ITV

Category: GECs

  • BCCC asks TV channels to be content sensitive to minorities in their reports

    BCCC asks TV channels to be content sensitive to minorities in their reports

    NEW DELHI: The Broadcasting Content Complaints Council (BCCC) has said TV Channels must rely upon its discretion while depicting any content that leads to the stereotyping of minorities.

     

    While reiterating that it wanted to ‘avoid being a pre-censoring agency or intrude upon the freedom of media’, the Council said channels should approach content of sensitivity to the minorities with caution and, when necessary, ensure that any such depiction is preceded by a declaration that it is a work of fiction and bears no resemblance to any community, caste or creed.

     

    Addressing issues and complaints regarding portrayal of content sensitive to the minorities in various TV programmes, it said ‘due diligence should be adopted to ensure that an entire community is not projected as fanatic, intolerant or criminal.’

     

    ‘The objective is to create an atmosphere congenial to communal harmony, peace and amity without telecasting content that hurts the sentiments of communities and religious groups,’ it added.

  • Future of Television

    Circa 2061 – Television in its new form and shape, as a personalised medium will not just continue to exist and will be 130 years old, but would actually wield a true global power.

    I truly believe that television will continue to play a critical role for India to emerge as a developed country and one of the top three economies of the world.

    Two aspects are unlikely to change – human beings will continue to bear the same thirst for entertainment and
    content will continue its reign as the real King….
    _____****_____

    It is not easy to visualise where technology will take us in the future – but two aspects are unlikely to change – human beings will continue to bear the same thirst for entertainment and content will continue its reign as the real King.

    Zee will be a leading brand for entertainment, education and a medium for prosperous growth for every Indian. Burt Manning, founder of J Walter Thomson said 40 years ago when he founded Media Lab at MIT, that the 21st century will all be about personalised segmentation of the media. We are heading towards relevant, curated content consumption. We will move from semantic web (web 2.0) to intuitive web (3.0) and finally to machine to machine talks (web 4.0).

    At Zee, our global focus is to connect to every household, and offer relevant content, to keep them engaged. Having entertained over 670 million viewers worldwide, Zee is now marching towards reaching one billion viewers. We also aim at multiplying our productivity by many folds, in order to re-conquer our achievements in the last 20 years in merely eight years. With the swift pace, at which Zee as a brand is growing worldwide, it makes me extremely confident to state that by 2061, we would be amongst the top global media conglomerate, entertaining more than half of the total television viewers across the globe.

    Zee is a pure family entertainment company. Three generations of a family can sit together and watch our programmes. We will continue in our endeavour for freedom, dignity and prosperity of our viewers and shareholders in the future. Zee as a brand, has achieved global recognition today, and has grown exponentially over the years, establishing a strong connect in the minds and hearts of its audiences globally and has gained a top of the mind recall in the media & entertainment space. Zee has been able to achieve all this through its people-centric programming and keeping its audience at the core of all its offerings.

    Our pioneering vision, has led to the formation of a seven billion dollar industry in India, and has set a foundation for not just Indian, but many international media companies. ZEE being an Indian company, has ventured into the international markets and has earned a global recognition, unlike the international media brands which have ventured in Indian markets. This strong penetration in the global markets, and the immense high brand equity earned in the last 20 years, has taken Zee to the cadre of an emerging multinational. Leveraging its core expertise of a sharp insight in the audience pulse, Zee will continue with its string of innovations and industry firsts, enhancing the media & entertainment landscape by many folds.

    Zee has been a social catalyst in TV programming and dramas, in less than 20 years. Although it surely happens at a subconscious level. When viewers watch middle class people achieve higher boundaries, they appreciate the quality of life. When they witness the rags to riches stories, they celebrate their belief in dreams and destiny.

    In another decade or so, I still expect consumers to catch up with the linear TV content. Although there would be trends of short form content in terms of news, sports, entertainment, etc., but these would never fall in high content consumption patterns. The reason being that, largely depends on the consumers’ moods, their information seeking thirst and their desire to express on social media platforms. These traits are extremely high in the mornings and also in the later part of the evening time bands. Both these activities create a leap in short consumption of content. Even today, the specially created content on new media platforms is largely following traditional media content approach.

    Introspecting the world of Television

    Television is all about content – irrespective of the advancements from a technology perspective. It has surely transformed India in the last two decades and has effectively brought about changes to hearts and minds of millions. Zee would continue with the same zeal to play a catalyst in the transformation that not just India, but the rest of the world, will witness in the coming decades.

    May be a decade later, i.e. 2020 onwards, we could expect consumers to express new moods and tastes, even when they are on the go, provided the mode of transport gets more comfortable. The content formats would also enjoy a deep paradigm shift, considering the change in consumption patterns. Just to cite some of the experimental content formats, which surely would evolve in the near future on the Non TV Screens – we could expect five to 15-minute comedy films, five-minute exposure slots (back to back new film promos), 30-minute documentaries and factual entertainment for students and business travellers, five-10 minute amateur content – short films, 60-second public service campaigns or five-10 minute highlights of sports, etc.

    TV programmes are benefiting today from the consumer habits, values and lifestyles, and at the same time they are also power feeding new lifestlyes to the consumers.

    Going forward, programming would be more inclined towards relevant issues and concerns, segmenting would
    be the way forward…
    _____****_____

    They need to evolve to a stage where they are able to predict modern India, or modern Indian lifestyles and possibly taking a position on almost all issues that affect society. Whether masses favour your position or stance, would not be that important, but a strong stance/positions will have to be taken. As of now, TV is aiming at making consumers happy with one set of generic content for all the viewers. However, going forward, when programming would be more inclined towards relevant issues and concerns, segmenting would be the way forward. So we might have a channel which only showcases modern value content, or a channel which showcases only non-fiction content, or a channel which showcases only current issues, and so on.

    As television companies adapt to the internet by deciding which shows to offer for free online, internet users accustomed to free content, and the rhetoric that promotes it, have protested that shows should be supported with advertising alone. The problem is that in a world with a hundred channels – let alone a thousand websites – there may not be enough advertising to go around. That’s why, over the course of the 1990s, cable channels that once relied mostly on advertising tried to create hit shows or buy sports rights that would let them demand higher fees from cable companies. When cable channels started to invest in original shows, they did so very differently from traditional networks. Since networks only made money on advertising, they chose shows that would reach as large of an audience as possible, whether or not individual viewers felt strongly about them. Carriage fees gave cable channels a very different incentive: to develop programmes, some viewers cared about so much that they might cancel their subscriptions without them. Not only could channels show more adventurous fare – their success depended on it.

    As we stand, we are on a brink of a revolution and convergence of television and new media platforms. We are heading towards people getting what they want, when they want, and how they want. Although it goes without saying that top quality content will be the king in the new world of TV convergence.

    In my view, TV will woo audiences to interact with the programming. And viewers will not be satisfied on the one way communication and interact with TV.

    A basic social media integration on the content distribution platform will bring in a whole new perspective to
    the viewing experience…
    _____****_____

    Unlike the pre-digitisation era, wherein there was just a monologue between the consumer and broadcaster, a more circular relationship is expected with real time communication, enabling consumers to express their feedback instantaneously. Also a basic social media integration on the content distribution platform will bring in a whole new perspective to the viewing experience.

    Reality shows shall become more and more real and would almost touch the nature of a sports event. From the current era of scripted and fictionalized content formats, there would be a huge paradigm shift to much realistic shows. The only way they can sustain the attention of viewers is by revealing real pacer content and hence as much closer to something like sports content.

    The industry is changing before our eyes and this kind of innovation creates winners and losers. No longer will consumers be forced to overpay for a one-size- fits-all bundle of channels and services.

    As rightly put forth by Robert Levine, “In the digital world, television will be revolutionised once again”. Already, more viewers than ever are using their laptops to download and to watch shows they once saw on a TV screen. The problem is that even legal online services only generate a fraction of the revenue that cable does. Like newspapers, television channels are now reaching more viewers than ever before, but in a medium where they don’t like to pay for content and aren’t worth much to advertisers. And if more viewers begin “cord-cutting”- cancelling their cable subscriptions in favour of online options – it’s hard to see how television producers could avoid the same kinds of cost reductions that are killing newspapers.

    We will be able to watch Live or On-Demand stations, either as merely stations or individual shows on home television sets, tablets, desktops or mobile phones.

    Some screens may discontinue along the way, but there will be other screens that will emerge as life continues
    to evolve…
    _____****_____

    The rise of the DVR gave access to shows on the viewer’s timetable, and the explosion of apps are putting control in consumers’ hands – who can now watch anything, anytime, anywhere. Speaking of control, a number of new TV sets- turn viewers into a remote. A remote has a touch-sensitive track pad on one side, and a Qwerty keyboard on the other. An advanced version of the same remote functions like a magic wand, allowing TV watchers to move a pointer on the screen. On the other hand, some just function based on the movements of the viewers hands. Some very advanced sets, now have an in-built voice recognition
    intelligence, enabling the viewers to literally dictate their search preference.

    To summarise, I truly believe that TV will not die. At Zee, we no longer term ourselves as merely broadcasters, but “Content Creators” and will focus on reaching out to audiences at the end of any screen that they are available on. Some screens may discontinue along the way, but there will be other screens that will emerge as life continues to evolve.

    I think there will be several technologies and platforms that are going to emerge that we have to consider and migrate. Ditto TV, which is Zee’s yet another pioneering step in the over the top television space, is something that we have foreseen and we do believe that it is going to be a big opportunity for us, in the years to come.

    The future of television is all about viewers experiencing entertainment and information content on their preferred devices, time and place.

    (Excerpted from the India 2061- A Look at the Future of India Copyright Cogito Consulting Publication) 

  • sapnon ki udaan will launch with select value partners!

    sapnon ki udaan will launch with select value partners!

    MUMBAI: Everything about the launch of ‘&pictures’ has gotten the nation talking. Now with the unique value proposition being offered to the channel’s advertisers, ‘&pictures’ is adding another first in its kitty.

    While others search for sponsors and advertisers, ’&pictures’ has brought on board exclusive channel partners to collaborate with the channel on the journey of its launch. Few of the partners who have been brought on board for ‘&pictures’ are – P&G (Oral B and Pantene), Vini Cosmetics and Hindustan Unilever Limited (AXE). These value partners have a special partner status across all communication mediums of &pictures – be it on-air or off air communication. During the first 45 days of the launch of ‘&pictures’, all of the inventory on the channel will be shared between these value partners.

    ZEEL, Chief Sales Officer, Mr. Ashish Sehgal talks about this unique value proposition as being mutually beneficial to both parties. He says, “We are offering our value partners a clutter free environment wherein the viewers are a very specific set of the target audience that they wish to speak to. This is a premium offering from the bouquet of Zee Entertainment Enterprises Limited (ZEEL) that allows for a premium advertiser association. We had successfully explored a differentiated revenue stream during the launch of Zee Bangla Cinema wherein we had just one sponsor at the time of launch. With ‘&pictures’, we decided to modify the approach by bringing on a few exclusive value partners for the channel instead of just one. These partners have given us their vote of confidence and they will continue to receive preferential treatment from the channel at all times. This will surely create a unique value for our partners. With this association, we are elevating our commitment to developing a deep, long term relationship with them every step of the way as we launch ‘&pictures’."

    ZEEL, Cinema Cluster Head, AD Sales, Mr. Ali Zainul Abedeen Zaidi says “In a country that is obsessed with cricket & Bollywood, the launch of ‘&pictures’ allows us to offer clients a complete cinema package which appeals to every possible segment of film enthusiasts. While Zee Cinema has mass appeal to viewers across all genres, Zee Classic reaches out to cinema lovers with an appreciation for vintage and evergreen films. Zee Premiere & Action are digital offerings to niche audiences, and ‘&pictures’ is a premium channel that speaks to audiences who are ambitious yet rooted. Zee now becomes a one-stop shop for advertisers who consume cinema as a genre.”

    Talking about their association with ‘&pictures’, Darshan Patel, Chairman & MD, Vini Cosmetics and Dipam Patel, Joint Managing Director, Vini Cosmetics say “Our association with ZEE has been a long standing one and we have never been disappointed. It gives us great pleasure to associate with a young vibrant brand like ‘&pictures which reaches out to the emerging class of Indians who are high achievers yet have not lost sight of their rich Indian heritage, so it is a great brand fit for us!”

    Binu Ninan, Brand Manager, Pantene & Ritu Mittal, Brand Manager, Oral-B, of Procter & Gamble say "We at P & G are proud to be associated with '&pictures' as it embodies the best qualities of both our brands, Oral-B and Pantene. Through the years, Pantene and Oral B have enhanced the lifestyle of people to make it better and healthier. Pantene and Oral B value this opportunity to get in touch with their consumers and recognize the importance of the right content and the right context to reach consumers. We have found that our consumers judge our brands by the company they keep and with '&pictures' reaching out to the evolving Indian mindset that is ambitious yet in touch with their roots, we believe we will have the attention of the right audience for our brands. We look forward to this partnership with '&pictures' and are excited about the launch of the channel."

  • RTL Group joins forces with CBS Studios International

    RTL Group joins forces with CBS Studios International

    MUMBAI: The RTL Group is joining forces with CBS Studios International to launch two channels, one focused on general entertainment and the other featuring reality, action and extreme sports, across South East Asia.

     

    RTL Group began targeting Asia in 2011, partnering with Reliance Broadcast Network to launch the BIG RTL Thrill network in India in 2012. CBS Studios International also has a partnership with Reliance in India for three channels: BIG CBS Prime, BIG CBS Spark and BIG CBS Love.

     

    The RTL-CBS venture, RTL CBS Asia Entertainment Network, will be based in Singapore, reporting to a board featuring representatives from both companies. It will operate RTL CBS Entertainment, slated for a September 2013 launch, delivering shows like FremantleMedia’s The X Factor, America’s Got Talent and Celebrity Apprentice and CBS’s Elementary and Under the Dome. In spring 2014, RTL CBS Extreme will roll out offering action/adventure, reality series and extreme sports, such as NCIS: Los Angeles, Hawaii Five-0 and Fear Factor. The channels will have ongoing access to content from FremantleMedia and CBS Studios International.

     

    RTL Group co-CEO Guillaume de Posch said, “We are delighted to team up with CBS Studios International. By joining forces with such a renowned global partner, we are continuing our tried-and-tested build strategy, expanding our business to more countries in Asia with high growth potential. CBS is a highly creative and professional organisation with world-leading content which complements FremantleMedia’s catalogue very well. I am very confident that this venture will benefit strongly from the combined broadcasting and production expertise of both parties.”

     

    CBS Global Distribution Group president and CEO Armando Nu?ez added, “This is another opportunity to use CBS’s internationally successful content to be part of a new channel venture in one of the world’s fastest growing TV regions. It’s even better to do it with a best-in-class partner such as RTL Group, one of the most accomplished and respected broadcasters anywhere. We’re excited to create an additive way to monetise our content in Asia and provide audiences throughout the region the best television from two of the world’s most successful programming companies.”

  • Hinduja Ventures investments PAT up for Q1-2014

    Hinduja Ventures investments PAT up for Q1-2014

    BENGALURU: IndusInd Media & Communications Limited’s (IMCL) holding company Hinduja Ventures Limited (HVL) reported Rs 18.74 crore profit for Q1-2014, 10.41 per cent higher as compared to the Rs 16.97 crore for Q1-2013 and 16.43 per cent more as compared to the PAT for Q4-2013. Profit from HVL’s investments and treasury segment was eroded by losses from its media and communications segment, real estate segment and the others segment.

     

    Let us look at HVL’s results for Q1-2014

     

    HVL reported a net income from operations for Q1-2014 of Rs 26.62 crore for Q1-2014 which was 25.98 per cent higher than the Rs 21.13 crore for Q1-2013 and 32.72 per cent more than the Rs 20.05 crore for Q4-2013.

     

    HVL’s total expense for Q1-2014 at Rs 6.92 crore was almost triple (more by 189 per cent) the Rs 2.39 crore for Q1-2013 and 72.09 per cent higher than the Rs 40.22 crore for Q4-2013.

     

    Revenue from media and communications segment fell by 25 per cent from Rs 1.46 crore in Q1-2013 Rs 1.09 crore. Loss from this segment more than quadrupled (went up by 308.01 per cent) from Rs (-1.08) crore in Q1-2013 to Rs (-4.40) crore in Q1-2014. This segment had reported a profit of Rs 0.6952 crore in Q4-2013.

     

    Capital employed by this segment increased 1.1 per cent in Q1-2014 to Rs 97.44 crore from Rs 96.36 crore in Q1-2013 and was 1.8 per cent more than the Rs 95.75 crore for Q4-2013.

     

    Revenue from investment and treasury segment recorded an increase of 29.75 per cent to Rs 25.52 crore in Q-2014 as compared to the Rs 19.67 crore for Q1-2013 and was 27.3 per cent more than the Rs 20.05 crore for Q4-2013.

     

    HVL’s investment and treasury segment posted a profit of Rs 24.43 crore which was 32.92 per cent more than the Rs 18.38 crore for Q1-2013 and 36.36 per cent more than the Rs 17.92 crore for Q4-2013.

     

    As mentioned above HVL’s real estate and ‘Others’ segment posted small numbers to erode the profits from the investment and treasury segment as mentioned above.

     

    HVL estimates that it has 8.5 million subscribers across 36 major cities. The company offers over 350 channels in the digital mode. It claims to have a backbone of over 10,000 kms of hybrid fiber optic network through which it also offers broadband services with its national ISP license. IMCL has gone ahead with the first two phases of the digital revolution being ushered in by government mandated policy of digitising the cable networks. The Digital Addressable System (DAS) was introduced by the government on 1 November, 2012 in phases and offers a unique opportunity to IMCL to make all its subscribers addressable and monetise its subscription revenues manifold. HVL says that IMCL has planned new services for the digital cable foray, apart from the broadband services like HD services, hybrid STBs for cable and internet value added services for digital cable.

     

    HVL says that its real estate projects are taking off in Bangalore. Its subsidiary M/s IDL Specialty Chemicals has land in Hyderabad.

  • Balaji Telefilms Q1-2014 revenue more than doubles Q1-2013, Q4-2013

    Balaji Telefilms Q1-2014 revenue more than doubles Q1-2013, Q4-2013

    BENGALURU: The blue-eyed entity of the Indian media and entertainment industry, Balaji Telefilms Limited (BTL) reported consolidated revenue of Rs 84.03 crore for Q1-2014, more than double (up by 131 per cent) the revenue of Rs 36.37 crore in Q1-2013. BTL’s Q1-2014 consolidated revenue was also more than double (up by 117 per cent) the revenue of Rs 38.71 crore for Q4-2013.

     

    Let us take a look at BTL’s other figures for Q1-2014

     

    Despite a negative EBIDTA of Rs 5.02 crore, BTL’s other income of Rs 12.86 crore resulted in a PAT of Rs 3.62 crore for Q1-2014, almost triple (up by 179 per cent) the PAT of Rs 1.39 crore for Q1-2013, and more than sixfold the Rs 0.5143 crore PAT in Q4-2013. BTL’s EBIDTA for Q1-2013 was Rs 0.1861 crore for Q1-2013 and a negative EBIDTA of Rs (-4.5) crore for Q4-2013.

     

    The company attributes the EBDITA loss in Q1-2014 of Rs 5.02 crore to discontinuance of television serials and deferment of non-theatrical revenues.

     

    BTL’s expenditure towards marketing and distribution of television serials and movies for Q1-2014 of Rs 80.22 crore was up by 163 per cent (more than double) the Rs 38.56 crore during Q1-2013 and was 134.4 per cent (again more than double) more than the Rs 34.22 crore in Q4-2013.

     

    BTL’s overhead expenditure for Q1-2014 at Rs 9.25 crore was 17 per cent more than the Rs 7.91 crore for Q1-2013, but 18.22 per cent lower than the Rs 11.31 crore in Q4-2014.

     

    Breakup of figures from Television, Balaji Motion Pictures Limited (BMPL) and Bolt Media Limited (Bolt) for Q1-2014

     

    Including other operating income, Television reported Rs 22.40 as total operating income for Q-2014, Rs 18.34 crore was spent towards production, acquisition marketing and distribution, staff cost, depreciation, and other expenses were Rs 7.12 crore, resulting in a loss from operations of Rs (-3.06) crore. Other Income of Rs 12.86 crore in Q1-2014 resulted in a PAT of Rs 7.43 crore.

     

    The company says that it had lower revenues from Television on account of discontinuance of two shows and it expects commissioned revenues to drive both volume and realisation.

     

    BMPL reported total operating income of Rs 61.67 crore for Q1-2014. Expenditure towards production, acquisition marketing and distribution was Rs 61.58 crore, staff cost, depreciation and other expenses were Rs 3.65 crore, resulting in a loss of Rs 3.57 crore for BMPL.

     

    The company says that actual BMPL EBDITA would be Rs 3.52 crore if marketing and distribution expense of Rs 7.02 crore for two upcoming movies Lootera and Once Upon Ay Time In Mumbai Dobaara is excluded.

     

    Bolt reported revenue of Rs 0.8289 crore for Q1-2014. Expenditure towards production, acquisition marketing and distribution was Rs 0.6691 crore and staff cost, depreciation and other expenses were Rs 0.3787 crore, resulting in a loss of Rs 0.219 crore from Bolt.

     

    Click here for Balaji Telefilms Limited – Financial Report Q1 FY-2014

     

    Click here for Balaji Telefilms Limited – Investor Presentation Q1
    FY-2014

  • Sab campaigns for votes

    Sab campaigns for votes

    MUMBAI: With the general elections due next year and almost everyone talking about it, Sab has decided to cash-in on the idea for its award show too.

     

    In just its second season, Sab ke anokhe awards, has election as its theme this year. The campaign ‘saal ka sab se anokha election’ will enable the viewers to vote for their favourite nominee from each category.

     

    The viewers will be able to vote for five categories – Sab Se Anokha Prani, Sab Se Anokhi Jodi, Sab Se Anokha Musibat Ka Mara, Sab Se Anokha Romance and Sab Se Anokhi Nari. And the winner will be declared only on the basis of the votes. As for the other categories, winners will be decided by a jury.

     

    Talking on how the nominees were selected Sab EVP and business head Anooj Kapoor says, “If one looks at our shows it is quite evident that which character from a particular show will fit a certain category.”

     

    The channel hasn’t left any platform to market the award show. From hoardings plastered on buses to a vote appeal on television, the channel has a pan India line of attack to get in as many votes as possible. It has booked 10,000 spots on TV, 600 hoardings across 40 cities, tie-up with Café Coffee Day outlets apart from advertising on 40 newspapers (Hindi, English & vernacular). It is also active on social media and will allow the viewers to vote through its Facebook page, Sab Play mobile app, SMS etc.

     

    With digitalisation and the change in TAM ratings, the channel is optimistic about its reach and the number of people voting in. Last year the channel received close to five lakh votes for the awards. “With TVT, of course, we know what our reach is and hope to engage as many viewers as possible,” sates an optimistic Kapoor.

     

    The main sponsor of the award show is Rin and it is powered by Cadbury 5 Star. Kotak Mahindra, Asian Paints and Badshah Masala are the associate sponsors.

     

    The show will be aired on 31 August and we can only hope that viewers choose the right and the deserving candidate at least in reel if not in reality!

  • Zeel elevates Manoj Padmanabhan to business head – new media

    Zeel elevates Manoj Padmanabhan to business head – new media

    MUMBAI: With the sudden exit of Zee Entertainment Enterprises Ltd (Zeel) digital operations business head Vishal Malhotra, the broadcaster has found a replacement in Manoj Padmanabhan, who was senior vice-president marketing (digital) and sales (new media) for the past year.

     

    Manoj will now be heading all the digital operations under Zee Media including Essel group’s OTT platform Ditto TV.

     

    Padmanabhan’s professional interests include digital marketing, marketing strategy, brand management and product marketing.

     

    Padmanabhan started his career at Sansui India in 1997 as the senior marketing manager where he worked for eight years. He then moved on to Tata Communications as DGM – marketing and head of alliances and partner relation where he spent more than two years, before moving on to work with the Zee Network.

     

    At Zee Network he started his stint in 2007, he worked in the capacity of vice president – marketing (digital) for more than five years.

  • Hathway EBITDA more than triples in Q1-2014 as compared to Q1-2013

    Hathway EBITDA more than triples in Q1-2014 as compared to Q1-2013

    BENGALURU: Indian Multi Systems Operator (MSO) Hathway Cable & Datacom Limited (Hathway) reported EBITDA (including other income) of Rs 77.04 crore for Q1-2014, more than three times (3.23 times) the Rs 23.84 crore for Q1-2013, but 14 per cent lower than the EBITDA of Rs 88.47 crore for Q4-2013.

     

    NOTE: As per Hathway management’s estimates, EBITDA inclusive of Hathway’s economic interest in the EBITDA of its several subsidiaries/JVs/associate companies would aggregate to about Rs 96.0 crore for Q1-2014.

     

    Let us look at Hathway’s other figures for Q1-2014

     

    Hathway reported a total income from operations of Rs 232.65 crore in Q1-2014 which was 70.74 per cent higher than the Rs 132.26 crore in Q1-2013 and almost flat (just 0.64 per cent more) income as compared to the Rs 231.18 crore for Q4-2013.

     

    Hathway’s expense for Q1-2014 at Rs 156.56 crore was 39.14 per cent more than the Rs 112.42 crore for Q1-2013 and 9.7 per cent more than the Rs 142.71 crore for Q4-2013. Hathway’s purchase of stock in trade in Q1-2014 at Rs 0.67 crore was one fifth (5.075 times less) the Rs 3.4 crore in Q1-2013 and only about 41 per cent of the Rs 1.63 crore for Q4-2013.

     

    Staff cost of Rs 13.77 crore for Q1-2014 was 35.53 per cent higher than the Rs 10.16 crore in Q1-2013 and 31.02 per cent higher than the Rs 10.51 crore for Q4-2013.

     

    Paycost of Rs 58.45 crore for Q1-2014 was 50.22 per cent more than the Rs 38.91 crore for Q1-2013 and 18.08 per cent more than the Rs 49.5 crore for Q4-2013.

     

    Other expense at Rs 83.67 crore for Q1-2014 was 39.57 per cent more than the Rs 59.95 crore for the corresponding quarter of the previous year (Q1-2013) and 3.2 per cent more than the Rs 81.06 crore for the immediate preceding quarter (Q4-2013).

     

    PAT for Q1-2014 at Rs 5.32 crore was however less than one fifth the PAT of Rs 28.27 crore for Q4-2013. In Q4-2013, Hathway had a foreign exchange gain of Rs 5.73 crore, while in Q1-2014; it had incurred a foreign exchange loss of Rs 8.32 crore. Finance cost at Rs 21.61 crore for Q1-2014 was 53.6 per cent more than the Rs 14.07 crore in Q4-2013 and 62 per cent more than the Rs 13.32 crore for Q1-2013.

     

    For Q1-2013, Hathway had reported a loss of Rs (-15.87) crore. The foreign exchange loss incurred by Hathway in Q1-2013 was Rs 4.56 crore.

     

    Hathway’s income from operations mainly consists of subscription income from cable TV and broadband business, carriage and placement income, advertisement income, activation income from STB’s and other operating income.

     

    Hathway says that it continued to deploy STBs in Q1-2014 and as of June, 2013 along with its JV partners had cumulatively deployed over 0.7 crore STBs all over India and approximately 0.18 crore STBs in Q1-2014. The company says that it has deployed approximately 0.25 crore STBs in Phase I and approximately 0.41 crore STBs in Phase II areas till June 2013, which it says, makes it the biggest MSO in Phase I and II areas.

     

    Hathway informs that it has adequate STBs in hand and continues to roll out its services in major Phase III and IV towns.

     

    Hathway further says that as per MIB (Ministry of Information and Broadcasting, Government of India) reports cable television is clearly the preferred choice in Phase II cities also with a near 90 per cent share of digital STBs seeded after 15 February 2013 being seeded by cable MSOs.

     

    In its broadband update Hathway states that the gross additions to its broadband subscriber base was around 27,000 for the Q1-2014. Hathway’s cumulative subscriber base stood at approximately 4,24,000. As on end June 2013, the company says that it has tested its DOCSIS 3 technology for its broadband subscribers in certain cities. With DAS being successfully implemented Hathway expects to increase its broadband customer base with bundled schemes that it plans to offer shortly at competitive rates.

     

    Hathway says that it is in the process of raising funds to the tune of Rs 149.8 crore from its promoters and new shareholders through preferential allotment. The shares of face value Rs10 each are to be issued at a premium of Rs 274 per share (adding up to Rs 284 per share).

  • Sony’s romantic gamble with the 9:30 pm slot

    Sony’s romantic gamble with the 9:30 pm slot

    MUMBAI: From 9:30 pm onwards this independence day, Sony Entertainment Television has ambitions to gives to its viewers a breath of fresh air. How? Well! One, the channel launches its new series Kehta Hai Dil…Jee Le Zara and two through this show, it brings back the queen of romance on TV, Sangeeta Ghosh.

    “Sony stands for hope, aspirations and happiness and so does the show,” says SET chief operating officer N.P Singh. Sony which aims at strengthening its fiction genre is continuously looking at fresh concepts. “We were looking for content which was different and we came across this. It was relatable and real, like most of our shows. It is a kind of story that you will see Sony doing,” he adds.

    Kehta Hai Dil…Jee Le Zara is a story of Saanchi who is modern yet traditional. “It is a simple concept and has evolved very much from everyday stories. Today, for a lot of women, marriage may not be the first preference,” says Rose Audio Visuals producer Shristhi Arya, who is known for doing off beat and sophisticated soaps like Lipstick, Guns and Roses, Remix, Kabhi Haan Kabhi Na and Twinkle Beauty Parlour.

    “With increasing aspirations, both love and marriage are pushed aside. Also the fact that a lot of interaction takes place among colleagues who are of different age groups, falling in love with a younger man is easier,” says Arya explaining the storyline. Arya feels that television has the responsibility to reflect the sign of the times “And this is a sign of ‘A’ particular zone of people,” she adds.
    Sony stands for hope, aspirations and happiness and so does the show, says N.P Singh

    The show will be replacing Parvarish which currently runs in the 9:30 pm slot. “Parvarish has been on air for the past two years and has had a successful tenure. The time was right to replace it with a newer and fresher show,” informs Sony EVP & business head Sneha Rajani. Apparently, both the channel and the producer feel that the new show’s storyline has a fit with the aspirational needs of the core Sony viewer. “Through Sony I have got a platform which has the exact audience that I am looking for my soap,” informs Arya.

     

    The story is about a family living in the beautiful hill station of Panchgani. “It was the script that excited me the most. It is a simple story of simple characters and this is what got me to direct the soap,” reveals show director Siddharth Sengupta who has earlier helmed dramas like Balika Vadhu and Ek Chabhi Pados Mein.

    The crew which started filming in end-July has recreated the feel of Panchgani in Film City located in Goregaon in Mumbai. “We are shooting 12-13 hours daily and have currently shot approximately six episodes. We need to build a bank, because once the show goes on air we will be only meeting deadlines,” reveals Sengupta.
    Shristhi Arya feels that television has the responsibility to reflect the sign of the times we are in

    The main protagonists are Sangeeta Ghosh (Des Mein Niklla Hoga Chand fame) and Ruslaan Mumtaz who made his debut in Bollywood through Mera Pehla Pehla Pyaar. While Ghosh plays Saanchi, Mumtaz will be seen as Dhruv. The other characters are Sulabha Deshpande and Meenakshi Sethi, who will play the two grandmothers, Delnaz Irani who plays Dilshad, Nabeel Ahmed will be seen as Advait and Priyanka Sidana will be seen as Prachi. The story has been written by Niranjan Iyengar and the screenplay and dialogues are by Arjun and Purva respectively. The main sponsor for the show is L’oreal Paris Total Repair 5.

    Sony is using a 360 degree marketing campaign to lure in audiences to the channel. The channel has appointed MOMS Outdoor Media Solutions for managing OOH activities. “We will be marketing the show on TV, radio, print, digital and also hoardings,” informs Rajani. The channel has shot three promos and also shot three to four countdown promos, which are airing currently. Apart from this, the marketing campaign will also involve a print ad on the day the show goes on air.
    The show is a clutter breaker, says Sneha Rajani

    The show will face stern competition from Yeh Rishta Kya Kehlata Hai on Star Plus, Qubool Hai on Zee TV and Na Bole Tum Na Maine Kuchh Kaha: Season 2 on Colors. Does Sony have any strategy to deal with this competition, answers Singh, “Well, competition is a reality. Within the very aggressive competitive market, you have to differentiate the niche. Sony in its last 17 years has always run shows which are different from the rest and that has set us apart and we continue to follow that strategy.”

    With reality shows working better for Sony, why add another fiction soap in the already cluttered fiction genre? Says Rajani, “We consciously decided two years back to focus more on fiction shows. We had gone a little weak in capturing viewers in the fiction space and so decided to focus more on the fiction genre.”

    “Also we currently have two reality shows Indian Idol Junior and Comedy Circus running on our channel. Kaun Banega Crorepati will also hit TV screens soon. All this leaves us with no space for any more reality shows,” she adds.

    So what’s new in the soap that will help it get good TVTs? “It is a clutter breaker. From the time the promos went up, I have been receiving messages from people who can relate to this story. It is not drama, but the journey of an independent, yet responsible woman,” comments Rajani.

    “Fiction today is the mainstay for every GEC. People want to see fresh content. Now how well the programme does depends on its content and whether it has been able to add some freshness to it. If it can engage its audiences, it will surely do well,” says Madison Media Group, Bangalore COO Dinesh Rathore.

    The channel will soon see a row of new soaps replacing the current ones. But for this slot, it is surely placing a big bet that viewers will bite. Will keeping the show simple for people to believe in it, help the channel record increased TVTs? With the channel falling off to the fifth position in this general entertainment channel space, Sony must surely be praying it will.