Although digital is seen as the future of the news media industry, Dainik Bhaskar Editor Vineet Sharma told INMA members the truth is more complex than that: “We often talk about the conventional narrative of a simple linear story that print is dying, digital is the future,” he said. “It’s a narrative that has shaped boardroom decisions, newsroom restructures, advertiser sentiment, investor behaviour, everything.”

However, during a recent South Asia INMA Webinar, Sharma examined what he called “the transition paradox.” Whilst newspaper circulations in Europe and North America continue shrinking, India’s media landscape is fracturing into multiple realities.

In major metros like Delhi and Mumbai, print is feeling the kind of pressure familiar to news publishers around the world. But in tier-two and tier-three cities, print is not only surviving — it is thriving.

“In India, the ground reality refuses to fit neatly into global templates,” he said. “Over 60% of today’s media consumption growth is coming from tier-two and tier-three cities, and it’s not a marginal shift.”

Sharma shared numbers that defy conventional wisdom: In the first quarter of 2025, Dainik Bhaskar added 150,000 subscribers, even as most major newspapers were struggling to minimise losses.

“This challenges the idea that print is a sunset industry,” he said. “Instead, it tells us something which is more nuanced. Print is not dying; metro print is shrinking, and regional print is evolving.”

Why regional print still works

The success of regional print rests on several pillars, beginning with trust, Sharma said. In tier-two and tier-three cities, a physical newspaper is more than just a vehicle for delivering information.

“It is a daily ritual, a habit built across generations, and a symbol of credibility,” Sharma explained, noting that whilst digital information is abundant, it is also often unreliable. “Print represents stability, authority, and belonging.”

Print also represents local language and culture.

Dainik Bhaskar invests heavily in hyper-local reporting and on-the-ground presence. Readers in smaller cities want to know about the road being expanded near their home, the performance of their local schools, or the water supply in their neighbourhood.

This emphasis on granular journalism “creates a deep loyalty that digital-only players will struggle to replicate,” Sharma said.

Demographics also factor in; India’s youth in smaller cities continue to engage with print, especially for exams, jobs, and community news. Unlike metros, where digital displacement has been faster, regional markets still see strong engagement with newspapers.

Finally, print’s business model works better in regional markets, Sharma explained: “Distribution networks are lean, competition is concentrated, and advertising demand is strong and often hyper-local.”

Advertisers recognise the trust print commands, and in many regional markets, subscription discounts are rare. Print commands premium pricing and delivers strong economic returns.

Together, these factors explain why Dainik Bhaskar’s growth is not a statistical anomaly but a signal that India’s media future will not mirror the West.

Reader-centric innovation

Dainik Bhaskar’s success is the result of a deliberate strategy driven by what he called the “trust architecture,” Sharma said

The company goes beyond its role as a news provider and builds community ecosystems. It invests in editorial excellence, civic responsibility, and cultural resonance. Each of its publications speaks the language of its region while maintaining a consistent value system across all its markets.

At the core of it all is reader-centric innovation, which Sharma said “comes from listening.” Bhaskar regularly conducts surveys, captures feedback, and makes content decisions based on what people truly want.

“This is not innovation for its own sake; it is reader-centric innovation,” he said.

Campaigns such as promoting eco-friendly Ganesh festivities, spotlighting water scarcity, or encouraging environmental responsibility have become cultural movements.

“These are not just marketing activities; they are community-building platforms,” Sharma said. “And when a newspaper stands with its community, the community stands with the newspaper.”

On the ground, Bhaskar deploys a 900-member field surveyor team that conducts door-to-door research across key markets. This continuous data collection provides real-time insights into reader preferences, enabling hyper-local editorial and distribution strategies. Evidence-based decision-making allows Bhaskar to pivot faster and execute with sharper precision than competitors.

Embracing print + digital

Sharma rejected the print-versus-digital dichotomy. For Bhaskar, the philosophy is “print-first, digital-smart.”

In smaller markets, digital consumption is growing rapidly, but it complements rather than competes with print. People may scroll through news on their phones during the day, but the deeper engagement still occurs with the morning newspaper.

Bhaskar has leveraged this by developing state-specific multi-platform packages. Print provides trust and depth; vernacular digital offers speed and accessibility, and on-ground activations create community connection. Together, they form a 360-degree ecosystem around the same audience, with each platform reinforcing the other.

Reinforcing habit with readers

Print is fundamentally a habit product, Sharma said. The physical presence of a newspaper demands attention in a way digital cannot. It arrives at the doorstep, sits on the table, and, in many Indian households, it is part of a morning ritual of tea and breakfast.

“It becomes a shared experience passed from one family member to another,” Sharma said. “It is something that digital is still struggling to replicate.”

In an age of misinformation, this habit is even more powerful. “Print is seen as a verified, thoughtful, and premium medium; not a commodity to scroll past, but a curated experience to consume.”

To stay relevant, Bhaskar focuses on content localisation, reflecting the cultural rhythms and aspirations of each audience. It provides life-stage-relevant content: jobs and exams for youth, lifestyle and parenting for families, and wellness and community for seniors.

Service journalism — consumer rights, public services, civic guidance — builds a relationship of usefulness, not just information. Events and on-ground engagements extend the brand beyond the printed page, reinforcing credibility and deepening community relationships.

Sharma offered a clear takeaway for news companies: Stop thinking about print versus digital and instead adopt audience-first strategies that embrace both.

In India, the real story is the coexistence of two realities — metro markets where digital dominates, and regional markets where print remains strong. The organisations that understand this paradox, invest in trust, and build value-driven ecosystems will define the next decade of media.

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