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Den eyes 20% revenue growth from cable in FY’12
MUMBAI: Sameer Manchanda-promoted Den Networks Ltd. targets a 20 per cent growth in revenue from its cable TV business for the current fiscal, aided by earnings from subscription and the fee that it charges from broadcasters to place their channels.
The multi-system operator (MSO) with a pan India presence has posted a revenue of Rs 5.72 billion from cable TV for the fiscal ended 31 March 2011, up 25 per cent from Rs 4.57 billion a year ago.
The business from Star Den, a joint venture between Star India and Den that is engaged in the business of TV channel distribution, is expected to grow 15 per cent.
“We expect a 20 per cent growth from cable TV operations and a 15 per cent growth from Star Den in the fiscal,” Den Networks president – strategy and business development MG Azhar tells Indiantelevision.com.
The consolidated Ebitda is expected to grow 35 per cent. For the fiscal ended 31 March 2011, Den reported a consolidated Ebitda of Rs 1.36 billion, up 28 per cent (from Rs 1.06 billion).
For FY’11, Den posted a 43 per cent jump in Ebitda to Rs 1.17 billion from the cable TV business compared to Rs 820 million in the earlier year.
Net profit from cable rose 86 per cent to Rs 267 million. “We gained from economies of scale and saw revenue growth due to subscription and placement fees,” says Azhar.
On a consolidated basis, Den Networks reported a revenue of Rs 10.61 billion, up 15 per cent from Rs 9.256 billion a year ago. Expenses rose 13 per cent to Rs 9.25 billion. The consolidated figures include cable TV operations and the financials of Star Den.
Consolidated net profit jumped 26 per cent to Rs 378 million.
“We are bullish about our future growth. This will be driven by increasing digitalisation and a burgeoning broadcasting market where more and more channels will continue to expand,” says Azhar.
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With 57 per cent single new users, Ashley Madison rebrands as discreet dating platform
Platform says majority of new members now identify as single
INDIA: Ashley Madison is shedding the “married-dating” label that defined it for two decades, repositioning itself as a platform for discreet dating in what it calls the post-social media age.
The rebrand, unveiled in India on 27 February, 2026, marks a structural shift in business model and identity. Once synonymous with married dating, the company now describes itself as the “premier destination for discreet dating” under a new tagline: Where Desire Meets Discretion.
The pivot is data-driven. Internal figures show that 57 per cent of global sign-ups between 1 January and 31 December, 2025 identified as single: a notable departure from the platform’s married core. The company argues that its community has already evolved beyond its original positioning.
“In an age where our lives have been constantly put on public display, privacy has become the new luxury,” said Ashley Madison chief strategy officer Paul Keable. He framed the platform’s offering as “ethical discretion” for singles, separated, divorced and non-monogamous users seeking private connections.
The shift also taps into wider digital fatigue. A global survey conducted by YouGov for Ashley Madison, covering 13,071 adults across Australia, Brazil, Canada, Germany, India, Italy, Mexico, Spain, Switzerland, the UK and the US, found mounting discomfort with hyper-public online lives.
Among dating app users, 30 per cent cited constant swiping and messaging as a source of fatigue, while 24 per cent pointed to pressure to curate public-facing profiles and early personal disclosure. Some 27 per cent said fears of screenshots or information being shared contributed to exhaustion; an equal share cited unwanted attention.
The retreat from oversharing appears broader. According to the survey, 46 per cent of adults actively try to keep most aspects of their life private online. Only 8 per cent feel comfortable sharing most aspects publicly, while 35 per cent say they are becoming more selective about what they disclose.
Ashley Madison is betting that this cultural recalibration towards controlled visibility can be monetised. By doubling down on privacy infrastructure and reframing itself around discretion rather than infidelity, the company is attempting to convert reputational baggage into a premium proposition.
