As India celebrates 79 years of independence, Adani Defence & Aerospace unveils its latest campaign, “Stories of Change”, a moving tribute to the spirit of freedom, progress, and the power of education to transform lives.
The campaign video tells a quiet yet powerful story from Ankur School in Noida, run by the Army Navy Air Force Wives Activity Trust (ANAWA Trust). For years, this school has been a beacon of hope for children from underprivileged backgrounds. Through its partnership, Adani Defence & Aerospace has worked closely with the school to enhance the quality of education, empowering students with better learning tools, mentorship, and a nurturing environment that enables them to dream beyond their circumstances.
Stories of Change is more than just a campaign. It reflects the company’s deep-rooted belief that nation-building begins in classrooms as much as on factory floors or frontlines. At a time when India is accelerating its path towards self-reliance in defence, this initiative underscores how real independence is also about enabling opportunity, dignity, and access to quality education.
“True strength is not built by weapons and systems alone. It is built in minds that are free to learn, question, and aspire,” said Ashish Rajvanshi, CEO of Adani Defence & Aerospace. “On this 79th Independence Day, Stories of Change reaffirms our belief that a secure Bharat is one where every child, regardless of background, has the right tools to shape the nation’s future. This is where defence meets purpose.”
Through this initiative, Adani Defence & Aerospace honours the values of freedom, responsibility, and inclusive growth. The company remains committed to creating impact not just through indigenous technologies but also through meaningful social partnerships.
Just when we thought we could go a week without any news about layoffs or, more specifically, AI-powered layoffs, Amdocs makes headlines. Amdocs is an Israel-based software company, cutting out hundreds of employees worldwide. It’s important to note that the company isn’t experiencing a decline in profits or trying to cut costs, but it’s shifting focus to AI. According to Fortune, about 10,000 jobs were replaced by AI alone in the US (undoubtedly a prominent global hub for AI tech) in 2025. And more to come in the picture before the year ends, it seems. Like the others in the market, is Amdocs desperate to join the AI move? Or is its AI tech powerful enough to handle the work of hundreds at once? Learn more.
Was Amdocs Planning Layoffs All Along?
The answer is a partial no because…
In CTech’s “HR in the AI Era” series (interview) back in June, Inbar Mark, Head of HR Israel at Amdocs, said, “Our focus has been on leveraging AI as a powerful tool to augment and empower our workforce. We view AI tools not as a replacement for human talent, but as a powerful enabler that enhances our capabilities across the board.”
When asked if AI had already started replacing human labor in the company, Inbar Mark said, “We haven’t seen AI directly replace human labor in specific roles or tasks within our company.” But all that is about to change with these apparent layoffs.
Why is AI Replacing Humans Now At Amdocs?
Led by Ilan Sade, a Senior Vice President, Amdocs established a new GenAI & Data division. The tech is so compelling at combining teams’ engineering, strategy, product development, and marketing teams into one unit. This technology has been in development for two years, which suggests the company may or may not have had plans for replacements. When such a powerful technology exists, it naturally prompts reconsideration of the need for additional human staff. That’s why the company is embracing automation and eliminating roles that are no longer necessary.
Number of Layoffs At Amdocs in 2025?
On August 11, the company announced its new tech development, the GenAI & Data division, and shared how it plans to integrate with teams. It didn’t disclose many details about layoffs yet, but some reports suggest hundreds of staff may be affected. It also appears this will be the fourth major layoff so far. The company has a headcount of 29,000 employees globally, and around 5,000 are sitting in Israel.
Paramount, a big media brand known for its TV channels, movies, and streaming services, is all prepped for large-scale layoffs to save $2 billion. Another layoff, you may think, but Paramount has a different approach. Paramount president Jeff Shell said that they don’t want to “water torture” their employees with surprise layoffs every quarter, but rather “one big” cut off should do (saving months of dilemma). The move came to light after Paramount was acquired by Skydance (the deal closed on August 7). According to a report by Deadline, the founder, Ellison, is carrying out the job cuts. And here’s how Paramount is handling it all.
Reasons for $2 Billion Worth of Layoffs
Paramount appears to be undergoing a major transition: a change of ownership, signing massive deals, and structural changes within the company. These changes came at quite a price for Paramount, say billions of dollars, which will soon impact its employees. Here’s a detailed overview of the situation.
On August 7, Skydance Media purchased Paramount from Shari Redstone for $8.4 billion. Soon after, it invested $9 billion in major deals:
On August 11, Paramount signed a long-term deal with UFC (Ultimate Fighting Championship) for $7.7 billion.
They also renewed their partnership with the creators of South Park for $1.5 billion (making the total nearly $9 billion).
These deals are intended to strengthen Paramount’s content library and make streaming services more appealing and relatable to its audience. Therefore, the management is forced to let its people go, calling the situation “painful.”
How Is Paramount Handling the Layoffs?
On Wednesday, Paramount’s team held a press conference in Los Angeles. Paramount’s president, Jeff Shell, new leader David Ellison, and other top executives shared their viewpoints on the matter.
Jeff Shell said, “We do not want to be a company that has layoffs every quarter. So, it’s going to be painful. It’s always hard, but we don’t want to be a company that every quarter is laying people off.”
He further added, “So, it is important for us to get done what we’re doing in one big thing and then be done with it.”
According to them, the company held an internal town hall to inform the staff about the transitions. They were educated on how layoffs were crucial for the company’s growth. The management also promised to be “straightforward and honest” with the employees before making any information public. Paramount and Skydance together have about 18,000 employees, and they didn’t disclose much about who would be most affected. Furthermore, no details are available about the number of employees who will leave the company.
Upon announcing that GoAir would be rebranded as Go First in 2021, the majority contended that the company was planning to launch something new. It felt like they were hitting the reset button by introducing a new name, fresh look, and a new game plan to take on the big players in India’s crowded airline market.
However, just two years later, out of nowhere, Go First announced it was filing for bankruptcy. That caught everyone off guard. Regular travellers were confused, and industry folks started asking, “What happened here? How did they go from growing to crashing so quickly?” In this article, we will explore how GoAir got started, why they changed their name to Go First, and why they suddenly went bankrupt, the real reasons that led to the bankruptcy.
GoAir quickly made its mark in India’s rapidly growing low-cost carrier (LCC) segment, which was founded in 2005 by the Wadia Group. By focusing on affordable fares, reliable on-time performance, and steadily expanding its domestic network, GoAir built a loyal customer base. Through the 2010s, it grew steadily and positioned itself as one of India’s top budget airlines, competing alongside SpiceJet and IndiGo.
What set GoAir apart was not just competitive pricing but also an emphasis on customer service, which helped it differentiate in a crowded market. For many years, the airline was viewed as a strong contender in India’s price-sensitive aviation landscape, and industry experts remained optimistic about its growth prospects.
GoAir to Go First: The Story Behind the Rebrand
In 2021, GoAir rebranded itself as Go First, seeking more than just a new name; it was a move to present a modern, customer-focused image and mark a fresh beginning for the airline. The leadership aimed to expand its fleet, introduce newer aircraft models, and increase both domestic and international operations.
The name “Go First” was given to fulfill a promise of priority and better service. Marketing campaigns pushed this narrative, and initial customer reactions were positive. However, beneath the polished branding, several operational and financial challenges were mounting.
GoAir didn’t grow fast. Starting with just two leased planes, it took years to reach a modest fleet size. By 2015, it had about a dozen aircraft and roughly 8% market share, far behind competitors like IndiGo, which had grown aggressively.
Jeh openly accepted this slow growth approach. His philosophy was simple: “Stay small until the customer has a need, not a want.” He believed in cautious expansion, maintaining profitability over rapid fleet acquisition. While rivals rushed to add aircraft and destinations, GoAir focused on efficiency and sustainability.
This strategy kept GoAir afloat when many other airlines, including Kingfisher and Deccan, disappeared. But it also meant that GoAir never became a dominant player in the market.
Vision vs. Reality: Challenges and Setbacks
In 2019, GoAir made a bold move by opening nine international routes and planning to add one plane per month, aiming for a 100-aircraft fleet by 2025-26. Unfortunately, the pandemic struck soon after, derailing these expansion plans and forcing the airline to rethink its future.
Jeh’s leadership also faced internal struggles. In 2021, he resigned amid a highly publicized dispute over the airline’s trademarks and branding. The company rebranded as Go First following this conflict, marking the end of an era.
Frequent management changes, with nine CEOs over its lifetime, also hurt Go First’s ability to scale up. Industry experts note that such instability prevented the airline from achieving the growth and economies of scale needed to thrive.
Behind Go First’s Bankruptcy: The Key Reasons for Its Downfall
Poor Financial Planning: Go First took on heavy debt to fund fleet upgrades and expansion plans. Without steady revenue growth, servicing this debt became untenable. The pandemic accelerated cash burn, leaving Go First financially exposed.
Delays in Aircraft Deliveries: The failure to get timely aircraft deliveries indicated lower operational capacity, frequent cancellations, and reputational damage. This disrupted planned growth and revenue targets.
Ineffective Crisis Management: The airline’s response to the pandemic and subsequent financial distress lacked agility. There were delays in cost-cutting measures and no clear communication strategy, causing employee unrest and customer dissatisfaction.
Intense Market Competition: Competing against larger, more financially stable players like IndiGo was a major challenge. Price wars and capacity expansions by rivals squeezed Go First’s margins.
Management Decisions: Strategic missteps, such as aggressive expansion without secured resources and inadequate contingency planning, contributed to the downfall.
When Engines Fail: The Hidden Crisis Behind Go First’s Collapse?
While many airlines fail due to financial issues or management problems, Go First faced a major problem of faulty engines. The Pratt & Whitney engines kept breaking down, and repairs dragged on, forcing the airline to ground around 25 planes. This resulted in a massive loss of INR 108 billion (roughly $1.3 billion) in revenue.
Despite their efforts to secure spare engines and parts, shortages and delays kept piling up. This strained their cash flow, making it difficult to cover everyday expenses such as fuel and lease payments.
The Broader Impact on India’s Aviation Sector
Go First was India’s fifth-largest airline by scheduled departures, and its collapse signals deeper issues within the country’s aviation market. India has one of the world’s fastest-growing domestic air travel markets, with passenger numbers expected to reach 350 million by 2030. Yet the industry remains fragile, with multiple airlines struggling due to high competition, rising fuel costs, and heavy debt burdens.
Go First’s failure is unique because it stems from supply chain and technical issues rather than purely financial mismanagement. This contrasts with past collapses such as Jet Airways and Kingfisher Airlines, which failed due to financial and operational challenges.
Other airlines such as IndiGo and SpiceJet are also grappling with similar engine problems, having grounded multiple aircraft. However, IndiGo’s larger and more diverse fleet helps it better absorb the shock.
Market Shake-Up: Who Benefits and What It Means for Fares
With Go First’s exit, major competitors like IndiGo, Air India, SpiceJet, and even newer players like Akasa Air stand to gain market share. But this shift may come at a cost to passengers. Experts predict ticket prices on former Go First routes could surge by 50-60% over the coming months, as fewer airlines vie for the same passengers.
This shortage of capacity, combined with rising operational costs, means some budget-friendly options in the short term. Airlines will have to balance meeting strong demand with maintaining profitability amid ongoing supply chain challenges.
Lessons Learned and Industry Impact
Go First’s bankruptcy underscores the precarious nature of India’s aviation sector, especially for low-cost carriers trying to scale rapidly. The airline’s failure highlights the critical importance of:
Prudent financial management, especially debt control
Flexible and timely operational strategies during crises
Realistic growth planning aligned with available resources
Transparent communication with stakeholders during hardships
The bankruptcy has sent ripples across the Indian aviation market. Investors are now more cautious, and other carriers are re-evaluating their expansion plans in light of Go First’s experience. It remains a cautionary tale of how even promising companies can falter without solid foundations.
Conclusion
Go First’s story is a mix of ambition, careful strategy, personal vision, and harsh realities. It shows that in India’s competitive aviation space, slow and steady growth isn’t always enough to survive. Leadership stability, aggressive scaling, and adapting to rapid market changes are crucial. Although Go First’s dream didn’t fully take flight, Jeh Wadia’s efforts kept it going longer than many others, leaving behind lessons for future airline ventures in India’s ever-changing skies.
What was GoAir and why did it change its name to Go First?
GoAir was a low-cost airline launched in 2005 by the Wadia Group. In 2021, it rebranded as Go First to present a modern, customer-focused image, expand its fleet, and increase domestic and international routes.
When did Go First file for bankruptcy?
Go First announced its bankruptcy filing in May 2023, just two years after rebranding from GoAir, surprising both regular travellers and industry experts.
Who were Go First’s main competitors in the Indian aviation market?
Go First competed with major airlines such as IndiGo, SpiceJet, Air India, and newer entrants like Akasa Air in India’s crowded low-cost carrier segment.
India’s startup and business ecosystem saw significant funding activity and corporate developments on 14 August 2025. Several companies across fintech, AI, digital infrastructure, and consumer brands secured fresh capital to fuel growth and innovation. Alongside key corporate updates and market moves, ranging from major share sales and leadership changes to strong financial results, shaped the day’s headlines. Here’s your quick roundup for the top funding deals and key business highlights in India today.
Daily Indian Funding Roundup – 14 August 2025
Company
Round
Amount
Lead Investor(s) / Notable Participants
Shivalik Small Finance Bank
Equity
₹100 crore
SMBC Asia Rising Fund – Japan; Accel; Quona Capital; Lightspeed; Sorin Investments
TMRW (Aditya Birla Group)
Strategic investment
₹437 crore (~$50 million)
ServiceNow Ventures
Shreetech Data
—
$4.5 million
Aarii Ventures (Kothari family); Cello Family Office
Refold AI
Seed
$6.5 million
Eniac Ventures; Tidal Ventures (co-led)
TplusA (Furniture hardware)
—
$5.5+ million
Livspace; personal cheques from Ramakant Sharma (Livspace) & Nishant Sharma (Kedaara Capital)
Shivalik Small Finance Bank raised INR 100 crore
Shivalik Small Finance Bank secured INR 100 crore in a funding round led by SMBC Asia Rising Fund, the corporate venture arm of Japan’s Sumitomo Mitsui Banking Corporation. Existing investors Accel, Quona Capital, Lightspeed, and Sorin Investments also participated. The funds will be used to strengthen the bank’s technology infrastructure, expand hiring, and scale its banking-as-a-service (BaaS) offerings to serve MSME and retail customers in semi-urban and rural areas.
Shreetech Data raised $4.5 million
Mumbai-based Shreetech Data secured $4.5 million from Aarii Ventures (Kothari family) and Cello Family Office. The funding will support the expansion of its integrated operations across data centres, power infrastructure, and in-house manufacturing of critical components.
Refold AI raised $6.5 million in seed funding
Bengaluru- and San Mateo-based Refold AI raised $6.5 million in a seed round co-led by Eniac Ventures and Tidal Ventures, with participation from Better Capital, Ahead VC, Karman Ventures, Z21, and others. The startup builds AI-native infrastructure to automate enterprise API integrations. Funds will be used to hire engineering talent, deepen product integrations, and expand enterprise adoption.
TplusA (Furniture Hardware) raised $5.5+ million
Furniture hardware and accessories startup TplusA (formerly GOTC India) raised over $5.5 million from Livspace, along with personal investments from Ramakant Sharma (Livspace) and Nishant Sharma (Kedaara Capital). The capital will help establish a manufacturing facility in Madhya Pradesh and integrate supply chains with Livspace’s operations.
TMRW (Aditya Birla Group) raised INR 437 crore (~$50 million)
TMRW, the Aditya Birla Group’s house of digital-first fashion brands (including Bewakoof, Wrogn, The Indian Garage Co., and Nobero), raised INR 437 crore (~$50 million) from ServiceNow Ventures. The investment will boost TMRW’s technology platform, enhance AI-driven consumer insights, and expand its omnichannel brand portfolio.
Key News Highlights for 14 August 2025
Sands Capital trimmed a ₹191 crore stake in BlackBuck in under a week
Sands Capital Private Growth II sold approximately 1.46% of BlackBuck (Zinka Logistics Solutions) via two block deals on 13 August 2025, offloading around 26.3 lakh shares at INR 515.66/share, worth about INR 135.6 crore, after a previous sale of 10.68 lakh shares (0.6%) at INR 520.47 on 8 August. The combined sell-off amounts to roughly INR 191 crore, reducing Sands Capital’s holding by nearly 2.06%. The selling is viewed as a partial profit-booking post-IPO, with domestic institutional investors and HNI figures likely buyers.
Abha Maheshwari resigned as CEO of ALLEN Digital
Abha Maheshwari, CEO of ALLEN Digital, announced her resignation on 14 August 2025, taking to LinkedIn to share that she would be stepping down and “taking a pause” before her next move. The timing comes after almost two years in the role, though no immediate successor has been named.
Fractal crossed INR 2,700 crore revenue in FY25, returned to profitability
Analytics and AI solutions firm Fractal reported consolidated revenue of INR 2,765 crore for FY25, marking a 26% increase over FY24’s INR 2,196 crore. Subscription income surged 167% to INR 64 crore, while core analytics services grew 24% to INR 2,701 crore. With efficient cost controls, Fractal achieved a net profit of INR 221 crore, reversing FY24’s net loss of INR 55 crore. It has filed an initial public offering DRHP with SEBI, targeting a raise of up to INR 4,900 crore via fresh issuance and offer-for-sale.
In the fast-paced startup ecosystem, protecting intellectual assets is no longer optional, it’s essential. Whether it is a unique product, a specific brand name or original materials, a startup should quickly secure its innovations to prevent and create long-term value. Understanding the difference between trademarks, patents, and copyrights helps the founders make informed decisions on the basis of their business model and development strategy first.
Understanding the Core IP Types for Startups
Every startup should understand the three primary forms of intellectual property protection to secure its key business assets from the beginning.
A trademark protects your brand identity – this includes your business name, logo, tagline and even product packaging. Through trademark registration, Startups can legally require ownership of their brand elements, prevent duplication in the market and build trust with customers and investors.
A patent protects your inventions, whether it is a new product, process or technology. Patent startup provides special rights to use, produce and sell their invention for 20 years, making it an important tool for product-driven businesses that want to prevent competition and attract money.
A copyright protects original works such as materials, software codes, designs, videos and marketing materials. For the startup in the media, technology or creative industries, Copyright ensures that their intellectual efforts are legally made by them and are not reproduced without permission.
Why IP Registration is Crucial for Startups
In the early stages of building a business, it is not just a legal step to protect intellectual property – this is a strategic step that defines development, reputation and market stability.
Here’s why startups must prioritise IP registration:
Competitive Advantage: Securing your trademark, patent, or copyright ensures that the brand identity, invention or original works cannot be copied or reused legally, giving you a clear advantage in the market.
Investor Attraction: Registered IP makes investors strengthen your pitch by demonstrating ownership of main competitors, such as unique branding, patent technology or copyright-protected materials.
Legal Enforcement: With formal protection through trademark registration, patent supplementation or copyright certificates, Startups can apply their rights and take action against violations or repetitions.
Monetisation: Intellectual property can be licensed or sold, which helps startups earn revenue from the inventions, brands or creative functions.
Credibility and Trust: Registered IP forms Trust among customers, partners and investors by pointing out authenticity, professionalism and long-term professional intentions.
What to Register First and Why
For a startup that manages limited resources, choosing the right intellectual property for the first registration is a strategic decision that can affect branding, financing and protection.
Start with trademark registration if your startup has a unique brand name, logo or slogan. Registration of a trademark protects your brand identity, prevents copies and supports marketing, packaging and customer recognition from daytime. This brand creates loyalty and reliability – especially important when entering a competitive market.
Consider patent registration early if your startup revolves around a novel product, process, or technological innovation. Patents protect the origin of your business model and can dramatically increase your company. When your innovation is safe following patent law, investors are more likely to commit, and that ensures uniqueness in the market.
If the value of your startup is contained in basic materials such as software code, site content, graphics, product design or creative media, you can register for Copyright. Copyright registration is important for legally establishing ownership and preventing others from abusing or reproducing the content without permission, especially in digital and creative industries.
Risks of Not Registering (or Delaying Registration)
Delaying trademark registration, patent registration, or copyright protection can expose startups to long-term challenges that are often expensive and irreversible.
A startup that leaves the first registration risk, if any other files are in front of them, loses its rights on the name, invention or work. Without legal ownership, even original ideas can be appropriated by others who work quickly.
Failure to secure your IP can lead to expensive disputes – such as violation suits or objections – to force the startup into a legal struggle that delays financing and operations.
In the absence of appropriate IP protection, companies may be forced to spend on losing a name or identity that was not a trademark. It affects marketing materials, domain names and customer recognition.
Lack of IP clarity can cause investor disinterest. Investors view unregistered assets as risk zones and may avoid putting money into ventures that haven’t protected their core intellectual property.
Finally, registration cannot cause market confusion – when competitive or non-related parties use the same name, design or products, it reduces your identity and reduces your appearance.
Building a Comprehensive IP Strategy for Sustainable Growth
For startups aiming to scale, creating an effective intellectual property (IP) strategy is not just beneficial, it’s essential to long-term stability and brand value.
A holistic approach involves coordinating trademark registration, patent registration and copyright protection with your business goals. Instead of assuming IP as a later, startups should ensure that all core marks, products and material assets are safe and legally secured from the beginning.
A phase security plan helps to manage costs and legal deadlines effectively. Early phase business can begin with trademark registration for branding and follow patent registration for major inventions, gradually increasing the trade by incorporating Copyright protection for digital and creative assets.
Continuous monitoring of registered intellectual property holds the startup alert for potential violations, repetitions or abuse. This vigilance helps maintain market status and uses your rights to a competitive place where replication is common.
Finally, engaging with the right experts, including an intellectual property lawyer service, ensures that all filings, renewals, and enforcement actions are handled accurately and on time. Professional guidance allows startups to navigate legal complexities while focusing on core business development.
Conclusion
For startups, understanding and prioritisation of intellectual property conservation is an important part of long-term success. Whether it is through trademark registration to protect the brand identity, patent registration for new products or copyright for original material, timely action helps prevent future risk and establish a clear marketing ownership. Missed rights, legal struggles and investors can be reduced by postponing IP registration. By building a strategic, phased approach and working with intellectual real estate experts, startups can protect their innovations, promote reliability and support permanent trade development in a rapidly competitive and IP-driven ecosystem.
New Delhi, August 13, 2025: The 11th edition of India’s foremost annual affiliate marketing conference — the India Affiliate Summit — is all set to return in a significantly larger avatar as CLICK 2025, covering all the sub-sectors under the broad umbrella of performance marketing. Organised by the Internet and Mobile Association of India (IAMAI), CLICK 2025 will be held on August 20-21 at Andaz, New Delhi. The conference will bring together the movers and shakers of India’s performance and growth marketing landscape, showcasing the industry’s transition from traditional affiliate models to an integrated, ROI-driven ecosystem.
This year’s summit will feature keynotes, masterclasses, panel discussions, and networking sessions, focusing on developments across affiliate marketing, e-commerce, D2C, programmatic advertising, influencer and creator-led commerce, AI-driven personalisation, retail media, and in cross-border engagements. Industry experts will share insights into how marketers are adopting new technologies, forming strategic partnerships, and building data-led funnels to improve business outcomes.
Among the major speakers at CLICK 2025 are Lee-Ann Johnstone, Founder of Affiverse; Urmesh Chandra, Digital Marketing Head, PolicyBazaar; Rajiv Dubey, Vice President – Marketing, Dabur India; Sidharth Shakdher, CMO & Business Head, Paytm; Vikram Singh, Digital Marketing Head, ITC Hotels; Anchit Chandra, Digital marketing Head & CRM, Muthoot Fincorp ONE; Dennis Yu, CEO, Blitz Metrics; Parul Bhargava, CEO, vCommission; Srikanth Bureddy, Co-founder, Valueleaf; Sanjay Sindhwani, CEO, Indian Express Digital.
For brands and advertisers, CLICK 2025 will offer a strategic platform to discover new-age acquisition models, improve ROAS, and identify the right technology and agency partners. For publishers, creators, tech platforms and affiliate networks, the summit will provide opportunities to showcase innovations, engage in high-value conversations, and build collaborative ventures. A knowledge booktitled, Scaling D2C Success with Affiliate Marketing,will be launched at the summit.
The partners and exhibitors for CLICK 2025 are vCommission, Valueleaf, Singhtek, Apptrove by Trackier, Confluencr, MGID, Affise, GrabOn and Offer18. The conference is also supported by ONDC.
The Internet and Mobile Association of India (IAMAI) is a not-for-profit industry body with more than 600 members, including Indian and multinational corporations, as well as start-ups. IAMAI has been instrumental in shaping India’s digital economy. IAMAI advocates free and fair competition, and progressive and enabling laws for businesses as well as for consumers. The overarching objective of IAMAI is to ensure the progress of the internet and the digital economy. Its major areas of activities are public policy and advocacy, business to business conferences, research, promotion of start-ups and promotion of consumer trust and safety.
On August 13, Swedish retailer IKEA India announced the opening of its first location in Delhi, at the Pacific Mall in Tagore Garden. With more than 2,000 products on display and about 800 available for immediate purchase, the 15,000-square-foot store brings the IKEA experience closer to households in West Delhi and the surrounding areas.
IKEA’s Strategy for Accessibility and Affordability in India
By emphasising accessibility, affordability, and localisation, IKEA India hopes to strengthen its position in the nation’s retail market with the opening of the Pacific Mall. The brand’s online debut in the NCR in March of this year was followed by the launching of the Delhi shop.
It is a component of IKEA India’s larger omnichannel strategy, which also includes Plan and Order Points, large-format shops, city stores, and e-commerce. According to a statement from the firm, IKEA hopes to provide a smooth and customised shopping experience through these many formats and services, whether customers are shopping in person or online.
‘One Click, 30 Minutes Away’ Concept Explained
For its Delhi location, IKEA has embraced the “One Click, 30 Minutes Away” business concept. Large-format stores in Bengaluru, Hyderabad, and Navi Mumbai offer a comprehensive experience, while city stores in South Mumbai and West Delhi now offer curated solutions and planning services in high-traffic urban areas.
E-commerce makes it simple to access the entire selection online, and the Plan and Order Point concept in East Bengaluru meets individualised needs such as kitchens and wardrobes. According to the firm, two full-format IKEA experience stores are presently being developed in Noida and Gurugram.
The opening of IKEA’s first store in the centre of the bustling city is a significant milestone for the brand, according to Patrik Antoni, CEO of IKEA India. The firm is thrilled to provide the many people in Delhi the chance to touch and feel the IKEA items.
Since the house is where it all begins, IKEA intends to encourage the many Delhites to view their homes in a fresh manner after carefully analysing the market. The company’s dedication to making IKEA more approachable, pertinent, and motivating for a greater number of Indians is reflected in this new store.
Key Features of the 15,000 Sq Ft IKEA Delhi Store
About 800 smaller “cash-and-carry” goods will be available for quick purchase at the recently constructed 15,000-square-foot IKEA store in West Delhi’s Pacific Mall, out of 2,000 items on display.
Additionally, customers can order any item from IKEA’s entire inventory, including kitchens, which will be delivered from its Farrukhnagar customer distribution centre. Visitors have access to the complete IKEA catalogue, even though only a selection is on display, Saiba Suri, Country Customer Fulfilment Manager, IKEA India, informed the media.
IKEA’s Customer Distribution Centre (CDC) in Farrukhnagar will supply the Delhi store, which is a city-format location. In accordance with a regular replenishment strategy, products will be refilled every day as sales take place.
Accenture and Qatar Airways are collaborating to use artificial intelligence (AI) technology to transform the aviation sector. The objectives of this strategic alliance are to improve overall airline group performance, maximise operational efficiency, and elevate the customer experience.
Qatar Airways and Accenture Launch AI Skyways to Transform Aviation
In order to further establish the multiple award-winning airline as a leader in aviation AI and advance technology in the area and beyond, Qatar Airways and Accenture have partnered to create “AI Skyways”.
Key Goals of the AI Partnership
With its data and platform capabilities, value realisation office that will measure and maximise the value of AI efforts, and responsible AI practices, AI Skyways will set the groundwork for delivering value-led AI initiatives throughout the Qatar Airways Group.
These will speed up the adoption of AI solutions for a range of aviation use cases, such as improving predictive maintenance, streamlining flight schedules, and customising customer interactions. This will free up Qatar Airways, which Skytrax named the World’s Best Airline in 2025, to concentrate on providing outstanding travel experiences. In order to maintain development and adaptability and bolster its resilience to shifting market demands, Qatar Airways will also be able to investigate future trends and applications of AI in the aviation sector.
Qatar Airways’ Vision as a Digital-First Airline
This programme is essential to Qatar Airways’ ongoing transformation into a digital-first company, which uses AI and other cutting-edge technology to streamline operations and improve decision-making.
According to Engr. Badr Mohammed Al-Meer, Group Chief Executive Officer of Qatar Airways, the company’s collaboration with Accenture to launch AI Skyways marks a critical turning point in its ascent to prominence in AI-driven aviation. AI Skyways will use AI to rethink a number of Qatar Airways Group functions, including operations and customer service, in order to give customers a smooth and enjoyable journey.
The collaboration will also concentrate on using AI for real-time data analysis in order to enhance operational responsiveness and decision-making skills.
Responsible AI Deployment in Aviation
Qatar Airways is putting forth great effort to create innovative AI-powered solutions that can be applied to other projects in the future. In order to ensure that the technology benefits all parties involved, the airline will implement strict ethical standards, data privacy safeguards, and ongoing monitoring as part of its commitment to responsible AI deployment.
Together, Qatar Airways and Accenture are implementing cutting-edge technologies and creative methods of operation to generate new value for the airline and its passengers, according to Julie Sweet, Chair and Chief Executive Officer of Accenture.
This goal is fuelled in large part by Duo’s AI Skyways alliance, which integrates and scales AI to provide passengers with exceptional travel experiences and increase value for the airline company.
The National Payments Corporation of India (NPCI)’s worldwide card payment network, RuPay, has established a one-year strategic alliance with BookMyShow, an entertainment company, to introduce the “Live Events Passport”.
What is the RuPay–BookMyShow Live Events Passport?
For RuPay users throughout India, the programme seeks to offer seamless payment options together with unique cultural and recreational experiences. The collaboration, which was announced on 12 August, will function through both digital and physical touchpoints, guaranteeing a seamless payment and entertainment experience.
NPCI claims that this partnership will establish RuPay as more than just a means of payment but as “an enabler of rewarding and relevant experiences.”
Key Benefits for RuPay Cardholders?
In addition to the extensive calendar of live concerts and performances on BookMyShow, RuPay cardholders will have unique access to some of the platform’s most well-known events, such as Sunburn, Lollapalooza India, and Bandland, through the Live Events Passport.
Events Included in the Live Events Passport
Early pre-sale ticket access, priority ticketing areas, carefully chosen food and drink options, exclusive merchandising privileges, and fast-lane admission for on-site top-ups are all included in the perks package. Additionally, cardholders will have access to exclusive lounge facilities at a few locations, offering a more upscale on-ground experience akin to the VIP lounges offered by HSBC and Kotak Mahindra.
RuPay will build up its own experience zones at significant events to increase brand engagement. It is anticipated that these lounges and activation areas would function as first-rate locations for patrons to congregate, further fusing entertainment with lifestyle advantages.
BookMyShow on Expansion Spree
BookMyShow, a major force in India’s live entertainment market, keeps adding international performers and major festivals to its lineup. The partnership, according to the business, comes as the Indian live entertainment market is “undergoing a remarkable transformation,” propelled by consumers looking for experiences that are immersive, personalised, and packed with value.
A younger population, more disposable wealth, and easier access to international music and cultural festivals have all contributed to India’s significant increase in demand for live events. Partnerships like RuPay and BookMyShow are part of a larger trend in the industry where lifestyle platforms and payment networks come together to provide packaged experiences.
How This Partnership Boosts India’s Live Entertainment Market?
RuPay’s payment solutions will be integrated with BookMyShow into important customer touchpoints, facilitating quicker and easier ticket purchases and granting access to special benefits. It is anticipated that the collaboration will increase RuPay’s attractiveness to tech-savvy and experience-driven customers, particularly in tier-1 and metropolitan areas.
This agreement also fits with RuPay’s overarching brand strategy, which uses both digital marketing and in-person activations to link itself with high-engagement consumer groups, including sports, music, and cultural events.
Pratiksha Bajikar
