Cable TV
Myriad channel universe will require content delivery to many touch points
MUMBAI: Imagine a digital world where new broadband networks scale up the present 500 channel universe to one that is 500,000 or even five million strong.
An indication of the sheer breadth of possibilities (some would say frightening) that the brave new digital future is throwing up for those in the broadcasting business.
It was a point that was expanded on by Turner International Asia Pacific president Stephen Marcopoto, in one of today’s plenary sessions – Digital Entertainment living.
Said Marcopoto, “In order to reach this new consumer model we need to produce and deliver content to as many of these gadgets and technological touch points as possible. More than 30 million hours of TV are produced each year but we face the end of appointment viewing as scheduled broadcast channels and distribution are displaced by a choice of millions of download and on-demand programs. The pressure on content providers to innovate is therefore greater than ever as consumption moves from passive viewing by a large mass audience to the active engagement of individual consumers.”
One of the biggest challenges could be on advertising models, Marcopoto said. “In the world of mobisodes and iPod downloads, the revenue models risk being turned upside down. The argument to advertisers is that these ‘third screen’ platforms reach people who would not normally have watched the show on air in the first place, so the advertisers don’t lose consumption. But in reality it’s way too soon to know the true impact of this technology on revenue streams and distribution. The hope is that through making popular shows convenient and available at a fair price, content owners should be able to avoid the savagery the music industry suffered.”
The next huge challenge the industry faces is in the changing economics of rights ownership. Marcopoto stressed the “absolutely fundamental need that digital rights management (DRM) is enforced. “We know the case for DRM – without a strong system in place to ensure only paying consumers can access media, piracy will continue to run rampant and cut drastically into profits for producers and distributors. And, with declining sales, creative input will also drop and the overall quality of media produce risks decline. But potential solutions are out there and closed network providers like Kontiki have developed deals with players like AOL to deliver DRM protected content efficiently, with no more risk to piracy than a normal download,” he opined.
Marcopoto finished his presentation with a quote from Mark Pesce, the head of Future STR, a consultancy based in Sydney. “The ‘Three Fs’ of finding, filtering and forwarding (content)—scaled up to the swarm of a billion internet users, describe the network media world. How the media industries of the present day—predicated on mass communication to mass audiences—negotiate the transition into a world of microaudiences, each fiercely guarded by an army of ever-vigilant nanoexperts, remains an open question.”
Cable TV
Hathway Cable appoints Gurjeev Singh Kapoor as CEO
Leadership change comes as cable TV faces shrinking subscriber base and modest earnings pressure
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.
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.
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.








