GECs
‘KBC II’ expected to rake in Rs 2.5 billion+ from ad sales
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MUMBAI: The stakes are getting bigger and as summer sets in |
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Coming to Star’s game plan with KBC2, it would certainly take potshots at competition’s established time slots. Take, for example, Sony, which is quite stable on Fridays with good properties. KBC2‘s entry is sure going to upset the apple cart from Sony’s viewpoint, if not completely upturn it. It may also redefine afresh how weekend programming is done. |
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As far as revenue is concerned, KBC2 (with a fixed 85-week run) is expected to rake in, as per market estimates, on an average, Rs 30 million in ad revenues per episode. The total cost for mounting KBC2 is approximately Rs 850 million, which includes acquisition and marketing costs as well as host and bollywood icon Amitabh Bachchan’s remuneration. Theoretically speaking, if Rs 850 million is spread across 85 episodes, cost per episode comes to Rs 10 million. Hence, the total ad sales revenue generated solely from KBC2 could be pegged at Rs 2,550 million with actual profits standing somewhere around Rs 1,700 million. There are also the ramp ups on distribution declarations that need to be factored into any revenue projections though. One would expect the KBC “pull effect” to have a significant positive impact on the network’s declared subscriber base.  From an advertiser’s lookout, however, what KBC2 offers is a new opportunity. According to information available with Indiantelevision.com, Star has managed to rope in Nokia as an associate sponsor and the deal has been cracked at Rs 150 million. Airtel and BSNL have come on board as the SMS and landline phone partners, respectively, on a revenue sharing model. In the weeks to come, Star will be roping in five more associate That Star will put all its marketing muscle behind KBC2 goes without saying. What the public and the trade are waiting to see is just what the media and promo blitz will entail. Comparisons will no doubt be drawn to its predecessor KBC but that is only to be expected. According to a leading pink paper, Star’s creative agency O&M has created 11 commercials around KBC2 all featuring the Big B. It is also interesting to note that all these strategies would not have much bearing if advertisers are not willing to spend. Will advertisers increase ad spend because of KBC2 or divert funds from Star Plus? Star seems to have figured this out up to a certain extent. Taking into account that existing advertisers don’t divert funds from their current programmes, a strategy could be to approach clients whose spends on the network is presently low. If one looks at the brands mentioned above, very clearly these clients have had a cricket skew. Will KBC2 be to Star what Indian Idol was to Sony — a short-lived euphoria? Or, will KBC2 actually move both the revenue and programming game plan into a next phase? Only time would answer such queries, but let’s not forget that KBC is a different ball game altogether. Unlike the international show, where the host was not such an attraction, while the concept was, the Indian version has got two hooks — Bachchan’s ageless popularity and, of course, an increased prize money of Rs 20 million to be won. |
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.
