Elon Musk’s X Corp filed a case challenging the power of government officials to impose information blocking orders, but the Karnataka High Court dismissed it on 24 September. The court ruled that social media must be regulated, especially when it comes to offences against women, since failure to do so may result in the railroading of a citizen’s constitutionally guaranteed right to dignity.
Why X Went to High Court?
Formerly known as Twitter, X Corp had petitioned the Karnataka High Court to rule that government officials lacked the authority to impose blocking orders under Section 79(3)(b) of the Information Technology Act, 2000.
Rather, the business said that the only law that adequately supported such an action was Section 69A of the Act, as read with the Information Technology (Procedure and Safeguards for Blocking Access of Information by Public) Rules, 2009. On the basis of blocking orders granted under Section 79(3)(b), the platform also requested directives prohibiting different ministries from pursuing coercive measures against it.
X also requested temporary protection from being forced to sign up for the government’s “Sahyog” portal. Arguments on the petition came to an end in late July after it was heard for several months. Prior to issuing its order on September 24, the court had reserved it on July 29.
HC Told X Communication is Always Matter of Governance
Regardless of the media, regulating communication has always been a concern of government, Justice M. Nagaprasanna stressed in his dictating the order. The speed and dissemination of information and communication have never been allowed to go amok or be uncontrolled. The court observed that it has long been a topic of regulation.
Justice Nagaprasanna issued a warning against applying American legal logic to the Indian setting. Even in the United States, he said, the judicial mindset has completely changed in the area of free expression. It is impossible to introduce American judicial philosophy into Indian constitutional philosophy.
The Centre had rejected X’s argument, arguing that communication that was illegal or unconstitutional could not be given the same level of constitutional protection as speech that was lawful.
Quick
Shots
•Court says regulation is essential to
protect citizens’ right to dignity, especially in cases involving offences
against women.
•X argued that blocking orders under
Section 79(3)(b) of the IT Act were invalid and only Section 69A allowed such
action.
•The company sought to stop ministries
from taking coercive action and avoid mandatory registration on the
government’s Sahyog portal.
•Justice M. Nagaprasanna stated that
communication has always been subject to governance, regardless of the
medium.
•Court cautioned against applying
American free speech logic in the Indian constitutional context.
•Hearing concluded in July, with the
final verdict delivered on September 24, 2025.
On September 4, 2025, the K.P. Sharma Oli government banned up to 26 social media sites, including YouTube, Facebook, Instagram, and X (previously Twitter), claiming that they had not complied with Nepal’s registration criteria by the deadline.
The Ministry of Communications and Information Technology announced in a public notice that it has directed the Nepal Telecommunication Authority to deactivate any social media platforms that are not registered until they are. Following several petitions, the government once more gave social media companies seven days to register in Nepal on August 28. That deadline ended on the evening of September 3.
Stern Notice to Social Media Platforms
The Ministry’s representative, Gajendra Thakur, stated on the afternoon of September 3 that the government hoped social networking companies would contact them before midnight. He claimed that the government would take appropriate action if they didn’t.
At a meeting held at the Ministry on 4 September, it was decided to impose the ban because no one came forward. Supporters of free speech have criticised the action, claiming it is more about censoring opposing views than it is about regulation. They think that many social media businesses may have refused to register because they felt the government’s registration requirements, which include strict inspection and control procedures, were unreasonable and offensive.
Ban Hampering Nepal’s Image: Acharya
The Centre for Media Research’s director, Ujjwal Acharya, referred to the decision as shortsighted and claimed that the ban will harm Nepal’s reputation as a democratic country. According to Acharya, the government made the choice without considering how it would affect regular people. This choice will damage Nepal’s democratic image for years to come and will leave a bad impression on the world stage.
A recent Supreme Court decision and the government’s own Directives Relating to the Regulation for Usage of Social Media served as the foundation for the decision to ban the websites. The highest court in Nepal ruled two weeks ago that social media and internet platforms, whether they are native or foreign, must be required to register with a relevant government.
However, Mr Acharya contends that the government’s impractical requirements are the reason platforms have not complied. He claims that the Nepali government’s suggested oversight and control procedures are just too invasive. TikTok was prohibited by the then-Pushpa Kamal Dahal government in November 2023, which sparked intense outrage.
Oli Government in the Firing line
The Oli government has been criticised for being more retaliatory towards online critics since it took office almost 14 months ago. Its attempt to pass a new social media regulation bill earlier this year was also strongly opposed. Experts cautioned that the government was trying to regulate almost all internet activity under the pretence of regulation.
In the most recent instance, the government had already issued four registration requests to platforms, each with a comparable deadline. However, only the Ministry made those prior requests. This time, a Cabinet decision issued the registration directive. Social media users blasted the ban as soon as it was announced, calling it foolish, injudicious, and an example of the government shooting itself in the foot. Many users posted what they claimed to be their final remarks since they thought the platforms would fall down at any time.
Quick
Shots
•Platforms failed to comply with
Nepal’s mandatory registration rules by the September 3 deadline.
•Ministry of Communications ordered
ISPs to block unregistered platforms; says it’s about regulation and
compliance.
•Free speech advocates claim the move
is political censorship rather than regulation.
•Ujjwal Acharya warns ban will damage
Nepal’s democratic image and global reputation.
From the time the internet took over – very few companies have experienced the highs and lows quite like Yahoo. Once a global tech giant and pioneer of the internet era, Yahoo’s downfall serves as a cautionary tale for businesses in this massive, competitive tech industry. Well, come on. Not every day, you come across a company that had it all figured out, before getting lost in this sea of Google-owned products, suites, and businesses. As fascinating as it gets, this is the story of the poster boy of search engines in the early 2000s and how quickly it became irrelevant. In this comprehensive analysis, we will dive deep into the factors that led to Yahoo’s failure, exploring mismanagement, strategic errors, technological shifts, intense competition, and what happened to Yahoo!
Founded in January 1994 by Jerry Yang and David Filo, Yahoo started as a humble project called “Jerry and David’s Guide to the World Wide Web.” Little did they know that their venture would grow into a global tech powerhouse that would shape the internet as we know it today.
Yahoo’s initial mission was to organise and categorize the rapidly expanding World Wide Web. At a time when search engines were scarce, Yahoo’s directory of websites provided users with a structured and intuitive way to navigate the vast depths of the internet. It became the go-to starting point for countless internet users, propelling its popularity.
As the 1990s progressed, Yahoo evolved beyond a mere directory. It expanded its services to include email (Yahoo Mail), news (Yahoo News), instant messaging (Yahoo Messenger), and more. These services were integrated into the Yahoo portal, creating an all-in-one destination for Internet users. Yahoo had become an integral part of internet culture.
Acquisitions and Partnerships
Yahoo was very successful in the late 1990s and early 2000s. The company made a lot of money and became very popular. It went public in 1996, raising $33.8 million in its IPO. By the end of the decade, Yahoo’s value grew to $125 billion, making it one of the world’s most valuable companies.
During this time, Yahoo bought several companies to grow bigger and offer more services. Some important purchases were GeoCities, a web hosting platform, and Broadcast.com, a streaming media company. These smart moves helped Yahoo become a major internet company.
Stage
Year(s)
Key Events
Impact
Rise
1994-2000
Founded by Stanford students Jerry Yang and David Filo-Becomes a popular directory of websites, email service, and news portal-IPO in 1996
Dominated the early web as a one-stop shop for information and services.
Missed Opportunities
2000-2004
Declined to acquire Google-Passed on buying Facebook
Failed to capitalize on emerging technologies like search and social media.
Stagnation & Decline
2005-2014
Internal leadership struggles and lack of vision-Failure to adapt to changing user behavior and mobile technology
Lost relevance in the internet landscape.
Fall & Acquisition
2015-2017
Data breaches and security issues damaged brand reputation-Declining revenue and profits-Acquired by Verizon
Lost independence and became a part of a larger company.
Present
2018-Present
Operates as a subsidiary of Verizon Media, focusing on email and news.
Remains a recognizable brand but lacks its former prominence.
The Challenges and Missteps
After its meteoric rise, Yahoo faced a series of challenges and strategic missteps that ultimately led to its downfall.
Missed Opportunities
One pivotal moment in Yahoo’s decline was its decision to pass on the opportunity to acquire Google in its infancy for a mere $5 billion. This decision allowed Google to dominate the online search and advertising space, leaving Yahoo struggling to keep up.
Furthermore, the emergence of social media giants like Facebook and Twitter diverted user attention and advertising revenue away from Yahoo’s properties. As user engagement declined and consumers flocked to other platforms, Yahoo failed to take timely action.
Leadership Crisis
From the late 1990s to the 2010s, Yahoo experienced a revolving door of CEOs, each bringing their vision and strategy. This lack of continuity in leadership resulted in a lack of clear long-term vision and strategic direction. The constant shifts in corporate strategy confused employees and scared off investors.
Even when co-founder Jerry Yang returned as CEO in 2007, Yahoo missed crucial opportunities, including the failure to acquire Google. Subsequent CEOs, such as Carol Bartz, Scott Thompson, and Marissa Mayer, were unable to reverse Yahoo’s decline.
Data Breaches and Controversies
In the early 2010s, Yahoo faced a series of high-profile data breaches that severely damaged its reputation. The first breach, which occurred in 2013 but was not disclosed until 2016, affected over 3 billion user accounts. The breach exposed sensitive data, shaking the tech community and Yahoo users.
To make matters worse, in 2014, Yahoo experienced another significant data breach, impacting at least 500 million user accounts. These breaches raised serious concerns about Yahoo’s security practices and further eroded its user trust.
Before its decline, Yahoo company made a series of failed acquisitions that drained its resources and distracted the company from its core business. Acquisitions like Broadcast.com in 1999 quickly became irrelevant as technology evolved, representing major financial missteps.
One of Yahoo’s most infamous acquisitions was Tumblr, a microblogging platform purchased for $1.1 billion. While the acquisition aimed to tap into Tumblr’s youthful user base, Yahoo struggled to monetize the platform effectively and failed to retain its community. Tumblr’s value plummeted, further contributing to Yahoo’s downfall.
Missed Opportunities with Alibaba
One of Yahoo’s bright spots was its early investment in Alibaba, the Chinese e-commerce behemoth. In 2005, Yahoo invested $1 billion in Alibaba, fueling its rapid growth. However, as Alibaba expanded and diversified, it became evident that Yahoo could have reaped even greater returns from this investment.
In a pivotal moment, Yahoo’s then-CEO, Marissa Mayer, sold a significant portion of its Alibaba shares to address tax concerns. This decision left billions of dollars on the table, missing out on the potential windfall from Alibaba’s subsequent success.
Yahoo’s Transformation and Current State
After a series of costly mistakes, Yahoo underwent a turbulent transformation. In 2017, Verizon Communications acquired Yahoo’s core internet business for approximately $4.48 billion. This acquisition aimed to bolster Verizon’s digital advertising and media portfolio.
Yahoo’s remaining assets, primarily its stake in Alibaba Group and other investments, were rebranded as Altaba Inc. The focus shifted to monetizing these holdings. However, Yahoo’s struggles did not end there. The internet business acquired by Verizon was merged with AOL to form Oath Inc., later rebranded as Verizon Media Group. Despite efforts to compete in the digital media and advertising space, Verizon Media Group faced challenges in an industry dominated by tech giants like Google and Facebook. In 2021, Apollo Global Management acquired Verizon Media Group for $5 billion, marking another transition and rebranding effort. The company returned to its iconic Yahoo name.
Today, Yahoo is transforming its new owner. It has streamlined its workforce and focuses on core businesses like Yahoo Mail, Finance, and Sports. The company is also exploring new growth opportunities, as seen with the recent acquisition of the peer-to-peer sports betting app Wagr.
Revenue of Yahoo from 2004 to 2016
Lessons to Learn from Yahoo’s Downfall
Yahoo’s failure offers valuable lessons for businesses in the tech industry:
Embrace Innovation and Adapt: Stay ahead of technological shifts and evolving user behaviour. Failure to adapt to changing trends can lead to irrelevance.
Maintain a Clear Vision: Establish a clear long-term vision and strategic direction. Continuity in leadership is crucial for aligning efforts and avoiding confusion.
Prioritise User Trust and Security: Protect user data and maintain robust security measures. Data breaches can severely damage a company’s reputation and erode user trust.
Make Strategic Acquisitions: Be cautious when making acquisitions. Ensure they align with the company’s core business and have a clear path to profitability.
Capitalise on Opportunities: Be open to seizing opportunities and taking calculated risks. Missing out on game-changing acquisitions can have long-lasting consequences.
Focus on Core Competencies: Avoid spreading resources too thin. Concentrate on strengthening core businesses and nurturing growth opportunities.
Learn from Mistakes: Reflect on past missteps and use them as learning opportunities. Continuously adapt and improve to stay competitive.
Maintain a Strong Leadership: Strong leadership is essential for a company’s success. Yahoo’s leaders made some poor decisions that weakened investor trust and slowed the company’s growth.
In conclusion, Rise and downfall of Yahoo serve as a reminder of the quick-turn nature of the tech industry. No matter what you are doing & how it is important to remember that you aren’t irreplaceable. It is important to understand that the times demand innovation of an unprecedented level, especially with the advent of AI– the times are changing in the blink of an eye. What was prevalent yesterday isn’t relevant today and what will be relevant tomorrow is known to none. In times like these, we can only work to the best of our abilities and make things work. That’s all we can do! Yahoo’s story reminds us of just that. It is a note to the fact that change is a constant, and if we do not hold on to the opportunities that come our way, we may become irrelevant, sooner or later!
FAQs
Why did Yahoo fail?
Passing on acquiring Google and Facebook, failing to adapt to search and social media trends, internal leadership struggles, data breaches, and misguided acquisitions.
What are the key takeaways from Yahoo’s story for businesses?
Embrace innovation, adapt to change, maintain a clear vision, prioritize user trust and security, make strategic acquisitions, capitalize on opportunities, focus on core competencies, and learn from mistakes.
What is Yahoo’s focus today?
Yahoo focuses on core businesses like Mail, Finance, and Sports under Apollo Global Management, exploring new growth opportunities like sports betting.
What are Yahoo failed acquisitions?
Yahoo’s failed acquisition include Broadcast.com and Tumblr.
According to a media outlet, the Department of Telecommunications (DoT) has ordered all social media companies, including Meta, Instagram, Google, and X, to take down particular apps or content that help users commit violations of the Telecommunications Act of 2023. This warning comes after some social media influencers were reported to have given users instructions on how to change their calling line identity (CLI) while making calls, which would result in the recipient seeing a different number. According to the advice, this is technically known as CLI spoofing, which is the altering of telecommunication identity. Such tampering is expressly prohibited by the Telecommunications Act.
Why DoT has Directly Stepped in?
Since social media platforms are under the jurisdiction of the Ministry of Electronics and IT, the DoT normally does not deal with them; however, in this case, it stepped in since the content on the sites allowed users to break the Telecommunications Act. According to a source cited in the paper, any person or platform that promotes the misuse or manipulation of telecommunication identification must be stopped. By February 28, social media companies are expected to verify that they are complying with the directive.
Legal Ramifications and Prohibitions
According to the advice, tampering with telecommunication identification is expressly prohibited by Section 42(3)(c) of the Telecommunications Act, 2023. While Section 42(7) of the Act stipulates that such offences are cognisable and non-bailable notwithstanding anything contained in the 1973 Code of Criminal Procedure, Section 42(3)(e) forbids obtaining subscriber identity modules or other telecommunication identification through fraud, cheating, or impersonation. These charges carry a maximum sentence of three years in prison, a maximum fine of INR 50 lakh, or both. The advice stated that “those who abet any offence under the Act also envisage the same punishment under Section 42 (6) of the Act.”
According to DoT, social media sites and application hosting platforms must remove any content or programs that encourage or permit the tampering of telecom identifiers (such as CLI, IP address, IMEI, etc.) because doing so aids users in committing crimes. The advice further stated that action against such companies may be taken for creating or disseminating content that aids in the commission of offences under the Telecommunication Act, 2023, in addition to removing such content or applications.
ITU and DoT Collaborate on AI-Powered Digital Twins
A strategic relationship aimed at improving AI-driven digital twin technologies has begun with the signing of a Letter of Intent (LoI) between the Department of Telecommunications (DoT) and the International Telecommunication Union (ITU). The goals of this partnership are to advance sustainable development, create international standards, and stimulate innovation in infrastructure planning. The LoI will lay the groundwork for a number of projects that will incorporate next-generation technologies—such as digital twins, AI-driven solutions, and IMT-2030 technologies—into frameworks that will help vital industries like healthcare, urban development, and transportation.
In an effort to bolster India’s position as a global leader in digital connectivity, Dr. Neeraj Mittal, Secretary of the Department of Telecommunications, signed the LoI while on an official visit to Geneva. Dr. Mittal talked on India’s leadership in 5G and 6G technologies, AI for digital transformation, and cybersecurity frameworks in talks with ITU leadership, including ITU Secretary-General Ms. Doreen Bogdan-Martin.
Feedback on the draft Digital Personal Data Protection (DPDP) Rules, 2025, is due in 15 days, according to reports from the Ministry of Electronics and Information Technology (MeitY). The deadline will be moved from February 18 to March 3, 2025, a government official told a media house. An official notification confirming the extension is anticipated shortly, according to a media report. The provisional terms for implementing the DPDP Act, which was approved by Parliament in 2023, were outlined in the government’s January 3 release of the draft DPDP Rules, 2025. When the rules are finished and published, they will give the DPDP Act, which was published in the gazette on August 12, 2023, teeth.
What New DPDP Act Says?
Users under the age of 18 are considered children under the DPDP Act, which requires social media companies and online middlemen—also referred to as data fiduciaries—to have express parental approval before processing their data. According to the draft regulations, digital platforms can only process a child’s data with verifiable parental or guardian consent, which can be verified by a virtual token issued by an authorised body or voluntarily supplied identifying details. Before processing any child’s personal data, MeitY has suggested that all data fiduciaries put in place the proper organisational and technical safeguards to guarantee compliance.
Tech Companies Meeting Government to Carve a Perfect Act
The founders of a number of cutting-edge tech firms, including MobiKwik, OYO, ixigo, and Razorpay, reportedly met with government representatives last month and expressed their worries on the proposed regulations. According to media reports, the talks focused on the role of consent managers, cross-data transfer provisions, and overlap with other sectoral legislation. The Centre’s decision to target data fiduciaries for data privacy is likewise viewed by many experts as a flawed strategy. Ashwini Vaishnaw, the union minister, previously stated that the DPDP regulations will be further improved to shield kids from the risks associated with the internet.
Deleting Personal Data of Inactive Users
According to the new regulations, companies have three years to remove the personal information of inactive users from their sites. Data fiduciaries must notify the Data Protection Board within 72 hours of any data breach. When a data breach occurs, data fiduciaries operating in India will also have to notify each user in “a concise, clear, and plain manner and without delay, through her user account or any mode of communication” that the user has provided.
The nature, scope, timing, and location of the data breach; its effects on the user; the steps being taken to mitigate the risk; and the contact details of the person the user can contact with any questions about the data breach are all included in these details. When an organisation experiences a breach, it must notify the board of the specifics, including the type and scope of the breach, the individuals or incidents that caused it, the corrective actions being taken, and a report on the information provided to the platform users affected by the breach.
According to Bobby Murphy, global chief technology officer (CTO) of Snapchat, the augmented reality (AR) developer ecosystem in India has expanded by over 50% over the last two years. Murphy added that the nation produced the most lenses posted on Snapchat while speaking at the second annual India AR Day in Mumbai. For those who are unaware, lenses are augmented reality experiences that show up within the Snapchat camera.
India is the country with the most lenses published on Snapchat out of all others. Additionally, within the past two years, the developer community has expanded by more than half. “India is a remarkable nation where AR has permeated everyday life,” Murphy added. The business claimed in a statement that over 3.75 lakh developers have created over 4 million AR lenses as part of its worldwide AR developer network.
Developers Pooling in from Metros as Well as Small Cities
According to Snapchat, the state capital and other Indian regions, including Goraya, Prayagraj, Cochin, and Ambala, are home to the company’s AR developers. According to Pulkit Trivedi, managing director (MD) of Snapchat India, the nation is home to over 200 million Snapchat users. “A vibrant community of developers and innovators in India is influencing the direction of augmented reality.
We think a robust developer ecosystem is essential to AR’s long-term success, and we’re still steadfastly dedicated to building this active community,” Trivedi continued. The social media giant further explained its focus on India by stating that it trained developers to create their first AR lenses by holding events like “Lens Studio meet-ups” in places like Surat, Coimbatore, Rajkot, Trichy, Trivandrum, and Gwalior. More than 6,000 AR developers reportedly attended the 120 “meetups” that Snapchat conducted in 2024.
Revealing the Spectacles AR glasses
Additionally, Snap showcased Spectacles, its fifth-generation see-through augmented reality spectacles, which were initially introduced in the US in September 2024. Snap OS, a brand-new operating system created just for the social media network to power its next AR products, powers these AR spectacles.
Without the need for controllers, the operating system’s natural interface puts the main menu in the palm of the user’s hand using their hands and voice. Currently, the company’s AR authoring software, Lens Studio, only allows developers to access it through the Spectacles Developer Program.
Additionally, Snap and OpenAI have teamed up to give developers access to multimodal big language models, which will make it simple for them to create lenses that can detect items in their environment and provide additional information. According to Jayashankar, they make heavy use of GenAI to assist non-developers or inexperienced developers in becoming Lens makers by merely prompting them to publish. Along with workshops and events, the firm also hosts Lensathons, which are hackathons in which developers collaborate with Snap specialists to create lenses or improve the Spectacles and expand the platform’s experiences.
Ola Electric, a manufacturer of two-wheeler electric vehicles (EVs), has received an administrative warning from the Securities and Exchange Board of India (SEBI) for breaking its rules. Ola Electric is facing charges for using social media to reveal important details about a planned shop network expansion before first alerting the stock exchanges. According to the current regulations, listed companies must notify stock exchanges of all material information as soon as possible, but no later than “twelve hours from the occurrence of the event or information.” Bhavish Aggarwal, the founder, chairman, and managing director of the electric vehicle manufacturer, released the information about the planned expansion about four hours prior to the firm sharing the data with the exchanges, according to Ola Electric’s filing with the exchange. In its warning letter to the company, SEBI noted that although the aforementioned information was released on the stock exchanges by Ola Electric at 1:36 PM (BSE) and 1:41 PM (NSE) on December 2, 2024, it was first announced on X (formerly Twitter) at 9:58 AM on the same day by Bhavish Aggarwal, the company’s promoter and Chairman-cum-Managing Director.
Ola Electric Falling to Provide Information to all Investors
The company was also found guilty by the markets authority of not giving all investors the information in a way that was “equal and timely.” The listed EV manufacturer “failed to take into consideration the interest” of all of its stakeholders, SEBI further noted. In its notice to the company, the regulator stated that Ola Electric had violated Regulations 4(1)(d), 4(1)(f), 4(1)(h), and 30(6) of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015. SEBI “warned and advised” the company to be “careful in the future” and to enhance its compliance standards to prevent recurrence of similar occurrences, while acknowledging that it took the violations “very seriously.” Additionally, it warned of “enforcement action” should such incidents recur and instructed the corporation to take corrective action. This comes one week after Pritam Das Mohapatra was named the new compliance officer and corporate secretary by the EV manufacturer. He is in charge of monitoring Ola Electric’s adherence to SEBI regulations and the current governance structure.
More Trouble for Ola Electric
The aforementioned warning was sent on the same day that the Karnataka High Court denied Ola Electric’s request to have a notice from the Central Consumer Protection Authority (CCPA) on charges of unfair practices, deceptive advertising, and suspected violations of consumer rights revoked. The HC granted some mercy and gave the EV manufacturer a six-week postponement to reply to the consumer protection watchdog’s show-cause notice, even though the CCPA notice demanded Ola Electric to submit new papers.
Following a contentious post claiming that the company had fired 100 employees because of stress, YesMadam, a home salon services provider, has provoked fury on social media. Widely shared on LinkedIn and other social media sites, the post went viral very fast and was criticised for taking a tone-deaf approach to a serious problem.
On December 10, YesMadam responded with a statement that clarified the post was a part of a social media campaign that aimed to draw attention to the “serious issue of workplace stress.”
The Divisive Social Media Update
According to the original post, YesMadam fired about 100 workers after a mental health survey found that many of them were experiencing stress. On LinkedIn, an employee going by the name Anushka Dutta posted a leaked HR department email that said, “What’s going on at YesMadam? You survey us at random first, then fire us overnight because we’re stressed? Not only that, but one hundred other people have also been let go.
Within hours, the post went viral as many users expressed their outrage and rage at what they saw as the company’s cruel choice. Employees, clients, and mental health advocates widely criticised it, accusing YesMadam of taking advantage of a delicate subject for commercial gain.
The Apology and Explanation from YesMadam
YesMadam issued a statement in reaction to the criticism, claiming that no staff members had been let go. The business stated that rather than announcing layoffs, the social media post was a part of a larger campaign meant to emphasise the significance of tackling workplace stress.
According to the official statement, “We deeply regret any inconvenience caused by recent social media statements implying that we fired staff members for experiencing stress. To be clear, nobody was let go from YesMadam. We would never act in such a cruel manner. Additionally, YesMadam underlined that the campaign was created to raise awareness of the urgent problem of workplace stress, which has grown more common in the fast-paced, always-on work culture of today.”
Introducing the Policy of “De-Stress Leave”
In an effort to emphasise its “commitment to employee well-being,” YesMadam declared the implementation of the nation’s “first de-stress leave policy.” With the extra perk of a free at-home spa treatment, the program permits workers to take six paid leave days to relax. The goal of this program is to support workers’ mental health and aid in their recovery from stress at work.
According to YesMadam’s statement, “In today’s hyperconnected world, work-life boundaries are fading, stress is widespread, and productivity often overshadows employee well-being.” “We’re here to lead the way in developing a culture that reflects the belief that happy employees build stronger businesses.”
Deepinder Goyal, the CEO and co-founder of Zomato, posted an odd job opening on his social media pages on November 20. Goyal stated in his posts that he is seeking a chief of staff who will be required to pay INR 20 lakh instead of receiving a salary for the first year.
The posts quickly went viral when the job application caught people’s attention. Among the many attributes included in the job description were “a lot of common sense, communication skills, empathy, and not a lot of experience.” It stated that the chosen individual would supervise every aspect of establishing Zomato’s future. However, the INR 20 lakh “fee” and the zero salary package for the first year were what attracted internet users’ attention.
Why Zomato Opted for Such Posting?
Instead of applying for a glamorous, well-paying job that will make applicants look cool in front of themselves or the people they want to impress, Zomato thinks that people should do it for the learning opportunities it offers. Regardless of their success in this position, consider this a fast-track learning programme for individuals on a personal and professional level. Additionally, the company prefers learners above resume builders for this position, as per the post.
Furthermore, Goyal stated that the “fees” would be sent directly to the company’s Feeding India effort and that the corporation is not attempting to save money by charging the applicants. The chosen individual will receive an additional INR 50 lakh from Zomato to donate to their preferred charity. The CEO added that the emoluments would be modifiable at the start of the second year and that the chosen chief of staff would begin receiving the regular wage (more than INR 50 lakh) at that point. However, both company executives and online users had significant reactions to the posting.
Mix Reaction
Some praised the action, but others expressed doubt and questioned the job posting. The entire social media domain was busted with comments and opinions: “The job posting seems like a really “maverick” way to find the right mindset candidate,” Tata iQ’s chief people officer (CPO), Amit Sachdev, told one of the media outlets. Limiting the quantity of applicants is the sole goal of establishing the financial requirements. This streamlines the entire process and provides you with a short list of potential customers right away. Additionally, according to Sachdev, the posting disqualifies any applicants who are only interested in gaining money or experience.
Similarly, a small number of banks would be prepared to finance the job role, in contrast to traditional educational courses, as noted by some users. Then, there were questions about whether the job posting broke any labour regulations, such as the Industrial Disputes Act, the Minimum Wages Act, and the Payment of Wages Act. Many drew attention to the fact that failing to pay an employee’s salary for a year while collecting fees carries severe penalties for coercive work practices, including criminal culpability and legal action.
On 15 November, Matrimony.com, a matchmaking service provider, announced the launch of weddingloans.com, a financial technology platform with the goal of assisting with marriage-related expenses.
To provide a full lending solution, the company has worked with top financial institutions like Larsen and Toubro Finance, Tata Capital, and IDFC. According to an official statement released by Matrimony.com, this platform will do more than just provide wedding loans; it will assist clients in making the best choice possible, paying particular attention to their financial security.
Catching on the Opportunity
Since wedding costs have increased over the past ten years and extravagant weddings have become more popular due to social media, many couples are choosing to take out personal loans for their union, according to the WeddingLoans website.
For more than 20 years, marriage has served as a springboard for fulfilling unions. For millions of people looking for the right match, Matrimony is their go-to partner. According to CEO Murugavel Janakiraman, the company wants to expand its offerings with WeddingLoan.com in order to simplify the planning, budgeting, and execution of weddings.
According to the statement, these wedding loans are unsecured personal loans designed to give a couple a one-time payment and then require them to make regular installments to pay back the loan. According to Janakiraman, Matrimony.com would completely safeguard the interests of its customers thanks to its open advisory-led procedures.
Current Wedding Loan Scenario in India
A major change is occurring in the wedding industry: millennials want to finance their own special day instead of burdening their parents. Although this is a considerate gesture, it is most practical when the couple has saved money beforehand; otherwise, they will have to take out a loan. Couples are increasingly using personal loans designed especially for wedding finance to address rising expenses.
Personalisation, unique experiences, and destination or themed weddings—all of which are fueled by the demand for approval and “likes” on social media platforms like Instagram—are the main factors driving the trend towards wedding loans.
About 26% of brides and grooms who intend to pay for their own weddings think about taking out personal loans, citing the IndiaLends Wedding Spends Report 2.0. 68% of individuals who are thinking about taking out a loan intend to borrow between INR 1 lakh and INR 5 lakh. In October and November of 2023, 1,200 millennials participated in the survey.
Banks, non-banking financial companies (NBFCs), and fintech lenders all approach wedding loans as personal loans with comparable qualifying requirements. According to Gaurav Chopra, founder and CEO of fintech lender IndiaLends, customers normally require a decent credit score—ideally above 730—to qualify because it shows responsible credit behaviour. Recent bank statements and evidence of a consistent income are also required by lenders. A solid repayment history is also essential, with no late or missed payments for the previous one to three years.
