MAM
Star Sports: A new logo, packaging & brand identity
MUMBAI: It was a historic moment for Star India when on 6 November at the stroke of midnight it unveiled the new identity for six of its sports channels – Star Sports1, Star Sports 2, Star Sports 3, Star Sports HD1 and Star Sports HD 2 – and its website (starsports.com). (Star Sports 3 replaced Star Cricket, while Star Sports 4 replaced ESPN and Star Cricket HD and ESPN HD were rebranded as Star Sports HD1 and HD2.)
Today all the channels have a single logo – a star with a thinner silver outline with a streak of colours swishing into it. “The new brand identity is a metallic star with an explosive incandescent trail symbolizing the authority and passion of sports,” elaborates Star India exec VP marketing Gayatri Yadav.
The Star India broadcast design team and the UK-based brand consultancy Venturethree have created the brand identity while the broadcast package has been designed by Los Angeles based design and branding studio Capacity. Venturethree has a client roster that includes Myspace, The Times, Orange, Penguin, Reliance Industries, king.com and Discovery Communications while Capacity has done work for the NFL (national football league) and CW channel.
“The bold new star icon is to stand for a new era of sport. The star is sharp, bold and iconic. It brings strength and authority to the channel. The incandescent trail is explosive and dynamic. It brings the intensity and passion of sports to life. The fiery trail ignites and unites every sport, every player and every fan. It’s the glue that runs through everything on the channel. This expresses the fluid and dynamic nature of sports,” says Yadav.
Sridhar feels that it is just a matter of habit for people to star using the new names
The unified logo highlights the network’s ambition “to change the face of sports broadcasting in the country’ as well as provide world-class sports coverage to Indian sports fans. “To signal the change to the consumer, Star India is bringing all the six diverse TV channels under one brand name, Star Sports, and one purpose ‘believe’,” says Yadav.
According to Leo Burnett Chief creative officer K V Sridhar, the new logo is much more energetic and brings through the focus they are trying to put with Star Sports. “It is a Diwali colourful logo. Their biggest challenge is to merge ESPN and Star Sports. Now promoting their channels will become much easier for them. What they are doing is just the beginning because they are taking upon themselves a very beautiful and visionary strategy to make Star synonymous with sports,” he says.
Wouldn’t it be a difficult task for those used to calling the channels by their former names? “It is actually simpler than before now and it is just a matter of habit before people will start referring to a channel like- Star Sports channel 3,” quips Sridhar.
If it does happen as Sridhar predicts, it will be a job well done.
Brands
Kwality Wall’s reports standalone losses following strategic HUL demerger
Ice cream major faces Rs 64 crore Ebitda loss amid commodity inflation and muted Q3 sales
MUMBAI: Kwality Wall’s (India) Limited (KWIL) has released its first set of financial results as a standalone entity, revealing a challenging start to its independent journey. Following its successful demerger from Hindustan Unilever Limited (HUL) on 1st December 2025 and its subsequent listing on 16th February 2026, the company is navigating a transition period marked by structural changes and high input costs.
For the quarter ended 31st December 2025, the company reported revenue of Rs 222 crores. Despite the revenue base, the bottom line was impacted by several factors, resulting in an Ebitda loss of Rs 64.2 crores. When calculated on a Pre-IND AS 116 basis, the Ebitda loss stood at Rs 83.8 crores.
Organic Sales Growth (OSG) declined by 6.5 per cent year-on-year during the quarter. Volume growth, however, saw a marginal increase of 1.2 per cent. The company reported a gross margin of 41.5 per cent. Additionally, exceptional expenses amounting to Rs 94 crores were recorded, primarily linked to non-recurring costs during the transition phase.
Performance across portfolios and channels was mixed. Within the impulse portfolio, brands such as Magnum and Cornetto recorded mid-single digit volume growth, indicating steady demand in on-the-go consumption. However, the in-home portfolio, which includes take-home packs, experienced muted consumption. The company is planning a relaunch of this category with improved offerings ahead of the 2026 season.
Quick commerce (Q-Com) continued to emerge as a strong growth driver, delivering robust double-digit growth during the quarter. Meanwhile, the company also expanded its physical distribution network by increasing the number of company-owned cabinets across markets.
Margin pressure during the quarter was driven by a combination of one-off factors and broader cost inflation. Gross margins were impacted by around 600 basis points due to trade investments made for stock liquidation. Additionally, cocoa price inflation contributed to another 400 basis points of pressure on margins.
Deputy managing director Chitrank Goel attributed the muted performance partly to prolonged monsoons and transitional challenges linked to the GST framework. Operating expenses also increased as the company invested in establishing its standalone supply chain, operational systems and corporate infrastructure following the demerger.
Looking ahead, the management remains focused on a volume-driven growth strategy. To restore profitability, the company has initiated a cost productivity programme aimed at reducing non-consumer-facing costs. It is also working on building regional manufacturing networks to optimise logistics expenses and improve operational efficiency.
The commodity outlook for the near term remains mixed. Dairy prices are expected to remain firm due to tight supply conditions and rising fodder costs. Sugar prices may also move higher following increases in the Minimum Selling Price (MSP). While cocoa prices have moderated recently, currency depreciation has offset some of the potential cost relief for the company.
