GECs
Sony sets the Adedge to put small brands on India’s biggest TV stage
MUMBAI: Who says prime-time dreams are only for big spenders? Sony Pictures Networks India (SPNI) is handing small and mid-sized businesses the remote control to the country’s most-watched shows. In partnership with Accenture, the network has launched Sony Adedge Centre of Excellence (CoE), a new-age advertising platform designed to lower the barriers of price and scale for growth-hungry Indian brands.
From Kaun Banega Crorepati and Indian Idol to CID and Taarak Mehta Ka Ooltah Chashmah, Adedge lets SMBs step into TV’s most coveted slots, but with the agility, measurability, and flexibility of digital campaigns. The idea? To democratise advertising so India’s smaller players can rub shoulders with the big guns.
AdEdge combines SPNI’s storytelling heft with Accenture’s AI-driven targeting, analytics, and media strategy expertise, helping brands design campaigns that are both mass-reaching and outcome-driven. Think of it as giving emerging advertisers the muscle of TV and the brains of data, all without breaking the bank.
“We’re not just opening the doors of TV to SMBs, we’re reimagining how growing brands can leverage India’s most powerful media assets at the right scale, with the right tools, and at the right price,” said SPNI MD & CEO Gaurav Banerjee calling SMBs the next big frontier for Indian advertising.
Accenture’s Berjesh Chawla echoed the sentiment: “By placing the power of data-driven advertising into the hands of SMBs, we are unlocking full-funnel, cross-platform opportunities that are accessible, flexible, and profitable for emerging businesses.”
With a consultative model, flexible buying options, and post-campaign measurement baked in, Adedge is setting the stage for smaller advertisers to shine big. After all, in a country where cricket scores, reality show drama, and family sitcoms rule living rooms, it’s only fair that SMBs now get a piece of the spotlight.
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.
