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Despite a raging crisis around the brand, consumers took to social media to profess their admiration for BluSmart and its fleet of green rides. But, when EV startup BluSmart found itself in trouble recently, observers noted an uncanny silence from its branding and communications team. There were no public statements, no investor updates, no founder apologies, only a void quickly filled by investigations, speculation and criticism. 

<a href="https://www.storyboard18.com/how-it-works/blusmart-may-restart-operation-in-may-as-climate-investment-platforms-show-interest-in-beleaguered-firm-63600.htm">Read more: BluSmart may restart operation in May as climate investment platforms show interest in beleaguered firm</a>

It’s not the first time a promising startup has stumbled in public view. From Byju’s aggressive sales controversies to GoMechanic’s financial irregularities, a pattern has emerged time and again: Indian startups often excel at building hype but falter when reality demands accountability.

Branding Without a Backbone

"In PR, we are often focused just on polishing the image of the company, irrespective of what the founders are doing on the ground," says Praveen Singh, Founder & Chief Strategist, StrategyVerse Consulting.

He points to Byju’s where, despite rising customer complaints, the branding team maintained a glowing public image until legal troubles made headlines. "We've seen the same with BluSmart. There’s a clear breach of trust with investors, customers, employees and yet no coordinated communication response."

The issue is systemic, Singh notes. "Brand and PR teams still don't have enough authority to confront founders. In many cases, the management itself is missing from public view when a crisis hits, and comms teams, tied to leadership instructions, can't act independently."

He argues that startups need continuous audits not just of operational health, but of whether the brand narrative still matches reality. "If we don't listen to customer feedback and fix gaps proactively, these episodes will keep happening," he warns.

Investor Story vs Consumer Story

Anup Sharma, a PR and strategic communications consultant, highlights another fracture point: the growing mismatch between investor-facing narratives and consumer-facing realities. "Investor communications often emphasize market opportunity, scalability, revenue models, and long-term vision. Consumer-facing communications, however, need to focus more on the immediate value the product or service delivers. When these two stories get out of sync, it can create confusion and distrust."

Sharma points to Byju’s again. "To investors, Byju’s painted a picture of rapid international expansion and a billion-dollar edtech market opportunity. But on the consumer side, there were rising concerns around aggressive sales tactics and product dissatisfaction. The mismatch eventually began impacting both consumer trust and investor confidence."

The same pattern played out internationally with Uber during its early regulatory battles, and more recently, closer to home with GoMechanic, where silence during crisis only worsened the brand's downfall.

Silence Amplifies Speculation

"Startups celebrate their wins loudly — funding rounds, awards, partnerships," Sharma observes. "But when facing pivots, shutdowns, or internal crises, many go silent — out of fear of negative perception or legal consequences. The problem is, that silence creates a vacuum, and speculation fills it."

During the COVID-19 pandemic, companies like Airbnb showed how it should be done; they managed layoffs with open letters, clear communication, and ongoing support for affected employees, retaining brand goodwill despite harsh realities. In contrast, WeWork’s disastrous IPO attempt stands as a warning: defensive, inconsistent communication only magnified stakeholder distrust.

According to Sharma, "A good PR strategy aligns messaging with the actual stage of the company’s development—whether it’s finding product-market fit, scaling, or preparing for a new funding round."

One of the biggest and known start-up companies OYO, aggressively marketed global expansion before establishing strong operational foundations, leading to later reputational challenges. On the flip side, brands like Freshworks from India took a steady, carefully managed approach to communication, focusing on realistic milestones before their IPO on Nasdaq, which helped maintain credibility with both investors and other stakeholders.

"Even during a crisis, consistent and emotionally intelligent communication is critical," Sharma stresses. "Stakeholders look for leadership more than ever in tough times."

Zomato’s founder Deepinder Goyal offers a rare example of effective crisis communication. Facing backlash over profitability concerns and delivery worker treatment, Goyal consistently addressed issues head-on through social media updates, open letters, and interviews where he acknowledged shortcomings without defensiveness. His tone remained humble yet confident, empathetic yet firm which appears to be a strategy that helped Zomato retain brand trust even under heavy scrutiny.

Branding Cannot Mask Operational Failures

Brand consultant Nisha Sampath believes today's startups often confuse 'branding' with 'purpose'. "The real responsibility for the company’s narrative, especially in a startup, lies with the founder, who, like the captain of the ship, is steering the narrative. If the founder surrenders the narrative to branding teams, and external agencies, without giving them sufficient, consistent and ongoing indication of the value system and thought process that underpin the business, there is a danger of a gap emerging."

Rutu Mody Kamdar, founder of Jigsaw Brand Consultants, adds, "Brand-building is powerful, but when it runs ahead of viability, it creates a fragile ecosystem — one where expectations are raised before the experience or the operations can match up. Purpose needs to emerge from lived reality, not just aspiration. Otherwise, branding risks becoming a castle built in the air."

Kamdar sums it up sharply, "Branding and marketing teams do play a role, but the larger accountability lies with leadership. Brand teams can shape the story, but they cannot substitute the substance."

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From promising EV brand to PR pariah? The BluSmart communication breakdown

As corporations across increasingly embrace the language of diversity, equity, and inclusion (DEI) in everything from thought-leadership to advertising, questions persist about the sincerity and impact of these initiatives. “India is like a teenager seeking attention when it comes to DEI. Europe, by contrast, is like someone in midlife who no longer feels the need to prove anything,” said Abhishek Ghosh, co-founder of Qonnect, a networking platform for LGBTQIA professionals. “But when it comes to depth of execution and accountability, Europe is well ahead.”

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In Ghosh’s current company in Europe, DEI initiatives are tied directly to leadership objectives. “It’s embedded in corporate strategy, and leaders are held accountable,” he said, referring to Objectives and Key Results (OKRs) that align diversity targets with broader business goals. Yet even there, he added, DEI remains vulnerable: “If it’s not tied to revenue, it gets deprioritized. In fact, we dropped that OKR this year.”

In India, by contrast, Ghosh recalled that even in fast-growing technology companies, including one that recently went public, DEI was often treated as an informal concern. “It was entirely dependent on whether an individual HR manager cared,” he said. “There was no dedicated budget—so one day you had money, the next you didn’t.”

This dissonance between visibility and substantive change is a familiar pattern in India, where public commitments to diversity often outpace structural reforms. Companies may champion diversity initiatives during Pride Month or International Women’s Day, but power, pay, and promotion pathways for marginalized groups often remain elusive.

Salaries and the value of DEI Work

Official salary ranges for DEI professionals in India suggest progress: Diversity and Inclusion Managers typically earn between ₹18 lakh and ₹35 lakh per annum, while Chief Diversity Officers can command packages exceeding ₹50 lakh, according to data from TeamLease Digital.

Yet insiders tell a more nuanced story.

Ashish Pandya, who leads customer success at a genomics startup in Mumbai, said DEI roles in Indian startups are often marginalized. “Companies are new to hiring queer talent and want to play it safe,” he said. “They hire at junior levels so the individual can adjust to the culture.” Senior leadership positions for openly queer professionals remain rare, he added, often due to concerns about workplace dynamics.

The result is a systemic bias: even qualified candidates can find themselves excluded from decision-making roles because of perceived risks.

The unseen burden of emotional labor

Beyond salary disparities, DEI practitioners and marginalized employees often carry a significant burden of emotional labor, an effort rarely acknowledged, let alone compensated.

“The conversation around compensating emotional labor has not even begun in India,” said Anupama Easwaran, founder of inHarmony, a DEI consultancy working with transgender and caste-oppressed communities.

While discussions of gender pay equity have entered the corporate mainstream, broader inclusion efforts, spanning LGBTQIA+ individuals, persons with disabilities, and caste minorities, remain nascent. Many such professionals are recruited into entry-level positions with little clarity on career advancement.

Even Karishma Parikh, Vice President- Human Resources, Adecco India agrees with caste minorities not being represented enough. "While organizations are increasingly prioritizing intersectionality and inclusive leadership, further emphasizing the importance of diverse perspectives in driving innovation and fostering inclusive workplaces. However, caste remains a significant gap in corporate DEI programs in India, with most initiatives focusing on gender, disability, and LGBTQIA+ inclusion."


Growth in DEI roles, but challenges persist

Recent data points to a surge in DEI hiring. LinkedIn reported a 168.9 percent global increase in Chief Diversity and Inclusion Officer positions between 2019 and 2022, a trend mirrored in India, especially among multinational corporations and large firms in cities such as Bengaluru and Mumbai.

The IT, consulting, and consumer goods sectors have seen the steepest increases in DEI roles, according to data from staffing firm Adecco India. However, sectors such as manufacturing and traditional industries continue to lag.

Meanwhile, Foundit, an employment platform, reported that diversity hiring in India grew by 69 percent over the past two years. Remote and hybrid roles for DEI professionals have also become more common, particularly in 2024 and 2025, expanding opportunities beyond metropolitan hubs.

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“What’s particularly promising is the shift from mere compliance to culture-building,” said Anupama Bhimrajka, Vice President of Marketing at Foundit. “As organizations grow, inclusion is becoming an integral part of the strategic agenda.”

Nevertheless, systemic challenges remain. According to TeamLease Digital, salaries for DEI-aligned roles start at ₹4.7 lakh for entry-level professionals and rise to ₹45 lakh at the leadership level. But many insiders note that without strong policy backing, DEI efforts risk becoming symbolic rather than transformational.

“While including women is becoming more common, inclusion of different castes and people with disabilities still needs stronger support,” said Neeti Sharma, CEO of TeamLease Digital.

The challenge of retention

For many experts, true success lies not just in hiring marginalized professionals but in retaining and promoting them.

“Hirings can backfire if companies don't provide structural support,” said Ghosh. “It forces people to out themselves before they’re ready and creates resentment when promises aren’t met.”

Internship programs and leadership mentorships could provide more sustainable pathways for marginalized talent, said Easwaran. “Training programs over six months to a year are much more effective than targeting hires for hyper-specific roles,” she said.

Tokenism remains a concern. “Some companies genuinely build inclusion into their culture,” Easwaran said. “But for others, it’s still a box-ticking exercise, a lunch, a campaign, a one-off event.”

Yet even small interventions, she argued, have value: “If someone attends a Pride event or bias training once, that awareness can ripple out into homes and communities.”

Transparency as the Next Frontier

Both Easwaran and Pandya emphasized the need for greater transparency around compensation and career progression.

“Companies should publish internal pay equity audits,” said Pandya. “That’s how you expose pinkwashing and drive real change.”

Ultimately, Ghosh argued, the true test of DEI commitments is not the public parade but the private systems companies build.

“DEI in India is often loud and performative,” he said. “In Europe, it’s quieter but systemic. The real question isn’t whether you hired someone, it’s whether you changed the system to help them lead.”

Despite the rise in DEI hiring and growing public awareness, meaningful transformation in Indian workplaces remains uneven. For now, the gap between intent and impact continues to define the country's diversity journey.

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In diversity push, DEI leaders can earn Rs50 lakh. But is it all just for show?

Beyond the hallowed halls of premier institutions, Indian startups are redefining the talent playbook by prioritizing intellectual curiosity, emotional intelligence, and potential over traditional pedigree. For instance, co-founder of wearable electronics startup Boult, Varun Gupta, revealed that among the 10-highest paid employees in the company do not have best resumes, top-notch skills or degrees from the premier institutes like IITs or IIMs.

Gupta stated that Boult applies a three-part formula to identify top performers: 'IQ (those who can figure things out), EQ (those who can lead without a title), and Hunger (those who treat the company as their own)'.

"In the real world, no one cares about what you know or how long you have worked," Gupta mentioned on social media. "It’s all about how fast you think, how well you execute, and how hungry you are to win".

Last month, Ankit Aggarwal, founder and CEO of Unstop, hired salesman who had assisted him in buying a printer. Aggarwal said that Sandeep's hiring was based on one factor: showcasing his skills and creating impact.

Aggarwal had assigned Sandeep to develop an app as a test, which he successfully created, securing a job.

"For us, formal applications aren't always necessary," Aggarwal said. "What’s more important is your attitude and inclination towards learning and creating an impact in the long run". 

Lab-grown diamond startup Jewelbox's co-founder, Vidita Kochar, said she looks for "decent smartness" in employees who can think logically. "We're not fixated on the idea that people need to have impressive degrees or background," Kochar said.

India’s startup ecosystem is disrupting not just markets but also traditional hiring practices and team-building approaches. 

According to Shantanu Rooj, Founder and CEO, TeamLease Edtech, recruiters are intentionally seeking candidates who demonstrate entrepreneurial thinking and a willingness to "own outcomes."

'Beyond degrees'

According to a study by specialist staffing firm, Xpheno, 61% of employees of over 110,000 white-collar professionals working at 115 Indian-born unicorns hold degrees from non-premier institutions. In contrast, 29% of employees at high-value startups hold one or more qualifications from premium tech or business schools. 

Notably, the proportion of pedigreed qualifications is lowest at the entry level, with only 22% of those with 1- 3 years of experience holding a qualification from a premier tech or business institute. The number rises gradually with experience, peaking at 34% in the 9 to 12 years experience bracket, before dropping marginally at higher experience levels.

Zoho founder Sridhar Vembu has adopted a different strategy altogether when it comes to hiring employees. The software technology firm has started its Zoho Schools of Learning, through which it recruits students directly after high school and pays a stipend of Rs 10,000 during their training period. Zoho has claimed that 10% of its workforce does not have a college degree. 

Rooj said that founders are embracing non-traditional recruitment models that prioritize real-world problem-solving (IQ), emotional intelligence and team dynamics (EQ), and entrepreneurial thinking. He said that assessments focus on how quickly candidates can identify and solve unique challenges, and startups look for individuals who can lead, collaborate, and influence regardless of title. Additionally, many recruiters intentionally choose candidates who demonstrate a willingness to "own outcomes," showcasing a shift towards more result-driven approaches.

Arindam Mukherjee, co-founder and CEO of NextLeap, recounted a conversation with a fellow founder about recruitment. They had hired a candidate for a Product Manager role who held a degree from a Tier 2 college, and the impressive aspect was her persistence throughout the interview process. 

While prominent startups still prefer candidates from prestigious institutes for mid-to-senior level roles, this trend is evolving. With the increased democratization of knowledge, many are recognizing that talent can emerge from diverse backgrounds, and there is a greater focus on skill.

"For junior-level roles, skills-based hiring is more prevalent with a greater focus on potential and adaptability. At the mid to senior levels, there is greater focus on elements like the ability to work collaboratively with others, the ability to deal with ambiguity & build resilience in teams, the ability to navigate a networked world and digital mindset," Sankalp Mohanty, Partner, Deloitte India.

According to Xpheno, 28% of employees hold a UG qualification from a premier institution. A 72% majority are bachelor's degree holders from non-premier institutions. More than one-third (34%) of employees holding a Master's degree are from a premier institution. A 64% majority are master's degree holders from non-premier institutions. Despite the relatively higher ratio of pedigreed institution qualifications, the majority of PG qualifications even at the senior talent level (60%) are from non-premier institutions.

Unstop's Aggarwal said, "Many individuals build strong skillsets through self-learning, internships, bootcamps, or real-world experience. A formal degree may not always capture their potential or capabilities. Some of the most talented students may not have the right means and guidance to find their way to top colleges and universities. But when given the opportunity, they have the hunger and resilience to grow and make an impact".

According to the experts from staffing firms, the future of hiring in India is firmly rooted in capability, not credentials. As AI and automation transform workplaces, traditional degrees will become just one of many indicators of employability.

"The workplace of the future will be far more meritocratic, agile, and inclusive — and that’s a win for both employers and the vast, under-tapped talent pool across India," Rooj added.

Beyond IITs and IIMs: The rise of alternative talent in India's startup scene

In a move aimed at tightening oversight of high-end consumer spending, the Income Tax Department has issued new guidelines mandating a 1 percent Tax Collected at Source (TCS) on purchases of luxury goods exceeding ₹10 lakh. The measure, which came into effect on April 22, is part of a broader initiative to bolster income traceability and reduce tax evasion.

The provision falls under Section 206C(1F) of the Income Tax Act and marks an expansion of the TCS regime, which previously applied primarily to the sale of motor vehicles above the same threshold. Now, a wider array of luxury items—including fine watches, antiques, yachts, and designer apparel—are within the tax net.

According to the Central Board of Direct Taxes (CBDT), the revised rules also amend Form 27EQ, which sellers must now use to report the collection of TCS. The tax must be collected at the time of payment and linked to the buyer’s Permanent Account Number (PAN). The deduction will be reflected in the buyer’s Form 26AS and may be claimed as a credit when filing annual income tax returns. Buyers with no tax liability will be eligible for a refund.

The updated list of goods subject to the 1 percent TCS includes:

Wristwatches


Antiques, paintings, and sculptures


Collectibles such as coins and stamps


Watercraft and aircraft, including yachts, helicopters, rowing boats, and canoes


Sunglasses


Handbags and purses


Footwear


Sportswear and specialized gear, including golf kits and ski equipment


Home theatre systems


Horses intended for racing or polo


The measure was first proposed in the Union Budget and is not intended to generate additional revenue, according to government officials. Rather, it is seen as a compliance tool designed to improve financial transparency and discourage under-reporting of income.

Experts have noted that the new requirements are likely to increase the compliance burden on sellers, who must now ensure proper tax collection and reporting. Buyers, too, may encounter more rigorous Know Your Customer (KYC) checks and documentation requirements when making large discretionary purchases.

A growing list of countries are seeking to bring greater scrutiny to luxury consumption in the digital age, an effort that tax authorities argue is crucial in an increasingly cashless and interconnected economy.

Luxury tax: Handbags to horses - list of goods subject to the 1% TCS

The National Company Law Appellate Tribunal (NCLAT) on Wednesday granted a request from Alphabet Inc. and Google to redact specific sections of its recent judgment concerning the Google Play Store billing case. The contested paragraphs, according to Google, contained sensitive revenue information, as per a report by Bar and bench.

A two-member NCLAT bench, comprising Chairperson Justice (retd) Ashok Bhushan and Technical Member Barun Mitra, issued a directive to remove paragraphs 97 through 100 from the judgment copy currently available on the NCLAT website. This redaction will also be applied to all future certified copies of the ruling.

The NCLAT's decision follows its partial upholding last month of the Competition Commission of India (CCI)'s findings that Google had abused its dominant position through its Play Store billing policies. While the appellate tribunal upheld the CCI's findings of anti-competitive practices, it significantly reduced the penalty imposed on Google from ₹936.44 crore to ₹216 crore.

The CCI had initially penalized Google in October 2022 for allegedly forcing app developers to exclusively use its proprietary billing system for paid applications and in-app purchases, while notably exempting its own applications like YouTube. The competition watchdog deemed this practice discriminatory and anti-competitive, instructing Google to permit developers to integrate third-party billing systems.

Following the NCLAT's judgment in March, Google swiftly filed an interlocutory application seeking the redaction of particular paragraphs. The tech giant argued that these sections reproduced extracts from a confidential letter dated October 6, 2022, which contained revenue data previously submitted to the CCI. Google contended that while the CCI had maintained the confidentiality of this document, excerpts had been directly quoted within the NCLAT's judgment.

The NCLAT bench concurred with Google's argument, stating, "We find substance in the submission of the applicant. Paragraphs 97 to 100 of the judgment extract part of the confidential letter 06.10.2022, hence to maintain confidentiality, we allow the prayers in the application."

Google was represented in the matter by advocates Karan Chandhiok, Tarun Donadi, and Bhavika Chhabra from the law firm Chandhiok and Mahajan. The respondents were represented by advocates Vivek Pandey, Biyanka Bhatia, and Shreya Kapoor from Sarvada Legal.

This decision by the NCLAT highlights the ongoing legal battle between Google and Indian regulatory authorities over its Play Store billing practices and underscores the importance of protecting confidential business information within judicial proceedings.

NCLAT allows Google to redact confidential data from play store billing judgment

In a significant ruling with implications for digital service providers, the Uttar Pradesh State Consumer Disputes Redressal Commission has asserted that WhatsApp is accountable to consumer courts in India for its services. The commission overturned a lower district forum's decision that had dismissed a consumer complaint against the messaging platform as not maintainable, according to a report by Bar and Bench.

The state commission, presided over by President Sushil Kumar and Member Sudha Upadhyay, stated that "WhatsApp is a service provider company" and its provision of services within India means it "cannot be said that this company is a foreign company and the consumer complaint against it is not maintainable." The ruling directly contradicts the district commission's view that WhatsApp users are not consumers of the platform.

The order came while the state commission was hearing appeals filed by Amitabh Thakur, a former IPS officer and National President of the Azad Adhikar Sena. Thakur had initially filed a consumer complaint seeking compensation from WhatsApp after its services allegedly faced a six-hour disruption, impacting his work. The Lucknow District Consumer Disputes Redressal Commission had refused to admit his complaint, arguing that WhatsApp was an international entity and that Thakur had not paid directly for its services.

However, the state commission strongly disagreed, emphasizing that WhatsApp's core function of enabling users to exchange personal information is a service that attracts customers. This, the commission held, firmly establishes WhatsApp as a service provider subject to Indian consumer law.

Consequently, the state commission set aside the district forum's order and directed it to register Thakur's complaint. The lower forum has been instructed to decide on his plea for compensation from WhatsApp within 90 days, adhering to the timelines stipulated under the Consumer Protection Act, 2019.

"The decision and order passed by the District Consumer Commission is set aside and the District Consumer Commission is expected to register the complaint presented by the complainant as a consumer complaint and ensure its conclusion regarding compensation within the period of 90 days given in the Consumer Protection Act," the state commission's ruling stated.

This ruling could pave the way for more consumer complaints against online platforms operating in India, even if their primary base is overseas or their services are offered without direct monetary charges. It underscores the growing recognition of user rights in the digital sphere and holds service providers accountable for disruptions and deficiencies in their services within the Indian jurisdiction.

WhatsApp accountable in India: Consumer court can hear complaints, rules state commission

Apple Inc. has narrowly avoided what could have been its most significant supply chain disruption since the height of the COVID-19 pandemic, following a late-night decision from the White House that exempts several of its flagship products from sweeping new tariffs on Chinese imports.

On Friday, President Donald J. Trump unveiled a 125 percent tariff targeting goods produced in China, a move intended to remake America’s trade posture. Yet in a surprise development, the administration carved out exceptions for consumer electronics, including iPhones, iPads, Mac computers, Apple Watches and AirTags — a decision that analysts say spares the Cupertino-based company from an immediate and potentially destabilizing cost shock.

The exemption, however, may prove to be temporary. Trump and senior administration officials have signaled that a new category of sector-specific levies - particularly those targeting goods that include semiconductors - remains under consideration. A separate 20 percent duty continues to apply to electronics manufactured in China, creating a patchwork of trade rules that leaves companies like Apple navigating uncertainty.

Behind the scenes, Apple had been preparing for a worst-case scenario, as per reports. The company had drawn up contingency plans to shift a portion of its iPhone production for the U.S. market to India — a move that would have leveraged that country’s lower tariff exposure, reports stated. With Indian facilities ramping up to produce more than 30 million units annually, Apple believed it could fulfill a share of domestic demand outside of China.

Internally, the proposed tariffs had raised alarms within the company’s operations, finance and marketing divisions, particularly as production timelines for the next iPhone, expected to be largely made in China, tightened.

In the absence of the exemption, Apple may have been forced to raise prices or absorb higher costs, a scenario that risked alienating consumers and pressuring margins. Executives had also expressed concern over whether such a pivot could be executed without disrupting the planned launch of the iPhone 17.

Morgan Stanley estimates that 87 percent of iPhones and the majority of iPads and Macs are assembled in China, products that collectively account for roughly three-quarters of the company’s revenue. The company has moved production of some accessories, such as the Apple Watch and AirPods, to Vietnam, and is expanding manufacturing in Malaysia and Thailand. 

China, which generates approximately 17 percent of Apple’s revenue, has previously retaliated against U.S. technology firms amid escalating trade tensions. Beijing’s Ministry of Commerce described the tariff exemption as “a small step by the U.S. toward correcting its wrongful action of unilateral ‘reciprocal tariffs,’” urging Washington to resume negotiations rooted in “mutual respect.”


Apple dodges tariff fallout for now, as Donald Trump grants temporary reprieve

McAfee released the findings of its ‘India Safer Summer Travel Research’ revealing how Indian holidaymakers are not only cutting back on spending but struggling to spot scams, creating a perfect storm for cybercrooks. As Indians hunt for bargains ahead of their summer holidays, many struggle to tell real from fake – whether it’s a deal, a booking or a travel confirmation – leaving them vulnerable to increasingly sophisticated scammers looking to cash in.

The findings reveal that while 86% of Indians research common travel scams before booking, nearly half (47%) have fallen victim. The allure of bargain deals on airfare, accommodation, and cheap excursions often entices travelers to fake payment sites and invalid bookings. These scams have a significant impact, as over half (53%) of Indian travelers who experienced them lost money, with nearly 1 in 5 losing over ₹40,000. Younger holidaymakers aged 25-34 are the most at risk, with 31% clicking on malicious confirmation links and 25% deceived by manipulated travel photos.

 Sport Enthusiasts vs Scammers

As the Indian Premier League (IPL) 2025 season captivates fans nationwide, a surge in ticket bookings and holiday plans reflects the eagerness to experience live matches firsthand. This enthusiasm is particularly seen among 25-34-year-olds, who dominate attendance at such sporting events with a 57% participation rate, closely followed by 35-44-year-olds at 56%.

82% of people express concern about ticket scams and other online scams related to major sporting events, domestic and international. Of those, 60% of them plan to exercise extra caution when making online purchases, while 23% remain unsure about how to effectively avoid these scams.

 
Sunburns or Cyber Threats

As the wanderlust of Indian travelers grows, more than 1 in 2 Indians (51%) report they or someone they know has fallen victim to a travel scam while on holiday.

21% provided a deposit on rental/accommodation that turned out not to exist upon arrival, where they were not listed as registered.
18% provided a deposit for an event or excursion, and the provider never showed up.
18% provided a deposit or prepaid for an excursion, and it was nothing like what was marketed
12% had their passport or ID stolen, which led to identity theft.
11% had their bank account information compromised.
10% had a boarding pass QR code stolen.
9% had their passport or ID stolen while on vacation.
 

Amidst the excitement of travel planning, many Indians are actively seeking out deals, on accommodation (46%), airfare (39%) and excursions (40%). People's eagerness to secure the best prices online may make them more susceptible to travel scams. Among the most common scams while booking travel:

 
22% clicked on a confirmation link from an unknown source that turned out to be a scam and/or malicious.
19% provided their credit card/bank card details on a fake site, which was then used for fraudulent payments.
18% encountered manipulated photos of their holiday destination.
16% were tricked into booking accommodation or trips that didn’t exist.
10% spoke with someone to plan their trip who didn’t exist.
 

"With the peak summer travel season underway, there is a critical need for increased vigilance against travel scams due to the combination of people eagerly seeking budget-friendly options and the rising sophistication of fraudulent activities," said Pratim Mukherjee, Senior Director of Engineering at McAfee. "With more than half of Indian holidaymakers or their acquaintances having experienced scams, it's essential for everyone to verify sources, use secure payment methods, and be wary of deals that seem too-good-to-be-true to safeguard their dream vacations from becoming bad experiences.”

53% Indian travellers lose money, with nearly 1 in 5 losing over Rs 40,000: Report

The Bombay High Court on Monday agreed to hear comedian Kunal Kamra's petition seeking the quashing of the First Information Report (FIR) filed against him over his 'gaddar' remark allegedly directed at Maharashtra's Deputy Chief Minister Eknath Shinde.

The petition, filed in light of urgent concerns regarding Kamra's safety, was initially set for hearing on April 21, but was expedited after Senior Advocate Navroz Seervai requested an earlier hearing due to threats on Kamra's life.

The matter was brought before a Bench of Justice Sarang Kotwal and Justice SM Modak, with Seervai arguing that it involved serious constitutional concerns regarding Kamra's fundamental rights. Seervai emphasized the extreme urgency of the matter, stating that the comedian had already received death threats, further complicating his legal situation. "It is a matter of extreme urgency and some concern... really going through the fundamental rights and not so much criminal law," Seervai explained during the proceedings.

Kamra's legal team highlighted that the Madras High Court had granted him interim protection from coercive actions, but the protection was set to expire on Monday.

Seervai also pointed out that the Mumbai police had travelled to Pondicherry, where Kamra is currently residing, indicating the gravity of the situation.

The FIR against Kamra stems from his comments made during a stand-up performance in which he allegedly referred to Shinde as a 'gaddar' in relation to the Deputy Chief Minister's controversial break from Shiv Sena in 2022. 

As a result of the remarks, Kamra was charged under Sections 353(1)(b), 353(2), and 356(2) of the Bharatiya Nyaya Sanhita (BNS) for public mischief and defamation, following a complaint filed by Shiv Sena legislator Muraji Patel. Although Kamra is a resident of Villupuram in Tamil Nadu, the FIR was lodged in Mumbai.

Bombay HC allows urgent hearing in Kunal Kamra's plea to quash FIR urgently

Stand-up comedian Kunal Kamra has moved the Bombay High Court, seeking to quash an FIR filed against him by the Mumbai Police, as per reports. 

The FIR stems from a remark Kamra allegedly made during a stand-up performance, in which he reportedly called Maharashtra's Deputy Chief Minister Eknath Shinde, a "gaddar" (traitor).

Kamra approached the high court on April 5, filing a plea that challenges the accusations levied against him. 

His legal team, led by advocate Meenaz Kakalia, contends that the FIR infringes upon his fundamental rights, including freedom of speech and expression, the right to practice any profession, and the right to life and liberty, all guaranteed under the Constitution of India.

The matter is slated to be heard on April 8.

The case stems from a performance earlier this year, where Kamra allegedly mocked Shinde by altering a popular Hindi song from the film Dil To Pagal Hai, using the term "gaddar" in reference to the Maharashtra leader.

The comedian's comment was interpreted as a jab at Shinde's rebellion against Uddhav Thackeray's leadership.

Following a complaint filed by Shiv Sena MLA Murji Patel, the Mumbai Police filed an FIR against Kamra under sections 353(1)(b) and 356(2) of the Indian Penal Code, relating to public mischief and defamation. Despite being summoned three times by the Mumbai Police, Kamra has failed to appear for questioning.

In March, the comedian had secured interim transit anticipatory bail from the Madras High Court, where he resides as a permanent residence of Tamil Nadu.

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