ITV

Category: GECs

  • ‘Big Brother’ comes a knocking on Sony this November

    ‘Big Brother’ comes a knocking on Sony this November

    MUMBAI: Big Brother, Endemol’s top format show of 2005 in terms of turnover, is all set to launch on Sony Entertainment Television this year.

    Likely to hit the air waves right after the Champions Trophy ends in November; the show will have 12 celebrities from the films, television, music, modelling and sports frat under house arrest for 100 days and that too under constant surveillance by 35 cameras. Some of the personalities that the channel is in talks with are Pooja Bedi, Simone Singh and Arshad Warsi, to name a few.

    Big Brother, which contributes to over 25 per cent of Endemol’s revenues internationally, also has a lot of scope for spin-off segments. “We can have segments with psychiatrists talking about the behaviour of people who are participating in the show. There will also be an eviction talk show, wherein people who are voted out in each episode can speak about what transpired inside and why they feel they were voted out. More such spin-offs on the show like Big Brother’s Little Brother, Big Brain and Big Mouth will also be there,” says Endemol India managing director Rajesh Kamat.

    What’s more, Sony will also be looking at streaming Big Brother episodes on the internet. “Web streaming is definitely a possibility and we are looking at it very seriously,” says SET India senior vice president and programming head Anupama Mandloi.

    “In India we have seen that soaps and stories that are told well, deliver. Big Brother is a queen of all soaps and is very unpredictable too. We are sure that it is going to be huge and will break the clutter. The show will also be toned to match Indian sensibilities and culture,” Mandloi adds.

    Apart from Big Brother, preparations are also underway to launch Extreme Makeover some time early next year, which is being produced by Miditech. The call for entries began on 4 July and will continue till 18 July.

    And if you thought that was all from the Sony stable, think again! Shooting for the second season of Fear Factor India is also currently under way in Argentina. While last time we saw telly actors participating in the show, this time round one can look forward to some Bollywood actors doing some real time stunts – minus the body doubles – in Fear Factor India. Akshay Kumar and Ajay Devgan are two action stars who come top of mind… well we’ll have to wait and watch if they’re there!

    So it’ll sure be another reality bonanza on Sony!

  • SET to simulcast key Champions Trophy & World Cup matches on Max, Sab

    SET to simulcast key Champions Trophy & World Cup matches on Max, Sab

    MUMBAI: Sony Entertainment Television (SET) India is gearing up full on for the Champions Trophy in October and the World Cup in West Indies early next year. The target this time round is to be armed cap-a-pie, thus leaving no stone unturned to garner maximum eyeballs and revenues.

    With an aim to eat into the viewership of Doordarshan, SET will simulcast key India matches, the semi-finals and the finals of both tournaments on Max and Sab.

    While the feed on Max will be in English with its own set of commentators for Extraaa Innings, the feed on Sab will be in Hindi. “Today DD gets 30 per cent of its viewership from cable and satellite homes, where people prefer to watch the matches because of the Hindi commentary. Now with Sab having a Hindi feed, we will be able to eat into the C&S share of DD during the matches. It is a huge chunk of the market, which we want to own,” SET India executive vice president (ad sales & revenue management) Rohit Gupta tells Indiantelevision.com.

    “DD was getting its viewership for cricket matches not just from UP and MP but even from Delhi. Our aim is to own the entire Hindi C&S space with the upcoming tournaments in our kitty and that is the proposition we are giving to advertisers. In a way we are also looking at eating into the revenue shares of DD,” he asserts.

    Apart from this, a lot of brands that were buying air time space on Max, were also doing so on DD during the earlier matches. But now with a combination of Max and Sab, they don’t need to do that barring some brands like Lifebuoy, which have a specific rural focus, Gupta argues. The Champions Trophy, it is worth noting, will be held during the festive season (7 October to 5 November), which is when most brands will be active to the hilt. Even the World Cup in March-April will see a slew of brands upping their advertising before the peak summer months, he adds.

    Brands such as Maruti and Hero Honda, to name a few, who were buying 300 – 500 seconds of advertising time on DD, need not buy more than 100 seconds now because of the package that they will be getting in Max and Sab, is the point that Gupta and his team will be trying to drive home to advertisers in the coming months.

    “While the television universe extended to 35 million homes the last time the Champions Trophy was played, this time it has increased to 70 million homes. We expect to see Sab hitting a different level with this because of the sheer viewership,” says Gupta.

    What’s more, in order to encash on the scaled viewership post the Champions Trophy, Sab will be launching a slew of new shows. “The idea is to use cricket as a platform to take Sab to a different level,” he states.

  • Star One revamps Friday prime time

    Star One revamps Friday prime time

    MUMBAI: Star One has revamped its Friday prime time, adding two new properties to its line up. The erstwhile Sab TV show Office Office takes a re-birth in Star One as Naya Office Office. On the other hand, the channel is re-launching its detective serial D.O.N on 14 July.

    Titled Naya Office Office, the new version of the popular sitcom Office Office will launch on 21 July and has been placed in the 8:30 pm slot. The Great Indian Laughter Champions Dwitiya will air at 9 pm, followed by the new D.O.N at 10 pm. Mano Yo Na Mano retains its 11 pm slot.

    Announcing the launch of Naya Office Office, Star India senior creative director Shailja Kejriwal said, “Our success with comedy continues and once again we have looked at fresh concepts that we believe will appeal to our viewers. In its previous avatar, the show has won many hearts and many accolades and we are confident of the continued success with Naya Office Office. Our march to the number two position will be strengthened with a show of this caliber.”

    Star One has adopted the strategy of launching the second seasons of its successful programmes in order to win back its lost position in the Hindi GEC space. As already reported, following Naya Office Office and D.O.N in the launch schedule would be the new versions of its celebrity talent hunt property Nach Baliye and the youth-oriented serial Remix.

  • Star One plans a turnaround; to bring back ‘Nach Baliye’, ‘Remix’

    Star One plans a turnaround; to bring back ‘Nach Baliye’, ‘Remix’

    MUMBAI: Last year around this time, Star India’s young launch Star One was enjoying a successful run in the market.

    Properties such as The Great Indian Laughter Challenge and Nach Baliye saw the channel making SET, the then number 2 in the Hindi GEC space, sit up and take note. However, the channel was derailed from its successful run due to a stern fightback from the competition. Certain distribution issues have also been bugging the channel in the Mumbai market.

    Now, what has boosted the channel’s morale is the good ratings The Great Indian Laughter Challenge Dwitiya delivered. According to Tam, the two-hour finale episode, which aired on Friday, 23 June, delivered a rating of 7.94 on CS4+ and became the fourth highest ranked show amongst the Hindi General Entertainment channels.

    Driving the turnaround plans for Star One would be two of its 2005 successes: Nach Baliye and Remix. While presenting a session on the journey of Star One at this year’s edition of Promax BDA 2006, Star India EVP Marketing & Communications Ajay Vidyasagar offered a glimpse of the plan of action.

    “If you have strong products to woo viewers, distribution is never a challenge. The success of The Great Indian Laughter Challenge Dwitiya has proved this. Now, we are targeting December 2006 to win back the lost position. We will be launching the second seasons of Nach Baliye and Remix in the coming months. The plans will be unveiled in a couple of weeks. You can expect a lot of surprises in both the formats this time,” says Vidyasagar.

    Vidyasagar also claimed that, the channel’s homegrown properties including Laughter Challenge and Nach Baliye created a lot of interest in the international market. “We have been getting lot of enquires from the global market. The players over there are very keen to buy these formats from us,” he says.

  • Zee unveils state-of-the-art digital studio in UAE

    Zee unveils state-of-the-art digital studio in UAE

    MUMBAI: Zee Telefilms International has opened a state-of-the-art digital studio in Sharjah, UAE. The studio been launched with the purpose of telecasting locally-produced programmes in the region.

    UNI has quoted Zee Telefilms International regional MD Yogesh Radhakrishnan as saying that, the system would complement the network’s increasing emphasis on Arab viewership and indigenous content as exemplified by its Arab-oriented channel Zee Arabiya.

    The six million dollar high-end studio and post-production facilities located at the ISO certified Airport Free Zone will serve several purposes, including support to the new, Arabic based and youth-focused channel Zee Arabiya, as per the report.

  • Indian television advertising is very much underpriced’ : Joy Chakraborthy – Zee Network executive VP Network Sales

    Indian television advertising is very much underpriced’ : Joy Chakraborthy – Zee Network executive VP Network Sales

    Joy Chakraborthy took charge of Zee Network as ad sales head in early 2005, at a time when Zee TV was going through a crucial phase. Chairman Subhash Chandra was strategising a turnaround for the flagship channel and a number of big ticket shows were being readied, with the expectations of re-writing Zee TV's fortunes in the Hindi GEC arena.

    As Network sales head, Chakraborthy's first challenge was to project Zee in a new light. "Zee had a perception problem in the market and a section of the trade had written it off. We wanted to create a new impression and build on that," Chakraborthy says."There couldn't have been a better time for me to head the network's sales team," he gushes.

    Speaking to indiantelevision.com's Bijoy A K, Chakraborthy elaborates on the strategies that worked for Zee, future plans and on the industry scenario.
    Excerpts:

    You have completed a year as the sales head of Zee network. Please elaborate on the key industry learnings you could gather during this period?
    A crucial lesson we have learnt is on the significance of soaps in the GEC prime time game. We have learnt that GEC is all about soaps, but different from Saas-Bahu sagas. People buy a channel for consistency and not for spikes only. In the industry, on an average, 70 per cent revenue is tied up on a long-term basis and only soaps can fulfill that promise. Innovative programming is fine, but they should be scheduled and timed very effectively. When you innovate, it should not be just a programming decision but a collective decision including sales, marketing and programming.

    Everybody had written Zee off. But we could pull off a turnaround — what seemed impossible until some time back – through team work, discipline, passion, accurate timing and by keeping the faith intact. As expected, the trade has responded to this change very positively, and now we enjoy the backing of the entire market. This is because of the strong relationships we had built during this period. What I am driving at is the fact that, relationships play a key role in this industry. This period also showed us who are our real friends and who are opportunists. Also, it has been a learning for me that both, people and organizations are important, and one cannot exist without the other.

    How is the industry evolving? Give us a low down in the recent developments and the trends?
    Indian television advertising is very much underpriced and we have decided to bring this issue into focus, under the banner of the Indian Broadcast Foundation (IBF). In a couple of months, we are planning to come out with certain guidelines on pricing, which would hold a lot of significance for the industry. Our main concern is the underpricing of television. It is a powerful medium and it should get its due, especially at a time when the costs of programming and marketing have skyrocketed. All network sales heads are now represented in IBF and we are united on this cause.

    The present scenario is very confusing. Television is booming, but clients are very tentative to take a call on TV as compared to the print as television research is more confusing and dynamic and changes everyday. I think an increase of 15 per cent to 20 per cent in rate is due immediately. It should also be noted that cricket of late has not affected GEC/Hindi movies viewership, which are the primary revenue drivers in C&S. The Hindi movie genre is still very much underpriced and same is the case with regional channels.

    I keep hearing that the English entertainment space is shrinking, but I don't agree with this as this is the genre with least wastage and where even an advertiser is a viewer.

    Does GEC still hold an edge over other genres when it comes to delivery and demand? Or has there been a change in the pattern?
    GEC will always hold the edge as maximum revenue comes to this genre. For any client, the reach build up and in some cases, frequency by smart scheduling comes from GEC. According to me, the genre pecking order would remain as: GEC, Hindi Movies, Regional, News, Sports – in that order.

    In the last two years, unique content channels have seen so much of a price cut that the FCT has increased drastically and revenue in the genre has hardly moved. I sometimes wonder how they are still surviving in business.

    Regional television space holds a lot of potential though it faces tough competition from print. The key segments driving growth in regional are: Retail, education and real estate, in addition to general categories like FMCG, telecom services, consumer durables etc.

    Zee has already started working on all these segments. We have started roping in retail clients and our next focus is on the real estate and education. Though there is a slow transition of main print category advertisers to television, the good news is that these clients have realised the power of television.

    Did the recent stock exchange fluctuations impact sales?
    The fluctuations haven't affected us at all. Actually, Zee recorded better sales during this period of May-June. June-July usually has a lean period tag attached to it, but this year, it was different. This is one change in the normal pattern. These days, there is nothing called lean or peak period. This is due to the boom in categories such as telecom, services, finance and the perennial FMCG.

    Today, advertisers are not limiting themselves to a particular genre due to media fragmentation. Most clients are there in almost all the channels/genres. Earlier, there used to be a particular set of advertisers for particular genres, such as premium products for English entertainment channels. These days, even FMCG brands are keen on English channels. It is a trend of aspirational marketing.
    'With the good performance, our viewer base has also expanded and this, in turn, helps us to better our performance on a consistent basis'

    The last one year saw Zee TV pulling off a turnaround in Hindi GEC, by reaching the second position. Could you briefly outline what happened during this eventful phase?
    During this period, the sales team was able to initiate a lot of changes successfully. To start with, we decided to remove the paid bonus system and agreed to reduction of ad sales inventory. This helped to change the general perception that, Zee has unlimited inventory. Then, we made it a point to keep away from attempting any innovation in terms of sales. This is because, the delivery of innovations take too much of time for the value we generate. Also, I have observed that in spite of doing innovations, the clients/agencies are always unhappy with the implementations, however good you might do. So why do innovations?

    We also focused on doing more client/agency meetings and met people at all levels. The Zee Network had a perception problem in the market, and the sales team has positively addressed this. I felt a lot of our positives were not known to the market. We had been very firm in our decisions and we always made it a point to abide by our well-defined sales policy. I have ensured all commitments/deliverables are in writing and not verbal, as this avoids conflict when people change at channel/agency side. When it comes to deals, the attempt has been to create win-win situations. We reduced our FCT to an effective level to create demand and initiated a very transparent sales policy.

    We also introduced the Matrix system, which played a key role in bettering the network performance. We appointed individual sales heads, responsible for strategy, revenues and targets of their channels. We have senior people as branch heads in the business deployed in key markets such as Delhi, Kolkata and the South whose roles are more tactical and they ensure revenue spread across all channels and have their branch targets. Both sales heads and branch heads work very closely with themselves and with me.

    For me, Zee has turned out to be a great place to work. It is a place with total freedom and great empowerment. I would say internal stability in Zee is very high. All decisions are discussed and not pushed down your throat. We have the best bunch of professionals, both at senior and junior level.

    Please comment on your face-off with Star. Star recently initiated its counter strategy to block your surge in the 9-10 pm time band. What impact has it made on your game plan?
    You feel happy when the leader reacts. Zee has pioneered the strategy of launching soaps with innovative media breaks. Seeing Star also doing the same for their show has been an ego booster for us. Coming to the second part of your question, it felt even better when the leader's tactics didn't affect our numbers and the market demand.

    With the good performance, our viewer base has also expanded and this, in turn, now helps us to better our performance on a consistent basis. Earlier, when we launched a show, rating in the range of 1 TVR to 2 TVR was considered as satisfactory or good. Now, our new launches pick up very fast and the shows even record an opening rating of 2+ TVR on an average basis. This has inspired us to fight Star in its own bastion – the 10 – 11 pm band – with non-soaps such as Johny Aala Re and Sabash India.

    So what is the next big idea? What will be Zee's next focus?
    We have now settled ourself comfortably in the 6 pm – 8 pm and the 9 – 10 time bands. You will be seeing some more launches in the months to come which will strengthen our FPC even further. The programming, marketing and sales wings are now working on the strategies to strengthen the 8-9 pm band.

    What is the strategy you follow to sell Day Parts?
    We have made lot of efforts to increase the demand for the Non Prime Time (NPT) band. Each sales package has got a mix of PT and NPT. We ideally would love to sell at 30:70 for PT/NPT. We have also been selling early NPT and late night slots for religious/tele shopping properties. As a result of focusing on NPT, our inventory FCT consumption has doubled in NPT.

    Which are the client segments that top your delivery list these days?
    Still FMCG is number one, though there has been a major upswing in Telecom/Services/Auto/ to name a few. The concern has been the consumer durable category with a few big players not clear about their plans. Additionally, SMS has emerged as a key revenue driver for us for our interactive shows.

    Speaking about the network performance, what is the scorecard?
    Zee TV is on top followed by Zee Cinema. Zee TV was underpriced when I took over, and now we are steadily moving in the right direction of rate. We activated rate corrections twice for the network during the six months and now, as the festival season is coming, you can expect another correction soon. For some channels, it will be across all day parts and for some it will be programme based.

    Revenue wise, maximum share comes from Zee TV followed by Zee Cinema, Zee Marathi, Zee Bangla, Zee English cluster, Zee Music and Zee Smile. The beginning of the year has been very good and I am sure we will touch a new high this fiscal.

    Now let us take it one at a time. To start with, please comment on the performance of Zee Cinema. What is the plan for this year?
    As a sales person, I can't ask for a better channel than Zee cinema which has been consistently delivering for years in the face of stiff competition. My colleagues in programming and marketing have given us a product which is a must have in all media plans, specially if it is targeting the "cow" belt (Hindi heartland). Since the last two years, the Amitabh movie band Shaniwaar ki Raat Amitabh Ke Saath has been our key driver. This year, we have introduced a youth block – Klub. We have our own share of blockbusters for the year also.

    Zee Smile has been keeping a low profile these days. Is the channel in an orphaned state, or is there a plan on the anvil?
    You will soon know our plan for Smile. But for sales, Smile has been a great help to get incremental revenues. The channel is very well distributed in non traditional markets and hence, you will find lots of brands advertising on Smile.
    Speaking about regional channels, you are in charge of sales of two key players Zee Bangla and Zee Marathi. How did these two channels fare in the last one year period?
    This year, we have practically re-launched Zee Bangla with a slew of new programmes and this will boost its sales potential. We are again going to do sales initiated programmes like Durga Pooja and Jatra.

    Zee Marathi has now become the clear number one. We are there in almost all plans. We have also set up a separate sales team to develop retail and non traditional advertisers like educational institutes, real estate, local jewelers, classified etc and the results are showing.

    Comment on the delivery of your event properties.
    During the last one year, there has been an extra thrust on good events, and the efforts have paid off very well, I would say. We have converted the Saregama finals as an on-ground event and the attempt has met with great success. This had inspired us to take the Saregama Ek Mein Aur Ek Tum finals to Dubai. Apart from winning a global appeal, going to international venues helps sales also. Zee Cine Awards, Mauritius and even the Zee F- Awards, have done very well for us.

    We have Zee Astitva Award, Zee Marathi Awards, Zee Gaurav Puraskaar, Zee Amader Gaurav, Zee Songeet Puroshkaar to name a few, lined up in the next few months across various channels.
    Have you retained Amap's service as an alternative rating agency to Tam?
    Yes. We need to have two meters because the industry needs competition in this realm also. It is always good for the trade. It brings out the best of everyone. According to me, each of them can coexist, triggering healthy competition. I am not making a judgment here, but for the betterment of industry, we need two parallel rating systems. The earlier we acknowledge this, the better it would be for all of us.
  • Eternal Dreams to foray into TV & film production; UTV’s Jain to head

    Eternal Dreams to foray into TV & film production; UTV’s Jain to head

    MUMBAI: Entertainment and event management company Eternal Dreams Pvt Ltd is making renewed efforts to get into television production after its initial experiment to turn around an ailing Marathi channel proved futile.

    Floated by ex-Sony hand Sapna Chaturvedi, the company plans to foray into Hindi film production as well. UTV non-conventional revenues general manager Bonnie Jain has rejoined the company as CEO to take up the task of finding buyers for TV content.

    In 2002, Eternal Dreams had found captive content for its production activities since it took up the management of Rathikant Basu-promoted Tara Marathi. But the channel had to shut operations due to losses.

    The company will now be looking at producing shows for the likes of Star, Zee and Sony in the Hindi general entertainment space and will also be looking at tapping opportunities with Doordarshan.

    Eternal Dreams managing director Sapna Chaturvedi said, “We are in talks with people in the industry for our venture but is too premature to talk to about it at present.”

    Jain was with Eternal Dreams till 2004, post which he joined UTV as channel director – television content. Later, Jain was made general manager of non-conventional revenues at UTV.

    He began his career with the Children’s Film Society of India (CFSI), and has also worked with Amitabh Bachchan’s ABCL, the K Balachander promoted Cuecom Entertainment Pvt Ltd and Kerry Packer’s Channel Nine India.

  • Zee Telefilms mulls an entry into China

    Zee Telefilms mulls an entry into China

    MUMBAI: Foreign media companies seem to have hit a wall when it comes to China. Star Group, for example, continues to bleed in that market despite pumping in big money for years. This, however, has not stopped global firms from eyeing a slice of the cake that a 1.3 billion population promises.

    Subhash Chandra is the latest media baron willing to throw his hat in the ring. Zee Telefilms Ltd. (ZTL) is planning to enter China, the toughest market to crack with its tight controls on foreign media.

    “We will be entering that market. We have not yet applied for the landing rights. It will take time and we expect it to happen sometime towards the end of this fiscal,” says Essel Group chief executive officer of corporate strategy Rajiv Garg.

    Though Zee plans to have a presence in China in the broadcasting space, it has not yet finalised on what content and channel it should set up to lure viewers. ZTL chairman Chandra recently said Zee would launch a dubbed movie channel in Russia.

    ZTL also plans to launch in Afghanistan, Cambodia and Indonesia to expand its international operations which account for almost one-fourth of the company’s revenues. Running businesses which have matured in the UK and US, Zee’s strategy is to launch dedicated channels in certain markets which it has identified. The company has stitched a deal with Malaysia’s multi-channel pay TV operator Astro to create a channel with Hindi content drawn from Zee TV, Zee Cinema, Zee Music and Trendz for the Indonesian, Malaysian and Brunei audiences. For tapping youth audiences in the Arab region, Zee also has launched Zee Arabiya, a music and lifestyle channel.

    Global media companies like News Corp, Time Warner and Viacom see China as a fertile revenue market in the long term, though it is currently spoilt by heavy-handed regulation on foreign media.

  • Star One’s The Great Indian Laughter Challenge Dwitiya clocks the highest ever ratings

    Mumbai, June 30, 2006: The Great Indian Laughter Challenge Dwitiya on Star One, the nationwide search for the best comic talent in India has recreated history and set new records!! The two-hour MEGA FINALE episode, which aired on Friday, June 23, 2006 burst through the TRP scales delivering a rating of 7.94 on CS4+ and became the 4th highest ranked shows amongst the Hindi General Entertainment channels.

    The Season 2 that captivated the fancy of the entire nation witnessed a robust growth in channel shares touching 3.41 on CS4+ HSM, making The Great Indian Laughter Challenge Dwitiya one of the most successful show launched in 2006.

    Basis the TAM media research figures across audiences and markets, The Great Indian Laughter Challenge Dwitiya has decimated well-entrenched competition in the last 4 weeks in the Friday Prime time slot of 10:00 p.m. to 11:00 p.m. The show-stealers were the ‘Wizards of Wit ‘ Shekhar Suman & Navjot Singh Sidhu, who donned the judges’ hats for both the seasons.
    The Great Indian Laughter Challenge Dwitiya that opened strongly with 5.06 TVR (CS4+ HSM Base) has only grown from strength to strength each week.

  • Zee’s Q1 net shows a marginal rise of 5%

    Zee’s Q1 net shows a marginal rise of 5%

    Zee Telefilms along with its subsidiaries has registered what could be its lowest Q1 net profit in the recent past. The company showed a rise of a meagre 5% in its net profit for the first quarter of the year 2000-2001. The consolidated net profit for the current quarter is Rs 32 crore as against the corresponding figure of Rs 30.5 crore for the same period of the last year.

    Various reasons can be stated for this poor performance. To begin with, the unaudited results of the company reveal that a large amount has been written off for the total operating profit of 50 crore. Zee has hived off Rs 18.3 crore as “exceptional items”. Of these exceptional items, Rs 9.8 crore has been written-off on account of the film library sold by ZTL to its subsidiary. It can be mentioned that a lot of controversy was generated when this sale was shown by ZTL as a profit in its books in the previous financial year. And according to analysts, it is likely that the remaining amount from the sale of the library might be written-off over a period of time, which in turn might mean that Zee might show lower net profits for the remaining quarters as well.

    Also the company has accrued losses on account of its new interactive services like E-Connect and Zee Interactive Learning Systems. Zee has registered losses of 5.2 crore and 1.4 crore respectively on the two new subsidiaries.

    Interestingly, the company has shown other income as Rs 10.9 crore. This is a five times increase from the previous years figure of Rs 2 crore. Had it not been for this income, the consolidated net profit would have been even lower.