GECs
For advertisers, the first half is for IPL, the second for Bigg Boss
Mumbai: Bigg Boss has proven to be a phenomenal franchisee, captivating audiences with its unique format and engaging content. The show, known for its blend of drama, entertainment, and strategic gameplay, becomes the centre of conversations for more than three months that it runs for. From CEOs of multinationals to society ladies to building watchmen, people across social strata, age groups and gender all want to know ‘Bigg Boss kya chahte hai’.
Since its debut in 2006 on Sony TV, the franchise’s flagship, “Bigg Boss” (in Hindi), became a sensation. With the second season onwards, it switched to Viacom18’s Colors TV, where it continues to thrive.
After years of triumph on traditional television, Bigg Boss made a bold leap to the Over-The-Top (OTT) realm with “Bigg Boss OTT” in the year 2021. This move strategically cemented the show’s standing in the digital sphere, reshaped its connection with a fresh viewer generation and gave advertisers an additional pre-season window.
The show’s continued success can also be attributed to its ability to adapt to changing viewer preferences and content consumption habits. By utilising features such as live streaming, personalized content recommendations, and behind-the-scenes exclusives, Bigg Boss maximised its appeal to the digitally savvy audience. A potent mix of celebrities, meme-worthy content, and some smart digital marketing makes it a staple of online conversations and social media discussions for over 107 days that the show runs for. All this in addition to the ratings and reach the show garners on linear television!
Delving deeper into the show’s insights, Indiantelevision.com in conversation with Colors revenue head Pavithra KR had a chat further on attracting brands, audiences connect, and much more…
Edited Excerpts:
On tentpole properties attracting a lot of brands as they are assured of better ROI and the brand’s connect with the consumer across geographies and demographics when it comes to in-brand integration
Our approach to brand integration in Bigg Boss is to seamlessly weave it into the show’s narrative, creating authentic storylines that emerge naturally. Unlike obvious product placements, we incorporate brands into the show’s essence. For instance, with Hershey’s, we placed a chocolate box in the captain’s room with exclusive access for the captain. Contestants like Abdu Rozik attempted to steal them, organically shaping intriguing content and conversations.
Bigg Boss uniquely offers this immersive experience due to its extended 107-day duration, airing during peak festive times. The show’s daily prime-time presence becomes a habit for viewers, making it an ideal platform for brands. We blend both passive and active integrations, ensuring engagement even in passive instances by sparking discussions. Our active integrations align with brand messages, creating resonant stories to captivate the audience. This holistic approach makes Bigg Boss a favoured partner for brands seeking intelligent, organic, and effective integration strategies.
On brand building a strong understanding and affinity with the TG on long-running shows and the case studies where a brand has been with the show over the years
Brands entering Bigg Boss view it as a long-term relationship, exemplified by L’Oréal’s 16-year association with the show. Their commitment showcases the value they find in this property, adapting strategies to changing consumer needs each year. For instance, L’Oréal’s branding aligns with personal care in the bathroom area, supplemented by engaging activities for Garnier Men.
Similar to L’Oréal, brands like Vodafone (five years) and Appy Fizz (three years) also establish meaningful stays. Bigg Boss serves as both a launchpad and a sustained presence for brands. Much like IPL in sports, Bigg Boss stands as the entertainment equivalent, attracting brands that allocate resources for either half of the year. With 400 brands in the last three years alone, Bigg Boss’ significance is unquestionable, a trend we aim to magnify further this year.
On doing innovative kind of branding making sure the in-branding is not being plain vanilla, and facilitating it as a channel so that the consumer also feels connected to the brand
Bigg Boss is an unmissable experience, touching audiences through various avenues. It pervades diverse platforms – from social media like LinkedIn and Instagram to newspapers, billboards on streets, and beyond. The show’s ubiquity is its charm, reaching you wherever you are. In the era of TV+, Bigg Boss encompasses television, digital, outdoor, and social realms.
A case in point was our collaboration with MyGlamm last season. We devised a contest with Salman Khan’s endorsement, revealing winners on TV while executing the mechanics via the MyGlamm app. Coupled with cutouts of Salman and Bigg Boss at notable MyGlamm points of sale, we provided a 360-degree approach. This comprehensive strategy sets us apart, moving beyond the TV-only approach. Brands choose us for our ability to offer holistic solutions in today’s multifaceted integration landscape. No other show can provide this in India.
On the brand looking beyond an ROI for itself
It depends on what the life stage of the brand is. For established brands like L’Oréal, the focus extends beyond awareness to consideration. Brands like MyGlamm emphasize both awareness and consideration. Our decisions are substantiated by studies done by external agencies like Kantar and Nielsen gauging brand fit, pre/post-show growth, and visibility impact. Bigg Boss leverages multiple studies to underscore its success in driving brand growth and opportunities.
On the kind of response from brands and their level of investment on Big Boss as the festive season approaching with events like the Asia Cup and the ICC World Cup coinciding this year
Asia Cup is before Bigg Boss and the ICC World Cup coincides with Bigg Boss, but the actual overlap to consider is only of the seven India matches. Even then, the matches start at 2:30 PM, while our show begins at 10 o’clock at night. So in terms of commensurate metrics, it’s more like seven days as compared to 107 days.
On the spends
I think what Bigg Boss can do for a brand, no cricketing or sporting event can because of how we showcase the brand inside the show. I mean, you can’t engage with the brand on cricket and can’t really show brand attributes. Brands pay for this expanded exposure and deep engagement.
On how many brands are already on board, other than the usual
We have a few new brands that have already signed in. We have a few more brands that will get signed in another two – three weeks. We’ve had a raging success last year and thanks to that success, we have a a tremendous interest this year.
On the upcoming Bigg Boss season now on TV and digital, how will it play out
This year onwards, Bigg Boss will stream for free on JioCinema in addition to the TV airing on COLORS. With this strategy and based on the numbers of last season on TV and the recently concluded Bigg Boss OTT Season 2, we’re expecting to touch a reach of 400 million across platforms. We’re very excited because I think this Bigg Boss is going to be the largest that anyone has seen.
On the show reaching tier two/ three markets, and linear TV’s reach over there, and what are brands looking at from that market, especially on a show like Big Boss
Bigg Boss cuts across all audience segmentations that one can think of. It’s not a show that’s only Metro-specific, it reaches out to each and every region, which is why we have so many brands lining up to be associated with the show. So if you have a premium brand like Hershey’s and L’Oreal, you also have a brand like MyGlamm which is trying to democratise makeup for the masses.
On any BTL /ATL activities for brands in these markets
It depends on the needs of the brand. For example, with MyGlamm, we did some point-of-sale marketing. With Appy Fizz, we ran a contest with Bigg Boss branded bottles. Based on the brand’s requirements, we customise the entire solution for the brand – it depends on the brand’s needs and the life stage that they are in and what they want to achieve.
On Bigg Boss’ scale of growth this year
BB16 reached out to 175 million viewers on television last year and the recently concluded BB OTT Season 2 (which ran for 6 weeks) reached out to 100mn viewers. For BB17 we are expecting to reach out to 400mn viewers across TV+Digital. We are also expecting 20% more brands to sign up for the upcoming season.
On the shift towards connected TV and cord-cutting, with OTT gaining preference over linear TV, and this trend impacting your TV strategy
It’s not a choice between TV or digital, but a harmonious blend of both. Bigg Boss reaches viewers on both platforms – TV and digital. The show caters to those who prefer TV and those who catch up digitally. With JioCinema’s contribution this year, the audience potential has grown significantly. Last year’s 174 million TV viewers + this year’s 100mn OTT reach will rise to around 400 million, combining TV and JioCinema’s reach. Bigg Boss is poised to surpass its past successes, promising a bigger and better impact than ever before.
On revenue increase this year
Absolutely! We had ~400 brands last year. We’re talking at least another 20 per cent increase this year.
On you living this show and your feelings about it
This moment is exhilarating, especially as a channel revenue head, with Bigg Boss representing our grandest endeavour. Our substantial investment and commitment make it a hallmark Colors production. Bigg Boss has become synonymous with Colors. Its allure lies in perpetual innovation – last year’s success stemmed from novel approaches.
We tailor content for today’s snappy appetite, fostering virality. We tailor content for today’s audience, making it snackable and meme-worthy. Salman’s engagement transformed; his active presence within the house added new dimensions. The iconic Bigg Boss voice became more interactive. A diverse contestant mix, from celebrities to influencers like Abdu Rozik, kept the intrigue alive. MC Stan’s followers skyrocketed from 1 to 10 million, showcasing the show’s impact on participants.
Exciting plans lay ahead, including a revamped house. With no scripting, Salman’s emotions are authentic. The show unravels human behaviour, and its charm is unparalleled. As we move forward, there’s a treasure trove of surprises waiting for you. Watch and witness the magic unfold.
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.
