Mumbai: Speaking at AVIA’s ‘Future Of Video India’ event, JioStar CMO Sushant Sreeram emphasized that JioStar’s focus is not on how long users stay on the platform, but on the value they derive from it.
“We’re not chasing attention. We’re actually pursuing meaningful emotions,” Sreeram said. “Our currency isn’t time spent. Though we track several metrics, our real currency is whether we delivered enough value for the user.” For him, every scroll and piece of engagement must offer compelling value.
“In both digital and broadcast ecosystems, we’re obsessed with examining each other’s moments and emotions, constantly asking—do we have something to offer at that occasion? Taking personalisation as an example, we’re retooling it because a person doesn’t have the same persona throughout the week or month.”
He added, “When you apply the wider lens of machine learning, especially foundational models, it allows a completely different way of understanding what users are seeking in that exact moment and how we can respond accordingly. If we can create and consistently deliver on that habit, that becomes our loyalty benchmark.”
Advertising and Subscription Are Not Mutually Exclusive
On monetisation, he explained that it’s a spectrum—advertising, subscriptions, micro-payments, video commerce, even social commerce through tipping. “It’s a full continuum. On JioHotstar, anyone can start watching for free. At the right time, we nudge users to subscribe for an enhanced experience,” he said.
“Rather than sticking rigidly to one business model, we’re starting with the diverse consumer states that already exist. If we can build habits and loyalty at scale, monetisation will naturally follow. And we’re actively exploring more advanced monetisation layers.”
He added that JioStar is consciously resisting being narrowly defined. “The consumer has always shown willingness to pay for quality services. JioStar was launched to unlock that potential, but we’ve resisted pigeonholing ourselves.”
To communicate subscription value, Sreeram listed multiple benefits—access to more content categories, multi-device support, 4K streaming, downloads. But he stressed, “Great storytelling shouldn’t hide behind a paywall. Putting trust at the center, we welcome everyone. If you want more, there’s a very aggressive subscription proposition, but that’s not the entry point.”
Retention Follows Value
While acquiring subscribers is key, retaining them is even more critical. “Today’s digital world is different from 20 years ago. Back then, churn was low—now, if users leave, they’re saying they no longer see value,” he explained.
He said retention is not a problem if value is consistently delivered. “If we invest in spiky occasions and program accordingly, we escape the hamster wheel of churn management.” JioStar’s broadcast business spans 10 languages and 100+ channels and includes what he claimed to be the world’s largest international entertainment selection.
“We don’t dismiss retention,” he clarified, “but we listen when users leave. They’re telling us the service no longer delivers continuous value. So we focus on continuity and aggressive pricing to build habits and drive long-term loyalty.”
Looking Ahead
Reflecting on his experience, Sreeram said he had seen three major digital waves: e-commerce, smartphones, and now reimagining entertainment for India. “It’s still early days for JioStar—we haven’t even completed our first year—but everything is on the table.”
He noted that their short-form offering ‘Sparks’ is an example of accessible, engaging content. “If we can be a brand that offers freedom of choice—content or subscription—we can build daily engagement and habits that define the future.”
“We didn’t evolve through gradual changes. We had a big bang moment, and we’re now building in a completely new world. And we’re not just building for India—we’re building from India.”
IPL and Sports Strategy
He spoke of the IPL’s 18th season and how digital viewership has grown 40% year-on-year. “We’ve reimagined IPL. We now offer programming in multiple languages, immersive hero cams, VR, 360-degree views. Everyone knows the IPL—but we’ve created a new IPL experience.”
Beyond IPL, Sreeram shared their broader sports strategy. “We love sports. From the Champions Trophy—which had a 61 million concurrency, nearly 4x the Super Bowl—to Premier League, Wimbledon, El Clasico, and domestic leagues like Pro Kabaddi.”
Additionally, their broadcast channels hold a 34% viewership share, now integrated into the platform. On the international front, Sreeram claimed JioHotstar is the only platform globally featuring all major studios: Disney, Marvel, Warner Bros, HBO, Pixar, Paramount, NBCU. “It’s about giving users the freedom to not choose—we offer it all.”
Live Experiences and Beyond
Sreeram highlighted non-sports live events. “We began with Coldplay, live-streamed their concert, and got significant viewership. Then we expanded into spiritual events like Mahashivratri and Ram Navmi, which drew even larger audiences.”
He noted that India’s entertainment market still has tremendous headroom. “Rather than slicing the market into premium, free, or ad-supported segments, we took a step back and approached it as one unified opportunity.”
Infinite Possibilities
“This integration wasn’t just about merging two businesses—it was a chance to reset what it means to be an entertainment destination for all Indians. Our brand promise is IP—Infinite Possibilities.”
“We aim to serve everyone. Just on broadcast, over 360 million people engage with us daily. In March, digital alone had half a billion users—and that number is rising.”
The goal, he said, isn’t just scale, but to redefine what it means to serve 800 million Indians en route to a billion screens. “That means rethinking everything—distribution, content, marketing, pricing, and subscriptions. It’s early days, but we’re thrilled with what’s emerging.”
