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Dr Subhash Chandra @75th: Harbinger Of Modern Media Boom In India, One Who Brought Paradigm Shift In TV Business

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Dr Subhash Chandra @75th: Harbinger Of Modern Media Boom In India, One Who Brought Paradigm Shift In TV Business


New Delhi: Today is a historic day for the Indian media and the world of media business. Dr Subhash Chandra, Chairman of the Essel Group, also known as the Father of Modern Indian Television, is celebrating his 75th birthday. 

Dr Chandra, can very well be touted as the harbinger of the media boom in India, for he augured a complete shift in the media landscape that we witness today.

From starting as a simple grain trader in Haryana’s Adampur Mandi to building a billion-dollar empire, Dr Chandra’s story is not just about success, but about Risk, Revolution, and Resilience. From a business perspective, Dr Chandra is not just a media mogul, but a visionary who gave birth to a new industry in the 90s amidst India’s closed economy.

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Dr Subhash Chandra’s early life was full of struggles. Though he had few resources and faced difficult circumstances, his out of the box thinking and revolutionary ideas cemented his position as the top-most media baron of the country. He is known as one of India’s first media entrepreneurs, who took bold risks at a time when business in India was still limited to trading or production. He believed, “If you don’t have an opportunity, create it.”

In the glorious history of a country, some names are etched in golden words. Dr Subhash Chandra is one of the prominent names that come to mind whenever India’s media industry is being discussed. To call him simply a business leader would be an understatement, for Dr Chandra is The Pioneer, The Visionary, and India’s Original Media Baron.

1. The 1992 Revolution: When India started watching its own TV

Dr Subhash Chandra’s greatest contribution is the introduction of private satellite television in India. In the early 1990s, when Doordarshan had the sole monopoly in India, he dreamed of launching Zee TV.

Business masterstroke: At that time, foreign companies were turned down for AsiaSat transponders. Dr Chandra not only leased the transponder, instead he surprised everyone by offering a 5-million-rupee, instead of 1.25-million-rupee, bid. It was a big gamble, but his vision was clear—he knew that Indian audiences were hungry for entertainment.

The upshot? Zee TV was launched on 2 October 1992 and it changed the entire ecosystem of the Indian advertising and content industry.

 

2. Risk-Taking and Innovation: “Victory lies beyond fear”

The basic mantra of Dr Chandra’s business philosophy is – Be original, don’t just copy.

Essel Propack: Before media, he revolutionized the packaging industry. When the world was using conventional tubes, he brought Laminated Tubes to India, which changed FMCG packaging forever.

This company is one of the world’s largest specialty packaging companies. This is why the Blackstone Group acquired a majority stake in the company in 2019. It is now known as EPL Limited.

Essel World: When the entertainment sector was at its nascent stage in India, he built the country’s first amusement park ‘Essel World’ in 1989, which was a huge infrastructure risk in those days. But Dr Chandra saw an opportunity and made the most of it. 

 

3. A Vast Empire: From ZEEL to Infrastructure

Dr Chandra’s vision wasn’t limited to just one sector. Through the Essel Group, he built a diversified portfolio:

a. Media & Entertainment: ZEEL today delivers content to over 190 countries.

b. Education (Zee Learn): Through Zee Learn, Kidzee, and Mount Litera, he integrated education with a business model (Franchise Model) and took it to tier-2 and tier-3 cities.

c. Technology (Dish TV & Siti Networks): He played a leading role in delivering digital signals to every home through cable and DTH.

d. News and Global Voices (WION): Dr Chandra’s vision was to ensure India’s voice reaches the world, rather than just Western media outlets. WION (World Is One News) is the result of this vision, placing the narrative of a “New India” on a global platform.

 

4. The Digital Economy and the Pioneer’s Vision

Dr Chandra is called “The Pioneer” because he is ahead of the times. When the internet revolution was just beginning in India, he made a strong foray into the OTT space with ZEE5.

He believes the future is one of convergence—where media, telecom, and technology will converge. His contributions to India’s digital economy have been significant not only in content creation but also in digital infrastructure (cable digitization).

5. Leadership Lessons for Today’s Entrepreneurs

Even at the age of 75, Dr. Chandra’s business mantra is a case study for the youth:

1. Step out of your comfort zone: From trading grains to making toothpaste tubes and then starting a TV channel – this shows that real growth lies in uncharted paths.

2. Integrity is Capital: In recent years, when the group faced a debt crisis, Dr Chandra publicly acknowledged his liabilities and repaid more than 90% of his debt by selling his valuable assets. His move is an excellent example of corporate governance and the true value of words.

3. Don’t be afraid of failure: They often say, “I’m not afraid of failure, because it teaches you more than success.” Failure is the greatest teacher.

Factors That Cement His Position As The Pioneer Of Indian Media

Dr Chandra didn’t just lead the way, he paved the way. The Indian media industry would probably be 10–15 years behind if it was not for Dr Chandra.


Business Icon: What Every Entrepreneur Should Learn

Dr Chandra’s life, when studied closely can become a business education for people wanting to set into entreprenual journey. Here are five things every entrepreneur can learn:

1. Risk-Led Growth

If you don’t take risks, you won’t be recognized.

2. Look for the trend even before it starts trending

He took up satellite TV when no one else understood it.

3. Don’t be afraid of failures

He saw ups and downs in his journey, but never stopped.

4. India First Approach

Every business of his is related to the Indian audience, youth and the development of the country.

5. Talent First Leadership

He always said, “People, not systems, make companies.”

Dr Chandra –The legacy of a legend

Dr. Subhash Chandra’s 75-year journey proves that if the vision is big and the intentions are strong, resources are automatically gathered. He not only taught India how to watch TV, but also inspired thousands of entrepreneurs to believe that an Indian company could become a global media powerhouse.

On Dr Chandra’s 75th birthday, one can certainly remark –he didn’t just build a company, he created a legacy!



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Hair oil, ACs, soaps become costlier: How FMCG companies are dealing with Middle East supply blow – The Times of India

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Hair oil, ACs, soaps become costlier: How FMCG companies are dealing with Middle East supply blow – The Times of India


Consumer goods companies in India are facing a sharp rise in input costs due to the ongoing war in the Middle East. Surging raw material prices are forcing firms to track costs on a near-daily basis, review pricing frequently, and focus on short-term decisions instead of long-term planning.As firms are struggling with volatile input costs, company executives have told ET that the sudden spike in inflation has made it harder to manage business, while also raising concerns that higher prices could hurt consumer demand. This comes at a time when consumption had started improving after the government reduced goods and services tax rates on several products last September.Havells India chief executive officer Anil Rai Gupta was cited by the financial agency as saying that the company is taking a cautious approach and reviewing the situation month by month. “I have not seen this kind of price escalation in the recent past or in recent memory. Usually, inflation happens, but it is neither so steep nor spread across all product categories… consumer offtake can get affected if the price hike is too sharp.Bajaj Consumer Care managing director Naveen Pandey said the company is closely tracking input costs and taking decisions almost daily. Speaking during the company’s earnings call last week, he said costs across the business have gone up between 20% and 60%. He added that the war has created “extreme volatility” in the prices of light liquid paraffin and packaging materials. At the same time, prices of mustard and copra have not fallen as expected and are still at pre-war levels. The company is working on cutting costs across its operations.Industry executives said the war has pushed up commodity prices and crude-linked products, increased freight costs, and made imports more expensive due to the fall in rupee. They added that even after a ceasefire, prices have not come down, and uncertainty remains over whether the conflict could start again.In the past month, companies have already raised prices in several categories, including air-conditioners, refrigerators, soaps, detergents, hair oil, apparel, decorative paints and footwear. Some companies have also reduced pack sizes to deal with higher costs. More price hikes are expected by the end of this month.Parle Products vice president Mayank Shah said the pressure on input costs is very high and the uncertainty is “killing”.Retailers are also seeing more careful spending. Trent Ltd, which runs Westside and Zudio stores, said in an investor presentation that while demand was steady at the start of the January–March quarter, the current situation is affecting consumer behaviour.“Consumers are spending with caution, resulting in moderation of discretionary spending on the back of continuing macro uncertainties and potential increase in cost of living. Structurally the demand levels and the underlying market opportunities remain strong. However, the duration and intensity of disruptions in the Middle East along with its second order effect on supply chain, commodity prices and inflation in general has potential implications for near term demand,” the company said.AWL Agri Business executive deputy chairman Angshu Mallick said the company has already increased edible oil prices by Rs 7–10 per kg to pass on higher freight costs. “Being a staples company, we hike or reduce prices immediately. As we are in basic necessities, the volume impact is usually lower,” he said.Meanwhile, the Middle East conflict is inching closer towards the two month mark. The conflict began back on February 28, when the US and Israel launched joint strikes on Iran. In retaliation, Tehran choked the crucial Strait of Hormuz, a pipeline that carries 20% of global energy supplies, straining flow across the globe.



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UK retail sales rebound as motorists stock up on fuel

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UK retail sales rebound as motorists stock up on fuel



UK retail sales returned to growth last month as they were pushed higher by motorists stocking up on fuel as prices shot higher because of the Iran war, according to official figures.

The Office for National Statistics (ONS) said the total volume of retail sales, which measures the quantity bought, rose by 0.7% in March.

It compared with a 0.6% fall in February, which was revised slightly lower.

The latest reading was also stronger than expected, with economists having predicted a 0.1% dip for the month.

Statisticians said March’s increase was particularly driven by a spike in demand for fuel, which saw sales volumes jump by 6.1% for the month, the highest level since April 2021.

They indicated that this was especially linked to a short period, of less than a week, of particularly elevated sales as unfolding geopolitical events in the Middle East caused a significant rise in prices at the pump.

The value of sales, the amount of money spent, for fuel was up 11.6% amid the jump in petrol and diesel prices.

Recent data from the RAC shows that petrol prices have risen by 18.5% to 157.34 pence per litre, as recorded on Wednesday.

Meanwhile, diesel is up 33.4% to an average of 189.88 pence per litre.

Elsewhere, clothing stores also had a strong month, with sales volumes across the category rising by 1.2% in March amid a boost from better weather conditions.

Technology retailers also saw sales grow after they benefited from new products launches.

However, food sales were weaker, slipping by 0.8% for the month.

The ONS said overall retail sales volumes are up 1.6% for the first three months of 2026, as the industry was also supported by positive growth in January.

ONS senior statistician Hannah Finselbach said: “Retail sales rose in the three months to March, with commercial art galleries doing well earlier in the quarter and sales in beauty products stores rising as retailers reported launching new collections.

“Motor fuel sales were up on the quarter, with retailers commenting that many motorists had been filling up their tanks in March following the start of conflict in the Middle East.”

Elliott Jordan-Doak, senior UK economist at Pantheon Macroeconomics, said: “The first batch of hard data on consumers’ spending since the start of the Iran war was better than expected.

“Granted, stocking up on motor fuels drove headline sales higher, but even excluding petrol retail sales volumes nudged up showing that households largely brushed off the initial shock of higher energy prices.”



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Oil rises amid fears of escalating Middle East tensions – SUCH TV

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Oil rises amid fears of escalating Middle East tensions – SUCH TV



Oil prices rose on Friday morning over fears of renewed military escalation in the Middle East after Iran released footage of commandos boarding ​a cargo ship in the Strait of Hormuz and on reports that Tehran’s air ‌defences had engaged “hostile targets”.

Brent crude futures rose $1.23, or 1.17%, to $106.3 a barrel, while West Texas Intermediate futures were up $1.07, or 1.12%, at $96.92.

Both benchmark contracts settled up more than 3% on Thursday ​and jumped $5 a barrel after reports that air defences were engaging targets over Tehran ​and of a power struggle between Iran’s hardliners and moderates.

US President Donald ⁠Trump said that Iran may have loaded up its weaponry “a little bit” during the two-week ​ceasefire, but added that the U.S. military could eliminate it in just a single day.

The ceasefire ​phase is increasingly looking like a preparatory phase for war, Haitong Futures said in a report.

If US-Iran talks fail to make key progress by the end of April and fighting resumes, oil prices could ​climb to new highs for the year, it added.

Iran on Thursday posted video of ​commandos in a speedboat storming a huge cargo ship after the collapse of peace talks, underlining its grip over ‌the ⁠Strait of Hormuz through which 20% of global oil and gas usually flows.

As investors and governments around the world look for an enduring peace, Trump said he would not set a “timetable” for ending the conflict with Iran and that he wanted to make “a great deal.”

“Don’t rush ​me,” he said when ​asked how long ⁠he was willing to wait for a long-term peace deal with Iran.

Prolonged disruptions in the Strait of Hormuz could push global crude and ​refined-product inventories below five-year seasonal lows by late May or early ​June, adding ⁠a supply-risk premium back into oil prices, said Mingyu Gao, chief researcher for energy and chemicals at China Futures.

Trump also announced in a social media post on Thursday that Israel and Lebanon ⁠had ​agreed to extend their ceasefire by three weeks after a ​high-level meeting between representatives of both countries in the White House Oval Office.

Before that announcement, Israel warned that it ​was ready to restart attacks on Iran.



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