PIONEER EDGE NEWS SERVICE
India’s television industry has undergone significant change in recent years, with evolving technologies, shifting consumer expectations, and new opportunities in both hardware and software reshaping the landscape of the market. Against this backdrop, Arjun Bajaj has helped steer Videotex, one of India’s leading TV ODM/OEMs having a legacy of 42 years, through a period of significant transformation and growth.
In this conversation, he reflects on his leadership journey since he joined, the experiences that have shaped his approach, Videotex’s evolution over the years, and his perspective on the opportunities ahead for the company and the wider electronics manufacturing sector.
Edited excerpts:
1. To begin with, could you take us through your personal journey and what led you to take on the leadership of Videotex?
When I joined Videotex’s leadership alongside my father in 2016, I saw an opportunity to build on the company’s strong manufacturing legacy of more than 42 years and prepare it for the next phase of the industry’s evolution. The television market was changing rapidly. Smart TVs were becoming mainstream and consumer expectations were evolving. What excited me was the opportunity to help shape that transition while staying true to the values that had helped build the company. The journey since then has been one of continuous learning. Every stage of growth has brought new challenges and new perspectives, and those experiences have played a significant role in shaping both the business and my leadership approach.
2. How has your leadership approach evolved over the years while steering Videotex through different phases of growth and industry shifts?
Early on, my focus was largely on execution. We were building capabilities, improving processes, and creating a foundation for growth. Over time, I realised that leadership is not about having all the answers. It is about building the right team, creating alignment, and empowering people to take ownership. The consumer electronics industry moves quickly, and organisations can only stay ahead when decision-making is distributed and teams are encouraged to think independently. Today, I spend more time looking ahead, understanding market shifts, identifying opportunities, and ensuring the organisation is prepared for the future.
3. Videotex today stands as one of India’s established television manufacturing companies. What were some of the defining early decisions that shaped this journey?
One of the most important decisions we made was to stay focused on quality, even when the market became highly competitive. We consciously chose not to participate in price wars because we believed long-term trust is built through consistency, reliability, and product performance. We also continued investing in technology and R&D, even during periods when taking a cautious approach may have seemed easier. The industry was evolving rapidly, and we knew innovation would be critical to staying relevant. Those decisions helped us build a resilient business and establish strong, long-term relationships with customers and partners.
4. Over the past four to five years, Videotex has nearly doubled its revenue. What have been the key strategic drivers behind this phase of accelerated growth?
The growth has been driven by a clear focus on capability building and long-term value creation. As consumer preferences evolved, we continuously upgraded our manufacturing and technology capabilities to stay aligned with market demand. At the same time, we invested in product development and technology integration to create greater value for our partners. Rather than focusing on short-term gains, we concentrated on building a stronger and more scalable business. That approach has contributed significantly to our growth over the last few years.
5. Videotex was among the first Indian manufacturers to introduce webOS Hub. What does this milestone represent in your larger vision for the company?
Introducing webOS Hub was an important milestone because it reflected our commitment to staying ahead of technology trends and bringing global innovations to our partners. More importantly, it reinforced our vision of evolving as on ODM that goes beyond traditional manufacturing. While manufacturing remains our core strength, we are increasingly focused on technology integration, product development, and delivering more comprehensive ODM solutions to the market. It is a reflection of where we see Videotex heading in the years ahead.
6. What have been the most challenging phases in scaling a manufacturing-led business, and how did you navigate those inflection points?
Supply chain disruptions and cost volatility have probably been among the biggest challenges in recent years. At the same time, the industry has continued to evolve, requiring ongoing investments in technology and capacity. We navigated these periods by staying focused on the fundamentals. We strengthened supplier relationships, improved operational flexibility, and continued investing in capabilities even during uncertain times. Our belief has always been that resilience is built before challenges arise. If the foundation is strong, the organisation is far better equipped to adapt and move forward with confidence.
7. As Videotex continues to expand into new display technologies and markets, what is the long-term vision you are building toward for the next phase of growth?
Our vision is to strengthen Videotex’s position as a technology-driven manufacturing partner for both Indian and global brands, building on the 42-year legacy that has shaped the company. We are investing in new display technologies, product development capabilities, and next-generation manufacturing to ensure we remain relevant in a rapidly evolving industry. We are also expanding our offerings into other consumer electronics categories, creating new avenues for growth.
At a broader level, we also want to contribute to India’s emergence as a global electronics manufacturing hub. The opportunity ahead is significant, and our focus is on building the capabilities needed to create long-term value for our partners and the industry as a whole.
