Business
‘Women will lead the ever-evolving marketing landscape’
Thanzyl Thajudeen MCIM CMktr MSLIM MCPM
We are living and breathing an information or creative era today and the ability to capture and manage peoples’ feelings have never been more crucial to the success and sustenance of brands and relationships both internally as well as externally, demanding marketers to possess emotional intelligence at their best possible self. This is well reflected on the growth and importance of intangible assets which today makes up a significant proportion of all corporate value.
Empathy is the keyword here – the ability for marketers to dive deep into neutrally understanding the constantly changing paradigms of not just their consumers but also every stakeholder involved in the value creation chain, and actively seek to learn the many influences and underpinning reasons and undisclosed feelings in a world where the context keeps highly evolving. In many cases, marketers tend to just focus on the relationships with consumers and that too on a more quantitative surface level – labeling them as segments or groups – than an individual focus. A majority undoubtedly still follow those strategies and actions that belong to the industrial revolution, knowing very little that everything around them has already changed. And this could be why men still largely dominate the leadership positions in marketing. But not for long.
We have witnessed that women are naturally able to empathize more than the male counterparts, even though neurologically we are all born with a very similar ability. Many studies show that women score higher on EQ tests than men but there are no genetic biases for these differences. This could also be due to the biological differences, for example Oxytocin is found in higher levels among women, making them more empathetic than the higher concentration of testosterone among men where the brain is tuned into systems than emotional relationships. However, research on these areas is still at its infant stage.
Women are also very likely to be taught about empathy by their female role models when growing up from their childhood, and these socially nurturing roles have been on and around them for generations making it a learned awareness and shared skillset. They can quickly capture and understand various non-verbal communication to include facial expressions, tone of voice and body language. People feel recognized – seen and heard – when they are actively listened to, with the right posture and in turn they share some of the most deep, insightful insights that couldn’t have been known otherwise.
It is not that men are naturally pruned to other way around; it is just that they do not take the initiative to learn empathy from all walks of life. The industrial age probably made them, and in many instances continuing to do so, even more analytical, and systematic. Though this is just as important, it should never surpass or compromise the importance of empathizing with all stakeholders. Rather this numbers-driven skillset should be applied to quantifying and justifying future marketing strategies and its risks associated, the time value of money and capital costs, to create shareholder value, an insightful point I found on a blog post of Prof Malcolm McDonald, and not just narrowing down to traditional marketing analytics.
Men undoubtedly have a lot to learn from the women in marketing. They should develop abilities to see the world through the eyes of others, breaking away from the long association of their own paradigm. They should listen actively to their colleagues, superiors, consumers, suppliers, and partners, gauging both verbal and body language, and ask more about what and why does he or she feels so. The more one does this, the more this would increasingly be a natural response. This is very important to break the ego-centric mindset among marketers, as thinking that they know it all is a very vicious cycle to be in. Today, as marketers, we are dealing with the ‘heart’ than the ‘mind’ of consumers, which is very challenging as many of the problems brands and organizations face today arise from this aspect, yet we approach it like we know what the problem is.
In many academic studies, it shows that women score higher than men in coaching and mentoring others. They can meticulously choose words and language that positively impacts workplace engagements, for example they repeat and rephrase back to people what they have said, and this gives one the reassurance they are being heard, encouraging deeper levels of trust and connection.
(Thanzyl Thajudeen is a senior marketing and design consultant. He can be reached via thanzyl.thajudeen@gmail.com)
Business
Asia’s richest man Ambani announces what could be India’s biggest share sale
Jio Platforms, the telecom unit of billionaire Mukesh Ambani’s Reliance Industries, has announced what analysts say could be one of India’s biggest share sales.
The company’s board has approved a draft prospectus for the initial public offering (IPO), Ambani said at Reliance’s annual shareholder meeting on Friday.
India’s largest telecom operator, which has more than 500 million subscribers, is expected to raise around $4bn (£3.02bn), according to media reports.
Investors will be watching the listing closely as a test of appetite for new offerings after months of volatility in the country’s stock markets.
“The proposed listing of Jio will demonstrate to the world that India can build technology companies of global scale, global capability, and global value,” Ambani, one of the world’s richest men, said.
Launched in 2016, Jio shook up India’s telecom sector with low-cost mobile data plans, soon racking up millions of users. The company has since expanded into areas including cloud computing, enterprise services and artificial intelligence.
Last year, Jio and rival Bharti Airtel signed separate deals with Elon Musk’s SpaceX to bring the Starlink internet service to India.
The IPO comes after a year-long wait for Jio to go public. Last year, Ambani had said the company would be listed in the first half of 2026.
Unlike the secondary markets, where investors buy and sell existing stocks of companies, IPOs are used by privately held firms to sell their shares to investors for the first time, and debut on the public markets.
The Jio IPO was announced a day after the National Stock Exchange (NSE) filed papers for its long-awaited market debut, adding momentum to India’s capital markets.
While details of the offer price and valuation have not yet been disclosed, media reports have estimated that the NSE IPO could raise around more than $3bn.
Together, the Jio and NSE listings would be among India’s largest IPOs in recent years, rivalling Hyundai Motor India’s $3.3bn blockbuster share sale two years ago.
Jio’s listing is especially a close watch for investors and analysts who say a successful offering could boost sentiments in India’s IPO market after a recent slowdown in new listings.

In recent years, Jio has expanded its ambitions beyond telecommunications into artificial intelligence and digital infrastructure.
Earlier this month, Meta announced it would lease capacity at an AI enabled data center being built by Reliance in the western state of Gujarat. The facility is expected to have a capacity of 168 megawatts.
The agreement builds on a partnership that began in 2020, when Meta invested $5.7bn in Jio.
Since then, the companies have broadened their collaboration, including initiatives aimed at making Meta’s open-source AI models more accessible to Indian businesses and developers.
Investment bank Jefferies estimated in November that Jio was worth around $180bn, potentially making it one of the world’s most valuable telecoms companies.
The listing would also be a landmark moment for the Reliance group, marking the first major public offering by one of its businesses since Reliance Petroleum was listed in 2006.
[BBC]
Business
Shippers step back as Colombo Tea Auction sees sluggish demand
The weekly Colombo Tea Auction concluded with offerings increasing to 6.5 million kilogrammes, a marginal rise from the previous week’s 6.4 million kilogrammes. However, the market witnessed a significant pullback from key international buyers, leading to a subdued trading atmosphere and declining prices across several categories.
Industry sources reported a noticeable lack of interest from shippers to the traditional markets of the United Kingdom and the European continent. While shippers to the Commonwealth of Independent States (CIS) and the Middle East maintained a presence, their participation was described as selective and at lower price levels. Buyers from Japan and China also operated at reduced levels, with South African shippers showing minimal engagement.
This cautious stance from the shipping community cast a shadow over the Ex-Estate sector, which offered 1.0 million kilogrammes. The overall quality of teas in this category was described as relatively uninteresting, leading to a weakening of prices. In the Western High Grown category, prices for the best available BOP/BOPF grades declined by Rs. 20 to 40 per kilogramme, while the plainer varieties saw a drop of about Rs. 20 per kilogramme. A fair quantity of these teas remained unsold due to a lack of suitable bids.
Nuwara Eliya teas attracted little to no interest, with the majority of offerings remaining unsold. Uda Pussellawa BOPs weakened further by up to Rs. 50 per kilogramme, while the corresponding BOPFs struggled to maintain their previous price levels. In the Uva region, BOPs saw prices fall by Rs. 50 per kilogramme, though the BOPF varieties were relatively more stable. The High and Medium Grown CTC teas continued to be a weak feature, with many lots unsold and those that were sold recording a price drop of Rs. 20 to 40 per kilogramme. Off-grades and dust grades also experienced a sluggish market, with fair volumes remaining unsold.
In contrast to the gloom in the High Growns, the Low Grown sector, which totalled approximately 2.7 million kilogrammes, met with more encouraging demand. The Leafy and Semi-Leafy categories saw fair demand, while the Tippy and Premium categories were met with good interest. While some well-made varieties in the Leafy catalogues remained firm, many other grades experienced easier prices. However, the Tippy catalogue saw high-priced FBOPs holding firm and the FF1s generally becoming dearer. The Premium catalogue, featuring tippy teas, also met with good demand and saw prices appreciate overall.
Based on Forbes & Walker Tea Brokers comments
By Sanath Nanayakkare
Business
ADB formalises first-ever partnership with ICRC, signaling shift in development approach
The Asian Development Bank (ADB) has formally entered into its first partnership with the International Committee of the Red Cross (ICRC), marking a significant step towards integrating humanitarian action with long-term development efforts in fragile and conflict-affected regions across Asia and the Pacific.
A Letter of Intent establishing the collaboration was signed on June 10 by ADB Vice-President for Sectors and Themes Fatima Yasmin and ICRC Director-General Pierre Krähenbühl. The agreement provides a framework for coordinating programmes, exchanging knowledge on emerging humanitarian challenges, promoting innovation and sharing best practices through joint events and publications.
The partnership brings together ADB’s development expertise and financing capabilities with the ICRC’s operational experience and access to communities affected by conflict and violence.
Highlighting the significance of the initiative, ADB President Masato Kanda wrote on X on June 17 that the partnership would help strengthen resilience in fragile and conflict-affected areas.
“By bringing together ADB’s longer-term development perspective with ICRC’s humanitarian field presence and operational experience, we can better support people affected by conflict and violence,” Kanda said.
Speaking at the signing ceremony, Yasmin said today’s interconnected challenges require development institutions to move beyond traditional approaches.
“The ICRC brings trusted access to affected communities and credibility in environments that ADB alone cannot easily reach,” she said.
Krähenbühl described the agreement as an important step towards bridging humanitarian assistance and long-term development, adding that it could create opportunities for joint responses in fragile settings across the region.
A Sri Lankan socio-economist told The Island Financial Review that the partnership reflects a growing recognition among development institutions that conflict, fragility and climate-related shocks are becoming major constraints on economic progress.
“Traditionally, development banks focused on long-term infrastructure and economic projects while humanitarian agencies addressed immediate crises. This partnership seeks to connect those two worlds by reducing vulnerability before crises deepen,” he said.
-
News5 days agoRelease of 2025 O/L results likely to be delayed
-
Sports5 days agoTharanga set for high-profile javelin clash in Ostrava
-
Features6 days agoPolitics of protected species
-
News4 days agoBeijing Capital Airlines to resume flights to Colombo signalling boost to tourism
-
News5 days agoTheft of USD 2.5 mn from Treasury: CoPF accused of complicity in NPP cover-up
-
News7 days agoCommonwealth lawyers urge Lanka to uphold rule of law
-
Opinion5 days agoDecoding Trump’s 12.5% “Forced Labor Tariff” on Sri Lanka
-
Features3 days agoKilling of Colombo’s ancient trees — a warning on UN’s World Desertification Day – 17 June
