#E-commerce Executive Jobs In Gujarat

[singhalindustriespvtltd]

Discover Lucrative SEO Executive Opportunities in Gujarat's Digital Marketing Scene

Welcome to the ever-evolving realm of digital marketing! In today's digital age, a strong online presence is no longer a luxury, it's a necessity. This holds true for businesses of all sizes and industries, and Gujarat, a vibrant commercial hub, is no exception. Here's where SEO (Search Engine Optimization) steps in, acting as the invisible architect that propels websites to the top of search engine results pages (SERPs).

If you're based in Gujarat and possess a passion for the intricate world of digital visibility, then exciting SEO executive job opportunities await you! This comprehensive guide explores the dynamic field of SEO, the thriving job market in Gujarat, and the key skills and qualities employers seek.

Singhal Industries: Your Partner in Sustainable Solutions

At Singhal Industries, Manufacturer of Flexible Packaging Product, we are firm believers in sustainable practices. We understand the importance of infrastructure development that minimizes environmental impact. The effective use of biaxial geogrids in soil reinforcement and stabilization aligns with our commitment to supporting sustainable construction practices.

Demystifying SEO: The Powerhouse of Organic Traffic

SEO is a strategic digital marketing practice focused on improving a website's ranking in search engine results for relevant keywords. The higher your website ranks, the more organic traffic you attract, potentially leading to increased brand awareness, lead generation, and ultimately, business growth.

Why Consider an SEO Executive Career in Gujarat?

Gujarat, a state brimming with entrepreneurial spirit, is witnessing a surge in internet adoption across diverse industries. From established textile giants to burgeoning e-commerce startups, businesses recognize the immense value of a strong online presence. This translates to a growing demand for skilled SEO professionals who can navigate the complexities of search engine algorithms and optimize websites for local and national audiences.

The Enthralling World of an SEO Executive: Unveiling the Responsibilities

The responsibilities of an SEO Executive Jobs In Gujarat can vary depending on the company size and industry, but some core duties typically include:

Keyword Research: Identifying relevant keywords and search terms that users employ to find products or services offered by the company.

On-page optimization: Optimizing website content, including title tags, meta descriptions, and internal linking structure, to improve search engine ranking and user experience.

Technical SEO: Ensuring the website's technical health for search engines, such as optimizing website speed, mobile-friendliness, and crawlability.

Content creation: Collaborating with content creators to develop high-quality, informative content that attracts and engages the target audience.

Link building: Developing strategies to acquire high-quality backlinks from reputable websites, which are crucial for improving website authority in the eyes of search engines.

Analytics and reporting: Tracking website traffic, keyword rankings, and other key metrics to measure SEO campaign effectiveness and make data-driven decisions for further optimization.

The Essential Skillset of a Thriving SEO Executive in Gujarat

To thrive in the competitive world of SEO, a well-rounded skillset is crucial. Here are some key qualities employers in Gujarat typically seek:

Technical SEO Expertise: A strong understanding of technical SEO concepts, including website structure, robots.txt, and sitemaps.

Keyword Research Proficiency: The ability to conduct thorough keyword research and identify high-volume, low-competition keywords relevant to the target audience.

Content Marketing Savvy: An understanding of content marketing principles and the ability to create engaging content that resonates with the target audience and search engines.

Analytical Thinking: The ability to analyze website traffic data, keyword rankings, and other metrics to identify areas for improvement and track campaign effectiveness.

Communication Skills: Excellent written and verbal communication skills to collaborate effectively with internal teams (content creators, developers) and external agencies.

Staying Abreast of Trends: The SEO landscape is constantly evolving. A successful SEO executive needs to be a lifelong learner, keeping pace with the latest search engine algorithms and industry best practices.

Local Market Knowledge: Understanding the nuances of the Gujarati market and online user behavior can be a significant advantage for SEO professionals in the region.

Charting Your Course: Launching Your SEO Career in Gujarat

If you're ready to embark on a rewarding career path in SEO, here are some valuable steps to consider:

Build Your Foundation: Numerous online resources and certification courses can equip you with the fundamental knowledge of SEO principles and best practices.

Sharpen Your Skills: Consider internships or freelance projects to gain practical experience and build your portfolio.

Network and Connect: Engage with online SEO communities, attend industry events in Gujarat, and connect with other SEO professionals to expand your knowledge and network.

Craft a Compelling Resume: Highlight your relevant SEO skills and experience, showcasing your understanding of the Gujarat market and your passion for digital marketing.

Leverage Local Job Boards: In addition to major job boards, explore job boards and online platforms catering specifically to the Gujarat market, where you might find SEO Executive Jobs in Ahmedabad targeted towards local businesses.

FAQS

Q. What does an SEO executive do, and what are their responsibilities?

An SEO executive is responsible for optimizing website content, conducting keyword research, implementing SEO strategies, and analyzing website performance metrics to improve search engine rankings and increase organic traffic.

Q. What skills and qualifications are required to become an SEO executive?

Typically, SEO executives should have a strong understanding of search engine algorithms, proficiency in keyword research tools and SEO software, excellent writing and communication skills, and a bachelor's degree in marketing, communications, or a related field.

Q. What industries or companies hire SEO executives in Gujarat?

SEO executives are in demand across various industries, including e-commerce, digital marketing agencies, IT companies, and businesses with an online presence. Many startups, small businesses, and large corporations in Gujarat actively recruit SEO professionals to enhance their online visibility.

Q. What are the career prospects for SEO executives in Gujarat?

With the increasing importance of digital marketing and online visibility, the demand for SEO executives in Gujarat is expected to grow. Experienced SEO professionals often have opportunities to advance into senior roles such as SEO manager or digital marketing manager.

[asdmdigitallab]

DIGITAL MARKETING JOBS & CAREER OPPORTUNITIES IN GUJARAT, INDIA

India is a young country with a population of 1.4 billion and one with the largest internet users. The number of users will only go up in the coming years. Due to the growing internet usage in the country, every business wants to hire digital marketers to expand their business. This applies to all organizations, from start-ups to multinational corporations. Cities like Pune, Bangalore, Mumbai, and Delhi are digital marketing hubs. Another city that’s joining the league in Ahmedabad, Gujarat. If you live anywhere in Gujarat, your opportunities to make a career in digital marketing are growing by the day. So, let’s see how you can excel in this field living in this state.

Identify Your Interest

Many of us are under the impression that digital marketing requires technical skills. Well, there’s so much more to it. Individuals who do well in this field are the ones who are passionate enough to explore it. You might have basic social media skills to enhance to become a digital marketer. Yes, social media is a part of digital marketing, but to have expertise in social media, you are also required to work on your creativity and Facebook ads which are paid. You will be required to manage Facebook (now, Meta) ads which are not similar to using Facebook Messenger or the normal Facebook app. If you are interested in knowing why certain sites appear first, then others on search engines, you can discover search engine optimization (SEO). If you want to get into e-commerce, you can learn both social media and SEO. Ultimately, it all depends on the field that interests you the most.

Prepare Yourself for These Job Profiles

There are many job profiles you can look for, like pay-per-click (PPC) analyst and content marketing. In this article, we will look at these four job profiles, which cover all the basic methods of digital marketing. All the profiles are less about technicalities and more about strategies that bring results.

Social Media Executive

Apart from knowing the basic functioning of social media platforms such as Instagram, Facebook, Twitter, LinkedIn and YouTube, a social media executive should constantly learn even the minute changes in the market. Indian markets are very volatile. Trends keep on coming and going. In such a volatile market, a social media executive should know what can and cannot be. You must think of catchy lines and creative ad campaigns that stay in a potential customer’s memory. As a social media executive, keep track of the number of shares, likes and engagement on recent posts. Experiment and compare which ideas or strategies work and which don’t. In the United States, a social media marketer is paid as much as 70,000 dollars which converts into Rs 57 lakhs. In India, you can start from ₹10k-₹15k per month. You need to become a people person and check out what other pages are doing to boost their sales on social media because the ultimate goal of every business is to grow financially. Maintaining a report and regularly engaging with your audience via comments and direct messages are crucial for a social media handle to grow.

Read More on asdm.co.in

[10thpassjob]

Jobs in Ahmedabad 12th Pass | E-Commerce Executive Free 2021

Jobs in Ahmedabad 12th Pass | E-Commerce Executive Free 2021

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[un-enfant-immature]

Amazon partners with thousands of mom-and-pop stores in India

Neighborhood stores dot tens of thousands of cities, towns and villages in India. They have survived — and thrived, despite — retail giants’ billions of investment in the country. So now, Amazon is beginning to embrace them.

Amazon said on Saturday it has partnered with thousands of neighborhood stores — locally known as kirana stores — across India to use them as delivery points for goods.

The company said it’s a win-win scenario for all stakeholders. “It’s good for customers, and it helps the shop owners earn additional income,” tweeted Amazon founder and chief executive Jeff Bezos .

Bezos’ announcement today, as he concludes his fourth India trip, underscores just how vital neighborhood stores remain for shoppers in the country despite the world’s largest e-commerce giant’s major push into the country and an emergence of heavily backed ecosystem of shopping startups.

Amazon partners with thousands of kirana stores all over India as delivery points. It’s good for customers, and it helps the shop owners earn additional income. Got to visit one in Mumbai. Thank you, Amol, for letting me deliver a package. #MSME pic.twitter.com/VpoHUoJOIH

— Jeff Bezos (@JeffBezos) January 18, 2020

These mom-and-pop stores offer all kinds of items, pay low wages and little to no rent. Since they are ubiquitous (there are more than 10 million neighborhood stores in India, according to industry estimates), no retail giant can offer a faster delivery. And on top of that, their economics is often better than most. E-commerce is still at an early stage in India, accounting for just 3% of total retail sales, according to industry estimates.

Walmart -owned Flipkart has also arrived at the same conclusion. Last month, it invested $30 million in four-year-old Bangalore-based startup ShadowFax, which works with neighborhood stores in 300 cities to use their real estate to store inventory, and utilize their large network of freelancers for the delivery.

Any alliance with neighborhood stores would come in handy to Amazon India and Flipkart as a new contender readies its e-commerce play. India’s richest man Mukesh Ambani late last month started signing up customers for a soft launch of JioMart in suburban Mumbai.

JioMart is a joint venture between Ambani’s Reliance Jio, which reshaped the country’s telecom market with ultra-cheap mobile data, and his Reliance Retail, the nation’s largest retail chain with over 10,000 outlets in 6,500 Indian cities and towns.

The new venture is courting shopkeepers in many parts of India to use a handheld Jio terminal to help them better manage their inventory and order new stock from Reliance’s network of wholesalers. (Amazon, on its part, is slowly deepening its partnership with Future Retail, the second largest retailer in India.)

“Jio and Reliance Retail will launch a unique new commerce platform to empower and enrich our 12 lakh (1.2 million) small retailers and shopkeepers in Gujarat,” Ambani said last year.

Today’s announcement marks what could easily be one of the most remarkable weeks for Amazon in India, a market it entered six and a half years ago. Earlier this week, India’s anti-trust watchdog announced a probe into alleged predatory practices by Amazon India and Flipkart.

It was followed by Bezos’ arrival in India. At an event in New Delhi, he announced the company was investing a fresh $1 billion to its India operations and said it would work to help millions of small merchants come online for the first time. (This is on top of $5.5 billion the company has previously committed to its India business.)

Not far from the event venue, dozens of merchants assembled to protest the alleged anticompetitive practices of Amazon and Flipkart. On top of that, India’s trade minister Piyush Goyal chimed in on Amazon’s new investment to India, and said the investment was not a big favor to the nation. A day later, he backtracked on his comment.

On Friday, Amazon said it would create a million jobs in India by 2025, and ran a letter signed by Bezos on Amazon India website and app. Bezos had also sought to meet with Indian Prime Minister Narendra Modi — a request that was not met.

[magzoso-tech]

New Post has been published on https://magzoso.com/tech/amazon-partners-with-thousands-of-mom-and-pop-stores-in-india/

Amazon partners with thousands of mom-and-pop stores in India

Neighborhood stores dot tens of thousands of cities, towns and villages in India. They have survived — and thrived, despite — retail giants’ billions of investment in the country. So now, Amazon is beginning to embrace them.

Amazon said on Saturday it has partnered with thousands of neighborhood stores — locally known as kirana stores — across India to use them as delivery points for goods.

The company said it’s a win-win scenario for all stakeholders. “It’s good for customers, and it helps the shop owners earn additional income,” tweeted Amazon founder and chief executive Jeff Bezos.

Bezos’ announcement today, as he concludes his fourth India trip, underscores just how vital neighborhood stores remain for shoppers in the country despite the world’s largest e-commerce giant’s major push into the country and an emergence of heavily backed ecosystem of shopping startups.

Amazon partners with thousands of kirana stores all over India as delivery points. It’s good for customers, and it helps the shop owners earn additional income. Got to visit one in Mumbai. Thank you, Amol, for letting me deliver a package. #MSME pic.twitter.com/VpoHUoJOIH

— Jeff Bezos (@JeffBezos) January 18, 2020

These mom-and-pop stores offer all kinds of items, pay low wages and little to no rent. Since they are ubiquitous (there are more than 10 million neighborhood stores in India, according to industry estimates), no retail giant can offer a faster delivery. And on top of that, their economics is often better than most. E-commerce is still at an early stage in India, accounting for just 3% of total retail sales, according to industry estimates.

Walmart-owned Flipkart has also arrived at the same conclusion. Last month, it invested $30 million in four-year-old Bangalore-based startup ShadowFax, which works with neighborhood stores in 300 cities to use their real estate to store inventory, and utilize their large network of freelancers for the delivery.

Any alliance with neighborhood stores would come in handy to Amazon India and Flipkart as a new contender readies its e-commerce play. India’s richest man Mukesh Ambani late last month started signing up customers for a soft launch of JioMart in suburban Mumbai.

JioMart is a joint venture between Ambani’s Reliance Jio, which reshaped the country’s telecom market with ultra-cheap mobile data, and his Reliance Retail, the nation’s largest retail chain with over 10,000 outlets in 6,500 Indian cities and towns.

The new venture is courting shopkeepers in many parts of India to use a handheld Jio terminal to help them better manage their inventory and order new stock from Reliance’s network of wholesalers. (Amazon, on its part, is slowly deepening its partnership with Future Retail, the second largest retailer in India.)

“Jio and Reliance Retail will launch a unique new commerce platform to empower and enrich our 12 lakh (1.2 million) small retailers and shopkeepers in Gujarat,” Ambani said last year.

Today’s announcement marks what could easily be one of the most remarkable weeks for Amazon in India, a market it entered six and a half years ago. Earlier this week, India’s anti-trust watchdog announced a probe into alleged predatory practices by Amazon India and Flipkart.

It was followed by Bezos’ arrival in India. At an event in New Delhi, he announced the company was investing a fresh $1 billion to its India operations and said it would work to help millions of small merchants come online for the first time. (This is on top of $5.5 billion the company has previously committed to its India business.)

Not far from the event venue, dozens of merchants assembled to protest the alleged anticompetitive practices of Amazon and Flipkart. On top of that, India’s trade minister Piyush Goyal chimed in on Amazon’s new investment to India, and said the investment was not a big favor to the nation. A day later, he backtracked on his comment.

On Friday, Amazon said it would create a million jobs in India by 2025, and ran a letter signed by Bezos on Amazon India website and app. Bezos had also sought to meet with Indian Prime Minister Narendra Modi — a request that was not met.

[savetopnow]

2018-04-03 06 TECH now

TECH

Ars Techica

Sinclair forced TV anchors to criticize “fake” news—and Trump loved it

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Report: Google considering launching a mid-range Pixel phone this summer

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CNet

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Tesla’s latest Autopilot crash is just one of many problems it is now dealing with

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[hvilleicehockey-blog]

Affiliate marketing

If you use this image in any way, shape or form, please give credit to: joshmacdonald.net

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[coolmohnishahluwalia]

Amul's going utterly butterly digital

Amul, a brand almost as old as the nation itself, is gearing up for a phase of growth that includes many of today's tools of disruption, including apps and e-commerce. The biggest assets, though, continue to be its dairy farmers

Fifty years ago, the four-year-old National Dairy Development Board (NDDB) in Gujarat’s Anand flagged off what went on to become the world’s largest dairy development program. ‘Operation Flood’ or ‘White Revolution’ had one objective: To take the Amul model out of Gujarat and replicate it across India. Amul, of course, was the brand the milk farmers of Anand’s Kaira district had launched to process surplus buffalo milk—a first in the world—into powder, butter, and cheese. This was possible thanks to a dairy that was inaugurated in 1955 by then Prime Minister Jawaharlal Nehru.

From an era in which women could be seen lining up outside a shed in Kaira to deposit milk to the age of e-commerce, the Amul brand has sustained, thrived and evolved. Delivery boys sporting Amul T-shirts are a a common sight on the streets of Ahmedabad, going door-to-door to deliver its products to customers who order online. What started as Verghese Kurien’s accidental tryst in the milk business—he had left a government job to start Kaira’s milk cooperative movement along with freedom fighter and farmer leader Tribhuvandas Patel—today sells over 80 products with dairy at the core.

A lot, though, has changed in the past 73 years. “No educated girl in the 21st century wants to marry a dairy farmer who has 20-30 animals,” grins RS Sodhi, managing director of the Gujarat Co-operative Milk Marketing Federation Ltd (GCMMF), which manages the Amul brand and is collectively owned by some 3.6 million milk producers in Gujarat.

“The youth no longer find dairy farming sexy enough,” adds Sodhi, who Kurien took under his wing in the early ’80s and who became GCMMF’s chief in 2010. The next generation of farmers has been going to the big cities for education, and most are not too keen to return. Sodhi is counting on technology to encourage them to have a go at running their family dairy farms. For, instance, automated milking machines have been brought in in the dairy farms. Amul’s 79 factories across India are also keeping up with technology. And then, there is e-commerce.

In Ahmedabad, consumers can have products delivered by placing orders online on Amul Online, an app and a website. Locate Amul is another app that helps sales executives find distributor information of Amul parlors, of which there are some 8,000 across India.  Though Locate Amul is for internal sales executives and distributors only, it has the potential to be used for hyper-local delivery at a later date. Says Sodhi: “Our next phase will be near-commerce, whereby customers can order on Locate Amul itself.”

Along with the digital push is the inevitable entry into new categories. A market leader in milk, cheese and butter, Amul has expanded into beverages, chocolates, sweets and now even bakery. Aneesh Roy, executive vice president at Edelweiss Financial Services believes, “To survive in the crowded consumer market, Amul needs to constantly innovate.” Products like Roti Softner, Camel Milk and Amul Tru are evidence of that. Amul Tru, for instance, is a combination of milk and fruit in a ₹10 bottle. GCMMF Chief Operating Officer Kishore Jhala adds that the Roti Softner “comes from the simple idea of allowing rotis to remain soft for a longer time. In the old days, when we needed to carry Rotis for long journeys, our grandmothers would add milk to them; this is the same concept.”

Amul has also begun selling fresh bread and butter cookies in a handful of markets. One reason for the latter is the suspicion in some consumer minds that some biscuit makers were passing off the cheaper palmolein oil as butter. “So we decided to launch our own butter cookies, where you can actually taste the butter,” says Sodhi, adding that people are willing to pay a premium price for these cookies simply because they taste better.

However, Roy of Edelweiss feels pricing might prove to be an issue over the longer term. “India is a value-focused market; even if prices are higher by 5-10 percent the customer will prefer the lowest priced product. In this category (butter cookies), I see Amul as being a very niche product, and not having too much scale unless the pricing is rectified,” he says. For butter cookies, Amul is setting up one plant each in the east, south, and north. Sodhi, on his part, is quick to clarify that “we are not going in as a big national player in all of the bakery [apart from butter cookies]”.

Mithai is likely to be a bigger bet—Amul has set up production units in Anand and Surat in Gujarat, and plans to gradually expand nationally.

“We noticed that the quality of ras malai (an Indian dessert) in the market was not very good. We launched it, and hit ho gaya (it became a hit),” claims Sodhi. As in butter cookies, here too Amul is riding on the trust quotient, as consumers suspect adulteration by neighborhood mithai sellers. “Mithai is nothing but dairy, it’s no rocket science,” says Sodhi. The message is clear: Amul can be extended to any product that has milk at its core. Currently, the company is working on ways to increase the shelf life of these sweets.

If milk is at the core, so are the principles on which the brand was founded, the main one being getting farmers the best price. For instance, when Amul tentatively launched chocolates in 1973, the cocoa farmers of Kerala and Karnataka approached Kurien to find a way to get them fair prices. That was the cue to go the whole hog in a space in which Cadbury ruled the roost. Though that may not have worked in terms of market share—Cadbury is a clear leader with a 66 percent share, as per news reports—Sodhi has zeroed in on dark chocolate as a niche, where Amul claims to be the leader with a 65 percent share. Dark chocolate, however, is just 6 to 7 percent of the total market, though it is growing at a healthy 15-20 percent year-on-year.

So far, Amul has had a successful run thanks to great leadership. But what next after Sodhi? Sodhi, who is 61, expresses his concerns: “Amul has been successful because of the wisdom of its farmers and professionals. But we need to figure out how we will continue to remain successful.”

Fresh milk products are still the primary business, which brought in roughly 50 percent of Amul’s ₹33,150 crore sales turnover in fiscal the year 2019. And the opportunity to grow in this segment is still massive, what with the organized sector accounts for just $28 billion (approximately ₹2 lakh crore) of the $100 billion (approximately ₹7 lakh crore) industry. While the overall Indian dairy industry has been growing at about 5 percent year-on-year, the organized dairy sector is growing a lot faster: At 13-14 percent.

In 2010, when Sodhi took charge as MD, Amul had a turnover of ₹8,005 crores. In an interview with Business India then, he declared that he was aiming at ₹30,000 crores by 2018-19. He’s gone beyond that, but the challenge clearly is to keep growing at a time when competition from both local and global players is intensifying.

Sodhi has a strategy for Amul’s next phase of growth: Take on regional brands available in friendly neighborhood stores in smaller towns. He knows that consumers find comfort in such labels of fresh products available close to home. “Local players are big competition in terms of the product, packaging, distribution and brand building,” admits Sodhi. Eating into their share by winning the trust of consumers in these markets is key to taking Amul deeper into India.

For instance, though in the ice creams category local brands like Arun, Dinshaw’s, Vadilal and Ramani Ice cream call the shots in their respective markets, Amul has been giving them a run for their money. Amul is the market leader in ice creams with a 42 percent market share.

Amul’s weakest link in the south, with many of its products not available in this region. “My sense is they will have to work like any late entrant, where they target any niche market, like the premium end, and then start by gaining a foothold in the mid and lower end of the market,” says Roy. Ice creams and butter-based bakery products may be Amul’s best bets to make deeper inroads south of the Vindhyas.

Another concern is the proposed Regional Comprehensive Economic Partnership, a trade agreement between Asean and six other countries, for reducing or eliminating tariff and non-tariff barriers on imports and exports, which has many Indian farmers and manufacturers worried. Sodhi explains why. “Many of these countries want to dump their milk in India. New Zealand (one of the countries in the proposed partnership), for instance, has 10,000 farmers, whose incomes will double, but what about the 10 crore farmers in India, whose income will halve?” Amul is working closely with the government in the hope that the RCEP is not signed. Other threats are the emergence of vegan products (non-dairy) and cheaper versions (like the palmolein oil biscuits).

GCMMF is unlike most private sector companies, whose main the objective is to churn out profits by cost-effective sourcing of raw material. That’s because the cooperative’s shareholders are also its suppliers. And the farmer’s well-being is central to every strategic decision taken, often a bigger priority than market leadership.

At a time when the agri-economy is in distress, Sodhi believes that dairy “acts as insurance for farmers, insulating them from fluctuations and shocks (in the Agri sector). This is often the only cash crop that they have.”

Sodhi takes pride in having a business model that steers clear of government or private investor funding. Reason? A possible conflict of interest between the farmers and the investor or government.

He points to the example of one of Australia’s largest cooperatives Murray Goulburn, which got listed in 2015. What followed was a series of conflicts between producers and investors; a few years ago the investors decided to sue Murray Goulburn and its board for allegedly misleading them ahead of the fund-raising. “Eventually, farmers started leaving the cooperative and, it was bought over by Canadian dairy company Saputo in April 2018,” says Sodhi. The cooperative movement in Australia has petered out and in New Zealand, too, private investors have entered Fonterra, the world’s largest dairy. “We will never make this mistake,” assures Sodhi.

In fiscal year 2019, Amul procured a mind-boggling 230.08 lakh liters per day. “Six years back, we were the 18th largest dairy in the world, today we are the 9th largest. In three to four years, we plan to be in the top five,” promises Sodhi.

Kurien strongly believed that Amul’s biggest asset was its people. Sodhi is ensuring that Amul thrives by continuing to unleash the energy of those assets. He also has to groom a successor with a similar mindset.

#MohnishRANotes

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[supertheoristking]

SEO Executive

[ad_1] Gob title: SEO Executive Company: NextGen Placement Gob description: Urgent hiring for SEO -EXECUTIVE in Baroda for FULL TIME/PART TIME Greetings from Nextgen Placement ,Baroda Post : SEO-Executive. Location : Baroda Industry : Garment ( Online E- commerce) Salary : Full time – 25000 per Month Pa… Expected salary: Location: Vadodara, Gujarat Job date: Mon, 03 Sep 2018 05:35:32 GMT App…

[singhalindustriespvtltd]

Lucrative SEO Executive Jobs in Gujarat: Explore Opportunities in Digital Marketing

Welcome to the ever-evolving realm of digital marketing! In today's digital age, a strong online presence is no longer a luxury, it's a necessity. This holds true for businesses of all sizes and industries, and Gujarat, a vibrant commercial hub, is no exception. Here's where SEO (Search Engine Optimization) steps in, acting as the invisible architect that propels websites to the top of search engine results pages (SERPs).

If you're based in Gujarat and possess a passion for the intricate world of digital visibility, then exciting SEO executive job opportunities await you! This comprehensive guide explores the dynamic field of SEO, the thriving job market in Gujarat, and the key skills and qualities employers seek.

Singhal Industries: Your Partner in Sustainable Solutions

At Singhal Industries, Manufacturer of Flexible Packaging Product, we are firm believers in sustainable practices. We understand the importance of infrastructure development that minimizes environmental impact. The effective use of biaxial geogrids in soil reinforcement and stabilization aligns with our commitment to supporting sustainable construction practices.

Demystifying SEO: The Powerhouse of Organic Traffic

SEO is a strategic digital marketing practice focused on improving a website's ranking in search engine results for relevant keywords. The higher your website ranks, the more organic traffic you attract, potentially leading to increased brand awareness, lead generation, and ultimately, business growth.

Why Consider an SEO Executive Career in Gujarat?

Gujarat, a state brimming with entrepreneurial spirit, is witnessing a surge in internet adoption across diverse industries. From established textile giants to burgeoning e-commerce startups, businesses recognize the immense value of a strong online presence. This translates to a growing demand for skilled SEO professionals who can navigate the complexities of search engine algorithms and optimize websites for local and national audiences.

The Enthralling World of an SEO Executive: Unveiling the Responsibilities

The responsibilities of an SEO Executive Jobs In Gujarat can vary depending on the company size and industry, but some core duties typically include:

Keyword Research: Identifying relevant keywords and search terms that users employ to find products or services offered by the company.

On-page optimization: Optimizing website content, including title tags, meta descriptions, and internal linking structure, to improve search engine ranking and user experience.

Technical SEO: Ensuring the website's technical health for search engines, such as optimizing website speed, mobile-friendliness, and crawlability.

Content creation: Collaborating with content creators to develop high-quality, informative content that attracts and engages the target audience.

Link building: Developing strategies to acquire high-quality backlinks from reputable websites, which are crucial for improving website authority in the eyes of search engines.

Analytics and reporting: Tracking website traffic, keyword rankings, and other key metrics to measure SEO campaign effectiveness and make data-driven decisions for further optimization.

The Essential Skillset of a Thriving SEO Executive in Gujarat

To thrive in the competitive world of SEO, a well-rounded skillset is crucial. Here are some key qualities employers in Gujarat typically seek:

Technical SEO Expertise: A strong understanding of technical SEO concepts, including website structure, robots.txt, and sitemaps.

Keyword Research Proficiency: The ability to conduct thorough keyword research and identify high-volume, low-competition keywords relevant to the target audience.

Content Marketing Savvy: An understanding of content marketing principles and the ability to create engaging content that resonates with the target audience and search engines.

Analytical Thinking: The ability to analyze website traffic data, keyword rankings, and other metrics to identify areas for improvement and track campaign effectiveness.

Communication Skills: Excellent written and verbal communication skills to collaborate effectively with internal teams (content creators, developers) and external agencies.

Staying Abreast of Trends: The SEO landscape is constantly evolving. A successful SEO executive needs to be a lifelong learner, keeping pace with the latest search engine algorithms and industry best practices.

Local Market Knowledge: Understanding the nuances of the Gujarati market and online user behavior can be a significant advantage for SEO professionals in the region.

Charting Your Course: Launching Your SEO Career in Gujarat

If you're ready to embark on a rewarding career path in SEO, here are some valuable steps to consider:

Build Your Foundation: Numerous online resources and certification courses can equip you with the fundamental knowledge of SEO principles and best practices.

Sharpen Your Skills: Consider internships or freelance projects to gain practical experience and build your portfolio.

Network and Connect: Engage with online SEO communities, attend industry events in Gujarat, and connect with other SEO professionals to expand your knowledge and network.

Craft a Compelling Resume: Highlight your relevant SEO skills and experience, showcasing your understanding of the Gujarat market and your passion for digital marketing.

Leverage Local Job Boards: In addition to major job boards, explore job boards and online platforms catering specifically to the Gujarat market, where you might find SEO Executive Jobs in Ahmedabad targeted towards local businesses.

FAQS

Q. What does an SEO executive do, and what are their responsibilities?

An SEO executive is responsible for optimizing website content, conducting keyword research, implementing SEO strategies, and analyzing website performance metrics to improve search engine rankings and increase organic traffic.

Q. What skills and qualifications are required to become an SEO executive?

Typically, SEO executives should have a strong understanding of search engine algorithms, proficiency in keyword research tools and SEO software, excellent writing and communication skills, and a bachelor's degree in marketing, communications, or a related field.

Q. What industries or companies hire SEO executives in Gujarat?

SEO executives are in demand across various industries, including e-commerce, digital marketing agencies, IT companies, and businesses with an online presence. Many startups, small businesses, and large corporations in Gujarat actively recruit SEO professionals to enhance their online visibility.

Q. What are the career prospects for SEO executives in Gujarat?

With the increasing importance of digital marketing and online visibility, the demand for SEO executives in Gujarat is expected to grow. Experienced SEO professionals often have opportunities to advance into senior roles such as SEO manager or digital marketing manager.

[skillventory-blog]

Skillventory is a leading name among top recruitment consultants having clients PAN India. Started in 2008, we feel delighted to state that we helped in shaping the careers of more than 3000 job seekers. We are a full spectrum Manpower Consultancy Firm, fulfilling manpower requirements of businesses by offering the wide range of services from Executive Search, Recruitment, Specialists-on-Contract, HR Automation, Consulting, Outsourcing, and Training. We are easily accessible, reachable and serving clients across India effectively and efficiently, as we are located in 3 major locations of the country, with Headquarter in Indore (M.P.), and branches in Mumbai (Maharashtra) and Ahmedabad (Gujarat). The other evidence of our best services is that we work as RPO (Recruitment Process Outsourcing) firm, where clients and companies transfer their recruitment worries on us. From beginning to end, i.e., right from sourcing the right candidate, interview, offer, acceptance, till his final joining, we handle recruitment process smoothly on behalf of the company. Skillventory is a preferred recruitment partner for multinational and pioneered Indian companies because of its trustworthiness, commitment, dedication, and capabilities. Our versatile, skilled and talented employees are generating best employment opportunities for professionals ranging from front line to senior positions. Our domain-specialist teams consist of 100+ expert consultants who are capable enough to provide customized and innovative HR consultancy services to more than 10+ industry practices namely Investment Banking & Firm, Consulting, Manufacturing, Banking & Financial Services, Insurance, Retail, Healthcare, Pharma, IT/ITES, E-Commerce and much more. Our strength lies in data analytics hiring, audit related recruitment, housing finance hiring, payment banking recruitment etc.     Our work principles are based on the concept of placing Right Person at Right Job on Right Time.

[jainstechnology]

E-Commerce Vendor Development Executives at C G road, Ahmedabad

http://bit.ly/2sJoeUE

E-Commerce Vendor Development Executives at C G road, Ahmedabad

Locality Navrangpura Role Sales Min Salary Rs. 96000 Max Salary Rs. 240000 Min Experience 0 yrs Max Experience 2 yrs Sales Skills Basic knowledge of computer,Excel,Vendor Management,Distributor/dealer sales,Merchandizer,Promoter Languages known English ,Hindi ,Gujarati Gender Any Photo ID Proof Aadhaar Card,Passport,Ration Card,Driving License,Voter ID Card Sales Designation Individual Role Sub Role Automobile,Banking-Financial-Services,Consumer Durables,FMCG,Health,Insurance,IT,Laptop-Mobile,Pharma,Real-estate,Retail,Telecom,Others

Description

Jains Technology Solution Require E-Commerce Vendor Development Executives. Vendor sourcing, acquisition, development and servicing, Develop new vendors, sign agreement with them to start selling their products on our ecommerce website, Training vendors about our concept, technology and operations and solving their queries time to time, Being start up we can provide excellent opportunities to excel in various fields.

B2B sales and marketing experience in start ups. Minimum Relevant experience of 6 months – 4 years., young, dynamic, smart, should be good in english and hindi, any other regional language will be an added advantage, should be good in communication written & spoken through email, phone call and in meeting ,should be good in computers like internet search, email, microsoft excel, power point.

We hire freshers on training basis for E-commerce vendor acquision executive, sales, support, post sales survey etc.

Interview/Job Location: Jains Technology Solution OPC Pvt Ltd. 301, Sarthak-II, Nr. Liberty,Swastik cross road, C G Road,Ahmedabad: 380009.Gujarat (INDIA).

Contact: 9558816181 (Whatsapp/Call)

About JTS: Jains Technology Solution OPC Private Limited (JTS), located at the West India’s business community Ahmedabad. We are offering website design, eCommerce, crm software, seo, internet marketing, and other IT services in IT sector as well as we pioneer in business services for lead generation, financial accounting, medical billing, virtual assistant, market research, online survey, and staffing services.

[marybarbara1]

ET Women Ahead: Corporate India's fastest rising women leaders Economic Times

Call it the Pygmalion Effect or a corollary, but those marked for stardom do shine bright. In 2015, The Economic Times released a first-ofits-kind listing of corporate India’s fastest rising women leaders, based on an extensive study conducted by Spencer Stuart. A dipstick survey now shows the 25 women on that list have more than lived up to expectations. The professionals have risen through their organisations, the start-up entrepreneurs have established themselves and the scions of the traditional business houses have all led their companies on the path to growth.

This year, the ET Woman Ahead listing is longer, in line with the expanding universe of successful women leaders in India. The eminent jury that arrived at the final list saw no reason to restrict the number and the final list features 34 women leaders. They include star executives from the banking sector, which has always been ahead in promoting women; consulting firms, business school favourites, where women are starting to make a mark and multinationals, whose diversity mandates have played a big role in producing women leaders in India. Not surprisingly, the list features a fair number of start-up entrepreneurs. And then there are daughters of leading business houses, some of whom have upstaged their brothers.

We present profiles of the rising stars who have made the Woman Ahead list 2016. One question we asked all of them was what their advice to other women might be. Interestingly, their answers dwelt on a common theme. Believe in yourself, leverage your strengths, they said — and never try to act like a man.

Lakshmi Venu,, Joint Managing Director, Sundaram Clayton

Travelling frequently between London and Chennai, Lakshmi Venu did her PhD in engineering management at University of Warwick even as she worked as vice-president for strategy at Sundaram Clayton.

Venu’s thesis, under the guidance of Professor Lord Kumar Bhattacharya, was on strategies for indigenous companies in developing countries, which was a fairly new subject academically, since most of the literature was on developed countries MNCs entering emerging markets. “It made for high quality learning, since I was able to relate theory to practice,” she says.

Venu has never had a problem with extensive travelling. She lived out of a suitcase when she was given the responsibility for the US market, which accounts for a large proportion of Sundaram Clayton’s business.

Today, as joint managing director, she’s investing heavily in research, especially in the area of lightweight materials, which she sees as a key trend in automobile engineering. “I think all of us in the Indian auto-component industry are now moving from importing know-how to developing in-house competencies,” she says.

Shinjini Kumar,, CEO, Paytm Payments Bank Looking back at her career trajectory, Shinjini Kumar muses that she hasn’t changed jobs as much as changed careers.

From starting out in journalism, to working at the RBI for 16 years to compliance to consultancy and now a payments bank.

One thing she’s learnt through all this is the ability to leave things behind. “For me, moving on has never been a problem. I’m more forward looking and get excited about the opportunity to learn something new,” she says. While the first six months in a new job are when she is completely out of her comfort zone, that’s also something she really enjoys.

Her time studying in the US also helped her think more clearly about her own ideas and be independent, which gave her a lot more confidence to do things her way. At PwC, she built a unique business, working with MNC banks and financial institutions to grow their presence in India, in line with the local regulations.

When she wants to de-stress, the former journalist enjoys reading her husband’s poetry and offering ‘suggestions’ — not editing.

Suchi Mukherjee, Founder, Limeroad When Suchi Mukherjee set up ecommerce platform Limeroad in 2012, she was bringing together three completely different ecosystems: sellers, scrapbookers and consumers.

This has turned out to be a huge factor in the company’s success, from getting 50,000 sellers in the first year, to growing 100x in the past year, to go up to one lakh consumers. One of the goals Mukherjee has managed to achieve with Limeroad is to make local products available to a larger audience, which has happened through a tie-up with the MP Laghu Udyog Nigam. There were challenges and naysayers aplenty. “While I was trying to set up the business , I was told in as many words that for an Indian woman who has lived out of the country for so many years, trying to set up a new company was going to be next to impossible, and that’s just the sort of thing that eggs me on with greater conviction,” she says.

She strongly believes in the importance of staying focused on what you are building and learning to cut out the noise around you. “Everything is do-able. I try to motivate my team to be problem-solvers too, to take up tougher problems and bigger challenges,” she says.

Zahabiya Khorakiwala,, Managing Director, Wockhardt Hospitals

When Zahabiya Khorakiwala joined the family’s hospital subsidiary instead of the parent pharma company, it was a measured choice. “But I didn’t realise then that I would become so passionate about it,” she says. “I enjoy every minute I work here. It’s my true calling.”

After spending three years at Wockhardt Hospitals as director, business development, and right after getting married, Khorakiwala left to do her MBA at Indian School of Business in 2009. Since taking over as managing director in 2010, she has been responsible for setting up two new hospitals in Mumbai. “The two were very different learning experiences,” she says. “The South Mumbai hospital was built from scratch and I was involved at every stage, from getting permissions to construction and launch. The North Mumbai hospital was an acquisition, so it was a different kind of learning.”

Wockhhardt has nine hospitals spread over Gujarat and Maharashtra and in her initial years, she spent much of her time on the road, visiting these places. Today, she’s focused on the two new hospitals in Mumbai and has delegated the running of the older hospitals to the professionals.

She’s now the mother of a one-and-a-half -year old daughter and is aiming for better work-life balance. “I got back to work within two months of having my baby,” she says, “but now I’m more rigid about my work timings. I try and get home earlier to spend time with my daughter.”

Smita Bhagat,, Head, Branch Banking and E-commerce, HDFC Bank

Soon after Smita Bhagat joined HDFC as a trainee in Mumbai, a position opened up in her home town, Jaipur. “I volunteered and got the job. Nobody else wanted to work in a small town,” she says.

The young CA stayed on in Jaipur, changing several jobs before she rejoined the HDFC group. But when the bank offered her a posting at headquarters, she quelled her doubts and accepted. “It was a big decision for me then,” she says. “But once I came to Mumbai, I had the chance to learn more and this opened up new opportunities.”

Her time in Jaipur, working with the small traders, has left its mark on Bhagat and given her important insights that she’s using as the head of branch banking and e-commerce. “I am passionate about helping small businesses in rural areas. E-commerce is not a glamorous concept. For a bank, it is about simple things like providing more convenient means of payment collection. Adoption of technology is the highest in rural areas because it makes the greatest difference to them,” she says.

Monica Gupta,, Founder, Craftsvilla

It was while travelling through Kutch in Gujarat that Monica Gupta struck upon the idea to set up what would eventually be Craftsvilla, a platform for Indian ethnic products that puts artisans in touch with customers. Now, the platform has two million products from 16,000 sellers, averaging 10,000 interactions a month. Craftsvilla is likely to hit the $100mn revenues mark this year.

Gupta says, “The most satisfying moment for me was when an artisan called me and said that he could pay his son’s fees because of his sales on Craftsvilla.” The platform has raised multiple rounds of funding and spearheaded partnerships with the Ministry of Textiles to e-market handloom products.

A trained CA, Gupta counts her husband, Manoj, among her mentors and says that she’s constantly learning from various people in her team at work. Her biggest learning? To keep quiet and listen to the customer.

Debarati Sen, Managing Director, 3M India Debarati Sen’s career spans over 24 years in Asia and the US, 18 of which have been with 3M. This year, she was chosen by the American company to head 3M India & Sri Lanka as managing director. “From the onset, I’ve sought out assignments in other countries so I could establish myself as a trans-cultural leader,” she says.

Deba, as her colleagues call her, is also an executive member of the Women’s Leadership Forum for 3M. As a single mother, she has a personal understanding of the daily challenges that working women all over the world encounter.

She moved to the US with a five-year-old, and today her son is a 20 year old pre-med student at the University of Miami. “Being a single mother has been difficult, but at the same time, it has been most fulfilling and rewarding,” she says.

Sen has been on the board of the 3M Asian Employee Resource Network and also on the national governing board of Jeremiah Program, a Minnesota-based US charity focused on single mothers and two generation strategy.

Neha Juneja, Co-Founder, Greenway Grameen Infra Greenway Grameen Infra is the third startup Neha Juneja has co-founded, and perhaps one that’s closest to her heart. “This shows that a lot of problems can be solved through a good business idea,” she says.

The problem in question was that of people still cooking with mud stoves in the villages. The solution: a biomass stove which has sold over 4 lakh units over the last four years, generating revenues of over $6.5mn. It’s had a direct impact on the lives of 2mn people and is estimated to have mitigated over 12mn tonnes of greenhouse gas emissions. The other remarkable aspect is that the entire sales staff is women.

Her pet peeve is the subtle sexism that exists everywhere – from routinely being asked whether this is her father’s company to being spoken over in investor meetings. “It isn’t sexual harassment, but sexism,” she says.

Samina Vaziralli, Vice-chairman, Cipla When her family asked her to return to India and fill the leadership void at Cipla five years ago, Samina Vaziralli was ambivalent. She was working for Goldman Sachs in New York and it was a job she enjoyed. “I never expected to join Cipla. I was never groomed for it,” she says.

Nonetheless, she did return to Mumbai and her focus since then has been putting together a cohesive team at Cipla. The company’s management council now consists of professionals who have been with the company for less than two years and 40% are women.

Vaziralli is now the face of the 80-year-old pharma company and her recent promotion to the post of executive vice-chairman marks the formal ascension of the third generation of the promoter family at Cipla. “We believe the company should be professionally managed but promoter led. Creating this balance has been a challenge, but it’s a challenge I have enjoyed,” she says.

Sucharita Mukherjee, CEO, IFMR Holdings

Co-founding IFMR, an organisation that works towards creating an inclusive financial system, has defined not just her career, but her life, says Sucharita Mukherjee. After starting her career on the trading floor, Mukherjee has moved to create wholly new products in the micro finance space.

“It was a nascent market and a very entrepreneurial experience,” she says. “Don’t underestimate the importance of stepping back and thinking about where you are and where you want to go. It’s important to do this from time to time and be honest with yourself. ”Another learning from her time working in corporate markets is that compensation as a way of defining your place in life is very limiting and that you shouldn’t use that as a metric to judge yourself.

Rekha Ranganathan,, Head of Healthcare Innovation Campus, Philips Healthcare India She was the first girl from her school to make it to IIT Madras, where she topped the Materials Science and Metallurgy stream. That’s an achievement Rekha Ranganathan holds close even today, after having worked across firms like Wharton Consulting, McKinsey & Co and Boston Scientific.

She’s learnt the importance of adaptability and motivating people in different cultures. “Your leadership style has to be tailored to the team you lead, depending on where you are,” she says.

Equally important is the ability to remain patient while being result oriented, and being able to deal with volatility while maintaining a positive outlook. These learnings come in handy in her current role, where she’s managing the global operations of the mobile surgery business for Philips out of Pune, and working with teams across time zones.

Radhika Piramal, Managing Director, VIP Industries After three years in the family business, Radhika Piramal went to Harvard for an MBA, after which she worked as a consultant at Bain & Company and FutureBrand Inc. Back in India, Piramal’s first initiative was the successful launch of the Caprese handbags, which was followed by the equally successful re-positioning of Skybags as a backpack brand.

Her latest project is the re-launch of Carlton, a leading British luggage brand which has been with VIP since 2004, but which was never promoted in a big way. Piramal is a pioneer not just in business, but in her personal life too.

As the only openly lesbian CEO in India, she is a role model for others in the LGBT community. “My immediate family and colleagues at work have given me their support, which has made it easier for me to talk about these issues in public forums. I hope that by being out, I can help make our society more accepting of all members of the Indian LGBT community,” she says.

Mansi Madan Tripathy, Managing Director, Shell Lubricants India In her 16-year long career at Procter & Gamble, Mansi Madan Tripathy worked out of Malaysia, Singapore, Boston and in the last three years, she was director in charge of male grooming, which included the Gillette range.

Tripathy’s global career had her living apart from her husband Siddharth, a Delhi-based entrepreneur, for long periods. In 2012, she decided she wanted to come back to India and started scouting for a job here. Tripathy finally settled on Shell. “The headhunters said I needed to be open to a job outside of the FMCG sector and I was open to the challenge,” she says.

A marketing career, with all the travelling, is not for everyone. Tripathy remembers her motivation as a young woman came from wanting to prove to the world that her engineering degree and MBA weren’t going to be wasted. “Now that seems such a petty motivation,” she says. “Today, my sense of purpose comes from wanting to have a positive impact on society.”

Gunjan Soni, Chief Marketing Officer, Myntra Her stints at Star and McKinsey helped Gunjan Soni prepare for her current role at Myntra. “I picked up the hard skills at McKinsey and Star taught me the importance of good content, aspirations and intuition, all of which are important for a consumer-centric business,” she says.

At Star, Soni was part of an organizational transformation which helped the company de-risk its growth trajectory. At McKinsey, she was responsible for setting up the big data and scientific marketing practice back in 2010 when big data wasn’t on anybody’s agenda. That, along with working on the transition for the first democratically elected government of Bhutan are two things about her stint at the consultancy that she holds dear.

She was the brains behind the country’s largest online fashion sale at Myntra, resulting in 2mn orders in a single day. An avid reader, Soni enjoys science fiction and fantasy, while at other times, you are likely to find her bent over a 5,000-piece puzzle at home.

Shweta Jalan, Managing Director, Advent International Among the few women at the helm of a private equity fund, Shweta Jalan earned her stripes first at Ernst & Young, and then ICICI Ventures, where she was part of the early team involved with buyouts when it was still an unknown concept in the country.

That stint led her to her current role at Advent India, where she’s been responsible for building both the brand and portfolio in India. Over the years, she has led deals in multiple sectors, including media, IT/BPO, industrials and business services. Operating in what is a highly charged and competitive industry, Jalan says that one of her biggest learnings along the way has been the importance of being patient and persevering and learning not to get carried away.

The mother of two says that travelling with the family helps her de-stress. “Every day is a challenge, and as a woman, it is often a balancing act between personal and professional life. It’s important to remain strong and not give up,” she says.

Bhavna Doegar, Sr Vice-president, Genpact Bhavna Doegar attributes her long stint at Genpact to the company being in a place where diversity and having different viewpoints is celebrated. “In the very early part of my journey I was entrusted to do things that challenged me and I could push the boundaries of what I could achieve,” she says.

“It’s important to remain curious and keep thinking of how you can improve yourself.” Doegar was responsible for setting up SynerG, a complete redesign of the company’s ERP and accounting processes across 22 countries and 136 countries. Between her two young kids and the volunteering work she does, Doegar doesn’t find too much time to do much else besides read and lately there’s been a gradual shift towards non-fiction. She’s also the founder of the Finance’s People Council at Genpact and has rolled out a leadership pipeline exercise with Harvard.

She volunteers with Isha Vidya and Isha Green Hands, and was instrumental in setting up the Kripa Ram Sood Trust, which operates charitable polyclinics.

Chandrika Pasricha,, CEO and Founder, Flexing It Starting a career as an independent consultant after a long stint with McKinsey eventually led to Chandrika Pasricha setting up Flexing It, a curated marketplace for short-term and flexible skills. The company is now the largest global platform for flexible talent with a listing of 1,700 companies and 16,000 consultants.

At McKinsey, she was part of the team responsible for setting up the healthcare practice in India. She was also responsible for setting up the Public Health Practice, something else that’s close to her heart, both as an achievement and a legacy.

With Flexing It, Pasricha has been tasked with creating a new segment online as well as evangelizing the concept to companies who tend to have certain set notions about professionals who work flexible hours.

Sripriya Kalyanasundaram,, Vice-president, Delivery, Cognizant Her parents’ opposition to her moving from Coimbatore to Mumbai to take up a job and a desire to work in the US led to Sripriya working for Dun & Bradstreet. Now, back in India, Sripriya played an important role in setting up Cognizant’s 32,000-strong quality engineering and assurance unit, which services clients across industries and geographies.

From setting up offices in many geographies to focusing on strategic initiatives, Sripriya has played a wide variety of roles in her two decades with the IT firm. She’s come to realise that women have great multitasking ability and that often, they create their own glass ceiling. “We often undermine ourselves and go into a shell. There will be failures, but you have to work through them,” she says.

Shradha Sharma, Founder, Yourstory.com It might be hard to remember, but in 2008, there wasn’t too much content available online. For Shradha Sharma, it was a leap of faith to make the transition from traditional media to an online platform, focused on telling stories of entrepreneurs.

Today, with investors like Ratan Tata and a team of 100 people, she stands validated. “There will always be naysayers, but they are the best thing to happen to you. On days when you want to sleep an extra hour, you’ll be motivated to run an extra mile instead,” she says.

Sharma believes results come from doing the same thing day after day, month on month, rather than doing something extraordinary. Whatever downtime she has, is spent with her two dogs at home. “As a woman, you have to learn to appreciate and love yourself.We need a sense of validation and that has to come from within us,” she says.

Priyanka Aggarwal, Partner and Director-Healthcare, Boston Consulting Group Reflecting back on her 16-odd years as a consultant, Priyanka Aggarwal attributes her success to being able to constantly reinvent herself and find something that’s been fulfilling. The first diversity partner at the consulting firm, Aggarwal is a big advocate of helping women succeed in the corporate world.

Her work is primarily in the field of healthcare, and Aggarwal says that if you can retain a curiosity about what you do and find your passion, work doesn’t feel like a burden. Her current passion is making healthcare more patient-centric, and she’s working at building more awareness about the patients perspective and actively working on how technology can be leveraged to transform healthcare in India.

All her free time is spent with her two kids – doing maths puzzles and reading Enid Blyton with her daughter, and learning about cricket from her son. She counts BCG India senior partners Arindam Mukherjee and Janmejaya Sinha among her mentors, who helped her shape her own path when she joined the firm five years ago.

Deepika Arora, Regional Vice-president, Eurasia, Wyndham Hotels After graduating with a masters from the School of Planning and Architecture, Delhi, Deepika Arora joined Jurong Consultants as a landscape architect, but it quickly became obvious her talents lay elsewhere. “The firm started using me in business development, since it was new to India. I’ve always been good at building relationships,” she says.

After two years, Arora moved to CPG Consultants, another Singaporean firm, and then to Jones Lang LaSalle where she was a consultant to several hotel chains. That’s when she decided she wanted a career in the hotel industry and joined Hilton Worldwide. “I loved the travel, the great food and the interesting people you get to meet in the hotel industry. I came from a different professional background so I had to learn the ropes. It was an exciting time for me,” she says.

Arora has now spent six years expanding the operations at the Wyndham Hotels group, whose brands include the Ramada, Howard Johnson’s and Day’s Inn. The group has so far followed a franchisee model in India but Arora plans to transition to managing hotels carrying the group’s brand names.

Nadia Chauhan, Joint Managing Director and Chief Marketing Officer, Parle Agro Unlike most of her contemporaries, Nadia Chauhan never took time to go to business school. She started working at Parle Agro as a student at HR College of Commerce and joined the family business full-time after graduating.

“Those days, we were simply known as the Frooti company. I started my career with Frooti, but I thought we should have a larger identity as a beverage company,” she says.

Though Frooti still remains the bestseller, Chauhan has expanded Parle Agro’s portfolio to include beverage brands like LMN, Appy and Grappo Fizz, as well as a baked snack called Hippo. She has a stated goal of turning Parle Agro into a Rs 5,000 crore company by 2018 and says, “We’re on track to achieve that goal.” As the company grows in complexity and scale, Chauhan has been managing internal systems to cope with change, using information technology as a tool for transformation.

Prabha Narasimhan, Vice-President, Skin Care & Colours, Hindustan Unilever Her long stint at Hindustan Unilever in a range of geographies hasn’t just added to her skillset, but also taught Prabha Narasimhan things about herself.

“Becoming the regional manager of a branch taught me how to lead large teams and work with people whose subject matter expertise was so much higher than my own,” she says.

One of her biggest learnings over the years has been the realisation that while you cannot have it all, there will also be a feeling that you are either neglecting your career or your family. “One has to keep making choices on an everyday basis. However, over a period of time they can all be made to work successfully to achieve harmony in one’s life,” she says. Narasimhan is a strong believer in having a strong network of women at work who always have your back.

Emrana Sheikh, HR Head, Asian Paints In her first job at FedEx India, Emrana Sheikh was promoted to a role that had her travelling three weeks a month. This was when she had her first child and the work-life balance situation became increasingly precarious. She decided to move to an Indian company.

“As a woman, it’s normal for certain life stages to create short dial-down phases in our career but there are oceans of opportunities to bounce back with,” she says. Her international experience has stood Sheikh in good stead. At Asian Paints, she looks after the HR function not just in India, but in the company’s subsidiaries in 17 countries.

Anusha Shetty, Co-founder and CEO, Autumn Worldwide The turning point in Anusha Shetty’s career was when she joined Euro RSCG with Intel as her client. “Working with a hardcore tech company was new. Advertising people were not attuned to it then,” she says.

Shetty’s next job as communications head for Euclid Inc took her to Silicon Valley. Her first child was born in the USA and she returned to Bangalore soon after, to join Honeywell as corporate communications head. But the start-up culture she had imbibed in Silicon Valley stayed with her and it wasn’t long before she quit her job to start Autumn Worldwide, a digital advertising firm, focused on the social media space.

Pavitra Singh, Associate Director, PepsiCo India Graduating from b-school in 2001, at the height of the dot-com crash, Pavitra Singh lost her campus placement offer with a leading IT company and had to settle for a job in a small computer training centre instead. The shock of it taught her an abiding lesson. “It made me more grounded,” she says. “I realized nothing is permanent and you can’t take things for granted.”

Six months later, Singh landed a job with American Express, in its nascent BPO operation. “It got me back to HR, which was my b-school specialization,” she says. It was only when she joined Pepsico in 2006 that Singh got an opportunity to work on more sophisticated aspects of HR.

She’s worked on diversity and inclusion policies, helping women move from middle to senior management levels (40% of PepsiCo India’s Executive Committee now comprises women). She launched the innovative Become Indra’s Advisor Contest on Indian campuses, where the winners were flown to New York to present their ideas to Indra Nooyi. “I’ve played so many roles in Pepsi and each one has been like a new job,” she says.

Abanti Sankaranarayan, Chief Strategy & Corporate Relations Officer, United Spirits The liquor industry is generally not perceived to be big on women, so when Abanti Sankaranarayan joined Diageo India after eight years with the Tatas, many were surprised. But Abanti doesn’t think of it as an exceptional career move.

Joining the Tata Administrative Service after graduating from IIMA, she had worked with the Taj brand in the UK and the USA before moving to Tata Global Beverages in her last year at the Tata Group, and she saw parallels between her previous career and her new one. “Diageo is a lifestyle company. I joined as marketing director, with some truly iconic brands like Johnnie Walker and Smirnoff in my portfolio.”

Sankaranarayan was promoted to managing director within two years. “I grew as a leader during that period. I was in a role that gave me endto-end perspective. I learnt the importance of government policy and how critical talent is for the success of an organization,” she says.

After the merger of Diageo India with United Spirits, Sankaranarayan continues to look after the luxury brands in the company’s portfolio.

Anu Aggarwal, Senior Executive VP, Kotak Mahindra Bank Being recruited by Citibank on day one of placements at Jamnalal Bajaj Institute of Management is no small achievement and Anu Aggarwal still considers it the turning point in her career. After 12 years at Citi, where she worked primarily in risk management, Aggarwal moved to Kotak Mahindra Bank, which then had a nascent corporate banking practice, ready to take off. “Kotak was then, and continues to be, a very entrepreneurial organization.

It’s a great place to work for people who are driven.” At Kotak, Aggarwal is in charge of a new business group that integrates the corporate banking and investment banking requirements of 25 large clients.

The model has proved highly successful. Aggarwal is known to live and breathe banking and loves to discuss her work with her young daughter at home. “I outsource all work at home and spend all my time with my husband and daughter,” she says.

Born and raised in Chandigarh, Aggarwal financially supports a school for underprivileged children in the nearby village of Jagatpura, a project that her brother, who is based in Chandigarh, oversees.

Mrinalini Mirchandani, Partner, McKinsey & Company In a career spanning consulting, investment banking and headhunting, there’s been one common thread for Mrinalini Mirchandani: healthcare. “When you have a demanding career and there are so many other demands on your time, it helps to have a sense of purpose,” she says.

“I developed a passion for the healthcare industry in my first year at McKinsey, and that’s stayed with me.” From McKinsey, Mirchandani moved to DSP Merrill Lynch, just ahead of the collapse of Lehman, a bad time for investment banking. “At Merrill, I learnt the importance of resilience,” she says. “I also learnt how crucial growth is to survival.” Then, in a surprise move, she moved to Egon Zehnder. “By then, I had come to the conclusion that leadership mattered as much as finance or strategy.”

Mirchandani has rejoined McKinsey, where she is a member of the global pharma and healthcare practice.

Yaquta Mandviwala, Partner, Bain & Company India After a two-year stint at Citibank, her first job after graduating from IIM Calcutta, Yaquta Mandviwala joined Monitor Group, the consulting firm famously set up by Harvard strategy guru Michael Porter. Consulting assignments from MNC clients took her to Europe and the Middle East and Mandviwala quickly developed a passion for the job. “I love solving problems, which is what consulting is largely about,” she says.

Joining Bain & Co India as project manager in 2010, Mandviwala has now been made Partner, the first woman to be promoted to this level. She’s the head of Women@Bain and member of the Global Women’s Leadership Council, which works on promoting gender diversity in the firm. She’s also worked pro bono on preparing a five-year strategy document for her alma mater, along with Bain India chairman Sri Rajan, who is also an alumnus of IIM Calcutta.

Karuna Nundy, Advocate, Supreme Court of India She’s best known for fighting constitutional and human rights cases, but Karuna Nundy is also famous in the corporate world for her expertise in commercial law. She has represented a number of Indian and multinational companies in arbitration cases, corporate governance disputes and argued tax cases in the Supreme Court. “I enjoy the mathematical logic that goes with tax litigation,” she says. “There are so many fairly basic issues that are still being decided through these cases.”

Today, corporates also call Nundy for help in framing policies to prevent sexual harassment in the work place. The past decade has seen an increasing number of sexual harassment cases go up to the Supreme Court and companies are now looking to protect themselves from such expensive litigation. Nundy says she doesn’t entertain those that are entirely self-serving on these issues: “The companies that call me are the progressive ones who genuinely want to make sure there is no sexual harassment in their organisations.”

Bindu Ananth, Chair, IFMR Trust ICICI Bank in 2001 might not have been the obvious choice as a place for launching a career in rural development. But Bindu Ananth, freshly graduated frm IRMA, decided to start her career from ICICI’s nascent micro finance practice and she has no reason to regret it. “ICICI taught me to think big, solve problems with scale. And Nachiket Mor was a great boss,” she says.

After seven years at ICICI, Ananth took a two-year sabbatical to go to Harvard’s John F Kennedy School of Government. Soon after returning, she launched IFMR Trust. Ananth believes NGO promoters today can’t afford to go it alone as they may have in the past. “You need to build a community of peers and mentors who will support you and be brutally honest as well,” she says.

Amrita Pandey, Vice-president, Walt Disney Company (India) Two years into her first job at UTV Motion Pictures, Amrita Pandey was assigned to work on Rang de Basanti . She was responsible for everything, starting from green lighting to tracking the budget to marketing, distribution and release. “We were a small team then, just starting out in the movie business. So there was a lot of learning,” she says.

UTV has since merged into Disney and like many a movie character, Pandey has developed with time, starting off as a shy youngster and growing into a go-getter who is not afraid to ask for what she wants. “You can’t sit and wait for something to happen. If you go ask for what you want, there’s a 50% chance you’ll get it. But you also have to be prepared to hear ‘no’,” she says.

Lavanya Nalli, Vice-chairman, Nalli Group The Nalli brand is synonymous with silk saris in South India, and Lavanya Nalli was quite proud to join the family business after graduating with a degree in computer science from Anna University in Chennai. Four years later, she decided she needed to broaden her horizons.

First she went to Harvard for an MBA and followed this up with a two-year stint with McKinsey & Co in Chicago. Returning to India, she worked briefly with on-line fashion retailer Myntra before returning to the family business.

Since then, Nalli has set her mind to transforming the 88-year-old retail chain for modern times. Her projects include Nalli Next, which is for the new-age working woman. She’s also lent her name to a range of saris, with which she wants to bridge the gap between designer wear and mass market retailing.

How we did it Spencer Stuart and The Economic Times partnered for the second consecutive year to arrive at a final list of top women professionals. The study began by assembling a panel of highly accomplished jury members, responsible for the evaluation of India’s top women leaders. The methodology comprised two phases: research and assessment.

An initial list of 100 women leaders from corporate India was drawn up and this was condensed on the basis of in-depth market referencing and due diligence to a long list of 55, which was presented to the jury. The long list comprised a diverse mix of business professionals, entrepreneurs and owner professionals across a variety of industries.

A rigorous and systematic assessment process was carried out on the long list using criteria, predefined by the jury that focused on primarily four areas: business impact and ethics, contribution to the ecosystem and relative position in the industry. In the final jury meeting, each business leader was profiled and discussed in detail. Given the high quality of profiles on the shortlist, the jury had the difficult task of arriving at the final list of 34 Women Ahead.

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ET Women Ahead: Corporate India's fastest rising women leaders – Economic Times

Call it the Pygmalion Effect or a corollary, but those marked for stardom do shine bright. In 2015, The Economic Times released a first-ofits-kind listing of corporate India’s fastest rising women leaders, based on an extensive study conducted by Spencer Stuart. A dipstick survey now shows the 25 women on that list have more than lived up to expectations. The professionals have risen through their organisations, the start-up entrepreneurs have established themselves and the scions of the traditional business houses have all led their companies on the path to growth.

This year, the ET Woman Ahead listing is longer, in line with the expanding universe of successful women leaders in India. The eminent jury that arrived at the final list saw no reason to restrict the number and the final list features 34 women leaders. They include star executives from the banking sector, which has always been ahead in promoting women; consulting firms, business school favourites, where women are starting to make a mark and multinationals, whose diversity mandates have played a big role in producing women leaders in India. Not surprisingly, the list features a fair number of start-up entrepreneurs. And then there are daughters of leading business houses, some of whom have upstaged their brothers.

We present profiles of the rising stars who have made the Woman Ahead list 2016. One question we asked all of them was what their advice to other women might be. Interestingly, their answers dwelt on a common theme. Believe in yourself, leverage your strengths, they said — and never try to act like a man.

Lakshmi Venu,, Joint Managing Director, Sundaram Clayton

Travelling frequently between London and Chennai, Lakshmi Venu did her PhD in engineering management at University of Warwick even as she worked as vice-president for strategy at Sundaram Clayton.

Venu’s thesis, under the guidance of Professor Lord Kumar Bhattacharya, was on strategies for indigenous companies in developing countries, which was a fairly new subject academically, since most of the literature was on developed countries MNCs entering emerging markets. “It made for high quality learning, since I was able to relate theory to practice,” she says.

Venu has never had a problem with extensive travelling. She lived out of a suitcase when she was given the responsibility for the US market, which accounts for a large proportion of Sundaram Clayton’s business.

Today, as joint managing director, she’s investing heavily in research, especially in the area of lightweight materials, which she sees as a key trend in automobile engineering. “I think all of us in the Indian auto-component industry are now moving from importing know-how to developing in-house competencies,” she says.

Shinjini Kumar,, CEO, Paytm Payments Bank Looking back at her career trajectory, Shinjini Kumar muses that she hasn’t changed jobs as much as changed careers.

From starting out in journalism, to working at the RBI for 16 years to compliance to consultancy and now a payments bank.

One thing she’s learnt through all this is the ability to leave things behind. “For me, moving on has never been a problem. I’m more forward looking and get excited about the opportunity to learn something new,” she says. While the first six months in a new job are when she is completely out of her comfort zone, that’s also something she really enjoys.

Her time studying in the US also helped her think more clearly about her own ideas and be independent, which gave her a lot more confidence to do things her way. At PwC, she built a unique business, working with MNC banks and financial institutions to grow their presence in India, in line with the local regulations.

When she wants to de-stress, the former journalist enjoys reading her husband’s poetry and offering ‘suggestions’ — not editing.

Suchi Mukherjee, Founder, Limeroad When Suchi Mukherjee set up ecommerce platform Limeroad in 2012, she was bringing together three completely different ecosystems: sellers, scrapbookers and consumers.

This has turned out to be a huge factor in the company’s success, from getting 50,000 sellers in the first year, to growing 100x in the past year, to go up to one lakh consumers. One of the goals Mukherjee has managed to achieve with Limeroad is to make local products available to a larger audience, which has happened through a tie-up with the MP Laghu Udyog Nigam. There were challenges and naysayers aplenty. “While I was trying to set up the business , I was told in as many words that for an Indian woman who has lived out of the country for so many years, trying to set up a new company was going to be next to impossible, and that’s just the sort of thing that eggs me on with greater conviction,” she says.

She strongly believes in the importance of staying focused on what you are building and learning to cut out the noise around you. “Everything is do-able. I try to motivate my team to be problem-solvers too, to take up tougher problems and bigger challenges,” she says.

Zahabiya Khorakiwala,, Managing Director, Wockhardt Hospitals

When Zahabiya Khorakiwala joined the family’s hospital subsidiary instead of the parent pharma company, it was a measured choice. “But I didn’t realise then that I would become so passionate about it,” she says. “I enjoy every minute I work here. It’s my true calling.”

After spending three years at Wockhardt Hospitals as director, business development, and right after getting married, Khorakiwala left to do her MBA at Indian School of Business in 2009. Since taking over as managing director in 2010, she has been responsible for setting up two new hospitals in Mumbai. “The two were very different learning experiences,” she says. “The South Mumbai hospital was built from scratch and I was involved at every stage, from getting permissions to construction and launch. The North Mumbai hospital was an acquisition, so it was a different kind of learning.”

Wockhhardt has nine hospitals spread over Gujarat and Maharashtra and in her initial years, she spent much of her time on the road, visiting these places. Today, she’s focused on the two new hospitals in Mumbai and has delegated the running of the older hospitals to the professionals.

She’s now the mother of a one-and-a-half -year old daughter and is aiming for better work-life balance. “I got back to work within two months of having my baby,” she says, “but now I’m more rigid about my work timings. I try and get home earlier to spend time with my daughter.”

Smita Bhagat,, Head, Branch Banking and E-commerce, HDFC Bank

Soon after Smita Bhagat joined HDFC as a trainee in Mumbai, a position opened up in her home town, Jaipur. “I volunteered and got the job. Nobody else wanted to work in a small town,” she says.

The young CA stayed on in Jaipur, changing several jobs before she rejoined the HDFC group. But when the bank offered her a posting at headquarters, she quelled her doubts and accepted. “It was a big decision for me then,” she says. “But once I came to Mumbai, I had the chance to learn more and this opened up new opportunities.”

Her time in Jaipur, working with the small traders, has left its mark on Bhagat and given her important insights that she’s using as the head of branch banking and e-commerce. “I am passionate about helping small businesses in rural areas. E-commerce is not a glamorous concept. For a bank, it is about simple things like providing more convenient means of payment collection. Adoption of technology is the highest in rural areas because it makes the greatest difference to them,” she says.

Monica Gupta,, Founder, Craftsvilla

It was while travelling through Kutch in Gujarat that Monica Gupta struck upon the idea to set up what would eventually be Craftsvilla, a platform for Indian ethnic products that puts artisans in touch with customers. Now, the platform has two million products from 16,000 sellers, averaging 10,000 interactions a month. Craftsvilla is likely to hit the $100mn revenues mark this year.

Gupta says, “The most satisfying moment for me was when an artisan called me and said that he could pay his son’s fees because of his sales on Craftsvilla.” The platform has raised multiple rounds of funding and spearheaded partnerships with the Ministry of Textiles to e-market handloom products.

A trained CA, Gupta counts her husband, Manoj, among her mentors and says that she’s constantly learning from various people in her team at work. Her biggest learning? To keep quiet and listen to the customer.

Debarati Sen, Managing Director, 3M India Debarati Sen’s career spans over 24 years in Asia and the US, 18 of which have been with 3M. This year, she was chosen by the American company to head 3M India & Sri Lanka as managing director. “From the onset, I’ve sought out assignments in other countries so I could establish myself as a trans-cultural leader,” she says.

Deba, as her colleagues call her, is also an executive member of the Women’s Leadership Forum for 3M. As a single mother, she has a personal understanding of the daily challenges that working women all over the world encounter.

She moved to the US with a five-year-old, and today her son is a 20 year old pre-med student at the University of Miami. “Being a single mother has been difficult, but at the same time, it has been most fulfilling and rewarding,” she says.

Sen has been on the board of the 3M Asian Employee Resource Network and also on the national governing board of Jeremiah Program, a Minnesota-based US charity focused on single mothers and two generation strategy.

Neha Juneja, Co-Founder, Greenway Grameen Infra Greenway Grameen Infra is the third startup Neha Juneja has co-founded, and perhaps one that’s closest to her heart. “This shows that a lot of problems can be solved through a good business idea,” she says.

The problem in question was that of people still cooking with mud stoves in the villages. The solution: a biomass stove which has sold over 4 lakh units over the last four years, generating revenues of over $6.5mn. It’s had a direct impact on the lives of 2mn people and is estimated to have mitigated over 12mn tonnes of greenhouse gas emissions. The other remarkable aspect is that the entire sales staff is women.

Her pet peeve is the subtle sexism that exists everywhere – from routinely being asked whether this is her father’s company to being spoken over in investor meetings. “It isn’t sexual harassment, but sexism,” she says.

Samina Vaziralli, Vice-chairman, Cipla When her family asked her to return to India and fill the leadership void at Cipla five years ago, Samina Vaziralli was ambivalent. She was working for Goldman Sachs in New York and it was a job she enjoyed. “I never expected to join Cipla. I was never groomed for it,” she says.

Nonetheless, she did return to Mumbai and her focus since then has been putting together a cohesive team at Cipla. The company’s management council now consists of professionals who have been with the company for less than two years and 40% are women.

Vaziralli is now the face of the 80-year-old pharma company and her recent promotion to the post of executive vice-chairman marks the formal ascension of the third generation of the promoter family at Cipla. “We believe the company should be professionally managed but promoter led. Creating this balance has been a challenge, but it’s a challenge I have enjoyed,” she says.

Sucharita Mukherjee, CEO, IFMR Holdings

Co-founding IFMR, an organisation that works towards creating an inclusive financial system, has defined not just her career, but her life, says Sucharita Mukherjee. After starting her career on the trading floor, Mukherjee has moved to create wholly new products in the micro finance space.

“It was a nascent market and a very entrepreneurial experience,” she says. “Don’t underestimate the importance of stepping back and thinking about where you are and where you want to go. It’s important to do this from time to time and be honest with yourself. ”Another learning from her time working in corporate markets is that compensation as a way of defining your place in life is very limiting and that you shouldn’t use that as a metric to judge yourself.

Rekha Ranganathan,, Head of Healthcare Innovation Campus, Philips Healthcare India She was the first girl from her school to make it to IIT Madras, where she topped the Materials Science and Metallurgy stream. That’s an achievement Rekha Ranganathan holds close even today, after having worked across firms like Wharton Consulting, McKinsey & Co and Boston Scientific.

She’s learnt the importance of adaptability and motivating people in different cultures. “Your leadership style has to be tailored to the team you lead, depending on where you are,” she says.

Equally important is the ability to remain patient while being result oriented, and being able to deal with volatility while maintaining a positive outlook. These learnings come in handy in her current role, where she’s managing the global operations of the mobile surgery business for Philips out of Pune, and working with teams across time zones.

Radhika Piramal, Managing Director, VIP Industries After three years in the family business, Radhika Piramal went to Harvard for an MBA, after which she worked as a consultant at Bain & Company and FutureBrand Inc. Back in India, Piramal’s first initiative was the successful launch of the Caprese handbags, which was followed by the equally successful re-positioning of Skybags as a backpack brand.

Her latest project is the re-launch of Carlton, a leading British luggage brand which has been with VIP since 2004, but which was never promoted in a big way. Piramal is a pioneer not just in business, but in her personal life too.

As the only openly lesbian CEO in India, she is a role model for others in the LGBT community. “My immediate family and colleagues at work have given me their support, which has made it easier for me to talk about these issues in public forums. I hope that by being out, I can help make our society more accepting of all members of the Indian LGBT community,” she says.

Mansi Madan Tripathy, Managing Director, Shell Lubricants India In her 16-year long career at Procter & Gamble, Mansi Madan Tripathy worked out of Malaysia, Singapore, Boston and in the last three years, she was director in charge of male grooming, which included the Gillette range.

Tripathy’s global career had her living apart from her husband Siddharth, a Delhi-based entrepreneur, for long periods. In 2012, she decided she wanted to come back to India and started scouting for a job here. Tripathy finally settled on Shell. “The headhunters said I needed to be open to a job outside of the FMCG sector and I was open to the challenge,” she says.

A marketing career, with all the travelling, is not for everyone. Tripathy remembers her motivation as a young woman came from wanting to prove to the world that her engineering degree and MBA weren’t going to be wasted. “Now that seems such a petty motivation,” she says. “Today, my sense of purpose comes from wanting to have a positive impact on society.”

Gunjan Soni, Chief Marketing Officer, Myntra Her stints at Star and McKinsey helped Gunjan Soni prepare for her current role at Myntra. “I picked up the hard skills at McKinsey and Star taught me the importance of good content, aspirations and intuition, all of which are important for a consumer-centric business,” she says.

At Star, Soni was part of an organizational transformation which helped the company de-risk its growth trajectory. At McKinsey, she was responsible for setting up the big data and scientific marketing practice back in 2010 when big data wasn’t on anybody’s agenda. That, along with working on the transition for the first democratically elected government of Bhutan are two things about her stint at the consultancy that she holds dear.

She was the brains behind the country’s largest online fashion sale at Myntra, resulting in 2mn orders in a single day. An avid reader, Soni enjoys science fiction and fantasy, while at other times, you are likely to find her bent over a 5,000-piece puzzle at home.

Shweta Jalan, Managing Director, Advent International Among the few women at the helm of a private equity fund, Shweta Jalan earned her stripes first at Ernst & Young, and then ICICI Ventures, where she was part of the early team involved with buyouts when it was still an unknown concept in the country.

That stint led her to her current role at Advent India, where she’s been responsible for building both the brand and portfolio in India. Over the years, she has led deals in multiple sectors, including media, IT/BPO, industrials and business services. Operating in what is a highly charged and competitive industry, Jalan says that one of her biggest learnings along the way has been the importance of being patient and persevering and learning not to get carried away.

The mother of two says that travelling with the family helps her de-stress. “Every day is a challenge, and as a woman, it is often a balancing act between personal and professional life. It’s important to remain strong and not give up,” she says.

Bhavna Doegar, Sr Vice-president, Genpact Bhavna Doegar attributes her long stint at Genpact to the company being in a place where diversity and having different viewpoints is celebrated. “In the very early part of my journey I was entrusted to do things that challenged me and I could push the boundaries of what I could achieve,” she says.

“It’s important to remain curious and keep thinking of how you can improve yourself.” Doegar was responsible for setting up SynerG, a complete redesign of the company’s ERP and accounting processes across 22 countries and 136 countries. Between her two young kids and the volunteering work she does, Doegar doesn’t find too much time to do much else besides read and lately there’s been a gradual shift towards non-fiction. She’s also the founder of the Finance’s People Council at Genpact and has rolled out a leadership pipeline exercise with Harvard.

She volunteers with Isha Vidya and Isha Green Hands, and was instrumental in setting up the Kripa Ram Sood Trust, which operates charitable polyclinics.

Chandrika Pasricha,, CEO and Founder, Flexing It Starting a career as an independent consultant after a long stint with McKinsey eventually led to Chandrika Pasricha setting up Flexing It, a curated marketplace for short-term and flexible skills. The company is now the largest global platform for flexible talent with a listing of 1,700 companies and 16,000 consultants.

At McKinsey, she was part of the team responsible for setting up the healthcare practice in India. She was also responsible for setting up the Public Health Practice, something else that’s close to her heart, both as an achievement and a legacy.

With Flexing It, Pasricha has been tasked with creating a new segment online as well as evangelizing the concept to companies who tend to have certain set notions about professionals who work flexible hours.

Sripriya Kalyanasundaram,, Vice-president, Delivery, Cognizant Her parents’ opposition to her moving from Coimbatore to Mumbai to take up a job and a desire to work in the US led to Sripriya working for Dun & Bradstreet. Now, back in India, Sripriya played an important role in setting up Cognizant’s 32,000-strong quality engineering and assurance unit, which services clients across industries and geographies.

From setting up offices in many geographies to focusing on strategic initiatives, Sripriya has played a wide variety of roles in her two decades with the IT firm. She’s come to realise that women have great multitasking ability and that often, they create their own glass ceiling. “We often undermine ourselves and go into a shell. There will be failures, but you have to work through them,” she says.

Shradha Sharma, Founder, Yourstory.com It might be hard to remember, but in 2008, there wasn’t too much content available online. For Shradha Sharma, it was a leap of faith to make the transition from traditional media to an online platform, focused on telling stories of entrepreneurs.

Today, with investors like Ratan Tata and a team of 100 people, she stands validated. “There will always be naysayers, but they are the best thing to happen to you. On days when you want to sleep an extra hour, you’ll be motivated to run an extra mile instead,” she says.

Sharma believes results come from doing the same thing day after day, month on month, rather than doing something extraordinary. Whatever downtime she has, is spent with her two dogs at home. “As a woman, you have to learn to appreciate and love yourself.We need a sense of validation and that has to come from within us,” she says.

Priyanka Aggarwal, Partner and Director-Healthcare, Boston Consulting Group Reflecting back on her 16-odd years as a consultant, Priyanka Aggarwal attributes her success to being able to constantly reinvent herself and find something that’s been fulfilling. The first diversity partner at the consulting firm, Aggarwal is a big advocate of helping women succeed in the corporate world.

Her work is primarily in the field of healthcare, and Aggarwal says that if you can retain a curiosity about what you do and find your passion, work doesn’t feel like a burden. Her current passion is making healthcare more patient-centric, and she’s working at building more awareness about the patients perspective and actively working on how technology can be leveraged to transform healthcare in India.

All her free time is spent with her two kids – doing maths puzzles and reading Enid Blyton with her daughter, and learning about cricket from her son. She counts BCG India senior partners Arindam Mukherjee and Janmejaya Sinha among her mentors, who helped her shape her own path when she joined the firm five years ago.

Deepika Arora, Regional Vice-president, Eurasia, Wyndham Hotels After graduating with a masters from the School of Planning and Architecture, Delhi, Deepika Arora joined Jurong Consultants as a landscape architect, but it quickly became obvious her talents lay elsewhere. “The firm started using me in business development, since it was new to India. I’ve always been good at building relationships,” she says.

After two years, Arora moved to CPG Consultants, another Singaporean firm, and then to Jones Lang LaSalle where she was a consultant to several hotel chains. That’s when she decided she wanted a career in the hotel industry and joined Hilton Worldwide. “I loved the travel, the great food and the interesting people you get to meet in the hotel industry. I came from a different professional background so I had to learn the ropes. It was an exciting time for me,” she says.

Arora has now spent six years expanding the operations at the Wyndham Hotels group, whose brands include the Ramada, Howard Johnson’s and Day’s Inn. The group has so far followed a franchisee model in India but Arora plans to transition to managing hotels carrying the group’s brand names.

Nadia Chauhan, Joint Managing Director and Chief Marketing Officer, Parle Agro Unlike most of her contemporaries, Nadia Chauhan never took time to go to business school. She started working at Parle Agro as a student at HR College of Commerce and joined the family business full-time after graduating.

“Those days, we were simply known as the Frooti company. I started my career with Frooti, but I thought we should have a larger identity as a beverage company,” she says.

Though Frooti still remains the bestseller, Chauhan has expanded Parle Agro’s portfolio to include beverage brands like LMN, Appy and Grappo Fizz, as well as a baked snack called Hippo. She has a stated goal of turning Parle Agro into a Rs 5,000 crore company by 2018 and says, “We’re on track to achieve that goal.” As the company grows in complexity and scale, Chauhan has been managing internal systems to cope with change, using information technology as a tool for transformation.

Prabha Narasimhan, Vice-President, Skin Care & Colours, Hindustan Unilever Her long stint at Hindustan Unilever in a range of geographies hasn’t just added to her skillset, but also taught Prabha Narasimhan things about herself.

“Becoming the regional manager of a branch taught me how to lead large teams and work with people whose subject matter expertise was so much higher than my own,” she says.

One of her biggest learnings over the years has been the realisation that while you cannot have it all, there will also be a feeling that you are either neglecting your career or your family. “One has to keep making choices on an everyday basis. However, over a period of time they can all be made to work successfully to achieve harmony in one’s life,” she says. Narasimhan is a strong believer in having a strong network of women at work who always have your back.

Emrana Sheikh, HR Head, Asian Paints In her first job at FedEx India, Emrana Sheikh was promoted to a role that had her travelling three weeks a month. This was when she had her first child and the work-life balance situation became increasingly precarious. She decided to move to an Indian company.

“As a woman, it’s normal for certain life stages to create short dial-down phases in our career but there are oceans of opportunities to bounce back with,” she says. Her international experience has stood Sheikh in good stead. At Asian Paints, she looks after the HR function not just in India, but in the company’s subsidiaries in 17 countries.

Anusha Shetty, Co-founder and CEO, Autumn Worldwide The turning point in Anusha Shetty’s career was when she joined Euro RSCG with Intel as her client. “Working with a hardcore tech company was new. Advertising people were not attuned to it then,” she says.

Shetty’s next job as communications head for Euclid Inc took her to Silicon Valley. Her first child was born in the USA and she returned to Bangalore soon after, to join Honeywell as corporate communications head. But the start-up culture she had imbibed in Silicon Valley stayed with her and it wasn’t long before she quit her job to start Autumn Worldwide, a digital advertising firm, focused on the social media space.

Pavitra Singh, Associate Director, PepsiCo India Graduating from b-school in 2001, at the height of the dot-com crash, Pavitra Singh lost her campus placement offer with a leading IT company and had to settle for a job in a small computer training centre instead. The shock of it taught her an abiding lesson. “It made me more grounded,” she says. “I realized nothing is permanent and you can’t take things for granted.”

Six months later, Singh landed a job with American Express, in its nascent BPO operation. “It got me back to HR, which was my b-school specialization,” she says. It was only when she joined Pepsico in 2006 that Singh got an opportunity to work on more sophisticated aspects of HR.

She’s worked on diversity and inclusion policies, helping women move from middle to senior management levels (40% of PepsiCo India’s Executive Committee now comprises women). She launched the innovative Become Indra’s Advisor Contest on Indian campuses, where the winners were flown to New York to present their ideas to Indra Nooyi. “I’ve played so many roles in Pepsi and each one has been like a new job,” she says.

Abanti Sankaranarayan, Chief Strategy & Corporate Relations Officer, United Spirits The liquor industry is generally not perceived to be big on women, so when Abanti Sankaranarayan joined Diageo India after eight years with the Tatas, many were surprised. But Abanti doesn’t think of it as an exceptional career move.

Joining the Tata Administrative Service after graduating from IIMA, she had worked with the Taj brand in the UK and the USA before moving to Tata Global Beverages in her last year at the Tata Group, and she saw parallels between her previous career and her new one. “Diageo is a lifestyle company. I joined as marketing director, with some truly iconic brands like Johnnie Walker and Smirnoff in my portfolio.”

Sankaranarayan was promoted to managing director within two years. “I grew as a leader during that period. I was in a role that gave me endto-end perspective. I learnt the importance of government policy and how critical talent is for the success of an organization,” she says.

After the merger of Diageo India with United Spirits, Sankaranarayan continues to look after the luxury brands in the company’s portfolio.

Anu Aggarwal, Senior Executive VP, Kotak Mahindra Bank Being recruited by Citibank on day one of placements at Jamnalal Bajaj Institute of Management is no small achievement and Anu Aggarwal still considers it the turning point in her career. After 12 years at Citi, where she worked primarily in risk management, Aggarwal moved to Kotak Mahindra Bank, which then had a nascent corporate banking practice, ready to take off. “Kotak was then, and continues to be, a very entrepreneurial organization.

It’s a great place to work for people who are driven.” At Kotak, Aggarwal is in charge of a new business group that integrates the corporate banking and investment banking requirements of 25 large clients.

The model has proved highly successful. Aggarwal is known to live and breathe banking and loves to discuss her work with her young daughter at home. “I outsource all work at home and spend all my time with my husband and daughter,” she says.

Born and raised in Chandigarh, Aggarwal financially supports a school for underprivileged children in the nearby village of Jagatpura, a project that her brother, who is based in Chandigarh, oversees.

Mrinalini Mirchandani, Partner, McKinsey & Company In a career spanning consulting, investment banking and headhunting, there’s been one common thread for Mrinalini Mirchandani: healthcare. “When you have a demanding career and there are so many other demands on your time, it helps to have a sense of purpose,” she says.

“I developed a passion for the healthcare industry in my first year at McKinsey, and that’s stayed with me.” From McKinsey, Mirchandani moved to DSP Merrill Lynch, just ahead of the collapse of Lehman, a bad time for investment banking. “At Merrill, I learnt the importance of resilience,” she says. “I also learnt how crucial growth is to survival.” Then, in a surprise move, she moved to Egon Zehnder. “By then, I had come to the conclusion that leadership mattered as much as finance or strategy.”

Mirchandani has rejoined McKinsey, where she is a member of the global pharma and healthcare practice.

Yaquta Mandviwala, Partner, Bain & Company India After a two-year stint at Citibank, her first job after graduating from IIM Calcutta, Yaquta Mandviwala joined Monitor Group, the consulting firm famously set up by Harvard strategy guru Michael Porter. Consulting assignments from MNC clients took her to Europe and the Middle East and Mandviwala quickly developed a passion for the job. “I love solving problems, which is what consulting is largely about,” she says.

Joining Bain & Co India as project manager in 2010, Mandviwala has now been made Partner, the first woman to be promoted to this level. She’s the head of Women@Bain and member of the Global Women’s Leadership Council, which works on promoting gender diversity in the firm. She’s also worked pro bono on preparing a five-year strategy document for her alma mater, along with Bain India chairman Sri Rajan, who is also an alumnus of IIM Calcutta.

Karuna Nundy, Advocate, Supreme Court of India She’s best known for fighting constitutional and human rights cases, but Karuna Nundy is also famous in the corporate world for her expertise in commercial law. She has represented a number of Indian and multinational companies in arbitration cases, corporate governance disputes and argued tax cases in the Supreme Court. “I enjoy the mathematical logic that goes with tax litigation,” she says. “There are so many fairly basic issues that are still being decided through these cases.”

Today, corporates also call Nundy for help in framing policies to prevent sexual harassment in the work place. The past decade has seen an increasing number of sexual harassment cases go up to the Supreme Court and companies are now looking to protect themselves from such expensive litigation. Nundy says she doesn’t entertain those that are entirely self-serving on these issues: “The companies that call me are the progressive ones who genuinely want to make sure there is no sexual harassment in their organisations.”

Bindu Ananth, Chair, IFMR Trust ICICI Bank in 2001 might not have been the obvious choice as a place for launching a career in rural development. But Bindu Ananth, freshly graduated frm IRMA, decided to start her career from ICICI’s nascent micro finance practice and she has no reason to regret it. “ICICI taught me to think big, solve problems with scale. And Nachiket Mor was a great boss,” she says.

After seven years at ICICI, Ananth took a two-year sabbatical to go to Harvard’s John F Kennedy School of Government. Soon after returning, she launched IFMR Trust. Ananth believes NGO promoters today can’t afford to go it alone as they may have in the past. “You need to build a community of peers and mentors who will support you and be brutally honest as well,” she says.

Amrita Pandey, Vice-president, Walt Disney Company (India) Two years into her first job at UTV Motion Pictures, Amrita Pandey was assigned to work on Rang de Basanti . She was responsible for everything, starting from green lighting to tracking the budget to marketing, distribution and release. “We were a small team then, just starting out in the movie business. So there was a lot of learning,” she says.

UTV has since merged into Disney and like many a movie character, Pandey has developed with time, starting off as a shy youngster and growing into a go-getter who is not afraid to ask for what she wants. “You can’t sit and wait for something to happen. If you go ask for what you want, there’s a 50% chance you’ll get it. But you also have to be prepared to hear ‘no’,” she says.

Lavanya Nalli, Vice-chairman, Nalli Group The Nalli brand is synonymous with silk saris in South India, and Lavanya Nalli was quite proud to join the family business after graduating with a degree in computer science from Anna University in Chennai. Four years later, she decided she needed to broaden her horizons.

First she went to Harvard for an MBA and followed this up with a two-year stint with McKinsey & Co in Chicago. Returning to India, she worked briefly with on-line fashion retailer Myntra before returning to the family business.

Since then, Nalli has set her mind to transforming the 88-year-old retail chain for modern times. Her projects include Nalli Next, which is for the new-age working woman. She’s also lent her name to a range of saris, with which she wants to bridge the gap between designer wear and mass market retailing.

How we did it Spencer Stuart and The Economic Times partnered for the second consecutive year to arrive at a final list of top women professionals. The study began by assembling a panel of highly accomplished jury members, responsible for the evaluation of India’s top women leaders. The methodology comprised two phases: research and assessment.

An initial list of 100 women leaders from corporate India was drawn up and this was condensed on the basis of in-depth market referencing and due diligence to a long list of 55, which was presented to the jury. The long list comprised a diverse mix of business professionals, entrepreneurs and owner professionals across a variety of industries.

A rigorous and systematic assessment process was carried out on the long list using criteria, predefined by the jury that focused on primarily four areas: business impact and ethics, contribution to the ecosystem and relative position in the industry. In the final jury meeting, each business leader was profiled and discussed in detail. Given the high quality of profiles on the shortlist, the jury had the difficult task of arriving at the final list of 34 Women Ahead.

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SEO Jobs in Ahmedabad: Discover Lucrative Roles in Digital Marketing

At Singhal Industries, a leading Manufacturer of Flexible Packaging Product, we understand the power of a strong online presence. Ahmedabad, a hub for diverse industries, presents exciting opportunities for SEO Executives seeking to propel businesses to the forefront of local search results. This guide explores the booming digital marketing scene in Ahmedabad, delves into various SEO job roles and their responsibilities, and equips you with valuable skills to stand out in the job market.

Ahmedabad's Thriving Digital Marketing Landscape

Ahmedabad has witnessed a significant surge in digital marketing efforts across various sectors. From established textile companies to burgeoning e-commerce startups, businesses recognize the importance of Search Engine Optimization (SEO) in reaching their target audience online, particularly within the Gujarati market. This has led to a growing demand for skilled SEO professionals who can devise and implement effective SEO strategies tailored for the Gujarati audience and the local search landscape. Here's a closer look at some key factors driving this digital transformation:

Increased Internet Penetration: With rising internet accessibility, more people in Ahmedabad are searching online for products and services in Gujarati.

Mobile-First Approach: The growing use of smartphones necessitates SEO strategies optimized for mobile browsing experiences, particularly relevant for a tech-savvy young population.

Local Search Focus: Understanding local search intent and incorporating Gujarati language optimization strategies becomes crucial for businesses to be found by potential customers within Ahmedabad.

Exploring SEO Job Roles in Ahmedabad

The digital marketing landscape in Ahmedabad offers a diverse range of SEO job opportunities. Here's an overview of some of the most common roles and their corresponding responsibilities:

SEO Executive: This is a broad role encompassing various SEO tasks. Responsibilities may include keyword research focusing on Gujarati search terms, on-page optimization of website content for Gujarati keywords and local search factors, technical SEO to ensure website functionality and mobile-friendliness, local SEO strategies including Google My Business optimization and local citation building, content marketing collaboration to develop content that resonates with the Gujarati audience, SEO analytics to measure website traffic and campaign performance with a focus on local user behavior, and staying updated on the ever-evolving SEO algorithms and industry best practices, particularly those specific to local search optimization for the Gujarati market.

SEO Specialist: This role often involves a deeper focus on specific areas of SEO. Specialists could be experts in technical SEO, focusing on website architecture, crawl errors, and website speed optimization. Content SEO specialists might concentrate on content creation strategies, content optimization for Gujarati audiences, and on-page optimization best practices. Local SEO specialists might delve into local citation building, managing online reviews on local platforms, and optimizing Google My Business profiles for local search dominance within Ahmedabad.

SEO Manager: Leading and overseeing a team of SEO professionals is a core responsibility of this role. SEO managers develop and implement overall SEO strategies, delegate tasks to specialists, analyze website traffic data and campaign performance, and ensure the team stays updated on the latest SEO trends and best practices. They may also be involved in reporting SEO progress and results to stakeholders.

Skills for Success as an SEO Professional in Ahmedabad

To thrive in SEO Executive Jobs In Gujarat, consider developing the following skillset:

SEO Knowledge: A solid understanding of SEO principles, keyword research techniques, on-page and off-page optimization strategies, with a specific focus on local SEO considerations for Ahmedabad and the Gujarati market.

Analytical Skills: The ability to analyze website traffic data, focusing on user behavior from Ahmedabad, identify trends specific to the Gujarati audience, and measure the effectiveness of SEO campaigns, including local search performance metrics. Analyzing website traffic sources to understand how Gujarati users are finding the website can be crucial.

Content Marketing Skills: An understanding of content marketing principles and the ability to collaborate with content creators to develop compelling content that resonates with the Gujarati audience. This may involve knowledge of content creation strategies targeting local search intent and potentially working with Gujarati language content creators.

Communication Skills: Excellent written and verbal communication skills to present findings and recommendations to stakeholders, potentially in both English and Gujarati.

Technical Skills: Familiarity with SEO tools and analytics platforms like Google Search Console and SEMrush. Understanding of Gujarati language support in search engines can be beneficial.

Gujarati Language Skills (Optional): While not always mandatory, understanding Gujarati can be a significant advantage. It allows you to better understand local search intent, optimize content for Gujarati audiences, communicate more effectively with clients and colleagues, and stay informed about local SEO trends and best practices within the Gujarati language search landscape.

Additional Tips for Landing an SEO Job in Ahmedabad

Here are some additional points to consider as you embark on your SEO career journey in Ahmedabad:

Conclusion, exploring SEO Executive Jobs in Ahmedabad unveils a plethora of opportunities in the dynamic field of digital marketing. Aspiring professionals can leverage these roles to develop their skills, contribute to business growth, and advance their careers in a thriving industry. With the right expertise and dedication, individuals can embark on a rewarding journey in SEO and make significant contributions to organizational success.

FAQS

Q. What is SEO, and what does an SEO job entail?

SEO (Search Engine Optimization) involves optimizing websites to improve their visibility and ranking on search engine results pages (SERPs). SEO jobs typically include keyword research, on-page optimization, content creation, link building, and performance tracking.

Q. What skills and qualifications are required for SEO jobs in Ahmedabad?

Skills required for SEO jobs in Ahmedabad include proficiency in SEO tools (e.g., Google Analytics, SEMrush), understanding of search engine algorithms, content writing skills, analytical abilities, and knowledge of HTML/CSS. While a degree in marketing, communications, or a related field is beneficial, practical experience and certifications in SEO are often valued by employers.

Q. What industries or companies offer SEO jobs in Ahmedabad?

SEO jobs are available across various industries in Ahmedabad, including e-commerce, digital marketing agencies, technology firms, healthcare, education, and hospitality. Both large corporations and small-to-medium enterprises (SMEs) require SEO expertise to improve their online visibility and attract customers.

Q. What career growth opportunities are available in SEO roles in Ahmedabad?

SEO professionals can progress to roles such as Senior SEO Executive, SEO Manager, Digital Marketing Manager, or specialize in areas like content marketing, social media marketing, or paid advertising. With experience and expertise, they can also freelance or start their own digital marketing consultancy.

Q. How can candidates find SEO job opportunities in Ahmedabad?

Candidates can explore SEO job opportunities in Ahmedabad through various channels, including online job portals (such as Naukri.com, Indeed, LinkedIn), company websites, recruitment agencies, networking events, and professional associations. Additionally, keeping an eye on social media platforms and attending industry conferences can also lead to potential job openings.

Q. What salary range can SEO professionals expect in Ahmedabad?

The salary for SEO professionals in Ahmedabad varies depending on factors such as experience, skills, company size, and industry. Entry-level positions may offer salaries ranging from INR 15,000 to INR 30,000 per month, while experienced professionals can earn salaries upwards of INR 50,000 to INR 1,00,000 per month, or more for managerial roles.