GECs

For advertisers, the first half is for IPL, the second for Bigg Boss

Published

2 years ago

August 25, 2023

Mumbai: Bigg Boss has proven to be a phenomenal franchisee, captivating audiences with its unique format and engaging content. The show, known for its blend of drama, entertainment, and strategic gameplay, becomes the centre of conversations for more than three months that it runs for. From CEOs of multinationals to society ladies to building watchmen, people across social strata, age groups and gender all want to know ‘Bigg Boss kya chahte hai’.

Since its debut in 2006 on Sony TV, the franchise’s flagship, “Bigg Boss” (in Hindi), became a sensation. With the second season onwards, it switched to Viacom18’s Colors TV, where it continues to thrive.

After years of triumph on traditional television, Bigg Boss made a bold leap to the Over-The-Top (OTT) realm with “Bigg Boss OTT” in the year 2021. This move strategically cemented the show’s standing in the digital sphere, reshaped its connection with a fresh viewer generation and gave advertisers an additional pre-season window.

The show’s continued success can also be attributed to its ability to adapt to changing viewer preferences and content consumption habits. By utilising features such as live streaming, personalized content recommendations, and behind-the-scenes exclusives, Bigg Boss maximised its appeal to the digitally savvy audience. A potent mix of celebrities, meme-worthy content, and some smart digital marketing makes it a staple of online conversations and social media discussions for over 107 days that the show runs for. All this in addition to the ratings and reach the show garners on linear television!

Delving deeper into the show’s insights, Indiantelevision.com in conversation with Colors revenue head Pavithra KR had a chat further on attracting brands, audiences connect, and much more…

Edited Excerpts:

On tentpole properties attracting a lot of brands as they are assured of better ROI and the brand’s connect with the consumer across geographies and demographics when it comes to in-brand integration

Our approach to brand integration in Bigg Boss is to seamlessly weave it into the show’s narrative, creating authentic storylines that emerge naturally. Unlike obvious product placements, we incorporate brands into the show’s essence. For instance, with Hershey’s, we placed a chocolate box in the captain’s room with exclusive access for the captain. Contestants like Abdu Rozik attempted to steal them, organically shaping intriguing content and conversations.

Bigg Boss uniquely offers this immersive experience due to its extended 107-day duration, airing during peak festive times. The show’s daily prime-time presence becomes a habit for viewers, making it an ideal platform for brands. We blend both passive and active integrations, ensuring engagement even in passive instances by sparking discussions. Our active integrations align with brand messages, creating resonant stories to captivate the audience. This holistic approach makes Bigg Boss a favoured partner for brands seeking intelligent, organic, and effective integration strategies.

On brand building a strong understanding and affinity with the TG on long-running shows and the case studies where a brand has been with the show over the years

Brands entering Bigg Boss view it as a long-term relationship, exemplified by L’Oréal’s 16-year association with the show. Their commitment showcases the value they find in this property, adapting strategies to changing consumer needs each year. For instance, L’Oréal’s branding aligns with personal care in the bathroom area, supplemented by engaging activities for Garnier Men.

Similar to L’Oréal, brands like Vodafone (five years) and Appy Fizz (three years) also establish meaningful stays. Bigg Boss serves as both a launchpad and a sustained presence for brands. Much like IPL in sports, Bigg Boss stands as the entertainment equivalent, attracting brands that allocate resources for either half of the year. With 400 brands in the last three years alone, Bigg Boss’ significance is unquestionable, a trend we aim to magnify further this year.

On doing innovative kind of branding making sure the in-branding is not being plain vanilla, and facilitating it as a channel so that the consumer also feels connected to the brand

Bigg Boss is an unmissable experience, touching audiences through various avenues. It pervades diverse platforms – from social media like LinkedIn and Instagram to newspapers, billboards on streets, and beyond. The show’s ubiquity is its charm, reaching you wherever you are. In the era of TV+, Bigg Boss encompasses television, digital, outdoor, and social realms.

A case in point was our collaboration with MyGlamm last season. We devised a contest with Salman Khan’s endorsement, revealing winners on TV while executing the mechanics via the MyGlamm app. Coupled with cutouts of Salman and Bigg Boss at notable MyGlamm points of sale, we provided a 360-degree approach. This comprehensive strategy sets us apart, moving beyond the TV-only approach. Brands choose us for our ability to offer holistic solutions in today’s multifaceted integration landscape. No other show can provide this in India.

On the brand looking beyond an ROI for itself

It depends on what the life stage of the brand is. For established brands like L’Oréal, the focus extends beyond awareness to consideration. Brands like MyGlamm emphasize both awareness and consideration. Our decisions are substantiated by studies done by external agencies like Kantar and Nielsen gauging brand fit, pre/post-show growth, and visibility impact. Bigg Boss leverages multiple studies to underscore its success in driving brand growth and opportunities.

On the kind of response from brands and their level of investment on Big Boss as the festive season approaching with events like the Asia Cup and the ICC World Cup coinciding this year

Asia Cup is before Bigg Boss and the ICC World Cup coincides with Bigg Boss, but the actual overlap to consider is only of the seven India matches. Even then, the matches start at 2:30 PM, while our show begins at 10 o’clock at night. So in terms of commensurate metrics, it’s more like seven days as compared to 107 days.

On the spends

I think what Bigg Boss can do for a brand, no cricketing or sporting event can because of how we showcase the brand inside the show. I mean, you can’t engage with the brand on cricket and can’t really show brand attributes. Brands pay for this expanded exposure and deep engagement.

On how many brands are already on board, other than the usual

We have a few new brands that have already signed in. We have a few more brands that will get signed in another two – three weeks. We’ve had a raging success last year and thanks to that success, we have a a tremendous interest this year.

On the upcoming Bigg Boss season now on TV and digital, how will it play out

This year onwards, Bigg Boss will stream for free on JioCinema in addition to the TV airing on COLORS. With this strategy and based on the numbers of last season on TV and the recently concluded Bigg Boss OTT Season 2, we’re expecting to touch a reach of 400 million across platforms. We’re very excited because I think this Bigg Boss is going to be the largest that anyone has seen.

On the show reaching tier two/ three markets, and linear TV’s reach over there, and what are brands looking at from that market, especially on a show like Big Boss

Bigg Boss cuts across all audience segmentations that one can think of. It’s not a show that’s only Metro-specific, it reaches out to each and every region, which is why we have so many brands lining up to be associated with the show. So if you have a premium brand like Hershey’s and L’Oreal, you also have a brand like MyGlamm which is trying to democratise makeup for the masses.

On any BTL /ATL activities for brands in these markets

It depends on the needs of the brand. For example, with MyGlamm, we did some point-of-sale marketing. With Appy Fizz, we ran a contest with Bigg Boss branded bottles. Based on the brand’s requirements, we customise the entire solution for the brand – it depends on the brand’s needs and the life stage that they are in and what they want to achieve.

On Bigg Boss’ scale of growth this year

BB16 reached out to 175 million viewers on television last year and the recently concluded BB OTT Season 2 (which ran for 6 weeks) reached out to 100mn viewers. For BB17 we are expecting to reach out to 400mn viewers across TV+Digital. We are also expecting 20% more brands to sign up for the upcoming season.

On the shift towards connected TV and cord-cutting, with OTT gaining preference over linear TV, and this trend impacting your TV strategy

It’s not a choice between TV or digital, but a harmonious blend of both. Bigg Boss reaches viewers on both platforms – TV and digital. The show caters to those who prefer TV and those who catch up digitally. With JioCinema’s contribution this year, the audience potential has grown significantly. Last year’s 174 million TV viewers + this year’s 100mn OTT reach will rise to around 400 million, combining TV and JioCinema’s reach. Bigg Boss is poised to surpass its past successes, promising a bigger and better impact than ever before.

On revenue increase this year

Absolutely! We had ~400 brands last year. We’re talking at least another 20 per cent increase this year.

On you living this show and your feelings about it

This moment is exhilarating, especially as a channel revenue head, with Bigg Boss representing our grandest endeavour. Our substantial investment and commitment make it a hallmark Colors production. Bigg Boss has become synonymous with Colors. Its allure lies in perpetual innovation – last year’s success stemmed from novel approaches.

We tailor content for today’s snappy appetite, fostering virality. We tailor content for today’s audience, making it snackable and meme-worthy. Salman’s engagement transformed; his active presence within the house added new dimensions. The iconic Bigg Boss voice became more interactive. A diverse contestant mix, from celebrities to influencers like Abdu Rozik, kept the intrigue alive. MC Stan’s followers skyrocketed from 1 to 10 million, showcasing the show’s impact on participants.

Exciting plans lay ahead, including a revamped house. With no scripting, Salman’s emotions are authentic. The show unravels human behaviour, and its charm is unparalleled. As we move forward, there’s a treasure trove of surprises waiting for you. Watch and witness the magic unfold.

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GECs

Sun TV posts steady revenue, profit dips amid rising costs

Published

4 days ago

February 7, 2026

indiantelevision.com Team

CHENNAI: It appears there is still plenty of Sun to go around in the Indian broadcasting landscape, even if a few clouds have drifted across the financial horizon. Sun TV Network Limited, the Chennai-based behemoth that dominates airwaves across seven languages, has tuned into a steady frequency for the quarter ending 31 December 2025. While the numbers show a resilient revenue stream, the company’s latest broadcast reveals a few static-filled spots in its profit margins.

For the quarter in question, Sun TV’s total income climbed by approximately 3.31 per cent, reaching Rs 958.39 crores compared to Rs 927.66 crores in the same period last year. Revenue from operations also saw a healthy bump, rising 4.32 per cent to Rs 827.87 crores.

The real star of the show, however, was domestic subscription revenue, which surged by 8.86 per cent to Rs 472.99 crores. This growth highlights the enduring appetite for Sun’s diverse content, which spans everything from daily soaps in Tamil and Telugu to its burgeoning OTT platform, Sun NXT.

Despite the revenue growth, the picture quality of the profits was slightly blurred by rising costs. Eitda for the quarter stood at Rs 409.79 crores, a dip from the Rs 432.14 crores recorded in the corresponding 2024 quarter.

The profit after tax followed a similar downward trend, settling at Rs 316.44 crores against the previous year’s Rs 347.17 crores. Advertisers also seemed to have switched channels slightly, with advertisement revenues sliding to Rs 291.94 crores from Rs 332.17 crores.

Sun TV isn’t just playing on home turf; its sporting ambitions are becoming increasingly global. The network now owns three major cricket franchises: SunRisers Hyderabad in the IPL, SunRisers Eastern Cape in SA20, and SunRisers Leeds Limited in The Hundred (UK).

The foray into British cricket saw the company acquire a 100 per cent stake in Northern Superchargers Limited (now SunRisers Leeds) for approximately £100 million. While these franchises brought in Rs 14.61 crores this quarter, they also incurred corresponding costs of Rs 19.89 crores. Over the nine-month period, however, the cricket business is a major player, contributing Rs 487.64 crores in income.

The company’s bottom line took a minor hit from exceptional items, including a Rs 4.23 crore charge related to India’s new Labour Codes, which consolidated 29 existing labour laws. Additionally, the consolidated results reflect the amalgamation of Kal Radio Limited with Udaya FM, a move that became effective in May 2025 and required a restatement of previous figures.

To keep investors from reaching for the remote, the Board has declared an interim dividend of 50 per cent, that’s Rs 2.50 per equity share. This comes on top of earlier dividends of 100 per cent (Rs 5.00) and 75 per cent (Rs 3.75) declared in August and November 2025, respectively.

With a massive cash reserve and a dominant position in the South Indian market, Sun TV continues to shine, even if the current quarter required a bit of fine-tuning. For now, shareholders can sit back, relax, and enjoy the show.

GECs

SPNI hires Pradeep M with responsibility for standards and practices in the south

Published

1 week ago

February 3, 2026

indiantelevision.com Team

MUMBAI: Sony Pictures Networks India has hired Pradeep M to handle standards and practices for its southern market, bolstering its compliance bench as content rules tighten across platforms.

Pradeep, who has nearly 13 years in the entertainment media industry, takes on responsibility for content standards in a region that is both linguistically diverse and regulatorily sensitive. His brief spans television, OTT, sports and digital platforms.

He specialises in content review and compliance across shows, commercials, on-air promotions and international feeds, ensuring alignment with broadcast, OTT and advertising codes. He has also handled brand approvals and sponsorship integrations for heavily regulated categories—including online gaming, cryptocurrency, NFTs and lottery brands—offering guidance shaped by fast-evolving rules.

Before Sony, Pradeep worked at Jiostar as assistant manager for content regulation from November 2024 to January 2026. Earlier, he spent nearly seven years at Viacom18 Media, rising from senior executive to assistant manager in content regulation between 2018 and 2024. There he served as a key compliance touchpoint for the network.

His career began on the creative side. Between 2013 and 2018, he worked as executive producer on feature films and television shows, gaining hands-on exposure to production. He also had a stint as a non-fiction show director at Star TV Network in 2017. That mix of creative and regulatory experience gives him a dual lens—how content is made and how it must be managed.

As regulators, platforms and advertisers all tighten the screws, broadcasters are investing more in gatekeepers who can keep creativity within the lines. Sony’s latest hire shows where the industry is heading: in the streaming age, compliance is content’s quiet co-star.

GECs

Colors Gujarati rolls out two new shows from 2nd February

Published

1 week ago

February 2, 2026

indiantelevision.com Team

MUMBAI: Colors Gujarati has unveiled two new prime-time shows as part of its push to strengthen culturally rooted storytelling for regional audiences. The channel will premiere the devotional saga Gangasati–Paanbai at 7.30 pm, followed by the romantic family drama Manmelo at 9.30 pm from February 2.

Inspired by Gujarat’s spiritual and literary heritage, Gangasati–Paanbai: Shyam Dhun No Navo Adhyay draws from the timeless bhajans and poetry of saint-poetesses Gangasati and Paanbai, weaving devotion and human values into a contemporary narrative aimed at younger viewers.

In contrast, Manmelo explores love and responsibility across social divides, tracing the lives of three middle-class sisters whose relationships with three affluent brothers reshape their futures. The show delves into ambition, emotional conflict and the realities of married life, offering a layered family drama.

A Colors Gujarati spokesperson said the new launches reflect the channel’s commitment to authentic Gujarati entertainment that blends cultural values with modern storytelling.