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Hathway Cable eyes Rs 10 bn revenue in FY’11
MUMBAI: Hathway Cable & Datacom is gearing up to take its consolidated revenues to Rs 10 billion this fiscal as it steps up its digitisation, broadband and last mile acquisition drive.
India’s leading multi-system operator expects to lift its Ebitda from Rs 1.38 billion to Rs 3 billion in FY’11, hoping to benefit from an improved business model.
“We are looking at a turnover of Rs 10 billion and an Ebitda of Rs 2.75-3 billion this fiscal,” says Hathway Cable & Datacom managing director and chief executive officer K Jayaraman.
Hathway had posted a revenue of Rs 7.35 billion for the fiscal ended 31 March 2010.
The company hopes to seed one million digital set-top boxes during the current fiscal. The MSO will start charging an extra amount of Rs 15 as monthly subscription fee in markets where it can, augmenting its revenues from digitisation.
“We will be charging Rs 15 from the operators. We will leave it open for the operator to fix the monthly subscription price that a digital customer will have to pay,” says Jayaraman.
Speeding up its acquisition drive, the MSO expects to have direct primary points touching half a million. The last mile access directly to the customer homes will allow it to offer value-added services.
On the broadband front, Hathway will reach half a million subscribers while holding on to its ARPU (average revenue per subscriber) of Rs 330.
Analogue cable ARPU can also go up by 10-15 per cent in certain markets, Jayaraman says.
Hathway will expand its reach from eight to nine million in FY’11.
“Hathway is planning to cure the business model of digitisation by charging an extra Rs 15 as subscription fee. The ebitda target of Rs 3 billion looks ambitious at this stage but could be achievable,” says a media analyst who tracks the company.
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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.
