GECs
‘As there is no clear No. 2 sport in India, NBA has an opportunity to take that spot’ : Emilio Collins – NBA senior VP international development & partnerships
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Cracking the Chinese wall, the National Basketball Association (NBA) plans to break into the Indian market and become the No. 2 sporting power within five years.
Last week the NBA inaugurated a dedicated basketball court at Nagpada in Mumbai, the first in a series of courts that it plans to develop in line with its long term commitment to grow the sport in India. 
For the first time, the NBA also opened up its live matches to the online viewers in India.
In an interview with Indiantelevision.com’s Ashwin Pinto, NBA senior VP international development and partnerships Emilio Collins talks about the other plans that the company has to grow the market for basketball in India.
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| Could you talk about the strategy NBA has employed to grow its reach globally over the last couple of years? Our strategy starts with media. This means getting television reach and forming partnerships with other digital outlets to grow the reach of the NBA brand. Post this, we focus on building the sport out. This is done by creating more basketball opportunities. We aim at providing more access to the game like infrastructure development. |
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Which are your top five markets outside the US and where does Asia fit in this?
In Europe there is tremendous relevance in Turkey, Spain, Italy, the UK and Russia. A lot of our international players come from Europe and so the relevance is very high. Latin America is a big priority for us, especially Mexico and Brazil. We have recently started to look at the Middle East. |
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Did the NBA see good revenue growth last year? |
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How much do television license fees contribute? |
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Why didn’t you push NBA into the Indian market earlier and how big a market opportunity do you see here now?
India is one of our focus markets now, along with the Middle East and Latin America. The emerging middle class provides a big opportunity for us here. Basketball can play a big role in the development of sports infrastructure. The appetite for sports and entertainment is growing which has been proven with the success of the IPL. The NBA also fuses sports and entertainment. The IPL has successfully tapped into this combination. |
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How do Indians perceive the NBA as a brand?
How tough is India as a market for the NBA to grow, particularly since it is a one-sport nation?
Our strategy revolves firstly around building the sport. We want to provide more access to the sport through infrastructure development. Then we want to get involved with the community and develop activities around it with our local partners. We can use basketball as a means to contribute to the community. Thirdly, we plan to expand the reach of NBA Lifestyle and offer opportunities to fans to experience the NBA. This can be done through basketball competitions, interaction with players and most importantly through broader media distribution.
Where do you see the NBA in India five years down the line? |
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You have successfully grown the NBA in countries like China and Japan. Are there any learnings from that brand building process which you would want to apply to India?
Secondly, we want to introduce the sport to new audiences. This means going into schools and teaching basketball fundamentals through a Junior NBA initiative. We also want to create participation. We can use the Nagpada court to have tournaments there.
We bring the NBA Lifestyle experience to the market. In the USA, we will be going into malls over the summer and bringing the experience to fans like slam dunk on a small court. One can play NBA videogames. You can meet NBA players and really feel the NBA experience.
Finally, we want to bring the NBA competition to India. We will bring NBA teams to compete in an exhibition game. But before doing this, the infrastructure in India has to develop at a faster pace. |
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How is the deal with Star Sports working out?
Then there is behind the scenes programming. We focus on what our players are doing in the community and on what our teams are doing day in and day out. We look at contributions teams make in their key markets. It is about capturing what the NBA brand is about in different markets across the US.
Is there interest from other Indian and Asian television broadcasters as well for the NBA content?
Does the NBA do a lot of tie ins for film and TV shows?
Would this avenue be explored in India?
Are you looking at specials which can serve as value adds?
In addition, there are opportunities for reality-based content. There could be a talent search contest about finding the next great Indian basketball player. We are talking with ESPN Star Sports in this regard as well as with other platforms. |
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What kind of content does NBA offer on the mobile? |
GECs
Sahara One reports financial results, notes director exit and business realignment
Muted revenues, steady expenses and strategic adjustments shape company’s current phase
MUMBAI: In a tale where the sands seem to be slipping faster than they can be gathered, Sahara One Media and Entertainment Limited has reported another quarter of wafer-thin income and widening losses, even as a boardroom exit adds to the unease.
The company informed the Bombay Stock Exchange that its board, in a meeting held on April 4, approved its unaudited financial results for the quarter ended September 30, 2025. The numbers paint a stark picture. Total income for the quarter stood at just Rs 0.13 lakh, unchanged sequentially and sharply down from Rs 0.26 lakh a year earlier.
Losses, meanwhile, deepened. The company posted a net loss of Rs 24.16 lakh for the quarter, compared to Rs 18.81 lakh in the June quarter and Rs 39.69 lakh in the same period last year. For the six months ended September 2025, the cumulative loss stood at Rs 39.69 lakh, while the full-year loss for FY25 was reported at Rs 60.72 lakh.
Expenses continued to outweigh income by a wide margin. Total expenses for the quarter came in at Rs 24.30 lakh, led by employee benefit costs of Rs 6.51 lakh and other expenses of Rs 17.78 lakh. Earnings per share remained in the red at Rs (0.11) for the quarter.
The balance sheet reflects a company with significant assets on paper but limited operational momentum. Total assets stood at Rs 23,065.57 lakh as of September 30, 2025, broadly unchanged from March 2025. Equity share capital remained steady at Rs 2,152.50 lakh, while total equity was reported at Rs 18,004.85 lakh.
Cash and cash equivalents saw a modest uptick to Rs 6.75 lakh from Rs 4.68 lakh earlier, supported by a positive operating cash flow of Rs 180.01 lakh for the period.
Yet, beneath these numbers lies a more complex narrative. The company’s auditors flagged their inability to obtain sufficient evidence to form a conclusion on the financial statements, citing lack of access to records. They also raised concerns over the company’s ability to continue as a going concern, pointing to insufficient funds, delayed recoveries, and stalled content investments.
Adding to the governance overhang, the company disclosed that Rana Zia has resigned as whole-time director, effective October 16, 2025, citing other professional commitments. The resignation, noted and accepted by the board, also brings an end to her role across company committees.
Regulatory pressures continue to loom large. The Securities and Exchange Board of India has already initiated penal actions for non-compliance with listing norms, with trading in the company’s shares remaining suspended. There is also a risk of promoter demat accounts being frozen.
Legacy legal issues remain unresolved. A substantial deposit of Rs 694,027.88 thousand linked to the long-running OFCD dispute involving Sahara group entities is still under the purview of the Supreme Court of India. Restrictions on asset disposal continue to weigh on the company’s financial flexibility.
Operationally, challenges persist across multiple fronts. Advances worth Rs 1,92,916 thousand given for film content remain stuck, with delays in project completion and uncertain recoverability. The company’s YouTube channel, despite being operational, has generated no revenue for over three years due to compliance lapses. In a further twist, management has indicated that revenues may have been fraudulently diverted through unauthorised changes to its AdSense account, with a police complaint in the works.
There are also missed revenue opportunities. Television content rights continue to be used by a related party despite the expiry of the licence agreement, with fresh negotiations still underway.
For now, Sahara One Media and Entertainment Limited appears caught between legacy disputes and present-day operational hurdles. As losses linger and governance questions mount, the road to recovery looks less like a sprint and more like a slow trudge through shifting sands.
