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Saregama India Announces Strategic Investment In Bhansali Productions

Saregama India has entered into a strategic partnership with Bhansali Productions, securing a significant equity investment and exclusive rights to all future film music while aligning the studio’s creative output with its music and live events operations.

MM Desk by MM Desk
December 17, 2025
in Business
A A
Saregama India Announces Strategic Investment In Bhansali Productions

Saregama India and Sanjay Leela Bhansali promoted Bhansali Productions announced a strategic partnership anchored by a significant equity investment by Saregama in Bhansali Productions.

According to the filing, the partnership brings together Bhansali Productions’ cinematic storytelling with Saregama’s position in music and live events, aiming to build a next-generation media and entertainment operation.

Bhansali Productions and Sanjay Leela Bhansali are known for creating films and OTT series that are significant in terms of content and commerce. With this fund infusion, Bhansali Productions will expand its content slate across formats while retaining the IP of all its films going forward.

As part of the partnership, Bhansali Productions will exclusively sell all its future film music to Saregama, based on a pre-agreed formula. This ensures Saregama a steady pipeline of film music and helps manage long-term market share and acquisition costs.

Aligned with its evolving content strategy, Saregama will gradually scale down in-house film production over the next one to two years, focusing on strategic partnerships.

The investment is expected to be EPS accretive for Saregama by FY27, improving margins across both its music and video segments.

Bhansali Productions, founded in 1996 by Sanjay Leela Bhansali, is recognised for its distinctive cinematic style, artistic standards, and commercial success. The studio has produced works including Hum Dil De Chuke Sanam, Devdas, Goliyon Ki Raasleela Ram-leela, Bajirao Mastani, Padmaavat, Gangubai Kathiawadi, Rowdy Rathore, and the Netflix series Heeramandi.

With over 10 feature films planned over the next three years, the studio continues to scale its output while preserving its auteur-driven approach.

Bhansali Productions’ immediate slate includes Love and War, directed by Sanjay Leela Bhansali, starring Ranbir Kapoor, Alia Bhatt, and Vicky Kaushal; and Do Deewane Shehar Mein, directed by Ravi Udyawar, starring Siddhant Chaturvedi and Mrunal Thakur. For FY25, Bhansali Productions reported revenue of Rs 304 crore, EBITDA of Rs 60 crore, and PAT of Rs 45 crore.

Under the partnership framework, Bhansali Productions will retain complete creative control, while Saregama will provide governance oversight and financial discipline, creating a structure that supports both artistic and long-term institutional growth.

Avarna Jain, Vice Chairperson at Saregama India, said, “This partnership underscores Saregama’s strategy of aligning with India’s finest creative minds while delivering long‑term value to shareholders. Bhansali Productions’ excellence in storytelling and content creation perfectly complements our leadership in music and entertainment.”

Sanjay Leela Bhansali, Founder of Bhansali Productions, said, “For me, powerful and meaningful cinema requires time, trust, and a deep respect for the process. In Saregama, we have found a partner that understands this philosophy. We share a deep respect for art, music, and storytelling that is both grounded in tradition and resonates with audiences across generations.”

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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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