ITV

Tag: Zeel

  • Zee unlocks Bengal’s TV potential with a two-pronged attack

    Zee unlocks Bengal’s TV potential with a two-pronged attack

    MUMBAI: While West Bengal might be lagging behind the national average in TV penetration, Zee Entertainment Enterprises Ltd (ZEEL) isn’t just seeing a gap, they’re seeing a blooming opportunity. With over 15.3m TV households, the state’s 66 per cent penetration (compared to a national 71 per cent) means there’s a whopping headroom for growth, as Samrat Ghosh, who is the chief cluster officer – East, North and Premium cluster, declares with a grin smile on his face.

    “There are a large chunk of consumers who are yet to see their stories being told on screen,” Ghosh states, adding that India’s robust rural growth story is mirrored in Bengal, where the urban-rural split currently stands at a tantalising 47:53. This, he suggested, is a clear signpost. “Somebody has to come and tap into it,” says Ghosh, and Zee, ever the shrewd operator, is more than ready to do the tapping.

    The Bangla General Entertainment Channel (GEC) market has traditionally been a bit of a duopoly, with Zee Bangla and Star Jalsha hogging a staggering 85 per cent of the viewership. The rest, including Sun Bangla, Akash Bangla, Sony Aath, and Colors Bangla, are left scrapping over a measly 15 per cent. “This is an opportunity for us,” Ghosh asserts, highlighting the “need for a very strong number three player” to shake things up.

    Enter Zee Bangla Shonar, the conglomerate’s strategic new venture designed to complement Zee Bangla and target those previously underserved segments. “With Zee Bangla and Zee Bangla Shonar together, we want to create a very, very synergistic ecosystem,” Ghosh explains.

    While the venerable Zee Bangla will continue its broad mass appeal and legacy format of storytelling, the new kid in town, Zee Bangla Shonar, will be all about experimental formats, refreshing content, innovative shows etc and also aims to consolidate Zee’s leadership journey in the West Bengal market.

    Interestingly, while Zee Bangla has traditionally targeted urban female audiences (25+), Zee Bangla Shonar is boldly setting its sights on male viewers (30+). “This isn’t about alienating the female base. 98 per cent of homes are still sitting on televisions, but about addressing a blue ocean strategy to serve a distinct need,” he explains.

    “There is no dedicated channel which is also talking to these male audiences, representing their stories on screen,” Ghosh further points out, seeing this as a golden ticket to boost overall advertising revenue by attracting brands whose core target is male.

    Despite West Bengal’s internet access (80 per cent) being slightly below the national average (87 per cent), television still reigns supreme. “It is still an aspirational medium because at the end of the day television caters to the entire needs of the family,” states Ghosh. Zee’s content philosophy, even for the new channel, isn’t about edgy, uncomfortable viewing; it’s about content designed to help the entire family to come together.

    Jalaluddin Mondal, another voice from Zee, who is the chief channel officer of Zee Biskope & Zee Bangla Shonar, chimed in on the content strategy for the new kid in town. Expect innovation in terms of the format and theme, with a focus on areas like crime investigation, travelogues (something largely untouched in the GEC space), and slice-of-life stories. Non-fiction will see fresh formats, including a unique singing competition featuring Jugalbandi between vocalists and instrumentalists, and a gamified “couples compatibility” show offering prizes of up to Rs one lakh daily. “There’ll also be snackable content like prank shows and spooky narratives, plus investments in acquiring and producing original movies, some even getting a cinematic release before a channel premiere,” concludes Mondal.

    On the surge of old shows making a comeback across the industry, both dismissed the idea of a “lack of content”. Instead, they argued it’s about “bringing back the nostalgia factor amongst the audiences,” leveraging “iconic characters” that people still adore. While new stories are crucial, the emotional connection to established characters is a powerful hook. They conclude by saying, “At the core, you have to understand the consumer for a successful design of a content.” 

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  • Siju lifts the lid on Zee’s omni-content vision

    Siju lifts the lid on Zee’s omni-content vision

    MUMBAI: India’s entertainment landscape is hotter than a Vindaloo, and Zee Entertainment Enterprises Ltd (ZEEL) is clearly leading the charge, particularly down South. Siju Prabhakaran, who is the chief cluster officer- South, gave Indiantelevision.com’s Rohin Ramesh the lowdown on how the media conglomerate is not just keeping pace with, but setting the agenda in the rapidly evolving content game.

    Zee’s grand vision, dubbed “Yours Truly Z,” isn’t just a fancy catchphrase, it’s a promise to be both a cultural and technological powerhouse. “The brand promise is true for every market,” Prabhakaran declares, emphasising their commitment to tell great stories, to connect with our audience emotionally, capture the cultural nuances of each of the markets. Forget wishy-washy content, Zee’s serving up narratives that genuinely resonate.

    Gone are the days of just linear TV. While still a cornerstone, Zee is now charging headfirst into the digital realm with Zee5, crafting everything from “micro dramas”, bite-sized, one-minute storytelling across seven languages – to mini-series and movies. “Whichever is the format, whichever is the platform, and whatever is the language, we will be capturing it both through technology and great storytelling,” Siju explained.

    The South, a truly unique beast with its diverse languages, presents a particular challenge that Zee is tackling with gusto. Prabhakaran highlighted that regional audiences are incredibly “platform fluid,” seamlessly hopping between traditional telly, OTT, YouTube, and even Instagram Reels.

    “We are fundamentally storytellers,” Siju quipped, whether it’s long format, short format, or micro dramas. He sees a massive opportunity to convert casual scrollers of user-generated content into loyal viewers of curated narratives. And despite the OTT invasion, television remains a big part of the social fabric of India, especially for that cherished family viewing experience as the bigger insight here is that regional audiences prefer content in their own language, demanding high production values and great storytelling no matter the screen.

    Zee’s approach to content creation is as varied as a British weather forecast: “thirty-minute shows, three-minute stories, and thirty-second drama.” They’re not just embracing diverse formats; they’re ensuring a consistent tone and quality by tapping into a burgeoning creator ecosystem of young writers, directors, and actors who are now finding jobs and becoming big faces.

    When asked about upcoming IPs, Siju teased that Zee is working on various non-fiction formats, leveraging established juggernauts like Sa Re Ga Ma Pa and Dance India Dance that have already travelled across platforms. He also pointed to the Marathi hit Chala Hawa Yeu Dya, which is now being adapted for Hindi audiences and will soon hit the Southern markets, showcasing a desire to tell “raw, unfiltered and unscripted stories”.

    Interestingly, despite the digital onslaught, the younger audience in the South remains glued to television. Siju attributes this to high TV penetration, a thriving content ecosystem (fueled partly by films), the desire for local language content, and the social experience of collective family viewing. To keep these youngsters hooked, Zee is evolving the traditional TV experience with contests, strong social media presence (WhatsApp, Instagram, Facebook), and even gaming initiatives linked to non-fiction formats.

    Navigating the multi-lingual South (Telugu, Tamil, Kannada, Malayalam) means avoiding a one size fits all approach. Zee relies on strong, localised teams who deeply understand cultural nuances and emotional pegs. “Keeping your ears to the ground and having that right talent is the way to keep every market different,” he affirmed.

    And finally, on the hot topic of regional creators and digital influence, Prabhakaran introduced the concept of ‘DILFLUENCERs’ which was revealed last year. Zee boasts “one of the largest repertoire of influencers” in their TV characters and reality show contestants who have massive digital followings. This allows Zee to offer brands a “three-sixty-degree kind of a solution” – a package of influencer marketing alongside TV and OTT impressions.

    Real-time data and audience insights are the key for what gets the green light in Zee’s pipeline. From focus group discussions and social listening to OTT data collection, Siju stated, “These will only get richer and richer to understand what the audience is liking in a content, what they are not liking and kind of calibrate it accordingly.”

    It seems Zee isn’t just making content. It’s practically building an experience, one regional echo at a time.

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  • Zee shareholders reject preferential issue of fully converible warrants to promoter group

    Zee shareholders reject preferential issue of fully converible warrants to promoter group

    MUMBAI: Minority shareholders of Zee Entertainment Enterprises Ltd (Zeel) have voted against a proposal to issue fully convertible warrants to promoter group entities on a preferential basis. The special resolution, proposed at an extraordinary general meeting (EGM) held on 10 July 2025, failed to secure the necessary majority.

    The EGM, chaired by R Gopalan, commenced at 11:00 a.m. IST and concluded at 12:25 p.m. IST. The company had provided both remote e-voting and e-voting facilities during the meeting for its shareholders.

    According to the scrutinizer’s report, 59.5140 per cent of the total valid votes cast were in favour of the resolution, while 40.4860 per cent were against it. For a special resolution to pass, the votes cast in favour must be at least three times the votes cast against it. As this condition was not met, the resolution failed.

    A company spokesperson for Zeel acknowledged the outcome, noting that 60 per cent of participating shareholders supported the resolution and expressed gratitude for their backing. The spokesperson also stated that the board and management respect the decision of the remaining shareholders and remain focused on maximising and safeguarding shareholder value.

    The company highlighted its ongoing efforts to improve performance and profitability, particularly in boosting margin profile and reducing losses within the digital segment. Zeel intends to continue leveraging its cash reserves and entrepreneurial spirit to build a strong foundation, address market shifts, and outperform competition. The board’s guidance will further fortify the company against unforeseen events and drive growth and investment in technology and innovation.

    The total number of shareholders on the cut-off date (3 July 2025) was 653,378. A total of nine promoter and promoter group shareholders and 114 public shareholders attended the meeting via video conferencing/other audio-visual means. The resolution involved the “issue of fully convertible warrants to the promoter group entities on preferential basis.”

  • Zee gets Glass Lewis nod for Rs2,237 crore promoter warrant issue

    Zee gets Glass Lewis nod for Rs2,237 crore promoter warrant issue

    MUMBAI: Global proxy advisory firm Glass Lewis has thrown its weight behind Zee Entertainment’s plan to issue up to 169.5 million convertible warrants to its promoter group, giving the broadcaster a crucial endorsement ahead of its 10 July EGM. The deal, priced at Rs132 per warrant, could fetch Zee a much-needed Rs2,237 crore war chest.

    The preferential allotment—to Sunbright Mauritius Investments and Altilis Technologies, both part of Zee’s promoter stable—will see a 25 per cent upfront payment, with the balance due within 18 months. The warrants convert into equity on a 1:1 basis and would dilute existing share capital by about 15 per cent, which Glass Lewis termed “reasonable.”

    The firm said the proposal clears Sebi’s rulebook on pricing and fairness and raised no governance red flags. Zee says the funds will back strategic expansion, bolster liquidity in an increasingly brutal media market, and fund acquisitions in high-growth niches.

    Despite lacklustre stock performance—down 28.4 per cent over the past year and 29.7 per cent over three—Zee has retained a solid ESG profile. Sustainalytics rates its ESG risk as low, while ESG Book places it in the 90th percentile for governance among broadcasters.

    But the proxy adviser flagged one weak link: cybersecurity. BitSight ranks Zee in the bottom five per cent of the entertainment sector. Although the firm has had no major data breaches in 18 months, its digital ramp-up puts it at risk, Glass Lewis warned.

    Public shareholders hold more than 95 per cent of Zee’s equity. Big names include Sprucegrove (5 per cent), LIC (4.63 per cent), and Norges Bank (3.95 per cent), with support from mutual funds and institutions likely to be decisive.

    The EGM will be held virtually, and the record date was 3 July. If passed, the resolution would help Zee reset its balance sheet and fire up its strategic ambitions in streaming and beyond.

  • Zee steals the show at Goafest as creativity gets its day in the sun

    Zee steals the show at Goafest as creativity gets its day in the sun

    MUMBAI: The glittering second day of Goafest 2025 turned into a proper awards ceremony slugfest  as Zee Entertainment Enterprises Ltd strutted away with the coveted ‘broadcaster of the year’ crown, leaving its competitors nursing wounded egos and consolation prizes.

    With the swagger of a seasoned prize-fighter, Zee knocked out the competition with a knockout punch of 28 points, courtesy of two golds, one silver, one bronze and a merit. Not bad for a day’s work, really.

    Star India Pvt Ltd  put up a respectable fight, clinching second place with 18 points after bagging one gold, one silver and two merits. Meanwhile, Viacom18 Media Private Litd  had to settle for bronze medal position with 16 points, managing two silvers and one bronze—a performance that suggests they’re more silver screen than silver medal material.

    The others weren’t entirely left empty-handed. Cheil India and Culver Max Entertainment each snagged a gold apiece, earning themselves eight points and a modicum of bragging rights at the office water cooler.

    The Abby Creative Awards 2025, powered by The One Show, didn’t stop at the broadcaster shakedown. Day two saw the advertising industry’s finest duke it out across specialist categories including public relations, digital specialist, design specialist, mobile specialist, technology specialist, and direct specialist. Because apparently, everyone’s a specialist these days.

    The awards, which have become something of a premier benchmark for excellence in Indian advertising and media, continue to prove that creativity isn’t dead—it’s just very competitive and occasionally ruthless.

  • Zee Entertainment wraps FY25 with a bang

    Zee Entertainment wraps FY25 with a bang

    MUMBAI:  Zee Entertainment Enterprises Ltd (Zeel) has closed its financial year on a high note, reporting a 32 per cent rise in EBITDA to Rs 11,962 million for FY25, powered by sharp cost control and solid performance across its digital and television businesses. The company’s board has recommended a dividend of Rs 2.43 per equity share of Re 1, subject to shareholder approval at the upcoming annual general meeting.

    Zee’s traditional TV business held its ground, maintaining a stable 16.8 per cent share of the Indian TV network viewership, even as sports broadcasts slightly ate into general entertainment viewership. Notably, Zeel’s regional channels — Zee Marathi, Zee Kannada, and Zee Telugu — emerged as strong performers.

    On the digital front, Zeel’s streaming platform Zee5 recorded a six per cent year-on-year increase in revenue, reaching Rs 9,760 million in FY25. Even more impressive was the platform’s ability to rein in losses, slashing its EBITDA losses by Rs 5,572 million over the year. Zee5’s growth was fuelled by 20 new original titles, which helped it maintain user engagement despite a challenging digital ad market.

    Zee Studios had a busy quarter, releasing eight films across Hindi and regional languages, bolstering its presence in the domestic film market. Meanwhile, Zee Music Co (ZMC) continued its YouTube dominance, reaching 164 million subscribers with a whopping 190 billion views in FY25. ZMC added 14.7 million new subscribers during the year, solidifying its position as the second-largest music label on YouTube.

    Zee’s financials reflected strong cost discipline. Total revenue for FY25 stood at Rs 82,941 million, with an EBITDA margin of 14.4 per cent — a 390 basis point increase from FY24. Profit after tax (PAT) from continuing operations surged by 245 per cent to Rs 6,874 million, a testament to the company’s focus on profitability.

    The balance sheet looked rock-solid with cash and cash equivalents swelling to Rs 24.1 billion by March 2025, including Rs 2 billion from the first tranche of Foreign Currency Convertible Bonds (FCCB). The company’s net profit for the year came in at Rs 6,795 million, a massive 381 per cent jump over FY24.

    * Operating revenue for FY25: Rs 82,941 million, down four per cent YoY due to advertising pressure.
    * Expenditure fell by eight per cent to Rs 70,979 million, reflecting strong cost control.
    * EBITDA for FY25 rose to Rs 11,962 million, with a margin of 14.4 per cent, up 390 bps YoY.
    * Profit before tax (PBT) from continuing operations surged 143 per cent to Rs 9,261 million.
    * Zee’s all-India TV network share: 16.8 per cent, marginally down by 30 basis points YoY.
    * Regional powerhouses included Zee Marathi, Zee Kannada, and Zee Telugu.
    * TV revenues saw a mixed bag, with advertising under pressure but subscription and syndication revenue offering a cushion.
    * Zee5 revenue: Rs 9,760 million, up 6 per cent YoY.
    * EBITDA losses cut by Rs 5,572 million in FY25.
    * Original content: 20 new titles, driving user engagement.
    * Syndication revenue provided an additional boost.
    * Zee Studios: Eight films released in Q4 FY25 across Hindi and regional languages.
    * Notable releases included Chirodini Tumi Je Amar (Zee Bangla), Naa Ninna Bidalaare  (Zee Kannada), Lakshmi Nivasam (Zee Telugu), and Gatti Melam (Zee Tamil).
    * Zee Studios maintained its focus on a balanced mix of in-house and distributed titles.
    * ZMC: Total subscribers: 164 million across all channels, up 14.7 million YoY.
    * Total video views: 190 billion in FY25.
    * ZMC remains the second-largest music label on YouTube globally.

  • Zeel CEO Punit Goenka’s wife and son help increase promoter stake in the firm

    Zeel CEO Punit Goenka’s wife and son help increase promoter stake in the firm

    MUMBAI: He has been saying that the promoters are keen to increase their shareholding, so confident are they of Zee Entertainment Enterprises Ltd’s (Zeel’s) prospects.  And the family of Zeel CEO Punit Goenka is backing him to the hilt, if one goes by a Reuters report which said that the family has acquired 0.29 per cent Zeel shares at a price of Rs 27 crore. The company disclosed this to the stock exchanges through a regulatory filing on Thursday.

    Goenka’s wife Shreyasi bought 13,83,500 securities worth around Rs 13.46 crore (0.14 per cent of shareholding), while Goenka’s son Udayan bought 14,15,450 securities also worth around Rs 13.46 crore (0.15 per cent of shareholding). Earlier, the promoter family held  3.99 per cent stake in Zeel. The promoter shareholding has now increased to 4.28 per cent following the share purchase, the Reuters report stated.

    (Picture courtesy: Shreyasi Jain Goenka’s  Facebook account)

  • Zeel CHRO Dheeraj Jaggi resigns

    Zeel CHRO Dheeraj Jaggi resigns

    MUMBAI: Zee Entertainment Enterprises Ltd (Zeel) has announced the resignation of Dheeraj Jaggi, chief human resources officer and senior management personnel, citing personal reasons. His resignation will take effect from 31 January 2025. The company made this public through a regulatory filing with the Bombay stock exchange on 31 January. 

    In a communication to company CEO Punit Goenka or PG, Jaggi expressed gratitude for his nearly six-year journey at Zeel, describing it as one of the most transformative phases of his career. He highlighted his contributions to the company’s internal transformation, culture, and capability-building agenda, as well as the honour of being entrusted with the responsibility of the CHRO role by  PG.

    Said Jaggi: “I have my deepest gratitude for the journey we have shared. From handling the HR agenda for the largest, diverse and complex businesses across Zeel and leading the internal transformation, culture and capabilities agenda, my journey at Zeel has been one of my career best. The opportunity to reimagine and drive your vision forward through strategy and robust execution, has been an honour and a privilege. The organization’s choice, helmed by you, to recognise my commitment by rewarding me with the responsibility of the CHRO position, is the one I will always have the deepest gratitude for. 

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    Jaggi assured the company of his commitment to serving his full notice period and facilitating a seamless transition. Zeel extended its appreciation for his contributions and wished him success in future endeavours.
     

  • Zeel files $8 million counterclaim against Star India in ICC media rights dispute

    Zeel files $8 million counterclaim against Star India in ICC media rights dispute

    MUMBAI:  Like two Sumo wrestlers in the ring sizing each other up, Zee Entertainment Enterprises Ltd (Zeel) and the Reliance-and Walt Disney backed Star India have been circling each other, eyeing each other in relation to a failed  International Cricket Council (ICC ) men’s cricket rights (2024-27) rights deal the two had made with each other in August 2022. Both have been saying the other owes them money as the failed deal has proved to be an expensive affair.

    Star’s first claimed $940 million in damages in September 2024  over the failed International Cricket Council (ICC) broadcasting rights deal. Now, it’s the turn of  Zeel to file an $8 million counterclaim, plus interest against Star India. The dispute is being arbitrated by the London Court of International Arbitration (LCIA)

    It all began with Star sub-licensing ICC rights to Zeel.   Zeel later withdrew from the agreement and Star India took over the entire $3billion liability for the rights.  Star  has argued  that Zeel TV  failed to pay the $203.56 million first instalment (Rs 1,693 crore) and  meet additional financial obligations of Rs 17 crore for bank guarantees and deposit interest. In March 2024, Star initiated arbitration seeking enforcement of the agreement or damages. It later terminated the contract in June 2024 and focused on claiming damages. 

    Zeel submitted its defence on 23 December 2024, refuting Star’s claims and seeking a refund of Rs 69 crore paid under the agreement. The LCIA constituted a three-member tribunal, with proceedings at an early stage. Zee TV has argued that that the agreement became void due to Star’s failure to meet conditions precedent, including financial guarantees and ICC approval. Zeel  also cited the planned (but now failed) merger with Sony Pictures Networks as a complicating factor. Star India reported a Rs 12,548 crore net loss for FY24, driven by a Rs 12,319 crore provision for the ICC media rights deal.

    Zeel maintains that the dispute will not significantly impact its operations or finances, citing the strength of its legal position. The company’s board is monitoring the matter and remains confident in its ability to defend against Star’s claims.