GECs
Sony SAB heralds its new show, ‘Khidki’ in an innovative way
MUMBAI: Sony SAB has undertaken an innovative and unique approach in promoting one of its new shows –‘Khidki’. What defines the new mini-series is that ‘real’ life funny stories sourced from audiences from all parts of Indiawill be dramatized, developed and adapted for the small screen. With the intention of crowd sourcing such genuineand cherished stories from viewers, thec hannel has embarked on a phase-wise campaign to create awareness about the show and invite entries.
‘Khidki’s ongoing publicity campaign has met with considerable success generating a total of 12,345 (twelve thousand and three hundred forty-five stories), thus far! The first phase of this campaign was devised to actively scout for comic content from consumers. From partnering with the micro-blogging site – Twitter to run a contest titled ‘#Tweetyourfunnystory’, to a live Q&A session with the producers of the show JD Majethia and Umesh Shukla onTwitter’s video-streaming app Periscope, the channel has pulled out all stops in ensuring that it stokes excitement amongst consumers in sharing some of their funniest stories. Sticking to its promise of presenting viewers ‘interesting, real life stories from every corner of India’, SAB has conducted an activation program in long-distance trains like Rajdhani, Shatabadi and Garib Rath. In addition, SAB has also run multiple promos on its home channel encouraging consumers to upload their funny stories on the microsite.
From ushering the need for people to share some of their heartfelt stories in the first phase of the campaign, SAB has now decided to add momentum to its campaign movement by undertaking initiatives to drive tune-ins for the show in the second phase. Leaving no stone unturned in creating a buzz about the new show, the channel has embarked on a 9-series illustration-based print advertising campaign, each depicting the kind of story that will be featured in Khidki. The 9-insert campaign is being released across 23 national and regional publications. Further, illustration based outdoor hoardings will be put up across 10 towns. A radio jingle sung by Actor Raghubeer Yadav will be played across Hindi speaking market (HSM) stations and local trains.
True to its personality of successfully connecting, entertaining and engaging with viewers, SAB has decided tolaunch ‘Khidki’ in a manner no different. For a show who’s USP is ‘real’ stories, the channel has decided to ride high on the ‘relatability’ aspect by getting its SAB Family Club members to unveil the show in different cities across India.
‘Khidki’s’cast will feature a set of recurring actors like Sarita Joshi, Rajeev Mehta and Lubna Salim to name a few who will portray different characters in different stories, along with narration by host JD Majethia, who is also the producer of the show. Each story will be weaved in episodes designed to last for minimum of three to eight episodes, depending on the length of each story.
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.
