GECs
Mattel launches Barbie as Rapunzel Wedding Doll
MUMBAI: Mattel Toys, the maker of toy brands like Barbie, Hot Wheels and Fisher-Price is launching the ravishing Barbie as Rapunzel Wedding Doll.
Barbie as Rapunzel symbolizes love and sincerity and shows that truth and imagination can change the world. Not only does the movie mesmerise little girls, with an exciting range of product, for the first time ever, Barbie as the Princess bride brings alive the happy ending.
Excited at the launch of the Barbie as Rapunzel Mattel Toys (I) Pvt. Ltd. marketing director Nanette D’Sa said, “The Rapunzel that we all know was locked up in a castle and had to wait for her Prince to come and save her. However, Barbie as Rapunzel actually uses her imagination to paint out her own future, and creates the world that she wants to live in.
“Barbie as Rapunzel believes in her imagination, in creativity and in truth and these are values which we believe should be instilled in every young girl. What really delights all mothers about Barbie as Rapunzel, is the fact that Barbie as Rapunzel allows them to live their imagination, sticks to her beliefs and together she and her Prince save their kingdom. All mothers find it really important that girls believe that they can make a difference.”
This range from Barbie has been dressed as a beautiful princess bride where she wears a long shimmery flowing gown – a crown that lights-up adding more magic to the mesmerising doll.
A special gift for the girls has been desgined, a tiara with a veil, so that the girls can play out Barbie as Rapunzels’ wedding again and again!
Apart from Barbie, this range also includes the Kelly Doll assortment where there are three really adorable Kelly dolls. These Kelly Dolls also have the longest hair ever and are a perfect compliment to princess bride, Barbie as Rapunzel on her big Wedding Day.
This range also has a Barbie as Rapunzel Styling Head which lets girls style Barbie’s long hair with lots of accessories, again and again, thus unleashing their creativity.
These dolls, priced at Rs.249 for Kelly and Rs.799 for Barbie as Rapunzel doll and the Styling Head are available at all leading stores in the country.
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.
