Unified Payments Interface (UPI) is the real-time payment mechanism. The instant payment system allows users to instantly transfer money to any bank account. Run by the National Payments Corporation of India (NPCI), UPI recently achieved a new milestone. UPI transactions in the month of August crossed 10 billion. Data from NPCI shows that 10.5 billion transactions were recorded on the platform in August. The volumes are mainly driven by three players in the segment — PhonePe, Google Pay and Paytm. In July last year, PhonePe processed around 4.7 billion transactions, followed by Google Pay at 3.4 billion.“Drumroll please! UPI has just shattered records with an astonishing 10 billion plus transactions. Join us in celebrating this incredible milestone and the power of digital payments. Let’s keep the momentum going and continue to revolutionize the way we make transactions with UPI!,” NPCI posted on X, formerly known as Twitter.The numbers that matter* The 10.5 billion transactions are up from 9.9 billion in July 2023. * In terms of the value of funds settled, UPI recorded Rs 15.7 lakh crore in August, this is slightly more than Rs 15.3 lakh crore in July. * The number of banks that currently live on UPI stands at 473.* NPCI reported 6.5 billion transactions in August last year and 3.5 billion in August 2021. Within two years the payment method has grown almost three times.

Starting a new business venture is an exciting and rewarding endeavor. The thrill of bringing your ideas to life, the potential for financial success, and the satisfaction of creating something meaningful drive countless individuals to embark on the entrepreneurial journey. However, the road to success is not without its challenges, and the statistics can be sobering – a significant number of startups fail within their first few years. The key to avoiding such a fate lies in mitigating failure risks through careful planning, strategic thinking, and a customer-focused approach. Read on to learn to minimize failure risks through planning, team-building, and customer focus in your entrepreneurial journey. 1. Identifying Potential Pitfalls Before diving headfirst into entrepreneurship, it’s essential to understand the common reasons behind startup failures. These include market misalignment, inadequate market research, poor financial management, and a lack of customer validation. To ensure your venture’s success, take the time to thoroughly research your target market, validate your business idea with potential customers, and identify any potential pitfalls early on. 2. Building a Solid Foundation Every successful business starts with a solid foundation. Crafting a well-defined business plan that outlines your mission, vision, and value proposition is crucial. A clear roadmap will help you stay focused and guide your decision-making process. Equally important is the development of a scalable and adaptable business model that can evolve with changing market dynamics. 3. Financial Prudence One of the top reasons startups fail is inadequate financial planning. Careful budgeting, expense management, and forecasting are essential to maintain a healthy cash flow. Consider various funding options, such as bootstrapping, seeking investors, or securing loans, to ensure your business has the necessary resources to grow. 4. MVP and Iterative Development The concept of the Minimum Viable Product (MVP) is a powerful tool for startup success. By launching a simplified version of your product or service, you can quickly gather user feedback and validate your assumptions. Embrace an iterative development process that allows you to make improvements based on real-world insights, increasing your chances of creating a product that meets customer needs. 5. Effective Team Formation No entrepreneur is an island. Assembling a skilled and diverse team is instrumental in reducing failure risks. Seek team members with complementary skill sets who can cover various aspects of the business. Strong collaboration and effective communication within the team can drive innovation and lead to better decision-making. 6. Continuous Learning and Adaptation The entrepreneurial journey is marked by constant learning and adaptation. Stay informed about industry trends, technological advancements, and changes in consumer behavior. An openness to new ideas and a willingness to pivot when necessary can help your business stay relevant and competitive. 7. Customer-Centric Approach At the heart of every successful business is a deep understanding of customer needs. To reduce failure risks, focus on addressing customer pain points and delivering exceptional experiences. A satisfied customer base not only leads to repeat business but also serves as a powerful marketing tool through word-of-mouth recommendations. 8. Mitigating External Factors While you can’t control all external factors, you can take steps to mitigate their impact. Develop contingency plans for economic downturns and regulatory changes. Building strong relationships with suppliers, partners, and stakeholders can provide a safety net during challenging times. Takeaway As you embark on the exhilarating journey of entrepreneurship, remember that success isn’t solely defined by the absence of failure, but by the ability to navigate and overcome challenges. By meticulously addressing potential pitfalls, building a solid foundation, practicing financial prudence, fostering an effective team, embracing iterative development, and centering your efforts around the needs of your customers, you position yourself for a greater likelihood of success. In the dynamic landscape of startups, the path forward isn’t always predictable. However, armed with strategic insights and a resilient spirit, you can steer your venture away from the common pitfalls that lead to failure. By adhering to the principles outlined in this article, you’ll find yourself better equipped to make informed decisions, adapt to changing circumstances, and ultimately tip the odds of success in your favor. Remember that the journey of entrepreneurship is both an educational experience and a chance to make a meaningful impact. Embrace each setback as an opportunity to refine your approach, and approach each milestone with a willingness to learn and grow. While the road may be challenging, your commitment to mitigating failure risks sets you on a trajectory to achieve your entrepreneurial aspirations. So, equip yourself with knowledge, determination, and a steadfast dedication to your customers, and watch as your startup not only survives but thrives in the competitive business landscape.

At a time when many D2C brands are enthusiastic about expanding offline, with some questioning the online demand, Aluru believes in ‘being digital first’ and then gradually expanding into other domains There is still immense potential in the digital realm, so there’s no need to rush into the offline space, especially considering the complexities of scaling up offline operations, the TMRW CEO said   Aluru concluded the session by highlighting lessons learned from Lenskart, CaratLane, and Firstcry, which began as digital-first brands and have successfully demonstrated what an omnichannel presence should look like in the digital age  India’s thriving D2C landscape has garnered significant interest from investors, entrepreneurs, and corporations alike. However, according to Prashanth Aluru, the cofounder & CEO of TMRW – House of Brands, the term D2C is more closely associated with digital-first brands.  Elaborating his viewpoint during the fourth edition of Inc42’s virtual D2C Summit 2023, he said that to tap into the broader ecommerce opportunity in India, D2C brands must focus on being digital-first. “As a D2C brand, you could be selling on marketplaces, your websites, or eventually adopting an omnichannel approach. However, fundamentally, you are a new-age brand catering to a new-age consumer,” Aluru said. The Aditya Birla Group ventured into the realm of house of brands with TMRW in June 2022, with plans to build a portfolio of fashion and lifestyle brands by acquiring and incubating over 30 brands in the next three years. Their current portfolio includes names such as Berrylush, Bewakoof, Juneberry, Natilene, Nauti Nati, Nobero, Urbano, and Veirdo. At a time when many D2C brands are enthusiastic about expanding offline and some are questioning the online demand, Aluru believes in ‘being digital first’.  He acknowledged that ecosystems experience cycles of challenges and opportunities. While growth may appear slower compared to the Covid-19 era, the macro opportunity lies in building a new-age brand that starts as digital-first and gradually expands its presence offline and into omnichannel. He stated, “There is still immense potential in the digital realm, so there’s no need to rush into the offline space, especially considering the complexities of scaling up offline operations from 10 to under 300 stores, which is an entirely different challenge.” Furthermore, as a digital-first brand, the approach to offline expansion should differ from traditional brands like Louis Philippe or Allen.  Aluru further stressed the importance of integration between the two channels, where one channel complements the other. Understanding the consumer and ensuring a seamless experience across channels is essential. A digitally native consumer expects innovation in physical stores, such as having a complete catalogue available or offering an infinite aisle experience. For D2C offline brands expanding into marketplaces, focussing on the products consumers prefer offline is key.  “For instance, if you identify a best-seller in D2C, how can you bring it to the offline space or on platforms like Myntra or Amazon more efficiently? This is where we see the channel’s capability,” Aluru explained. He reiterated that a brand can leverage multiple channels, but they all must be unified and seamless. Aluru concluded the session by highlighting lessons learned from global and Indian examples, such as Lenskart, CaratLane, and Firstcry, which began as digital-first brands and have successfully demonstrated what an omnichannel presence should look like in the digital age.

By Market Capitalisation.Net Sales.Net Profit.Total Assets.Excise.Other Income.Raw Materials.Power & Fuel.Employee Cost.PBDIT.Interest.Tax.EPS.Investments.Sundry Debtors.Cash/Bank.Inventory.Debt.Contingent Liabilities. Screen Crit AbrasivesAerospace & DefenceAgricultureAir ConditionersAirlinesAluminium & Aluminium ProductsAmusement Parks/Recreation/ClubAquacultureAuto AncillariesAuto Ancillaries – Air Conditioning PartsAuto Ancillaries – Auto, Truck & Motorcycle PartsAuto Ancillaries – Axle shaftsAuto Ancillaries – BearingsAuto Ancillaries – BrakesAuto Ancillaries – Bus BodyAuto Ancillaries – Castings/ForgingsAuto Ancillaries – ClutchesAuto Ancillaries – Diesel EnginesAuto Ancillaries – Engine PartsAuto Ancillaries – GearsAuto Ancillaries – Head lamps & lightsAuto Ancillaries – OthersAuto Ancillaries – PistonsAuto Ancillaries – Seating covers & partsAuto Ancillaries – Sheet MetalsAuto Ancillaries – Shock absorbersAuto Ancillaries – Spare Parts & AccessoriesAuto Ancillaries – SpringsAuto Ancillaries – Tyres & Rubber ProductsAuto Ancillaries – WheelsAuto AncillaryAutomobile – 2 & 3 WheelersAutomobile – Auto & Truck ManufacturersAutomobile – Dealers & DistributorsAutomobile – LCVS/ HVCSAutomobile – Passenger CarsAutomobile – TractorsAutomobile – Trucks/LCVsBank – PrivateBank – PublicBatteriesBeveragesBiotechnology & Medical ResearchBPO/ITeSBreweries & DistilleriesCable & D2HCablesCarbon BlackCementCement & Construction MaterialsCeramics/Marble/Granite/SanitarywareChemicalsCigarettes/TobaccoCoalCommodity ChemicalsCompressors / PumpsComputer PeripheralsConstruction – InfrastructureConstruction – Real EstateConstruction – Residential & Commercial ComplexesConsumer FoodContainers & PackagingCourier ServicesCyclesDefenceDetergents & SoapsDiamond & JewelleryDiversifiedDiversified ChemicalsDomestic AppliancesDyes & PigmentsEducational InstitutionsElectric EquipmentElectric Equipment – Boilers / TurbinesElectric Equipment – SwitchgearsElectric Equipment – TransformersElectrodes & Electrical EquipmentsElectrodes & Welding EquipmentElectronic GoodsElectronics – ComponentsEngineeringEngineering – ConstructionEngineering – Industrial EquipmentsETFFastenersFerro ManganeseFertilizersFilm Production, Distribution & EntertainmentFinance – HousingFinance – InvestmentFinance – NBFCFinance – OthersFinance – Stock BrokingFinance Term LendingFish/Poultry & Meat ProductsFood & Drug RetailingFood ProcessingFootwearGas DistributionGlass & Glass ProductsGoldGold ETFGround Freight & Logistics ServicesHospital & Healthcare ServicesHotel, Resort & RestaurantsHousehold & Personal ProductsInfrastructureIron & SteelIT – EducationIT – NetworkingIT Services & ConsultingLabs & Life Sciences ServicesLaminates/DecorativesLeatherLeisure ServicesLife & Health InsuranceLogisticsLPGLubricantsMediaMedical Equipment/Supplies/AccessoriesMetals & MiningMetals – Castings/ForgingsMetals – Non FerrousMisc. Commercial ServicesMiscellaneousMultiline Insurance & BrokersOil Exploration and ProductionOnline Servicesother agriculture productsOther Construction MaterialsOthers-Industrial Gases & FuelsOthers-ManufacturingPackaging – FilmsPackaging – Packaging MaterialsPackaging – PolyfilmsPackaging – Sacks and BagsPackaging Materials-Containers & PackagingPackaging Materials-Plastic ProductsPaintsPaper & Forest ProductsPaper & Paper ProductsPesticides & AgrochemicalsPharmaceuticals & DrugsPhotographic ProductsPlastic ProductsPlastic Products – OthersPlastics – Moulded Articles and FurnituresPlastics – Pet Bottels, Jars & ContainersPlastics – Self Adhesive TapesPlastics – ThermoplasticsPlastics – Tubes/Pipes/Hoses & FittingsPortsPower Generation/DistributionPrinting & PublishingPrinting & StationeryPrinting And PublishingRailways WagonsRatingsReal Estate OperationsReal Estate Rental, Development & OperationsRefineriesRefractoriesReinsuranceRenewablesRetailingRubber ProductsShip BuildingShippingSoftwareSolvent ExtractionSpeciality ChemicalsSpeciality RetailersSpecialty Mining & MetalsSugarTea/CoffeeTelecommunication – EquipmentTelecommunication – Service ProviderTelecommunications ServicesTextile – MachineryTextile – SpinningTextilesTextiles & ApparelTradingTransmission Towers / EquipmentsTransport InfrastructureTravel ServicesTV Broadcasting & Software ProductionVegetable Oils & ProductsWatches & AccessoriesWood & Wood Products Screen Code

Ola has been experimenting with ONDC since August and has embedded a new ‘ONDC Food’ feature within the Ola app itself, available only for company employees This comes a week after Ola’s CEO Bhavish Aggarwal publicly said that the company plans to join ONDC but had refrained from divulging details While it was largely expected that Ola would join ONDC as a mobility player, the move to take the food delivery route appears to be the company’s latest attempt to dabble in the foodtech space.  Update | September 1, 08:33 PM Ride-hailing major Ola has reportedly joined the state-backed Open Network for Digital Commerce (ONDC) and is piloting a food delivery platform.  Sources told The Economic Times that the startup has been experimenting with ONDC since August and has embedded a new ‘ONDC Food’ feature within the Ola app itself. As per the report, the feature is currently available only for Ola employees. The pilot enables Ola employees to access multiple restaurants listed on the network and order from them via Ola app. This pits the ride-hailing giant directly against foodtech giants Zomato and Swiggy.  Meanwhile, the company management reportedly sent an email to all its employees on August 24 seeking their feedback on the trial run.  “This ONDC integration works out great for Ola because now they do not have the hassles of figuring out integration of the restaurant partners and consumers. The next step would be to open the food delivery to consumers beyond employees,” a person privy to the development told ET.  While it was largely expected that Ola would join ONDC as a mobility player, the move to take the food delivery route appears to be the Bhavish Aggarwal-led company’s latest attempt to dabble in the foodtech space.  Be it launching the food delivery service called Ola Cafe in 2015 or the acquisition of Foodpanda India in 2017, all major attempts by the company to establish itself in the space have largely failed. The company shut Foodpanda in 2019 and subsequently wound up its quick commerce arm Ola Dash in 2022.  Now, ONDC seems to be the new experimenting ground for the company to realise its foodtech dreams. The sector is currently largely a duopoly of Zomato and Swiggy.  Original Story| August 31 , 10:05 PM Ride-hailing giant Ola is reportedly planning to jump on the Open Network for Digital Commerce (ONDC) bandwagon.  As per Medianama, Ola’s chief executive officer (CEO) Bhavish Aggarwal, while addressing the India Internet Day event held on August 24 in Bengaluru, said that the company was planning to join the state-backed network. He, however, did not divulge any details. Inc42 has reached out to the company for a comment on the matter, and the story will be updated accordingly. The development comes five months after ONDC forayed into the mobility space to enable smaller local players to compete with behemoths such as Uber and Ola. With this, Ola could be looking to tap into the growing ONDC ecosystem, which counts Namma Yatri, the Juspay and Beckn Foundation-backed ride hailing app for autos, as the sole mobility player on its platform.  While Namma Yatri currently offers services only in Bengaluru, Ola could be looking at a pan-India offering on ONDC, with its eyes set on getting the first-mover advantage. As and when Ola debuts on ONDC, the drivers of Ola may benefit from the high discoverability aspect of the network. Simply put, the state-backed initiative will allow participating platforms (in this case mobility players) to broadcast their services across all apps on the network. As a result, a user looking for rides will simply be able to compare prices from both Namma Yatri and Ola and choose accordingly.  As adoption grows and more and more players join the network, users could see more competitive pricing as companies undercut each other for a bigger pie of the ride-hailing market. This could pose a threat to the duopoly of Ola, which it enjoys with Uber in the ride-hailing space.  On the other hand, Namma Yatri has so far banked on the zero commission model for drivers to drive adoption but the platform will begin charging drivers beginning September 1.  Besides, buyer apps such as Paytm, Pincode and Spice Money may also potentially hold the key and emerge as an avenue for users to book rides on ONDC. Paytm, too, has plans to roll out support for booking rides, while other players may also follow suit.  At a time when the ride-hailing giant is struggling with several issues, including increasing losses, customer complaints about its subpar services and growing competition from new and existing players, the move to list on ONDC may bode well for Ola. This comes days after ONDC CEO T Koshy said that the platform is merely ‘creating sparks’ right now, adding that an ‘explosion’ would happen when the platform gathers volume.  Brainchild of the Department for Promotion of Industry and Internal Trade (DPIIT), the network aims to ramp up ecommerce penetration to 25% in the next two years. At stake is the growing ecommerce opportunity, which is projected to reach $400 Bn by 2030. 

Investments in space equipment have seen an uptick in recent years and with more frequent launches as well as a number of missions lined up in the near future, the area is evidently seen as a cash cow by the likes of SpaceX CEO Elon Musk and Amazon and Blue Origin founder Jeff Bezos. Amid this, an Amazon shareholder has filed a lawsuit against Bezos and the Amazon board on awarding contracts to Blue Origin and not SpaceX.According to a report by Reuters, the shareholder has alleged that Bezos and company directors awarded launch contracts worth billions of dollars for the company’s Project Kuiper satellite project to Blue Origin, and did not consider rival Musk’s SpaceX as an alternative launch provider despite its track record.SpaceX’s rockets are being used by NASA to launch space missions. The company is also launching Starlink satellites aboard the rockets. What is Amazon’s Project KupierAmazon’s Project Kuiper is a planned network of over 3,000 satellites designed to beam internet to remote regions. This is similar to Musk’s Starlink network of satellites.According to the lawsuit, the launch contracts were the second-largest capital expenditure in Amazon’s history at the time; the acquisition of Whole Foods in 2017 for $13.7 billion is the first.It also states that Amazon has already paid about $1.7 billion to the three launch providers in the project, including $585 million to Blue Origin directly. The company has not yet launched a prototype of its Kuiper satellite into orbit.Amazon has already said that Project Kuiper will begin mass-producing the satellites later this year and beta testing with commercial customers in 2024.The company will also invest $120 million in a satellite processing facility at NASA’s Kennedy Space Center in Florida and it will serve as a last stop before sending the satellites into space. Amazon will have to launch half its entire Kuiper network of satellites by 2026.What Amazon has to sayAn Amazon spokesperson said the claims are without merit. “The claims in this lawsuit are completely without merit, and we look forward to showing that through the legal process,” the spokesperson was quoted as saying.

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A Frenchman’s Co-living Adventure In Bangalore | The Tenant In this episode of The Tenant, embark on a captivating journey with a Frenchman living in a cozy 300-400 square feet co-living space in the aerospace hub of Bangalore. Dive into his experiences, from job opportunities and navigating chaotic traffic to savouring the incredible cuisine and challenging misconceptions about women’s treatment. Explore the unique blend of privacy and community in co-living, where you pay only rent, inclusive of all charges. Gain valuable insider tips on surviving India’s paperwork challenges and why he chose a prepaid SIM card. Join us as he unravels the mysteries of life in India during a 6-month contract, paying Rs 45,000 monthly.

Founded in 2016 by Narayan Subramaniam and Niraj Rajmohan, Ultraviolette took six years to launch India’s first lineup of high-performance electric motorcycles In the performance bike market, Ultraviolette bikes compete with quarter-litre or half-litre categories (300 to 500 CC) and counts players like Kawasaki, KTM, and BMW as its competitors The global electric two-wheeler market is set to reach $121.08 Bn in 2030, with electric motorcycles expected to cherish almost half the market during this period At a time when the adoption of electric cars and escooters has been well received in the realm of electric vehicles (EVs), electric motorcycles have yet to become a common spectacle – both on roads and race tracks. While the earliest reference to electric motorcycles can be traced back to the late 1800s, internal combustion engine (ICE) motorcycles manufactured by Suzuki, Honda, Yamaha, Royal Enfield, Hero, BMW, Harley Davidson, and Ducati have continued to rule roads worldwide. The situation is no different In India, where the EV market is more nascent than some of its peers like China, the US, and Europe.  Though India’s electric two-wheeler adoption has jumped by almost 4-5X year-on-year since 2020, helped by hundreds of escooter OEM players entering the market, electric motorcycles have yet to receive this boost. This is because there are fewer players in the market that want to entertain the intricacies, complexities and costs associated with building top-notch products to rival traditional ICE motorcycles. Amid this, Bengaluru-based Ultraviolette Automotive has emerged as one of the pioneering startups to begin the production of high-performance electric motorcycles in India. Founded in 2016 by Narayan Subramaniam and Niraj Rajmohan, Ultraviolette took six years to launch their first flagship vehicle, F77. Before embarking on their entrepreneurial journey, Subramaniam and Rajmohan served the automotive sector for almost a decade, working with global tech companies. Their tech backgrounds have played a crucial role in paving the way for Ultraviolette, which today boasts India’s first lineup of high-performance electric motorcycles — F77 Original and two special editions, F77 Recon and F77 Space Edition. Ultraviolette’s Race Has Just Begun From building the core IPs for most technologies used in F77, including the battery tech, drivetrain, and software to establishing a well-integrated servicing network, Ultraviolette’s vision since its inception has been to create ‘top-of-the-line mobility solutions driven by progressive design and energy efficient technology’. “Our focus has always been on innovation,” said Subramaniam, the cofounder and CEO of Ultraviolette. We were told that Ultraviolette draws inspiration from the aviation and aerospace sectors, which is evident in the design philosophy of its bikes. All the standard and special edition bikes under its F series showcase jet-inspired design.  As per the founders, what sets Ultraviolette’s approach apart is its application of principles from aircraft engineering, encompassing mechanics, electronics, and architecture, in building emotorcycles. Further, the F77 lineup has been built keeping the future needs of the users in mind — as they are expected to use the product for at least 7 to 10 years. Given that the EV technology is growing and changing at an unprecedented scale, the founders told Inc42 that they have tried to make their motorcycles future-proof by selecting components that are durable and deploying technology that doesn’t become obsolete soon. In addition, to ensure quality control and affordability once rolled out, the startup has built the entire vertical integration, including battery technology, drivetrain electronics, the cloud-connected system, the architecture, vehicle chassis, and charging system over the years. Ultravoilette’s F77s Get Ready To Race The pivotal moment arrived in late 2019 when Ultraviolette introduced its F77 model with a range of 150 km. However, with the emergence of the pandemic in 2020, the company halted production and directed all its efforts towards enhancing battery technology. Between 2019 and 2022, F77 underwent a whole revamp to achieve a range of 200 km for its Original model and later touched the 300 km mark for its F77 RECON limited edition. This transformation encompassed both architectural changes and the adoption of a new cell format to enhance the battery performance. In November 2022, Ultraviolette finally launched its motorcycles in Bengaluru.  But why did the startup choose the high-performance emotorcycle segment? “In a diverse country like India, the first challenge is to make people excited about EVs. People still hold many misconceptions about this technology. So, we understood that if we had to change their mindset, it would be better to start with a segment that is exciting, engaging, and nuanced,” said Subramaniam, adding that it was a very calculated decision to start with the aspirational segment. In the performance bike market, Ultraviolette bikes compete with quarter-litre or half-litre categories (300 to 500 CC) – a segment that alone witnesses sales of 1-2 Lakh ICE motorcycles per month in India. So far, the startup has raised around $60 Mn in multiple rounds from Exor, TVS Motor Company, Qualcomm Ventures, Lingotto, and Zoho Corporation, among others.  This financial support extends beyond capital infusion as many of these investors are actively engaged in augmenting Ultraviolette’s technological capabilities and expanding its market presence that would soon transcend beyond India. Today, the startup’s emotorcycles run in six Indian cities — Bengaluru, Chennai, Mumbai, Pune, Kochi, and Hyderabad. The startup believes that the pure D2C approach cannot work for motorcycles. Hence, the first step to expanding into these markets was establishing after-sales servicing facilities in each of these cities. These servicing stations are directly managed by Ultraviolette. Taking On Global Players With Competent Price Point Ultraviolette does not compete with players that offer commuter bikes in the range of INR 1 Lakh to INR 2 Lakh, but rather the players that offer high-performance ICE motorcycles. In its segment, the company counts players like Kawasaki, KTM, and BMW as its competitors. Ultraviolette F77 starts from INR 3.8 Lakh onwards, ex-showroom. According to Subramaniam, Ultraviolette’s ebike may seem more expensive in comparison to its ICE counterparts, however, it costs quite less in the long run since it is an EV.  “Also, if compared

Apple has added the 2017 MacBook Pro with Touch Bar to its list of vintage products. Apple may no longer have spare parts available for repair.The 2017 MacBook Pro with Touch Bar was first released in June 2017. It featured a redesigned keyboard with butterfly switches, a Touch Bar along the top of the keyboard, and a Touch ID sensor.The 2017 MacBook Pro with Touch Bar was discontinued in July 2019. It was replaced by the 2019 MacBook Pro with a Magic Keyboard, a larger Touch Bar, and more powerful processors. The Touch Bar was a feature that divided opinion and in the last few years, Apple has completely phased it out. What are vintage Apple products? A vintage Apple product is one that doesn’t get regular software updates. A standout feature about the iPhone, iPad or Mac is that it continues to get software updates for a minimum of five years. But a Vintage product doesn’t stand to get any updates and Apple also doesn’t promise repairs or service to these products. On its support page, Apple explains, “Products are considered vintage when Apple stopped distributing them for sale more than 5 and less than 7 years ago.” This doesn’t mean that the device will stop working but it’s just that the shelf life is further reduced when a user doesn’t get regular updates. What does this mean for users? The 2017 MacBook Pro with Touch Bar is still a capable computer, but it is no longer the latest and greatest from Apple. But keep in mind that there will be no more software upgrades available for it. There are chances that Apple could update one of the older versions of macOS that may run on the 2017 MacBook Pro. However, that’s not entirely sure.