Category: Special Report

  • Adidas the ‘sole’ winner of 2014 FIFA World Cup?

    Adidas the ‘sole’ winner of 2014 FIFA World Cup?

    If you thought FIFA was all about the game then you are highly mistaken. While Brazil was spending millions to prepare for the world’s biggest extravaganza, the two brands which rule the football merchandise market, had been busy playing their own matches.

    Even before the tournament began, the two giants with their marketing strategies were all set for FIFA 2014.

    It was in the month of May that Adidas, which has sponsored FIFA, the world football’s governing body, since 1970, launched its ?50million plus global World Cup campaign featuring Lionel Messi. Titled ‘Leo Messi’s World Cup Dream,’ the campaign also included Luis Suarez and Dani Alves and associated with Kanye West.

    The $1.9 billion Nike’s ‘The Last Game’ animated short film was launched a month later. To keep the buzz alive, the brand also opened its first pop-up store in Brazil. The five-minute World Cup film featured animated versions of the sport’s best players, from Portugal’s Cristiano Ronaldo to Brazil’s Neymar Jr., under the Nike Football campaign tagline, ‘Risk Everything’.

    Overall, Nike with $25 billion revenue has 17 per cent market share worldwide while Adidas with $20 billion revenue owns 12 per cent of the market share.

    Nonetheless, Adidas which has signed an agreement with FIFA until 2030 for $70 million for every four-year cycle, created the colourful WC ball – known as the Brazuca – which surpassed sales of the 2010 World Cup ball.

    Although eight different companies provide jerseys to the 32 participating teams, as the tournament entered the nail-biting semi-finals, the fight was no longer between Argentina, Brazil, Germany and Netherlands, but was all about Nike versus Adidas.

    The two companies with a combined market share of 70 per cent of the world football merchandise market sponsored two teams each: Argentina and Germany wore Adidas while Brazil and Netherlands wore Nike.

    But one can note that though Adidas provided the German kit, about nine of the country’s top players wore Nike boots. This WC Nike made a shoe statement with its new Magista and Mercurial boots.

    The marketing war at its highest saw the two in a tightly-cornered match. Social and digital media was conquered by both as fan base increased manifold. So much so that in the last five months or so Nike grew its Facebook fan base by approximately 14 million users, largely due to growth in markets like Indonesia, Turkey and India and thanks to ‘Risk Everything.’

    The last year has been volatile for the companies on the Wall Street index as well. Over the past year, Nike shares have trounced those of Adidas.

     

    If one goes by the numbers and strategic marketing, the competition between Nike’s and Adidas’ battle for the hearts and minds of soccer fanatics would have made the Goddess of Victory (Nike) take the trophy home.

    However, as Brazil and Netherland crashed out of the tournament, it was Adidas vs Adidas at the finals.

    Even though Adidas and Germans took the Golden trophy home, Nike the unofficial partner created enough buzz and revenue throughout the tournament.

    The companies are sure that even though the tournament is over, the momentum will remain the entire year. And keeping in mind that today the competition has moved beyond the pitch; with brand ambassadors and innovative marketing strategies, there is no longer but one winner.

    It was a win-win situation for both sport giants.

  • CricHQ.com’s  grand plan for Indian cricket

    CricHQ.com’s grand plan for Indian cricket

    MUMBAI: Kiwi cricketers Stephen Fleming and Brendon McCullum have been the nightmare of many a rival team captain and bowler on the field, thanks to their ability to consistently notch up big totals and fast. But for the past two years, the duo – along with a bunch of other international cricketers, and tech entrepreneur Simon Baker –  has been working on CricHQ.com (a technology platform that offers  live scoring and competition management solutions via cloud and mobile technologies) which seeks to redefine how cricket is administered, shared, analysed, and followed. 

     

    So far their Wellington-headquartered firm CricHQ Ltd has managed to sign up more than 140 official cricket bodies worldwide to its live cricket scoring and competition management solution platform (both cloud and mobile). Partnerships or endorsements have been forged with the International Cricket Council and the Federation of International Cricketers Association. It has also inked agreements with content and distribution partners Samsung, Nokia and Blackberry. And finally, it has attracted more than 750,000 users to its cricket social network globally, of which more than 250,000 are from India.

     

    Thanks to this, it had managed to get a valuation of around $17 million by March 2014 if reports in the New Zealand business press are to be believed. It had even attracted investments to the tune of $8 million from international shareholders including 20 cricketers (Ravi Ashwin, David Hussey, Michael Hussey, George Bailey, Albie Morkel, Faf du Plessis, Brad Hodge feature among them) and the New Zealand government.

     

    For the past three years, CricHQ has been working to get acceptance from various cricket boards, associations and clubs for its technology platform. “We are trying to bring new technology to a very old sport where there is a lot of paper interaction, facisimile, phone calls, ” Baker – who is CricHQ CEO, told Sky News First Business in April this year. 

     

    The online competition management dashboard, CricHQ, says, allows administrators to have a single location to create, edit and publish competitions, leagues and draws all of their other administrative duties. Its dedicated scoring apps are fully integrated with its competition management system, so scorers at the ground can download fixture details, broadcast matches live and upload final results with the click of a button.

     

    The advantage of the technology platform, Baker, in an interview to a digital website,  revealed is that “it allows one to keep track of even smallest-level of games and players. The network provides comprehensive data, which includes information about non-international cricketing career as well. CricHQ will help identify talents at a very early stage, which wasn’t possible before this. With more cricketing boards joining the platform, CricHQ could be of great help to the game and talents across the country.”

     

    Those who sign up for the tech platform pay a subscription or service fee to the company.

     

    Among its clients figure:  the Sri Lankan Cricket Board, New Zealand Cricket, Kerala Cricket Association. The national governing bodies at the ICC, EBC, PCA, Cricket Ireland, USACA, NZCPA, and ACA, are the technologies official endorsers. Partnerships have been formed with ICC Europe, and ICC East Asia Pacific, Cricket Canada, SACA.
     

    Baker is looking to change the pace now that cricket administering bodies have come on to the tech platform.  The company has been pursuing plans to raise  $5.2 million since April 2014, according to last available reports, in order to fund product development, accelerate its expansion in cricket crazy India, hire more staff and also build brand awareness.  

     

    The idea, according to Baker, is to gradually reach CricHQ to fans and associations and clubs in  smaller cities in India.  Said he:  “India is our biggest growth market and we are bullish about the Indian market opportunity. We are building a strong team to take full advantage of the opportunity.”

     

    Currently, it has three offices with 75 staff. This number is slated to go up to 500 within the next three years, according to a PTI report. CricHQ’s  corporate office is based in Bengaluru and global development and operations offices are located in Chennai and Kochi respectively.

     

    The company recently appointed Karthik Ramanujam as director of digital sales and marketing in India.  He will be leading the company’s go-to-market strategy which includes user acquisition for online and mobile properties in India, and supporting the global sales efforts.

     

    The fact that CricHQ has so many cricketers as shareholders should work in Karthik’s favour as he goes about building the brand along with chief marketing officer Jarred Sewell. During the recently concluded IPL, the company  ran a campaign called ‘Meet your Heroes.” Sewell says, “Users could win free match tickets and travel with free VIP transport facilities. One lucky user daily was given the opportunity daily to meet cricket stars.” No prizes for guessing, who these stars were: its shareholders.

     

    While CricHQ.com is available on the web, the major thrust for India is the mobile, because of the vast populace of 800 million plus hand phone users. That means making sure the CricHQ app is downloaded by as many as possible. 

     

    So far it has managed to lure 250,000 users in a country, which has more than 100 million Facebook users, 66 per cent of whom are accessing the social network on their feature phones.  The CricHQ app is available on Android, IOS, and the Blackberry platforms in India.  The company is aiming to take its global cricket fan and user base to 6.5 million by April 2015, most of these coming from India.

     

    The app allows users to follow their favourite players and receive notifications whenever they play cricket or share social updates, just like Facebook.

    It works on the premise of following players from international stars to the grassroots level.  The app also allows fans to post texts, photos and video updates and offers live cricket scores from around the world with ball-by-ball updates along with statistical insights.

     

    Teams and players in turn can review their performances with run worms, graphs, instant calculations of key stats and visual representations. Most of the uploaded content on the player profiles comes straight off their mobile handsets. The app is currently available only in English.

     

    Baker earlier this year told Sky News First Business that he does not fear running head to head with long-existing cricket providers such as ESPNcricinfo and cricbuzz.com. “They are established big players in terms of the websites around cricket,” he said in the interview. “We are not seeking to be an editorial web site around articles around cricket. We are looking for the social media, networking engagement, the fans, the players and the participants – we are going for a different sort of way of engaging with consuming of content as compared to a traditional web site.”

     

    The CricHQ business model requires revenues to come in courtesy sponsorship and run of site advertising, which hopefully will ramp up as users and their consumption of pages on the site rise. Another revenue stream that it is going to go for is paid subscribers on its social network, which may not be that easy in India. Revenues according to one investor presentation made in April were $631,000 last year. The target for the coming year: $8 million.

     

    It looks stiff indeed. It will be up to cricket fans in India to oblige.

  • Piracy & l’affaire JadooTV

    Piracy & l’affaire JadooTV

    MUMBAI: The empire is striking back. In the US,  broadcasters won a battle to disallow transmission of their free to air signals to Aereo subscribers  when the US  Supreme Court declared the Chaitanya Khanojia- founded company’s offering  illegal last week.

     

    Cyber crime cell officials  swooped in on the offices of  over the top (OTT ) or internet protocol TV  services provider Jadoo TV in the Thurmalgery area in the south Indian city of Secunderabad and arrested four of its executives on 29 June 2014.

     

    The alleged crime: the company was illegally tapping into cable TV signals of Indian broadcasters and streaming them to customers over the internet in several countries having south Asian diaspora.

     

    The cybercrime cell took the step following a complaint from Maa Television.  Hyderabad police commissioner M Mahender Reddy while tom-tomming the arrests told journalists that  customers only needed to “buy the Jadoo TV set-top box without having to pay any monthly subscription. Most of the channels are paid channels and the gang was streaming their channels through internet. TV channels running their business legitimately, were incurring huge losses to the tune of several hundreds of crores,”

     

    He additionally said that “this signal piracy was going on for the past six seven years on different names from different cities and the accused managed to escape from the clutches of police by changing their set up to different cities. The ‘Pearl Technology’ was streaming 115 TV channels to Jadoo TV. Two bank accounts of its India CEO Sumith Ahuja have been identified and police are in the process of seizing them.”

     

    However, indiantelevision.com is aware that JadooTV has been in existence for around a decade but started the rollout of its box only in 2008.  Jadoo TV was promoted by Pakistan-origin US national Sajid Sohail (who developed the Jadoo receiving box and gets it manufactured out of China these days), while the Dubai-based Pearl Media Group was promoted by CEO Faisal Aftab and it worked as its content partner.

     

    CEO Sohail had said in an interview to Rawal TV earlier this year that the company has signed legitimate contracts with content providers in various countries- including Pakistan, India and Afghanistan – to stream their channels either from the satellite-delivered beam or from the streams they deliver on the internet. He had said that broadcasters were eagerly contacting him to legally carry their channels on JadooTV because of its popularity worldwide.

     

    He added in that interview: “We have a service call MyJadoo, which allows viewers to add broadcast streams on the internet to their Jadoo service just like YouTube does. But if we get a complaint or notice from the content owner, we pull it off just like YouTube does online. The owner has to write to us under the Digitial Millenium Copyright Act about the objectionable content and we delete it.” (His interview can be seen here (https://www.youtube.com/watch?v=mBgm4mCW57M#t=364) .

     

    It was as recently as in March 2014 that JadooTV was acquired by a Silicon Valley-based, privately-funded and Intel Capital-backed company CloudStram Technologies, along with Pearl Media Group and Altair Techonologies to create what has been hailed as a “vertically integrated OTT power house.”

     

    Cloudstream had in its press release stated that “the acquisition catapults it to be the dominant multicultural OTT provider, gaining access to a well-known OTT brand JadooTV, the largest south Asian user base in excess of one million viewers, key content deals, and proprietary technologies.”

     

    The JadooTV website openly states that it is offering channels such as News Express, Zoom, Mtunes, Mastii, Aaj Tak, 9XM, Music Xpress, FoodFood, Dhamaal, Big Magic, among many others from India to subscribers. Nowhere are the mainline GECs such as ZeeTV, Sony Entertainment, Colors or  Star or the SunTVs mentioned as being available to viewers, though it says many more channels are available apart from those listed. And a perusal of all its Facebook pages catering to subscribers in various  countries has no mention of mainline channels being delivered either through conversations or comments or promotions on those pages.

     

    The Pearl Media Group describes itself as a “venture capital funded content aggregation and dissemination media company, offering content owners and consumers multi-platform solutions and service offerings. Pearl is headquartered in Dubai, United Arab Emirates with development, research and design, and operations facilities located in Hong Kong, India, Japan, Pakistan, and the United States. Our mission is to connect niche content owners and consumers worldwide, whenever, wherever!”

     

    Its website pearlmediagroup.com has a listing of partners which can be accessed at (http://www.pearlmediagroup.com/partners.html) and it is these very channels and services which are mentioned on almost all the JadooTV or Jadoo Plus  product offerings in promotions in various countries.

     

    However, a distribution professional with the conditionality of not going on record told indiantelevision.com that JadooTV had indeed signed legitimate contracts but with only a few niche and news channels in India. “But the mainline channels get  shown illegally in some countries,” he stated. “And you don’t need promotions  or ads to promote these channels, it’s the buzz that was passing this information among the south Asian diaspora in the various countries.”

     

    A scan of US-based customer reviews on Amazon.com however hints that JadooTV may not be resorting to piracy – at least in the USA. Some JadooTV box buyers have complained that popular Hindi channels are not available on JadooTV. One reviewer has clearly stated that “there are just 25 Indian, 42 Pakistani and six Punjabi channels” as recently as last year. Another one Kishan Patel writes on 14 June 2014: “I really loved it. Most of all main Indian news channels. Awesome. Works great with Ethernet cable. Don’t use wifi. Wifi sucks.”

     

    A user named Rubaiyat Islam “Rubaiyat008” from Denton Texas, clearly writes on page 12 of the Amazon reviews page: “For those of you looking to buy Jadoo for Indian channels, let me tell you this; there is NO Sony Entertainment, Zee TV, or any of the mainstream Indian channels. Apparently, only Dish Network has the exclusive rights to these mainstream channels in U.S.”

     

    Clearly, there is something amiss here. Consumers openly dislcosing that JadooTV has no mainline Indian channels. Then what is it pirating is the question?

     

    L’affaire JadooTV clearly needs deeper investigation. May justice be served!

  • Star CJ, Providence: Life after Star India

    Star CJ, Providence: Life after Star India

    When India’s leading broadcast network Star India announced last month that it was exiting the Star CJ joint venture (in favour of Providence Equity) which it had set up with South Korean home shopping major CJ O Shopping, observers wondered about the course the four and a half year old company would take in the Indian market.

    The two had over that period established a 24×7 home shopping channel called Star CJ Alive, which reaches more than 50 million homes, a web-based portal StarCJ.com which allows third party sellers to list their products for sale, and had managed to attract more than 5 million shoppers.

    A large part of that acceptance in India was on account of  Star. The latter has a lot of clout thanks to its large channel bouquet,  giving  it lots of leverage in India’s highly competitive broadcasting and fragmented cable TV markets. And then there is the credibility of the Star brand with Indian viewers, especially housewives, who bought products from TV because of that trust.

    The question was: would Star CJ Network be at a disadvantage without Star?

    Star CJ Network India CEO Kenny Shin does not think so. He says that the joint venture has about a year before it will have to drop the Star tag. Already, the company has designed a new mascot ‘Shoppie’ which will work at bridging the gap between the current name and until the new name is finalised. “The name has to be such that consumers can connect with it as Star will be moving out of the brand name,” says Shin. “However, Star India was only a financial investor. It was we who were managing the business and we are extremely optimistic about the market.”

    Indeed it was Star India ad sales and distribution president  Paritosh Joshi who had been deputed by CEO Uday Shankar to lead the Star CJ joint venture in its early days. But Joshi got the company on its feet and running and quit in 2012, after handing over to Shin who has been at the helm since.  

    For the south Korean firm which is the second largest home shopping company in the world, India is among the high growth and focus markets, after China, and hence it is imperative that its India play pans out right.  

    Global home shopping leader QVC Home Shopping (part of Liberty Interactive) turns over $8-9 billion each year,  CJ O Shopping which notched up revenues of $4.6 billion has a lot of catching up to do; though its vice-chairman Miky Lee is gunning for global leadership status by 2020. Apart from China and India she is driving the company towards expansion in other markets such as Vietnam, Indonesia, Japan, Philippines, Thailand, Turkey and even Latin America.

    CJ O Shopping believes it has a good partner in Providence to help achieve its ambitions in India. Says Shin: “We have a long term partnership with Providence. Their global average investment relation is an average six years. That’s a long time. Providence also has knowledge of the business with their investment in the German shopping channel.”

    Home shopping in India is about a Rs 2000 crore opportunity today and Star CJ Network accounts for about 35-40 per cent of that. And that despite the fact that the 700 employee strong company is working in a restricted manner in India as compared to other territories. Because of foreign direct investment restrictions, which prohibit multi brand retail in the country, Star CJ operates as a wholesale cash and carry company. Viewers call in after watching the product capsules on Star CJ Alive to its call centres which then pass on the order to one of the five franchises it has appointed nationally. These then deliver the products to the home shopper through logistics partners.

    Star CJ on its part handles the backend, which includes content creation for the television channel, product selection, procurement, warehousing and marketing. An extremely efficient ERP system works as the glue for the whole operation.

    Headquartered in Mumbai with three studios and three control rooms, it has offices in Delhi, Chennai, Bengaluru and Ahmedabad as well.  Warehouses are located in Delhi-NCR, Bengaluru and Mumbai.

    It has plans to open a warehouse in West Bengal at an investment of about Rs 2 crore by 2015 in order to ensure fast delivery in the eastern part of the country, apart from establishing a more efficient warehouse and logistics management system.  About 70 per cent of its revenues come from urban India and it delivers to more than 4500 pin codes.

    Currently the company has a little less than 2000 products from 210 brands. 49 per cent of the products are Indian such as Satya Paul, Tanishq, Asmi, Videocon;  26 per cent are international brands such as FILA, BlackBerry, LG, Canon, Dell, Sony, Samsung, Adidas, Reebok and the remaining 26 per cent are exclusive Star CJ brands such as  Malhar, Sharika.  20 per cent of transactions are accounted for by kitchen appliances followed by 17 per cent contribution from both IT/cameras and small appliances. Fashion trails at 14 per cent.

    All the products go through a quality test and are put through sampling by 20 customers. If they meet with approval, they get onto the Star CJ catalogue. Despite this rigorous filtration process, products are returned to vendors and providers if they don’t move fast from the warehouses.

    The average customer transaction value is around Rs 3000 currently, reveals Shin. He is hoping to take this up by bringing in more international brands as well as travel goods.

    Revenue has been growing at a rapid clip of about 50 per cent annually and estimates are that Star CJ Network clocked in Rs 800 crore in sales last year. Estimates are that more than $100 million has been sunk into the venture and losses are at about half that. Shin, however, is sanguine of breaking even this year and has set his eyes on $1 billion in sales by 2018-2019. 

    Shin’s predecessor Joshi believes that the numbers are achievable, keeping in mind the buoyancy amongst India’s consumers.

    “About 55 per cent of India’s GDP is consumer spending. This accounts for about $1 trillion. Of this 20 per cent is accounted for by organised retail. Estimates are that the home shopping business is going to swell to $10 billion, leaving enough room for many players,” says a media observer.

    Indeed, Star CJ Alive’s closest competitor- Network18’s HomeShop18- has already applied for a listing and public offering on the New York stock exchange. Shin says he is hoping to get Star CJ Network listed on the Bombay Stock exchange in about three years.

    Currently, Star CJ Alive can be viewed on almost all the DTH platforms Tata Sky, Dish TV, Videocon d2h and Airtel Digital; the only one it has not managed to get on to is Sun Direct. It has deals in place with the major multisystem operators such as Hathway, Den Network, Fastway, GTPL and Siticable. Again it has not managed to get carriage on major MSOs in south India.

    The lack of distribution in the south has meant that only 10 per cent of the company’s sales emanate from there. But Shin believes that this will be overcome in the not too distant future when the channel will start beaming its product capsules in regional languages. The company will be seeking governmental clearances for the same in terms of licensing. “We are looking at a regional expansion in the next two years post our rebranding,” he says.

    Around 5 per cent of its total sales come from its starcj.com portal, with 65 per cent of the traffic coming from users on PCs and laptops. The remainder log on to the portal from their mobile hand phones or tablets. Shin wants to double and treble revenue from starcj.com over the next few years. A mobile app is being developed to make mobile shopping an easier experience for shoppers.

    “Looking at the change in the consumer behaviour in India due to the penetration of online shopping, we intend to strengthen our presence online and reach out to a wider consumer base, ” Shin had told indiantelevision.com sometime back. “TV home shopping is however going to be our linchpin.”

    Shall we say amen to that?

  • News channels focus on graphics on D-day

    News channels focus on graphics on D-day

    MUMBAI: At a time when presentation matters as much as content if not more, news channels are leaving no stone unturned to better package their coverage of the elections, ahead of counting day on 16 May. According to insiders, channels are investing close to Rs 1 crore to Rs 1.5 crore in graphics and technology depending on their own internal resources.

     

    “There are two parts to it: pre-counting day and counting day. In the former, you have to effectively cover all constituencies and make people understand while in the latter, the emphasis is on graphics as well as synergy between getting the information and putting it out instantly,” says NDTV CTO Dinesh Singh. Simply put, maximum energy goes into ensuring that data is collected from multiple sources and punched in quickly to be flashed on your TV screens. More precisely, revamping studio sets, making graphics more elegant, and inflating backend support in terms of OB vans, cameras and servers are all part of this exercise.

     

    “Satellites, lease lines or 3G supported systems are used to send pictures and videos from the ground to the studio while historical data is put on air through graphics. This can be done either virtually on a green screen or in a real set with virtual graphics,” says Live India head of technical operations Johnjit Singh Ahluwalia. A case in point is Times Now where one can see editor-in-chief Arnab Goswami, belting out statistics in his swanky new studio with the graphics playing out in front of him. CNN-IBN, on the other hand, has tied up with Microsoft for presenting historical data of more than 60 years.

     

    Speaking of ABP News, the channel put in six months of effort to hire OB vans and extra manpower along with backpack units for larger coverage. New shows have been set up with multi camera facility, apart from extra microphones, cables, connectors and servers. Various mechanisms such as OB vans, leased lines, FTPS and back pack units like Live U and TVU that work on 2G/3G/4G and are equipped with a variety of data cards are used to receive data at the office. “We also focus on error-free transmission and so far, have achieved it. High end studio cameras are hired with a triax setup for outdoor shoots,” says MCCS marketing manager Vikas Singh.

     

    Network 18 has roped in AC Nielsen as the agency to handle raw counting day data. Planning was done eight months in advance, keeping in mind the pre-polling stage, the polling period, post-polls, counting day, and the results. “Technology plays a key role in the elections. From programmers to data analysts to statisticians, every specialist plays a key role. But more than playing an individual key role, I think the ability to maximise the relevance of technology and to be able to bring all of them together for a common deliverable is the key for in depth elections coverage,” says CNN-IBN and IBN7 managing editor Vinay Tewari.

     

    NDTV, with a developer team of 21 engineers and around 40 people in the graphics department, started preparations around three months in advance. “Earlier, counting used to be for three days and now, it starts in the morning and ends in the afternoon so the on-screen graphics need to be attractive and studio swanky,” says Dinesh Singh.

     

    ABP News has divided itself into teams of eight to 10 for production, camera editing, satcom, working for programmes etc. that report to line managers, who in turn report to the main head. Ahluwalia agrees about the importance of technology in election. “These are crucial five or six hours within which you either swim or sink. Most of the investment goes in the actual coverage from the ground and then on the presentation of that data. With little resource, give high quality,” he says.

     

    The crux of the election is to ensure that you have a good backup for everything in case anything goes wrong. “At various locations, we have a back up like another OB van or a Live U unit, stand-by cables, camera etc. in case of any equipment failure. We had contemplated each and every aspect of technical failure and have been thus able to avoid that. Equipment redundancies are built at various levels of production and post production, including the programme transmission,” says Vikas Singh. Ahluwalia says that most news broadcasters have seen at least one election that redundancies are built into the system with complimenting hardware, servers and machines to give seamless on-air transmission.

     

    With less than a day to go for counting, channels are all set to turn up some serious heat with not just the information but also the graphics. So, prepare to sit back and enjoy the game…

  • ‘Election Express’ flies high with Quidich’s aerial cams

    ‘Election Express’ flies high with Quidich’s aerial cams

    MUMBAI: In an election season when every second channel is belting out poll-related news and shows, how does one stand out in a crowd?

    The answer lies in how Headlines Today has deployed a new technology from a little-known company, Quidich, to give a facelift to its show, Election Express (EE).

    Launched in December 2013, Quidich provides aerial photography and videography using quadcopters and octocopters. Till date, Quidich members are busy touring the country with Headlines Today editor-at-large, Rahul Kanwal and his EE team.

    Quidich is constituted by three young men including CEO Rahat Kulshreshtha, who studied at the University of Westminster and worked with Star News, Nirvana Films and the British film industry; technical head Tanuj Bhojwani, an IIT Mumbai alumnus who left a management consultancy firm for Quidich; and marketing head Gaurav Mehta, a mechanical engineer from the College of Engineering, Pune. Currently, the office is based out of New Delhi and there are plans to have another one in Mumbai to tap into the Hindi film industry. For now, it’s a six-strong team with four permanent members.

    Aerial machines are fitted with cameras to provide shots which are called drones or multi-rotors. Explains Bhojwani, “The technology behind these drones is easy to grasp, but hard to master. It’s very easy to get something into the air, but to keep it there and stable is a very hard task.’

    The essential part of the equipment is the flying object which needs to be designed based on the client’s needs and the flight time. Next is the flight controller, which consists of a remote in the hand of the pilot and a microchip on the drone that receives the remote’s signal. Handling of this decides the precision and stability of the flight.

    For EE, two quadcopters (four motors) and one octocopter (eight motors) are being used. The batteries used are 7700 mAh, whose drainage is inversely proportional to the size of the copter. For example, an octocopter with a 5D DSLR can work with two such batteries for approximately 15 minutes in air. More motors means capacity to carry bigger cameras.

    Then comes the essential part of stabilizing the camera on the drone. An essential scientific technology called gimbal, which is present in a variety of instruments like gyroscopes and accelerometers, is utilized to stabilize the camera. After all, you wouldn’t want to break expensive cameras! For advanced and larger equipment with expensive flight controllers, the camera may also be programmed for self-control or manipulated using a device such as an iPad from the field so that it can fly on a set pattern.

    Using these drones, the Quidich and EE teams have been touring India for the past few weeks with the day beginning at 6:00 am and ending at 10:30 pm. Of this, a lot of time is consumed by bus travel while shooting goes on for about two to three hours a day. “We have our own drones but Quidich’s drones fit our bill as they are on the higher end and their operators are unbelievably deft with the controls,” says India Today group chief creative officer and India Today group digital chief operating officer Kalli Purie.

    So how did Quidich come up with the idea of the aerial camera? “The idea for the aerial camera actually came from our own experience. Rahat was trying to shoot a video for which he required aerial cameras. Attempting to experiment with the camerawork being employed, he discovered that services in India for aerial footage were literally non-existent or non-affordable. It was then that the idea to facilitate such a process was seeded, and shortly after, Quidich was formed,” says Bhojwani.

    Quidich services have also been employed for a short film for IRCTC, Volkswagen Motor Sports and NDTV for one of their companies called Red Dot Films. Bhojwani points out that such a service is used on a small scale in India mainly due to requirements of large scale production for news services, advertisements, sports coverage and feature films.

    Drones have been used in news channels for producing stock footage, unlike its usage for live telecast in EE. The range of the shot varies from 500 metres to 10 kms while the height can go up to 500 feet. Currently, Quidich owns three GoPro cameras that are used for action shots, one Nikon D500 mini, and one Nikon D800. While the GoPro is built for such shots, it cannot work precisely in low light and narrow areas.  Tie ups with camera rental companies assure that the client’s needs are met with good pricing. Now it is looking at buying the portable Blackmagic Design production camera that records 4k videos and supports different types of lenses.

    The bigger copters weigh about six to seven kg and are built of carbon fibre that is a lighter version of steel while the smaller ones are made of sturdy plastic and weighs about 1.5 kg. This, along with the gimbal ensures that the drone doesn’t crash and neither is it blown away by the wind.

    Although Quidich presently provides video services, it is looking at exploring other possibilities. Work is currently on on developing innovative options for out-of-home branding for marketers in India through quadcopters such as sky writing. “We are not restricting ourselves to being a technology company. There are just eight to 10 such large scale operators in the country,” says Kulshreshtha.

    For live transmission, radio equipment is fitted on the drone that corresponds to receiving stations on the ground. One signal beams back the video to the pilot that works on radio frequency while the main signal sent to the mixing station for live or recorded use is through OFDM (Orthogonal frequency-division multiplexing) technology. This ensures uninterrupted HD video being sent back unlike in radio frequencies. The RF tech can cost around Rs 15,000 to Rs 20,000 while the OFDM is on the higher end at about Rs 1 lakh. The setup for a live link can be up and running in 15 minutes.

    Purie feels that the usage of drones has given the viewer a more realistic experience apart from the five existing cameras on the show. “Good election coverage happens on the ground and drones are a perfect compliment,” she adds.

    The alternative options that are currently in use are helicopters and Jibs that are cumbersome and unable to fly to heights. “In contrast to any of these methods, Quidich’s technology can be availed at competitive rates and less than around one fifth the cost,” says Bhojwani. Pricing for this technology depends on a range of things such as type of copter, camera, timing, footage receiver etc, but for a full day shoot, prices could range from Rs 20,000 to Rs 1.5 lakh.

    The only thing the pilot has to concentrate on is to steer the drone away from obstacles or keep it away from the reach of passer-bys. So how do they deal with people staring into the flying camera while shooting? “We start flying five to ten minutes before actual live time so they get bored after that,” laughs Bhojwani.

    “We at Quidich believe in always providing state-of-the-art service to our clients, so that we can push the limits of what is possible,” says Kulshreshtha. On the experience working with EE, Bhojwani says, “It may be one thing to step out of the comfortable confines of a news studio to make your reporting distinct, but it is another ball game altogether to be negotiating with that amount of travel on a daily basis. With everyone pushing themselves physically and mentally, it was a gruelling but deeply satisfying experience.”

    EE being Quidich’s first big assignment, has the company managed to get some eyeballs? “We are currently in talks with a diverse group of prospective clients. These include an ad film for a sports brand, a full-length regional feature film that may be shot in Ladakh, and a Bollywood film that would be shot in Goa. We are also negotiating offers for corporate films that include property clients. Unfortunately, given that we are still finalizing most of these assignments, I would be unable to get into the specifics of these offers,” says Bhojwani.

    TV Today on the other hand has already decided to sign up with Quidich for a new show.

  • Elections 2014: Live from Ground Zero

    Elections 2014: Live from Ground Zero

    MUMBAI: The 2014 election fever has gripped the nation and news channels in their quest to feed the hungry electorate with innovative and comprehensive news coverage, are venturing out, literally. Studio produced shows are steadily seen replacing on ground coverage ensuring that information is delivered at source. Some of these shows include Open Mike by CNN-IBN; Kaun Banega Pradhan Mantrai, Nukkad Bahas and Ghosnapatra by ABP; Campus Connect by NewsX; Janta Ka Agenda, Akhada, Pradhan Mantri Pachchisi by News Nation etc.  Well known journalists, the face of these channels including Barkha Dutt of NDTV, Sagarika Ghose of CNN-IBN, Ajay Kumar, Ramesh Bhatt from News Nation, Abhisar Sharma of ABP and Athar Khan of NewsX, have all stepped out of the four walls of the studio to reach out to the janta.

     

    What have been the primary reasons for news channels venturing out from the comforts of the studio? IBN Network managing editor Vinay Tewari says, “Elections have been always about people. Going out on the field and interacting with the 80 crore electorate is very important for us.”

     

    News Nation CEO and editor in chief Shailesh Kumar said, “Our endeavor is to give a feel that we are present at ground zero. We cannot call voters from far flung areas to our studios. But our studio can certainly move to the door steps of the voters.”  Echoing a similar thought about its show Campus Connect, NewsX says that the show has come up as a unique youth electorate engagement initiative that hopes to build the political power of young people in order to achieve progressive change in the country.

     

    Producing such shows in the open involves a lot more investment, manpower and planning compared to a studio produced show. According to Castle Media director Vynsley Fernandes, producing a half-an-hour show in a studio costs around Rs 45,000 which nearly triples for an hour long show produced on ground costing roughly around Rs 1, 25,000. “But news channels feel it’s worth the effort as they get to know the real pulse of the nation,” he says.

     

     
    News Nation has deployed about 100 crewmen including journalists, four OB vans and 30 bag packs for its different programmes while News   X ‘Campus Connect’ employs 20 odd personnel.  To transmit these shows a combination of 3G back packs and OB vans are being used. Some of these shows are broadcast live while others are pre-recorded.

     

    Bigger states like Uttar Pradesh (UP) and the Hindi speaking belt command more weightage as they send more MPs to the parliament. News Nation says that states like UP, Bihar, Karnataka and Rajasthan are more important as BJP expects maximum swing of votes in these areas while for ABP News states in the Hindi heartland are of utmost priority and its show Ghosnapatra is limited to bigger cities only. NewsX differs and says that every state is important for them.

     

    As the counting day draws nearer and the election mania reaches its peak, News Nation says that counting day is for results and therefore the studio will be more important to them although reporting from important constituencies will get equal importance. On the other hand, ABP News and NewsX have said that on ground reporting will see a surge on the day results will be declared. For all the effort that has gone in producing these shows and formats it is crucial that an efficient marketing plan is devised to pitch these shows to the right audience. NewsX is relying on considerable amount of word of mouth communication through the audience who take part in their shows. They are also promoting extensively through promos on the channel to build additional viewership. At the same time, each episode is uploaded on YouTube and promoted to digital subscribers.

     

    On the other hand according to MCCS marketing manager Vikas Singh ‘aap apni rajneetik rai kahan banate hain’ is the question that the ABP News brand campaign asks its viewers. Politics is national pastime and is perhaps the only thing after cricket where everybody has a point of view. People can be seen having animated political discussions at bus stops, cafeterias, inside trains, tea stalls, at work station in office, almost everywhere. However not all discussions are backed by sound knowledge. “The campaign tries to get the viewers watch ABP News to form the correct political opinion. It leaves behind a powerful message ‘sahi rajneetik rai banana ke liye dekhiye sirf ABP News’,” says Singh.

     

     According to Lowe Lintas executive vice president Syed Amjad Ali the key objective of the campaign was to take the thought further through an interesting story. “The story is so simple that anyone can connect with and understand it. People resonate with this campaign far more strongly given the timing of such a large scale election that’s going on in the country,” informs Ali. The social media space too is being used extensively to market these shows. ABP News is using interactive poll banners that run on popular sites to establish the message.

     

    As per IPSOS study-‘Kaun Banega Pradhan Mantri’ has the highest awareness amongst all election related shows across news genre. “Audiences specially the youth talk a lot of the Campus Connect show on social media,” says Singh. These dynamic formats have been a huge hit and have developed a big following among the ‘aam janta’ as it gives them an opportunity to share their views and thus makes the audience feels empowered.

     

    NewsX plans to integrate social media to a larger and greater extent to engage with their audience.  The audience response to these new shows has been positive.

     

    All the channels that indiantelevision.com spoke to said that this new format is here to stay even post elections, although the degree and extent to which currently these shows are produced might be low due to budget constraints.

  • Your content should be good, it will attract people anyway: Asit Modi

    Your content should be good, it will attract people anyway: Asit Modi

    MUMBAI: At a time when daily soaps the likes of Kyun Ki Saas Bhi Kabhi Bahu Thi and Kahaani Ghar Ghar Ki ruled the small screen, one man dared to differ. Asit Kumar Modi of Neela Telefilms nurtured a dream – to produce a daily comedy based on Taarak Mehta’s column ‘Duniya ne oondha chashmah’ in the popular Gujarati weekly, Chitralekha. Friends found the idea ridiculous while general entertainment channels (GECs) simply trashed it. However, Modi stuck to his guns and finally found a taker for his show Taarak Mehta Ka Ooltah Chashmah! in Sab TV. Today, the sitcom has not only completed five years but has acquired sort of cult status, maintaining its position among the top ten TV shows of all time. In a heart-to-heart with Disha Shah of indiantelevision.com, Modi casts a long and close look at the journey thus far…

    If there was one thing Modi knew he would have to face is repeated rejections. Indeed, it took eight long years for his show to come on-air. “In between 2000-2008, no GEC was ready to accept comedy. Every channel wanted to focus on saas-bahu and drama soaps because that was the trend at the time. However, I through that ‘if a daily drama can run, then why not a daily comedy?’” he says. Modi was also aware that writing a daily comedy was a huge challenge as one had to churn out something new every day to keep viewers hooked.

    His friends laughed at him when he told them about his plans. “They de-motivated me and said that viewers are not going to accept a daily comedy; a genre like this will be accepted only over the weekends. But somehow, I had the confidence in me that channels would have to accept a daily comedy,” he recalls.

    The show had to convey the harshest truths in the funniest possible way. Also, when he purchased column rights in 2001, all characters were Gujarati. He faced the uphill task of bringing in characters from different communities to appeal to a universal audience. “I wanted to showcase the lives of middle class families; how they live, eat, sleep, and even go through stress laughingly. Moreover, I wanted to showcase different cultures living together in one society; how they celebrate festivals together, the bond between them and so on in a simple but humorous way,” he remembers.

    So, he researched each and every character he had in mind for the show and considering Mumbai’s cosmopolitan background, created mixed combinations like a Parsi and Punjabi family, a Tamil and Bengali family etc.

    Armed with a concept, Modi approached channels including Star Plus and Sony (four times) but in vain. At the time, Sony had just taken over Sab TV, and NP Singh invited Modi and asked him to produce the show for Sab TV. That’s how Modi finally got a platform to showcase his talent. Apparently, Disney too had approached Modi but the channel wanted to feature only children, which is why Modi had to turn them away.

    Casting was most difficult and took Modi over two months to finalise, what with each artist being auditioned five times to ensure the right fit. “I wanted faces with which people can identify. Dilip Doshi (Jetha) was always my first priority when it comes to comedy. Daya’s role was suggested by Doshi and a few other artists; I had watched her plays but wasn’t sure because she hadn’t really dabbled in comedy. I was a little confused, but when she mimicked a few personalities, she was excellent,” says Modi. He would often take the actors to the sets to familiarise them with their characters. “Whenever the set was in a developing stage, I used to take the actors and tell them that this was their society where they would stay and so on. In the beginning, I had to mould each of the actors personally.  While it took time, at the end of the day, the whole team worked equally hard,” he says.

    Working within budgets was the other big constraint, considering Sab’s budgets were very low at the time the show was launched. “For the first six months, I incurred heavy losses. I had to create a huge society. Usually, a daily soap demands one set- either a house or a haveli or other methods of living. I had to create two sets – Gokhuldam exterior sets and interiors showcasing everyone’s houses,” reveals Modi. The one thing that kept Modi going was his belief that if your show is good, you can build the slot and become the slot leader as well. Besides, he had an understanding of the ways of TV, having been associated with it since the days of Buniyaad and Hum Log. “There was a time when people did not consider afternoon slots. But shows like Shanti, Bhabhi and Swabhiman on Star Plus made people watch TV during the afternoon as well. There was also a time when shows like Mahabharat and Ramayan made people watch TV on Sunday mornings,” he explains. “Your content should be good; it will anyway attract people. I believed that if I made a good show, there would be a loyal audience for Sab TV as well. With lots of households having just one TV set, we decided to cater to the entire family.”

    Putting a team in place was the third challenge. “The writers who came to me for work were all new; they didn’t have any experience in writing. So with my kind of experience, I had to train them and utilize their talents in the best possible manner. I have designed this show, so it is in my blood,” says Modi, adding, “We get our reward when we manage to make people smile at the end of a hard day.” Currently, Modi has about seven to eight people in direction, and around 10 people in editing. “I have an in-house editing studio and three to four writers. I am always aware of what’s happening in terms of the screenplay. I don’t want those ‘yes, sir’ type of people, otherwise how will I grow? In the creative field, one has to constantly grow and reinvent. And for this, you need people who can pinpoint your weaknesses,” he says. As it is a daily comedy, editing happens 24×7. “We do it shift-wise. Compared to daily soaps, comedies need much more editing. One needs to understand that comedy is more dynamic and hence, there is more work,” says Modi. The staff strength including directors, script writers, technicians and laborers is nearly 150. “What is wonderful is that my whole team has remained with me through these years. About 98 per cent of crew members have stuck with me. We all work as a team, a big family,” he adds with pride.

    Looking back, Modi feels he has succeeded in making it a one-of-a-kind show. “In television, you work for the audience. One needs to be aggressive. You will lose the audience, if even one or two episodes are not up to their expectations. It will leave your target audience disheartened. They then have options of switching to other channels. So, for the stickiness of the show, I made the show as real and as simple possible. With daily soaps taking tons of leaps, in my show, I have taken no leap. No double meaning comedy jokes, it’s all about simplicity. The show is different and unique in its own way and that is the reason it is running strong for years,” he elaborates.

    Anooj Kapoor, Senior EVP and Business Head, SAB TV

    While media experts observe that Sab TV’s reach would be lower than say, that of a Star Plus or Colors, the higher TVTs enjoyed by Taarak Mehta… mean that the show is watched more intently by viewers as compared to other offerings in the same time band. Thus, great content on Sab TV has translated into stickiness for the channel. Sab TV executive vice-president and business head Anooj Kapoor could not agree more on this. “When we defined our brand promise of ‘Asli Maza, Sab ke saath ata hai’, the idea was to showcase light-hearted entertainment that the entire family can sit together and watch. So, that was our brand promise. Modi interpreted our brand promise in a very nice manner by showing people of different communities living together in a fun sort of way.” Kapoor feels casting is the best thing to ever happen to the show, with the characters of Daya and Jetha becoming extremely popular.

    Ask Kapoor the reason for Taarak’s success and he says: “In Taarak, because there are so many characters from such diverse backgrounds and different communities, that they are able to create a wide array of plots and keep the show robust and that is the reason why it continues to be successful.”

    He informs that in the last six years, Sab TV has grown 600 per cent in terms of ratings despite a reach of 40 and a budget which is one fourth of the total. “That has been possible firstly, because of our unique decision taken as a channel and secondly, because of successful shows like Taarak and so on. “

    Elaborating on Sab TV’s strategy as a channel, Kapoor says: “Our strategy was differentiation through innovation. We tried to create several different brands with each having a very distinctive kind of an image. So, the entire bouquet fell together very nicely which was ably led by the success of TMKOC.”

    Going by industry experts, the stickiness has enabled Sab TV to rake a premium for its leading show. A 10-second ad spot on the channel goes for Rs 50,000. Its popular show commands a premium of 15 to 20 per cent. Taarak Mehta Ka Ooltah Chashmah sees its ad slots being sold for Rs 80,000.

  • Overseas market for Indian content and channels is very lucrative: Gaurav Gandhi

    Overseas market for Indian content and channels is very lucrative: Gaurav Gandhi

    MUMBAI: Imagine you’re in a far out place like Serbia and switch on the television to find Anandi of Balika Vadhu emoting in Serbian or in Hindi along with subtitles.  

    It may come as a surprise to viewers but not to broadcasters and producers keen to tap into the nearly three crore and counting Indians settled across the globe. One such being IndiaCast – an alliance forged between TV 18 and Viacom 18 two years ago. Currently present across 90 countries through its channels including Colors, MTV, Nickelodeon, Rishtey, News 18 India and ETV, the broadcaster aims to reach at least 150 countries in future. Some of IndiaCast’s popular shows include Balika Vadhu, Uttaran and Lado

    Indeed, pay-TV is a booming business outside of India with ARPUs at about $16 to $17 as compared to a measly $3 to $4 within the country. The roughly Rs 1,600 crore market has the potential to grow to more than Rs 3,000 crore in the next few years. 

    While the market first opened up in the late 1990s, courtesy Hindi films, of late, television soaps are raking in the moolah for broadcasters.   

    “A lot of markets originally opened up to Indian content through Bollywood such as Poland, Malaysia and Russia. But now these markets and many more in Eastern Europe, Central Asia and Africa are consuming a lot of our television fiction/drama content- in fact much more than Bollywood. One of the key reasons is that in some of these countries their local Television production is not so well established and so they import a lot of content of overseas markets – and sensibilities of Indian dramas work well in this context,” explains IndiaCast group COO Gaurav Gandhi. 

    Broadly speaking, there are three to four large import hubs in the world – Latin America, Turkey and Egypt, Korea and India. Off late, Turkey has picked up the radar with it growing to an approximate Rs 900 crore business with shows such as The End and 1001 Nights. Turkey’s bordering with Asia as well as Europe makes its content click more with the people and next in line is India. However, the amount of content India creates is a lot more than what can be consumed with all the big GEC networks creating about 200 hours of content per week.

    Apart from Indians settled abroad, content syndication now extends to local audiences as well. For instance, Zee Network has launched language – and area – specific channels like Zee Aflam and Zee Alwan in the Middle East and Veria Living in the USA. On the other hand, IndiaCast is building its own brands (more recently, Rishtey and News 18 India) across the world by making south Asian content available to everyone. 

    Potential markets for Indian content include UK, the Middle East, Australia, Singapore and Canada. Canada and UK are home to older Indian migrants while USA is home to recent migrants. There are strict regulations on shows in Canada while USA has affluent people who can pay for high television rates.

    “Distribution in the UK can be a challenge – with one large platform dominating the space. Also income disparities are huge when it comes to south Asians so pay-TV penetration at high rates is a deterrent to reach certain sections of the diaspora. We realised that there is an opportunity in the Free-to-air space and if we can offer a quality entertainment product, we can get a good share of eyeballs. That’s exactly what happened with Rishtey – which became an instant hit first and then we went and converted Colors to FTA. The model has turned out extremely beneficial commercially as we control two of the top three three slots on the Broadcasters’ Audience Research Board (BARB) rating charts for South Asian channels – which in turn have led to a big chunk of mainstream advertisers approaching us. These two along with News 18 India have made us the second largest South Asian network (in terms of advertising revenue) in the UK,” says Gandhi. For the record, BSkyB is the largestpay-TV broadcaster in the UK with News Corp (that also owns Star India) having a majority stake in it of 39.1 per cent.

    Australia is an untapped market but one highly plagued by piracy; he adds. Pakistan too had a lot of piracy till Colors tied-up with Geo TV to air shows at the same time as their telecast in India. The APAC feed for Colors was launched last month. IndiaCast hopes to launch full-blown channels in future in the markets where it syndicates content.

    Close to half of the UAE population is of South Asian origin market. The advantage here is that all the mainstream brands target the South Asian diaspora and IndiaCast has global brands like Pepsi, Jeep, Toyota, Emirates, Kraft, Ford, GM etc advertising with its channels. “It is a buzzing ad market. Our ad portfolio is similar to any Arabic or English channel in the Middle East (ME). The majority brand and media decision making for the ME region happens out of Dubai and Abu Dhabi,” he says. Meanwhile, Singapore is a relatively smaller market but with a good amount of Indian population; thus, leading to launch News 18 India in Singapore and the ME last week. 

    While USA and UK remain conventional markets, there’s an emerging tail of countries hungry for Indian content including Georgia, Croatia, Uzbekistan, Armenia, Azerbaijan, Poland and Greece. 

    Just last year, IndiaCast inked a deal with Tata Communications to simulcast its popular Colors’ shows in Pakistan. Also, reaching out to this growing consumer base is proving to be more cost-effective for the broadcasters. “Cloud delivery systems are providing cheaper transport solutions but many DTH and cable platforms in key markets are still hesitant to accept this as an alternative. IP platforms and OTT services have a far cheaper infrastructural set up compared to a DTH platform. Also there are minimal issues of capacity constraints on them,” he highlights.  

    IndiaCast segments the international markets in three parts. First, are the markets where it can fully reach with its linear full time channels and alongside do marketing, distribution and ad sales. The second set of markets are where it finds it difficult to land full channels for either regulatory (Pakistan) or capacity (Malaysia/South Africa) issues , but these markets have high demand for Hindi content. Here the focus is to do output deals for syndication as well as branded blocks of our content. The third set of markets is where the target is the locals (and not south Asians) with its content by dubbing or subtitling the same. “This third set of markets has been growing extensively for us and includes markets – like Serbia, Bosnia and Herzegovina,  Romania, Macedonia, Kosovo, Georgia, Croatia, Bulgaria, CIS countries (Azerbaijan, Kazakhstan etc), Uganda, Kenya, Senegal, Mali, Togo among others. This third set of markets is growing really fast and can be a big market in the future,” says he optimistically.

    IndiaCast has syndicated shows such as Balika Vadhu, Uttaran, Sasural Simar Ka, Laagi Tujhse Lagan and Madhubala to Eastern Europe while in Pakistan shows such as Bigg Boss, Khatron Ke Khiladi, Comedy Nights with Kapil and Jhalak Dikhhla Jaa have proved to be quite popular. The channels in Pakistan that get IndiaCast channels are Geo TV, Apna TV, Hum TV, ARY Digita, Urdu TV and A Plus TV. In Eastern Europe it reaches to Serbia (Pink TV, Prva Srpska Televizija), Bosnia (OBN, Pink TV), Macedonia (Sitel TV, Alsat, Kanal 5), Montenegro (Pink M), Croatia (Doma TV, RTL Televizija), Bulgaria (Nova TV) and in CIS countries channels such as Kazak TV.

    “If we look at our content sales/syndication revenues outside India, I can say that 50 per cent of that revenue comes from targeting locals/mainstream audiences (not south Asian) – and most of this is from our drama series. That’s a big change over the last two to three years,” Gandhi adds. 

    Market sources peg IndiaCast’s revenue from international distribution and syndication to be approximately Rs 250 to Rs 275 crore. “The overseas market for Indian content and channels is very lucrative – it’s already at Rs 1600 to Rs 1700 crore market and growing steadily. Three crore Indians overseas is a huge number and for them the Indian content is not just about entertainment – it’s an emotional connect with home,” points out Gandhi. 

    IndiaCast’s smaller but most rapidly growing business is its digital distribution through syndication of content to online platforms. Gandhi claims that the broadcaster’s digital business has grown four times in the last year with money made through OTT platforms such as Netflix and iTunes; through VODs such as YouTube; and through telco partnerships.  

    Speaking of competing broadcasters in the pay-TV market outside India, Gandhi says, “There is enough headroom for all four big players to grow and I firmly believe to expand the market we need to work together in certain areas even though we compete amongst us. If a new platform is coming up then it needs to have channels from multiple broadcasting groups and not just one of us.”

    At the same time with digitisation at a steady pace in the country, Gandhi hopes that someday soon, the ARPUs here will be Rs 500 that will bring profit to most in this business.

  • “Write down your goals and give deadlines. This is the roadmap to success”

    “Write down your goals and give deadlines. This is the roadmap to success”

    MUMBAI: The newest addition to his portfolio is Aur Pyaar Ho Gaya, which premiered on Zee TV last month. Known to have a keen eye for talent, director-turned-producer Rajan Shahi’s latest venture too serves as a launch pad for debutants Mishkat Varma and Kaanchi Singh who play the show’s lead pair.

    Since making his directorial debut in 1999 with Dil Hai Ki Manta Nahi through launching his own production house Director’s Kut Productions in 2007 and till date, Shahi has seen a meteoric rise in the television industry.

    Having directed clutter-breaking shows like Jassi Jaisi Koi Nahi, Hamare Tumhare, Ghar Ki Laxmi Betiyaan and Maayaka and gone on to produce a couple more such as Sapna Babul Ka… Bidaai and Yeh Rishta Kya Kehlata Hai, Shahi is a much sought after figure in the industry.

    Ask him his success mantra and he says: “In the hustle and bustle of our everyday lives, we often forget what it is we are working so hard for! Write down your goals and give yourself deadlines. This is the roadmap to your success.”

    Directorial dreams

    The influence of his maternal grandfather and veteran actor P Jairaj led to Shahi’s fascination with the entertainment industry from an early age.

    After graduating in English Literature from Hindu College, New Delhi, he moved to Mumbai, by which time, he was sure he wanted to become a director. Eventually, he landed up in the production department under Ravi Rai. Two years into production designing, Shahi got the opportunity to prove his mettle when asked to chip in for an absentee assistant director. Soon after, he graduated to assisting Rai in Thoda Hai Thode Ki Zaroorat Hai and Teacher.

    Sometime in between, he met and fell in love with writer Pearl Grey, whom he later married. With her script of Dil Hai Ki Maanta Nahin finding a willing producer in Hemant Seth, Shahi too bagged his first project which propelled him into the big league. He then shot pilots of two other serials, Mera Ek Sapna and Ansh, following which, there was no looking back. Shahi proceeded to direct hit series including Jassi Jaisi Koi Nahi, Hamare Tumhare, Rishtey, Kareena Kareena, Reth, Mamtaa, Millee, Virasaat and Saathi Re and got to work as series director on Ghar Ki Laxmi Betiyaan and Maayaka on Zee TV.

    Shahi believes that “a director is like the captain of the ship and more than anything else, needs to be extremely patient with all his crew members.”

    Turning producer

    Twelve years into direction and Shahi started his own production house which he christened Director’s Kut Productions (DKP).

    Ask him why he decided to turn producer and he has several reasons to give. Firstly, in television, one needs to reinvent oneself every five years. “In films, you can say you are a director for 15-20 years, a producer for 15-20 years or a writer for 30 years. But in television, you need to rejuvenate yourself,” says he.

    Secondly, production was the logical next step after directing for so many years. “While I learnt a lot under all the production houses and producers with whom I collaborated, personally, I wanted to have more control. Especially when there is creativity, I didn’t want to be restricted by the production part of it,” he explains.

    So when Bidaai came along on Star Plus, Shahi took the plunge as producer. “I owe my becoming producer largely to Uday Shankar who gave me the chance. Not that I did not express my desire to other big channel heads but he was the only one who had faith in me at a time when no other person would back me as a producer,” recalls Shahi, adding, “I was very happy that with Bidaai, a technician was given the opportunity to produce a show.” At the time, big production houses ruled the roost and creativity wasn’t exactly the first priority.

    Lastly, with so many layers in television i.e. scripting, concept, shooting, editing and post production, Shahi wanted to minimise the chaos by being that one person in every department who is answerable for everything. “I wanted to multi-task. So in that area I scored where even today, I am personally answerable for everything in my company. They know there is just one person to be called instead of talking to 50 other people. With serials such as Bidaai and Yeh Rishta, these things got consolidated,” he elaborates.

    Ask him about the name DKP and he says: “I have been in this industry for 21 years, but I have directed properly for 12 years. People used to identify me as a director and wanted to give a name which could identify with my character and the reason people know me for.”

    About DKP                                         

    Shahi believes DKP is what it is today because of his team which is hungry for work and strives to deliver the best product. “Since DKP’s inception, we have done some very good shows and there is a certain reputation it enjoys. You may be the face of a company but it cannot run properly if you don’t have a good team,” he says.

    The DKP office at Lakshmi Industrial Estate in Mumbai houses around 30 to 40 staff while the core team is about 100-strong constituted by creative and technical personnel at different levels. 

    “There is a definite core team in the company and DKP is synonymous with the excellent people working for it. Fortunately, the majority of them are the same since its inception; be it creative directors, creative people, editors and so on. Fact is in my 12 years as director, I have seen some of the best talent which I have retained while letting the rest go by,” he exults. 

    For Shahi, DKP is all about the goodwill and blessings and good wishes of all its actors, technicians and workers. He sincerely believes it is the workers’ support and hard work that has taken the production house to such dizzying heights.

    “The biggest award or achievement you can say is my workers. Again, I have seen a lot of people who project a high-flying image by travelling in luxury cars and chartering private planes but keep workers’ money inside their own pockets. While I cannot keep everyone happy, each one of my workers knows that if there is a problem, I will be there to solve it. I don’t want DKP to be big if I don’t stay connected to my workers. My work exudes quality and it is straight from the heart. I might not have eight or nine shows with me today, I might not have the biggest cars with me today, but I have the goodwill of all my actors, technicians and creative people, most importantly, my workers,” he explains.

    Having realised earlier on in his career that television is essentially about what happens on the sets, Shahi has set up office on the sets itself with most of his team concentrated there.

    A bumpy ride

    With dynamics changing from day to day, it is next to impossible to keep tab on the highs and lows of producing television shows but “it’s all part of the learning process,” says Shahi. Yet, when Bidaai and Yeh Rishta were number one or two across channels, it was a real high. “We were on a very big platform like Star Plus and it was a huge responsibility. For a technician who didn’t have crore in his bank, entering an arena where the big players were was a big thing,” he adds.

    Bidaai had a successful run for more than two years till Yeh Rishta Kya Kehlata Hai took over variously as number one and number two across channels. For two years, these two shows were ruling the roost and in one particular week, both were number one across all channels and garnered TRP of 7.1. That was a big moment for the entire team; informs Shahi, pointing out that his highs come from people placing their faith in him which is what inspires him to give his 100 per cent to any project. 

    Speaking of the lows, Shahi recalls the time when Bidaai went off air in 2010. “We thought we were back to ground zero and anything is possible in this industry. But it was a conscious decision to end the show on a high. At the time, the actors… the entire unit… had tears in their eyes and were wondering why we were pulling the plug on the show when it was in the top five across channels. The moment was such when I knew I didn’t have an answer…” he says.

    Lessons learnt

    Shahi considers himself lucky to have interacted with some of the best producers in the industry and learnt so much from them. Even today, he doesn’t shy away from calling them whenever in need of advice. He has always believed in the adage: “Learn from the leaders, learn from the people you admire and learn from the people around you!”

    Another key takeaway has been that audiences cannot be taken for granted any more, what with social media bringing producers and viewers closer to each other than ever before.

    “Today, we get instant feedback and don’t have to rely on the channel or probably the research team. Instantly, I get to know whether people have liked the track or not. Viewers are very vocal about what they like and what they don’t so you can’t take them for granted anymore,” he says. “This connect the media has brought about between me as a maker and my audience is the biggest thing that has happened.”

    Road ahead

    Shahi wants to be known as a producer who is creatively involved. “I have done a few shows, but each show is different from the other. I always look into scripts where I have a creative say. It’s not just about quantity but also quality in whatever we do,” he says.

    With a handful of scripts lined up this year; some are in the scripting stage, others in the casting stage, and still others evolving.

    The company plans to foray into other genres as well, comedy being one. Getting into films is also on the cards though TV is a priority. “Right now, my whole attention is towards consolidating Aur Pyaar Ho gaya which is our latest launch. And even consolidating Yeh Rishta, which now is showing six days a week,” he says.

    Don’t daily soaps make for a very erratic shooting schedule? “Daily soaps are always hectic. In the past when Bidaai was on, shows were aired for one hour every day, five days a week. There have also been occasions when they have extended to six or seven days for one or two weeks. I look at it as a challenge to not only make them but also maintain the quality. We are used to such volume of work,” he signs off.

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    Former programming head at Zee TV Ajay Bhalwankar who is now chief creative officer at Sony Entertainment Television believes that it is always a great experience working with Shahi. “He is a very dedicated, passionate and gifted producer. It is somebody who is very sincere also and somebody who is extremely open to listen to your ideas and incorporate them. It has been wonderful working with him and is extremely talented.”

    Shahi who has worked with cross section of producers and from each producer, he believes has learnt a lot. Whether it’s Deeya and Tony Singh from DJ’s Creative Unit or Sunjoy Waddhwa from Sphere Origins, all have been there for him always. They say:

    DJ’s Creative Unit producer Deeya Singh opines: “My association with him has been extremely good. It is so nice to see when good talented people grow, it feels good. He understands the medium very well. The industry needs more such people and feels really nice when one sees so much success that comes to him. I have known him as a director and watched him as a producer and he is good at both. I think that is the special talent, because not everybody can do both. He has managed to do the impossible and be both.”

    “With him, it’s been a very good association. I know him from the time we did Saath Phere and I know him more now as a Producer. He is a very easy-going and good guy. I feel very good for him because he has also come up from an independent director to a very good producer who has given some excellent shows to the industry. He is one of the very good producer’s who has a good thinking head,” expresses Sphere Origins producer Sunjoy Waddhwa.