DTH
Dish Network rev flat in ’16 despite declining pay-TV subs
BENGALURU: The fourth largest US pay-TV player Dish Network Corporation (DNC) reported almost flat revenues for the year ended 31 December 2016 (FY-16, current year, quarter ended 31 December 2016 – Q4-16, current quarter) as compared to the previous fiscal. Though Dish reported 2.164 million gross subscriber additions in FY-16, its net subscriber base declined by 392,000. The company closed the fourth quarter with 13.671 million pay-TV subscribers, compared to 13.897 million pay-TV subscribers in the fourth quarter of 2015. Last year the company lost approximately 81,000 pay-TV subscribers.
Dish reported revenues of $15,094.56 million in FY-16 as compared to $15,069.90 million in the previous year. Subscriber related revenue increased to $15,033.94 million in the current year from $14,953.60 million in the previous year.
Net income attributable to Dish in FY-16 was almost double (94.1 percent more) at $1,449.85 as compared to $749.09 million in FY-15. Consequently earnings per share also almost doubled (up 93.8 percent) in FY-16 at $3.12 as compared to $1.61 in the previous year.
Pay-TV average monthly subscriber churn for 2016 was 1.83 percent compared to 1.71 percent in 2015.Dish reported higher pay-TV ARPU in the current year at $88.66 as compared to $86.79 in the previous year.
Subscriber acquisition costs totalled $1.471 billion for FY-16, a decrease of $212 million or 12.6 percent compared to the same period in 2015. pay-TV SAC was $643 during FY-16 compared to $723 during the same period in 2015, a decrease of $80 or 11.1 percent. The company says that this change was primarily attributable to an increase in Sling branded pay-TV subscriber activations and a decrease in hardware costs per activation, partially offset by an increase in advertising costs per activation. Subscriber acquisition costs for Sling branded pay-TV subscribers are significantly lower than those for DISH branded pay-TV subscribers, and therefore, the increase in Sling branded pay-TV subscriber activations during 2016 had a positive impact on pay-TV SAC.
Dish includes all of its Dish and Sling branded subscribers in the company’s total pay-TV metrics, including in the pay-TV subscriber, pay-TV ARPU and pay-TV churn rate numbers. The company markets its Sling TV services primarily to consumers who do not subscribe to traditional satellite and cable pay-TV services. Sling TV services require an Internet connection and are available on multiple streaming-capable devices including TVs, tablets, computers, game consoles and smart phones.
In addition, Dish bundles broadband and telephone services with its Dish branded pay-TV services. As of December 31, 2016, it had 0.580 million broadband subscribers in the United States. Dish lost approximately 43,000 net broadband subscribers during the FY-16 compared to the addition of approximately 46,000 net broadband subscribers during the same period in 2015. The company says that the net broadband subscriber losses during FY-16 primarily resulted from lower gross new broadband subscriber activations and a higher number of customer disconnects.
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DTH
Prasar Bharati’s WAVES earns Rs 2.9 crore in first year
Platform scales content, users but monetisation gaps limit revenue growth.
MUMBAI: Big waves, small ripples at least for now. When Prasar Bharati launched its OTT platform WAVES at the 55th International Film Festival of India in November 2024, it pitched a bold vision: a homegrown rival to global and domestic streaming giants, blending video, audio, gaming and commerce into a single digital ecosystem. Five months into FY2024–25, however, the platform’s revenue stands at just Rs 2.90 crore, a figure that underscores the gap between ambition and monetisation.
On paper, WAVES looks anything but modest. The platform has ingested 13,608 titles, totalling 9,495 hours of content, with over 13,000 titles already live. It has streamed more than 575 live events from the Mahakumbh Amrit Snan and the 76th Republic Day parade to the Hockey India League, Kabaddi World Cup and Mann Ki Baat while offering 74 live TV channels and 12 radio channels. With over 10 lakh registered users and more than 200 content partners onboarded, the scale resembles that of a fully operational streaming service rather than a pilot project.
The architecture supporting this scale is equally robust. Built under Prasar Bharati’s Central Archives vertical, WAVES runs on a cloud-based infrastructure with DRM, encryption and an integrated analytics dashboard. It includes dedicated units for content ingestion, quality control, publishing, graphics, marketing and billing, and is distributed across platforms such as OTTplay, Tata Play and BSNL. The offering extends beyond video to include audio-on-demand, e-games and even e-commerce via ONDC integration.
Yet, the numbers reveal a core disconnect. Despite its scale, WAVES generated just Rs 2.90 crore in a market where India’s OTT industry crossed Rs 23,000 crore in 2024. A key bottleneck lies in monetisation infrastructure: subscriptions cannot currently be purchased within the app and must be completed via an external website. In a mobile-first country where over 95 per cent of OTT consumption happens on smartphones, this extra step creates friction that most users are unlikely to overcome.
Ironically, content is not the problem, it is the platform’s biggest strength. Prasar Bharati holds one of the world’s richest broadcast archives, including 45,154 hours of digitised Akashvani programming and 35,723 hours from Doordarshan. For WAVES alone, over 3,800 hours of archival content have been made OTT-ready, including classics such as Ramayan and Shaktimaan, alongside rare cultural recordings and historical broadcasts.
There are early signs that this library holds commercial potential. Revenue from archival content licensing rose sharply to Rs 3.38 crore in FY24, up from Rs 67 lakh the previous year. Meanwhile, free digital platforms continue to drive massive reach, the PB Archives Youtube channel clocked 119.78 million views and added 4,02,000 subscribers in FY2024–25, crossing 1.7 million in total, while DD News has over 5.84 million subscribers.
That, however, presents a strategic dilemma. While free distribution builds scale, it also conditions audiences to expect content at zero cost making it harder to transition to paid models. WAVES, designed as a hybrid AVOD-SVOD platform with advertising and subscription layers, is yet to fully crack this balance.
The broader challenge is not technological but strategic. In an ecosystem dominated by platforms offering seamless payments, aggressive pricing and high-budget originals, WAVES is still bridging the gap between being a content repository and a commercially viable product.
For now, the platform reflects both promise and paradox. It has the scale, the content and the infrastructure but until monetisation catches up, WAVES remains less a revenue engine and more a digital showcase of what India’s public broadcaster could become.
