Prospects and Challenges of Over-the-Top (OTT) Platforms in Entertainment Industry in India: An Overview

Authors

  • sukanta sarkar Mtata Tripura Sundhari Open University Author

DOI:

https://doi.org/10.62737/35snme86

Keywords:

Entertainment Industry, OTT Platform, Internet, Subscriptions, & Mobile phone.

Abstract

The paper discussed the prospects and challenges of Over-the-Top (OTT) platforms in entertainment in India. It has found that OTT platforms in India are becoming a media source. Cheap data rates penetration of smartplones and demand for localised content are contributing to an environment of the industry. The combination of increased production of localised/regional content, innovation technology advancements, and the fierce competitive landscaped created by both global and domestic OTT service providers is leading to the demise of traditional media. The new generation of technological and entertainment companies has emerged to disrupt the traditional model of television in India. OTT sector continue to transform the way that people access their entertainment, and will grow at an unprecedented rate in the future. The major source of income for Indian OTT platforms is through subscription video, on demand (paid subscriptions), and advertising Video on demand (ads on free contents) models. Besides this, the mix of global and local content is the min contributor to the revenue which is expected to grow substantially. The platforms are dealing with a number of issues such as the regulatory environment, competition, bans on bandwidth, the death of traditional cinema, along with customer experience and content addiction related problems. Hence, OTT platforms are the most powerful and permanent ones in the 21st century entertainment landscape and they continue to evolve and lead the innovation throughout the entire media ecosystem.

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Published

2026-08-09

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Section

Articles

How to Cite

Prospects and Challenges of Over-the-Top (OTT) Platforms in Entertainment Industry in India: An Overview. (2026). International Journal of Management, Economics and Commerce, 3(2), 122-135. https://doi.org/10.62737/35snme86

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