Category: GECs

  • NBA favours limiting GEC content to 8 minutes a day

    NBA favours limiting GEC content to 8 minutes a day

    NEW DELHI: The News Broadcasters Association (NBA) has opined that news channels should not show more than eight minutes of entertainment clips from general entertainment channel in a whole day.

    This follows general complaints that news channels show more of entertainment than hard news. Some general entertainment channels have also raised objections in this regard
    It is understood that the NBA has sought the opinion of members on this issue.

    Several news channels not only beam clips from music, comedy and other reality shows from different general entertainment channels, but also show clips from popular series.

  • ‘Peak fragmentation affecting rev growth’ : Zeel executive director revenue and niche channels Joy Chakraborthy

    ‘Peak fragmentation affecting rev growth’ : Zeel executive director revenue and niche channels Joy Chakraborthy

    There are early indications that the advertising economy is slowing down. With many parts of the world awash in economic gloom, there are forecasts that guide India‘s television advertising revenue market to a below double-digit growth this fiscal.

    Zee Entertainment Enterprises Limited (Zeel) executive director revenue and niche channels Joy Chakraborthy believes the sports segment will see a degrowth while the Hindi general entertainment channels (GECs), caught in a four-horse race, will lose their pricing power.

    Though advertisers are exercising caution in spending, rate hikes are taking place in certain genres like movie and regional channels. Even in case of Hindi GECs, certain programmes can get rate hikes.

    In an interview with Indiantelevision.com‘s Sibabrata Das, Chakraborthy talks about peak fragmentation affecting revenues and what the industry needs to do to beat growth blues.

    Excerpts:

    Zeel posted a measly 0.5 per cent rise in first-quarter ad revenue over the year-ago period. So are we heading for an ad slowdown due to stresses in the global economy or is it is due to a fall in ratings of the flagship Hindi general entertainment channel Zee TV?

    Advertisers are exercising caution in spending. They are entering into quarterly and shorter term deals; not too many annual deals are happening. We will be hit both by a possible slowdown and a fall in viewership of Zee TV. But at the same time, we have the highest GRP-to-revenue conversion.

    Major spenders like FMCGs have said that they will be slashing their ad budgets as their profit margins are getting squeezed. How deep will the television advertising economy be hit?

    There is a concern, but at the same time many of the FMCG companies are launching variants. If HUL states that it is slashing its ad budget, frankly speaking it is no more a scare. But what could be disturbing is that we are seeing a drop in high-yielding inventories filled by telecom, banking and finance and real estate companies. We are hoping that like telecom which came in a big way a few years back, we will see a new category emerge. India being an emotional country, a single strong wave can lead to a turnaround.

    But don‘t FMCGs account for 55 per cent of the total TV ad pie?
    It is not that FMCGs are going to retreat. They are redeploying their ad monies. While their spends on cricket and Doordarshan are getting reduced, they are increasing their allocations to GECs, regional markets and other genres. And if HUL and Marico cut their spends, ITC and others will up them. There is too much competition in the category.

    Will broadcasters be able to implement effective ad rate hikes?
    Broadcasters have almost filled up their ad inventories. Perhaps, what has increased is ‘float deals‘ (whenever inventory ia available, channels give them to clients at a marginal discount rsate) given to FMCGs. Rate hikes, however, are taking place in certain genres like movie and regional channels. Zee, for instance, will see ad revenue growth in Marathi, Bangla, Kannada and Andhra Pradesh markets. Even in case of Hindi GECs, certain programmes can get rate hikes. Celebrities, for instance, attract a premium.
    ‘Advertisers are exercising caution in spending. But if HUL states that it is slashing its ad budget, frankly speaking it is no more a scare. What could be disturbing is that we are seeing a drop in high-yielding inventories filled by telecom, banking and finance and real estate companies‘

    In case of Hindi GECs, we are moving from a three-horse race last year to a fight among the four at the top with the resurgence of Sony Entertainment Television. How is this going to affect the genre?

    As we move to a four-horse race, Hindi GECs will lose their pricing power. The genre will see growth but there will be revenue fragmentation. Media agencies will be in a better bargaining position.

    How hard will Zeel be hit considering that its flagship channel Zee TV will most likely continue to be placed No. 4 during the festive season?

    It does worry us. But in case of a slowdown, advertisers like to hedge their bets. The comfort zone for them could be that Zee TV wouldn‘t fall further; it can only go up. And the difference between the top-rung GECs is mainly one show. After Jhansi Ki Rani fared well during its run at the 8 pm slot, its replacement Shobha Somnath Ki has not been doing well. We are relaunching that show.

    Let‘s also not forget that advertisers and agencies are not opportunists; they do not dump the ship but value long term relationships and the network strength.

    Will Zee TV, which contributes about 40 per cent of the network‘s ad earnings, see a degrowth?

    We are seeing strong growth in many of our channels. In fact, eight of our channels have posted peak monthly revenues in August. But, yes, there will be some impact if Zee TV loses GRPs.

    Considering that there is a slowdown and the GECs are caught in a fight among four at the top, what is the growth forecast for the television sector?

    Television will grow at 10-12 per cent this year, faster than print which will crawl at 2-3 per cent. But there is still a lot of ground to cover. We believe the television ad revenue size is Rs 107.50 billion compared to print‘s Rs 119 billion.

    Another abnormal thing this year is that the Dussehra and Diwali festive season falls in the same month (October). Television has limited inventory. If this would have stretched over two months, the sector would have gained.

    A proper picture of the growth pace will, however, emerge after we get the trends in November and December.

    Sports was a big revenue driver in FY‘11. Will it sustain that momentum this fiscal?

    Sports will see degrowth. Sports broadcasters earned a combined ad revenue of Rs 15 billion in FY‘11, buoyed by the World Cup and the Indian Premier League (IPL). But this fiscal their ad revenue will be under attack because of India‘s debacle against England. The India-West Indies series was affected as some of India‘s stars were not playing. Seeing the performance of the Indian team, the Champions League Twenty20 is obviously facing the music.

    Sports broadcasters only focus on property-based selling. They should also strategise on RODP (run of day part) and ROS (run on schedule) selling. We are doing that in a big way.

    How difficult is it to push hard for revenue growth in such a cluttered television market even for niche genres?

    The biggest problem in the television industry is that fragmentation is peaking. There are 18 music and 15 English entertainment channels. Where is the money going to come from? Revenue gets affected because of fragmentation.

    Zee is in a fortunate position as it has the largest bouquet of channels. The niche channels have also built a brand equity over the years. We are seeing 10-15 per cent growth in this segment. But for new channels that are to come up, there is no bandwidth on both analogue cable networks and DTH platforms.

    You are not happy with the way distribution is evolving?

    The underreporting of subscriber numbers is hurting the industry. Broadcasters are feeling the pinch with content costs climbing, as ad sales is still funding the television business. Whatever a broadcaster earns as pay revenue goes out as carriage fees. The cable TV sector needs transparency.

    Is slowdown good in that sense as it will act as an entry barrier for more launches?

    Slowdown is good in a way as it will ensure that networks with sustaining power will gain. The No. 1 and No. 2 players will take away most of the monies. Costs will also get corrected as companies try to protect their bottom lines.

    But at the same time there is one player every year who spoils the market. In the movie channel space, for instance, Viacom18 drove the acquisition price insane last year. This year Star is doing it.

    Do you see an opportunity for leading broadcasters like Zee to get smaller networks outsource their ad sales?

    Personally, I feel there will be media-selling consortiums, led by big networks. We are evaluating partnerships in markets where we do not compete.

    The time has also arrived for us to dig deep into the regional markets. We have formed a retail team and they are tapping such clients.

    How beneficial has it been from a growth perspective as you have been handling the ad sales of television as well as print with DNA under your belt?

    Print is very scheme-led, there are too many hidden deals, and no timely research is available. The circulation gains can‘t be monetised immediately. But in print you can do a lot more innovations. Print and television buyers are totally different in mindset but the basic business principle remains the same.

    DNA has benefited from Zee‘s deep relationship with media agencies. Zee, on the other hand, has been able to gain access to a wider breadth of clients. We would have benefited more from the synergies if we had not lost GRPs (gross rating points) and our channel positions were healthier.

  • 2001-2010: Small screen touched lives in a big way

    The decade seems to have whizzed by. It almost seems like yesterday when the country‘s first television crorepati took home his Rs 1 crore cheque for excelling in KBC (Kaun Banega Crorepati) from its suave and sophisticated host Amitabh Bachchan.
    But  for television the past 10 years have packed in a lot of punch and gut-wrenching change. I will try and examine what are the 10 major trends that have characterised the past television decade. The list is not comprehensive and I am sure there are many other highlights others may want to add; but this is my effort.

    From competition to super competition: In the past decade, even a back-of-the-envelope calculation tells us that around 300-400 new channels have been launched, in almost every genre: news, religion, regional language, general entertainment channels (GECs), Hindi GECs, specialised city specific channels, youth channels, movie channels, alternate movie channels- you name it and you have it. Others are waiting to be launched: luxury channels, golf channels, cookery channels, and what have you.

    Concurrently, the advertising and subscription costs have not gone up in proportion. So channel managements have to innovate to be profitable, even as the costs have been rising. People retention is a major challenge for almost every player in the television space, because of the paucity of professionals. Because of the competition and the fact that programming executives are risk averse, most of the channels for a large part – have over the past decade – been following a single strategy: if one type of programme works well on a channel or in a network, the others follow and develop a similar one. Net result is that all the television channels almost look the same because of similarity of content. For most of them therefore, there is a battle on the ground level to increase their visibility and this has led to an escalation in distribution costs in terms of carriage and placement.

    The changing face of drama and soaps: At the beginning of the decade, were the saas bahu sagas on Star Plus, which focused on the interaction and travails of women in extended wealthy ethnic families. Shows like Kyuunki Saas Bhi Kabhi Bahu Thi, Kahaani Ghar Ghar Ki, Kasauti Zindagi Kay, Kahin To Hoga, ran for what seemed like ever and retaining their audiences despite. You had a rare CID, Astitva and Jassi Jaisi Koi Nahin which deviated from the beaten path. You also had comedies such as Kichdhi, Baa Bahu aur Baby, Office Office which sparkled and added to the audiences‘ mirth.

    Then with the arrival of Colors the focus shifted to social issue based rural shows – aka as social dramas – like Balika Vadhu, Na Aane is des… Laado and Uttaran. Almost every channel followed with similar shows. While Zee had Agle Janam Mohe…, Imagine TV came up with Devi, among many other programmes of similar ilk.

    Themes such as child marriage, female foeticide, women trafficking, the caste system, feudalism, farmers‘ suicide and superstition formed the thread of many a programme.

    Of course, comedies received a big boost thanks to Sab TV a channel from the Sony Entertainment Network which has a surfeit of comedies, and some comedy shows on Sony.

    The emergence of reality TV: Reality TV roared into the forefront in the past decade. The nation watched inmates in a house being cooped together in a home for around three months and their reactions to each other in that closed environment in Bigg Boss in its seasons. Celebrities and their tolerance to extreme tasks were tested in Khatron Ke Khiladi. Then, youth went around on a predefined route on bikes in MTV‘s Roadies. From the UTV stable emerged a show that shook the nation with its focus on infidelity in the form of Bindass‘ Emotional Atyachaar. Partners were discovered on TV and marriage took place on shows like Rakhi Ka Swaywamvar and Rahul Dulhaniya Le Jayega. Individuals bared their most hidden secrets to Rajiv Khandelwal in the popular Sach Ka Saamna. Past life regression was explored in Raaz Pichle Janam Ka. Talent hunts such as Sa Re Ga Ma Pa, Indian Idol, Nach Baliye, Jhalak Dikhla Ja, Dance India Dance added oodles of reality punch to enthrall Indian viewers.

    The debate over regulation: In the midst of all this, both industry and government continued to dither over regulation.

    Time and again, government raised an alarm that content was going out of hand in both the news and general entertainment spaces. News took the route of sensationalising and glorifying almost everything and tabloid television became the norm.

    News excesses became glaringly evident in the case of the coverage of the 26/11 terrorist attacks in Mumbai.The news industry responded by setting up the News Broadcasters‘ Association, the Broadcast Editors‘ Association, a code of ethics and programming, and also set up structures which allowed viewers to resort to a complain mechanism in case they felt that news was going beyond its brief.

    On  the general entertainment side, an attempt is being made to set up a programming code and ways of compliance to it by the Indian Broadcasters‘ Foundation. While there were moves afoot on the content front, the government pussyfooted its way into regulation on the distribution front.

    In the early part of the decade it mandated the spread of set-top boxes and conditional access systems as part of its digitalisation plans, but then it took no decision to further it to another 55 cities or monitor and further its spread in the four metros where it had ordered the cable operators to digitize. It restricted broadcasters from charging more than Rs 5 per channel to subscribers and hence kept the cable TV subscription prices for viewers in check.

    Even as the decade was towards its last leg, there was no clarity on whether selfregulation was what the industry would be governed by or was it co-regulation.

    The emergence of production houses: The demand for content led to the emergence of new production powerhouses. UTV Television, Synergy (now Big Synergy), Sagar Arts, Cinevistaas, Miditech, Creative Eye, Siddhant, DJs, Contiloe, Optymystix and Balaji Telefilms were the leaders at the start of the decade. The end of the decade had seen multinationals and more new Indian production houses adding to that list. Fremantle Media, Endemol, Zodiak (through SOL) belonged to the international list and was behind some of the real big productions. Amongst the newer indigenous ones who had forayed and made their mark included Directors Kut, Sphere Origin, Shakuntalam Telefilms, Walkwater Media, The Right Picture, Wizcraft, Cineyug, Playmate etc.

    At the same time, producers were forced to put their houses in order with the associations striking to raise their wages, limited hours of working, and more structured production cycles.

    The explosion in new talent: Talent costs spiralled out of reach as experienced actors started charging sky-high rates even as film actors, directors, producers hopped on to the television bandwagon. Producing cost-effectively meant that new talents had to be scouted and cast at lower rates. Hence, producers and channels worked closely with casting directors to find new faces, most of whom had next-door looks. Younger people were cast from colleges, from street corners and they went on to become big names.

    Sport as a grand television spectacle: Cheerleaders, belles and whistles, the involvement of filmstars in teams, the decade saw sports becoming a television spectacle like nothing else. Sports – read cricket – television was serious business in the seventies, eighties and even the nineties and meant for serious students of the game. But in an effort to broadbase the sport and make it appealing to women, female commentators were brought in whose clothes made the headlines.

    Then came the IPL 20-20 form of the sport which allowed industrialists and the Bollywood brigade to own teams in a quick-bite format of cricket. Big doses of entertainment were thrown in with lots of pomp, loud music, bands and scantilyclad girls waving from the sidelines, owner-actors and industrialists egging on their teams. And the nation took to it like no other form of entertainment.

    Meeting the needs of region-specific audiences: Thanks to its many languages, India is not an easy market, especially for the media owners. The decade saw a ballooning of regional language television with broadcast networks adding channels with content catering to local audiences of the state. The south has the Sun Network as the leader with languages catering to all the southern language states. Amongst the national players, Zee was a pioneer in this and today runs general entertainment television channels in Gujarati, Marathi, Telugu, Tamil, Kannada, Bengali, among others. The other networks are not far behind with Star, Sony, and even Viacom18 moving aggressively into the language space.

    The proliferation of news: News burgeoned through the decade with specialised general news channels, city-specific channels, business news channels and even entertainment news channels being launched. And the spate of news channels was not just in the national language, they proliferated in regional languages too.

    Close to 1,200 hours a  to 1,200 hours a day of news is churned out daily by the news channels. According to an estimate, around 600 channels have been licensed to uplink from India. Of this, a majority of the applications were for channels in the news space. So much has been the rush in the news television space that even a state such as Andhra Pradesh has about 15-16 news channels in Telugu.

    Along with channels news anchors have also emerged as stars of sorts. At times, they give their actor kin a run for celebritydom, having notched up huge fan followings for themselves.

    New distribution platforms: First, there was only Doordarshan. Then came cable TV in the nineties. The first decade of the new millennium has been characterised by the emergence of digital TV, mainly DTH TV homes. Of the 150 odd million TV homes, around 110 million have either a cable TV or DTH connection. Six platforms waging a cutthroat battle have resulted in extremely low subscriber costs with fees being as low as Rs 150. Cable TV has also been forced to keep its prices extremely low because of the competition from DTH. On the horizon are newer modes of broadcasting such as HDTV, IPTV and streaming of content over wireless broadband. Clearly, for customers there is a harvest of plenty in store.

     

  • ‘Our aim is to become the currency tool for media research’ : Ormax Media co-founder & CEO Shailesh Kapoor

    ‘Our aim is to become the currency tool for media research’ : Ormax Media co-founder & CEO Shailesh Kapoor

    Ormax Media, the consumer knowledge and consulting firm for the media and entertainment industry, was launched jointly by Vispy Doctor, the managing director of Ormax Consultants, a specialist in qualitative research, and former Filmy business head Shailesh Kapoor in July 2008.

    The company has expanded across categories like television, radio, films, and media agencies. It has launched various tools, which can predict the future of a show or a film.

    The expansion plan includes doing research in the news and South Indian market. The aim is to establish Ormax Media as the currency tool for media research.

    In an interview with Indiatelevision.com‘s Gaurav Laghate, Kapoor sheds light on the research needs in the media and entertainment industry and Ormax Media‘s drive to plug the gaps.

    Excerpts:

    You have worked with companies like Sony, Zee, Zoom and Filmy in roles across marketing, content and business strategy. So what led to Ormax Media?
    The idea was always there, I wanted to start something of my own. And I wanted to set up something which combined the media and entertainment industry where I came from with the marketing and consumer understanding that was always my interest.

    The exciting part is that we are working on multiple categories – like GECs (general entertainment channels), niche channels, movies, radio and digital. So there is a wide variety that makes the learning experience far more dynamic than it would have been in a traditional media role.

    What the company has achieved in these two years?
    Since it has been a new company, the first year focus was on consolidation and the second year was really of growth and expansion into new categories, businesses and clients.

    We started with TV. It was for two reasons – a far more organised industry in the M&E sector and also because of size.

    In 2009 we started with GECs, then moved on to niche channels and radio. During this time, we also started creating specific products.

    How did you identify the need for the product offerings?
    As we met more and more people, we recognised that there were common needs across the category. For example, there was common need for tracking marketing campaigns for TV programmes. This resulted in a tool – Showbuzz.

    You said you are in expansion mode. What all categories are you looking at?
    Initially, we spent time on developing tools, products and methodology. Then our focus was clearly on categories where we had strength. Like Bollywood – so we launched Cinematix. We are planning to launch a structured product of test screening of Hindi movies soon.

    How has the film industry responded so far?
    We have already worked on 7-8 movies in the last six months. And I think for an industry which is still getting used to the idea of research, it‘s a pretty healthy number. Going forward, the film industry will continue to be the focus. First we were trying to get them on board and trying to make them understand the whole idea of research. And we were pleasantly surprised. Once they (film industry) were exposed to this; they were more than willing to receive research in a far more flexible manner.

     

    What are the challenges you have been facing for getting clients?
    The biggest challenge has been to meet more and more people and give them the flavour of what research can give them. And once they get the right flavour and do one project, they certainly understand the importance of it.

    Apart from films, what are the other areas you will be focusing on now?
    The areas which we are going to focus on now are specific categories – like South and news.

    What opportunities do you see in the southern regional market?
    South is a very big market for both TV and cinema industry. The fundamentals of TV and film research are not different. And we have teams in the four southern states.

    And what are your plans for the news industry?
    The news market is one that largely relies on Tam. But at the category level, there may not be any tools and products available. So we are looking at that option.

    News is also a big category in terms of revenue. It is a category where the advertiser buying is often based on decisions based not directly on the function of the ratings. Particularly English news channels where many different parameters come into play.

    All your tools basically try to asses and predict the future – cinematix or showbuzz?
    A lot of our work is going into putting tools and analytics in place. We are trying to create ways in which future prediction and future analysis can be made rather than just looking at the past and getting a sense of that.

    Research is not just looking at today and giving feedback at what people are liking or not liking. I think the more important area, where a lot of our energies are focused on, is to predict the future.

    So what all services you offer to clients?
    We have three kinds of products. Syndicated products are owned by us like Showbuzz, Cinematics, Characters India Love, RJ Files. We do them at our cost, irrespective of who is subscribing or not subscribing to it. This is data which is registered and trademarked to us. Whoever subscribes to it, gets it.

    These products are most cost effective for all as they are common to the industry. Multiple people are subscribing and paying for it . It cannot be affordable for someone wanting to do it alone.

    Second is commissioned research, which could be qualitative or quantitative research. These are need based research.

    We also do consulting work, which is specifically beyond consumer research and is more advisory in nature. But it is not our main area of work. We are primarily a consumer understanding firm.

    How much market share are you looking at acquiring in future?
    We hope to be controlling at least 75-80 per cent of the research market in a couple of years. That doesn‘t mean we are going to compete with already established systems such as Tam, Ram etc. We are going to complement the information available through them. So if Tam gives the viewership, we will add value by explaining the viewership understanding. We are more about adding value beyond the measurement systems.

    If some other similar company starts working on the same lines, what will be your plan of action?
    See, eventually, in a category like this, one becomes currency. We have seen that in case of Tam. The second player to come will have a disadvantage. It is difficult to say at this stage who will become currency, but my sense is that till the time other players will come, we will be established as the industry currency. We are moving in the right direction.
  • GECs vow on Bolly-busters to up viewership

    From time immemorial movies have served as an extra value pack to general entertainment channels. While fiction remained the staple diet for the lot, movies dished up the programming lineup, especially on weekends, as an eagerly awaited dessert.

    The design was to attract additional viewership that went beyond the traditional eyeballs (target group), evidently flocking onto the respective channels to prey on their regular dose of fiction.

    While the trend continues even today, freshness and contribution from movies as a genre towards the Hindi GEC is significantly scaling up more effectively. Channels are pursuing hard to pocket big ticket movies and persistently locking in air-time for them within the smallest time-gap from their theatrical release. This means, for some, accessibility on TV could be just four weeks after the theatrical release while for a few the availability would be six-seven months post hitting the plexes.

    Take  for instance the Ranbir Kapoor-Katrina Kaif starrer Ajab Prem Ki Ghazab Kahani. Colors premiered the movie in December 2009, just a month after its theatrical release. The movie garnered a 7.45 TVR (C&S 4+, HSM), contributing 50.2 GRPs to the channel. On the other hand, Aamir Khan’s 3 Idiots was on Sony seven months after its release and was a table turner for the channel as it earned 91.8 GRPs (10.88 TVR) to make Sony the third Hindi GEC for that week.

    Says Viacom 18 CCO and head international business Gaurav Gandhi, “Big ticket movies always act as a differentiator to boost channel viewership while helping audiences at that point in time to sample other properties. Thus, it broad bases the typical GEC audience and draws in an entire family viewing.”

    Elaborating further, Star India EVP marketing and communications Anupam Vasudev says, “TV channels now-a-days aim to show movies earlier, shortening the window gap, because of the recency effect on the viewer‘s mind. And because it adds to the content variety, it plays a strategic role in fulfilling consumer requirements.”

    A complete change in the cost recovery model for movies has also accelerated the eagerness of channels to showcase such products within a shorter window span. Besides quoting huge satellite right prices for their movies, producers have found other avenues like home video and DTH to exploit and monetise their products; and the modes are available even if the movies have crashed or performed average at the box-office.

    “Since piracy is always at an all-time high, broadcasters think ‘why wait’ and ‘why not’ make the movies available to the audience as soon as they can!”, Gandhi adds.

    Consider this: average box office  office performers such as All The Best, De Dana Dan and Atithi Tum Kab Jaoge along with the box office disaster Veer managed to do favourably well on television with each grabbing an above 3 TVR.

    All The Best on Zee TV earned a 4.23 TVR during its premiere, fetching 25.2 GRPs for the channel; De Dana Dan on Star Plus got 3.97 TVR and 26.9 GRPs; Atithi Tum Kab Jaoge on Star Plus did 3.32 TVR and fetched 16.6 GRPs while Veer got a 3.55 TVR to earn 23.1 GRPs for the same.

     

    Top Bollywood Movies aired in GEC during 2010 in HSM Mkt
    Rank Channel Programme TVR% GRPs
    1. Sony Entertainment TV 3 Idiots 10.88 91.8
    2. Colors Ajab Prem ki Ghazab kKahani 7.45 50.5
    3. Zee TV All the Best 4.23 25.2
    4. Star Plus De Dana Dan 3.97 26.9
    5. Star Plus Wanted 3.95 27.5
    6. Star Plus Veer 3.55 23.1
    7. Star Plus Atithi Tum Kab Jaoge 3.32 16.6
    8. Star Plus Paa 2.85 19.4
    9. Colors Do Knot Disturb 2.45 13.1
    10. Zee TV Kambakkht Ishq 2.22 11.6
    11. Colors Toh Baat Pakki 2.2 9.4
    12. Sony Entertainment TV Dil Bole Hadippa 2.14 15.5
    13. Star Plus My Name is Khan 2.14 15.5
    14. Colors Kites 2.14 12.4
    15. Colors Whats your Raashee 1.37 10.5
    Source: TAM | TG: CS 4+ yrs | Period: Jan to July 2010

    “TV provides free viewing even to flop films. So people who chose not to pay high ticket prices at multiplexes for such movies will anyway watch the film on TV thereby upping the viewership base,” says a top media planner on conditions of anonymity.

    But does this mean that movie premieres, especially the big tickets, always pull in mass eyeballs? Not really. Industry players believe that the TV viewership success of a movie is the functionality of its content and the rigorous promotion that the channel performs. And therefore, a low marketing push for box office hits like My Name Is Khan (Star Plus) and Wanted (Star Plus) on TV did just average as they drew in 2.14 TVR and 3.95 TVR respectively.

     

     

     

    Top Bollywood Movies aired in GEC during 2010 in All India Market
    Rank Channel Programme TVR% GRPs
    1. Sony Entertainment TV 3 Idiots 8.55 72.1
    2. Colors Ajab Prem ki Ghazab kKahani 5.59 37.6
    3. Zee TV All the Best 3.16 18.9
    4. Star Plus De Dana Dan 2.96 20.0
    5. Star Plus Wanted 3.04 21.2
    6. Star Plus Veer 2.75 17.9
    7. Star Plus Atithi Tum Kab Jaoge 2.5 12.5
    8. Star Plus Paa 2.24 15.2
    9. Colors Do Knot Disturb 1.8 9.6
    10. Zee TV Kambakkht Ishq 1.65 8.6
    11. Colors Toh Baat Pakki 1.63 7.0
    12. Sony Entertainment TV Dil Bole Hadippa 1.68 12.2
    13. Star Plus My Name is Khan 1.74 12.6
    14. Colors Kites 1.61 9.3
    15. Colors Whats your Raashee 1.05 8.0
    Source: TAM | TG: CS 4+ yrs | Period: Jan to July 2010

     

    3 Idiots, on the other hand, went  through an aggressive marketing process. The movie certainly grabbed a historical share of the viewership in the Hindi GEC space but the push also came in from meticulous promotional initiatives. Sony devised strategic promotional activity with the cast of the film and infused it into the programming of the channel which helped in further driving up the viewership.

    Also, interestingly, as part of the promos, Sony offered viewers the chance to enter a competition to win one of the iconic chairs from the movie and the response received was the highest ever from any movie competition on the channel.

    Broadcasters affirm that, even though exorbitantly priced, movies can recover the prices paid by them if the products are promoted rightly so as to grab advertiser’s attention. This is because such premieres not only summon a spike for the channel, but is surely a boon for the advertisers too who associate with them. “When advertisers walk on board as sponsors, the deals include multi-week promotional campaigns on the channel’s other properties – fiction, non-fiction, events – exhibiting a visible sponsor label. Also, due to expanded viewership from such premieres, the advertisers get more exposure,” says Gandhi.

    Adds Filmy business head Rajeev Chakrabarti , ”Big ticket movies premiered on GEC channels are strategic programming spikes around which channels attempt to garner viewer and advertiser’s attention. The networks pay a very heavy price towards acquiring these titles and ultimately, the frequency and viability of such big-ticket ‘premieres’ need to justify the cost-to-reward ratio in line with the business objective.”

    The window-gap between a movie’s theatrical release and TV broadcast has also shortened because the maximum collection that it garners is within the first two-three weeks at the plexes.

    Says a media planner, “Eight years back, about 200-300 prints of a movie were circulated and it took about six months to complete full national coverage. But today with the advent of multiplexes, 500-1000 prints of movies are released and it takes just two-three weeks for theatrical recovery.”

    Talking about placements, Mediaedge:cia India MD T Gangadhar informs that movies are strategically placed for weekend viewing because GECs are frail on fiction during this part of the week.

    Zee TV marketing head Akash Chawla, however, believes that movies must be chosen on novelty factor and should only act as new-audience-attracters rather than GRP boosters.

    “The primary challenge for a Hindi GEC is to maintain consistency and not become dependable on movies. Putting up movies in the programming schedule to just get numbers without encashing them to generate maximum revenues is not part of our strategy,” he says.

     

  • Mobile2Win brings Art of Living to your phones

    Mumbai, February 15, 2006: The Art of Living Foundation is the largest volunteer based NGO in the world, with programs on yoga, meditation and stress elimination that have benefited millions of people across the world. In addition to this, the Foundation also renders service to society through a number of Seva projects such as education of rural children in India, poverty reduction in Asia, and many others.

     

    His Holiness Sri Sri Ravi Shankar, the driving force behind the movement, travels and teaches internationally, spreading the simple message of love and compassion, which continues to draw people from all walks of life.

     

    Following an exclusive tie-up with mobile2win, the Art of Living will be accessible to you no matter where you go. All one has to do is SMS AOL to 8558 and H.H Sri Sri Ravi Shankar will be by your side! This tie-up would be an additional revenue stream for the Foundation’s Seva Projects, as the money generated, would go back into funding these initiatives. This entire range of content will be available for downloads across ALL the operators in the country! Content will be made live across ALL platforms including WAP, voice platforms and SMS.

     

    A wide variety of mobile content is available for download, which includes wallpapers of the Guruji, the Art of Living Silver Jubilee anthem, and a wide selection of bhajans (as ring tones).

    A simple to use, vibrant, WAP site has also been specially created to enhance the interactive experience. On this site, one can also find Video clips of Guruji’s discourses. All mobile content is downloadable from operators across the country, via GPRS & SMS.

     

    The Art of Living Foundation celebrates its Silver Jubilee on February 17th, 18th &19th. During this time, Mobile users can access a wealth of information – the itinerary, venues, dates of upcoming programs, accommodation availability, and making donations to the Foundation.

     

    Rajiv Hiranandani: Country Head, mobile2win, India, says, “The Art of Living partnership is the next step in mobile lifestyle and entertainment. We at m2w have recognized that consumers want more on their phones than just pure ring tones and basic games and our tie up with The Art Of Living will ensure that lifestyle will be available on the screen closest to you- the mobile screen.”

     

    When asked for his views on this tie-up, Prasana Prabhu, Head Publication Division – Vyakti Vikas Kendra, said, “Our intention is to make His Holiness Sri Sri Ravi Shankar’s knowledge, which frees people from all the stresses, reach every corner of the world. We would like to use all possible modes and medium to make sure we achieve it and this initiative is one of them.”

     

    mobile2win is India’s market leader in mobile content and wireless media solutions. Its market leading media relationships and brand clients provide the company with India’s strongest distribution network for consumer wireless content and applications. In addition, mobile2win is a leading developer of mobile games, value added content and has 200 brand-marketing campaigns with over 80 of the world’s largest brands.

     

  • ‘Acting is about good characterisation’ : Neena Kulkarni

    That Neena Kulkarni is a good actress has been well acknowledged in the world of Marathi stage, cinema and television. Unfortunately Hindi productions haven’t been as kind and she has been generally typecast in the good mother role. However, even in these stereotyped situations, she has managed to impart her own distinctive stamp to the characters she portrays. Kulkarni has carved a place for herself among Marathi language audiences with the central character of Tara Rani in Smita Talwalkar’s historical venture Peshwai, which recreates the Peshwa era, in a tele-series currently being aired on Zee Alpha. What has given her greater exposure though, has been as Gulnar in Sony Entertainment Television’s Heena as actress Simone Singh’s compassionate mother-in-law. Gulnar made Kulkarni a household favourite.

    A graduate in Arts from Mumbai’s Elphistone College, with French as her major, Neena’s tryst with theatre began when she was just nine years old. She was a regular in the skits organised at the Makrand Society colony in Mumbai’s western suburb of Mahim, where she grew up and resides even today. She continued with theatre and carved out a place for herself as a serious and committed actress. Later, she moved to television and started afresh by playing mother roles like “any newcomer”, quips Kulkarni, who says she was aware that she would get categorised as a character artiste when she took the plunge into television. “Given my age and the fact that I was entering a new medium, I couldn’t have been choosy,” she concurs. Kulkarni, who has done a variety of “mother roles”, says she has managed to bring a range of performances within the set character and has no qualms being labelled a character artiste. “The character of Gulnar (in Sony’s Heena) has created a sort of stardom for character artists if I may say so and has at least made me view character artistes differently,” says Kulkarni.

    Indiantelevision.com’s correspondent Harsha Khot met Neena Kulkarni at her residence and found that she enjoys playing character roles as much as central roles. Excerpts from the conversation:

    With an interesting track record as a theatre actress, what prompted you to join television?
    In 1997, we faced financial constraints in the family. My husband was not keeping well and my children were growing up. Being a mother, I did not want to be away from home for long. It’s during that time Ashok Saraf approached me with Chutke Bajake. Since the serial was going to be shot within the city and required comparatively less travel time, I considered the proposal and got into television serials. Not that I was new to television, earlier I had worked for Doordarshan as an announcer so that helped me. It wasn’t an entirely different medium.


    Neena Kulkarni with Bikram Saluja in Panchi

    ‘I am a director’s actor and would expect the director to know what is what’

    What things do you consider while giving commitments to a role or project?
    The scripts generally come to you in a verbal story form. Ideally scripts of television serials spring from a seed based on an idea, a central story theme which can be developed over a period of time. And in the case of television serial scripts, you don’t have a bound script, unlike those written for theatrical plays. After hearing the story, I basically mull over the kind of role that I will be playing, and generally I am considered to be in the mother category. Nowadays I also make it a point to consider the production house and most importantly, the director.
    The television serial has become a “try-out” medium and I did come across it, especially in the beginning. Because of this I felt absolutely frustrated and it gave me a lot of heartaches. Many channels were coming up and joining the bandwagon so to speak, which gave openings for a lot of inexperienced wannabe directors and somehow I got stuck with them.

    I am a director’s actor and would expect the director to know what is what. But at the time I had just stepped into television serials and was quite nervous, especially since the directors weren’t of much help. I had to face a few directors who had the attitude: “I know as much as you do or maybe even less, let us just try this out together.” That used to get on my nerves. I was very vulnerable and felt that if the director doesn’t know what I am capable of and I don’t know what they want me to do then things may not proceed in a proper manner. However, I stuck with it.

    What made you stick around?
    Financial constraints and hope. I was hopeful that things would get better. Television is a technical medium, not an experimental one. Since I have a theatre background, I would try to put in my best, but would many a time get frustrated looking at the way a lot of other people took things so lightly. But that is where I realised the difference between the theatre and television medium and that there were many other things to learn. I learnt not to jump into any project, and that in television you need not get extremely serious while enacting the character. Now I tend to take up only projects which come to me through reference and this has sorted out the earlier problem.

    ‘The idea is to show more of character with a lesser touch of your own personality’


    Receiving the best actress award from evergreen hero Dev Anand for her role in Dhayaniman.

    When did things change for you?
    Towards the end of last year I just sat at home for three months debating whether to give up television serials altogether and stick only to movies. I was pondering over why I enjoyed acting in films more than television even though the ‘acting’, which is common to both, is what I liked the most. I became more selective about directors. I recollect playing the role of an old lady in Vikas Desai’s Jootha Sach with Sachin Khedekar. It didn’t do too well, but it introduced me to a good production house, Cinevision. Manish Goshwami of Cinevision may haggle over money and dates but once the project is finalised he sticks to it.

    Who are your favorite directors?
    Javed Sayeed who made Heena, he is an editor actually. Then the director of Aatish, where I play an old women. Sanjay Upadhaya changed my whole outlook towards serials. He is a good director and knows how to get the best out of his performers. For instance their (Upadhaya’s team) approach to dileanating a character is somewhat similar to what is done in films. Through discussions with the director, the details come out gradually with lot of inputs from both sides. Upadhaya makes us work like dogs getting 10 to 15 scenes done, but at the same time he is particular about time. If the shoot is scheduled at 9 am then it happens then. He and his team treat the project like films in a way.
    I had a problem with the way Javed Sayeed functioned when I first began working in Heena. He just wouldn’t handle actors carefully but later with every schedule and episode of the serial he improved as a director while I improved as a tele-serial actress. He has shown that a very capable editor can become a very capable director and Heena proves it. It is one of the top ranking serials and it’s mainly due to the way it has been written and edited. Today I am very comfortable with him because I can understand him.

    Why do you feel an actor should not give away too much?
    Maybe this is an old way of thinking, but acting also means characterisation. Naseer (Naseeruddin Shah) and Paresh (Rawal) do that, likewise I too characterize the role. Acting by itself is nothing, it’s about building up the background of the character also. They blend with the role so well, showing a little part of themselves but yet not revealing too much by focusing on the profile of character. The idea is to show more of character with a lesser touch of your own personality.
    If I didn’t follow this then I would soon get bored. Besides, the day I get bored I’ll leave this field. By way of characterization there are still a few variations of a particular character still remaining to be explored. And since I am playing a variety of characters that makes work interesting. I don’t think all mother roles are the same. The characters I play are very human and yet quite different from the typical doting Hindi movie mother. They say ‘beta’ all the time. I am in the character actress bracket but I am surprised that within this there is so much potential for variety.

    What do you dislike about television?
    Everyone is working so fast to give or complete the episode that at times the actor becomes quite bale. As long as you say the lines properly it is okay. At times due to various constraints the shots are okayed even if they might not be perfect. There are quite a few people who are not serious actors and who are in this field because they happen to be good looking. Who spend their time on the sets yap-yap yapping away. Then there are people who are on a signing spree doing many serials at one time, while some are here for ‘time-pass’, which can get quite annoying.


    Performing the role of Kasturba, opposite Naseerudhin Shah in the celebrated play Mahatma vs Gandhi

    How could the problem be solved?
    A lot of actors sign a lot of serials at one time. I don’t blame them too much. The problem lies in the fact that a channel starts a serial with four to five options in mind. And at times the circumstances are such that to get a known face they give them so much money that they are willing to compromise on other people.

    Is that the reason why we often see people being replaced in serials?
    Probably. The systems in place lead to a lot of insecurity. Then there are actors willing to work for lesser pay which makes even good actors go on signing sprees. The thinking being that you never know when the tide may turn against you. I feel that production houses should assure the actor about the contract and have some consistency in their dealings. And if there are sudden changes at an actor’s expense then she should be compensated. I wonder if this will ever happen though.
    I still think people shouldn’t do too many serials as they are a killer as far as an actor is concerned. Ideally, I would like to take only a serial at a time but that doesn’t usually happen. At one point I did a whole lot of pilots and they finally went on the floors over a period of a few years.
    Then it becomes terrible. There was a time when nearly seven serials of mine were in various stages of production at the same time and it was a killer. It was absolutely maddening even though they weren’t meaty roles.

    How did you manage to work simultaneously in seven serials?
    It was because of my quick thinking. When you are in theatre you do tend to become a quick thinker. Soon I realised that you shouldn’t take serials as seriously and intensely as theatre. Earlier, I was trying to put in the same intensity as in theatre and it was affecting me. I was getting frustrated because everyone around me seemed as if they couldn’t care less. I spoilt my health, my sanity. I started hating acting and going to the sets. Serials are a quick business.

    How did you take control of the situation?
    Between September and December, I sat at home and thought through the whole thing. Why do I like films more than serials when the roles in serial are also good? I was also doing film, because they give some time to the actor to understand what the role is about and not take actors for granted.

    Channel interference was getting very irritating. For instance pulling the serial off the air abruptly, but on the other hand maybe it is for the better. It is irritating certainly, but now there is some purpose to all this, asking for certain actors.


    Kulkarni as ‘Gulnar’ in Sony’s Heena with lead star Simone Singh.

    ‘When I came to serials my expectations were nil, because I was aware that my age fitted into the mother’s slot’

    How do you work on your roles? Is acting in television easy?
    Serial is more of spontaneity than anything else. Probably that is the reason most newcomers are doing well in serials without any background or any training. It is not about how well trained an actor you are. So I decided to use both together. I have picked up the skills over the years, self-taught by my peers, taught by my gurus. I don’t read too much in the scene and the scripts are generally written one day in advance. But no, acting is not easy. Very few people survive serials and move onto the big screen, which is the true test. That is why you see 20 new faces but hardly one or two of them making it to the big screen.

    How do you work on the character you play? How do you make them appear different from each other?
    In Heena I was aware that the “Gulnar” was one of many who would behave like any ordinary human, so to add realism the character wore a louder coloured sari, deeper make-up with traditional surma and an Urdu accent. How I did it I don’t exactly know but I am not ashamed to ask questions. I would ask director Rajiv Verma to correct my pronunciation of Urdu vowels. Likewise in Varis where I play a rich widow I wear a stark white sari to give that kind of look, while in Aatish, I wear plain sarees which old women generally wear. And I would never apply unnecessary make-up or nail polish unless the role really requires.

     

    Of the roles you have played, which are your favourite ones? Why?
    My role in Heena has become close over the years. Three years as Heena‘s mother-in-law. While Tararani is what gives me a kick which is why I really do not mind travelling all the way to Bhor for shoots.


    ‘Kasturba’ and the ‘Mahatma.

    How was it adapting from playing central roles in theatre and a few serials to later getting categorised into roles of character artiste?
    When I came to serials my expectations were nil, because I was aware that my age fitted into the mother’s slot. I have played numerous middle-aged characters in theatre. In theatre the central characters are now the side characters in serials and movies. Nevertheless I enjoy the electronic medium. I have mostly played downtrodden characters, which require some acting potential. Besides I can’t do theatre any more because of health reasons and the kind of travelling it requires. Otherwise the roles would have to be meaty enough to make me want to take it. So far I have had a very satisfying theatre life, besides I strongly feel commercialism and theatre don’t go hand in hand.

    Which other roles are close to you?
    The one in Peshwai. The story is very good and so is the team. Economically it is not lucrative, obviously there has to be something very exciting for me to overlook that factor. I play the central character Tara Rani who was a very fascinating women and towards the end the role has certain shades of grey. Smita Talvalkar’s Peshwai is capturing the Peshwa era on the screen. I have never done a “real” character. The story is about ‘Tararani’ wife of Chhatrapati Shivaji’s younger brother Rajaram. After Shivaji died his Shahu was supposed to take over the reign’s but he is held captive by Mughal king Aurangzeb.

    After Rajaram dies and in the absence of Raja Shahu, Tararani takes care of the Peshwa kingdom for 18 years till he returns. The story starts from the point where Shahu is released after Aurangzeb dies and returns to claim the throne. It is then that Tara Rani, who has ruled the kingdom for 18 years, starts questioning herself about giving up the reins of power. She is very upset about giving it away. His only claim to the throne is as a birthright. That is when the grey shades seep in.
    Of course Shahu eventually takes the throne. Tara Rani was eventually imprisoned and lived till 86. Even while in prison she does not lose her spirit and despises Shahu and writes letters about what an opportunist he is. Peshwai spans 100 years of which she lives 86. The role is really challenging.

    How did you go about sketching character of Tara Rani?
    The character is shown in the range of middle age to old and all along with it I changed my voice accordingly. As a woman in her thirties when she takes up the throne her voice is slightly shriller and as she ages it becomes more and more base. At the moment in the serial she is 50 years old and it will continue till she is 86. So there is a range that I am playing which is a great challenge.

    Theatre has helped me. Because of theatre I keep a graph to my character. Today normally even the assistant comes and briefs you about the situation and connects it to the scenes shot before and after. Once your graph is clear then there is spontaneity.

    Are there others on air that that you rate as good?
    I think Neena Gupta has done marvellous work in Saans. How I wish I could do the same! She is the producer and director at the same time.

    Another serial is Saaya. I like the way Sanjay Upadhaya has handled it. It made me want to work with him. Alpaviram is another good serial. The lead Pallavi (Joshi) has tremendous potential as an actress and somebody should use it. My daughter aptly put it: ‘Pallavi has done the best acting while in in a coma.’

    I would really love to do what Neena has done. I am aware that I have the potential and the capability of writing and producing a serial.

    So how soon would you be exploring it?
    I am very family oriented, my kids are my first priority. Besides I fear that it will kill the actor in me because the focus would shift from acting to writing. If you are concentrating on one creative activity and take up a second simultaneously, then there is a drift of creativity from one to the other. I experienced that while writing for Loksatta, a Marathi newspaper. My focus shifted from acting to writing.

    How do you revitalise yourself?
    What you need is tenacity, I often look back at the work I have done. Educating Rita by Santandev Dubey. I cannot afford to expect this from a television serial.
     

    How do you work on the acting?
    Many a times by getting into the role, that is my way. It is a little bit of method. When I know a character, what is her background and look closely into the social background, lower middle class or upper middle class. If it is lower middle class out with the nail polish, jewellery. There are little things that others may not think of that automatically come in. I am particular about this and it is very satisfying. Each role is different so I don’t get bored.

    Some say getting into the character is a myth, could you explain?
    No I don’t think it is a myth. Getting into a character is more of concentrating till a certain point while playing the character. In Ankahee there is a bedai (when the girl leaves for her in-laws place after marriage) scene where there is an argument between me and my daughter and I don’t use glycerine. It is because of my theatre background and it comes naturally to me now. I have learnt all this. It’s memory of emotion, Stanislovsky method, sur (sound). And it still fascinates me.

  • ‘We want to be the No. 1 channel in two years’ : Sony Entertainment Television business head Ajit Thakur

    ‘We want to be the No. 1 channel in two years’ : Sony Entertainment Television business head Ajit Thakur

    Struggling to jump into the top Hindi GEC league, it was a year back when Sony Entertainment Television decided to undergo a complete overhaul. New programmes were introduced and a new association was inked with the biggest film production house, Yash Raj Films, to produce soaps that were different both in narration and production value. While not all could fetch the requisite numbers for Sony, they did help the channel cover quite a distance – from a 80 GRP mark to a peak of 180 GRPs.

     

    Now as Sony enters into its next phase of growth, it is betting big on the decade-old KBC, helmed by Bollywood legend Amitabh Bachchan. Sony believes that the property, infused with fresh innovations,will do more than just getting the numbers: it will help the channel change its fortunes.

     

    In an interview with Indiantelevision.com‘s Anindita Sarkar, Sony Entertainment Television business head Ajit Thakur speaks about the channel‘s programming plans at large.

     

    Excerpts:
     

    How challenging has been the last one year for you at Sony?

    Sony is a great brand but in the last couple of years it had not lived up to its potential. Now as I look back one year from the time I joined, we have achieved a lot and the credit goes to the brand. It has always been so strong that every time we do something that is targeted at our audience right, we always get results.

     
    So what has been the focus for Sony?

    The focus in the last one year has been on three things. The first one of these has been research. Audience taste in this country is shifting every 1-2 years and, therefore, we were very clear that everything that we do has to be supported by rigorous consumer testing and extensive research to enhance our consumer focus. And research is not just to track but also to forecast the future trends.

     

    The second focus for the channel has been to strengthen as pioneers in new programming. We got in a wide variety of shows ranging from the Yash Raj banner which were very diverse in terms of content and production value to something like Crime Patrol. We also made Aahat into a daily and Indian Idol, which had been traditionally a weekend property, was shifted to weekdays to give audiences a new experience. Also, no other channel has a daily thriller like CID.

     

    The third very important and conscious thing that we are concentrating on is to produce content that entertains the entire family – and is not just exclusive to women or men or kids. Also, the content should do more than just entertainment.

     
    But even after so many launches in the past one year, the channel is still perceived to be synonymous with CID while also deriving ratings from Indian Idol. Why so?

    Yes, CID is our flagship property and has been doing very well for us. So, if we have a strong property, why not build on it? We have extended the property to CID gallantry awards and we are thinking of CID comics towards the end of the year.

     

    Meanwhile, the growth has not come just from one property. We are slowly and steadily expanding on our properties. Now we have Indian Idol, then we will have KBC and we will be building one property at a time.

     

    Our other shows – Aahat, Crime Patrol and Boogie Woogie – are also fairing well for the channel. Baat Hamari Pakki Hai is picking up. And if you see, none of our shows is similar to the other. 

     

     
    But you still weak on fiction as compared to the rest of the competitors…

    Look, it has been a very conscious part of our strategy to give audience differentiated content. So, if you see, our programmes are very different from what is happening on all the other four channels. The fact is that from last June to this June we have seen an almost 100 per cent growth. Also, our primetime GRPs have grown from 40-75 GRPs. Meanwhile, in DTH households, we are the number two channel already. And DTH is a controlled environment where everything is in place and it is no more a Bombay-Delhi phenomenon. This shows that our content has future potential.
     

    Does that mean you do not want a successful soap on the channel?

    We do want to do a successful daily soap and build more on fiction but it has to be unifying and should be carrying a message. Also, we will not look at dragging a soap just for the sake of TRPs. We will look at finite properties that will help build the brand Sony and stand for it. We are expected to bring variety and target younger people. India has a lot more people below the age of 35 and Sony has a very high skew towards this audience segment. 

     
    ‘Now that it is time to enter the second phase of our growth, we want to kickstart it with KBC ‘

     
    Then why is it that even after bringing in young and differentiated content with the YRF shows and some other new ones too, it did not do much well for the channel?

    When we launched YRF, Seven and Mahi Way did fairly well. But all of them were not up to the expectations that the market wanted. However, when we went for it we actually knew that the content is ahead of its time in comparison to current television in terms of narrative as well as treatment. So we were the early adopters and the ratings did not come in the first season. But we have learnt that they will work if we be at it for some time and bring back new seasons.

     

    Also, another learning for us is that we shouldn‘t launch multiple properties together. Which is why this time we will bring back the shows one by one so that the audiences grow on them.
     

    When do you plan to bring back the new YRF shows?

    We will be launching two new shows from the YRF stable by the end of this year and the new seasons of two more properties will be launched next year. Apart from these, we will also be launching two other fiction properties by the year-end. 

     

    Why did you decide to bring back KBC despite it being an old property?

    The difference between reality shows and game shows are that reality shows are often very edgy and not suitable for the whole family. And since we are targeting the entire family, we knew it was time to bring back a game show on the channel.

     

    When we did our testing for KBC, everyone said that they would watch the show because it has knowledge, entertainment and Mr Bachchan. So they encapsulated the show for us very well and that has a huge implication for us. We are sure that apart from numbers, the show is going to generate huge eyeballs for the channel.

     

    Also, now that it is time to enter the second phase of our growth, we wanted to kickstart it with KBC. 

     
    What is your scheduling strategy? Which time bands do you concentrate on?

    Because a lot of our focus is on research, our scheduling strategy is pretty much about what is happening in the household. So we start our early primetime with soaps that are for the regular family and then as we go through the day, we move into non-fiction that is Indian Idol. Towards the end of the day, there is Crime Patrol, Aahat and CID as there is more of older audiences and men coming into the channel.

     

    Also, we are trying to keep as much of content on the channel to keep the family together. Earlier, it was just the weekends that would look at keeping everybody together – but now it‘s weekdays too.

     

    And the third thing is that while a lot of the channels are doing afternoons, we have opened up the late primetime at 11 pm as an original time band.

     
    What are your movie plans?

    We are actually looking at doing less and less of movies. About a year back, we were doing 4-5 movies a week. But now we are doing only two movies a week. And within this, we are looking at interesting titles. We have about eight programmes on the channel and we will repeat that during off primetime. We are also looking more at events.  
     

     

    What are the challenges and opportunities for Sony in this cluttered market?

    We want to maintain a steady growth curve upwards. We want to take optimal decisions in terms of investments and programming and don‘t want to take away the positioning of the channel. Our daily worry is what is the next new innovative programming that we need to bring in and what is the next new insight we need to catch from the consumers.

     

    The challenge for us will be to continue retaining our present viewers while getting in new audiences. We will also have to continue to build on our youth base – more from the smaller towns.
     

    So is there a GRP or position you have in mind?
    We want to be the number one channel in two years.
     

  • Indian media and entertainment firms script growth story in FY’10

    After a lull driven by the recession, the media and entertainment sector is on a strong rebound amid restructuring.

    The combined turnover of 40 listed M&E companies stands at Rs 174.42 billion for the fiscal ended March 2010, up 13.18 per cent over the earlier year, as the stresses and strains of the economy eased during the 12-month period.

    Adjusting to the changing business landscape and absorbing the pain of massive staff layoffs, the sector also improved its profitability. The drive in the last few years was just the reverse as companies stretched to expand their footprint and kept their eye on valuations as raising capital was far easier in a bull-run phase.

    The jump from a FY’09 revenue of Rs 154.1 billion was led by broadcasting, distribution and publications companies.

    Zee Entertainment Enterprises Ltd was ahead of the pack with an income of Rs 22 billion during the fiscal.

    Companies continue to focus on cost-cutting drives, a main corrective step after going on an expansion overdrive. Overall expenses dropped to Rs 127.91 billion, from Rs 146.55 billion in FY‘09, falling by 12.72 per cent between the fiscals.


    Print cut expenses by 92.18 per cent, while production houses dropped costs by 13.4 per cent.

    At an operational level, the sector has had the most remarkable turnaround story between the two fiscals as operating profit rose 198.9 per cent higher in FY’10 over the year-ago period. The FY’10 operating profit of Rs 24.05 billion looked healthier than the earlier year’s Rs 8.04 billion.

    The companies who had the highest operational efficiency in the fiscal are Sun TV (Rs 7.7 billion), ZEEL (Rs 5.8 billion) and Deccan Chronicle Holdings (Rs 4.4 billion).

    In FY’10, broadcast news, production houses, cable TV distribution, specialty retail and radio were in the red as far as bottom lines go.

    However, the media and entertainment sector as a whole posted a net profit of Rs 9.08 billion in FY10, as against Rs 4.86 billion a year ago. This 86.98 per cent jump in bottom line came at the back of strong performances from Sun TV (Rs 5.2 billion), ZEEL (Rs 4.8 billion), Deccan Chronicle (Rs 2.6 billion) and HT Media (Rs 1.2 billion).

    TV18, IBN18, WWIL, Dish TV and Reliance Mediaworks notched up losses of over Rs 1 billion each during the fiscal.

  • ‘Sab is the only channel in India that is doing daily comedies’ : Sab EVP and business head Anooj Kapoor

    ‘Sab is the only channel in India that is doing daily comedies’ : Sab EVP and business head Anooj Kapoor

    The top three Hindi general entertainment channels punched hard at the second-tier channels with differentiated content, high-cost reality shows and big ticket movies. Barring Sab, the others such as Star One and Sahara One cracked under pressure.

     

    So what did Sab do right? It correctly positioned itself as a family comedy entertainment channel and brought in light-hearted content that worked.

     

    Sab had a basket of shows that crossed 1 TVR, catapaulting the channel to 101 GRPs for the week ended 12 June.

     

    The channel will stick to its low-cost programming but also introduce family-based reality shows.

     

    In an interview with Indiantelevision.com, Sab EVP and business head Anooj Kapoor talks about how the channel progressed in a difficult environment and what content is planned for its growth.

     

    Excerpts:

    The top three Hindi general entertainment channels are seeing high drama. How has Sab managed to march ahead in this adverse environment for the second-tier GECs?
    The channel has traveled a long way since its 28 GRP days that it used to collect two and a half years ago. We have even crossed 100 GRPs. Our progress happened after we repositioned Sab as a family entertainment channel. We aired daily family comedy shows, showcased warm and lovable characters and mixed differentiation with familiar content.

    The familiarities come in the form of joint family settings, female protagonists, and linear shows running from Monday to Thursday. The differentiating part is content that is light hearted and positive. We have the only set of shows where the consumer and ‘sasural‘ both love the female protagonist and the channel is as such the only one which has a brand slogan in the GEC sector. This helps in our positioning and it is now clear, specific and well defined.

    What led to this change of positioning of SAB from a youth to a comedy channel?
    Earlier the wisdom in the channel was one which felt the TG should be between the 16-25 years age group. But we forgot that the viewership pattern in India is different. There are more single TV households and it is the women who control the remote.

     

    Thus all prime time spots need the women onboard as that is the key. That‘s why all shows depicting women suffering, like dowry issues, female infanticides etc. which are such deep rooted stigmas, strike a chord with the audience that is predominantly female, and can empathise and relate easily to what‘s shown.

     

    We, on the other hand, are addressing the fact that times have changed, families are now more nuclear, and there is more balance and light-heartedness. We have barely done 50 per cent of what we can do, but consumers have understood the message we are sending-“Laugh as a family, than cry alone.”

    Has this led to an increase in advertisement revenues?
    Yes, in the last 30 months our advertising revenues have increased as well. Earlier we had just about 35 advertisers on board, but right now we have more than 60. Back then, Star One and Sahara were in the 70s and 80s as far as GRP‘s go and now they are nowhere close to us, even though they have bigger budgets. In fact even NDTV Imagine, which we are only marginally behind on the overall GRPs and now ahead of in the primetime Monday-Thursday slot, has a seven times higher budget than ours.

    Are you looking to come out with some high cost production shows in the future, seeing the current trend in GECs?
    No, we are not looking to do any high cost productions since they are currently not needed, as we have not yet hit the stagnation level and are still growing at a steady pace. We are also not looking for funding of any kind.

    How has the journey into the comedy space been for SAB?
    We are currently the only channel in India that is doing daily comedies. Most channels will run a weekly comedy at the most. Apart from this, our silent comedy, Gutur Gu, is only the second ever silent comedy to be really successful, after Mr. Bean, and we are now going to sell the show abroad via syndication. So, I‘d say the journey into this genre has been hugely satisfying, successful and fun for all of us.

    We are on the lookout for non-fiction or reality shows. Our plan is to have a family-based concept for a reality show

    Have the lower budgets hampered on the production value?
    Well not really, as we have been able to manage our costs very well, even though the sets we create and use are very huge too. In Lapataganj we have created an entire village, while in Tarak Mehta Ka Ultah Chasmah the set is an entire colony. And to top it all in our newest show to be aired, Papad Pol Shahuddin Rathod Ki Rangeen Duniya, we have created an entire town as the set!

     

    Thus we have been able to improve at an operational level without compromising on our sets or production values, while maintaining a tight budget and getting the desired results.

    What are you the most proud of when it comes to SAB‘s current standing and position in the market?
    Currently 5 of our shows have a 1+ rating and this is really quite an achievement. I say this not only because it is quite difficult to have shows with even a rating of 1, but more so as we achieved this irrespective of the huge constraints we face as a channel. These include us not having an afternoon slot. Due to budgeting, our programming is restricted predominantly from Mondays-Thursday; the number of hours of programming and even our overall reach are all major hurdles we are currently faced with.

    What areas are you concentrating on in terms of investments why?
    We are going to invest a lot in distribution. Trying to move from the 38 to 55 per cent reach is the first gap we are hoping to plug. In just a few weeks of work, we have already managed to move from 38 to 41. We are also going to improve the placement of the channel.

     

    Besides, we want to expand our programming to 6 days, including Saturdays, without trying anything different in terms of genre.

    The current flavour of all channels has been reality shows and non-fiction. Is SAB going to venture into that space as well?
    As far as non-fiction or reality shows go, that is definitely on the cards too, and is a genre we would like to look at. We are, in fact, on the look out for a family-based concept for a reality show but are yet to come across something.

    SAB is one of the few channels that markets the entire channel and not just shows. What are the initiatives you are currently involved in?
    We are in the midst of many marketing initiatives right now, specifically in places where families will be together like theatres, bus shelters and other OOH areas.

    We even had a SAB mela in Ahemdabad which was a family fair attended by 27000 people and this was truly a one of its kind consumer connect campaign.

     

    The fair was another platform for family entertainment where people even got to meet and spend time with many of the artists from the shows they like. The fair also had a school connect program, where different schools and college teams participated in entertainment activities like group dance performances. We also had a lot of local artists and cultural flavours at the fair, and the overall response was so encouraging that we have decided to repeat this initiative in 15 more cities this year.

     

    Our other marketing plans as a channel include a radio promo, SAB ka Damadji wherein the “damadji” character created comes on air and talks to a group of ladies who ask him questions and he answers them via jokes and funny anecdotes.

     

    Also the virals we have been airing have done very well and have helped get in more viewers.

    Tell us a little about your new show, Papad Pol Shahuddin Rathod Ki Rangeen Duniya, that will be aired soon?
    We like taking renowned pieces of literature and using it for our shows. This is the basis of our new show too, which Shahuddin Rathod, an author with global following, has penned. His humour is warm, family based, closed knit and has a message.

    Papad Pol is like a street or machala where most of the people living are in the papd business. It is their lives and day-to-day interaction that forms the show.

    What‘s next for SAB viewers to look forward to?
    Next in the line for SAB is another silent comedy which will hopefully hit the air by July. The pilot has already been shot and approved. Apart from that, another show along the lines of Pink Panther, which is about a bumbling detective who solves crimes, will be specifically for weekend viewing.