Articles 1081–1120 of 2673, covering Case Studies, GST · Input Tax Credit, GST · Notices, GST · Returns and more.
Meesho began with social commerce. Its bigger move was recognising when the market wanted value e-commerce more than reseller-led discovery.
BluSmart promised cleaner rides and better driver/customer experience. The challenge: EV ride-hailing is not only an app. It is vehicles, charging, utilisation…
Buying many brands can create scale fast. Integrating them into one profitable machine is much harder.
Not every startup story is a fall. Nykaa shows that category focus, trust and profitability can create a different kind of startup narrative.
The IPL’s real product is not only the match. It is three hours of national attention that broadcasters, streamers, brands and telecom platforms fight to…
A franchise may win or lose a season. Commercially, the bigger question is whether it can convert fan emotion into recurring revenue.
A death bowler can look expensive until he wins three close games. That is the economics of scarce cricket skill.
The WPL changed the question from ‘will people watch women’s cricket?’ to ‘how fast can the ecosystem scale?’
BCCI is not a listed company, but its decisions move broadcasters, advertisers, franchises, players, state associations and fans.
When a platform streams cricket, it is not only selling ads. It is buying habit, app installs, data usage and brand power.
The 2026 World Cup is bigger than any previous edition: more teams, more matches, three host countries and a larger commercial canvas.
The old Club World Cup was niche. The new one asks whether FIFA can build a club tournament that competes for global football attention.
The Premier League did not become powerful only because English football was old. It became powerful because it packaged competition for global television.
Basketball is not just watched on court. It is clipped, streamed, debated and monetised across platforms.
F1 is not only cars going fast. It is a travelling luxury media product with cities, sponsors, teams, drivers and Netflix-era storytelling.
The Olympic rings can transform a city’s image. They can also leave behind budget stress if planning is weak.
Kabaddi was always intense. Pro Kabaddi made it watchable, sponsor-friendly and prime-time ready.
Indian football has fans. The hard part is turning that passion into a durable league economy.
Dream11 made fans feel like team owners. The harder question is what happens when regulation treats the activity as high-tax real-money gaming.
Not every sport needs a billion-dollar rights deal. Some need targeted distribution, subscription, community and low-friction access.
Every parent sees a future star. Every academy must decide whether it is selling skill, discipline, fitness, exposure or hope.
Chess needs a board, a coach and a brain — but the business now includes online classes, engines, tournaments and ratings.
The stadium is optional. The audience is digital. The challenge is proving that attention can become durable revenue.
A cricketer’s bat swing may win a match. Their Instagram post may sell shoes, protein, fintech and insurance.
The ticket gets the fan inside. The real business begins with seats, boxes, food, parking, merchandise and repeat habit.
A jersey is not cloth. It is identity, memory and belonging — priced as licensed intellectual property.
The athlete feels tired. The wearable says workload is spiking. The finance team sees an asset worth crores being protected.
Parents pay for academics first. But schools increasingly need structured sports, safety, curriculum, events and measurable participation.
A sports-rights deal can look irrational on standalone P&L and rational when seen as customer acquisition, churn reduction and brand dominance.
Capital goods ITC is not a one-time purchase entry. The GST impact can continue when the asset is used partly for exempt supplies, transferred, sold, scrapped…
Performance ads, influencer payouts and agency retainers are now major cost lines for Indian startups and D2C brands. The GST question is simple but important…
Food, cab and employee welfare invoices are among the most common ITC mistakes. They look like genuine business expenses in accounts, but GST credit can still…
Laptops, mobiles and office equipment are easier than food/cab ITC, but still not risk-free. The key is proving business use, holding a valid invoice, matching…
Office rent and coworking invoices are usually high-value recurring GST credits. They are also easy to get wrong when the invoice GSTIN, place of supply…
If your business has both taxable and exempt supplies, ITC cannot simply be claimed in full. Common input/input-service credit needs a disciplined reversal…
GST ITC is not safe just because the invoice is valid and appears in GSTR-2B. If vendor payment is not made within the specified period, Rule 37 can require…
A GSTR-2B vs GSTR-3B ITC mismatch is no longer only a reconciliation item. Under the Rule 88D framework, a system-based intimation can require payment or…
GSTR-1 tells the Government and your customers what outward supplies you reported. GSTR-3B tells the tax paid summary. When these two do not talk to each…
GSTR-2B vs books reconciliation is now a core monthly-close control, not a year-end cleanup. It protects ITC claims, reduces mismatch notices and makes vendor…
A wrong e-invoice is not just a PDF correction problem. Once an IRN is generated, finance must decide whether to cancel on the IRP within the permitted window…