Category: Year Enders

  • #Throwback2020: Scriptwriters on the new normal

    #Throwback2020: Scriptwriters on the new normal

    MUMBAI: The great irony about the year 2020 is that a year that will forever be defined by one of the worst pandemic known to humankind is also one that redefined entertainment and paved the way for many millions. It would not be wrong to say that 2020 was the writer’s year. Over the course of the last 12 months, streaming platforms served us gems like Scam 1992, Mirzapur, Paatal Lok and Panchayat, to name a few. The television industry is also experimenting with content. While film and TV producers are grappling with challenges in production, writers are swamped with creating content to meet the consumption demand.

    Production houses are in need of scripts more than ever – a kind of a blessing in disguise for writers, who are working furiously to wrap up pending episodes and current seasons. From the lows of lockdown to the highs of the post-Covid production boom, writers have one thing in common: they have had to adapt swiftly to a new normal.

    The lull of lockdown

    Screenwriters Association member Satyam Tripathi revealed that with the abrupt imposition of lockdown, work came to a grinding halt, and just like any other industry, writers were also affected. But personally for him, working in the confines of his home and coordinating through online platforms was a welcome change, as otherwise a lot of time is wasted in the physical meetings.

    Zoom also provides a workaround, albeit a rather clumsy one, to the key feature of the writers room – the whiteboard, where character arcs and plot lines are scribbled, erased and obsessively rearranged until final things get into place.

    “For a creative person, perhaps this was a time where a lot of introspection was happening in terms of the content we write, in the manner in which we approach our work. When you face a hard time it is then you realise how much you are really connected with the emotions you write about. In those times there was so much insecurity around us in terms of money, work, and life itself,” Tripathi mused. 

    Author, writer, documentary filmmaker Jaya Mishra, who has written for shows like Kehne Ko Humsafar, Cold Lassi aur Chicken Masala, spent her time dashing off scripts in the first few months of the lockdown. “There was pressure to deliver the scripts because nobody realised how much time it would take to get back to normalcy. People wanted to finish the writing processes of all the shows; basically that was the only work we were doing at that moment,” she shared. “But how does one write about normal life when life was not at all normal? The world was at a standstill. I couldn’t focus because all my shows are romantic comedies and there was no romance, I mean how do two people even meet anywhere without the fear of the virus?”

    She went on to add that shows which were almost ready to go on floors required last-minute changes. So, there was a lot of rewriting that happened during that time. 2020 eventually gave Mishra the chance to take a pause from hurtling between writing and delivering scripts. She devoted this free time to her other love – crocheting.

    At present, her in-tray is overflowing. She has started work on her second book, which has been a long time coming. Mishra’s first book was the fiction novel Kama~the story of Kama Sutra published by Om Books. She has her hands full writing for Alt Balaji’s Toxic, Married woman, United, and is also penning screenplay dialogues for an unnamed original series with One Life Productions.

    Director, lyricist, and Happy New Year writer Mayur Puri defined the first few months of lockdown as tough, with shoots cancelled and no dubbing taking place. Apart from this, Puri’s company which does a lot of translation projects for OTT platforms saw a period of lull.

    Said he: “Before the lockdown, my company produced 30 hours of content and the idea was to make it to 45 hours of content till 2021 but now it looks quite difficult to achieve. In fact, for the first three months, there was no work but from October onwards we have reached our monthly targets. I am hoping by the first quarter we will be back on track as far as bulk business is concerned.”

    On the bright side, more projects have started flowing in from June and July onwards. Puri now has three projects lined up for release this year, including Disney and Marvel Studios’ Black Widow, and Free Guy. All the movies were commissioned in 2020.

    Besides volume, the nature of work has also changed for writers. People who were earlier writing two movies are now working on four projects. The past year has also been a wake-up call for screenplay writers. “For instance, when it comes to OTT, there is more pitching and development before actual writing happens. So, writers are becoming more disciplined, they now understand that style of working. Since the writing activities have increased, hopefully it will harbinger better content for us.”

    Production blues

    The industry breathed a sigh of relief when the government allowed filming to resume, under strict guidelines. Of course, production while being Covid compliant comes with its own share of hassles.

    Writers are now being asked to rethink what could be feasible as there are restrictions in terms of shooting, budget, people and much more. They are asked to lean on fewer characters along with special effects and VFX to provide scale and make the show more relatable.

    To make the scripting process more convenient, multiple staff are splitting into mini-rooms, with senior-level producers doing Zoom sessions while lower-level personnel work offline on script changes or other details. Some showrunners are also scheduling one-on-one Zoom or Google Meet sessions with members of the staff in an effort to ensure that everyone is getting the support they need.

    Despite the occasional technical hiccups, like bad internet connections, sound and the transition to teleconferencing has been a source of comfort to many in this new quarantined world.

    Mirzapur writer and creator Puneet Krishna is currently basking in the success of his original series. But the behind the scenes story is not so sunny. Mirzapur was in the middle of post-production, so it was an ordeal for him to shoot while following Covid protocols. Due to this, the dubbing process became elongated.

    Tripathi, who is busy developing an OTT series with Reliance Big Synergy, did not have any programmes on air so he did not face any immediate challenges. He got an ongoing show – Zee TV’s Ishq Subhanallah – just when the lockdown was lifted. The only problem he encountered was when somebody on set tested Covid positive, forcing him to rewrite certain scenes.

    Regardless of directives, that vary from studio to studio, screenwriters say their anxiety lies largely in the uncertainty looming over them. 

    Puri asserted that it is important for a writer to have the freedom to take his pick of work. “What we look at is we get enough choice of projects and decide what is best suited for me and when the work stops you are not left with any choices,” he noted. “Not having a choice of subject was one big challenge. I am a small entrepreneur who runs a business of writing. For me, it was very difficult because payments stopped coming and I have a team of writers I need to pay. Thankfully, when work started my team picked up the pace and we started working harder and we accommodated Diwali bonuses also. I think the worst has passed and we are in a better position.”

    The silver lining

    The emergence of OTT platforms has been a gamechanger for writers. Puri said that thanks to these streaming services, writers are now getting recognised. In addition, with most theatres shit or running at 50 per cent capacity and no big budget movie releases happening, the race for box-office numbers is virtually non-existent. Now, it is completely a contest of skills, which is why Puri believes the overall quality of writing should go up.

    He quipped, “With OTT there are so many stories which can be now explored which are not conventionally box-office. The only criteria is to make the content right and think of the audience as an intelligent audience. The value of writers is going up, in terms of the value, payment, and respect for their work. I am hoping this continues even when the theatres are open.”

    Acknowledging that there has been a spike in OTT consumption, Krishna noted that people who were releasing films in cinema halls are now opting for OTT release –so it has become a level playing field. At the same time, he is hopeful that once things normalise, people would flock back to movie theatres.

    Forecast for the future

    Digital adoption in various walks of life surged by leaps and bounds in 2020 and writing is no exception. For a while now, more and more people have voiced that TV, movie and OTT scripts shouldn’t be made with paper, as paper scripts being tossed around a set might cause problems. So, writers suggested alternatives such as electronic scripts and electronic sign-in/out should be explored in the post-Covid world.

    But what about the big picture? Mishra was of the view that the entertainment industry is going very strong.

    “Fortunately, the market has been pretty good to writers. A lot of ideation went on, it has helped me to work on new shows. All this work came to me in the last five months. We are still in a better position compared to directors, actors and producers,” he said.

    Tripathi opined that the market is still picking up and will take time to settle. The entertainment industry was already facing issues after TRAI’s intervention, digitisation, and then the BARC incident happened. And while the OTT juggernaut is no blip on the radar, traditional linear TV still has a lot going for it. “The industry was kind of settling in when the pandemic knocked on our doors. I also believe that the OTT spike is just a rumour, it is more of an urban phenomenon. Because during the lockdown we have realised that reruns are doing much better than any form of content,” he added.

    A lot of negativity that has come to be associated with daily soaps will decrease, and audiences will react to it, claimed Tripathi. That is why a lot of older shows are working as they bring a sense of nostalgia and good times.

    Writers also echoed the view that smaller budgets and fewer crew on sets would force directors to tell more intimate and pertinent stories.

    These are exciting times to be a screenwriter, with the industry in transformative stage, new forms being explored and a burgeoning need for content among new and diverse consumers. The page is fresh and the quill is ready, now it remains to be seen what story they write.

  • #Throwback2020: Programming across OTT & television

    #Throwback2020: Programming across OTT & television

    MUMBAI/KOLKATA: Life coach and motivational speaker Tony Robbins once remarked that “we aren’t in an information age, we are in an entertainment age.” The past year has shown that Robbins' observation wasn’t far off the mark. As people were bombarded with information from all sides, most of it unpleasant (what with a global pandemic, wildfires, erupting city blocks and violent racial protests, just to name a few), and with cinemas shuttered and live sports cancelled, they retreated to the only safe space left – their television and mobile screens. In fact, 2020 was also remarkable for another fact; TV and OTT saw unprecedented rise in viewership and time spent on the platforms compared to preceding years.

    One of the biggest trends that we saw on OTT and television in 2020 was the re-emergence of the golden era of family viewing. A classic example of this was the reruns of Mahabharat and Ramayan on Doordarshan during the lockdown. IndiaToday touted Mahabharat as the “baap of all masala entertainers” and no wonder, everyone in the family – from grandparents to kids – tuned in to the decades-old show. And as streamers were – for a large part of the year –   were the only ones where fresh content was in supply, audiences signed up for the services in big numbers.

    Programming on television

    With people confined to their homes, TV took them to places where they could find some respite, whether in the form of a supernatural show, a murder mystery, Mills & boons romance thriller, an endearing fish-out-of-water comedy, or a very old daily soap. Some shows nailed tricky tones; others offered unforgettable concepts.

    The pandemic forced general entertainment channels to go for reruns initially as there was no fresh content production for nearly three months. DD emerged the frontrunner, as, besides Mahabharat and Ramayan, it brought many other iconic shows such as Dekh Bhai Dekh and Shriman Shrimati, thereby raking in massive viewership. Private broadcasters took the same route to entertain audiences. Programmes that had been relegated to sister FTA channels, such as Saath Nibhana Saathiya, Kumkum Bhagya and Ye Rishta Kya Kehlata Hai, made a comeback on the pay platform and attracted a lot of eyeballs.

    Daily soaps dominate

    A lot of shows focused on family bonding, women taking charge of the household, and the parent-child relationship. Most of these serials tend to have family drama as the core thread with a love story running through it.

    Naagin, Chotti Sardaarni, Barrister Babu and the recently launched Shubharambh delivered – and continue to –  the bounty for Colors. Zee TV’s Kundali Bhagya and Kumkum Bhagya (both produced by Ekta Kapoor’s Balaji Telefilms) and Guddan Tumse Na Ho Paayega garnered significant eyeballs. Sony TV’s Mere Dad Ki Dulhan, which recently went off air, was centered on the theme of a second chance at love for middle-aged parents.

    Audiences across markets opted for a slice of life and family dramas. The overall Hindi GEC (U+R) and the Hindi GEC (U) audiences preferred to watch recently launched shows like Anupama, Imlie, Ghum Hai Kisi ke Pyaar Mein on Star Plus, and Zee TV’s most popular long-running shows Kundali Bhagya and Kumkum Bhagya.

    Several experimental shows such as 9 Months Wali Love Story, Kaatelal & Sons also found takers, but there wasn’t much in the way of breakthrough content outside of Anupama. The latter is a regular family drama showcasing the taboo subject of extramarital affairs on Indian television.

    Ormax Media partner Keerat Grewal said, "I think the challenge with the category is that experiments with new story ideas are there, but we have not seen any paradigm shift, something that we saw with KBC and Balika Vadhu. Over the last few years non-fiction has had an uptake on HGECs due to the fiction cynicism that’s set in gradually as audiences have been seeing 'more of the same'. This year however non-fiction has struggled as well, with both KBC and Bigg Boss not being able to deliver. Bigg Boss is generally shows an upward trend after a few weeks, once contestant familiarity sets-in."

    With production budgets slashed across channels by almost 20-25%, extending this year's Bigg Boss season even with lower than expected ratings, could be a matter commercial feasibility for the channel, she said

    Star Plus also managed to get its regional shows successfully remade into Hindi with Anupama and Ghum Hai Kisi Ke Pyaar Mein. This urge to adapt and remake has been picked up by other channels as well.

    Non-fiction shows struggled to top the charts

    Kaun Banega Crorepati, Bigg Boss, and The Kapil Sharma Show were produced under strict Covid2019 precautions. The drastically smaller production teams innovated on the sets to adhere to protocol and ensure safety of the participants. For instance, there is a restaurant, a shopping mall, a theatre, and a spa inside the Bigg Boss house. In KBC 12, besides the crew, even those who accompany the contestants on the show have socially distanced seating. There was no live audience and the audience poll lifeline was replaced by video-a-friend. The Kapil Sharma Show introduced recorded audience applause, and cut-outs in the background to make the set look lively. The IPL also did the same.

    Unlike other years, Bigg Boss – while generating a lot of buzz – has had a relatively subdued season and has not picked up in ratings. The non-fiction show has always been known to pick up from the mid-season where it brings older participants to pump up nostalgia and drama. This year, Colors has decided to extend Bigg Boss 14 till February 2021, with the grand finale scheduled around Valentine's Day. Traditionally, non-fiction shows have always given fiction shows a run for their money.

    And while the IPL was a huge production and advertising success, buoying industry sentiment,  the same cannot be said for other marquee non-fiction properties, which compete with it.

     “I think the challenge is that they keep experimenting with new story ideas but we have not seen any paradigm shift, something that we saw with KBC,” noted Grewal.

    The year of OTT

    2020 was the year of OTT, as people sampled and adopted them in droves. Likewise, the investment in content has also increased manifold. As more people turned to premium online content, the platforms also experimented with the formats of their new shows.

    A new genre on the streaming horizon is musical. Amazon Prime Video’s Bandish Bandits gathered buzz with its music-themed plot depicting the clash between two different worlds of music. Although some viewers found the format cliched, the catchy tunes by composers Shankar-Ehsan-Loy made it extremely appealing. MX Player’s music reality show Times of Music was loved for its unique format – it's a crossover between reality and chat show. Bringing the best composers in the Indian film industry together on one stage, the series included recreations of many celebrated songs. Times of Music charmed Indian music lovers at a time when live musical events had come to a halt.

    Experimentation and innovation

    More than simply offering a library of content, OTT platforms in India are trying to establish a stronger connection with consumers through interactive content. The trend has not picked up for premium originals yet but broadcaster-led streaming platforms are experimenting with the format for their catch-up content. Zee5 launched Zee5 Super Family League where participants could  create their own family by selecting their favourite characters from the network’s popular primetime shows. Voot and SonyLIV also created avenues for immersive experience around tentpole content like Bigg Boss and KBC.

    2020 was a series of unusual, new experiments to face the challenges posed by the pandemic. OTTs led the field when it came to producing new shows while sitting at home. Voot devised an innovative content format with locked room murder mystery The Gone Game, shot in cast members' residences. Eros Now also premiered a show made in lockdown – A Viral Wedding. Amazon Prime Video unveiled CU Soon, a film shot entirely during quarantine.

    Sequels spell success

    For many people, the saving grace of 2020 was their favourite shows returning with new seasons. The hugely popular Mirzapur series generated tons of excitement. Among other much-awaited shows, MX Player’s Aashram, Disney+Hotstar’s Hostages, Amazon Prime Video’s Breathe: Into the Shadows wooed the audience with returning seasons. Other than Indian originals, viewers enjoyed new seasons of international series like Money Heist, Dark and The Mandalorian.

    The rise of K-love

    Indian audience’s watch list is no longer defined by local content or few American dramas anymore. All things ‘K’ (as in South Korean, not Ekta Kapoor’s defining alphabet) had a major breakthrough in India amid the pandemic. Netflix India witnessed a whopping 370 per cent growth in the viewership of Korean dramas, with The King: Eternal Monarch, Kingdom (S2), It’s Okay to Not Be Okay and Crash Landing on You dominating the trending list for weeks. MX Player also reported considerable growth of Korean drama in its international segment. Interestingly, the K-drama fad is not limited to millennials and gen Z anymore. Other than romances, older audiences also watched other complex genres like Korean historical dramas and thrillers.

    OTTs have moved on from male, metro, millennial demographic to an increasing number of female content consumers. As a result, platforms focused on women-centric content representing strong female characters. The shows ranged from comedy to thrillers, romance, and social drama. Pushpavali, Four More Shots Please, Arya, Bulbbul, Masaba Masaba, Churails, Code M were some programmes that appealed to and were loved by women viewers.

  • #Throwback2020: When d2c brands stormed the retail sector

    #Throwback2020: When d2c brands stormed the retail sector

    NEW DELHI/KOLKATA: The pandemic may have pushed the economy into a slowdown of unknown severity, but it also set the stage for the robust growth of direct-to-consumer (d2c) brands, which turned the crisis into an opportunity to further consolidate their presence in the digital market.

    d2c brands have been on the up and up in the last few years, along with horizontal and vertical e-commerce business. But as the pandemic hit logistics and supply chain and prompted more shoppers to go online, these new-age brands remained resilient. 

    While the changing customer preferences may have driven the growth of some d2c companies, their popularity has also been fuelled by a host of new online shoppers who turn to them for niche products, not available with conventional e-commerce players. Certain disruptive d2c brands identified these need gaps and set out to carve a space in one of the largest consumer markets.

    Start-up growth stories

    Men’s grooming start-up Beardo entered the market five years ago as a d2c brand focusing specifically on products for beards – a segment which barely existed back then. Later, it branched out into other categories for men’s grooming, including facial serum, shampoo and hair-oil and within a short span, the company earned a gross-revenue of Rs 104 crore. Earlier this year, FMCG giant Marico which had earlier acquired a 45 per cent stake in the company completed the acquisition by picking up the remaining 55 per cent and offering complete exit to its founders.

    Another homegrown brand, Bombay Shaving Company, which started its journey in 2015 catering to men’s grooming, also recorded an uptick in sales during the pandemic as demand for personal care products rose. The start-up closed FY20 with gross annualised revenues of Rs 40 crore and targets to be a Rs 100 crore business by the end of FY21.

    A recent report by Avendus Capital highlighted that India’s e-commerce has been driven by its 639 million internet population, and the sector has added 80 million online shoppers in the last three years alone to touch 130 million at present. The report further stated that d2c brands may be looking at a $100 billion addressable consumer opportunity in the country by 2025. Experts believe it would be easier for d2c brands to attract new shoppers as they have greater emotional connect with consumers and a consolidated brand identity. 

    boAt found its footing in a similar manner, when it created a buzz in a market dominated by Sony and Bose four years ago. In 2020, BoAt became the first Indian company to reach the top five in the global wearables market. When on one hand major brands cut down their advertising spends in 2020, BoAt invested heavily in social media to engage with its customers. It registered Rs 500 crore gross revenue in FY20, with a 20 per cent surge in demand for its products in the early part of the pandemic as people moved from offices to the four walls of their homes. The brand occupied 2.6 per cent of the global wearable shipment in the September quarter, sharing the fifth position with Google's owned Fitbit, according to International Data Corporation (IDC)’s latest report. 

    Most of these brands scripted their success stories by establishing a consolidated presence on social media and adapting to the changing preferences of consumers. A primarily digitally-driven band, WOW Skin Science built its market of nature-based sustainable skin products while riding on the success of e-commerce in India, enabling it to reach out to customers in smaller cities and towns. But in the long run, it relied heavily on influencers on social media and customer reviews on its website to drive growth. The brand encountered a few stumbling blocks initially but now sits pretty at a valuation of $50 million (Rs 350 crore).

    Indian cosmetic brand Sugar Cosmetics has grown by 60 per cent from its pre-lockdown numbers, chiefly by capitalising on social media to boost its followers to 240 million monthly odd impressions. The financial year 2020 was already a favourable one for the company and it achieved Rs 200 crores worth of sales over 3,00,000 orders. Now, it has taken an ambitious aim to touch Rs 500 crore net revenue in next five-six years.

    Mamaearth, is another digital-first wonder which created a market for itself with a brand vision to create safe products for kids. Soon, it expanded in the personal care segment and became Asia’s first MadeSafe certified brand for its toxin-free product range.

    The sleeptech start-up Wakelift too accelerated its growth amid the pandemic and forayed into home furniture. At a time when people were hesitant to move out due to the coronavirus pandemic, but wanted comfortable work from home furniture, the company stepped in to address their needs. The furniture market in India has largely been unorganised and the Bengaluru based start-up made use of the opportunity. One of the most discussed consumer brands in India, Wakelift reported Rs 200 crore in revenue in FY20.

    2020 sets the stage for a miraculous growth

    Reports indicate that nearly 600 d2c brands have already germinated in India. With consumers preferring direct relations with brands, especially due to lack of access to physical stores in lockdown, those brands have seen considerable growth this year. According to Unicommerce’s e-commerce trends report, brand websites witnessed 88 per cent growth in order volume as compared to 32 per cent growth in e-commerce marketplaces during the lockdown.

    Even after the stringent lockdown was lifted in June, brands with their own websites have grown at a higher rate compared to brands dependent on marketplaces. It is undeniable that life has slowly begun to return to normal, leading to an increase in physical store footfalls. But with a number of consumers keen to avoid social gatherings due to safety concerns, the brands with online presence will only keep growing. In addition to that, the crisis has strengthened the entire ecosystem including logistics and warehousing.

    The year also saw the d2c sector moving beyond beauty, personal care, fashion, lifestyle and tapping into newer categories. Many global legacy brands have pulled out their products from traditional e-commerce brands to build distinct d2c presence. The trend is slowly catching up in India too. Electronic brands such as OnePlus, Apple, Xiaomi, and Samsung are building their own online presence along with marketplace partnerships. Many top-notch FMCGs are also expected to increase their online presence in coming years and acquire smaller digital-first start-ups. There has been a 65 per cent increase in brands developing their own website in India in the past one year.

    Investors turn attention to new-age brands:

    Spotting the potential in the sector, venture capitalists have invested in the sector over the last few months. MamaEarth has raised Rs 130 crore in a round led by Sequoia Capital India. Another digital-first wellness brand, The Moms Co pocketed $8 million as part of its Series B funding, led by existing investors DSG Partners and Saama Capital. It aims to expand its global footprint by launching the brand internationally. Another new-age customer brand, Hopscotch has raised $25 million from Facebook co-founder Eduardo Saverin's investment arm EE Capital, Lionrock Capital, Rise Capital, RPG Ventures and IIFL Seed Ventures Fund. Last month, Belgian investment firm Verlinvest led a Rs 185 crore Series B funding round in Wakelift, with existing investor Sequoia Capital India also participating. The company aims to deploy the capital to accelerate its strategic expansion to newer markets, foster product innovation, and leverage technology to deepen its consumer-first approach.

    What the future bodes for the d2c sector

    2020 has been an inflection point for digital technology. As more people logged online to purchase products, it also helped get over the concerns regarding online payments. According to a recent report by Avendus Capital, online spending in India is expected to grow at a compound annual growth rate of more than 35 per cent, from $39 billion today to $200 billion over the next five years. Brands are increasing their marketing spends too. A study by Invespcro says 78 per cent of d2c brands have increased their marketing budget lately, compared to only 60 per cent of traditional retailers. Along with a stronger marketing plan, more data generated by shoppers and consumer behaviour can help these brands to create a better customised experience.

    d2c brands have set a new standard for quality, timeliness, and accessibility of customer service. Consumers no longer have to choose between convenience and luxury, higher quality and lower prices, since d2c brands offer the best of both worlds. Over the course of 2020, these companies have been able to turn a nadir to their advantage and amassed share and cultural relevance. It will be interesting to see how d2c brands maintain this consumer centricity while continuing to grow and build sustainable businesses in the time to come.

  • #Throwback2020: Heavyweights in the M&E industry

    #Throwback2020: Heavyweights in the M&E industry

    NEW DELHI: In the book of life, people couldn’t wait to turn the page on 2020, but at long last, we have arrived in 2021. There is a lot of energy and zeal in the media and entertainment industry to make a fresh start and rebuild everything back to its pre-Covid2019 glory. No doubt, 2020 was tough, but it has taught us several lessons – like not taking things for granted and being ready to adapt to changes.

    Despite all the odds and challenges, content creators, production houses, service providers and broadcasters kept the ball rolling for consumers as the entertainment did not stop. It was available to the audiences in one format or the other. These professionals worked to create relentlessly fresh and differentiated content, organised live sporting events, and kept viewers engaged.

    Earlier this week, we read about some of the leading M&E professionals and how they steered the industry for better in 2020. Here is the second part of the series:-  

    Rajesh Iyer, Viacom18

    Viacom18 roped in Rajesh Iyer to handle its regional GEC portfolio which includes Colors Odia, Colors Gujarati, Colors Tamil, and Colors Bangla. As the network stepped into 2021, it launched two new shows in Tamil. Iyer is an old hand at Viacom18 and was part of the launch of Colors in 2008. A veteran in the industry who understands content, market, consumer and revenue, Iyer has been brought in to handle the challenges of the genre and grow the business. He is known for his leadership at Network18 and ZeeL, where he spearheaded new initiatives and launched &TV. The latter was successful in creating a niche for itself in the market within the first three years of its debut.

    Rajiv Bakshi, Reliance Big Synergy

    In the last 12 months, Reliance Big Synergy CEO Rajiv Bakshi has completely turned the course of the production house. It is no longer just a powerhouse for non-fiction but a creator of all forms of content – be it fiction, web series, direct to digital films, biographies, mythology and more – across multiple languages such as Bangla, Telugu, Punjabi, Bhojpuri, and Hindi. The man has high ambitions for the production house and aims to have a strong fiction split in its content production. Bakshi is a veteran in the M&E industry who has seen the business from the lens of a marketer, broadcaster, and creator. He has worked across TV, internet, media, telecom, and consumer durable industries in his career.

    Avinash Pandey, ABP Network

    In less than two years of donning the mantle of chief executive officer at ABP Network, Avinash Pandey took it on himself to refresh its entire functionalities, building on unique capabilities and starting a fresh chapter in its history. He rebranded ABP’s identity from a premium news network to an all-encompassing content powerhouse. The network stepped into the world of content creation, production, brand solutions, etc, investing in cutting-edge technology to facilitate best-in-class solutions for the clients. Its news channels were also given a fresh look and mission of being limitless in their coverage. Pandey has talked about his intentions to shift network services from FTA to pay.  

    Apart from these massive overhauls in the core identity of the network, Pandey also rose as a strong voice who not just demanded rights for the broadcasters but also called out the shortcomings of the news industry. He openly dissed the culture of chasing TRPs by news channels, called out the ‘outdated measurement system’ that is promoting dramatic news reporting, and batted for deregulation of broadcasting content. 

    It was under his leadership that ABP Network sailed through the unique challenges posed by the Covid2019 crisis. In fact, ABP was amongst the very few news networks that did not have to resort to pay cuts or lay-offs. 

    Nina Elavia Jaipuria, Viacom18

    An old hand at Viacom18, Jaipuria has churned out content that drew in and engaged audiences across demographics, whether it was in Hindi GEC, Hindi motion pictures, or kids genre. On the kid’s front, she spearheaded the launch of two new IPs – Bhoot Bandhus and Ting Tong on Sonic and Nickelodeon respectively in 2020. She steered her portfolio through the pandemic when adex dipped.

    On the Hindi mass entertainment side, the organisation tapped into its libraries during the lockdown, bringing back shows like Mahakali, Shani Dev, Jai Shri Krishna, Om Namah Shivaya and Mahabharat that evoked nostalgia among viewers. News shows like Pinjara Khubsurti Ka, Molkki and Namak Issk Ka were also planned during this time.

    Jaipuria is an industry stalwart with over three decades of experience. She steered the network’s growth from a lone kids channel to a cluster of channels.

    Aditya Pittie, IN10

    Anand Mahindra-and Aditya Pittie-promoted IN10 Media has a bouquet of varied media offerings such as television (Epic TV), OTT platforms (Epic On and Docubay), and production house (Juggernaut. IN10 Media Network also launched kids' channel Gubbare on Children's Day. After the success of its linear broadcast channels in their respective genres – Epic TV and ShowBox – the network ventured into the regional cinema market with Filamchi, a 24/7 linear broadcast channel for Bhojpuri cinema fans across the country.

    Meanwhile, Juggernaut Productions worked on Avrodh: The Siege Within that was acclaimed by audiences and critics alike. Pittie has kept the pricing of EpicOn and Docubay far higher than any horizontal or generic OTT. He has positioned the channels as a vertical player with a very specific offering.

    Vynsley Fernandes, NXTDigital

    An old face in the cable distribution industry, Fernandes was recently elevated as media group CEO of Hinduja group’s NXTDigital. Before his current role, he turned the struggling NXTDigital businesses to profitability within two years of taking on the position of CEO at IndusInd Media and Communications Ltd (IMCL). Now, he will not only run digital TV and HITS business but also broadband and content business.

    Fernandes is leading innovation at NXTDigital as the company looks at establishing itself as a digital service provider. While the video segment of the company has around 5.38 million subscribers currently, its broadband segment has achieved yet another milestone under his leadership by crossing half-a-million home broadband consumers. Identifying the need for bundled services, he is highly focused on synergising cable TV or HITS service with broadband that would drive the growth of all services concurrently.

    The ministry of information and broadcasting (MIB) recently amended HITS guidelines by allowing HITS operators to share infrastructure with MSOs. Hence, Fernandes has identified this as a big area of growth for NXTDigital, the only HITS service provider in the country. As infrastructure sharing can reduce the cost of connectivity significantly, he is looking at leveraging this opportunity in the B2B model.

    It was under his leadership that NXTDigital managed to continue its operations smoothly during the Covid2019 crisis under a well-structured contingency plan. It’s one of the few MSOs to have a proper digital payment method for business partners. Fernandes has advocated embracing digital payments, rolling out broadband, hybrid boxes to sustain in the long-term.

    Karan Bedi, MX Player

    Karan Bedi is heading one of the most successful OTT platforms in India. Within two years of MX Player’s launch, the service has diversified into gaming, short-video, and music segment along with its core OTT offerings. The platform, which currently has over 200 million monthly active users, emerged as the fastest growing OTT entertainment platform during the lockdown, Comscore data indicated.

    While it was already recognised as the top entertainment app in India in 2019 by a FICCI report, MX Player has seen tremendous growth during 2020. With a 5X increase in engagement during lockdown, it has also attracted 150 new brands. The platform has focused on tier-2, tier-3 markets from the beginning, which has helped it to grow more post-Covid2019.

    MX Player has replicated its OTT success in the short video format too under Bedi’s leadership. It introduced MX TakaTak within a week of the TikTok ban. Already, it boasts 70 million monthly active users and 10 million unique content creators. To solidify its position in the growing ecosystem, the platform is increasing its content library, innovating its offerings and on-boarding well-known influencers.

    Siddharth Kumar Tewary,  Swastik Productions  

    When you have ambition like Siddharth Kumar Tewary, you let nothing come in your way. So his decision to set up shooting floors in Umergaon in Gujarat were very futuristic. He was one of the first producers to begin filming after the government drew up SOPs for shoots to begin again, following the lifting of strict lockdown Covid2019 rules. That was thanks to the fact that he owned his own sets in Umergaon, with residences which could even house crew and cast, thus putting them in a safe bio bubble.

    2020 was the year, when he  broke out, getting commissioned to produce Bahubali for Netflix and a show for Hotstar, even as he continued to produce for television. Swastik Productions also launched two new series Devi Adi Parashakti for Dangal and Deva Shree Ganesha airing on Star Pravah. He recently partnered with Sony Pictures Networks India for exclusive rights to license and distribute its content catalogue in CEE/CIS countries as well as China and Japan.

    Hiren Gada, Shemaroo

    When the Maroo family – the promoter of content aggregation and distribution company Shemaroo – pole vaulted Hiren Gada as CEO in 2018, he was a little known entity. A shy reserved executive, he preferred to play a role behind the scenes, helping grow its international syndication business and keeping a sharp eye on finances. Two years into his job, he has transformed the organisation along with his sister Kranti Gada who is the COO,

    Hiren first focused on bringing in outside industry professionals into Shemaroo, thus fostering its evolution from being family owned and run to a professional one. In 2020, he took some gutsy punts, launching a free to air general entertainment channel Shemaroo TV in order to help draw in advertising money and help grow the company. He had taken even sharp risks just as 2019 was ending, by flagging off an OTT platform called ShemarooMe and MarathiBana –a Marathi language free to air channel, a little before that. He also announced his intention to help small budget films get launched on an OTT with ShemarooMe Box Office which will serve as T-VoD window for the company.

    Despite expanding Shemaroo’s portfolio of offerings, he has ensured that his content deals with other platforms are kept in place.

    Today, Shemaroo’s products cover two channels, an OTT service ShemarooMe and a T-VoD  service, making it a player which more than counts in the TV industry.

    Kalli Purie, India Today Group

    The vice chairperson of the India Today Group is one of the most powerful women in the India’s media and entertainment industry. Purie is part of several industry bodies such as Barc and NBA and has been relentlessly working towards shaping the industry for better. In 2020, she restructured the top management of ITG to ensure that the group sails through these times with minimal impact. Purie also brought back ITG’s star anchor and editor Prabhu Chawla to host the much popular show Seedhi Baat.    

    (Please note that the placement of the M&E leaders in the story is not in pecking order) 

  • #Throwback2020: Cable operators start adapting to stay relevant

    #Throwback2020: Cable operators start adapting to stay relevant

    KOLKATA: Charles Darwin coined the phrase ‘survival of the fittest’ while studying the phenomenon of natural selection in the evolution of life. This concept applies to the inanimate world, too – as exhibited by the Indian cable industry. With changing consumption patterns, advancements in technologies, there are few consistently profit-making cable TV service providers left in the market.

    Then came Covid2019, affecting the supply chain and normal operations. More people turned to online platforms for entertainment, further imperiling the industry. In order to survive, it became vital to adapt – and many large and mid-level cable operators did just that, by innovating business models for sustainability.

    As the countrywide lockdown was implemented, cable TV operators encountered multiple roadblocks. For instance, a part of the workforce in big cities, and students who went back to their hometowns or native villages did not renew their subscriptions. The closure of commercial establishments like hotels and offices also impacted the subscriber base along with financial stress among lower income groups. Due to lack of fresh content on major entertainment channels, live sports content, a number of subscribers downgraded their subscription packs. All of these factors caused a difficult first half of FY21 for consumers.

    The sales of new set top boxes dropped for 75 per cent of cable TV operators during Covid2019, while nearly 84 per cent operators reported a drop in collection, a survey study by INTIN said. And it’s not just for a brief period – 77 per cent multiple system operators (MSOs) expected a decline in revenue in FY21 and some of them even estimated the drop to be greater than 25 per cent.

    Along with subscriber loss, local cable operators faced the issue of payment collection due to restrictions during the stringent lockdown. While it initially led to a drop in revenue, it compelled most MSOs as well as LCOs to adopt digital payment practices. Major MSOs like GTPL Hathway, Siti Networks, IMCL acknowledged that more consumers and local cable operators embraced digital payment options post-Covid2019. However, some of the LCOs who are working on ground also cautioned that the number of consumers paying digitally is still not substantial, albeit the noticeable improvement during lockdown.

    The pandemic has further solidified the need to adopt hybrid boxes among MSOs. Hathway Digital, Den Networks, Siti Networks, IMCL, GTPL Hathway have already launched or are working on rolling out hybrid boxes. Although the roll out has been delayed due to the Covid crisis for some companies, they have set the target of finishing the task within this fiscal itself.

    In addition to providing OTT platforms like Netflix, Amazon, Hotstar on their boxes, foraying into the OTT space could be a big gamechanger for the industry, Intin recommended. Large MSOs often have upwards of 80 local cable channels, which can be readily primed to their own OTT platforms. Currently, only 24 per cent of cable TV players have their own OTT platforms offering pure-play cable content.

    Moreover, the operators who will be able to skinny bundles with an internet connection will thrive in this changing ecosystem. As more people worked from home, attended e-classes, consumed more online content, the demand for high-speed wired broadband has gone up rapidly. The wired broadband sector has continued to grow throughout the year, standing at 21.51 million subscribers as of October. The cable operators have gained from this growth substantially, as all listed MSOs have reported an increase in broadband subscribers.

    But while it is easier for larger players to invest in new technologies, it could be a challenge for the minnows to survive. According to a report from Omid, the number of local cable operators has gone down by 30 per cent between 2015 and 2020. Number of local cable operators is predicted to fall to around 20,000 by 2025, down from about 40,000 in 2019. It also mentioned that consolidation between larger pay TV players like Airtel TV, Dish and TataSky is also possible following the merger of Dish TV with D2H and the acquisition of cable operators Hathway and DEN by Reliance Jio.

    Like other sectors in the media and entertainment industry, cable operators also witnessed some significant changes in regulations. As part of the government’s move to decriminalise smaller offences, the ministry of information and broadcasting (MIB) proposed to remove jail terms for violating Cable TV Networks Regulation Act. Punishments for offences committed under the act would be limited to seizing the equipment of the operator, cancellation of the license, a ban of up to 30 days on the broadcasting of the channel, forcible running of apology scrolls and so on.

    The operators started off 2020 with the amended new tariff order (NTO 2.0) wherein they had to adjust network capacity fee and multi-TV connection charge. In the middle of the Covid crisis, TRAI recommended that all STBs provided to customers must support interoperability and urged the MIB to make it mandatory by introducing the requisite provisions. The viability of the move was questioned and stakeholders warned that it would be a very high-cost operation.

    On the bright side, MIB permitted infrastructure sharing between HITS operators and MSOs, meeting the long-pending demand of the TV distribution sector. The amended guidelines also allow sharing of transport stream transmitted by HITS platforms, between HITS operators and MSOs. As many MSOs across the country are facing a cash crunch, the infrastructure sharing could help them reduce operating expenses.

  • Guest column: What not to do – A revelation in the times of Covid2019

    Guest column: What not to do – A revelation in the times of Covid2019

    MUMBAI: As we now stand in 2021, I remember a strategy quote by Sissy Gavrilaki which reads, “Failure is nothing more than a chance to revise your strategy.” When the bullet of Covid2019 pierced through our uneventful and routine lives, we didn’t know what hit us. There was pandemonium, anxiety, struggle, outbursts all around us – in every household of every city belonging to every country. All we saw, heard, spoke of was Covid2019 which had become the centre of all our lives and livelihoods.

    Uncertainty became a constant in our lives. As we realised that the path ahead would be undefined, all we could now do was reflect, reassess, redetermine, revalue, re-strategise, realign and run forward with a redefined strategy for our respective businesses.

    Strategy, to think of it, is a word with a simple meaning – a detailed plan for achieving a goal. But execution of a plan has its layer of complexity coupled with strategic vision. As we faced the pandemic, the first question which arose in front of our eyes was, ‘What happens to the business strategy which affects the outcome of goals, that in turn impacts revenue, which ultimately defines the future of our respective businesses’?

    This simple yet alarming question was to be addressed and thus began the path to re-strategise in the Covid2019-dominated world. Each sector carved out its own innovative ways to re-strategise its business plans. Somewhere the strategy was to pause, somewhere it was to slow down, at some places it was to dismantle and while at others, to move forward. Each of these strategic steps redefined the business model, which redefined each human being’s life cycle which now consisted of new patterns, behaviours, lifestyles, cultures and most important habits.

    As a start-up media network fuelled by the fire of ambition, we decided to stand together with the vision ‘united we stand, divided we fall’ to combat the avalanche of issues created due to Covid2019. Reassessing plans to ensure we achieve our goals in an uncompromised fashion became the need of every second and every hour at IN10. Grit, hard work, focus, teamwork became the artillery in our mission to stay on the targeted track of our business goals.

    The pandemic taught me a very simple lesson – ‘What not to do.’ Yes, since the time we make a dramatic entry into this vast universe as human beings, we are taught ‘what to do’ at each level of our life. But as we grow out of the cocoon and take our steps on the road to adulthood, no one tells us, ‘What not to do.’ Now, as one of the most gruelling years of the decade comes to an end, I sit back and reflect on what I learnt ‘not to do!’

    (The author is VP – corporate strategy and development network, In10 Media. Indiantelevision.com may not subscribe to her views.)

  • 2020: An eventful year for DTH

    2020: An eventful year for DTH

    KOLKATA: Over the past year all the direct-to-home (DTH) operators in India have embraced the change in the ecosystem. The industry has started reinventing its offerings in a big way to combat the threat posed by OTT players. Throughout 2020, leading DTH operators struck partnerships with OTTs big and small, expanded value-added service portfolio, rolled out several offers to keep consumers hooked.

    The sector currently has 70.58 million subscribers as of 30 June 2020, according to the latest data shared by the Telecom Regulatory Authority of India (TRAI). While the industry lost two million subscribers in 2019, it has added around six lakh subscribers in the first half of the year. In addition to that, a Crisil report has projected four-six per cent revenue growth for FY21 reaching Rs 22,000 crore.

    After the first quarter, the progress of the industry has been murkier. Although traditional TV consumption surged due to Covid2019, with some benefit for distribution platforms, lack of fresh content, migration post-lockdown, closure of commercial establishments led to churn later. Many consumers also degraded their subscription packages due to the absence of new episodes of daily soaps and live sports.  

    “DTH subscribers surged initially in lockdown but over time consumers started optimising channel subscriptions due to limited fresh content. Subscribers expected to increase by six to seven per cent as fresh content has returned to TV and cable TV subscribers move to DTH,” a CII-BCG report said. According to industry estimates, the operators’ consumer acquisition started coming back to normal since late July.

    Expanding content portfolio to retain, acquire subscribers:

    As a response to the unprecedented crisis, the DTH companies not only took steps like incentive bundles, new free platform services, but kept innovating. Hybrid set top boxes turned out to the buzzword for DTH sector this year as all the players have upped their efforts in this segment. Then the pandemic gave a pronounced nudge to the demand for hybrid boxes. Market leader Tata Sky aggressively promoted its new box Tata Sky Binge+ throughout the year. The company has even brought down the price to Rs 2,999 from Rs 5,999 – at a time when fixed broadband and smart TV segment are seeing rapid growth in India.

    Its rival Airtel has also been pushing cross-platform content strategy since the launch of Airtel Xstream in late 2019. The surge in video consumption has boosted its uptake massively, leading to 50 per cent viewership increase in the early part of lockdown. On the other hand, Dish TV is going big not only on Android box connected devices Dish SMRT Hub and d2h Stream, but also its OTT platform Watcho for Dish TV and d2h users. Watcho crossed five million subscribers during the lockdown. However, the player causing major disruption is Reliance’s Jio TV+ for JioFiber set-top box users. Along with aggregating content from 12 leading OTT players, it offers a single sign-in support.

    Hybrid set-top boxes were introduced a few years ago but did not get much traction. With consumption going up both on linear TV and OTT, the demand for these devices has been on the upswing. But the demand is till now limited to the top 15 cities, the top tier of the market.

    In 2020, DTH operators focused on further bolstering their value added services. One of the major areas has been educational content, perhaps in reaction to classes being conducted online in India. Apart from that, fitness services and cinematic experiences were also expanded by these players, especially Dish TV and Tata Sky.

    Manufacturing moves to India:

    To streamline set top box manufacturing and delivery, DTH players have decided to shift a significant portion to the country. Tata Sky partnered with Technicolor to develop STBs for the Indian market that will be manufactured and distributed locally. Dish TV, too, intends to shift its production to India by the first quarter of 2021. Additionally, it plans to start manufacturing major components of the STB as well as its accessories in India. Both players claimed that it would push the government’s Make in India vision. For long, local STB manufacturers have complained that Chinese companies have taken away their business. The move has shone a ray of optimism for them.

    Regulations impacting the sector:

    As the industry woke up to the amended new tariff order (NTO 2.0) at the beginning of 2020, the DTH players had to adjust network capacity fee, multi-TV connection charges. During the Covid2019 crisis, TRAI recommended that all DTH and cable STBs provided to customers must support interoperability and urged the ministry of information and broadcasting (MIB) to make it mandatory by introducing the requisite provisions. In response to TRAI’s consultation paper, industry leaders such as TataSky, Dish and Reliance Jio opposed it. The viability of the move was questioned and stakeholders warned that it would be a very high-cost operation.

    The cloud over license fee lifts:

    But the year has ended on a positive note, with the MIB issuing a much-awaited clarification on the matter of licence fee. DTH license will be issued for 20 years and license fee will be collected quarterly. Further, the period of license may be renewed by 10 years at a time. The annual fee has been revised from 10 per cent of GR to eight per cent of AGR. Sharing of infrastructure between DTH operators and 100 per cent FDI have also been approved by the cabinet, among other amendments. 

    The industry believes clarity over license fee will bring certainty in terms of planning and investment. In a very recent communication, the MIB has stated that the existing licensees are required to clear pending dues before applying afresh for a license to provide DTH services,.

    DD Free Dish’s revival:

    Prasar Barati-run free-to-air DTH platform DD Free Dish also had its moments this past year. All the four major broadcasters that had pulled out of DD Free Dish in 2019 after the new tariff order was implemented returned to the platform in 2020. Star Utsav, Sony Pal, Zee Anmol, Colors Rishtey and Zee Anmol Cinema had successfully bid on the 45th e-auction for placement. Many new channels have come on board, including three movie channels in the recent auction.

  • #Throwback2020: How the pandemic reshaped agency culture

    #Throwback2020: How the pandemic reshaped agency culture

    NEW DELHI: There were a lot many seemingly impossible things that 2020 managed to turn into reality. One such thing was advertising and marketing agencies locking their gates and their employees working remotely for a good chunk of the year. For a business that thrives on human contact and face-to-face interactions, where beer pe charcha has been a trend for the longest time, and where teamwork defines the core strength of the company, it seemed like a herculean task to undertake. However, the year made everyone used to it. In fact, for the industry, it has paved the way for a more relaxed, geo-agnostic, hybrid working model, which will possibly be its future. And not just the technology, but the human connections that have developed this year will help sustain this model. 

    Relationships across the screen 

    The first task for the agencies in the lockdown was to create a system for its teams while working from home to ensure that the output does not drops and their commitment to the clients continues in the same way as before. This was a humungous task as none was prepared for it. They adapted the new techniques of sharing the status of work, deliberating ideas, seeking feedback, team meetings and briefing sessions. Agency folks across the hierarchies took time to adapt but they did and the work went back at the same pace. 

    Earlier in the year, Indiantelevision.com had also reported that the Covid2019 crisis made agencies and clients bond well than ever before. 

    Publicis Worldwide MD Srija Chatterjee had this to say about improved client-agency relationships during one of our virtual roundtables: “We have started understanding each other more. There is much more transparency now. As an agency, we know what the issues are that they face with cash flows and we are trying our best to help them out.”

    Also, Kinnect CEO Rohan Rohan Mehta and COO Chandni Shah in a live virtual chat corroborated that clients, in fact, became very comfortable with presentations and pitches over video calls. And it might be a trend that will continue to stay in the industry for a good long while, though they personally would prefer it to be otherwise. 

    Be it crunching numbers or deliberating on that one great creative idea, all the teams adopted the new normal and started bonding on the screens. They collaborated more and engaged with each other beyond work making work-from-home feel like not a very tough task. 

    Wavemaker South Asia CEO Ajay Gupte told us in a previous interaction, “On the team-level, we have gotten much more closer and understanding of each other. Earlier, our teams in various states could manage to meet once or twice a year, but now we are having at least two meetings every week.” 

    During the lockdown, the agency execs took up participated in team games and sessions like learning cooking, singing. They celebrated festivals online, shared new learnings and developments to create a light atmosphere.

    Embracing a hybrid model

    Advertising is a people's business and at the end of the day, one needs to have boots on the ground to ensure the execution of the ideas at the last mile. This includes production, post-production, art-work, shoots and several other things.  

    While the lockdown restrictions eased, it was not possible for everyone to immediately go back to the office. Havas Media Group MD India Mohit Joshi mentioned in a tete-a-tete with Indiantelevesion.com founder, CEO and editor-in-chief Anil Wanvari a few months back, “Yes, the offices are open but we are not forcing anyone to join. Additionally, we have done extensive joining assessments for the people on grounds like who all are living alone versus who all are living with old parents or young children, who have morbidities associated, etc. So, only those people are being called to the office for whom it is absolutely safe. We are not allowing anyone who travels via public transport to come to the office.” 

    Wunderman Thompson South Asia group CEO and chairman Tarun Rai, while speaking at a Bangalore Advertising Club webinar, insisted that it is high time that agencies embrace the hybrid working model. 

    “I have been passionate about the fact that people should be allowed flexibility at workplaces. We need to be more output-focussed and not input. We can work remotely and deliver the same results,” he said. Rai added that this will help in vapourising the gender bias at the workplace. 

    But more than everything, it will allow agencies to rope in skilled people with hyper-local and targeted capabilities to deliver better solutions to clients. Several industry leaders pointed out that having great talent on-board will not be a function of geography anymore. 

    Several big agencies have reopened the offices. Leadership teams are meeting once or twice every week. Mid-level execs are allowed to come office but are needed to inform in advance. Its HR teams are ensuring that the office does not have over 30 per cent staff at once.  

    What the future looks like

    The industry is positive that hybrid is the way ahead. Freshly appointed PHD India CEO Monaz Todywalla said, “In terms of working models, hybrid working is going to stay. Agencies will collaborate with skilled professionals more. There is also going to be a big focus on in-house skill development.”

    Case in point being most of the young agencies that launched this year – like Syed Amjad Ali’s Catalysts, Saurabh Varma’s WondrLab – are going to be geo-agnostic enterprises. Although nearly all agencies are regularly working with freelance professionals across different geographies to execute projects but this trend will further grow.

    In Rai’s view, traditional agencies also will be moving towards a more free working environment where going to the office would not necessarily mean sitting in a cubicle. It could also mean meeting for a coffee or sitting at a co-working space.

    However, he added that for this to turn into a reality, legacy agencies will have to do a rejig of their entire culture, HR policies, and appraisal systems. He argued that to make all of this function in the real world, people will have to give up the control they are used to exercising on their teams and will have to turn more trusting towards people.

    “In addition to that, we also need to work on our HR policies and appraisal schemes. To this date, we have to punch in our office timings as the system remains input-based. Even with consultants, we are used to asking how many days they will be coming to the office. All this needs to change,” he remarked. 

    For Mehta and Shah, this pandemic has paved the way to a flourishing gig economy in India. Mehta noted that more agencies will be open to outsourcing specialised skills to freelancers and consultants. However, there is a long way to go for standardising the prices and work culture for those who are not on company payrolls.

    He added, “LinkedIn has been a part of the media mix for most advertisers for the past three years now and it has constantly been bringing in new formats to advertise also. The place where LinkedIn lacks a little bit is its expensive pricing. Also, the number of people on the platform is quite limited and you can’t reach a wide audience. I have been waiting for LinkedIn to become more India-centric and viable in terms of pricing. As soon as that happens, a ton of advertisers will flock the place and will be using it way more aggressively.”

  • Guest column: Brands have to re-strategise for impactful engagement with consumers

    Guest column: Brands have to re-strategise for impactful engagement with consumers

    MUMBAI: 2020 has been a year of hard lessons that will leave an impact across industries and societies for decades to come. The year of the pandemic made us change the way we conduct business, and rethink our strategies, compelling us to adapt to the changing realities of the times. We’ve already witnessed a fundamental shift in how companies approach their marketing. However, one thing is clear to all of us: the pre-Covid2019 world is gone for good and 2021 is going to be about how brands amend and adjust their strategies for the new normal. We don't know yet if schools will open anytime soon. We don't know about the functions of vaccines, however, we have to re-evaluate, gear up and think of a way forward for 2021 and beyond.

    1. Digital expansion

    When the dust from the Covid2019 crisis finally settles, it will be clear that we’ve dramatically accelerated the adoption of digital technology into our lives. The pandemic has shown us how this digital transformation has made many aspects of our home and work continue almost as normal, despite the abnormal circumstances. Agile marketing and a presence on both online and offline platforms is the need of the hour. Our online presence and digital engagement have always been high and we would also be focusing on how our brand can work on making the digital community stronger.

    2. Reconnecting with the normal world and fostering human connection

    As we’re navigating a new way, we know that many of those activities we took for granted have transformed. From going to the grocery store to children attending school, our lives have changed for good. For many of us, work has also shifted from full time work in an office to work from home. This has impacted the ways we humans interact with each other and we’re transitioning to virtual relationships. Now that we all are getting to grips with the new normal, it’s never been more important to stay connected to the people and embrace flexibility. Brands will have to re-target and re-strategise to engage with consumers in newer and more impactful ways.

    3. Ease of purchase

    As the pandemic has compelled consumers and us to adopt e-commerce/door-to-door services and dependency on digital means at a rapid pace, 2021 will see brands working further to improve product accessibility for consumers as India's digital revolution gathers pace after a subdued economic year overall.

    4. Climate change and sustainability

    Even though it might not be obviously clear, the Covid2019 pandemic has highlighted the fragility of human existence itself, and that in turn has forced consumers to prioritise sustainability and climate change issues that might have been overlooked five years ago. The rising penetration of social media in every aspect of lives has also compelled consumers to signal to their peers that they care about the planet. Caring for the planet and sustainable ecosystems along with proselytisation of veganism have become key virtue-signalling elements in our thought process. Brands across the world have responded to this change and even fossil fuel conglomerates are presenting “Green, sustainability” funds to mitigate the effects of climate change. The world is witnessing the power of mass behaviour change and everyone is remembering the importance of leading with purpose. Consumers prefer to connect with brands that display a sense of sustainability ethic.

    In 2020, Faber-Castell launched its recycled range of paper pencils, made with recycled and repurposed paper. The rainbow shavings in this product underlined the brand’s priority to promote inclusivity. Added to this, the water-soluble seeds found at the bottom of the product emphasized its eco-friendly quality. Through this one product, we are forwarding our goals of sustainability as well as inclusivity. This is not to say that we are resting on our accomplishments. Through advanced research and product development, we are constantly attempting to further improve our sustainability score through innovation in our packaging and products. The consumers have always positively responded to this and we hope that we will continue to be appreciated for it.

    (The author is marketing director of Faber-Castell India. Indiantelevision.com may not subscriber to her views.) 

  • Guest column: Lockdown learnings for TV land

    Guest column: Lockdown learnings for TV land

    MUMBAI: The Covid2019 pandemic has given us an opportunity to reflect on how we go about our daily lives, and has taught us to be leaner and greener both at work and at home. The lockdown has brought many together, a few apart, and brought out the best and the worst in us. Cocooned in our homes with the spectre of Covid2019 looming over us has led to radical changes in our consumption habits across categories. Television is no exception and the way we consume media and entertainment has changed as well. The absence of original content has seen broadcasters rummaging through their larder for content and this search has manifested itself in dusting off legacy shows, a renewed love for movies, an insatiable appetite for news, a grudging acceptance of dubbed content and the emergence of user-generated content amongst others.

    Whether these changes are transitory, quasi-permanent, or permanent, only time shall decide but a few crucial learnings during this period are highlighted below:

    Curation is as powerful as creation

    It has been an accepted norm that original content ratings are significantly higher than recycled content ratings. However, the careful curation of legacy shows, the introduction of dubbed shows and movies, and proactive FPC management have ensured that many truisms had to be revisited. There has been a blurring of prime time versus non-primetime ratings, original versus repeat ratings and discrete versus continuous content. So moving forward curation is at par with creation but both fundamentally require a deep understanding of viewers' sensibilities, need states, and cultural sensibilities and sensitivities.  

    Recycle, repeat and reuse is the new mantra

    Re-telecast of successful mythological shows delivered ratings in their original as well as dubbed avatar across markets. Channels across markets juggled their programming strategies over the past few months to give prominence to mythological shows such as Mahabharata, Ramayan, etc. The mythological shows bought in an element of hope and belonging during the time of unprecedented uncertainty. Gauging the audience’s response, reruns of erstwhile popular fiction shows also became a norm during the lockdown and were being aired alongside original shows.

    Language is no longer a barrier

    Thanks to the rising availability and popularity amongst viewers, regional language content has emerged as a key growth driver for TV viewership. Indian audiences are more than willing to consume content in their respective languages. In the past few years, rural electrification and smartphone penetration have also added to the popularity of regional language content.

    Movies have found their mojo

    Film-based content not only performed well in Hindi speaking markets but also in southern markets. According to BARC India data, the movie genre saw a 27 per cent growth in primetime viewership share in the south market as compared to the pre-Covid2019 period. Driven by the fact that movies, as a form of content, appeal to all age groups in a family and encourage co-viewing, the category emerged as the primary source of entertainment on GECs across markets.

    Families are the new TG

    Amidst the pandemic, during the time of lockdown, television cemented its role of bringing families together. Lockdown led channels to gradually move from ‘women-centric’ entertainment to ‘family-centric’ entertainment. Content consumption patterns have now changed from ‘me’ to ‘we’.

    Senior citizens can pack a powerful punch

    The population of senior citizens is projected to increase to 20 per cent by 2050. Pre-Covid2019, senior citizens were always underestimated as a target group. The lockdown phase defined them as a significant target group and led us to acknowledge them as an important audience while curating content.

    To conclude, as Socrates said, “The secret of change is to focus all of your energy, not on fighting the old, but on building the new.” While this has been a tough year for everyone across markets, we have grown in a few and may have declined in a few others, but in either case, we have maintained our position for 2020. We are constantly learning from our viewers every day. As we move along, our lockdown learnings continue to provide us with an opportunity to become significant and far more meaningful.

    (The author is business head, Viacom18 regional entertainment – Kannada and Marathi clusters. Indiantelevision.com may not subscribe to his thoughts.)