Cable TV
A Time of Turmoil
The state of the Indian television advertising market is not looking too good. Ditto as far as the health of some of the television channels is concerned. That’s the diagnosis of media specialist Starcom Worldwide.
It says that although television is the only medium that has defied the slowdown of 2001, so much so that it came neck and neck with print in terms of its share of the overall advertising pie during this period, there is still some cause for worry.
TV spends, says Starcom Worldwide, have grown an estimated 10 per cent in 2001 over 2000 from $550 million to $600 million – almost all of the growth can be attributed to the spurt in the first half from $267 million (in H1 2000) to $333 million (in H1 2001). That good first half performance was matched by a poor show in H2 2001 when TV ad spend actually collapsed by eight to nine per cent on a year on year basis from $289 million to $267 million.
The reasons:
* Continuing poor performance of the economy leading to low offtake.
* Depressed bourses and sentiments.
* 11 September events in the US and the resulting uncertainties.
* Postponement of key brand launches.
* A short wedding season in October and November.
* Lacklustre festive buying.
Starcom Worldwide says the bad climate has played havoc with smaller TV networks and channels being the hardest hit: most specialist genre channels have closed 2001 below targets and many even below their 2000 targets. The share of general entertainment channels’ too has plunged from 37 per cent to 32 per cent despite a lot of money pumped into programming and marketing. (Source: Intam: North+West Metros, SEC ABC 15-44, C&S, GenEnt=Hindi Ent+Hindi Movies).
Additionally, prime time is being redefined with channels launching new programming to stretch the evening both ways but weekends continue to see reduced viewing. More viewers are watching the same programmes and longer (the number of programmes with TVRs more than five has risen from 14 to 28 in the past year).Many of the programmes have become dailies, but most remain concentrated on one channel.
The fact that Star Plus is ruling like a colossus means that it has gained at everyone else’s expense – including its own sister channels -in 2001 (Source: Intam, SEC AB 15-44, C&S, North+West, June 2000 Vs Sep 2001). 28 out of the top 50 prime time programmes are part of Star Plus’ Fixed Point Chart(FPC), says Starcom Worldwide, and it commands a 70% higher viewing share than the nearest rival, dominating all days of the week.
The transformation has been remarkable. The year 2000 had Zee TV with a channel share of 14 per cent marginally ahead of Sony (13 per cent) and Star lagging behind with a miniscule three per cent audience share. Today, Star Plus is at 15 per cent, and both Zee (six per cent) and Sony (nine per cent) combined match Star Plus’ share. (Channel shares all day: Source: Intam, SEC AB 15-44, C&S, North+West, June 2000 Vs Sep 2001).
This has allowed Star Plus to charge a premium on Cost Per Rating Point (CPRP) with its per 10 second GRP cost being $400 as against $208 for Zee TV and $156 for Sony (Average CPRP for M 25+, SEC: ABC). Its dominance raises questions on the investment ability of Sony and Zee.
Cable TV
Hathway Cable appoints Gurjeev Singh Kapoor as CEO
Leadership change comes as cable TV faces shrinking subscriber base and modest earnings pressure
MUMBAI: Hathway Cable and Datacom has tapped industry veteran Gurjeev Singh Kapoor as chief executive officer, marking a leadership pivot at a time when India’s cable television business is under mounting strain.
Kapoor will take over from Tavinderjit Singh Panesar, who is set to retire in August after a long innings with the company. Panesar, chief executive since 2023, has held multiple leadership roles at Hathway, including his latest stint beginning in 2022.
Kapoor brings more than three decades of experience in media and entertainment. He most recently led distribution at The Walt Disney Company’s Star India business, now part of JioStar. His career spans television distribution and affiliate partnerships, with stints at Sony Pictures Networks India, Discovery Communications and Zee Entertainment.
Panesar, with over three decades in the industry, has worked across strategic planning, distribution and business development in media, broadcasting and manufacturing. His past associations include ESPN Star Sports, Star India, Apollo Tyres and JK Industries.
The transition lands as the cable sector grapples with structural disruption. Traditional operators are losing ground to streaming platforms, while telecom and broadband players tighten the squeeze with bundled offerings.
An EY report estimates India’s pay-TV base could shrink by a further 30 to 40 million households by 2030, taking the total down to 71 to 81 million. The slide follows a loss of nearly 40 million homes between 2018 and 2024, a contraction that has already wiped out more than 37,000 jobs in the local cable operator ecosystem.
Hathway’s numbers reflect the strain. The company reported a consolidated net profit of Rs 93 crore for FY25, down from Rs 99 crore a year earlier. Revenue inched up to Rs 2,040 crore from Rs 1,981 crore. As of December 2025, it had about 4.7 million cable TV subscribers and roughly 1.02 million broadband users.
Kapoor steps in with a familiar brief but a shrinking playbook. In a market where viewers are cutting cords faster than companies can reinvent them, the new chief executive inherits a business fighting to stay plugged in.
