Category: Specials

Sitharaman stuns with her Union budget 2025

MUMBAI:Should finance minister Nirmala Sitharaman be hailed or should she be nailed?
The jury is out – as were the stock markets.

One faction has been stunned in a negative sense and is pretty morose that the government is not pumping in enough capital spending behind infrastructure to make up for the loss of revenue courtesy the tax reforms. Hence, they pulled down all the infrastructure stocks.

They will change their minds quickly should the government make some interim extra-budgetary announcements on infrastructure spends which it most likely will.

Another faction is singing Sitharaman’s hosannahs for her tax reforms making government levies on personal income nil upto Rs 12 lakh. They believe that the repressed middle class will run to the malls and markets and buy more groceries and garters (read: items of luxury) now that it will more money in its pocket rather than given away to the government by way of taxes. Customers will premiumise, go after articles of conspicuous consumption.

This lot of the jury can’t stop praising Ms Sitharaman. They sent the stocks of FMCG, retail firms, entertainment outlets screaming up on the bourses.

Should they be proved right, then advertising spends will rise, sales will soar, and boy will it be party time for all.

On the whole, however, the Union Budget is being seen as growth oriented introducing significant measures aimed at stimulating economic growth and addressing key societal concerns.

In a bid to bolster the middle class and enhance domestic consumption, the government has raised the income tax exemption threshold from Rs 8 lakh to Rs 12 lakh per annum. Additionally, tax rates for higher income brackets have been reduced, a move anticipated to increase household spending and savings.

The budget unveiled a six-year programme to boost the production of pulses and cotton, aiming to reduce dependence on imports. This includes state agencies purchasing pulses at guaranteed prices to support farmers. Furthermore, a “national mission” has been announced to develop high-yielding seed varieties, addressing challenges posed by shrinking farmlands and erratic weather.

Revised MSME criteria will double investment and turnover limits, benefiting over a crore enterprises.
Credit guarantee cover for micro and small enterprises will increase from Rs 5 crore to Rs 10 crore, with start-ups eligible for up to Rs 20 crore.

A customised credit card scheme with a Rs 5 lakh limit will benefit 10 lakh micro-enterprises registered on the Udyam portal.

A Fund of Funds with a fresh government contribution of Rs 10,000 crore will support start-ups. A scheme offering loans up to Rs 2 crore will target first-time women, Scheduled Caste, and Scheduled Tribe entrepreneurs.

Labour-intensive sectors like footwear, leather, and toys will be promoted to boost employment and exports
The government plans to modestly increase capital spending to offset revenue losses from tax cuts. This includes investments in infrastructure development, manufacturing, and exports. A high-level committee for regulatory reforms and the creation of an investment friendliness index have been proposed to improve the ease of doing business.

Measures benefiting the poor, youth, farmers, and women have been incorporated into the budget. The allocation for food, fertiliser, and rural employment subsidies remains nearly flat at Rs 4.57 trillion, with the rural job guarantee programme retaining its budget of Rs 860 billion. These steps aim to support the rural economy and provide a safety net for vulnerable populations.

Infrastructure ministries will outline three-year project pipelines under PPP mode. States can leverage the India Infrastructure Project Development Fund.

The government has allocated Rs 1.5 lakh crore as interest-free loans to states for capital expenditure. The second Asset Monetisation Plan (2025-30) aims to unlock Rs 10 lakh crore for new projects.

The Jal Jeevan Mission will extend until 2028 to achieve universal rural tap water access.

Urban sector reforms will be incentivised, with a Rs 1 lakh crore Urban Challenge Fund supporting city redevelopment and sanitation projects.

India Post will evolve into a logistics hub for MSMEs, with NCDC supported for cooperative lending.

A National Manufacturing Mission will bolster clean tech production, including solar PV, EV batteries, wind turbines, and grid-scale batteries.

February 1, 2025
EY’s Bhavisha Jogi: Scaling heights with determination and grit

MUMBAI: Scaling peaks gives her a high like nothing else. Bhavisha Jogi, a seasoned marketer and branding strategist, is also an intrepid mountaineer chasing a dream that only a handful dare to pursue: the “seven summits challenge”—conquering the tallest peaks on each continent. With Kilimanjaro in Africa, Elbrus in Europe, and Kosciuszko in Australia already under her belt, Bhavisha now has her sights set on the remaining four summits.

Her latest mountaineering effort – the fourth of the seven summits – was a bold step into uncharted territory—South America. Fuelled by a desire to push her limits, she embarked on an expedition to summit Mount Aconcagua, the highest peak in the southern hemisphere. As a proud Bhramshatriya woman from Gujarat, Bhavisha carried the pioneering spirit of her heritage to the base camp of Plaza de Mulas and beyond, navigating rugged terrains and unforgiving conditions.

Each phase of the climb was a test of her resilience, particularly the ascent to Camp 3, which she describes as one of the most challenging moments of her life. “The journey wasn’t just about reaching higher altitudes—it was about discovering what I’m made of,” she reflects.

But for Bhavisha, mountaineering has always been about more than just summits and accolades. It’s a deeply personal endeavour—one that has taught her invaluable lessons about persistence, humility, and the importance of knowing her limits.

“At this point, I’ve decided not to push myself beyond 6,000 metres anymore—not because I can’t, but because I’ve learned to honour my body and the life I want to live,” she shares.

This decision marks a shift in her approach to extreme mountaineering. While her passion remains undeterred, Bhavisha now focuses on balancing ambition with self-care. “Know your limits, but don’t let them define you. Push when it matters, rest when it’s wise, and always be grateful for the journey,” she advises.

But she also confessed that her mindset could change going forward in terms of going beyond 6,000 metres. “”It was brutal – the mountain terrain as well as the winds and temperature,” she shivers, even recollecting the experience. “And that’s why I am probably feeling the way I am now. But the feelings could change.”

Bhavisha’s gratitude extends to her professional mentors, including Ruchi Chawla, Mayank Rastogi, Anurag Gupta, and Vivek Soni, who supported her in taking time off to pursue her dream. And of course her husband Bipin Mundada who’s stood by her side to help her move closer to her dream.

“Every time I go up into the mountains, his heart is in his mouth,” she says.”But he’s always encouraging me. I communicate with him too whenever I get a wifi signal to let him know I am all right. And this time Vodafone was good in south America.”

Her mountaineering pursuits serve as a source of inspiration, not only for her community but also for aspiring adventurers worldwide.

Beyond the mountains, Bhavisha’s career as a marketing leader is equally impressive. Currently serving as associate director at EY, she has a robust track record of success in brand strategy, digital marketing, and customer experience.

Her previous roles at Edelweiss Financial Services and ING Vysya Bank showcase her expertise in crafting impactful campaigns and managing large-scale digital initiatives.

Yet, despite her corporate accolades, it’s the mountains that have left an indelible mark on her. “The privilege to stand amidst such grandeur and the strength to endure it have profoundly shaped me,” she says. For Bhavisha, mountaineering is as much about inner growth as it is about physical achievement.

As she continues her pursuit of the Seven Summits, Bhavisha remains a beacon of perseverance and inspiration. Her journey is a testament to the power of dreams, the courage to explore, and the wisdom to reflect. “In the end, the summit within is what matters most,” she concludes.

With four summits down and four to go, Bhavisha’s story is far from over. Whether scaling towering peaks or leading transformative marketing campaigns, she is proof that determination and balance can lead to extraordinary heights—both literally and figuratively.

January 25, 2025
2024: The year that was – A snapshot of the snacks & sweets segment

MUMBAI: Snacks are some small nibbles you munch on just to satisfy your cravings sometimes. But it’s no surprise that consumption has surged in a big way – in fact the growth has been unprecedented – in 2024. The increasing population, growing incomes of people, and the shifting priorities of consumers are increasing the demand for snacks.

According to a report by global market research group, Imarc the Indian snacks market was valued at ?42,694.9 crore in 2023. It is expected to swell dramatically by more than doubling by 2032, reaching ?95,521.8 crore.

This impressive growth is being driven by consumers’ love for convenience, the increasing role of e-commerce, and improved food safety standards.

Festivals Lead to Increased Demand

The festive season brings joy not only to consumers but also to the FMCG brands. During this time of the year, gifting, celebration, and indulgence in snacks and sweets are synonymous.

Many brands launched new products this year and created special hampers to meet the festive demand with variety and innovation.

According to logistics intelligence platform for online retailers Clickpost’s report, online sales in this year’s festival season surged by as much as 49 per cent through tier-2 and tier-3 cities. And for brands, it’s probably the perfect opportunity in recent times to garner new customers, boost sales, and even better their market reach in those relatively smaller towns and cities.

Rural Growth and online expansion

Rural areas are now an important part of the growth of FMCG brands. NielsenIQ data reports that rural markets expanded by six per cent in the Q3 of 2024, a rate greater than that of urban areas, which grew at 2.8 per cent. Small producers, however, also appeared to recover, playing a big role in the overall growth of the industry.In the meantime, the e-commerce expansion has shaken the snack and sweets industry. In the past three years, India has acquired 125 million online buyers and expects to add 80 million more by end-2025. This trend is increasing the accessibility of snacks and sweets throughout the country by improving convenience and availability more than ever.

Consumer Trends Shaping the Industry

Consumer preference is one of the major drivers of innovation in the snacks and sweets segment. Younger generations (Genz, Gen Alpha), along with the influence of western eating patterns, are raising the demand for quick, ready-to-eat options. Sustainability too is gaining priority. On the other hand, brands are adopting eco-friendly packaging using recyclable materials, compostable, and biodegradable materials as well. This is being done to protect the environment as well as to satisfy the so-called woke younger segments sensitivity to sustainability.

Looking Ahead

The Indian FMCG industry, especially the snacks and sweets category, has shown resilience in a challenging economic environment. From festive sales and rural growth to online expansion and sustainable packaging, the sector continues to evolve to meet consumer demands. Brands are not just satisfying cravings but also creating delightful experiences, making snacks and sweets a key part of India’s dynamic food landscape.

(The views in this article are the author’s and Indiantelevision.com needn’t subscribe to them)

December 26, 2024
Changemakers 2024: Culver Max’s Gaurav Banerjee’s emergence from the shadows

MUMBAI: Gaurav Banerjee does not come across as CEO nor as MD material when you meet him the first time. The bespectacled unassuming 47-year-old actually reminds you of a writer or a director or a journalist or a scholarly researcher. But today he sits atop Culver Max Entertainment as the chief executive officer & managing director, a handpicked successor to the quiet and unassuming number-crunching CEO NP Singh who built a profitable broadcast network and retired earlier this year.

Not for GB, as he is known, are all the pomp and flash that others in the business were vaunt to opt for in earlier times when pay TV was a fat man’s business oozing money like there was no tomorrow. Today, pay TV is shrinking, cord-cutting is rampant cord-nevers are growing and the coming generation will probably not know what cable TV and satellite dishes were.

GB – a history graduate from St Stephen’s College and a masters-degree holder in film making and TV production from Jamia Milia Islamia, Delhi – belongs to a group of young executives like Arjun Nohwar who leads Warner Bros Discovery for India and south Asia.

These folks know they are leading legacy media companies in rapidly-changing times and they have to ensure that their charges stay relevant even in the midst of rapid churn and chaos. Their response lies in putting their heads down and focusing on the task they have been assigned: protect and build legacy business and ensure they continue to generate cash which – like in the past – continues fueling their existence and growth and money-gobbling streaming platforms.

They also have to make the right moves on the streaming side on content, tech, distribution and business models. And they have to do all this profitably, without breaking the bank. For ranging against them are big players in the media and tech ecosystem: Google, Meta, Netflix, Amazon Prime and the potent combo of JioStar – all having deep pockets and a hunger to invest big and dominate the market. Plus there are others such as Zee5 and Sun Nxt and a string of other OTT players which are being spawned by the hour.

No one in his or her right mind expected GB to be a candidate for the prized position of Culver Max Entertainment MD & CEO. For long the boyish-looking executive was known to be a close ally, actually protégé, of current JioStar vice-chairman Uday Shankar and every one expected him to follow him to the joint venture that was in the making. (Danish Khan would succeed NP was most media observers’ guess; we at indiantelevision.com did not speculate about this)

But GB probably knew otherwise; that it would be Kevin Vaz who would be chosen over him. Hence, when the offer to lead Sony came, he accepted it.

Of course, he was deserving. A very strong content professional (he began his career as an anchor and producer with news channel Aaj Tak and later at Star News) with an uncanny knowledge of audience preferences, he knows how to weave stories into shows that generate high viewership.

He did that very successfully both on Star Plus and Hotstar when he was president content at Disney Star India, retaining the network’s numero uno status for more than half a decade. It led others – who struggled to come even close – by a mile. To top it all he had the reputation of being a good manager and leader – earning the loyalty of his colleagues and subordinates.

LA-based chair of global television studios and Sony Pictures Entertainment president & CEO Ravi Ahuja had expressed total confidence in GB’s visionary approach at the time of his appointment. “ Gaurav’s expertise in content creation and strategic leadership will undoubtedly lead SPNI (read Culver Max) into an exciting new chapter of growth and achievement. We are thrilled to have him at the helm and look forward to the continued success of SPNI under his leadership,” he had said.

GB has been playing low key ever since he took over in end-August 2024. He has been building up his A team bit by bit. Most old-timers have been retained, though some like Neerja Vyas chose to quit.

Danish Khan who was EVP & business head Sony Entertainment Television, Studio Next and SonyLiv was recast to head -digital business, Studio Next, and networks channel licensing. Ajay Bhalwankar, who led Sony Marathi successfully, was handed over Sony Sab to manage along with his existing charge.

Nachiket Pantvaidya, general manager of Sony Pictures International Productions, was additionally made business head of Hindi general entertainment channel Sony Entertainment Television, marking his third stint with the network.

Tushar Shah who led English, Bengali, and infotainment channels and was the chief marketing officer (CMO) at the network was additionally asked to oversee Sony MAX, Sony MAX HD, Sony MAX 2, Sony WAH and Sony PAL.

Manu Wadhwa who was chief human resources officer was handed additional responsibility of information technology

Ambesh Tiwari is currently being groomed to take over as kids channel Sony Yay’s business head when Leena Lele Dutta departs at the end of this fiscal year.

Ritesh Khosla was brought in as general counsel.

Veteran Rajesh Kaul, continued in his chief revenue officer, distribution and sports business head. Aditya Mehta who headed corporate strategy, business monetization, and data analytics’ centre of excellence continues in his position. Sandeep Mehrotra, continued in his position as EVP -sales.

A new CFO Sibaji Biswas is slated to join come the first week of January 2025.

The new leaders, in turn, have been building, their respective A teams.

In the meanwhile, GB has been working on getting to know Culver Max Entertainment, its processes, its people, its neurology, its innards better. He starting rerunning episodes of old shows (Beyhadh, Bade Achche Lagate Hain, among others) on Sony excepting for non-fiction shows Kaun Banega Crorepati and Indian Idol. The two were tweaked with better production quality and selection of participants. Each contestant had a dramatic back story or extremely good talent. Or even both.

Without incurring any great additional programming costs, the ratings of SET started rising.

The teams in the meanwhile strategised on what kind of programming audiences would like to see on the network. The answer was classics like CID and Tenali Rama which would be modernised, have better casting, fabulous production values and improved storytelling. The first is being produced by Banijay Asia and the second by Contiloe Films and have already starting airing on their respective channels Sony Entertainment and Sony Sab. The focus in on gauging audience reactions to these two, before launching new shows which are currently being developed with other producers. Shark Tank, which has been drawing eyeballs and attention ever since it launched three seasons ago is slated to launch on 6 January.

The second strong plank of content at Culver Max is its sports programming under the Sony Sports Network umbrella. Recently, rights to the Asian Cricket Council covering men’s, women’s, under19’s, and men’s and women’s emerging Asia cup tournaments from 2024 to 2031 were acquired. The network already has rights to cricket matches in New Zealand, England, Sri Lanka. Formule E race broadcast rights have been inked for the next three years.

For football fans, close to 1,600 matches from the 2024-2025, 2025-2026 and the 2026-27 seasons of the UEFA Champions League, UEFA Europa League, UEFA Conference League, UEFA super cup and UEFA Youth League havbeen be been signed up earlier this year. Ultimate Fighting Championship matches till 2028 should continue attracting its loyal audiences, even though it’s quite possible it will lose the WWE (its staple) programming to Netflix which has paid top dollar for it as part of a global acquisition deal. Rights to local Hockey India League championships for three years have also been acquired,. Sony has also been a partner to three of the Grand Slam tennis tournaments. Therefore it has enough heft to keep viewers engaged throughout 2025 with their TV and handphones, says GB.

SonyLiv is the least of GB’s worries. Led by old-timer Danish Khan and content commissioner Saugata Mukherjee, the streamer has been churning out shows which have attained cult status: The Scam, Rocket Boys, Freedom at Midnight, Gullak, Tanaav, Cubicles, Undekhi, among many others. It has loyal subscribers who know what they are going to get on the platform, and they come there to get it. Sources indicate that it has the lowest churn among all the streamers, though its subscriber base is in the 15-20 million range.

Four months into his job, and GB has begun to make his presence felt on the Indian entertainment landscape. He has just begun emerging from the shadows as a corporate leader. 2025 will see his influence spreading even further.

Media mavens had better not be surprised if he makes some sharp moves, especially acquisitive ones. For as his boss Ravi Ahuja expressed to him on his December visit to India: “Exceed expectations, take on new challenges, and build your skills and network – that’s the path to leadership!”

To his advantage, to many in the industry, he is a mystery, known more for his content savviness, not for his managerial or strategic skills.

And that is his trump card.

(We asked an AI pic generator to re-imagine Gauarav Banerjee through its tool, and the main picture on our home page is what it came up with. No malice is intended toward Culver Max, Gaurav Banerjee or anyone else asociated with personally or professionally. No copyright infringement is intended either.)

December 25, 2024
2024 The Change makers: Subhash Chandra, the corporate warrior

MUMBAI: Subhash Chandra. No idea if today’s GenZ AND Gen Alpha know who he was. The freedom fighter in the 1940s believed in the use of guns as much as Mahatma Gandhi did in ahimsa. He did his best to trouble the English during their occupation of India. For many he is just a name in the history books.

The modern day Subash Chandra that we know is also a doughty fighter. Excepting that he had a Goyal to his surname which he dropped. Excepting that he is an entrepreneur and a corporate warrior. The pioneer of lamitubes in the country. Now they are common place in this nation of ours but when he launched the tubes in India in the nineties as a replacement for the old aluminium toothpaste packaging, they were unfamiliar. T hey were an immediate success. Soon his Essel group was the largest manufacturer of the tubes in the worldThe pioneer of entertainment pay TV in India.

Then he launched his general entertainment television channel Zee TV, which was again a major runaway hit. It seemed whatever he touched turned to gold, or at least had to have long-term value.

Cut to two years go. In 2022, Zee got into a conversation with Sony – oops we should say Culver Max Entertainment – to merge in readiness for the media gorilla that would be formed with the merger of Reliance-Viacom18 and Disney Star India. Due diligences had been done, valuations had been arrived at, exit clauses and penalties agreed upon.

All seemed to be going well. Until dirt hit the fan and banks started calling in his loans he had taken against his equity holding in Zee to realise his grandiose ambitions to get into the development sector, that is infrastructure. The amounts were large and fingers of suspicions were pointed towards him and his son Punit the CEO of the company. Allegations that the Zee books were not all clean flew, the goateed entrepreneur was forced to step down as a director and chairman from his own company. As was his son as a director.

The banks continued to bay for his blood and some of the FIIs actually cashed in their holdings and the promoters’ equity in a company which he had built from scratch fell to sub-five per cent levels. He was suddenly a minority shareholder, with no control, no say, over the once entertainment power house he ruled with a tight fist.

Through all of this, Sony continued to say it would go ahead and wed Zee. Of course, negotiations were hard as the Zee share price had meanwhile tanked. After much discussion, a peace accord was arrived at that Punit would be MD.

Things seemed to be proceeding when before they could say hello, the proposal to form a joint venture with Sony collapsed with no hope of revival. In January earlier this year, Sony decided to officially call of their discussions with Zee TV. Two years of laborious discussions and getting ready for the merger went down the drain.

The two litigated against each other internationally and within India – Zee to get the NCLT’s order to Sony to go ahead with the joint venture and Sony seeking $90 million as penalties. They finally smoked the peace pipe in August 2024, calling of their disagreements with each other.

But some damage had been done by the banks which name called him, Sony’s backing out, all the bad press, and the impending merger between Disney-Star-Viacom18-Reliance. The Zee Entertainment share lay in the doldrums – a far cry from the Rs 500 zone it once roamed.

Zee would collapse was what many a media observer foretold: after all, from media baron Chandra was now a media fallen. Every company in his media empire – whether Zee Entertainment or Zee Media or Siti Networks or Dish TV – was facing flak from all quarters.

But not Subhash Chandra. He does not believe in giving up easily even if the powers that be in the Centre are not looking upon him kindly. Even if all the naysayers and rivals are ranging against him.

In fact, being down and out gave the 74 year old a new infusion of energy. He had something to prove to himself: that he could turn around the venture he had given birth to, nurtured, until, because of circumstances beyond his control, had gone out of his hands.

He came up with a plan to keep costs under control, let go of the flab that had accumulated in Zee Entertainment, trimmed the workforce and went back to the drawing board to begin almost as if anew. He got the professional Zeel’s board approval to back him and his rescue plan.

Along with his sons Punit and Amit, he went out into the market, calmed jittery nerves of banks, financial institutions, lenders, and the markets as a whole. He also hit the international markets and managed to get international financial institutions to invest in his abilities to get Zee back into fine fettle. He raised Rs 2,000 crore to almost every financial analyst’s disbelief. But that’s Subhash Chandra for you.

These days Subhashji or chairman (as he is called) is back on the shop floor – or should we say studio floor.

He’s rolled up his sleeves and he is back to doing what he did best in the early days of Zee TV: go by his gut and select the right stories and make them into TV shows. His goal: get Zee back to the top of the ratings charts. And be ready for the behemoth JioStar when it starts stomping its way into the marketplace with its large platter of offerings soaking up advertising and subscription revenues.

Will his magic work in today’s D2C world?

Will he win over his lost TV viewers again in an era where streaming is gnawing away at linear TV consumption?

Will he manage to get Zee5 to fire on all cylinders?

He will. That’s what he is betting on.

And we at indiantelevision.com also tend to agree.

For the gent from Hissar, Haryana, carries a name he has to live up to: Subhash Chandra.

(We asked Microsoft image generator to re-imagine Subhash Chandra as a corporate warrior and the main image of the executive with the sword is one of the images it came up with. No offence is intended to Subhash Chandra nor to anyone at Zee TV nor his family. No copyright infringement is intended either)

Pictures of Shubash Chandra courtesy his X account.

December 22, 2024
2024 the year that was – Peter Watling & the art of getting your AI right in 2025

MUMBAI: The buzzword dominating the industry in 2024 is undoubtedly artificial intelligence (AI). Whether or not it’s being fully adopted across the board remains a topic of debate, but one thing is clear: AI’s potential to revolutionise workflows and deliver efficiencies is captivating business leaders everywhere.

But amidst the excitement, are we overlooking something essential?

Sure, AI might one day butter our toast and tie our shoelaces, but before we dive headfirst into complex AI models and cutting-edge algorithms, we should step back and consider whether the core infrastructure of our businesses is ready to support these advancements as we move into 2025.

The Distinction Between automation and AI

Because of the hype around AI and generative AI in 2024 and the bizarre valuations and market capitalisation that companies are getting just by mentioning AI in their mission statement, it’s important to clarify now as we are moving into 2025 what we mean when we talk about AI.

Much of what is often labeled AI is really advanced automation—technology that eliminates repetitive, manual tasks and introduces efficiency to workflows. Take, for example, the ability to automatically extract and organise metadata from content files, making them searchable without manual data entry.

True AI, on the other hand, ventures into areas like object recognition, natural language understanding, and predictive analytics. While these capabilities are impressive, they often require significant investment in training and fine-tuning to produce meaningful results. Even then, they may not deliver the expected benefits if the system is working with incomplete or poorly organised data.

The archive: a neglected core asset; pay heed to it in 2025

Here’s the crux of the matter: no AI model, no matter how intelligent, can be effective without a solid foundation. That foundation is your archive.

All too often, businesses rely on outdated or fragmented storage solutions—an array of drives, legacy systems, or LTO tape setups that were never designed to handle the demands of today’s workflows. Even those who’ve embraced cloud solutions may find themselves hindered by unexpected costs, such as prohibitive fees for accessing and retrieving data during AI-driven searches.
Without an effective archive platform, the very content you want to leverage may be disorganised, inaccessible, or prohibitively expensive to use.

Investing in the right foundations; 2025 is the year to begin

To truly harness the potential of AI—or even simpler workflow automation—organisations need to prioritise modernising their storage and archive platforms. This doesn’t mean discarding everything and starting over; rather, it’s about adopting solutions that integrate with existing systems while offering the scalability and efficiency required for future growth.

A modern archive platform serves as an active repository, enabling seamless access to your media and providing the tools to:
* Automate workflows.
* Quickly locate and retrieve content.
* Share assets effortlessly with partners and clients.

Such platforms aren’t just about storage—they unlock the potential for monetisation, turning your archive from a static cost center into a dynamic business asset.

Overcoming challenges to change; back to the drawing board in the new year

The two greatest obstacles to modernising archives are budget and mindset. While technology providers have become increasingly flexible in their pricing models—offering cost-effective, private-cloud solutions that organisations can host and control—resistance to change often proves harder to overcome.

Rethinking long-established workflows and processes can be uncomfortable but standing still in a fast-evolving industry risks falling behind. Adopting modern storage solutions isn’t just about saving money; it’s about enabling greater efficiency and creating new revenue opportunities.

Building for the future; not just for 2025

In the rush to embrace AI and other advanced technologies, let’s not forget the importance of laying a strong foundation as we move into 2025. An optimised archive platform isn’t just a storage solution—it’s the backbone of your operations, enabling you to take full advantage of innovations like AI when the time is right. That means being ready with your tech stack which is upgradable and scalable in future.

So, before we sprint into the AI-driven future, let’s ensure we’ve built the solid infrastructure we need to thrive. After all, there’s no point decorating the house if the foundation isn’t sound.

By focusing on the basics—organising, protecting, and making your content accessible—you’ll not only prepare your business for the next wave of innovation but ensure you’re maximising the value of your assets today.

Peter Watling is Perifery senior sales director – EMEA .

December 19, 2024
2024 The year that was – Convergence redefines India’s media landscape

MUMBAI: As 2024 draws to a close, India’s media and entertainment sector has undergone a profound transformation, reshaping how content is created, distributed, monetised and consumed. The industry’s trajectory is no longer defined by linear growth but by convergence – a blending of formats, technologies, and audience experiences. This article explores the standout trends of 2024 that have positioned India at the forefront of the global media revolution.

The Rise of Unified Media Ecosystems

In 2024, the fragmentation of content across platforms prompted a surge in unified media ecosystems. Major players integrated cable, satellite, and OTT services into seamless bundles. Partnerships like those between Tata Play and JioCinema offered consumers a singular subscription covering live TV, streaming, and interactive content. The merger of Disney+ Hotstar and JioCinema under the JioStar brand will further demonstrate this trend, combining Disney’s extensive content library with Jio’s robust technological and distribution infrastructure.

These developments addressed subscription fatigue by offering cost-effective and convenient bundled services. As telcos and streaming players increasingly leaned towards unified offerings, the next pivotal step emerged – creating singular OTT platforms to integrate multiple streaming services under one roof. Scalable and modular architectures have become essential, enabling flexibility and customisation to accommodate evolving service bundles and diverse consumer preferences. This shift underscores the industry’s adaptability in meeting the complex demands of modern consumers.

Sports Broadcasting Reinvented

India’s sports media landscape saw unprecedented innovation in 2024. Beyond traditional cricket broadcasts, kabaddi, football, and esports embraced hybrid delivery models. Augmented reality (AR) features allowed fans to experience matches with real-time statistics and dynamic visuals, while 5G-enabled immersive experiences brought stadium energy into living rooms.

Regional sports leagues also thrived by leveraging vernacular commentary and localised marketing, broadening their appeal and strengthening connections with diverse audiences. These efforts not only amplified audience engagement but also positioned regional sports as valuable contributors to India’s overall sports media ecosystem.

AI, Advertising, and Live Commerce Converge

Artificial intelligence, innovative advertising, and live commerce emerged as interconnected forces shaping the media landscape in 2024. AI-driven personalisation powered hyper-targeted recommendations and dynamic content delivery, tailoring experiences to individual, regional, or similar preferences. This capability extended into advertising, where AI analytics enabled micro-segmentation and dynamic ad formats. Brands also experimented with shoppable media embedded directly into OTT platforms, allowing users to interact with ads and make purchases seamlessly.

Live commerce further transformed engagement by integrating real-time shopping into live events. Cricket telecasts, for instance, featured exclusive merchandise drops available for purchase during key moments. Platforms with modular architectures and seamless third-party integrations supported these innovations, unlocking new revenue streams and enhancing viewer interactivity. These advancements reflect a significant evolution in how audiences engage with content and commerce simultaneously.

Content Without Borders

In 2024, Indian content flourished on the global stage. Platforms like Netflix and Amazon Prime Video promoted Indian originals, while regional OTT platforms expanded into south Asia, the Middle East, and Africa. This cross-border success highlighted the universal appeal of culturally rich narratives.

International co-productions became more common, with Indian creators collaborating with global studios. Flexible monetisation models, including ad-supported, subscription-based, and hybrid offerings, enabled experimentation and growth, allowing platforms to cater to diverse audience needs. This trend underscores the global demand for authentic storytelling and India’s role as a leading content powerhouse.

Collaborative Ventures and Audience Co-Creation Redefine Engagement

Collaborative ventures between creators, platforms, and brands surged in 2024. Co-productions between Indian and international studios introduced fresh storytelling perspectives, while brands acted as content producers, funding original series that aligned with their ethos.

Audiences also became active contributors, engaging in interactive storytelling, user-generated content campaigns, and fan-led initiatives. This participatory approach fostered loyalty and transformed viewers into brand advocates. Platforms embracing flexible monetisation strategies and modular architectures capitalised on this trend, delivering sustainable revenue through community-driven content models. Such initiatives highlighted the importance of deeper connections between creators and audiences in driving content innovation.

Looking Ahead: 2025 and Beyond

As we step into 2025, the role of technology in shaping India’s media landscape cannot be overstated. Scalable, modular platforms will be critical in enabling media companies to grow and adapt without overhauling their infrastructure.

These technological advancements will not only enable cost-effective scaling but also foster innovation, allowing the industry to explore new content formats, distribution models, and audience engagement strategies.

India’s media and entertainment sector is poised to lead the way in leveraging technology for inclusivity and innovation. By embracing modularity, scalability, and flexibility, stakeholders can address the complexities of a rapidly evolving market, ensuring sustained growth and global relevance.

The author is country manager India, Deltatre.

(The picture for this article featured on Indiantelevison.com’s home page was generated using Microsoft’s AI Image generator. No copyright infringement is intended)

December 18, 2024
The ChangeMakers of the year that was 2024: Uday Shankar

Indiantelevision.com brings you the folks who made a difference in 2024 to the media and entertainment industry. It will cover an eclectic bunch of executives and talent from television, film, OTT, advertising, marketing and media industries. Our hope is we end up doing a good job in selecting the right candidates as we write about their achievements in the year just gone by and challenges that lie ahead of them in 2025.

Any errors of selection or perspective or narrative are inadvertent and unintended.

In the meanwhile, enjoy reading about the first of our selection: Uday Shankar who is ushering in change in the media and entertainment space in the streaming era just like Zee TV did in the nineties in satellite broadcasting. Read on to know our perspective on The Man who sees the future, not just tomorrow.

Uday Shankar: The executive who sees the future, and bets on it

He looms like a giant over all other executives in the media sector though from shoes to the tip of his head , he does not exceed 6 ft in height. 2024 was Uday Shankar’s year by far. As will 2025 be.

A master planner.

A master deal maker; he convinced James Murdoch to partner with him to invest in the Indian market through Bodhi Tree. More than that, he managed to get the third most powerful man in India (after prime minister Narendra Modi and home minister Amit Shah) Mukesh Ambani to agree to get into bed with Disney Star India (a company he once headed as CEO).

On top of that, he got the by-then willing Disney CEO Bob Iger to nod in the affirmative for the alliance where the mouse house would cede management control to the Reliance group. The icing on the cake was that he convinced the two of them to give James and himself a piece of the pie in the joint venture that emerged – JioStar.

Uday now leads a much bigger company – almost twice the size of Disney Star which he once headed. Yes, he has Mukesh’s wife Nita Ambani as chairperson and son Akash Ambani having oversight over his moves. But the reality is what Uday wants, he gets. He can be persuasive with his cogent arguments and long-vision thinking and projections. Unlike other leaders in the media, Uday sees the future like others don’t. Probably only one other businessman has his way of thinking – Mukesh Ambani. That’s why he got Asia’s richest businessman’s buy-in for his strategic and tactical moves. Both love to disrupt the status quo – that’s the common thread between Mukesh and Uday.

And Uday bets on that future. In most cases, his “third eye” gets it right.

Now that the joint venture has got past regulatory clearances, Uday has been working on putting his core team in place. And his core team is working on putting their core teams in place. 2025 might see some blood-letting with the excessive manpower (which has emerged on account of duplicated roles in the two companies) being jettisoned. Already senior executives who did not fit into his plans for the corporate structure have been eased out. The merger and joint venture will take some time to digest. Channels have to be shuttered. Synergies need to be established. But eventually everything will fall into place. It normally does for Uday.

And then it will be back to business for him. He is an executive on steroids. He, along with Mukesh and team, have probably already decided which streamer is going to lead – Hotstar or JioCinema. But no announcements have been made. Executives have been told to port Hotstar’s shows on to JioCinema. However, the former’s technology stack is believed to be much more robust than the latter’s.

The best part about Uday is that he knows how much he knows and how much he needs to know. He supplements what he does not know through his team mates who know a lot more about what he does not know. (In simple English, he brings in the best talent to help him). He then trusts them implicitly and delegates fully, something which the Murdochs did with him when he ran their Indian empire. That’s a trust which Mukesh Ambani has also put in him. Of course, there will be the checks and balances that the Ambanis put in the way they manage. But there’s entrepreneurial spirit a-plenty in the world of Reliance.

He will need a lot of that if one considers the IPL rights’ investments which both companies made three years back. The figures seem monstrous; but in Uday’s mind, these were bets which had to be made. So far, both advertising and subscription revenues have not matched the money pumped in. He and his troops have to ensure that the gap is reduced. That could prove challenging as the ad market for certain products was soft during the main spending festival period which went by a couple of months ago. There is no doubt he will drive his foot soldiers hard like a general on the war front to get to their targets even if it seems difficult with bullets and bombs flying around. And, like he is vaunt to, he will in all likelihood don his uniform and enter the battlefield himself.

To his advantage, if the external environment is rough, then there is enough spending ammunition available in-house in the rapid expansion and diversification drive that the Reliance Industries group is making into retail and fast-moving consumer goods. It is already the leading retailer in the country. As well as the leader in telecom and broadband delivery. On the FMCG side, Campa Cola has been relaunched. Snacks have been launched. Many more forays are in the planning stages.

These initiatives will need platforms to reach out their advertising communications to consumers. What better ones can there be than Hotstar, JioCinema, Star Plus and Colors and of course the regional channels which are leading in their respective languages in different states. And then of course there’s the IPL which generates zillions of eyeballs in the country. Loyal ones. Still breakeven might be hard, is what observers are foretelling. However, should the wars – one in the east and the other in the north – that are harming economies end – just like Donald Trumps wants them to – then we might be narrating a different story by this time next year.

At heart, Uday is a man who likes to create and tell stories. Under his tutelage, Star India flowered and bloomed like it had not in the past. Uday understands what consumers want, and, what he did not, he picked up from his colleague at Star India, the former Hindustan Unilever professional Sanjay Gupta who is now Google’s APAC head. He knows how to tell good stories but more than that he knows how to motivate other creative folks around him select good stories and tell them well. Just like he did earlier on in his career when he was a journalist at The Times of India, and he led teams at the India Today group and at Star News.

Uday has been talking television, saying it has long legs within India with 90 million homes and almost 500 million individuals still watching it through pay TV platforms and free DTH from the public broadcaster. He’s determined to take JioStar’s TV channels deeper into India with stories that resonate with the audiences there. But there’s many a problem that plagues those in heartland India like power cuts and load shedding, that makes watching television continuously difficult on most occasions. Hence, even if he succeeds with the drama series and stories how will he ensure continuous power supply? Or will he rely on innovation from within the Reliance group and its partners to help out on this front?

Mukesh Ambani is quite in tune with prime minister Modi’s ambition to take Indian stories global just like south Korea and Turkey have been doing. Honest well-written Indian-made stories made with high production values, reflecting the modern India. And yes the content will have to be made relatable to those in foreign lands. Netflix and Prime Video have done that in a small way by pushing India-made TV shows on their streaming platforms. But they have barely scratched the surface.

It will be up to the likes of Mukesh Ambani and Uday Shankar – actually mostly up to Uday and his band of merry executives – to take Indian content where it has not gone before. Aggressive investments in developing original series and films need to be made either alone or as co-producers with international studios that have the know how and the distribution muscle. There’s Rs 11,500 crore that’s been pumped into the joint venture which needs to be deployed well. Some of that could be used to build the JioStar brand at markets like MipCom where the world’s biggest content creating studios congregate every year.

Within the country, Reliance Jio has distribution deltoids like no one else does. With 400 million plus subscribers consuming video – and hence data, either on mobile handsets or on connected TVs – it can only be win-win for the wireless and wired broadband telco. The more JioStar gets people to binge watch, the more the revenue that will come Jio’s way. Either as video on demand shows or as linear channels being streamed. They will contribute towards Jio’s top line as well as bottom line with data costs dropping – and dropping- and incentivising users to consume more.

We are not sure if this will benefit Uday and his troops as much as it will Jio. But, on the other side, getting preferential carriage and promotional rates will, and could reduce costs for JioStar and its large bouquet of channels and streaming services. Synergies there are a-plenty definitely, despite what we have been told. And what the regulators have been told too.

2025 will keep Uday busy. He is likely to emerge even stronger as the year goes by. Most regard him as one of the top media – no, top business – leaders in India; some say even globally (We, at indiantelevison.com tend to agree). And that’s no mean achievement for a media maverick who used to once travel on a two-wheeler to work every day as a journalist.

December 17, 2024
CNBC-TV18 business leader big bash kicks off 7 December 2025 in Mumbai

MUMBAI: Who are the corporate executives and individuals who helped shape the business landscape in India in 2024?

Many a media outlet has its own list that they felicitate and recognise with a nice little ceremony. English business news leader CNBC-TV18 is all set to present and celebrate its crop of leaders that its crack editorial teams and jury consider as shining stars through the CNBC-TV18 India Business Leader Awards (IBLA).

Presented by Standard Chartered Bank, the awards are returning for the twentieth edition on 7 December 2024 in Mumbai. The theme ‘Leadership in Action, means that executives who embody conviction, innovation, and purposeful disruption will be felicitated. The IBLA , needless to say, brings together such visionary leaders, honouring their resilience, foresight, and ability to inspire transformative impact.

The awards evening will be an exceptional gathering of influential figures from the business, economic, policy, and cultural spheres, such as minister of road transport & highways Nitin Gadkari, minister of commerce and industry Piyush Goyal; DLF chairman emeritus KP Singh; Serum Institute of India founder Cyrus Poonawalla ; Bharat Forge CMD Babasaheb N. Kalyani; Aditya Birla group chairman Kumar Mangalam Birla; Tube Investments of India (TII) executive vice-chairman and Cholamandalam (Chola) Investment & Finance chairman Vellayan Subbiah; ; Blinkit founder Albinder Dhindsa; Bajaj Auto managing director Rajiv Bajaj; SBI chairman Challa Sreenivasulu Setty; Standard Chartered Bank CEO, India & south Asia Zarin Daruwala,; Indian actor Rajkummar Rao; Kotak Mahindra Bank MD & CEO Ashok Vaswani; Federal Bank managing director & CEO KVS Manian; JSW Steel jt MD & CEO Jayant Acharya; Piramal group chairman Ajay Piramal and Akasa Air founder & CEO Vinay Dube.

CNBC-TV18 managing editor Shereen Bhan said, “IBLA is more than just an awards ceremony – it is a tribute to those who have not only envisioned change but have taken bold steps to turn it into reality. As we celebrate CNBC-TV18’s 25-year legacy in business news journalism, the twentieth edition of IBLA marks a significant milestone in our journey of honouring leadership that drives transformation. The theme ‘Leadership in Action,’ reflects our enduring commitment to celebrating individuals who inspire generations and shape the future of our economy.”

Network18 CEO – English & business news, Smriti Mehra added, “Over the past two decades, IBLA has established itself as the definitive platform for recognising the visionary leaders who have been instrumental in shaping India’s economic growth. We deeply value our longstanding partnership with Standard Chartered Bank. Their continued support has been crucial in elevating the scale and prestige of this iconic event year after year.”

Know more about the 20th edition of CNBC-TV18 India Business Leader Awards: https://www.cnbctv18.com/ibla

December 7, 2024
Passions and Pastimes: Bringing Characters to Life in Indian Entertainment

MUMBAI: Indian entertainment and media have undergone a huge transformation in the last few years, driven by increasing technological integration. Nowadays, it is all about bringing characters to life backed by compelling narratives, interactive user experiences, and higher engagement with media content. The same story holds true for digital gaming, which has truly broken barriers in recent years, taking up a major chunk of the new-age media and entertainment market in India. Let us take a closer look at some key patterns/trends in this context.

How Digital Gaming Transcends Casual Entertainment

Digital gaming has initially been propelled by an increasing shift of consumers towards more social fun and entertainment in interactive and immersive settings. This has powered the growth of gaming platforms like A23 and many others. Multiple factors have contributed to attracting people on the social and casual premise alone. Take card games like rummy for example. They offer a digital version of a classic game that’s easy to participate in and understand, while helping people play with like-minded fellow gamers and their loved ones. With chat and other engagement features, they can also be part of a community, trying their luck to win real money (or not) with these games. It offers a strong community and social element through interactivity that is hard to find elsewhere. This is behind the shift of a massive majority of younger consumers towards these platforms for better and more engaging experiences.

Yet, the scene has evolved for the better in recent times. If you take A23 rummy as an example again, you will now find more mature gaming ecosystems and communities that are powering the next generation of its growth. What’s at the heart of the same? Passionate mobile and digital gamers who love games that give them a chance for skill-building and opportunities to strategize. As a result, there has been a steady evolution from casual and social mobile games to more strategy-based experiences. New-age rummy involves continuous learning along with skill-building, as players keep formulating strategies to win. This has been a trend that has been seen in other spheres as well, including eSports which has witnessed the growth of skill-based gaming formats and communities passionate about the same.

What’s Working for Digital Gaming?

Digital gaming in these new-age forms is benefiting from these aspects:

●    Higher number of mature gamers who prefer applying skills and strategies and discussing tactics with fellow community members.
●    Formats that enable development of key skills including problem-solving, strategic and critical thinking, logical reasoning, and fast decision-making.
●    A massive boost to memory, retention, observation skills, adaptability, and flexibility since these skills come in handy for rummy and many other online games.
●    The chance to compete with like-minded gamers on platforms along with connecting with friends and community members for more excitement.

It can thus be said that Indian entertainment and media is witnessing a massive growth of digital gaming across categories. This trend should continue in the future, backed by strong communities of passionate gamers.

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November 21, 2024