Q] Sakal Media just completed 93 years, as a young leader. What do you think makes Sakal stand out and in which areas within the Group do you want to bring about a change?
93 years is a very long time. Unlike many other media houses that focus solely on disseminating information, Sakal has embraced a more holistic approach—informing, educating, and genuinely caring for its readers. For instance, we’ve been doing social work since the 1940s, so we’re very strong in that space, not just in Maharashtra and Goa, but across the country. We are also strong in organising events and reader engagement activities. I want to make the company much more future resilient, adapt to changing times, be open to experimentation and innovation, look at multi-language markets, different audiences, and go global.
Q] Today is it easier for legacy media organisations with bigger structures to operate or for more compact, new age news media vehicles?
Each organisational structure comes with its own set of advantages and challenges. Legacy media houses, for instance, excel in credibility, brand awareness, and a vast readership base. On the other hand, newer digital platforms thrive on agility, adaptability, and cost-effective business models that allow them to experiment and evolve with changing times. For Sakal, the focus is on leveraging the strengths of a legacy media house—particularly its credibility—while taking deliberate steps to ensure we maximise our potential and remain competitive in a rapidly evolving media landscape.
Q] You operate primarily in two big markets, Maharashtra and Goa. How has the readership grown for your newspapers in these two states since COVID and why?
For us, post-COVID, the readership has definitely accelerated. Over the past few years, we’ve restructured the organisation, particularly in how we manage teams. Our formula allows us to focus deeply on individual projects, events, or publications, ensuring their success. Even the best organisational structure cannot thrive if the content is weak, so we strike a balance between general news that appeals to a broad audience and niche content catering to specific interests. For example, Sarkarnama, a weekly political newspaper for readers passionate about politics, and gaming products named Doka Koda and Esakalgames.com, which are sold exclusively in Pune to engage younger audiences. These niche content categories have proven to be significant drivers of engagement for us.
On the business side, we provide complete end-to-end advertising solutions. Advertisers want a clear return on investment, and while print advertising can be cost-intensive, we consistently deliver results. This commitment to ROI has helped us build strong, long-term relationships with our clients. We also execute large-scale activations across Maharashtra and Goa, delivering tailored solutions that meet client needs and expectations.
Q] You shut down your English daily in the COVID period, will you revive that or launch any new publication catering to markets outside of Goa and Maharashtra?
During the COVID period, English newspapers were hit harder than the regional papers because English readers tend to be more digitally aware and tech-savvy, compared to their regional counterparts, making them a key audience online. But, we haven’t moved away from English entirely and operate two English websites: The Bridge Chronicle, which focuses on hyperlocal news, and Gomantak Times, a destination platform for all things Goa. While the future of English print still requires further exploration and experimentation, we are actively looking to expand into different languages across various mediums to diversify our reach and connect with broader audiences.
Q] What has been the overall growth in readership and revenue for the Group in the past year?
Over the past calendar year, our circulation has grown by an impressive 20% which was driven by our focus on digital engagement, events, and community initiatives. On the advertising front, we’ve seen significant progress, with a 22% increase in engagement from local clients and a 12% increase from national clients.
Q] What is the biggest advantage and disadvantage of being a media house with strong connections to a political family- The Pawars?
The advantage and the disadvantage are the same – its perception. However, perception is fleeting, and sustaining for 93 years is no small feat. The credit for this longevity belongs entirely to our readers. They’ve never doubted the integrity of our news because if it were biased or skewed, they wouldn’t invest their time, money, and trust in us for about 9+ decades. Our success is a testament to their unwavering support. As a media house, we remain committed to doing what is moral and ethical, staying true to the core values that have guided us throughout our journey.
Q] Today internet has given an impetus for the growth of regional news, has Sakal Media been able to ride that wave? How many people subscribe to your exclusive online content?
We currently operate eight websites and 16 apps, with our websites attracting an impressive average of 30 million monthly active users. This robust digital platform has been a major success for us. We introduced a subscription model a few months ago, and it has exceeded expectations. Within the first month, we garnered 10,000 subscribers, and that number has since grown to about 15,000 subscribers. This clearly demonstrates that people are willing to pay for relevant, high-quality, and in-depth journalism. It also reflects a shift in consumer behaviour towards valuing premium content. The success of the subscription model has not only proven operationally profitable for our digital team but also allowed us to reinvest in traditional properties. This, in turn, enables us to continually enhance the online experience for our readers.
Q] How are other publications from the Group faring?
Sakal Money is a premium monthly magazine focused on Marathi financial news, which has in the past three years built a circulation of around 25,000 readers, and we are the only player in this space. While this number may seem modest compared to mainstream publications, it represents a highly targeted and specific audience.
Additionally, we have Sakal Saptahik, a weekly magazine featuring diverse content. These niche content areas perform exceptionally well for us—though the audience size may be smaller, the engagement and quality of readership are significantly higher.
Q] You also forayed into TV news a while ago with Saam TV. To what extent is it contributing to the Group’s revenue today?
Saam TV has been a key vertical for us since its inception in 2008 and continues to perform exceptionally well. Unlike print, the TV business operates in a completely different domain, but Saam TV has carved out a strong position for itself. One of its key strengths is its focus on fact-checking, with content that addresses critical topics such as employment, agriculture, and rural development. Additionally, we are actively working to engage younger audiences by expanding our reach through modern platforms. For instance, Saam TV will soon be available on Smart TVs, allowing viewers to access news and entertainment directly from the comfort of their homes.
Q] What are the biggest advertiser categories that are showing interest in your Print and Digital properties, respectively. Has it gone back to pre-COVID levels despite the absence of IRS data for a few years?
On the digital front, we’ve introduced several innovative offerings. One of them is our subscription model, complemented by an algorithmic newsletter. This newsletter delivers personalised content based on user preferences—for instance, if you enjoy reading about sports, the newsletter tailors its content accordingly. Over time, the algorithm learns individual preferences and provides highly customised news, ensuring a unique experience for every reader.
Additionally, we launched Sakal Prime Deals, an e-commerce and affiliate marketing platform. This initiative connects the right advertisers with the right users. For example, if you’re interested in sports, you’ll only see sports-related advertisements and content. This approach creates a win-win situation by offering readers relevant content while driving value for advertisers and the business.
Q] How is Sakal Media Group leveraging technology to stay relevant in the digital age and what role does innovation play in your print and digital strategies, please share examples?
We are experimenting with different approaches to streamline our processes using AI on the backend, aiming to improve efficiency while preserving the quality and style of our journalism that has been our strength over the years. Ultimately, if a task takes my team member 20 minutes to complete but an AI can do it in just two minutes, I want my team member to spend that saved time on more high-priority tasks. We recently launched our AI Center of Excellence, where we’re beginning to train our teams across all departments on AI tools.
Q] How does Sakal approach the challenge of customising content for digital platforms while maintaining the integrity of its print editions? Is it a common pool of journalists for print and digital?
When it comes to sourcing news, we have a shared pool of team members. However, when it comes to packaging the news for different platforms, we have separate teams dedicated to each platform. Our focus here is not on competition but on collaboration with regular communication —how can my teams work together to deliver different formats of the same content to various audiences.
Q] What is the future of print media in the next decade, and what role will Sakal play in shaping this trajectory?
Personally, I believe print will continue to thrive in the coming years. With a 20% growth in our circulation right now, there’s no indication that it will decline anytime soon. However, we’re also open to exploring new markets, languages, and mediums. In today’s world, you can’t limit yourself to just one format; you need a combined presence across print, TV, and digital. That’s why, at Sakal, we tailor our news packaging to suit the specific needs and preferences of our readers and are focused on creating lasting impact with our profit-with-purpose mode.
