DTH
How DTH got digitisation right
MUMBAI: Two years gone, two more in hand. But the cable TV industry is still grappling with getting its act right for digitisation. It was 10 years ago when the direct to home (DTH) players entered the Indian market with huge tasks in hand: introduce and convert people from the analogue regime into the digital ecosystem.
Currently, the DTH sector commands about 36 million active subscribers (as per the recent TRAI report). While Dish TV was first to enter, it was soon followed by Tata Sky, Sun Direct, Airtel Digital TV, Videocon d2h and Reliance Digital. Not to forget, Prasar Bharati’s DD Freedish.
How did the DTH industry manage to cultivate the business model which the MSOs are still finding cumbersome? Ask the DTH players and they say, it is because of their direct contact with the customer. “We were able to deal directly with the customer and provide a business model the way we wanted to. There isn’t any intermediary,” says Dish TV CEO RC Venkateish.
Agrees Sun Direct CEO Mahesh Kumar, “DTH adopted the retail distribution model akin to aggressive FMCG/ telecom companies which is purely B2C. Majority of the employees at the senior and middle level are from the retail background.”
The MSOs on the other hand had been running the analogue business, handled mostly by the local cable operators (LCOs). It was only after being pressurized by the government and regulator that they finally took up digitisation and started work on creating a proper business model. Tata Sky CEO Harit Nagpal feels that MSOs are working like puppets. “Cable operators are looking at digitisation as forced upon them. Digitisation is not about putting a box; this is inconvenient for the customer. It has to be sold to the customer as empowerment and not as a curse. DTH has done that.”
While initially convincing the customer to switch from analogue to digital DTH wasn’t easy, what went in their favour was superior product offering with better quality sound and picture and selection of channels and packaging. “When DTH first came, it was the only digital offering. The country was largely analogue. That was the big advantage we had. We started from zero and had the opportunity to build the billing system and packaging,” says Venkateish.
The claims made by DTH ops were supported by setting up call centres, backend and investment in brand building. However, what all executives agree as the best tool is the prepaid mode of payment. “The biggest success factor of the DTH model is the prepaid model which is a very transparent business model,” says Kumar.
Nagpal feels that the crux of their model is the consumer centric approach, which MSOs don’t have. “You can activate and deactivate channels and packages whenever you want. Go on a holiday and don’t recharge. This is not yet possible in cable. The benefits of flexibility and empowerment in the case of DTH are in the customers’ hands,” he says.
The only difference in the two is the pricing models for packages. While DTH starts its base pack at around Rs 200 to Rs 220, cable gives the entire channel list for approximately Rs 250. But Nagpal disagrees, stating that MSOs are not subject to taxes and also gets carriage fees from broadcasters. Whereas DTH, despite paying taxes and also paying for content, gives channels at a decently low cost with options of adding more.
Kumar points out that DTH community has been able to segment the market and the customer which has helped the industry to do up-selling and consistently improve average revenue per user. Though the initial uptake of dishes was slow, over the years it has picked up speed. The choice of packages, HD channels, addition of newer channels and easy payment methods have put them on the better side of digitisation.
While DTH did have the upper hand in entering the market with a fixed plan of action, it is about time the MSOs come to terms with getting addressable digitisation done rather than just fixing boxes in homes. “DTH got digitisation right because we looked at it from what benefits it has to customer and not what the regulator is asking me to do,” points out Nagpal.
DTH
Tata Play deepens Odia push with ad-free ‘Odia Manoranjan’ platform
MUMBAI: Tata Play is doubling down on regional loyalty. India’s leading DTH player has launched Tata Play Odia Manoranjan, a new value-added service that corrals Odia entertainment into a single, ad-free destination, available on television and the Tata Play mobile app.
Powered by Sidharth TV, one of Odisha’s most popular Odia-language GECs, the platform serves up a hefty catalogue: over 180 movies, 100+ Jatras, around 20 television shows and a library of more than 12,000 songs spanning devotional, folk, film and non-film genres. From vintage favourites to contemporary titles, the mix is pitched squarely at Odia-speaking households, with particular pull in tier-3 and tier-4 markets.
Subscribers get 24×7, full-screen SD viewing without ad breaks on channel number 1755, with live TV and VOD access across screens. The price point is deliberately sharp: Rs 2 a day.
Pallavi Puri, chief commercial and content officer at Tata Play, framed the move as a bet on language and culture. “India’s strongest viewing loyalties are rooted in language and lived culture. Tata Play Odia Manoranjan brings together the many expressions of Odia entertainment—from films and Jatras to devotional programming and music—into one clearly defined destination. With this launch, Tata Play further elevates its regional content offering by giving Odia audiences a single, definitive home for their stories and traditions.”
For Sidharth TV Network, the partnership is about reach without compromise. Sitaram Agrawalla, owner and chairman, said: “For decades, Odia families have trusted our entertainment platforms for stories that feel like home, and for moments that bring us together. Tata Play Odia Manoranjan builds on this trust by placing a diverse range of Odia films, theatre, devotional music and shows into a single, accessible space. This collaboration isn’t just about wider distribution—it’s about honouring the preferences of Odia viewers with a seamless, ad-free viewing experience that reflects their language, culture and the way they choose to engage with content.”
The new service slots into Tata Play’s expanding portfolio of entertainment and infotainment platform services across genres including entertainment, kids, learning, regional and devotion, catering to all age groups.
In short: one language, one screen, zero ads—and a clear signal that regional is where the real viewing power lies.
DTH
Binge strikes play as Tata Play adds Times Play to its OTT universe
MUMBAI: If streaming had galaxies, Tata Play Binge just opened a wormhole. In its latest move to become India’s most sprawling entertainment universe, the platform has now folded Times Play, Times Network’s digital-first OTT service, into its all-in-one subscription bouquet bringing Hollywood hits, snackable shorts, live news, lifestyle, entertainment, Pickleball and 11 live TV channels under a single roof.
The new addition means subscribers no longer need to hop between apps in Olympic-level finger gymnastics, Binge now pulls Times Network’s entire digital catalogue into one screen, one login, one bill. And in the era of attention overload, that’s practically a public service.
Times Play brings with it a distinctive blend of premium Hollywood cinema, web series, short-format videos, and Times Network’s formidable news muscle. Viewers can flip seamlessly between Romedy Now, Movies Now, MNX, MN+, Zoom, Times Now, Times Now Navbharat, ET Now, ET Now Swadesh, and even Pickleball Now, mirroring the growing Indian appetite for niche sporting entertainment.
On the long-form front, hits like Reunion, India’s Story, True Story of Angeline Jolie, Orphan First Kill, The November Man, Barely Lethal, Southpaw, The Hurt Locker, Transporter Refueled, and The Holiday sit alongside Times Network factual and current-affairs staples including Frankly Speaking, Sawaal Public Ka, and News Ki Paathshaala.
Describing the partnership, Tata Play chief commercial and content officer Pallavi Puri, said the aim remained unchanged to make content discovery effortless and reduce the modern curse of app overload. She noted that integrating Times Play enriches Binge’s already deep catalogue with a broader mix of premium films, originals and news programming “without juggling multiple apps or subscriptions”.
Times Network echoed the sentiment, calling the collaboration a natural extension of its mission to deliver credible entertainment and journalism at scale. It emphasised Tata Play’s reach, reliability and reputation as a key driver in bringing Times Play’s digital catalogue to diverse Indian households.
With the addition of Times Play, Tata Play Binge now boasts 30 plus OTT platforms on a single interface, a list that includes Prime Video, JioHotstar, Zee5, Apple TV+, Lionsgate, SunNXT, Discovery+, BBC Player, Aha, Fancode, ShemarooMe, Hungama, ManoramaMax, Nammaflix, Tarang Plus, Travel XP, Animax, Fuse+, ShortsTV, Curiosity Stream, and DistroTV, among others.
Notably, Netflix remains available as part of combo packs for DTH subscribers, while Amazon Prime Video can be unlocked as an add-on for Binge users with a Tata Play DTH connection. And for large-screen loyalists, all 30 plus apps can be streamed via LG, Samsung and Android Smart TVs, the Tata Play Binge+ set-top box, Amazon FireTV Stick – Tata Play edition, or through TataPlayBinge.com.
The expansion comes on the heels of recent integrations, including WAVES by Prasar Bharati and BBC Player, reinforcing Tata Play Binge’s ambition to remain India’s most diverse, most unified, and most fuss-free entertainment destination.
With Times Play now in the mix, Binge isn’t just aggregating content, it’s quietly aggregating the future of how India watches.
DTH
Harit Nagpal’s second literary act: why binary thinking is killing your career
MUMBAI: Harit Nagpal isn’t interested in either/or. The chief executive of Tata Play—India’s largest content distribution platform—has spent four decades navigating cosmetics, cooking oils, colas, clothing, communication and content, and he’s learnt something valuable: the best decisions rarely come from choosing between the options you’re given. They come from inventing the one you weren’t.
His new book, Pivot: Between Two Options, Pick the Third, published by Westland Business, launched on Amazon on 24 November 2025 at Rs 499 (currently discounted 23 per cent to Rs 383). It’s a 164-page distillation of that philosophy, wrapped around the story of Neel, an ordinary middle-class boy whose life becomes a case study in counterintuitive decision-making.
The premise is deceptively simple. When you’re stuck between two choices—whether it’s picking an academic stream, staying in a comfortable job or leaping into uncertainty, handling workplace stress or navigating personal crises—conventional wisdom says weigh the pros and cons and choose. Nagpal says that’s precisely when you should stop, step back, and ask: “So?” That tiny, disruptive question, he argues, can crack open possibilities that binary thinking obscures.
This is Nagpal’s second book. His debut writing effort, Adapt: To thrive, not just survive, established him as a corporate leader willing to put management philosophy into readable prose. And it got him the credentials of a best selling author. Both books are now available as a bundle on Amazon for Rs 739, which positions them as a one-two punch for anyone trying to navigate career and life without succumbing to false choices.
The book doesn’t promise easy answers. What it offers instead is something rarer: the questions for deeper reflection and the space to think through responses that aren’t pre-packaged. In an age of algorithmic recommendations and decision-making outsourced to apps, that might be the most counterintuitive choice of all.
Nagpal’s four-decade career suggests he’s practised what he’s preaching. Moving from consumer goods to media and technology requires exactly the kind of lateral thinking his book champions. Whether Pivot helps readers replicate that trajectory remains to be seen. But in a world increasingly hostile to nuance, a 164-page argument for third options feels quietly radical.
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