JioStar splits TV & digital sales strategy

97

TL;DR

JioStar, the media conglomerate formed after the Disney Star–Viacom18 merger, has reversed its unified revenue model by splitting TV and digital sales and reinstating a traditional channel-based TV sales structure to better serve advertisers and adapt to distinct commercial approaches. 

Article

JioStar has recalibrated its commercial strategy, reversing a previous unified sales framework that integrated television and digital sales and reverting to a more traditional structure that separates these functions.  

The strategic shift comes nearly two years after the entertainment giant was created through the merger of Disney Star and Viacom18, a deal valued at around $8.5 billion that combined leading TV and streaming assets under one roof. Initially, JioStar consolidated its sales teams under a single revenue organisation, adopting a segmentation based on client size rather than media channel. This model — organising teams around large customer sales (LCS) and small and medium business (SMB) segments — was designed to give advertisers a unified point of contact for both linear television inventory and digital offerings, including JioHotstar. 

However, executives concluded that the business realities of television and digital advertising were too different for a one-size-fits-all approach. Linear television sales typically revolve around gross rating points, cost per rating point, sponsorship integrations and long-term inventory blocks — commercial languages that are distinct from digital deals focused on impressions, audience targeting and performance metrics.  

As a result, the company dismantled the LCS and SMB segmentation and reinstated a channel-based television sales structure akin to industry norms. Within this setup, dedicated leaders including Anuradha Mathu, Prashant Shetty, Milred Royan (South) and Pavithra KR now handle linear TV sales in clearly defined territories and clusters, restoring traditional accountability and domain expertise.

Parallel to this, JioStar has carved out digital sales into a separate vertical, appointing Bhaskar Ramesh — formerly a Google executive — to lead digital revenue and report directly to Kevin Vaz, CEO — Entertainment at JioStar. This reflects a growing recognition that streaming and digital platforms require specialised commercial strategies and talent.  

The earlier unified model had notable advantages, allowing bundled deals that married mass reach on television with targeted digital engagement — especially during high-profile properties like cricket tournaments — and helping attract advertisers seeking scale and frequency across screens. However, as the market evolves and advertiser expectations diverge by channel, JioStar’s leadership judged that separate, specialised sales teams would offer sharper client focus and improved negotiations.  

Observers say the move reflects a broader industry trend where large media networks balance integrated solutions with channel-specific expertise, responding to advertisers who increasingly demand both reach and measurable performance. For JioStar, this structural shift aims to streamline operations, align with market dynamics, and better position the company for future revenue opportunities across India’s complex media landscape.