GECs
Big Ganga launches season 7 of Big Memsaab
MUMBAI: Big Ganga has launched the seventh season of its most successful reality show, Big Memsaab.
Auditions for Big Memsaab Season 7 have successfully begun with a great turnout in Jamshedpur and Ranchi, followed by other markets till 8 May, 2016. Speaking on Big Memsaab’s launch of Season 7, a Big Ganga spokesperson said, “Big Memsaab is a talent reality show which provides a unique platform for housewives to showcase their talent, capability and beauty. After receiving an enormous response for our last six seasons, we have come up with a brand new season of the show. Being the leading regional general entertainment channel of Bihar and Jharkhand, we only strive to provide original content which is entertaining and engages maximum viewers. To make this platform available for maximum number of housewives we are reaching the deep pockets of the market through multiple touch points”.
The channel has roped in Xpert as the title sponsor, co-presented by Horlicks and powered by sponsors Colgate.
Auditions for Big Memsaab Season 7 in the Bihar, Jharkhand, UP region have been planned across 12 key markets namely Jamshedpur, Ranchi, Bokaro, Dhanbad, Bhagalpur, Muzzafarpur, Chhapra, Patna, Varanasi, Gorakhpur, Lucknow. Following the auditions, contestants will be shortlisted for the finals, and these Memsaab’s will then fight for the title of Big Memsaab Season 7.
Participants have to qualify for three stages of audition – Talented Memsaab, this round will focus on various talents that the participants can showcase, few shortlisted contestants will move to the next stage – Khubsurat Memsaab, where they will be judged on their grooming capabilities. Qualifying in the second stage, the semi-finalists will reach the third audition round which will be -Kitchen Ki Memsaab where they will have to showcase their kitchen skills.
Big Memsaab allows for maximum consumer engagement as it breaks free from the clutter and offers something path breaking to the viewers and participants alike. Apart from 92.7 BIG FM and BIG MAGIC, the activity will be promoted across through on-ground activation, OOH, print, digital and cinema.
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.
