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Tag: Balaji Telefilms

  • Liji Godbole exits Balaji Telefilms, signs off as group HR Head after stint in senior leadership

    Liji Godbole exits Balaji Telefilms, signs off as group HR Head after stint in senior leadership

    MUMBAI: Balaji Telefilms has seen a key leadership shuffle. Liji Godbole, who led the company’s human resources vertical as group head – HR, officially stepped down on 20 June 2025. Her resignation, attributed to a decision to pursue other career opportunities, was confirmed by the company in a formal stock exchange filing to BSE and NSE.

    In her letter addressed to the group CEO and group CFO dated April 25, Godbole expressed gratitude to the board, senior management and colleagues for their support during her tenure. “I hereby tender my resignation from the position of group head – HR of the Company to pursue other career opportunities outside the Company”, she wrote.

    The move, in line with regulatory requirements, was disclosed under Regulation 30 of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, and SEBI’s July 2023 circular that mandates transparency in senior personnel changes.

    Balaji Telefilms stated that Godbole’s association with the firm had ended and confirmed that the update has been uploaded on the company’s website. While no successor has been named yet, the development reflects ongoing flux within the television and digital content production house that has long been synonymous with Indian soap opera dominance.

    With no directorial linkages involved, the resignation stands purely professional and voluntary. The company did not release any statement on a potential replacement or organisational restructuring within the HR function.

    The last few months have seen Balaji Telefilms tighten its internal governance and streamline departments amid industry-wide shifts in content consumption patterns and platform distribution.

    While Godbole’s next chapter remains under wraps, her exit adds another page to the story of India’s rapidly evolving entertainment workforce.

  • Balaji Telefilms merger proposal for ALT Digital and Marinating Films with itself gets NCLT sanction

    Balaji Telefilms merger proposal for ALT Digital and Marinating Films with itself gets NCLT sanction

    MUMBAI:  Balaji Telefilms has received the green light from the National Company Law Tribunal (NCLT), Mumbai, for its Composite Scheme of Arrangement that merges its wholly owned subsidiaries — Alt Digital Media Entertainment and Marinating Films — into the parent company. The appointed date for the merger has been set as 1 April 2024.

    The scheme, sanctioned under sections 230–232 of the Companies Act, aims to simplify the group structure, slash redundancies, and boost operating efficiency across its content empire — from streaming platform ALTT to reality show production and IP development.

    According to the tribunal’s order, the merged entity will benefit from economies of scale, unified cash flow management, and enhanced resource optimisation — all under the Balaji banner, which is already listed on NSE and BSE. No shares will be issued, given the transferor companies are fully owned by the transferee.
    The consolidation brings together:

    * Alt Digital, home to subscription-based OTT content under the ALTT brand;
    * Marinating Films, known for unscripted and event IP;
    * and Balaji Telefilms, India’s leading producer of Hindi and regional TV content.

    The merger was approved by shareholders at an April 2025 meeting and has cleared all statutory hurdles, including SEBI, BSE, NSE and tax authorities. The company has also settled creditor objections and responded to pending GST disputes, with all liabilities transferring to Balaji Telefilms post-merger.

    In short, Balaji is scripting a cleaner, leaner, and meaner future — bringing its IP under one tent to better play the platform and profit game. The final step? Filing the certified order with the Registrar of Companies, which will trigger the scheme’s effective date.

    More drama, less duplication — just the way Ekta Kapoor likes it.

  • Kutingg flips the script with India’s first all-vertical short story platform

    Kutingg flips the script with India’s first all-vertical short story platform

    MUMBAI: If you’re watching stories the same way you scroll through reels, Kutingg just got your angle right, literally. In a move that redefines how stories are told and watched, Kutingg, the latest brainchild from Balaji Telefilms Ltd, has launched as one of India’s first platforms dedicated entirely to short-form vertical content. Designed for thumb-scrolling, on-the-go viewers, Kutingg ditches the traditional widescreen for a full-screen, mobile-only experience crafted to keep pace with India’s screen-happy youth.

    From romantic flings and campus crushes to suspenseful thrillers and slice-of-life dramas, Kutingg’s storytelling comes fast, fierce, and formatted for the vertical world. The platform’s lineup of originals aims to deliver emotionally charged narratives in snackable episodes ideal for lunch breaks, commute scrolls, or late-night binge dips.

    Commenting on the launch Balaji Telefilms Ltd Group chief revenue officer (CRO) Nitin Burman said, “We’ve always been at the forefront of innovation, and with ‘Kutingg’, we’re introducing a new storytelling format that offers an intimate and engaging viewer experience. This mobile-first, vertical format is designed to meet the evolving viewing habits of today’s audience. Kutingg breaks traditional screen boundaries and represents the future of content snackable, striking, and personal. Our vision with Kutingg is to redefine how stories are consumed, offering an immersive, flexible viewing experience that aligns with the fast-paced, on-the-go lifestyles of young India. We’re proud to be pioneers in leading this change.”

    With vertical viewing now second nature to most mobile users, the platform isn’t just keeping up, it’s setting the pace. Burman added that Kutingg will also serve as a dynamic canvas for emerging storytellers to play with form, angles, and narrative flow in ways the traditional 16:9 simply doesn’t allow.

    Kutingg is not just a content initiative, it’s a cultural cue shift. With this vertical leap, Balaji’s Altt is once again placing itself ahead of the curve, showing that the future of storytelling might just be told one swipe at a time.

  • Balaji hits it for six with cricket-fan dramedy debut

    Balaji hits it for six with cricket-fan dramedy debut

    MUMBAI: When the cricket’s on, life takes the back seat, plans are paused, emotions run high, and remote controls become battlegrounds. Balaji Originals clearly gets the memo. Making its digital debut with The Great Indian Cricket Fan, Balaji Telefilms is tapping into the sacred Indian ritual of watching cricket with irrational passion and comedic chaos. Streaming now on YouTube with two episodes dropping every week, the series is part sitcom, part stadium and wholly relatable.

    With Abigail Pande, Yuvraj Dua, Priitamm Jaiswal, and Neha Bharti leading a spunky ensemble, the show isn’t about players, it’s about the people glued to their screens, frantically adjusting lucky cushions and whispering “don’t jinx it!” into the ether. From missed deliveries (both Swiggy and romantic) to household tiffs over match-day superstitions, TGICF is a breezy tribute to the cricket-fuelled frenzy we call everyday life.

    Set during a high-octane cricket season, the show swings between emotional googlies and laugh-out-loud yorkers capturing how fans experience every ball, boundary and breakdown like they’re on the pitch themselves. Think café screenings turning into mini-Wankhedes, and friendships forged or fractured over favourite captains.

    Balaji Telefilms Ltd head for brand revenue & partnership Kavvya Bharathi said, “Balaji has always been known for its compelling storytelling that deeply resonates with audiences in the heartland. With The Great Indian Cricket Fan, our first offering under Balaji Originals, we’re excited to expand our reach and connect with a younger demographic by tapping into India’s unmatched passion for cricket. This dramedy captures the true spirit of a cricket fan their loyalty, their rituals, and the electric atmosphere in local cafés during matches. Releasing during the summer break, the series brings the thrill of the stadium straight into living rooms, promising joy, nostalgia, and entertainment with every episode,”

    Expressing her excitement, Abigail Pande shared, “Honestly, it was so much fun shooting for The Great Indian Cricket Fan. The energy on set was absolutely palpable! If you’ve been missing Sia Dhillon, you’re going to love this show because I genuinely loved being a part of it. The concept is fresh and something we haven’t really explored before. While we’ve often seen stories around football fan rivalries, cricket which is practically a religion in India hadn’t been tapped into like this. From passionate fan clubs to the electrifying vibe in cafés during big matches, and how these spaces turn into mini-stadiums for fans, we’ve tried to capture it all. This show will definitely make you want to head to a café with your gang and cheer for your favorite team!”

    Yuvraj Dua added, “Being a sports enthusiast since childhood, I naturally gravitated toward sports journalism and then social media found its way into my life. But through all the transitions, one thing remained constant: my love for cricket. When I signed The Great Indian Cricket Fan, the first thought that crossed my mind was wow, a show about sports! This time, I wouldn’t be acting; I’d just be myself in front of the camera. I’ve always been that crazy cricket fan: canceling dinner plans, ghosting WhatsApp groups, sitting in the same spot for hours because India was doing well and I didn’t want to jinx it! The madness, the emotions, the superstitions we’ve all lived it. And the fact that this is Balaji Originals’ first-ever show makes it even more special. To be one of the first faces representing a platform launching something so rooted in our culture, it’s a proud, full-circle moment for me.”

    With Gen Z relatability, millennial nostalgia, and desi family drama all stitched together in one innings, The Great Indian Cricket Fan is Balaji’s pitch-perfect attempt to bowl over a digital-first crowd.

    And remember in India, when the match begins, the drama’s only just getting started.

  • Balaji Telefilms taps money man Viren Trivedi as new bean counter

    Balaji Telefilms taps money man Viren Trivedi as new bean counter

    MUMBAI: Balaji Telefilms, the entertainment powerhouse, has promoted veteran finance whiz Viren Trivedi to finance controller, effective immediately. The production giant’s board approved the appointment yesterday following a nod from its nomination and remuneration committee.

    Trivedi, a chartered accountant by training, is hardly a fresh face at the firm. Having joined the Balaji Group in 2013, he brings over 11 years of financial savvy to his new role. The company appears to be betting on the devil it knows rather than the devil it doesn’t.

    Before his Balaji stint, the money man cut his teeth at accounting firms Suresh Patni & Associates and Mehta & Vasu Associates, where he honed his skills in everything from tax audits to drafting partnership deeds.

    At Balaji, Trivedi has been knee-deep in the company’s financial affairs, juggling quarterly financials, liaising with auditors, managing day-to-day funds and authorising payments. He’s also had his fingers in the film distribution pie, handling commercials and assisting with revenue deals.

     

  • Vinay Kalia takes centre stage at Fremantle, joins as head production

    Vinay Kalia takes centre stage at Fremantle, joins as head production

    MUMBAI: Vinay Baldev Kalia, a production heavyweight with nearly three decades of experience, is back in the Fremantle fold, taking on the role of head of production for India. After a brief stint as a freelance production executive, Kalia has returned to the very place where he previously held the same title, promising to bring his production skills to the forefront.

    Kalia’s career reads like a who’s who of Indian television, with stints at Balaji Telefilms, Miditech, Optimystix Entertainment, and, of course, Fremantle itself. He’s been the production maestro behind some of India’s biggest shows, including Indian Idol, Fame Gurukul, and numerous daily soaps that have kept viewers glued to their screens.

    His LinkedIn profile is a testament to his extensive skill set, boasting expertise in everything from project coordination and financial planning to team building and vendor management. With a track record that spans both fiction and non-fiction, Kalia is a seasoned pro in the cut-throat world of Indian television production.

  • Verun Baabar elevated to VP – production and operations at Balaji Telefilms

    Verun Baabar elevated to VP – production and operations at Balaji Telefilms

    MUMBAI: Verun Baabar has been appointed vice president – production and operations at Balaji Telefilms  effective immediately. The board, acting on the recommendation of the nomination and remuneration committee, gave its nod on 11 April.

    Baabar, a media and entertainment industry veteran, has spent 12 years at the Balaji group, where he played a pivotal role in shaping productions. With over 16 years of experience under his belt, he now steps into a new spotlight.

    A graduate of DAV College, Punjab University, Baabar is set to bring his production prowess and operational acumen to his latest role. Expect action, drama, and plenty of behind-the-scenes magic as he takes charge.

  • Balaji Telefilms reports Q3 and nine-month FY25 financial performance

    Balaji Telefilms reports Q3 and nine-month FY25 financial performance

    MUMBAI: Balaji Telefilms Ltd has announced its financial results for the third quarter and nine months ended 31 December 2024.

    Financial Highlights
    * The group reported revenue of Rs 93.2 crore in Q3 FY25, with consolidated nine-month revenue at Rs 386.8 crore.
    * EBITDA profit for 9M FY25 stood at Rs 5.3 crore, driven by operational excellence and strategic cost rationalisation, particularly in the digital business (ALT Digital).
    * Profit before tax for 9M FY25 was Rs 0.5 crore.
    Television Segment
    * The TV business remains the company’s core, contributing Rs 194.2 crore in revenue for 9M FY25.
    * EBITDA for 9M FY25 was Rs 26.8 crore.
    * Balaji had four shows on air during the quarter across major broadcasters, producing 640 hours in 9M FY25, with realisation per hour at Rs 29.14 lakh.
    Digital Business (ALT Digital)
    * Cost rationalisation efforts improved performance, with ALT Digital’s EBITDA loss narrowing by 18 per cent in Q3 FY25 to Rs 6.9 crore from Rs 8.4 crore in Q2 FY25.
    * Subscription revenue stood at Rs 13.32 crore for 9M FY25, with 7.34 lakh subscriptions sold, including 3.93 lakh renewals.
    * ALT Digital launched 20 new shows in Q3 FY25, totalling 46 shows in 9M FY25.
    * The platform has over 167 shows live, and content consumption reached 17.41 billion minutes with 1.74 billion views.
    * ALT is expanding into the AVOD model and has an order book of Rs 343 crore for web series across major OTT platforms.
    Film Business
    * The Sabarmati Report, released in Q3 FY25, received positive reviews but underperformed at the box office.
    * Earlier releases in H1 FY25 included LSD 2 (April 2024) and The Buckingham Murders (September 2024), both later released on Netflix.
    * The company has a strong pipeline, with Vrushabha (starring Mohanlal) in post-production and Bhoot Bangla (starring Akshay Kumar, directed by Priyadarshan) in production.
    * A new project, Vvan, in collaboration with TVF and starring Sidharth Malhotra, is in development.
    Fundraising Initiative
    * Balaji Telefilms raised Rs 130.67 crore through an equity issue to promoters and foreign investors.
    * A total of 1.78 crore shares were allotted at Rs 73.17 per share, approved by the board on 7 February 2025.
    * The funds will be used to scale the movie business, explore music retention and distribution, enhance the digital content business, and strengthen the financial structure.

    Group CEO and CFO Sanjay Dwivedi stated, “This successful capital raise underscores the confidence of our promoters and foreign investors in the company’s growth plans. The funding will reinforce our commitment to shareholder value and strengthen our balance sheet.”

    Merger Update
    * The board approved a draft composite scheme of arrangement on 30 May 2024 for the merger of Balaji Telefilms Ltd, ALT, and MFPL.

    * The Bombay Stock Exchange (BSE) and National Stock Exchange (NSE) granted no-objection certificates, and the company filed an application with the National Company Law Tribunal (NCLT) on 27 January 2025 for approval.

    * The merger aims to consolidate content production, eliminate redundancies, enhance financial capacity, and streamline compliance, leading to improved returns and efficiency.

    Managing director Shobha Kapoor stated, “With a strong focus on profitability, operational streamlining, and cost rationalisation, we are confident in our growth trajectory across television, films, and digital platforms.”

  • Embracing 2025: Navigating marketing & communication challenges in family-run businesses

    Embracing 2025: Navigating marketing & communication challenges in family-run businesses

    MUMBAI: India’s evolution as a global business destination is both dynamic and inspiring. Driven by robust economic growth, transformative policies, and increasing global integration, initiatives like Make in India, Digital India, and Startup India have bolstered the nation’s reputation as a business-friendly destination. Moreover, simplifications such as the Goods & Services Tax (GST) and the Insolvency and Bankruptcy Code have further enhanced India’s ease of doing business ranking, signalling a promising landscape for enterprises.

    Amid this, family-run businesses form the backbone of India’s economy. They contribute over 75 per cent of the GDP, a figure projected to rise to 80-85 per cent by 2047. Not only are they vital drivers of economic growth, but they also present unique opportunities for marketing and communication (marcom) professionals navigating these organisations’ intricate blend of tradition and modernity.

    Most of India’s TV and film production sector and smaller broadcasters are run by families. Dharma Productions, YRF Films, Balaji Telefilms, Sagar Productions,  Directors Kut, Contiloe Films, Dangal TV, Governance Now – and scores of others are either first generation or second generation run by the son, or a mother-daughter, or husband-wife or mother-son combination. Firms like Applause Entertainment and Abundantia Entertainment which are run by professionals are a handful.  It’s quite possible that this article will prove handy while dealing with the family run production houses and channels. 

    The role of branding in business success
    A strong brand goes beyond selling products; it attracts the right talent, secures funding, and builds trust. In large corporations, specialized roles like marketing heads, brand strategists or corporate communication teams typically drive these efforts separately. Conversely, in family-owned businesses, marcom generalists juggle a variety of responsibilities, offering a rare opportunity to influence all facets of branding and communication.

    The allure of family-run businesses & why family businesses are a unique opportunity?

    While new-generation companies may allure professionals with their innovation and glamour, family businesses offer equally compelling prospects, particularly for those ready to navigate their complexities. These organizations provide the chance to modernize deeply rooted structures, foster long-term stability, and gain invaluable experience in managing multifaceted stakeholder dynamics.
    At a time when many startups and new-generation companies are facing retrenchments, family-run businesses often offer job security and a solid foundation—making them an attractive option for forward-thinking professionals.
    A 2018 survey reveals that 56 per cent of Indian family businesses are first-generation owned, while 44 per cent are run by subsequent generations. From 2017 to 2022, these businesses outpaced their non-family counterparts in revenue growth by approximately 2.3 per cent. For marcom professionals who champion their modernization, this presents professional growth and a chance to shape India’s economic trajectory.

    Chandrika Rodrigues

    Challenges & strategies for marcom professionals

    Navigating the traditional tide
    For marcom professionals, family-run businesses may initially feel like a time capsule. Strategies often rely on word of mouth, local fairs, inferior  content and outdated digital presence. To make an impact, start by earning trust:
    * Listen first: Invest time in understanding the business’s history, nuances, and legacy.
    * Start small: Introduce incremental changes that respect the established foundation.
    * Build rapport: Cultivate relationships with family members and long-time employees to foster collaboration.
    By respecting the company’s traditions while gently advocating for modernization, you can lay the groundwork for sustainable transformation.

    Understanding the unseen hierarchy
    Decision-making in family-run businesses doesn’t always align with organizational charts. Informal power structures often influence key decisions, with founders or long-serving employees playing pivotal roles.
    Strategies for Success:
    * Map key decision-makers: Early on, identify who holds formal and informal influence.
    * Foster inclusion: Organize workshops or brainstorming sessions to involve all stakeholders in shaping marcom strategies.
    * Position yourself as neutral: Act as a mediator to ensure all voices are heard while guiding the team toward a unified direction.
    By aligning stakeholders through clear communication and structured processes, you can mitigate conflicting opinions and drive initiatives forward.

    Balancing tradition with innovation

    Family businesses often resist change, clinging to their legacy. Modernizing their marketing efforts requires a careful balance:
    * Advocate incremental changes: Propose strategies that modernize while staying true to the company’s values.
    * Leverage success stories: Use examples of similar businesses that benefited from digital transformation.
    * Pilot projects: Introduce small-scale initiatives to demonstrate measurable results, building trust without risking the entire business.

     

    Famil run biz

    Addressing emotional decision-making
    Family dynamics often overshadow data-driven decision-making. While this reflects personal investment, it can hinder effective marketing strategies.

    What you can do:

    * Present data-driven insights: Tie your ideas to tangible goals such as revenue growth or enhanced brand equity.
    * Emphasise legacy protection: Position your strategies as tools to safeguard and enhance the family’s legacy.
    * Foster open dialogue: Address differing viewpoints respectfully to build credibility and collaboration.

    Overcoming resource constraints
    Conservative budgets and reliance on traditional methods can be challenging. However, these constraints also offer opportunities for creative problem-solving.

    Strategies:
    * Focus on high-impact, low-Cost initiatives: Leverage social media campaigns, content marketing, and influencer partnerships.
    * Prioritise quick wins: Demonstrate the value of modern approaches before advocating for larger budgets.
    * Introduce scalable solutions: Emphasize cost-effective tools like CRM systems or targeted digital ads to support long-term growth.

    Professionalizing the marketing function

    Family businesses often lack formalized structures, leading to inefficiencies. Modernizing these processes is critical to achieving sustainable success.

    Your approach:

    * Standardise workflows: Implement documentation practices and performance metrics to professionalize the department.
    * Set clear objectives: Establish goals and KPIs to ensure accountability and focus.
    * Showcase long-term benefits: Demonstrate how professionalism and structure contribute to profitability and growth.

    Adapting to 2025 workplace trends
    The evolving professional landscape—shaped by remote work, sustainability, and AI—offers an opportunity for family-run businesses to modernize.

     Marcom professionals can:
    * Introduce remote collaboration tools to enhance efficiency.
    * Advocate for sustainable practices to align with global trends.
    * Leverage AI-driven analytics to optimize marketing strategies.

    Attracting and retaining talent
    Family businesses often struggle to attract top talent due to perceptions of favoritism or limited growth opportunities.

    Your Strategy:
    * Foster positive workplace culture: Celebrate achievements and promote transparency.
    * Leverage networking skills: Attract professionals who align with the company’s values.
    * Offer clear growth paths: Highlight opportunities for career development to retain talent, particularly among Gen Z employees.

    Leveraging India’s growing family business economy
    Family businesses are integral to India’s economy. According to a McKinsey report, top-performing family businesses achieve higher revenue growth and shareholder returns compared to their peers.

    2025 Strategy:
    * Highlight success metrics: Use industry data to support growth-oriented marketing plans.
    * Adopt digital tools: Enhance agility and adaptability to respond to market changes.

    New year roadmap

    2025 is a pivotal year for marcom professionals in family-run businesses. By respecting traditions while championing innovation, you can turn challenges into opportunities in disguise. Focus on building trust, fostering collaboration, and delivering measurable results. As a bridge between tradition and modernity, your role is to ensure the organization’s long-term success.

    By embracing these strategies, you can not only achieve your professional goals, but also contribute to India’s economic transformation—making 2025 a milestone year for both your career and the family business you represent.

    (The writer of this article is Tropical Agrosystem (India) Pvt Ltd general manager- branding & communications Chandrika Rodrigues. The views expressed are her own and need  not reflect Indiantelevision.com’s views on the same.. The pictures for this comment piece were generated using Microsoft Designer. No copyright infringement is intended)