fragrances through in-person retail experiences.

Looking Ahead

The launch of The One, Persian and Redarr marks a new chapter for J10 Lifestyle as it builds its presence in the luxury perfume category. With a distinctive launch date, a stated 40% perfume oil concentration, a focus on long-lasting performance and a special introductory price, the collection is designed to attract consumers looking for premium fragrance options.

As the company continues to develop its online distribution and prepare for future offline availability in India and the UAE, the launch represents an important step in its broader market expansion plans.

Customers interested in exploring the collection can visit www.j10lifestyle.store for online purchases and www.j10lifestyle.com for company information.

 

How ZuRobo Is Rapidly Growing in Home Cleaning Industry?

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By solving fine-dust challenges, perfecting simultaneous wet mopping, and slashing the luxury price barrier, Ahmedabad-based ZuRobo is transforming robotic cleaning from an expensive novelty into an everyday household staple.

AHMEDABAD, INDIA — Across urban apartments and modern family homes, a discreet technological transformation is unfolding. The familiar morning cadence of brooms, manual scrubbing, and domestic help scheduling conflicts is increasingly being replaced by the purposeful hum of autonomous discs gliding silently under sofas and around dining chairs. At the helm of this emerging domestic shift is ZuRobo, an Indian consumer robotics brand whose rapid expansion is disrupting the smart cleaning landscape.

For years, robot vacuum cleaners occupied an awkward space in the consumer imagination: admired in tech showcases, but viewed as fragile, overpriced luxuries ill-suited for real-world messes. Legacy international brands commanded price tags upwards of ₹70,000 to ₹1,50,000, yet often treated wet mopping as an afterthought and choked on heavy particulate dust. ZuRobo entered the market with a radically grounded premise: engineer rugged, high-suction automation built specifically for the realities of local domestic life.

Cracking the Real Household Challenge

Modern living spaces present a grueling test for automated cleaners. Between fine tropical dust, daily cooking grease residues, pet hair, and mixed surfaces—from polished vitrified tiles and marble to dense rugs—simple sweepers routinely fail.

ZuRobo addressed this barrier directly with its flagship ZuRobo Vacuum Cleaner X6. Equipped with high-precision LDS (Light Detection and Ranging) laser navigation, the X6 rejects random bumper-car navigation. Instead, it computes millimeter-accurate layout maps on its first pass, executing calculated back-and-forth routes while delivering high-power suction paired with pressurized wet mopping.

The brand’s biggest leap in customer retention, however, arrived with the X6 + AT900 Self-Emptying System. Early adopters of robot vacuums often despised the messy chore of emptying small onboard bins every evening. The AT900 dock eliminates manual intervention altogether. Upon docking, a high-powered cyclonic channel purges debris into a sealed, multi-week containment bag—trapping allergens and letting homeowners forget about dust disposal for nearly a month.

Scaling Beyond the Floor: The High-Rise Window Dilemma

ZuRobo’s market penetration is not limited to floors. As contemporary architecture shifts toward high-rise buildings with expansive balcony glass and floor-to-ceiling windows, exterior pane maintenance has become hazardous and expensive.

Addressing this gap, the company launched the ZuRobo C100, an automated vertical window cleaner priced under ₹10,560. Engineered with continuous vacuum adhesion, intelligent edge-detection algorithms, and high-torque rotary pads that replicate human hand-wiping, the C100 cleans towering glass panes safely without requiring residents to lean over dizzying drops.

The Catalysts Behind ZuRobo’s Rapid Expansion

Industry observers attribute ZuRobo’s explosive word-of-mouth growth to three critical advantages:

Disruptive Value Architecture: By packaging premium laser mapping, app controls, and auto-empty docking between ₹26,650 and ₹36,650, ZuRobo has brought tier-one automation into mainstream reach.

The “Seeing is Believing” Demo Strategy: Overcoming traditional consumer skepticism, the brand paired digital discovery with personalized in-home demonstrations, proving its suction power against stubborn floor dirt before purchase.

Accessible Domestic Support: Backed by its manufacturing and operations base in Ahmedabad’s Naroda GIDC, ZuRobo guarantees readily accessible consumables, replacement pads, and responsive technical service—eliminating the dreaded spare-part delays common with foreign imports.

As autonomous appliances transition from luxury gadgets to fundamental utilities, ZuRobo’s upward trajectory signals a clear market truth: the future of home automation belongs to brands that solve real everyday friction at accessible everyday prices.

Media & Product Inquiries:

ZuRobo Private Limited

D-25/2, Shreeji Industrial Estate, Naroda GIDC, Ahmedabad, Gujarat – 382330

Website: http://zurobo.in/

Phone: +91 8141 663366

Email: info@zurobo.in

 

From Horoscope to Personalised Guidance: Building the Next Generation AI Astrology Platform

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As digital platforms continue to change how people access information and professional services, astrology is also becoming more accessible through online platforms and mobile applications. JyotishGram is bringing traditional astrology practices into a digital environment, offering users access to personalized astrology guidance, horoscope insights, and consultations through its website and mobile application.

The platform is designed for users who want to explore astrology beyond general zodiac-based predictions. Through AI based personalized astrology guidance, users can provide details such as their date, time, and place of birth and discuss specific questions related to areas such as career, relationships, marriage, education, business, and personal development.

Personalized Astrology Guidance Through a Digital Platform

Traditional astrology has often involved in person consultations, printed horoscope content, and traditional methods of birth chart analysis. With the growth of digital services, users can now explore many of these experiences online.

JyotishGram provides a digital platform where users can explore astrology related services and connect with astrologers. Through JyotishGram, users can access information about available services and explore personalized guidance based on their individual interests and questions.

Unlike a general daily horoscope, AI personalized astrology can consider an individual’s birth details and other astrological factors. Depending on the type of consultation, an astrologer may examine planetary positions, houses, dashas, nakshatras, and current or upcoming transits to provide an interpretation based on the individual’s circumstances.

Multiple Astrology Services in One Place

JyotishGram brings different astrology and related services together through its digital platform. Users can explore services that include Vedic astrology, Kundli analysis, horoscope guidance, Tarot, numerology, and other astrology and spiritual practices.

The platform is designed to provide users with a convenient way to explore these services without having to rely exclusively on traditional offline consultation methods. Users can choose services according to their individual interests and seek guidance on specific topics they want to discuss.

Connecting Users With Astrologers Online

While technology can make astrology services easier to access, personalized consultations continue to involve human expertise and interpretation. JyotishGram combines its digital platform with access to astrologers, allowing users to explore astrology services online and connect with professionals for more personalized interactions.

This approach allows users to move beyond generic horoscope content and discuss questions that are specific to their own circumstances. Whether a user is exploring career-related questions, relationships, marriage, education, business, or personal growth, the consultation can focus on the area that is relevant to them.

Astrology Services on Mobile Devices

Along with its website, JyotishGram extends its digital experience to smartphones through its mobile application. The app allows users to explore astrology services and connect with astrologers from their mobile devices.

Users interested in accessing JyotishGram through a smartphone can find the JyotishGram Personalized Astrology App, providing another way to explore the platform’s astrology services.

Making Traditional Astrology More Accessible

For people who are new to astrology, terms such as Kundli, nakshatra, dasha, houses, planetary positions, and transits can sometimes be difficult to understand. Digital platforms can help organize this information and make traditional astrology concepts easier for users to explore.

JyotishGram combines traditional astrology practices with a digital-first AI based experience, giving both existing astrology enthusiasts and new users an opportunity to explore different services through an online platform.

As people increasingly use digital platforms to access information and professional services, the move toward personalized experiences is also shaping the astrology industry. JyotishGram’s platform brings together personalized astrology guidance, online consultations, horoscope related services, and multiple astrology practices in one digital environment.

With its website and mobile application, JyotishGram aims to provide users with a convenient way to explore traditional astrology while accessing personalized guidance and astrologer consultations through modern digital channels.

Website:  https://www.jyotishgram.com/
App: https://play.google.com/store/apps/details?id=com.jyotishgram

 

 

 

Production AI Inference Infrastructure: A Launch Checklist

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A model that answers correctly on a developer machine is not yet a production service. Real traffic arrives in bursts, prompts vary in length, dependencies fail, credentials expire, and model outputs create risks that infrastructure health checks cannot see.

Production AI inference infrastructure needs explicit readiness gates. The following checklist covers the service as a whole: model behavior, capacity, deployment, security, observability, economics, and recovery.

Define the product contract

Write down what the endpoint promises before choosing an autoscaler or GPU. Specify accepted inputs, maximum sizes, output schema, timeout behavior, streaming support, rate limits, and error codes. For an LLM, define maximum context, generation limits, stop behavior, and whether tool calls or structured outputs are supported.

Set measurable objectives for availability, time to first token, end-to-end latency, successful requests, and model freshness. Interactive chat and offline summarization should not share one undifferentiated queue.

Document quality and safety expectations separately from system uptime. A fast endpoint can still return unacceptable, malformed, or unsafe output. Evaluation sets, human review where appropriate, output validation, and abuse controls belong in the release gate.

Freeze and verify the model artifact

Identify the exact model revision, tokenizer, adapter, quantization method, prompt template, inference engine, and container digest. Store artifacts in a controlled registry or durable object store and verify integrity before loading them. A mutable “latest” tag makes incidents and rollbacks needlessly difficult.

Test the production artifact rather than a nearby notebook. Confirm quality after quantization, engine conversion, kernel changes, or tensor parallelism. Run edge cases at minimum and maximum input sizes, invalid requests, cancellations, and every supported modality.

Prove capacity with representative traffic

Load tests should reproduce input lengths, output lengths, concurrency, and burst patterns. Measure time to first token, inter-token latency, complete response latency, throughput, errors, queue depth, GPU utilization, VRAM, CPU, system memory, and network use.

Increase load until latency or error objectives fail. Keep production capacity below that point to absorb traffic variation, worker loss, and long requests. Report percentiles rather than averages alone.

GPU autoscaling needs more than a CPU threshold. Queue depth, queued work age, active sequences, token load, and cache pressure may be better signals. Scaling also has delay: provision the machine, pull an image, fetch weights, initialize the engine, and warm kernels. Model this full time when selecting minimum warm capacity.

Choose serverless or dedicated operation deliberately

Variable traffic may fit a managed or serverless inference path, especially when reducing idle management matters. Confirm supported models and modalities, request schema, cold-start behavior, scaling limits, streaming, usage metering, and observability.

Dedicated GPU instances provide more control over the runtime, networking, model server, batching, and custom kernels. They also make the team responsible for patching, scaling, process supervision, and unused capacity.

Hostnot GPU offers these as separate paths: GPU Instances for controllable environments and Serverless AI for supported request-and-response models. Teams can inspect the current serverless catalog and interface at https://hostnotgpu.ae/serverless rather than assuming every model or feature is permanently available. The documented chat interface currently returns completed JSON, so applications that require streaming should verify options before committing to an architecture.

Make deployment reversible

Use immutable artifacts and an automated process. A canary can send a small traffic share to the new version while comparing errors, latency, resource use, and quality. Blue-green deployment keeps the prior environment available during a switch.

Define rollback triggers and test them. Keep request schemas compatible during the transition, and retain warm rollback capacity when model startup is slow.

Keep routing health separate from process health. A worker can have a live process while its model is missing, out of memory, or unable to generate a valid response. Readiness checks should exercise the inference path without creating excessive load.

Build resilience into the request path

Apply timeouts at each boundary and give clients clear retry guidance. Retries need backoff, jitter, and a limit; otherwise an overloaded service receives even more traffic. Requests that trigger paid or non-repeatable work need idempotency or a way to reconcile ambiguous outcomes.

Use bounded queues. An unlimited queue converts overload into very high latency and memory pressure. Admission control can reject or defer low-priority work while protecting interactive traffic. Fair scheduling prevents one customer or large request from consuming every worker.

Store important state outside ephemeral GPU machines. Conversations, job records, artifacts, and outputs should survive worker replacement.

Secure every layer

Use narrowly scoped service identities and keep credentials in a secret manager rather than images, scripts, or logs. Rotate API keys, protect administrative endpoints, restrict inbound ports, and encrypt traffic. Separate production from development accounts and networks.

Classify prompts, retrieved documents, generated content, and logs. Define retention and deletion behavior, redact sensitive values, and prevent raw request bodies from entering broad-access telemetry by default. Review the physical processing region, backups, support access, and subprocessors when residency matters.

Patch base images, scan dependencies, verify artifact provenance, and run containers with minimum privileges. Rate limits, request-size limits, authentication, and abuse detection protect both security and GPU capacity.

Observe model and system behavior

Dashboards should connect customer experience to infrastructure. Track traffic, errors, latency percentiles, queues, cold starts, GPU memory, utilization, restarts, and scaling. Break metrics down by model version, region, and request class.

Inference-specific telemetry may include input and output tokens, finish reason, batch size, cache use, rejected requests, and time spent in queue, prefill, and decode. Monitor quality indicators and policy violations through privacy-aware sampling or aggregate evaluations.

Use correlation identifiers across the request path. Alert on user-impacting symptoms and exhausted error budgets, not merely high utilization.

Control cost before launch

Set daily and monthly budgets, alerts, and clear owners. Measure cost per successful request, generated token, image, or other product unit. Include idle workers, model loading, storage, data transfer, failed requests, and supporting services.

Establish shutdown and scale-down rules for non-production environments. Limit maximum replicas so a bad metric or traffic attack cannot create an uncontrolled bill. At the same time, make caps visible because an overly strict budget guard can become an availability incident.

Prepare people for incidents

Assign ownership for the gateway, model service, infrastructure, security, and model behavior. Create runbooks for exhausted capacity, latency regression, out-of-memory failures, bad releases, exposed credentials, provider outages, and abnormal spend. Test at least one failure scenario before launch.

Conclusion

Reliable AI inference infrastructure is a product system, not only a GPU and model server. A production launch should prove model integrity, workload capacity, safe scaling, reversible releases, bounded failure, strong access controls, useful telemetry, and controlled unit economics.

Turn these checks into repeatable release gates and test them after major model, engine, driver, traffic, or provider changes. That discipline lets the team improve the model without making every deployment an infrastructure gamble.

 

Beyond Male and Female: Shriex and India’s Unisex Fragrance Movement

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For most of its modern history, the Indian perfume aisle has been organised the way department stores have always organised it: a blue side and a pink side, with a narrow, often overlooked middle ground labelled “unisex” almost as an afterthought. That divide is starting to look dated, and Jaipur-based fragrance house Shriex has been one of the more deliberate voices arguing that Indian consumers are ready to leave it behind.

The brand’s own writing on the subject is unusually direct about this. “Why stick to old ‘male/female’ fragrance rules?” reads a recent piece on the Shriex journal, which goes on to frame scent choice as a matter of “vibe, climate, occasion, and personal comfort” rather than the gender printed on a bottle. It’s a small shift in language, but it reflects something real happening in how younger Indian consumers — moving between cities, jobs and social circles more fluidly than previous generations — are shopping for fragrance.

A Category Built to Be Shared

Shriex’s unisex range, viewable in full on its unisex perfume collection, is not a token line sitting apart from the “real” men’s and women’s fragrances. It’s one of the brand’s largest and most actively developed categories, spanning fruity-floral compositions like Seduction — built on strawberry, black currant and cassis over peony and pink jasmine, settling into amber wood and vanilla — through to fresher, aquatic-oriental fragrances like Exotica, which opens on yuzu and saffron before moving into jasmine, oud, vanilla and ambergris.

What’s notable is that these aren’t neutral, lowest-common-denominator scents designed to offend no one. They’re built with the same structural ambition as the brand’s gendered lines — layered top, heart and base notes, designed for eight-to-ten-hour wear — just without the assumption that complexity or sensuality needs to be assigned a gender at the formulation stage. RUH, another unisex fragrance in the line-up, leans into resins and woods with what the brand describes as an aim to “define your aura” rather than fit a category.

Why This Resonates in India Specifically

The unisex fragrance conversation isn’t new globally — international niche houses have been blurring gender lines in perfumery for well over a decade. What is comparatively new is seeing an Indian-formulated, India-tested brand build a genuine business around it, rather than treating unisex as an imported aesthetic borrowed wholesale from European niche perfumery.

Part of this is generational. Indian consumers in their twenties and early thirties increasingly shop for fragrance the way they shop for playlists — around mood and moment, not around who a bottle was “supposed” to be for. A scent worn to the office might be reached for again on a flight, at a friend’s wedding, or shared between partners without a second thought. Shriex’s trial and gift formats, available

through its trial packs and gift sets collection, lean into exactly this behaviour — mixed sets that pair men’s, women’s and unisex scents together, implicitly inviting buyers to sample across categories rather than stay within one.

A Quiet Correction, Not a Manifesto

To be clear, Shriex isn’t building its identity solely around gender-fluid marketing — its broader positioning still rests on climate-tested formulation and accessible pricing. But the unisex line is arguably where the brand’s underlying philosophy shows up most clearly: fragrance as something personal and situational, not something assigned. In an Indian retail landscape that has spent decades defaulting to strict gender segmentation almost out of habit rather than genuine consumer demand, that’s a quietly significant correction

— one likely to look less like a trend and more like common sense within a few years.

Beyond the Piggy Bank: How Dr Helen Hoang Is Reimagining Economics Education for the Next Generation

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CANBERRA, AUSTRALIA — A child deciding whether to spend or save is already making an economic choice. A child asking why one family can afford something another cannot is asking a harder question, about scarcity, fairness and the way society distributes opportunity. What began with fairy tales and a child’s questions is becoming a Canberra-born learning ecosystem spanning bestselling books, digital games, EconLab, school experiences, inclusive design and a deeper proposition: children should learn not only how economies work, but how to question whom they serve. For economist and author Dr Helen Hoang, that distinction matters. Financial literacy can teach a child how to manage money. Economic literacy can help them understand the systems surrounding those decisions. Ethics asks the question that sits beneath both: what do our choices value, who benefits, and who may carry the cost? That philosophy now anchors Economics for Kids, Hoang’s Canberra-based education initiative. What began as an attempt to explain economics to her young son through fables and fairy tales is developing into a broader learning ecosystem built around a simple progression: read the idea, experience the decision, reflect on the consequence, and apply the learning to real life. “The goal is not simply to raise financially capable consumers. It is to help raise thoughtful, ethical citizens who understand that choices have consequences for themselves and for others.” A Child’s Question, and a Much Bigger Question The origin of the project is personal. Hoang has written about growing up in a remote village in northern Vietnam, where scarcity was not an abstract classroom concept but part of daily life. Years later, her son’s questions about money, toys and why some people have more than others brought those memories into a new context. Her response was not to make economics smaller. It was to make it more human. In her 2025 essay for The Ethics Centre, Hoang argued that children should learn to move beyond “Can I afford this?” toward questions about hidden costs, fairness, responsibility and the people affected by economic choices. The proposition is subtle but important: economics education should build agency without losing empathy. This gives Economics for Kids a purpose beyond conventional money education. Saving and budgeting matter, but so do scarcity and justice, incentives and values, markets and trust, technology and responsibility. Children are not merely future earners or consumers. They are future citizens who will participate in, question and eventually help shape economic systems. Why Fairy Tales Work Hoang’s first educational bridge was storytelling. Economics for Kids: Lessons from Fables & Fairy Tales reimagines familiar stories as encounters with scarcity, opportunity cost, incentives, saving, inequality, trade, public goods, innovation and other economic ideas. The approach works because stories already contain the moral architecture of economics: desire and constraint, exchange and sacrifice, power and fairness, action and consequence. A mermaid who gives up her voice for something she wants is making a trade-off. An ant preparing for winter is making an intertemporal choice. A community sharing limited resources is confronting questions of allocation and cooperation. HerCanberra described the series as weaving 20 timeless fairy tales together with 20 core economic life skills, while grounding the stories in Canberra landmarks. That local setting is more than decoration. Parliament House, Lake Burley Griffin, the National Carillon and other familiar places turn abstract ideas into a city-based learning journey, connecting childhood imagination with civic life.
From Bestseller to Learning Ecosystem The books found a market. Economics for Kids received Amazon #1 Best Seller recognition in Children’s Business & Money Reference, and Hoang’s Christmas title Elfonomics: The Enchanted Christmas Adventures in Economics reached #1 Best Seller in Business & Money. Across 2024–2025, those milestones helped validate an idea that had begun around family conversations: there is demand for economic learning that feels imaginative, relevant and accessible. But the more consequential development is what came next. Rather than treating the bestseller badge as an endpoint, Hoang began extending the same intellectual framework across different ways of learning. The emerging model links books, digital games, EconLab workshops, school programs and author visits, with Economics for Teens extending the pathway toward older learners. The organising idea is consistent across formats: knowledge becomes more durable when a learner has to make a choice. Reading can introduce scarcity. A game can force a player to allocate limited time and resources. A workshop can let a group negotiate competing priorities. Reflection can then connect those consequences back to everyday life. Digital Games: Turning Concepts into Consequences This is where EconTech, the technology and innovation layer behind the ecosystem, becomes important. Its digital learning work moves economics from explanation to simulation. Instead of only being told what a trade-off is, a child can face one, choose, observe the consequence and try again. The development received support through the ACT Innovation Connect program for educational economics games. The grant represents a significant step in moving the concept from publishing into interactive learning technology, with games and learning tools designed for families and schools. For Hoang, technology is useful only when it improves the quality of thinking. The aim is not to add screens for their own sake, but to create safe spaces in which children can experiment with decisions before the stakes become real. EconLab: Where Economics Leaves the Page EconLab carries the same philosophy into live learning. Its expanding pathway explores foundational ideas such as choice, scarcity, trade-offs, value and incentives, then moves toward money, markets, government, risk, strategy, innovation, artificial intelligence, global systems and the future. Through simulations, discussion and practical challenges, children are encouraged to ask not only what decision produces an outcome, but why that outcome occurs and whether it is fair, sustainable or desirable. School tours and workshops create another bridge between theory and lived experience. READ. PLAY. QUESTION. APPLY. Accessibility as Better Economic Design The next frontier is inclusion. Through EconAbility, Hoang is exploring how economic ideas can be redesigned for learners who may process information, communication and decisions differently. The premise is not that the learner should be simplified. It is that the system can be designed better: less unnecessary jargon and cognitive overload, more visual thinking, practical decisions, dignity and agency. That principle connects naturally to the ethical foundation of the broader project. If economic participation affects money, work, services, housing and everyday choices, then access to economic understanding is itself an inclusion question. Economics for Teens extends the same philosophy across age, while Elfonomics shows that context and imagination can change without abandoning intellectual substance. The wider ambition is therefore not a single curriculum or product, but a flexible architecture for translating economic thinking across ages, abilities and learning environments. Scholarship Behind the Storytelling The accessible surface of Hoang’s work sits on a substantial academic foundation. She earned her PhD in Economics from the Australian National University, where her doctoral research examined innovation, firm growth, gender, access to credit and environmental outcomes among small and medium-sized enterprises in Vietnam. She also completed postgraduate study in public policy, business administration and development studies. Her continuing engagement with academic economics is visible in her 2026 review of Tim Jackson’s The Care Economy, published in Economic Record by Wiley. That scholarly thread matters because it connects the children’s education work to a larger economic question: what should an economy ultimately be for? The answer running through Hoang’s public writing is increasingly clear. Economics is not only about efficiency, prices or growth. It is also about people, institutions, care, opportunity, responsibility and the choices societies make together. From Canberra to a Larger Conversation There is something distinctly Canberra about the project. It grew in a city where public policy, national institutions, education and civic life sit unusually close together. The books turn its landmarks into story settings; the school and community work turns the city into a learning environment; the ACT innovation support has helped the idea move into technology. Yet the questions are universal. How should children understand money before financial decisions become consequential? How do we teach them to recognise scarcity without accepting inequality as inevitable? How do we prepare them for markets transformed by artificial intelligence and technology? And how do we give them enough confidence to participate in economic life without teaching them that success is measured only in dollars? Those questions are what make Economics for Kids more than a publishing story. The books may be the most visible beginning, but the deeper project is about economic agency: giving young people the concepts, experiences and ethical vocabulary to make sense of the world they are inheriting. Economics for Kids began with a child asking why. Its larger ambition is to make sure the next generation never stops asking better questions. About Dr Helen Hoang Dr Helen Hoang is a Vietnamese-Australian economist, author and education entrepreneur based in Canberra. Her work focuses on economic education, public policy and the use of storytelling, practical learning and digital technology to make economics more accessible to children and young people. She is the founder of EconTech – Economics for Kids and HP GlobalX, and the creator of initiatives including EconLab, EconAbility, Elfonomics and Economics for Teens. References & Further Reading
  1. The Ethics Centre — Give them a piggy bank: Why every child should learn to navigate money with ethics https://ethics.org.au/give-them-a-piggy-bank-why-every-child-should-learn-to-navigate-money-with-ethics/
  2. HerCanberra — Once Upon an Economy: How this Canberra economist is turning fairy tales into financial lessons https://hercanberra.com.au/life/once-upon-an-economy-how-this-canberra-economist-is-turning-fairy-tales-into-financial-lessons/
  3. Economics for Kids — official website https://economicsforkids.com.au/
EDITORIAL NOTE: Amazon bestseller references are based on the supplied 2024–2025 screenshots. Program and biographical details were cross-checked against the sources listed above. The Wiley source is a 2026 book review in Economic Record and is described as such.

IPO GMP Explained: How Grey Market Premium Helps Investors Understand Upcoming IPOs

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1. Introduction: Understanding IPO GMP

Every time a new company gets ready to go public, one number seems to dominate investor chatter days before the actual listing: IPO GMP. If you’ve spent even a few minutes researching an upcoming IPO, you’ve probably come across this term floating around forums, WhatsApp groups, and financial news tickers. But what does it really mean, and should it actually influence your investment decisions?

In simple terms, IPO Grey Market Premium is an unofficial number that reflects how much extra investors are willing to pay for IPO shares before they’re even listed on the stock exchange. It’s a kind of early, informal pulse-check on IPO market sentiment — a way of gauging excitement (or lack of it) before the official listing day arrives. That said, it’s important to set expectations right from the start: GMP is not a scientific formula, it isn’t published by SEBI or any stock exchange, and it absolutely does not guarantee that you’ll walk away with listing gains. Think of it more like a mood indicator than a mathematical certainty.

In this guide, we’ll break down everything you need to know about IPO GMP — what it is, how it’s calculated, why it changes so frequently, and how it compares to the actual listing price. By the end, you’ll have a much clearer, more grounded understanding of how to use this number wisely instead of blindly.

2. What Is IPO GMP?

IPO GMP, or IPO Grey Market Premium, is the extra price that buyers in the unofficial “grey market” are ready to pay over and above the official issue price of an IPO, before the shares are formally listed on a stock exchange like the NSE or BSE.

To understand this properly, you first need to understand what the grey market actually is. It’s an unregulated, informal marketplace where individuals trade IPO shares (or, more accurately, trade the “right” to receive those shares) even before the company has been listed officially. This trading happens outside the purview of stock exchanges — there’s no regulatory oversight, no official record-keeping, and no legal enforceability. It runs purely on trust between buyers and sellers, often through brokers and dealers who operate informally.

This is fundamentally different from how official stock exchanges function. On the NSE or BSE, every trade is regulated, transparent, and backed by legal safeguards. In the grey market, none of that exists — it’s essentially a parallel, word-of-mouth system that thrives on speculation and sentiment.

If you’re researching a specific offering, platforms like Malik Times IPO often track and publish this kind of grey market data alongside other IPO details, which can be a useful starting point for readers trying to get a general sense of how an issue is being received informally — though, as we’ll repeat throughout this piece, this should never be your only research tool.

3. How Does IPO GMP Work?

At its core, IPO GMP works on the basic economic principle of IPO demand and supply. If a large number of grey market participants believe a company’s IPO is undervalued or has strong growth potential, more people will want to buy the shares even before listing — pushing the premium up. Conversely, if sentiment is weak, or if there are concerns about the company’s fundamentals, the grey market premium can shrink or even turn negative.

This is where IPO market sentiment plays a huge role. GMP isn’t influenced by earnings reports or balance sheets in the same direct way that stock prices are — it’s driven almost entirely by perception, buzz, and short-term expectations.

Here’s a simple example to show how the IPO premium feeds into an indicative listing price:

  • IPO issue price = ₹500
  • GMP = ₹100
  • Indicative price = ₹600 (₹500 + ₹100)

This ₹600 figure is simply what the grey market is currently suggesting the stock might open at — it is not a confirmed or guaranteed listing price. Markets move fast, and by the time listing day actually arrives, real-world factors like overall market mood, subscription numbers, and last-minute news can shift that number significantly in either direction.

4. How Is IPO GMP Calculated?

The calculation behind IPO GMP is refreshingly simple, even if the number itself is unofficial. The relationship follows this basic formula:

Indicative Listing Price = IPO Issue Price + GMP

So if a company’s shares are priced at ₹500 and the current grey market premium sits at ₹120, the market is essentially signaling an expected opening price of around ₹620.

However, here’s the catch: this number is far from static. GMP can — and often does — change multiple times a day in the run-up to listing. It’s shaped by a constantly shifting mix of investor mood, fresh subscription data, broader stock market movement, and even rumors. That’s exactly why serious investors don’t check GMP just once; they track it periodically to understand the trend rather than fixating on a single snapshot.

5. Why Do Investors Track IPO GMP?

Despite being unofficial, GMP has become a popular reference point, largely because it offers a quick, at-a-glance way to understand a few key things:

  • Understanding market sentiment — whether the broader mood around an IPO is optimistic or lukewarm.
  • Gauging perceived demand — a rough sense of how eager investors are to get in.
  • Monitoring listing expectations — an early hint (not a promise) of how the stock might debut.
  • Tracking sentiment shifts — watching how enthusiasm builds or fades as the subscription window progresses.

That said, it’s worth being upfront about the limitations. GMP reflects a fairly small, self-selected group of grey market participants — it isn’t a representative sample of the entire investing population, and it certainly isn’t audited or verified. Treating it as a reliable forecasting tool for IPO investment decisions, rather than one input among many, is where a lot of investors go wrong.

6. IPO GMP Today: Why Does GMP Change?

If you’ve ever checked IPO GMP today and then checked again a few hours later only to see a different number, you’re not imagining things — GMP is genuinely volatile. Several factors drive this constant movement:

  • IPO subscription levels — heavy oversubscription in the retail, HNI, or QIB categories usually pushes GMP higher.
  • Investor demand — general enthusiasm (or apathy) among grey market participants.
  • Overall stock market conditions — a bullish broader market tends to lift GMP across the board; a bearish one tends to suppress it.
  • Company fundamentals — updated financial disclosures or red-flag reports can swing sentiment quickly.
  • IPO valuation — if the issue is seen as aggressively priced, GMP may stay muted even amid decent demand.
  • Sector sentiment — a hot sector (say, EVs, tech, or renewable energy) can inflate GMP even for a mediocre issue.
  • News and company developments — anything from a new order win to a regulatory concern can move the number.
  • Time remaining until listing — GMP often becomes more volatile in the final 24–48 hours as speculation peaks.

Because of this many-layered set of influences, checking the latest IPO GMP should ideally be done alongside other subscription and news data — not in isolation.

7. IPO GMP vs. Actual Listing Price

This is arguably the most important distinction to understand. GMP is a prediction; the IPO listing price is a fact — the two frequently diverge, sometimes dramatically.

The IPO issue price is fixed by the company and its underwriters based on the price band and investor bids. The actual listing price, on the other hand, is determined only once real trading begins on the stock exchange, based on live buy and sell orders from the entire investing public — not just a small pool of grey market traders.

Because grey market conditions can shift right up until the opening bell, and because listing-day sentiment can be affected by news, broader market direction, or last-minute institutional activity, GMP-based indicative prices frequently miss the mark — sometimes overshooting, sometimes undershooting.

Factor IPO GMP Actual Listing Price
Market Grey market Stock exchange
Nature Unofficial Official
Timing Before listing Listing day
Guarantee No Actual market price

This table sums up the core difference well: one is speculation, the other is settled market reality.

8. How to Check the Latest IPO GMP

If you want to track how to check IPO GMP today, the process is fairly straightforward, though it does require a bit of discipline. Several financial news portals and IPO-tracking websites publish daily (sometimes hourly) GMP updates for active and upcoming issues. Resources such as Malik Times IPO GMP compile this data in one place, which can save you the trouble of hunting across multiple sources.

A few practical tips when checking GMP:

  • Always note the date and time of the GMP update you’re viewing — a figure from three days ago may be irrelevant today.
  • Understand that GMP can change quickly, sometimes within hours, especially as the subscription window nears its close.
  • Cross-check the GMP figure against actual IPO subscription numbers and the company’s fundamentals rather than treating it as a standalone signal.
  • Be cautious of unusually high GMP figures for small or lesser-known companies — these can sometimes be inflated by low liquidity in the grey market itself.

9. Factors to Consider Alongside IPO GMP

A thorough IPO analysis goes well beyond grey market chatter. Before making any investment decision, it’s worth digging into:

  • Company financial performance — revenue trends, profitability, and debt levels over the past several years.
  • Revenue and profit growth — is growth consistent, or driven by one-off factors?
  • IPO valuation — how the issue price compares with listed peers in the same sector.
  • IPO subscription numbers — strong QIB or institutional subscription is often a healthier signal than retail-driven grey market buzz.
  • Industry outlook — is the sector growing, mature, or facing headwinds?
  • Promoter and shareholder information — promoter holding, pledge levels, and past track record.
  • Risk factors — always outlined in the red herring prospectus (RHP), and often overlooked by first-time investors.
  • Overall market conditions — a strong bull market can lift even average IPOs; a weak market can drag down even solid ones.

10. Example: How to Interpret IPO GMP

Let’s walk through a simple, realistic example.

Particular Example
IPO Issue Price ₹500
GMP ₹80
Indicative Price ₹580
Actual Listing Price Can vary

Here, the grey market is suggesting the stock could open around ₹580 — a 16% premium over the issue price. An investor might interpret this as a reasonably positive sentiment signal. However, the “Actual Listing Price” row deliberately says “can vary” — because it genuinely can. If, on listing day, broader markets dip sharply or subscription figures come in weaker than the grey market anticipated, the stock could open well below ₹580, or even below the ₹500 issue price itself. The reverse is equally true — strong last-minute demand can push the real listing price above what GMP suggested.

11. Common Misconceptions About IPO GMP

Given how widely GMP is discussed, it’s no surprise that several myths have taken root. Let’s clear a few of them up:

Myth: GMP is officially published by stock exchanges. Fact: It isn’t. GMP comes entirely from informal grey market activity and is not endorsed, verified, or regulated by SEBI, NSE, or BSE.

Myth: A high GMP guarantees listing gains. Fact: There have been plenty of cases where IPOs with strong GMP figures listed flat or even in the red, once real market forces took over.

Myth: GMP remains fixed until listing. Fact: As covered earlier, GMP is highly dynamic and can shift multiple times a day based on sentiment, subscription data, and market mood.

Myth: GMP alone is enough to decide whether to invest. Fact: GMP should be treated as just one small piece of a much larger research puzzle — not the entire picture.

12. Final Takeaway

IPO GMP offers a genuinely useful, if imperfect, window into how the grey market is currently viewing an upcoming IPO. It’s a helpful barometer of short-term sentiment and can give you a rough sense of demand before the official listing. But it’s exactly that — a rough sense, not a promise.

Before putting your money into any IPO investment, it’s worth looking well beyond the grey market premium. Study the company’s fundamentals, understand its valuation relative to peers, track its actual subscription numbers, and read through the risk factors in its prospectus. GMP can be one input in that process, but it should never be the deciding one.

Used with the right context and a healthy dose of skepticism, IPO GMP can be a genuinely helpful tool for understanding market mood — just remember that the grey market is, and always will be, unofficial.

Banke International Properties expands Future Leaders Internship Programme to India

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The India launch follows the success of the programme in the UAE, where it has introduced students from leading universities to the real estate industry

  • Ten interns to gain cross-functional exposure across real estate, marketing, finance, technology and operations, with high performers eligible for full-time roles

Mumbai, XX August 2026: Banke International Properties, a global real estate brokerage and advisory firm, has launched the India edition of its Future Leaders Internship Programme, designed to equip a cohort of 10 students with practical experience across real estate functions.

The India launch comes at a time when the country’s property market and pool of young talent are expanding, even as the gap between academic learning and practical business experience widens. The internship aims to bridge this divide with an exposure and opportunities to work on real-world assignments.

The programme’s India debut follows its implementation in Dubai, where it attracts students of diverse nationalities, including those from Bulgaria, Russia, India and the UAE. In India, the internship will be offered at the company’s Thane and Andheri offices. A limited cohort size helps participants receive personalised mentoring, interact directly with business leaders and work on live assignments.

Unlike conventional internships that restrict participants to a single department, the Future Leaders Internship Programme from Banke International Properties will deliver a cross-functional learning experience. Interns get exposure to real estate sales, social media and digital marketing, finance, customer relationship management, human resources, operations, recruitment, information technology and PropTech.

Selected participants will work alongside experienced professionals and contribute to Banke International Properties live business projects. Interns will contribute to live business projects and gain exposure to client engagements, developer interactions, marketing campaigns, recruitment, business meetings and operational planning. Practical training will cover CRM platforms, PropTech solutions, market research, digital marketing and customer relationship management.

Commenting on the internship launch, Aditya Pushkarna, Associate Director – India, said, “As it expands rapidly, India’s real estate sector has a workforce who never had an opportunity to understand the breadth of careers the industry offers. We want participants to develop commercial awareness, confidence and professional skills, as they discover opportunities across sales, marketing, finance, technology, customer experience and operations. Through structured mentoring and exposure to live business environments, the programme will prepare young talent for meaningful careers in India’s real estate industry.”

Sharing her thoughts, Aditi Jhunjhunwala, Head of Operations, said, “Our real estate industry has evolved the beyond traditional roles. Today, it is creating demand for professionals who understand technology, data and changing customer expectations. Our programme will allow participants to contribute fresh ideas while gaining insight into how the real estate business actually operates. At Banke International Properties, we see this as a long-term investment in building a more capable and future-ready talent pipeline for the sector.”

Banke International Properties’ Future Leaders Internship Programme is open to university students and recent graduates. Candidates pursuing business management, marketing, finance, commerce, public relations and communications, or related disciplines are encouraged to apply. The selection criteria will focus on academic credentials along with curiosity, initiative, adaptability, emotional intelligence, communication skills and the willingness to learn.

Shortlisted candidates will undergo an interview process assessing their communication abilities, learning mindset, enthusiasm and overall potential. Interested applicants can submit their applications and academic profiles through Banke International Properties’ official internship portal and careers platform at (application link to be inserted here).

Interns will learn about international property trends, cross-border investment opportunities, international investor behaviour and the management of overseas client relationships through Banke International Properties’ business network.

Interns with potential and displaying high performance may be considered for full-time positions, subject to individual performance, organisational requirements and cultural fit. Banke International Properties’ UAE internship programme has already served as a talent pipeline, with several former interns progressing into careers within the company and the wider property industry.

As Banke International Properties expands its presence across India, the UAE, Qatar, the UK and South Africa, the chosen interns may also gain opportunities to collaborate with international teams. Through the Future Leaders Internship Program, the company hopes to nurture commercially aware, globally sound professionals ready to contribute to the evolving real estate sector.

Internship Link : https://www.banke.ae/internship/

 

Mithila Magic Sets Its Sights on Brand Stores as It Expands Traditional Food Portfolio

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Greater Noida, Uttar Pradesh, India September 2026: Mithila Magic is entering an important phase of its growth journey as the Greater Noida-based food brand works to expand its traditional food portfolio, develop festive and corporate gifting collections and move towards opening dedicated brand stores.

Founded by Anamika Devi, Mithila Magic is built around the culinary heritage of Mithila and Bihar. The company’s objective is to make traditional regional flavours accessible to modern consumers while retaining the cultural character associated with these foods.

The brand currently offers a growing range that includes different varieties of Thekua, Ghee Atta Cookies, Atta Namak Para, flavoured Makhana and Pickles.

Building Beyond a Single Product

Mithila Magic’s growth strategy includes expanding beyond Thekua to develop a broader portfolio of traditional Indian snacks and everyday food products.

The company is working on new product combinations and packaging formats designed for multiple consumption occasions, including everyday snacking, festivals and gifting.

This approach enables the brand to introduce more aspects of Mithila and Bihari food culture to consumers rather than limiting its identity to one traditional product.

A Growing Consumer Base

Mithila Magic caters to a diverse customer base that includes families, young working professionals, traditional-food enthusiasts and consumers from Bihar and Mithila living outside the region.

The company also sees opportunities in festive and corporate gifting, particularly among customers looking for products that combine traditional flavours with a strong cultural identity.

For consumers who live away from their native regions, regional foods can offer a familiar connection to home. Mithila Magic aims to make these flavours more accessible through online sales, marketplaces, exhibitions and direct customer interactions.

From Online Presence to Physical Stores

One of the most significant developments in the company’s expansion roadmap is its move towards opening Mithila Magic brand stores.

The planned stores are intended to create physical destinations where customers can explore traditional Mithila and Bihari foods.

For Mithila Magic, the store concept represents more than a retail expansion. The company wants to strengthen its direct connection with customers and establish a physical identity around Mithila food and culture.

The long-term ambition is to build Mithila Magic into a destination brand rather than simply another packaged-food company.

Showcasing Mithila to a Wider Audience

Mithila Magic has already taken steps to introduce its food heritage to audiences beyond its regional base.

Its participation at Bharat Vyapar Mahotsav at Bharat Mandapam in New Delhi was an important milestone, giving the company an opportunity to showcase Mithila’s food heritage to a wider audience.

Such platforms are helping the brand take traditional regional products beyond their conventional markets.

Founder-Led Vision

At the centre of Mithila Magic’s expansion is its founder, Anamika Devi, who started her entrepreneurial journey at the age of 50.

Her experience has shaped the company’s broader philosophy around reinvention and women entrepreneurship.

The brand aims to make women empowerment an important part of its long-term development by creating opportunities for women across different aspects of the business.

The founder’s journey also adds a distinctive dimension to the company’s growth story, demonstrating that entrepreneurship can begin at different stages of life.

Creating a Long-Term Cultural Brand

Mithila Magic’s future plans combine product development, retail expansion, gifting and cultural preservation.

The company’s larger vision is to establish a brand that represents the taste, traditions and cultural richness of Mithila while taking Bihar’s culinary heritage to a wider audience.

The planned stores, expanded portfolio and gifting collections are expected to support this vision by creating more ways for consumers to discover the region’s traditional foods.

As Mithila Magic continues developing its presence, the company remains focused on maintaining the connection between traditional recipes and contemporary consumers.

Its journey reflects an evolving approach to regional food brandingone where heritage, entrepreneurship and modern accessibility come together to create a distinct identity in India’s growing food market.

Visit for more information:https://www.mithilamagic.com

 

 

Preserving Mithila’s Flavours: An Exclusive Conversation With Anamika Devi

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Clean Ingredient Philosophy: Mithila Magic is committed to keeping its traditional food offerings as close as possible to the ingredients and preparation philosophy of home kitchens. Our products are made with no maida, no preservatives and no palm oil, with no dalda used in our formulations. This clean ingredient approach is an important part of our commitment to authentic, thoughtfully made traditional food.

Our Food Philosophy: Mithila Magic is committed to preserving the authenticity of traditional food while following a clean and straightforward ingredient philosophy. Our products are made with no maida, no dalda and no preservatives, wherever applicable to the specific product formulation. Our larger vision is to take the traditional food and culinary heritage of Mithila and Bihar to a global level, making these flavours accessible and appreciated by consumers in India and around the world.

Global Vision: Mithila Magic’s vision extends beyond India. We aspire to take the traditional food and culinary heritage of Mithila and Bihar to a global level, bringing authentic regional flavours to consumers around the world while preserving the recipes, stories and cultural identity behind them.

Greater Noida, Uttar Pradesh, India: Traditional food carries more than flavourit carries memories, family traditions, festivals and cultural identity. For Mithila Magic, these elements form the foundation of a food brand built around the rich culinary heritage of Mithila and Bihar.

Founded by Anamika Devi at the age of 50, Mithila Magic aims to bring authentic traditional flavours into modern Indian homes while preserving the recipes and cultural stories connected with them. The brand offers traditional delicacies and snacks including Thekua, Makhana, cookies, namak para and pickles, while also exploring new product formats and gifting options.

In this interview, Anamika Devi discusses the inspiration behind Mithila Magic, the importance of regional food heritage, her entrepreneurial journey at 50, the brand’s growing product portfolio, and its plans for dedicated brand stores.

Q: What inspired you to establish Mithila Magic?

Anamika Devi: Mithila Magic was created from a deep connection with the traditional flavours and culinary heritage of Mithila and Bihar. Food from this region has a strong emotional and cultural identity. Many traditional recipes are connected with homes, festivals, family occasions and memories.

The idea was to bring those flavours to modern consumers while preserving their traditional character. Mithila Magic is our effort to make regional delicacies more accessible to people across India.

Q: Mithila and Bihar have a rich food heritage. What role does preservation play in your brand philosophy?

Anamika Devi: Preservation is at the heart of what we are trying to build. Traditional food is not simply about ingredients or recipes; it is also about stories, memories and cultural identity.

With Mithila Magic, we want to ensure that traditional flavours continue to have a place in contemporary households. We are presenting familiar regional foods in modern packaging and formats so that they can reach a wider audience without losing their traditional character.

Q: Your entrepreneurial journey began at the age of 50. What does that milestone mean to you?

Anamika Devi: Starting a business at 50 was a very meaningful decision. It represents the belief that age should not become a barrier to pursuing an idea or beginning something new.

My journey with Mithila Magic is also a message to women who may have postponed their dreams or feel that entrepreneurship is only for younger people. It is possible to reinvent yourself and build something meaningful at different stages of life.

Q: What makes Mithila Magic different from other packaged-food brands?

Anamika Devi: Our focus goes beyond selling packaged food. We are building a brand around the identity, culture and culinary heritage of Mithila and Bihar.

Our products are inspired by traditional recipes and flavours associated with home and festivals. At the same time, we are adapting them into contemporary packaging and formats so they can become accessible to today’s consumers.

The founder story also gives the brand a strong women-entrepreneurship dimension.

Q: What products does Mithila Magic currently offer?

Anamika Devi: We started with a strong focus on traditional food and have been expanding our portfolio beyond Thekua.

Our range includes different varieties of Thekua, Ghee Atta Cookies, Atta Namak Para, flavoured Makhana and Pickles. We are also working on new product combinations and packaging formats that can suit everyday consumption, festivals and gifting.

Q: Who are your primary customers?

Anamika Devi: Our customers include families, young working professionals, traditional-food enthusiasts and people from Bihar and Mithila who live outside the region.

We also serve consumers who are looking for authentic Indian snacks and meaningful gifting options. Festive and corporate gifting is an important area because regional food products can offer a strong cultural identity along with the gifting experience.

Q: How does Mithila Magic help customers reconnect with traditional food?

Anamika Devi: Traditional food often creates an emotional connection with home. Many people who move away from their native regions miss familiar flavours.

Our aim is to make those traditional foods accessible through modern retail and online channels. In this way, consumers can enjoy familiar flavours while introducing these foods to people who may not have experienced them before.

Q: What has been one of your most significant achievements so far?

Anamika Devi: One important milestone was our participation at Bharat Vyapar Mahotsav at Bharat Mandapam in New Delhi. It gave us an opportunity to showcase Mithila’s food heritage to a much larger audience.

For me personally, building the brand at the age of 50 is also a major milestone. It represents the possibility of starting again and pursuing entrepreneurship at any stage of life.

Q: What are your plans for Mithila Magic’s physical presence?

Anamika Devi: We are moving towards opening Mithila Magic brand stores. These stores are envisioned as physical destinations where customers can discover traditional Mithila and Bihari foods.

We want the stores to strengthen our direct relationship with customers and eventually position Mithila Magic as a destination associated with Mithila and Bihari food and culture.

Q: Are you also focusing on festive and corporate gifting?

Anamika Devi: Yes. We are developing festive and corporate gifting collections as part of our expansion.

Traditional food has a natural connection with celebrations and family occasions. We want to create gifting formats that retain this cultural character while being suitable for contemporary customers and corporate requirements.

Q: How important is women empowerment to Mithila Magic’s future?

Anamika Devi: It is an important part of our long-term vision. My own journey demonstrates that women can start something new at any stage of life.

As Mithila Magic grows, we want women empowerment to become an integral part of the business by creating opportunities for women across different aspects of the brand.

Q: What is your larger vision for Mithila Magic?

Anamika Devi: Our larger vision is to build Mithila Magic into a brand that represents the taste, traditions and cultural richness of Mithila.

We want to take Bihar’s culinary heritage to a wider audience while demonstrating that entrepreneurship can begin at any age. Ultimately, we hope Mithila Magic can become more than a food branda platform through which people discover the flavours, traditions and stories of Mithila and Bihar.

Q: What message would you like to share with women considering entrepreneurship?

Anamika Devi: I would simply say that it is never too late to begin. Age should not prevent someone from pursuing an idea, learning something new or building an identity of their own.

My journey with Mithila Magic began at 50. If this journey can encourage even a few women to believe in their abilities and take the first step towards entrepreneurship, that would be deeply meaningful to me.

Visit for more information:https://www.mithilamagic.com

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