Quick Ratios
Quarterly Results
Profit & Loss
Balance Sheet
Cash Flow
Ratios
Mkt Cap
Market Capitalization
₹1,436Cr
Rev Gr TTM
Revenue Growth TTM
-1.65%
Peer Comparison
Compare up to 10 companies side by side across valuation, profitability, and growth.

JAGRAN
VS
| Quarter | Mar 2023 | Jun 2023 | Sep 2023 | Mar 2024 | Jun 2024 | Sep 2024 | Mar 2025 | Jun 2025 | Sep 2025 |
|---|
|
Growth YoY Revenue Growth YoY% | 8.2 | 0.0 | 1.0 | 4.7 | 10.9 | -2.3 | -2.7 | 1.1 | -5.6 | 3.6 | 4.7 | -7.7 |
| 451 | 385 | 387 | 406 | 484 | 379 | 372 | 423 | 547 | 396 | 401 | 405 |
Operating Profit Operating ProfitCr |
| 1.9 | 15.3 | 15.7 | 20.5 | 5.0 | 14.8 | 16.7 | 18.1 | -13.8 | 13.9 | 14.3 | 15.0 |
Other Income Other IncomeCr | 53 | 22 | 18 | 27 | 24 | 23 | 27 | 21 | 34 | 52 | 31 | 28 |
Interest Expense Interest ExpenseCr | 11 | 7 | 6 | 6 | 8 | 6 | 12 | 5 | 5 | 5 | 6 | 6 |
Depreciation DepreciationCr | 26 | 27 | 27 | 28 | 29 | 26 | 27 | 27 | 28 | 20 | 21 | 21 |
| 25 | 57 | 57 | 97 | 12 | 58 | 62 | 82 | -65 | 90 | 71 | 73 |
| 2 | 13 | 15 | 24 | 6 | 17 | 21 | 19 | -14 | 24 | 14 | 18 |
|
Growth YoY PAT Growth YoY% | -55.9 | 8.4 | -18.0 | -10.8 | -74.1 | -6.5 | 0.3 | -14.6 | -953.4 | 62.7 | 36.7 | -12.0 |
| 5.1 | 9.7 | 9.1 | 14.4 | 1.2 | 9.2 | 9.3 | 12.1 | -10.7 | 14.5 | 12.2 | 11.6 |
| 0.9 | 2.0 | 1.9 | 3.4 | 1.1 | 1.9 | 2.0 | 2.9 | -0.7 | 3.1 | 2.7 | 2.5 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 | TTM |
|---|
|
| 3.9 | 17.5 | 9.8 | 0.9 | 2.5 | -11.2 | -38.5 | 25.4 | 14.9 | 4.2 | -2.4 | -0.2 |
| 1,323 | 1,489 | 1,643 | 1,721 | 1,829 | 1,665 | 1,061 | 1,256 | 1,602 | 1,663 | 1,728 | 1,750 |
Operating Profit Operating ProfitCr |
| 25.2 | 28.4 | 28.0 | 25.3 | 22.6 | 20.6 | 17.7 | 22.3 | 13.7 | 14.0 | 8.5 | 7.2 |
Other Income Other IncomeCr | 32 | 50 | 41 | 47 | 41 | 32 | 42 | 73 | 145 | 91 | 106 | 144 |
Interest Expense Interest ExpenseCr | 37 | 55 | 35 | 27 | 26 | 33 | 34 | 31 | 39 | 28 | 21 | 22 |
Depreciation DepreciationCr | 104 | 122 | 129 | 136 | 128 | 146 | 129 | 119 | 107 | 111 | 108 | 89 |
| 418 | 464 | 517 | 467 | 421 | 286 | 107 | 282 | 253 | 223 | 137 | 169 |
| 110 | 157 | 168 | 156 | 147 | 5 | 29 | 65 | 56 | 58 | 43 | 42 |
|
| 36.2 | -0.4 | 13.8 | -11.0 | -11.8 | 2.4 | -72.1 | 176.9 | -9.3 | -16.2 | -43.0 | 35.6 |
| 17.4 | 14.8 | 15.3 | 13.5 | 11.6 | 13.4 | 6.1 | 13.4 | 10.6 | 8.5 | 5.0 | 6.8 |
| 9.9 | 13.7 | 10.7 | 9.6 | 8.7 | 9.3 | 3.2 | 8.4 | 7.6 | 8.4 | 6.0 | 7.5 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 | Sep 2025 |
|---|
Equity Capital Equity CapitalCr | 65 | 65 | 65 | 62 | 59 | 56 | 56 | 53 | 44 | 44 | 44 | 44 |
| 1,071 | 1,555 | 2,090 | 1,977 | 1,816 | 1,862 | 1,940 | 2,085 | 1,704 | 1,885 | 1,904 | 1,899 |
Current Liabilities Current LiabilitiesCr | 821 | 581 | 583 | 434 | 710 | 579 | 328 | 374 | 688 | 516 | 513 | 585 |
Non Current Liabilities Non Current LiabilitiesCr | 299 | 453 | 264 | 270 | 290 | 223 | 445 | 449 | 339 | 243 | 146 | 156 |
Total Liabilities Total LiabilitiesCr |
Current Assets Current AssetsCr | 1,025 | 1,007 | 1,084 | 940 | 1,222 | 1,227 | 944 | 896 | 1,146 | 1,176 | 1,494 | 1,523 |
Non Current Assets Non Current AssetsCr | 1,230 | 1,692 | 2,154 | 2,051 | 1,879 | 1,724 | 2,044 | 2,279 | 1,812 | 1,675 | 1,240 | 1,286 |
Total Assets Total AssetsCr |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 |
|---|
Operating Cash Flow Operating Cash FlowCr | 439 | 425 | 477 | 391 | 285 | 404 | 348 | 322 | 272 | 297 | 224 |
Investing Cash Flow Investing Cash FlowCr | -441 | 156 | -419 | 102 | -58 | 37 | -332 | -204 | 249 | 28 | -14 |
Financing Cash Flow Financing Cash FlowCr | 17 | -573 | 63 | -605 | -224 | -462 | -2 | -123 | -517 | -307 | -222 |
|
Free Cash Flow Free Cash FlowCr | 387 | 351 | 376 | 346 | 145 | 371 | 345 | 328 | 300 | 279 | 179 |
| 142.3 | 138.3 | 136.7 | 125.6 | 103.8 | 143.9 | 444.8 | 148.5 | 138.0 | 180.0 | 238.4 |
CFO To EBITDA CFO To EBITDA% | 98.2 | 71.9 | 74.6 | 67.0 | 53.3 | 93.4 | 152.9 | 89.5 | 106.9 | 109.4 | 139.7 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 |
|---|
Valuation Ratios Valuation Ratios |
Market Cap Market CapitalizationCr | 4,202 | 5,237 | 6,247 | 5,336 | 3,659 | 1,281 | 1,632 | 1,711 | 1,899 | 2,234 | 1,500 |
Price To Earnings Price To Earnings | 14.8 | 14.9 | 18.0 | 17.8 | 14.0 | 4.7 | 18.4 | 7.7 | 7.8 | 12.2 | 11.4 |
Price To Sales Price To Sales | 2.4 | 2.5 | 2.7 | 2.3 | 1.6 | 0.6 | 1.3 | 1.1 | 1.0 | 1.2 | 0.8 |
Price To Book Price To Book | 3.7 | 3.2 | 2.9 | 2.6 | 1.9 | 0.7 | 0.8 | 0.8 | 0.9 | 1.2 | 0.8 |
| 9.5 | 9.7 | 9.4 | 9.2 | 7.3 | 3.5 | 8.1 | 5.3 | 9.0 | 8.3 | 9.7 |
Profitability Ratios Profitability Ratios |
| 64.7 | 69.8 | 71.4 | 71.2 | 69.1 | 71.3 | 76.3 | 74.1 | 70.3 | 75.0 | 77.9 |
| 25.2 | 28.4 | 28.0 | 25.3 | 22.6 | 20.6 | 17.7 | 22.3 | 13.7 | 14.0 | 8.5 |
| 17.4 | 14.8 | 15.3 | 13.5 | 11.6 | 13.4 | 6.1 | 13.4 | 10.6 | 8.5 | 5.0 |
| 27.0 | 24.3 | 24.1 | 22.6 | 20.1 | 14.7 | 6.1 | 12.6 | 13.3 | 11.5 | 7.4 |
| 27.1 | 18.9 | 16.2 | 15.3 | 14.6 | 14.6 | 3.9 | 10.2 | 11.3 | 8.6 | 4.8 |
| 13.7 | 11.4 | 10.8 | 10.4 | 8.8 | 9.5 | 2.6 | 6.8 | 6.7 | 5.8 | 3.4 |
Operational Ratios Operational Ratios |
Solvency Ratios Solvency Ratios |
Liquidity Ratios Liquidity Ratios |
#### **Overview**
Jagran Prakashan Limited (JPL), founded in 1942 by freedom fighter Shri Puran Chandra Gupta, is one of India’s most established and diversified multimedia conglomerates. With over 75 years of legacy, the company operates across **five core media verticals**: print, digital, FM radio, out-of-home (OOH) advertising, and experiential marketing (BTL activations). JPL combines deep regional roots with a future-ready digital transformation strategy to maintain leadership in India’s evolving media landscape.
---
### **Business Segments & Financials (FY25)**
JPL operates through three primary business segments:
1. **Printing, Publishing & Digital**
- **Revenue Contribution**: ₹92,741 crore
- **Operating Profit**: ₹10,601 crore
- This segment remains the company’s cornerstone, anchored by **Dainik Jagran**, India's largest-read daily newspaper, with over **68.7 million readers** (as of IRS 2019 Q4).
- The print network includes over **300 editions and sub-editions** across 10 titles in 5 languages, operating through **33 printing facilities** in 13 states.
2. **FM Radio (Music Broadcast Limited – MBL)**
- Operates **Radio City**, India’s first private FM broadcaster, across **39 terrestrial stations** in 12 states and 1 UT, reaching **62% of India's FM audience**.
- **Loss**: ₹1,575 crore in FY25 (attributed to strategic investments and market conditions).
- Digital integration ("Radigitalisation") and hyperlocal content are key focus areas.
3. **Other Businesses: OOH & Activations**
- Includes **Jagran Engage** (OOH) and **Jagran Solutions** (BTL).
- **Inter-segment revenue adjustments** in FY25 reduced total reported revenue by ₹286 crore, reflecting internal consolidation.
---
### **Multi-Platform Media Presence**
| **Segment** | **Key Highlights** |
|------------|-------------------|
| **Print** | - Flagship title: *Dainik Jagran* (No. 1 Hindi daily since 2003)<br> - Other titles: *Inquilab* (top Urdu daily), *Naidunia*, *Navdunia*, *Punjabi Jagran*, *Mid-Day*<br> - Covers 19 states and UTs, with strong penetration in Tier-2/3 markets |
| **Digital** | - **Jagran New Media (JNM)** ranks **10th in India** and **19th globally** in news/information (Comscore, May 2025)<br> - Total digital audience: **100 million unique users**<br> - Key platforms: Jagran.com (48M+ users), Jagranjosh.com (22.9M), OnlyMyHealth.com (15.2M), HerZindagi.com (25M+)<br> - Regional expansion: GujaratiJagran.com, MarathiJagran.com, HerzindagiTamil |
| **Radio** | - Brand ethos: *“Rag Rag Mein Daude City”*<br> - 97 RJs, 250+ live programs, 600,000 monthly web radio listeners<br> - Digital extension via **radiocity.in** with 140+ podcasts and 7,000+ episodes |
| **OOH** | - Operates **3,000+ media units** across 27 locations<br> - Key assets: Delhi Metro, Kanpur Metro, Rapid Metro Gurugram<br> - Focus on data-driven planning with real-time analytics and AI-based tools |
| **Activations** | - High-margin experiential marketing via Jagran Solutions<br> - 85% **client repeat rate**<br> - Focus on immersive brand experiences: product launches, corporate events, cultural activations |
---
### **Digital Transformation & Technology Strategy**
JPL is aggressively modernizing its digital footprint:
- **Video-First Strategy**:
- AI-powered video pages, 24x7 video widgets, and high-impact formats (e.g., *Cricket Ka Blockbuster*, *LSD*) to boost engagement.
- **Technology Infrastructure**:
- All websites migrated to **NextJS**, aligning with Web 3.0 standards.
- **Smart CMS** powered by AI and integrated with the **Google News Initiative** to enhance editorial efficiency.
- **Customer Data & Monetization**:
- Implementation of **Customer Data Platform (CDP)** and **Data Management Platform (DMP)** to counter cookie deprecation.
- Subscription model: **Jagran Prime**, offering long-form, solution-driven journalism.
- Alternate revenue streams: **Content-to-commerce**, **syndication**, **production house (Rocketship Films)**, and **events**.
- **Audience Intelligence**:
- Collected **9.5 million data points** from 215,000+ subscribers for granular audience segmentation.
- Defined cohort groups (e.g., "Trust Bearers") to enhance personalization and loyalty.
---
### **Regional & Hyperlocal Strategy**
JPL leverages its unmatched **ground network** to deliver hyperlocal content across print and digital:
- Strong presence in **Hindi heartland** (UP, Bihar, MP, Haryana, Jharkhand, Himachal, J&K) with **no major competition**.
- City-specific programming on Radio City in regional languages (Hindi, Marathi, Gujarati).
- Launch of region-specific initiatives: *RC Perfect Family*, *City Cook*, *Health Icon Awards*, *RC Dream Diwali*.
- **Jagran Local App** delivers real-time news across **250+ cities** via location-based services.
---
### **Growth Drivers & Strategic Initiatives**
#### **1. Cross-Platform Integration**
- Offers **360° integrated campaigns** combining print, radio, digital, OOH, and BTL activation.
- Clients include corporates, government bodies, educational institutions, and NGOs.
#### **2. Emerging Revenue Segments**
- **Experiential Marketing**: Growing at **18% CAGR**, projected to reach ₹167 billion by 2027.
- **Asset-Based OOH**: Transitioning toward high-margin, stable-income OOH assets.
- **Digital OOH**: Strategic focus supported by rising urban infrastructure.
#### **3. Strategic Partnerships**
- Tech Giants: **Google, Meta, Jio, Amazon, Taboola** for content discovery, distribution, and syndication.
- Media Collaborations: **KOO, Gaana, Spotify, Airtel Wynk, IFCN, WhatsApp** for podcast monetization and fact-checking.
#### **4. Fact-Checking & Credibility**
- **Vishvas.News**: Multilingual fact-checking platform integrated with WhatsApp’s global chatbot.
- All content adheres to **E-A-T standards** (Expertise, Authoritativeness, Trustworthiness).
---
### **Leadership & Industry Recognition**
- **Dainik Jagran** has been India’s most trusted and widely read newspaper for over two decades.
- Won **'Best in South Asia'** at INMA Global Media Awards four times.
- **Mr. Pawan Bansal** (COO) appointed Chairman of **India Outdoor Advertising Association**, affirming leadership in OOH.
- **Radio City** celebrated **16 seasons of Super Singer**, featuring Padma Shri Kailash Kher as mentor.