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January 31, 2026
Surabhi Prasad, Business Today
Print Edition: 01 Feb, 2026
The last two years—2024 and, more notably, 2025—saw a wave of protests by a new generation of students and young professionals looking for political change, better economic conditions and more climate awareness across countries, including Bangladesh, Nepal, Indonesia and the Maldives.
But beyond these uprisings, Gen Z, the term used to describe those born in late 1990s to the early part of the 2010s and currently aged around 13-29 years, are not only questioning but also bringing forth changes in societal norms and economic behaviour. It’s not just a generation gap!
Gen Z are digital natives. They are tech savvy, have grown up with Internet in their homes, iPads as their support system, social media as a constant companion and take digital payments, online and quick commerce for granted. They tend to be night owls, the real gigsters, at home with artificial intelligence (AI) and machine learning, and with a lingo—cap, salty, suss and tea—that make others scratch their heads.
They also have newer challenges—rising unemployment, an uncertain economic environment, the rise of AI that has put a question mark on the future of work, climate change that is turning more real by the day, and skyrocketing real estate prices that mean a dream home could remain just a dream. Still, they are the rising consumer force who, over the next decade, are poised to become the largest chunk of the labour force and the focus of most companies.
For a country like India that is still young, Gen Z will soon be the economic force to reckon with. A recent report by not-for-profit think tank People Research on India’s Consumer Economy (PRICE) estimates that as of 2025, nearly one in five young individuals globally lives in India. “This is a formidable 420-million strong force, constituting approximately 29% of the nation’s total population, and made up of individuals aged between 15 and 29 as defined by India’s National Youth Policy (2014),” it said.
Labour sociologist Ellina Samantroy, Fellow at the V.V. Giri National Labour Institute, says India’s expanding Gen Z or youth workforce offers a significant opportunity for the country to reap the demographic dividend. As per the recent Periodic Labour Force Survey 2023-24, around 46.5% of the labour force is in the 15-29 age group. “There has been an increase in labour force participation in this age group from 42% during 2021-22. One can see the economic growth potential of this cohort,” she says.
However, with transitions and emerging opportunities in the world of work, it is important to harness the potential of this population cohort with adequate access to education and skilling, she says.
Devangshu Dutta, founder and chief executive of Third Eyesight, a boutique management consulting firm focused on the retail and consumer products ecosystem, says Indian Gen Z consumers are not a uniform cohort.
“A critical issue in India is the coexistence of aspiration and constraint, and India’s Gen Z are shaped by a mix of high digital exposure and wide economic disparity. While they are ambitious and globally aware, their purchasing power varies sharply across segments and locations,” he says.
Further, urban, higher-income Gen Z display global consumption behaviours such as brand experimentation, social commerce and premium aspiration, whereas a large proportion of Gen Z in Tier II, Tier III and rural India is highly value-driven and necessity-led, while drawing their inspiration from global and national sources. He also points out that unlike Millennials, Indian Gen Z are also entering the workforce in a more uncertain economic environment, making price sensitivity, smaller pack sizes and flexible payment options important. “Employment patterns such as informal jobs, gig work and delayed income stability are influencing consumption cycles and brand loyalty,” he says. There is a strong preference for digital discovery, vernacular content and peer-led recommendations, with trust built through community and relevance rather than legacy brand status.
Rising aspirations of Indian households and changes in consumption pattern with a marked move from essentials to more premium products have been well documented, most recently in Household Consumption Expenditure Surveys. But more granular, individual-level data from PRICE shows marked changes in education levels and behaviour of Gen Z and other cohorts such as Millennials (those aged between 30 and 45), Gen X (aged 45-60) and Baby Boomers (60+). A 2024 PRICE ICE 360 Survey of 8,200 respondents (18–70 years) in 25 major cities showed that Gen Z is the most educated cohort, spends the most time browsing the Internet and is more engaged with e-commerce and paid digital services.
Multinational and domestic companies are also now waking up to the Gen Z wave and are realising that they need to review strategies to gain the attention and loyalty of Gen Z as consumers and workers.
“Fashion, beauty and personal care, food and beverages, and mobile and consumer electronics are at the forefront of change in India,” says Dutta. Responding to Gen Z requirements, companies are designing products at accessible price points, expanding entry-level ranges and leveraging sachetisation and subscription models. Brands are investing more in regional languages, local influencers and platforms such as short-video and social commerce channels that resonate with young Indian consumers, he says.
But this process is still at a nascent stage, and many companies and analysts are still trying to assess this generation.
For the 34th Anniversary Issue, we at Business Today decided to decode what Gen Z is truly about, what influences them the most, what they aspire to purchase, what they can afford and what this means for India Inc. Over the course of the last few months, our newsroom saw animated discussions as senior editors sat down with younger colleagues to discuss lifestyle choices, brand loyalties and career ambitions, as we drafted an issue brief and a potential survey.
We then got in touch with PRICE, which worked with us on our survey objectives and tweaked the questionnaire. The result—a first-of-its-kind exercise where PRICE surveyed 4,311 Gen Z respondents, who are now entering the workforce with an income of their own, residing in metros and Tier II cities. The survey covered gender, education, employment status, personal income and household income classes. The main focus was urban, educated Gen-Z who has the income to be a strong consumer.
The research examined consumption behaviour across discretionary and essential categories, savings and credit attitudes, digital influence, brand loyalty, aspirations, and future spending intent.
And the results are indeed, surprising! The survey reveals that traditional consumption models that were built around age-based life stages, linear career progression and early credit adoption no longer hold for Gen Z. “This cohort’s behaviour reflects early exposure to economic shocks, greater career volatility and a redefinition of success away from speed toward resilience,” it underlines.
For businesses, misreading delayed demand as permanent weakness risks underinvestment just as Gen Z approaches its next consumption inflection, it warns. For financial services, premature credit push without trust-building will underperform. For consumer brands, price-led acquisition without quality consistency will fail to convert into lifetime value.
Delve into this issue where BT brings to you the in-depth findings of the survey and explains what this means for companies as they vie for a share of this growing consumer segment. Gen Z is not just about rizz and drip, it is giving the main character energy as they come of age.
(Published in Business Today, issue dated 1 February 2026)
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November 4, 2025
Yash Bhatia, IMPACT
4 November 2025
It started with groceries. Quick commerce started delivering milk, bread, and eggs in 10–15 minutes, which seemed revolutionary enough in 2022. Then came the iPhone 14 launch, and suddenly, quick commerce wasn’t just about convenience; it was about spectacle. Overnight, India’s app-based delivery ecosystem became the stage for a new ritual: flagship products arriving at your doorstep faster than you can say ‘checkout.’
And now? Phones aren’t the limit. You can even order motorcycles online. Yes, motorcycles. Royal Enfield has partnered with Flipkart to list its entire 350cc portfolio, which will be delivered to five cities: Bengaluru, Gurugram, Kolkata, Lucknow, and Mumbai.
The lines between e-commerce and quick commerce are becoming increasingly blurred. Flipkart’s Flipkart Minutes and Amazon’s instant delivery options are proof that speed is no longer a differentiator; it’s table stakes. And as platforms race to expand, high-ticket items are joining the frenzy, from electronics and furniture to watches, fitness equipment, and premium kitchen appliances. For platforms, these products are goldmines of margin; the challenge lies in logistics and consumer trust.
According to a report by CareEdge Advisory, India had over 270 million online shoppers in 2024, making it the second-largest e-retail user base globally, while the e-commerce market grew 23.8% in 2024 over the year-ago period, it said. The report also added that Indians ordered Rs 64,000 crore of goods from quick-commerce platforms.
From the consumer standpoint, one of the challenges for consumers to buy high-ticket items from the quick commerce platforms is to get consumer trust, which used to be the case when e-commerce started its operations. Can quick commerce move to high-ticket items? Is quick commerce looking at these items as a branding exercise, or are they looking at them as a serious revenue stream channel?
Chirag Taneja, Founder & CEO, GoKwik – an e-commerce enablement platform, says what began as a branding exercise for D2C brands has now evolved into a credible revenue stream. “In the early days, high-ticket categories on D2C platforms saw limited traction,” he explains. “Trust was still being built, customers were unsure if their orders would even reach them. There were many friction points.”
But that’s no longer the case. According to GoKwik’s network data, high-ticket purchases (above ₹2,500) are no longer outliers, they’re becoming a consistent driver of topline revenue.
Interestingly, most of these premium purchases are powered by credit instruments from no-cost EMIs to instant credit options at checkout. “This reflects a clear shift in mindset,” says Taneja. “Consumers no longer view high-value spending as a financial strain. They see it as a set of manageable, bite-sized payments that help them aspire higher, quicker. It’s not just a financial enabler, it’s a psychological unlock that makes premium consumption feel accessible and routine,” he adds.
“With strong trust in delivery reliability, smooth returns, and credible brand backing, the ecosystem has bridged the gap that once kept premium shopping offline,” says Taneja.
Devangshu Dutta, Founder of a specialist consulting firm, Third Eyesight, thinks differently and points out that high-value items still make up a small slice of quick commerce sales. “The model thrives on simplicity, a limited product range on the platform’s end, and quick, low-friction decision-making on the consumer’s,” he explains.
That said, Dutta believes quick commerce can still play a strategic role for premium brands. “For high-value products, q-comm can be an excellent lever for driving velocity, testing market response, or amplifying brand visibility. But it should be viewed as one piece of the channel mix, not the primary sales driver.”
From the platform’s perspective, however, listing high-ticket products brings its own upside. “They create excitement, boost average transaction values, and improve realised margins,” Dutta notes. “Consumers are often drawn in by novelty, exclusivity, or status appeal, especially during big launches or limited-time promotions.”
Still, he adds a note of realism: “Premium and high-ticket purchases largely remain planned decisions. Most consumers continue to prefer established offline and e-commerce channels for such buys where trust in authenticity, return policies, and after-sales services still carry greater weight than instant gratification.”
Seshu Kumar Tirumala, Chief Buying and Merchandising Officer, BigBasket, says the company doesn’t look at electronics as a high-ticket item category but rather focuses on building a complete category experience for customers. “For example, if we list an Enfield bike, we’d also want to offer spare parts, servicing options, and extended warranties, because that’s how the category functions,” he explains.
Tirumala adds that BigBasket adopted the same approach when it ventured into mobiles and mobile accessories. “When we launched this category last year, it was a trial. Today, it’s a sizable part of our business,” he says. Currently, electronics and mobile accessories contribute 5–10% of BigBasket’s monthly sales, having grown 250–300% year-on-year since the first iPhone launch on the platform.
While the launch day drives the highest demand for flagship devices like the iPhone, Tirumala notes that the following one to two months see strong accessory sales, from AirPods and headphones to chargers and power banks. “On average, mobiles and accessories account for 7–8% of our total sales, peaking at 10% during the festive season. Overall, this category has grown from zero to 7–8% of our total business in just a year, and we expect it to reach around 25% next year,” he adds.
Currently, the platform offers select models from smartphone brands, including OnePlus, Realme, Redmi, Vivo, and Oppo.
The Bengaluru-based platform is now piloting the delivery of large home appliances across across select city areas in partnership with Croma. If successful, BigBasket plans to expand this model to other cities, further broadening its quick commerce offering beyond everyday essentials.
Taneja points out that the traditional e-commerce model, once driven by discounts and affordability, is now evolving toward experience and access. Over the next few years, two major shifts will shape this transformation: credit-first commerce, where EMIs become the default mode for premium purchases, and aspirational commerce, where consumers view e-commerce as the easiest path to lifestyle upgrades. Consequently, platforms will need to reposition themselves from being “where you save more” to “where you unlock more”, prioritising personalisation, trust, and a seamless shopping experience.
As quick commerce matures, it is no longer just about instant gratification; it’s becoming a bridge between aspiration and accessibility.
Platforms are proving that speed, trust, and seamless experience can coexist with high-value purchases.
(Published in IMPACT)
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September 3, 2025
Aakriti Bansal, Medianama
3 September 2025
The Goods and Services Tax (GST) overhaul simplifies India’s tax structure and lowers prices for many goods. However, for e-commerce sellers, the change arrives at the worst possible moment. Platforms and sellers must adjust billing systems, invoices, and inventory records just as the festive season begins.
The festive period drives the highest order volumes of the year, and even minor disruptions in invoicing or compliance ripple through the system. Refunds get delayed, seller–platform relations strain, consumers face frustration, and penalties under GST law escalate. Moreover, the episode shows the fragility of India’s e-commerce compliance infrastructure.
Larger sellers can rely on manpower and technology, but smaller businesses remain disproportionately exposed. Platforms, meanwhile, cannot act as neutral intermediaries when their invoicing systems directly control seller compliance. The question now is whether the government, platforms, and sellers can move fast enough to make structural reforms without turning them into seasonal flashpoints.
What’s the News?
The GST Council, chaired by Finance Minister Nirmala Sitharaman, is meeting today and tomorrow (September 3–4), according to a report by Hindustan Times, to decide on a major overhaul of India’s tax system. The timing has already unsettled e-commerce. Platforms like Amazon, Flipkart, and Meesho are holding back on announcing festive sale dates, while sellers report uncertainty about how to handle inventory already billed at old rates.
Shoppers are delaying big-ticket purchases such as smartphones, televisions, and appliances, creating a visible slowdown in demand. Retailers are carrying higher stock levels, waiting to recalibrate pricing once the Council clarifies the new slabs. The pause comes just before the festive sales period, which typically contributes about a quarter of annual revenues for e-commerce platforms.
What the GST Reforms Are
The government has proposed collapsing the four-tier GST structure of 5%, 12%, 18%, and 28% into two slabs of 5% and 18%. A new 40% tier would apply to luxury and sin goods, replacing the existing compensation-cess mechanism.
If the Council approves, several categories will see rate changes. White goods such as washing machines, air-conditioners, smartphones, refrigerators, and televisions would move from 28% to 18%. Small petrol cars and motorcycles would also shift from 28% to 18%. Essentials including ghee, nuts, namkeen, packaged drinking water, and medical devices would drop from 12% to 5%. Everyday consumer products like toothpaste, shampoo, soap, and ready-to-eat foods would also move into the 5% bracket.
The 40% tier would target high-end cars, premium electric vehicles, tobacco, and pan masala. States have pushed back, warning of revenue losses, and discussions are underway on whether higher levies on luxury items or cess surpluses can offset the shortfall.
Implementation Challenges
Satish Meena of Datum Intelligence, a market research firm, flagged the absence of a transition window as “very tricky.” “Everyone wants to make the change because this is the peak sale time,” Meena explained. “But the challenge is how it will be implemented for goods already in warehouses. Once inventory has moved from the company to the warehouse under the old GST, how will you pass on the benefit to the customer?”
Devangshu Dutta, chief executive of Third Eyesight, a retail consulting firm, pointed to similar risks. “Sellers will need to rapidly adjust pricing strategies and inventory details, keeping in mind that the festive season is upon us,” Dutta explained. “One would hope that the changeover of rates doesn’t create supply unpredictability in this critical season.”
Abhishek A. Rastogi, founder of Rastogi Chambers, a law firm specialising in indirect tax and regulatory matters, warned about compliance fallout.“From a compliance perspective, the biggest challenge will be ensuring real-time alignment between product listings, tax rates, and invoices generated. Even a minor mismatch in billing, particularly during the high-volume festive season, could result in serious exposure,” Rastogi said.
Impact on Smaller Sellers
Experts agreed that smaller sellers carry the heaviest burden. “Larger sellers with manpower and technology will cope faster. Smaller sellers will face particular challenges,” Meena noted.
Dutta explained why smaller businesses feel the squeeze. “Businesses of all sizes face the burden of compliance and accurate reporting, but smaller businesses feel the impact disproportionately as their management resources are far more limited. Often it is the owner-manager, the most critical human resource in a small business, whose time gets sucked into ensuring the changes go through smoothly,” he said.
Moreover, Rastogi advised small sellers to act defensively. “Smaller sellers must ensure they maintain proper records of their communications with platforms, raise tickets on billing mismatches, and document tax advice received. Such proactive record-keeping will protect them if litigation arises later. They should also consider contractual safeguards when signing with platforms,” he said.
Platforms Under Pressure
Platforms also operate under strain. Meena pointed out that festive sales remain unannounced. “Typically, the sales should be in the week of October 13–14, or the following week. That has not been announced till now because of this GST issue,” he said.
Dutta argued that platforms must step in to steady sellers. “Sales, inventory, and return reconciliation is an ongoing issue and potential point of dissatisfaction among sellers. To avoid adding to this, e-commerce platforms need to provide enhanced seller support to smooth out the turbulence during the GST changeover,” he said.
Rastogi underlined that platforms share liability. “Legally, the burden to discharge GST liability lies on the seller. However, given that invoicing systems are often managed by e-commerce platforms, there is a shared responsibility to ensure the correct GST rate is applied. Any platform-level error that causes sellers to become non-compliant could become a contentious issue,” he explained.
He also laid out remedies. “Sellers impacted due to platform-level glitches can seek remedies under contract law and indemnity clauses in their agreements with the platform. They may also explore legal recourse if non-compliance is triggered without their fault. Ultimately, disputes of this nature will test how liability is apportioned between sellers and platforms,” Rastogi mentioned.
Consumer and Market Effects
The uncertainty already shapes consumer behaviour. “There is already a decline in demand over the last two weeks as customers are delaying purchases, waiting for festive discounts,” Meena observed. “If sales are pushed too close to Diwali, customers may move to offline stores where delivery is immediate and pricing on appliances can match e-commerce.”
Notably, Dutta pointed out that offline businesses could benefit. “Small offline businesses that don’t have GST numbers and don’t need to compile GST returns may be able to quickly benefit from lower input costs and may be able to become more price competitive,” he said.
Need for Government Clarity
Both Dutta and Rastogi called for immediate guidance.
Dutta warned that reforms must not create “supply unpredictability in this critical season.”
Rastogi pressed for intervention. “There is a strong case for the government to issue clarificatory circulars or transitional relief, particularly given the festive season volumes. Without such guidance, both sellers and platforms face a high risk of disputes, and the compliance ecosystem may be overburdened,” he noted.
Why It Matters
The GST reforms land as festive season spending sets the direction for the retail year. E-commerce platforms draw about a quarter of their annual revenues during this period, and sellers use these weeks to recover margins. Datum Intelligence estimates that online shoppers will spend around Rs. 1,20,000 crore in 2025, up 27% from 2024, with quick commerce taking 12% of that share. At this scale, even small invoicing or compliance errors can lock up billions of rupees in disputed sales.
The reforms already shape consumer behaviour. Shoppers hold back purchases while they wait for clarity on tax rates, and platforms face pressure to adjust quickly. If festive sales move closer to Diwali, buyers may switch to offline stores that match appliance prices and provide immediate delivery.
The rollout will show whether platforms and sellers manage a nationwide tax change in the middle of their busiest season or allow it to disrupt India’s largest online retail channel.
(Published in Medianama)
Devangshu Dutta
June 30, 2025
In every strategy meeting today, one metric is invariably mentioned: Customer Acquisition Cost (CAC). Whether you’re a well-funded corporate retailer, or raising your first angel round, or a well-established digital duopolist brand scaling Series C, CAC is one of the key performance metrics. “Real” spend that is neatly broken down by channel, optimised by funnel tweaks, scrutinised to the last rupee or dollar.
But there’s a metric we almost never hear about that could be costing brands far more in the long run.
Let’s call it Customer Forfeiture Cost (CFC), the residual lifetime value that is lost when a customer walks away from your business not because of price, competition, or even shifting needs, but because of a “burn”: a delivery missed or messed up, a refund that took weeks, an arrogant customer service call, or a product that failed spectacularly against the promise. In other words, when your brand hurts someone enough to make them walk away. Probably for ever.
It’s a paradox: brands are pumping thousands of crores into acquiring users, but they’re bleeding value at the other end. Yet, while CAC is a line item in every financial statement, CFC is invisible in management dashboards. CEOs don’t announce, “We’ve cut our forfeiture cost by 20% this quarter.”
Yet. every CXO knows it exists. The NPS scores, the social media complaints, the “never again” comments in reviews, the sinking feeling when repeat purchase rates fall.
Why CFC Matters More Than Ever
In every business, during the early stages each sale is a victory. Whether it was the retail chains that grew in the 1990s and early-2000s or the digital upstarts that came up through 2010s and 2020s, scale has been the mantra, and investors have poured money into scaling through the growing consumption of India 1 and India 2 customers.
Today customer acquisition isn’t cheap. The same person who clicked impulsively in 2020 now thinks twice before confirming payment. In this landscape, retention isn’t optional, it’s existential.
Every lost customer isn’t just a refund processed, or a cart abandoned. It’s the long tail of future repeat purchases that will never happen, negative word of mouth and brand distrust in the customer’s circle of influence, and increased future CAC due to declining organic reach.
Way back in 1967, management consultant Peter Drucker wrote in his book “The Effective Executive”: “What gets measured, gets managed”.
Today your CAC may be Rs. 500-1,000. If the average customer life time value (LTV) is Rs. 10,000, and a single burn causes churn after just one order worth Rs. 2,000, your CFC is Rs. 8,000, and that doesn’t even include reputational spillover.
Why We Don’t Measure It
Yes, CFC is hard to quantify. It’s not as easily attributable as ad spends. There’s usually no neat model telling you why someone never returned, because tech stacks aren’t typically designed to track emotional exits. And let’s face it, introspection about broken relationships is uncomfortable, even for management teams.
But that doesn’t mean it’s not real. If a customer leaves because your delivery executive messed up, or because your app crashed during checkout twice in a row, that’s on you, not the market. And in a business climate where sustainable growth is the mantra, LTV is king.
Ignoring CFC is like watching your roof leak and blaming the rain.
Toward a New Discipline
Brands and retailers must start measuring CFC, the value lost when customers disengage due to friction, mistrust, or neglect, and then start working on reducing it. This can be done by:
The Competitive Edge We’re Not Using
In a crowded space where everyone’s vying for eyeballs, trust is the true moat. Customers don’t expect perfection – they do expect accountability, authenticity, and recovery when things go wrong.
Brands that understand and act on Customer Forfeiture Costs will quietly start building a powerful edge: deeper brand loyalty, lower CAC over time thanks to referrals and repeats and greater lifetime value per user.
In other words, real, compounding value.
As the Indian brand ecosystem matures, Customer Forfeiture Cost needs to be as visible and valued as CAC. Acquisition is the invitation; experience is the relationship. Relationships, once broken, are expensive to rebuild; if they can be rebuilt at all.
In the end, growth isn’t just about who comes in. It’s about who stays, and why.
(Written by Devangshu Dutta, Founder of Third Eyesight, this was published in Financial Express on 2 July 2025)
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December 8, 2024
Sharleen Dsouza, Business Standard
Mumbai, 8 Dec 2024
The legal battle between Mahindra Electric Automobile and IndiGo Aviation over ‘6e’ continues in court, and brand experts believe the case is unlikely to stand up in law. However, Mahindra is receiving free publicity from this trademark infringement fight.
As the case progresses in the Delhi High Court (HC), Mahindra issued a statement on Saturday, saying, “We are hence taking the decision to brand our product BE 6.”
However, brand experts argue that since both companies operate in different sectors, there should not be any legal issues.
“Ideally, there shouldn’t be confusion, as they don’t operate in the same segment unless IndiGo plans to enter the car market, and vice versa. Everyone is being cautious about their brand,” said N Chandramouli, chief executive officer (CEO) of TRA Research.
He added that while everyone is being cautious about their brand, the use of ‘6e’ by Mahindra is not necessarily against the law. “It depends on what the court decides, and Mahindra Electric Automobile can prove in court that it will not harm its brand name.”
Devangshu Dutta, CEO of Third Eyesight, also said that there are several instances where brands and trademarks overlap. “From a marketing perspective, Mahindra Electric Automobile is getting free publicity from this fight. IndiGo’s position in this argument will depend on whether it has registered ‘6e’ as a trademark.”
Sandeep Goyal, chairman of Rediffusion, believes this is an interesting case. He said, “I’m not sure if ‘6e’ as a combination is registrable. However, IndiGo may well have secured the intellectual property (IP), though the trademark may not extend to automobiles.” He further added, “I’m sure Mahindra must have done its homework before using 6e in its vehicle name — it’s too public to risk unless it was unfettered and cleared by their lawyers.”
In its statement released on Saturday, Mahindra also said it has applied for trademark registration under Class 12 (vehicles) for ‘BE 6e’ as part of its electric sport utility vehicle portfolio. “The mark ‘BE’ is already registered with Mahindra in Class 12, and it stands for our Born Electric platform underpinning the BE 6e.”
“We believe it differs fundamentally from IndiGo’s ‘6e’, which represents an airline, eliminating any risk of confusion,” it added.
The statement also noted that, in the past, Tata Motors had objected to InterGlobe Enterprises using the IndiGo mark due to the Tata Indigo car brand. InterGlobe continues to use the IndiGo mark in a different industry. “We, therefore, find their objection to BE 6e inconsistent with its own previous conduct,” the statement said.
Last week, IndiGo released a statement saying that the ‘6e’ mark has been an integral part of IndiGo’s identity for the past 18 years and is a registered trademark with strong global recognition. “The ‘6e’ mark, whether standalone or in its variants and formative forms, is extensively used by IndiGo for its offerings and goods and services provided in collaboration with trusted partners.”
It added that any unauthorised use of the ‘6e’ mark, whether standalone or in any form, constitutes an infringement of IndiGo’s rights, reputation, and goodwill. “IndiGo is committed to taking all necessary and appropriate steps to safeguard its IP and brand identity,” the statement said.
The case will be heard in the Delhi HC on Monday.
(Published in Business Standard)
