GECs
Sony-SAB talks not at valuation stage
MUMBAI: Sony Entertainment Television India appears reluctant to pursue the acquisition of SAB TV, belying reports in the media which have indicated otherwise. The talks between the two companies never reached a valuation stage.
“For us, it is still a choice of whether to make or to buy. We are, in fact, questioning the need of a flanking channel itself,” Sony Entertainment Television India chief executive officer Kunal Dasgupta tells indiantelevision.com. Media reports of Sony’s buying into SAB have reasoned that the network is looking for a flanking channel for its flagship SET.
The concept has failed to work in India is Dasgupta’s contention. “Zee Telefilm’s EL TV effort didn’t succeed. Star Utsav has also not caught fire. We will see how the market evolves before deciding on anything,” says Dasgupta.
When asked whether Sony was at an advanced stage of discussions with SAB, Dasgupta says: “We haven’t reached the stage where we have done an internal valuation of the company.”
For Dasgupta, the priority this year is to get Sony TV to some position of dominance. “Advertising on re-run channels is going to be poor. In matured TV markets, such channels are mainly subscription-driven. When you pay for what you watch, that’s the time to launch a flanking channel,” said Dasgupta.
With Zee and Star having plans in the southern regional language market, what would be Sony’s strategy? “We will plan when we feel that the market is right. There are no movies available for acquisition in these markets. There are also too many players. We will have to wait for consolidation,” says Dasgupta.
Is Sony prepared to buy out any existing players? “We do not want to buy early and spend too much money. We will wait for the right time and decide what we are to do,” he says.
The immediate focus is not to get a flanking channel or move into the regional language markets, but to get Sony TV up. “Getting channels for other audiences are long term plans. There is no point in creating more vessels to lose money,” says Dasgupta.
Isn’t Sony TV slipping in audiences after having climbed up the rating charts in the first half of the year? “In metros, we are actually doing better. Our programme positioning being youthful and aspirational.”
How will the launch of StarOne affect Sony TV, particularly as it is aimed at the younger aspirational audiences? “They may end up cannibalising their own audiences,” is all Dasgupta is willing to offer.
GECs
‘I wasn’t enjoying it’: Why ex-Colors CEO Raj Nayak quit at his peak
Former TV and media executive says happiness, not hierarchy, defines leadership
MUMBAI: Former television executive Raj Nayak, once among the most powerful figures in Indian broadcasting, has offered a candid reflection on leadership, ambition and the decision to step away at the height of his career.
Speaking on the ThinkRight Podcast, Nayak dismissed corporate titles as hollow constructs, arguing that designations are often mistaken for identity. Leadership, he said, has little to do with hierarchy and everything to do with character.
Despite holding senior roles across Star TV, NDTV and Colors, Nayak described his career as largely unplanned. He said progress came not from strategy but from effort, adding that his only constant was giving each role his full commitment.
One of the most formative moments, he recalled, came in 2001 when he quit his job and spent nine months fighting a non-compete case in the Mumbai High Court. The sudden loss of structure and support, he said, exposed how dependent he had become on corporate machinery.
That period also shaped his public persona. The nickname “Raj Cheerful”, later adopted across social media, became a defining trait within the industry, with actors such as Hrithik Roshan embracing it as part of his identity. Over time, Nayak said, the label evolved from an affectation into a lived philosophy.
Nayak also addressed his decision to leave his role at the peak of his influence, a move he described as deeply counter-cultural in corporate India. From the outside, he said, everything appeared perfect. Internally, it was not. After months of unease, a conversation with his family proved decisive, pushing him to act on values he often spoke about publicly.
“People don’t quit jobs at their peak… I was doing everything perfect… but I knew I was not enjoying it,” he added.
Reflecting on success, Nayak argued that power and visibility offer no assurance of fulfilment. Happiness, he said, is a more reliable measure. Overcoming fear and greed, he added, remains the hardest test of leadership and of life.
