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The UK's data protection regulator has warned the makers of air fryers, smart TVs, fertility trackers, and smart speakers to respect people's right to privacy following a slew of users raised complaints saying they feel powerless about how data is gathered by such devices. The complaints alleged that smart air fryers were designed to breach privacy by listening to their surroundings and collecting various types of information.

The UK-based Information Commissioner's Office (ICO) has demanded that manufacturers and data handlers ensure data security and ensure regular deletion of collected information.

The CIO has also asked 'spying' appliances to remain transparent with their consumers and avoid 'excessive' surveillance.

An officer of the ICO stated that while devices are meant to make lives easier, they have no liberty to collect excessive amounts of information from their consumers.

"We should not have to choose between enjoying the benefits of smart products and our own privacy," the expert emphasized.

The new guidance also lashed out at other devices that are broadly known as part of the "Internet of things", which collect data that needs to be carefully handled.

For instance, people have raised issues against fertility trackers which collect dates of periods and body temperatures and send them back to manufacturer's servers and make an inference about fertile days based on this information.

From air fryers to TVs, UK regulator tells smart device makers to prioritize user privacy

Air India Chairman N Chandrasekaran called the crash of Flight AI 171 the most heartbreaking incident of his professional life, as he addressed employees at the airline’s headquarters and training academy in the wake of the fatal Ahmedabad-London accident.

“I’ve seen many crises in my career, but this is the most heartbreaking one,” Chandrasekaran said, recounting his visit to the crash site and the devastation witnessed. He conveyed the company’s deep sorrow and extended condolences to the bereaved families, calling them part of Air India’s extended family.

In his address, Chandrasekaran urged employees to stay focused and resilient amid grief, criticism, and uncertainty. “If you feel distraught, the word you should remember is determination. We need to show resilience and use this moment to build a safer airline,” he said.

He also underscored the complexity of aviation operations and advised staff not to jump to conclusions before official investigation results are released. “This is the time to be calm, to be brave, and resolute,” he said.

During his visit to the Emergency Command Centre, the Integrated Operations Control Centre, and Customer Service and Support units, Chandrasekaran praised the behind-the-scenes work of Air India employees. “Every small action you do, executed with perfection, builds the larger success of the airline,” he noted.

He closed by reaffirming the airline’s long-term mission: “Our job is to get Air India to the place it deserves—one that earns the trust of this country and the people who fly with us. Stay the course.”

<a href="https://www.storyboard18.com/special-coverage/air-indias-tragic-setback-tata-led-airline-brand-under-safety-and-service-scanner-70228.htm">Read More: Air India’s Tragic Setback: Tata-led airline brand under scanner</a>

Chandrasekaran calls Air India crash 'most heartbreaking' of his career, urges staff to stay determined

Meta CEO Mark Zuckerberg is going full throttle on artificial intelligence—and he’s taking the hiring process into his own hands. According to a Bloomberg report, Zuckerberg is personally building a new elite AI team with a bold mission: to develop “superintelligence,” AI systems that could eventually surpass human reasoning.

And for the right talent, the pay is reportedly extraordinary—possibly reaching nine figures, positioning it as one of the most lucrative and highest paid AI jobs in the world.

The urgency behind this new push stems from Zuckerberg’s dissatisfaction with Meta’s AI progress so far, particularly the development of Llama 4, the company’s latest large language model. While Meta has made strides in deploying AI across its ecosystem—from Facebook and WhatsApp to Ray-Ban smart glasses—it continues to trail rivals like OpenAI, Microsoft, and Google in the race for true AI dominance.

<a href="https://www.storyboard18.com/brand-makers/scale-ais-alexandr-wang-to-join-metas-superintelligence-mission-jason-dorege-to-be-interim-ceo-of-startup-70176.htm">Read More: Scale AI's Alexandr Wang to join Meta's superintelligence mission; Jason Dorege to be interim CEO of startup</a>

Zuckerberg has responded by going hands-on. He’s held direct meetings with top AI researchers at his homes in California and has reorganized Meta’s Menlo Park headquarters to house the new AI unit just steps from his own office. He plans to build a 50-member team of world-class AI researchers and engineers to drive Meta’s superintelligence ambitions forward.

One major figure reportedly involved is Alexandr Wang, CEO of Scale AI, a data labeling firm that may receive billions in investment from Meta to accelerate its AI efforts.

Funding for the initiative will come from Meta’s robust advertising business, insiders say, giving Zuckerberg the financial firepower to compete in what’s become a global AI arms race.

With companies like Google DeepMind, Apple, Microsoft, and Elon Musk’s xAI also gunning for breakthroughs in artificial general intelligence (AGI), Zuckerberg is betting Meta can distinguish itself by continuing to open-source its Llama models—similar to what Android did for mobile. It’s a strategic move designed to win developer mindshare and encourage widespread adoption.

Whether Meta’s all-in gamble pays off remains to be seen, but one thing is clear: Zuckerberg wants Meta not just in the AI race—but at the front of it.

<a href="https://www.storyboard18.com/how-it-works/with-ai-push-alphabet-amazon-and-meta-together-to-acquire-54-7-of-global-ad-market-warc-70220.htm">Read More: With AI push, Alphabet, Amazon and Meta together to acquire 54.7% of global ad market: WARC</a>

Mark Zuckerberg’s AI gambit: Superintelligence, nine-figure salaries, and a team of 50

India’s leading private airlines—IndiGo, SpiceJet, and Akasa Air—have extended heartfelt solidarity to Air India following the tragic crash of Flight AI 171 near Ahmedabad, which has claimed over 260 lives in one of the worst air disasters in the country’s history.

The Boeing 787-8 Dreamliner, bound for London with 242 passengers and crew, crashed into a medical college complex shortly after takeoff from Ahmedabad, killing nearly all onboard and several people on the ground.

In an outpouring of support, all three private carriers issued statements on social media platform X (formerly Twitter):

IndiGo said, “We are deeply saddened by the unfortunate incident at Ahmedabad airport. Our thoughts are with the passengers, crew, and their families. We stand united in spirit with Air India in this very difficult time.”

SpiceJet echoed the sentiment, stating, “We are truly saddened by the tragic incident... Our prayers are with the passengers, crew, and their loved ones.”

Akasa Air issued a similar message and, like the other carriers, removed its display picture and header images across social platforms in a mark of collective mourning.

Expressions of grief came from across the corporate and political spectrum. Tata Group, which owns Air India, expressed “profound sorrow” and pledged full support to bereaved families. Gautam Adani, whose group operates Ahmedabad airport, confirmed close coordination with authorities on rescue and relief.

Bollywood actor Salman Khan cancelled a scheduled event, saying, “We are with the country.” President Droupadi Murmu called it a “heart-rending disaster,” while Home Minister Amit Shah and Civil Aviation Minister Rammohan Naidu visited the crash site on directions from Prime Minister Narendra Modi.

The incident triggered immediate ripples in the financial markets: shares of IndiGo fell around 3%, SpiceJet dropped 1.5%, and Boeing—maker of the ill-fated aircraft—saw a 7–9% decline in pre-market US trading.

The Aircraft Accident Investigation Bureau (AAIB) and the Directorate General of Civil Aviation (DGCA) have launched a full investigation. Authorities are analysing black box data, pilot communication logs, and weather conditions at the time of the crash. No preliminary findings have been released yet.

Air India Chairman N. Chandrasekaran confirmed that the airline has activated an emergency response centre and dispatched family support teams to assist next of kin and survivors.

<a href="https://www.storyboard18.com/special-coverage/air-indias-flight-path-forward-a-test-of-legacy-and-leadership-70137.htm">Read More: Air India’s flight path forward: A test of legacy and leadership</a>

IndiGo, SpiceJet, Akasa Air rally behind Air India after Ahmedabad plane crash

Vijay Mallya, the embattled former liquor baron and founder of the now-defunct Kingfisher Airlines, has once again stoked controversy over the long-running default saga.

In a recent podcast interview with Raj Shamani, Mallya claimed that Indian banks have recovered more than double the original debt owed by him - claims strongly contested by the lenders involved, as per media reports.

"The government of India, Ministry of Finance, has published a report, their annual report, in which they have acknowledged ₹14,100 crore recovered from me. The Union Finance Ministry has confirmed in writing that banks have recovered ₹14,100 crore from me against a DRT (debt recovery tribunal) judgment debt of ₹6,203 crore. Why the blatant discrimination?" Mallya questioned in the podcast interview.

The flamboyant businessman also rejected the popular portrayal of him as a "fugitive", arguing, "“I didn’t run away; I flew out of India on a pre-scheduled visit… I didn’t return for reasons I consider valid. But where is the ‘chor’ coming from?”

The Kingfisher Airlines account was declared a non-performing asset in December 2011. In June 2013, the DRT ruled that Mallya and his airline owed Rs 6,203.35 crore in principal and interest at 11.5%. Since then, interest and penalties have caused the dues to balloon to nearly Rs 17,800 crore, according to banking sources, the report added.

While the Ministry of Finance's FY25 annual report does note that assets worth Rs 14,131.6 crore have been attached and restored to banks in connection with the case, bank executives caution that the actual realised value of these recoveries is significantly lower - around Rs 10,800 crore.

A breakdown of these recoveries include:

- Kingfisher House, Goa - Rs 172 crore (2017)

- Kingfisher House, Mumbai - Rs 52.5 crore (2021)

- Shared in United Breweries and other assets

Banking executives, speaking on condition of anonymity, maintain that approximately Rs 6,900 crore is still owed and that Mallya's portrayal of the Rs 14,100 crore figure as "overpayment" is misleading. The Rs 14,100 crore reflects attached assets, not cash recovered or realised value, the report added.

Mallya, continues to insist that he was always willing to settle the dues in good faith. “Between 2012 and 2015, I made four different settlement offers to the banks... But the banks refused. I believe they were under political pressure to take a hard stance rather than work out a practical solution,” he said. “I gave my personal guarantee… Koyi chor kabhi apna personal guarantee deta hai kya?” Mallya added.

In February 2025, Mallya filed a petition in the Karnataka High Court seeking a full accounting of recoveries and an interim stay on further recovery actions. The court has issued notices to 10 banks, including SBI and Punjab National Bank.

Meanwhile, Mallya's legal battle in the UK continues to go against him. In April 2025 the UK High Court upheld a bankruptcy order tied to his debt owed to the SBI-led banking consortium. Mallya had argued that sufficient recovery had already been made, but the UK court dismissed his appeal, the report added.

Where is the 'chori?' Vijay Mallya claims overpayment, but banks say otherwise

A new social trend is gaining traction across Indian metros — and it starts with espresso, not alcohol. Known as "coffee raves", these daytime dance gatherings are transforming cafés into makeshift clubs, where the music is loud, the mood is energetic, and the buzz comes from caffeine rather than cocktails.

Originating in European coffee houses and bakeries — notably in cities like London and Amsterdam — the trend found its way to New York before filtering into India’s urban landscape. Now, cities including Mumbai, Bengaluru, Surat, Indore, Lucknow, Hyderabad, and Nagpur are embracing the concept.

Coffee raves typically feature DJs spinning upbeat electronic music in coffee shops during the day, creating a vibrant but alcohol-free party atmosphere. Videos of these events — DJs performing behind espresso machines, crowds dancing with lattes in hand — are increasingly populating social media reels.

One of the key figures driving this culture in India is DJ Tanishq, whose “More Coffee More Rave” tour has reimagined cafés in Indore and Gurugram as energetic dance venues. His focus is firmly on music and connection, with no alcohol, bouncers or velvet ropes — making the events accessible to everyone, from teenagers to teetotalers.

During these raves, the coffee bar often doubles as a DJ console, and baristas serve espresso shots mid-set to fuel the dance floor. The result is a welcoming space where music and community take precedence, minus the pressure and overstimulation of traditional nightclubs.

As India’s nightlife continues to evolve, coffee raves represent a shift in how people socialise — favouring meaningful, energising experiences over late-night excess. Whether you’re an early bird, a music enthusiast or simply caffeine-curious, this might just be the morning movement to get behind.

<a href="https://www.storyboard18.com/brand-makers/how-a-chewing-gum-brand-rekindled-the-love-for-imaginative-advertising-69289.htm">Read More: Prasoon Joshi and Nikhil Sharma on how a chewing gum brand rekindled the love for imaginative advertising</a>

Coffee Raves brew a new morning culture in Indian cities

Once seen as titans of disruption — one in business, the other in politics — Elon Musk and Donald Trump have shared an unpredictable relationship defined by strategic convenience, public praise, sharp insults, and now, an all-out feud. What began with cautious engagement in 2016 has unravelled into a political spectacle in 2025, with impeachment threats, policy clashes, and personal jabs taking centre stage.

2016–2017: Cautious Beginnings and Brief Collaboration
Elon Musk initially opposed Trump’s candidacy, describing him as lacking the character fit for presidency. Despite this, Musk accepted a position on Trump’s economic advisory councils after the 2016 election — a strategic move aimed at influencing policy on climate change and immigration. The alliance was short-lived. Musk resigned in mid-2017 when Trump pulled the U.S. out of the Paris Climate Agreement.

2018–2020: Cold Distance
Over the next few years, their relationship cooled. Musk voiced disagreement over Trump’s immigration policies, particularly the suspension of temporary work visas — a move Musk saw as harmful to U.S. innovation. Though neither side escalated tensions, their interactions remained distant and cautious.

2021–2022: Mixed Messages and Mutual Criticism
In early 2022, Trump praised Musk, calling him a “genius” comparable to Edison — but by July that same year, Trump changed his tune, labeling Musk “another bulls*** artist” amid disagreements over business and political views. This set the stage for more volatility in their interactions.

2023–2024: Political Alignment
Despite past friction, the 2024 U.S. election cycle saw a surprising realignment. Musk declined to financially back any candidate but publicly endorsed Trump after a failed assassination attempt in July. He was also said to have played a role in Trump’s decision to select JD Vance as his running mate. Their renewed camaraderie culminated in Trump appointing Musk co-chair of the newly created Department of Government Efficiency (DOGE) post-election — a position that granted Musk influence over federal bureaucratic reform.

2025: Collapse and Feud
By April 2025, Musk had begun distancing himself from DOGE, citing the need to refocus on his companies. In June, tensions exploded over the "One Big Beautiful Bill," a major spending and tax proposal. Musk publicly condemned the bill for gutting electric vehicle subsidies and ballooning the deficit, calling it a “disgusting abomination.” Trump retaliated by threatening Musk’s federal contracts and calling him “a man who has lost his mind.”

What followed was an all-out feud: Musk called for Trump’s impeachment and made sensational — and unproven — claims linking Trump to the late Jeffrey Epstein. The public fallout sent shockwaves through the business world, with Tesla’s stock value plummeting and analysts warning of further political entanglements affecting tech markets.

Power and Egos
Their story reflects more than just personal grudges — it underscores how two of the most powerful figures in America have wielded influence, aligned when convenient, and turned on each other just as quickly. From campaign rallies to corporate boardrooms, the Trump–Musk drama has impacted politics, policy, and the economy. As of mid-2025, the alliance appears well and truly broken — and both men seem ready for political and reputational war.

<a href="https://www.storyboard18.com/brand-makers/elon-musk-accuses-donald-trump-of-being-named-in-epstein-files-in-explosive-claim-69146.htm">Read More: Elon Musk accuses Donald Trump of being named in Epstein files in explosive claim</a>

How Elon Musk and Donald Trump’s relationship went from being power duo to having public feud

Business tycoon Vijay Mallya has issued a rare public apology for the failure of his now-defunct Kingfisher Airlines, while firmly rejecting accusations of theft and defending his continued stay in the United Kingdom.

In a candid four-hour conversation with entrepreneur Raj Shamani on a podcast released Thursday, Mallya addressed the controversy that has dogged him for nearly a decade.

Also Read: <a href="https://www.storyboard18.com/brand-marketing/vijay-mallya-gets-emotional-over-rcb-victory-internet-reacts-with-sbi-jokes-68835.htm">Vijay Mallya gets emotional over RCB victory; Internet reacts with SBI jokes</a>

"I apologise to everyone for the failure of Kingfisher Airlines," Mallya said, acknowledging the downfall of a company once seen as a symbol of luxury and ambition in Indian aviation.

However, he was quick to add that the circumstances surrounding the airline's collapse were "more complex than often portrayed."

Mallya, who has been living in the UK since 2016, is wanted in India for allegedly defaulting on loans worth over Rs 9,000 crore taken by Kingfisher Airlines from a consortium of Indian banks. Despite a UK court approving his extradition in 2018, he has continued to contest the decision, citing concerns about fairness and public perception.

In the podcast, Mallya challenged the labels frequently associated with him. "You may call me a fugitive, but I didn’t run away. I flew on a prescheduled visit. Fair enough, I didn’t return for reasons that I consider are valid… so if you want to call me a fugitive, go ahead. But where is the ‘chor’ (thief) coming from? Where is the ‘chori’ (theft)?”

He also hinted at a possible return to India - if certain assurances are met. "If I have a fair assurance of a fair trial and dignified existence in India, I will think about it seriously," he said.

'You may call me a fugitive. Where is the chori?': Vijay Mallya apologises for Kingfisher collapse, rejects ‘chor’ label

As Royal Challengers Bengaluru lifted their long-awaited IPL trophy in 2025, it wasn’t just the team that won — the brand did too. One of RCB’s closest partners, Puma, has had a ringside view of the brand's evolution. Virat Kohli may have officially parted ways with Puma, ending his landmark ₹110 crore deal, but his presence still looms large in the brand’s latest campaign, RCB Shotline. 

<a href="https://www.storyboard18.com/brand-makers/diageo-is-underleveraging-rcb-suhel-seth-on-royal-challengers-bengalurus-ipl-win-and-owners-branding-blind-spot-68786.htm">Read more: 'Diageo is underleveraging RCB': Suhel Seth on Royal Challengers Bengaluru's IPL win and owner's branding blind-spot</a>

His continued appearance is likely due to prior filming and possible contractual obligations tied to Puma’s long-standing partnership with the RCB franchise. While Kohli’s personal deal has ended, the brand acknowledged the collaboration warmly, calling it “an outstanding journey.”

In an interview with Storyboard18, Shreya Sachdev, Director-Marketing, PUMA India reflected on why the partnership works, how the title win will reshape the narrative, and what consumer brands can learn from RCB’s emotional branding journey.

The Alignment Wasn’t Just Cricket — It Was Culture

For Puma, picking RCB wasn’t simply about cricket. The brand evaluates partnerships through three key lenses: alignment with brand priorities, mutual value creation, and shared positioning. RCB scored high on all three.

“We are a sports brand. We exist to invest in the sporting ecosystem,” Sachdev said, adding that investing in IPL, especially in a property like RCB, was a no-brainer.

More than just sports, RCB’s values around quality, consistency, and fan-centric storytelling aligned closely with Puma’s own. The brand praised RCB for believing in “world-class experiences” and building a community with care and long-term focus.

“What impressed us,” Sachdev added, “was the fact that RCB doesn’t play safe. They’re open to pushing the envelope — in content, in merchandise, in fan engagement.”

The Title Win Changes Everything — Or Does It?

RCB fans have chanted Ee Sala Cup Namde for over a decade. Now that the cup is finally theirs, how does that change the emotional equation?

According to Sachdev, this moment is as much about the fans as it is about the team. “RCB’s journey has shown us that this is a fandom that is loyal… that sticks by the team no matter what,” they said. The question now is — what do fans want next?

Importantly, Sachdev acknowledged that the emotional narrative of RCB has largely been shaped by its fans — not marketing teams. “Ee Sala Cup Namde is not something RCB put out. It came from the fans. And that says a lot.”

Now, with both IPL and WPL titles in hand, the brand believes RCB is at an inflection point. “It’ll be interesting to see what the expectations are going forward. That long-lost dream has been fulfilled. So where does the energy go now?”

Lessons in Resilience and Relatability for All Brands

While the victory cements RCB’s place in IPL history, the real masterclass according to Sachdev has been in emotional branding.

“RCB is a masterclass in emotional branding,” Sachdev said. “The fact that they went 18 years without a title and still retained such a massive, emotionally invested fan base says everything.”

For consumer brands, there’s a deeper takeaway here. “It’s not just about performance — it’s about narrative, identity, and inclusion. The fans are part of the journey. That kind of brand relatability is gold.”

Authenticity and emotional consistency, Sachdev believes, matter more than short-term wins. “RCB shows how to build through the lows, not just the highs. And how to let your audience co-own the brand story.”

<a href="https://www.storyboard18.com/brand-makers/business-of-belief-what-rcbs-ipl-win-means-for-sports-branding-68758.htm">Read more: Business of belief: What RCB’s IPL win means for sports branding</a>

RCB is a masterclass in emotional branding, says Puma's marketing chief

In the hours following Royal Challengers Bengaluru’s long-awaited IPL 2025 victory, something unexpected trended on Google: “RCB owner.” It wasn’t a search for stats or player rankings; it was a question of who was really behind the most talked-about team in the league.

<a href="https://www.storyboard18.com/brand-makers/business-of-belief-what-rcbs-ipl-win-means-for-sports-branding-68758.htm">Read more: Business of belief: What RCB’s IPL win means for sports branding</a>

That curiosity points to a branding gap at the heart of the RCB story. For a team so visible, so emotionally loved, and finally crowned champions, its corporate identity remains relatively opaque to fans. And to Suhel Seth, Founder & Managing Partner of Counselage India, that disconnect is a branding failure especially given RCB's ownership by one of the world’s largest alcohol conglomerates.

“Diageo is underleveraging RCB. For an alcoholic beverage brand, RCB has been left thirsty in its ability to both leverage and create even greater traction with its consumers. And for that the management of Diageo must be held to account,” Seth says.

“It’s one thing to own a franchise and quite another to build it organically. Had Vijay Mallya been around, you would have seen a totally different RCB right from consumer engagement to stakeholder traction.”

Seth’s critique touches on a core tension in RCB’s evolution — the shift from charisma-led ownership under Vijay Mallya to corporate stewardship under Diageo, via its Indian subsidiary United Spirits Limited (USL).


From Mallya’s Maverick Branding to Diageo’s Compliance Mode

When the IPL began in 2008, Mallya paid Rs 476 crore for the RCB franchise, making it the second-most expensive team at the time. The branding was unmistakable: Royal Challenge, McDowell’s No.1, and Kingfisher - all USL or UB Group brands adorned the team kit. Even the franchise’s name was lifted straight from Mallya’s whiskey label.

But things changed after 2016. Following Mallya’s legal troubles and eventual exit from USL, Diageo took full control. RCB is now owned by Royal Challengers Sports Pvt. Ltd., chaired by Prathmesh Mishra, Diageo India’s chief commercial officer. And while the team has been corporately stable, recently launching its own café, running a successful women’s team and maintaining a strong digital presence - the brand has never quite recaptured the flamboyance or street-level presence it had in its early days.

Which is precisely Seth’s point. RCB has scale, legacy and fan love but hasn’t been transformed into a global consumer-facing brand in the way its potential allows.

Harish Bijoor, Founder, Harish Bijoor Consults Inc., agrees. “Diageo is sitting on a platinum mine of an opportunity in terms of unlocking the potential of RCB,” he says. “The ability to deep-mine Karnataka, all of India, and the Indian diaspora with the RCB fan following in mind is huge.”

He states that the brand has evolved from mere visibility to deep emotional chemistry especially after this year’s long-awaited victory. “The brand thus far was all about physics. Today, I believe it’s about chemistry,” Bijoor adds.

The Trophy Arrives, But the Brand Still Awaits Lift-Off

RCB’s win in 2025 marked a historic moment not just for Virat Kohli, who had been with the franchise since the beginning, but for fans who stuck by the team for 17 years without a title. In that time, RCB became a meme, a movement and a metaphor not for winning, but for undying belief.

This is precisely why brand experts see RCB as more than a cricket franchise. It’s an emotionally loaded brand, with cult-like fandom, underdog mythology and star power. To own such a brand and not align it more visibly with one’s global identity is what Seth argues is a missed opportunity.

“Had Vijay Mallya been around, you would have seen a totally different RCB right from consumer engagement to stakeholder traction,” Seth reiterates.

Indeed, Mallya was known for showmanship - private parties, player appearances, Kingfisher calendar glamour - all tied into the team’s image. Diageo, by contrast, has maintained brand distance, in part due to India’s strict surrogate advertising laws around alcohol. But some, like Seth, argue that creativity not just compliance - is the missing ingredient.

<a href="https://www.storyboard18.com/advertising/from-fans-to-feeds-how-brands-celebrated-rcbs-historic-ipl-win-68650.htm">Read more: From Fans to Feeds! How brands celebrated RCB's historic IPL win</a>

What Can Diageo Do Differently Now?

With the title finally in hand, RCB now sits at a turning point. The fanbase is bigger than ever. The emotional equity is peaking. The time to convert passive admiration into active brand storytelling may never be more ripe.

That storytelling, Seth argues, could have easily extended into sharper marketing ideas during the IPL itself.

He also called out the lack of ground-level activation. “Royal Challenge has dealers,” Seth pointed out. “When Coca-Cola does anything, their dealers, their bottlers, their high-stake consumers, whether it's Domino's, or any other brand are all invited. I can take a bet these guys did nothing. They've not run a dealer promotion, they've not done anything with consumers.”

In fact, Seth added with characteristic bluntness, “I can take a bet that every Royal Challenge bottle that someone has bought from whenever IPL started, doesn't even have a mention of the team."

As Seth makes clear, ownership is not just about assets. It’s about articulation. “It’s one thing to own a franchise and quite another to build it organically,” he says.

Who Really Builds a Brand?

In some ways, RCB’s strongest branding work hasn’t come from its corporate backers but from its players and fans. Kohli’s tears. The "Ee Sala Cup Namde" meme. The heartbreak years. The celebratory chaos on the streets of Bengaluru.

All of it, Seth would argue, was waiting to be shaped into a bigger narrative, a more global-facing cultural brand. Diageo may have the toolkit. But does it have the imagination?

Read More:<a href="https://www.storyboard18.com/brand-makers/rcb-is-a-masterclass-in-emotional-branding-says-pumas-marketing-chief-68814.htm" rel="noopener" target="_blank">RCB is a masterclass in emotional branding, says Puma's marketing chief</a>

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