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Pocket TV Was A Beta Product, Not A Fail: Pocket FM CEO Rohan Nayak Amid Shutdown Buzz

Pocket FM CEO Rohan Nayak has clarified that Pocket TV was launched as a beta product and shut down after five months as planned, not as a failed business. He said the experiment revealed key challenges in the current microdrama model around long-term retention and economics, while hinting that its learnings have led to a new, disruptive offering in the category.

MM Desk by MM Desk
June 26, 2026
in Media
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Pocket TV Was A Beta Product, Not A Fail: Pocket FM CEO Rohan Nayak Amid Shutdown Buzz

Pocket FM Co-founder and CEO Rohan Nayak has addressed speculation around the shutdown of Pocket TV, clarifying that the microdrama platform was always intended as a beta product and not a standalone business that was being wound down.

In a LinkedIn post, Nayak said recent media reports framing the move as “Pocket FM shuts down Pocket TV” did not accurately reflect the company’s decision. He noted that Pocket TV was built as a beta product, operated for around five months, and was subsequently discontinued after the company gathered insights from the experiment.

Also read: Pocket FM Exits Microdrama Space, Winds Down Pocket TV

Sharing the key learnings from the beta, Nayak said Pocket FM believes the current microdrama business model faces structural challenges, particularly around user retention. According to him, attracting first-time users is not the primary issue; ensuring they return over the long term remains the bigger challenge.

He also questioned the sustainability of the category’s economics, stating that much of the market is currently driven by aggressive customer acquisition spending, dark patterns and auto-renewal mechanisms. Nayak said Pocket FM is not interested in pursuing growth through such tactics, adding that if a business depends on making cancellations intentionally difficult, it reflects a marketing arbitrage model rather than genuine product-market fit.

Nayak contrasted this with Pocket FM’s core business, saying the company has built its growth on user retention rather than high marketing spends. He claimed that more than 50% of Pocket FM’s users remain active after 12 months and that the platform has a higher daily active user (DAU) base than any dedicated microdrama platform despite spending a fraction of the category’s marketing budgets. “Retention is a strategy. Virality is an event—we will take the former every single time,” he wrote.

Addressing suggestions that Pocket TV had failed, Nayak said the beta had achieved its purpose by helping the company learn quickly and identify a more promising opportunity. He added that those learnings have enabled Pocket FM to “crack something very disruptive” in the microdrama space, with further details to be announced later.

Ending the post on a lighter note, Nayak thanked the media for the attention the development received, joking that the company would “schedule a press conference” the next time it shuts down a beta product.

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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