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Consumer fail to get adequate information on packages and so any agreement remains unilateral, says Chrome study

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New Delhi, 28 March: Even when the third phase of digitization of cable television is underway and the country is proceeding towards the final phase, the average consumer remains unaware of answers to simple questions that can be provided by the local distributor/direct-to-home operator or cable operator.

Thus, a bilateral transaction remains unilateral as consumers pay for a certain package consisting of a series of channels but are not made aware when a package is revised, leaving them to continue paying the same amount, regardless of whether the revised price of the package is lesser.

A Chrome DM report says that “the broadcasters and consumers are both left in the dark. Similarly, consumers may not necessarily require all the channels provided in the package, and would be watching channels worth less than the amount they are paying. For example, they may pay Rs. 400 per month, whereby their content affinity may be towards channels that cost only Rs. 250”.

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In fact, the Report says even basic questions remain unanswered despite the Telecom Regulatory Authority of India have introduced the e-CAF (Consumer Application Forms) to increase the efficiency in the system, and giving it priority by advertising on all TV channels.

For example, few consumes know what DTH platform they use at home, the package they are subscribed to, or the channels available on those packages, as they accept a lucrative offer that comes their way and accept it without asking questions.

The Report says these basic questions give rise to huge discrepancies on-ground, impacting the stakeholders in the scenario, in various ways; namely the government, broadcasters, cable operators and consumers.

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Interestingly, the study found that consumers are under the misconception that à la carte is only for sports channels. And though there may be curious consumers who visit respective websites to get information, they find that these may or may not be updated.

Thus, the notion that the flow of information should be two-way is undermined as the key stakeholders – the consumers – remain uninformed.

“The total package implementation that collectively took place in Phase I and Phase II is 16 per cent, across the digital universe, with a subscriber base of 2,90,14,214. Despite Phase I and Phase II being implemented in November, 2012 and December, 2013, respectively, the package implementation in Phase I has only been 24 per cent and 13 per cent in Phase II,” the study claims.

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PHASE
PACKAGES IMPLEMENTED
PACKAGES NOT IMPLEMENTED
GRAND TOTAL
% OF IMPLEMENTATION
Phase 1
20
63
83
24%
Phase 2
32
213
245
13%
Grand Total
52
276
328
16%

“Discrepancies have definitely arisen from the problem of package implementation. The overall scenario requires much more clarity and I always believe that this is purely contingent on basics. For instance, a leading DTH provider launches a brilliant mobile application meant to be paired with a certain set-top box – however, they go wrong by not seeding the new boxes before launching the application itself! Transparency in the system facilitates concrete addressability. If there were no electricity metres and individuals were to pay electricity bills based purely on negotiations, havoc would ensue.”

The primary data Chrome DM collected from the ground showed some grave discrepancies. In two areas in Kolkata (Rajabazar and Radhamadhav Dutta, Garden Lane), two respondents in the respective areas are paying two separate prices to their cable operators (Rs 330 and Rs 350 respectively), whereas the former is receiving only 228 available channels and the latter is receiving 342. The respondents are not even provided with receipts.

Chrome Data Analytics & Media founder and CEO Pankaj Krishna said that “the basics should be very carefully focused upon in order to create a strong and successful foundation upon which the rest of the infrastructure can be implemented.”

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The lack of awareness of the end-consumers and the gravity of this issue as a whole has to be addressed as early as possible if digital addressable system has to succeed, says the study.

 

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Cable TV

Hathway Cable appoints Gurjeev Singh Kapoor as CEO

Leadership change comes as cable TV faces shrinking subscriber base and modest earnings pressure

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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.

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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.

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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.

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