ITV

Category: GECs

  • Zee sets 1 May deadline for DTO

    Zee sets 1 May deadline for DTO

    Zee Telefilms is expected to launch its direct to operator (DTO) bouquet on 1 May. It was earlier slated to introduce the bouquet last year but could not meet its set deadline.

    The management has announced that it has achieved a good response from the marketplace for its new channels – Zee Movies and Zee English.

    It claims the sale of 1,100 decoders for Zee English and Zee Movies. Already 550 agreements have been signed. This figure excludes 140 decoders which have been distributed to 70 odd SitiCable MSOs. Zee sources claim to have signed on seven sub-operators of the rival cable network In CableNet in Mumbai for the two channels. More cable ops are being negotiated with and Zee claims to have achieved a penetration of 2.6 million cable homes. Zee English and Zee Movies have set a target of seven million cable TV homes and are confident of reaching the astronomical figure within three to six months.

    The advantage Zee possesses is the lower-priced Philips’ decoders. The sale price of Rs 12,500 stands just a couple of thousands above the deposit price of HBO’s decoders which stands at Rs 10,000. Zee is also offering decoders at a deposit of Rs 2,000. Zee has placed an order for 40,000 decoders for its seven channel bouquet. According to senior level sources the Philips boxes have been selected because they can be upgradeable easily for convergence.

  • Zee to rejig; mulls Siti Cable hive-off

    Zee to rejig; mulls Siti Cable hive-off

    NEW DELHI: The Subhash Chandra-promoted Zee Telefilms, which is planning a restructuring of its businesses, is toying hiving off its distribution activities as a separate company.

    On being specifically asked whether Siti Cable, the distribution arm of the company and the country biggest MSO, would be hived off as a separate company, a senior executive of Zee Telefilms admitted, “There is a possibility.”

    However, the executive was quick to point out that such an initiaive would not be done overnight. “We’ll have to take the shareholders’ nod for any such restructuring,” he added.
    Yesterday, Zee Telefilms Ltd informed the Bombay Stock Exchange (BSE) that its board of directors would meet on 29 March 2006 to consider restructuring the company’s businesses.

    Few days back, Zee Telefilms finalised a deal for distribution of some family channels in Afghanistan where the flagship is now available on cable networks. Applications for landing rights in China too were made, but the chances are slim as China has stringent laws for non-Chinese broadcasting companies.

    According to information available with Indiantelevision.com, Zee Telefilms — India’s largest vertically integrated media company with its flagship Zee TV now inching back to the No. 2 position ahead of Sony — is toying a de-merger of its businesses.

    At the moment, all aspects of the broadcast business like content generation, marketing, distribution and syndication are carried out under the Zee Telefilms umbrella with different divisions.

    The DTH business of Subhash Chandra is carried out by another concern, ASC Enterprise, which has a content supply agreement with Zee Telefilms for country’s first private sector DTH service Dish TV.

    And, on Thursday Zee Telefilms announced at Ficci-Frames in Mumbai that the group’s digital media initiative will be carried out through a separate company called DMCL (Digital Media Convergence Ltd) that will facilitate the availability of digital content in India in association with Intel.

    In the past, Chandra has gone on record saying that the company would explore opportunities of unlocking shareholders’ value by hiving off Siti Cable as a separate company and possibly listing it also.

    Zee Telefilms subscription revenue (mainly garnered through distribution of TV channels; in India, Siti Cable is the vehicle) has been on the upswing with the company clocking Rs 1,751 million for the third quarter ended 31 Dec, 2005, signifying an increase of 7.8 per cent as compared to the corresponding period last fiscal.

    Out of the total subscription revenue, domestic subscription amounted to Rs 716 million for the Q3 2006.

    Meanwhile, the senior executive of Zee Telefilms talking to Indiantelevision.com said that the company in 2006-07 hoped to do better than the annual average advertising industry growth of 9-11 per cent.

    Buoyed by good ad revenue (Q3 revenue: Rs 1,698 million, an increase of 12.3 per cent YoY), Zee Telefilms is set to increase ad rates across all channels by 30-40 per cent from the next financial year starting 1 April 2006.

    In the last one month, shares of Zee Tele have been heading northward rising to over Rs. 250 during the intra-day trading on 23 March from being quoted at Rs 168.15 on 22 February on the BSE.

    On Thursday, the Zee Tele scrip closed at Rs 242.70 after opening the day at Rs. 238.50.

  • Frames debates the merits of the studio versus the independent filmmaker

    MUMBAI: The relationship between studios and independent filmmakers was a subject discussed at an afternoon session of Frames, the convention for the business of entertainment. The speakers were Sahara One CEO Shantonu Aditya, filmmakers Mahesh Bhatt,Govind Nihalani and Bobby Bedi and Adlabs Films chairman Manmohan Shetty.

    Nihalani pointed out that studios and independent filmmakers have their strengths and both parties should look to work with each other. “Artistically released commercially successful films can be made.
    Corporates should realize that creativity is equity. The independents should realize that money is as important as creativity. Studios should know that sometimes small risks pay off big time. That is because audiences like to be surprised.

    “A studio basically operates on calculated budgets and big stars to secure an ROI. Scripts are chosen if a star is attached. This ensures a long run. An independent filmmaker, on the other hand, feels that an idea and a directors treatment of that idea is what creates value. Lavish sets, big stars add value. However, they do not create value. There is a way to bridge the two and both should realize that they need each other.”

    This point was echoed by Shetty who noted that in the West independent filmmakers go the studio route to release their films. In India, there are studios like Yash Raj Films. However, important directors like Karan Johar still call the shots and studios chase them for the rights to distribute their films. “Reliance buying Adlabs means that more films will be made. Fortunately we have not suffered any losses till now.”

    Bhatt spoke on the benefits and challenges of being an independent filmmaker. “Movies that do not have personal supervision of an idea are doomed to fail. One does not only make movies. You need passion and religious fervour. There is talk of delivery systems but you need to invest in ideas. Otherwise these systems will be parched of good content. It is important for a filmmaker to keep himself lean and thin. A studio executive unfortunately only understands a Shah Rukh Khan. He does not understand the value of an idea. I would argue that studios are victims of hype. An independent filmmaker, though, has to pay off any debts incurred. He cannot hide behind abstractions.”

    Bedi said that indepdents are better incubators of ideas. “In the West studios do not incubate ideas as it is too expensive. An independent filmmaker approaches a studio with an idea. The studio then works that idea to a maturity level where one is able to confidently approach exhibitors.”

    Aditya says that Sahara One has had success as it concentrates on its strengths of marketing and distribution. “We have made 14 films as projects. There have been start dates and finish dates. We have also spent quite a bit on marketing. We have worked in different genres. We picked up Page Three when nobody wanted to touch that film. At the same time, it is difficult to know which idea will work. We get 70 ideas a week. Of course, each presenter of the idea is confident in it. Once an idea is given the go ahead, we do not interfere with the creative process other than keeping a check on how the work is progressing. The writer is given freedom.”

  • Endemol India upbeat as ‘Fear Factor’ opens well for Sony

    Endemol India upbeat as ‘Fear Factor’ opens well for Sony

    MUMBAI: Endemol India is upbeat as the opening numbers of Fear Factor India have come in. The show opened with TVRs of 4.6 in the C&S 4+ Hindi speaking markets (HSM), whereas it garnered TVRs of 3.2 in the C&S 4+ all India markets.

    Fear Factor, which airs on Sony Entertainment India’s flagship channel SET, has opened as the channel’s top rated show.

    And it’s not just Fear Factor India that the production company is buoyant about. At present Endemol has three shows on two channels in the 8 pm – 11 pm band. On Sony it has Deal Ya No Deal from 8 – 9 pm and Fear Factor from 9 – 10 pm. On Star One, Endemol has The Great Indian Laughter Challenge Dwitiya (TGILCD), which airs from 10 – 11 pm.

    Speaking to Indiantelevision.com on Fear Factor India, an elated Endemol India managing director Rajesh Kamat said, “We are very happy with the opening numbers of Fear Factor and they have met our expectations. We are confident that the numbers from here on will only be on the rise as word of mouth is sure to bring in new viewers to the show.”
    Dwelling on the factor that worked for the show, Kamat said, “Fear Factor has a novelty aspect, which has a potential of clicking with the audience. Apart from that, the chance of seeing celebrities in real life situations that involve thrill and drama has also worked for the show.”

    Kamat is of the opinion that even without the celebrity factor, the show will continue to deliver numbers because of its freshness.

    Now moving on to TGILC Dwitiya on Star One, which opened at a TVR of 5.06 in the C&S 4+ HSM. This was the first major project Endemol started work on after setting shop in India. If one had to compare the opening ratings of the first season, TGILC has surely seen a considerable increase in ratings. The first season opened with TVRs of 2.3.

    Kamat said, “This is surely a good sign for us as the show has opened at 5 TVRs. One must keep in mind the fact that Star One is having connectivity problems in Mumbai and despite that the ratings is good. If we had had no problems in Mumbai, I’m sure the show would have opened at a TVRs of 7, because at the end of the day Mumbai is an important for any channel.”

    The format of Deal Ya No Deal underwent a revamp when the anchor R Madhavan called it quits. Post his departure, in came the suave Mandira Bedi who has kept the show going. However, on the numbers front, Deal Ya No Deal hasn’t managed to deliver much.

    But there’s more to come from Endemol India’s kitty. The high-tension game show Heartbeat will soon be launching on Star One. So one can expect a lot of activity from Endemol in terms of new programming and also good ratings.

  • ‘I never lose sight of topline, bottomline growth’ : Subhash Chandra – Zee Telefilms Chairman ( Gave the interview to Awaaz )

    ‘I never lose sight of topline, bottomline growth’ : Subhash Chandra – Zee Telefilms Chairman ( Gave the interview to Awaaz )

    It’s been a long haul back on the upward curve for Subhash Chandra’s Zee Telefilms but things are certainly moving north for his network (including the Zee scrip which is currently quoting at Rs 250). With flagship channel Zee TV firmly ensconced in the number two slot in the Hindi entertainment stakes, Chandra’s has a lot to say on the heightened action in the media and entertainment.

    Given below is an interview the media baron gave to Sanjay Pugalia, editor of CNBC TV 18’s Hindi news channel sibling Awaaz, which aired on 17 March. Indiantelevision.com has excerpted it with due permission:

    There is a perception about you that you start something and then forget about it. You move on and start a new project. Whatever you do is known for its novelty. There are reports that you are planning a mega entertainment city. We want to know more about that.
    Our newspaper friends broke the news before time. Still I will say that we are planning an entertainment, health and sports SEZ. Several SEZs have been planned in the country but none in the field of entertainment, health and sports. I clearly see an opportunity in these areas. As you know getting treatment is very costly abroad. Several insurance companies are thriving on this. I have heard insurance companies abroad asking its customers to go to India and get themselves treated. They are even willing pay for airline ticket. Such is the cost advantage in India.
    Similarly, so many people in Hollywood are interested in shooting their films in India. But the process is so complicated. They need 70-80 clearances to shoot their films here. With such SEZ in place, they can come and shoot their films without any hassle.

    How hopeful are you of getting clearance and tax concessions for such SEZ?
    We had applied for it when the SEZ policy was being formulated. We have been planning such a venture for almost five years now. This is not an overnight affair. I am not asking for any extra favour. We are hopeful of getting what is due.

    What is the kind of investment do you see and when do you expect to complete the project?
    What we will do is to build the infrastructure so that others can come and make use of that. We have some land and have asked for some more from the Maharashtra government.
    After such hard work, Zee Telefilms has finally become number number two. When you look back what do you think went wrong?
    Let me correct you. Zee Telefilms has always been number one. It is Zee TV that had slipped. Now Zee TV has reached number two position. However, with the kind of effort that has been put in now I am confident that it will soon regain number one position.

    Suddenly we see Zee stepping up its expenditure on marketing, new shows and new channels. What will be its impact on the revenue side of the company?
    Once you slip you need to put that extra bit to regain the top slot. We are doing exactly that. But this is an investment which will pay rich dividends. As far as new channels are concerned, I am of the opinion that entertainment space is going to expand further and you need to be present in all the segments. While existing players can afford that, it is going to be pretty tough for the new players.

    One of the criticisms against you has been that you spread yourself too thin. That you lose focus. That you are present everywhere even if that means some compromise on quality. Can you recall how many channels the group has at the moment?
    Yes I can. There are nearly 25 channels. I don’t need to personally focus on all the channels. There are good people in our group. Four of my brothers and five people from the next generation are involved with various projects. Then there are capable people who are almost like my family. They are capable enough to handle things on their own. At the level of perception, though, we are seen to be compromising with quality. But that is only at the level of perception. I am confident that this will also change soon.

    What are you focusing on currently? There’s the sports channel about which there is a view that it will take some time before making its presence felt as it didn’t get cricket telecast rights?
    Those who follow the beaten track think that sports channel cannot survive without cricket. I am not one of those. It is a different matter that we could have got a head start if we had cricket. But there are other areas to be explored. India is a cricketing nation. I want it to be a sporting nation. We have got telecast rights for football for ten years. In association with the Indian Football Federation we want to establish many football clubs across the country. I believe that in the next five years, football will be bigger than cricket in the country. As per my own focus, I look after the sports channel and with my colleagues I look after the launch of new channels in South India.

    As you said you are focusing on sports and regional channels. What are the other new initiatives?
    We are doing so many things in the existing ventures. As per new initiatives, we have just launched channels in Indonesia and Malaysia. What we are doing is dubbing Indian content in their local languages. Soon we are going to launch a similar channel in Afghanistan. Efforts are on to dub Indian content in four foreign languages. This will be over and above what we have been doing so far. Zee network is already present in 120-125 countries.

    There are reports that you are planning a channel with international content. Maybe a news channel?
    Now you are forcing me to say things. It is true that we are planning a channel for more than two years. The work on content has already begun and I can assure you that it will be quite unique. Now I will tell you why we slipped. As long as we tried out new and innovative ideas we had no competitor. We launched a show on extra-marital affair theme way back in 1994-95. The launch of Sa Ra Ga Ma was equally unique. We slipped because we started imitating others. Now this is going to change. We have started doing new things. We have realized that the spirit of entrepreneurship is quite strong among Indians. So many people want to do things on their own. To catch that spirit we have planned a new show called Business Bazigar. The contest is open to all. We invite ideas, scrutinize them and if they are worthwhile, arrange for funding.
    Maybe this programme is a reflection of your business journey. Will you please elaborate on this? How will it help people with ideas?
    We invite entries. So far we have received 1.2 lakh (120,000) entries. Our experts scrutinize those ideas. If they feel that ideas are good we invite people to explain their plan. When we realize that they have a sound plan to execute their ideas we make them go through difficult tasks like setting up office in four hours, surviving in Mumbai on a rupee and a glass of bottle for 24 hours. Once through this also, we arrange for funding those projects. It could be five lakhs or ten crore rupees (Rs 100 million). We arrange funds.
    From a shareholders’ perspective, when they see you going for so much investment they often wonder what will be the value of their investment?
    I never lose sight of topline, bottomline growth. As long as topline is growing bottomline will keep growing. So more investment means more topline growth.
    So many people would have asked you this question before. Do you think Indian television space is crowded? Will so many players survive? Is consolidation bound to happen?
    Consolidation has already begun. Your group has bought over Channel 7. Some more things are happening behind the scenes. So consolidation is bound to happen and it has already started. I believe that it will be tough for independent channels to survive.

    So you mean to say that groups with one, two or three channels will find it tough to survive?
    It will be difficult. But you never know. The country never fails to surprise us. I see so many newspapers coming out from so many towns and cities. I cannot figure out what is their source of revenue. But they are there. Maybe they have some other income.

     

    ‘I keep telling Mr Murdoch that India is not a soft state. It has certain laws which need to be followed‘

     

    Quite a strong view on other income of newspapers. What is your assessment of the journey of DNA so far?
    It started off with two lakh copies and the figure is growing everyday. The circulation has reached 2.3 lakhs. We expect that in the next 12 to 18 months it will be close to The Times of India.
    Planning new editions of DNA?
    Yes.
    I believe the next edition will be from Delhi.
    Not necessarily.
    Your group has presence in whole host of businesses.Will you please list out your businesses- from real estate to wireless radio- for people who are not so familiar with those aspects of your group?
    In real estate we are developing properties in Delhi and other cities in North India under the brand name Sun City. We have a partner in this venture. And our joint venture is doing quite well. In the business of wireless radio, we have 18 operating licenses and 80-85 per cent market share. We are thinking of expanding this business.
    In percentage terms what is the contribution of your different businesses to the entire group?
    In percentage terms, media and entertainment business contributes 20 per cent to the group’s revenue, rest 80 per cent comes from elsewhere. There is a group company called Essel Propack. It has 19 plants in 12 countries. It is truly a multinational company and number one in the world in its area of operation. It manufactures tubes for toothpaste and cosmetic items. It has 40 per cent market share in the world.

    Following the High Court order where do you see the implementation of CAS headed now and how will CAS and DTH impact each other?
    I don’t think CAS is an appropriate name. The name sounds a bit negative. CAS is bound to happen. The toss up is between analog and digital signal and I think it is in viewers’ interests to have digital signal. In this respect CAS is bound to happen. One broadcaster is opposing the implementation of CAS because it wants to roll out its DTH business. But I don’t think that is fair.
    How is your DTH business doing?
    We have got one million subscribers so far.

    DD has more?
    Yes, DD has more. It caters to a different segment. It doesn’t charge anything whereas our subscribers have to pay some amount every month.

    This has happened without Sony or Star?
    Yes. Now Sony, Discovery and some other channels are joining our platform. However, we have proved that one million customers can live without Saas Bahu.

    Now that Star too is gearing up to launch its DTH business what will be its impact on the DTH business? What about must carry clause?
    Must carry clause came into force in December 2004. However, Star group never bothered to comply with the clause. Star Group doesn’t seem to have any respect for the law of the land.

    With recent reorganization and all where do you see Star Group headed now?
    My best wishes for Mr Rupert Murdock. We do talk to each other sometimes. He was my partner earlier. I keep telling him that India is not a soft state. It has certain laws which need to be followed. You cannot keep flouting rules and regulations every now and then. Law of land will catch you in due course. But when you are successful you don’t listen to even sane voices.

    Do you think broadcasting sector should have a separate regulator?
    Definitely. Indian media houses representing print, radio and television businesses came together to form Indian Media Group. We have demanded that broadcasting sector should have an independent regulator.

    Given the favourable response of the present government towards globalisation do you see other media giants freely accessing Indian market, something you may not like?
    India already is the most open country in this respect. Each and every country worth its salt has some restriction in this sector. Almost everywhere preferential treatment is being given to local players. We don’t want preferential treatment. We want level playing field. All businesses that operate in this country have to pay taxes.

    One final question. Are you satisfied with the
    present rating system? Do you think it is authentic?
    Like all areas, competition should be there in the
    rating business also. It is not fair to judge people’s mood on the basis of 4 to 5 thousand meters. I think given India’s size, there should be at least 20,000 meters to gauge people’s perception.
  • Endemol inks two-year deal with Channel 4 for ‘Deal or No Deal’

    Endemol inks two-year deal with Channel 4 for ‘Deal or No Deal’

    MUMBAI: Endemol has inked a two year deal with Channel 4 in the UK for the game show format Deal or No Deal.

    The deal runs from January 2006 to December 2007.

    Channel 4 has been broadcasting Deal or No Deal in the afternoon slot since October 2005 and has been winning audiences of up to 4.8 million and has a 38 per cent share.

    It has consistently been the most watched programme in its slot across all UK channels and won the Royal Television Society Award for Best Daytime Programme last week.

    The show has also just achieved an audience of up to five million viewers and a 23.6 per cent share in an additional peak time Saturday night slot on Channel 4. This was also the highest number of viewers across all channels at that time.

    Endemol International has now sold the Deal or No Deal format to 45 countries worldwide including the USA where it is a prime time hit for NBC. In India, the show airs on Sony and is hosted by Mandira Bedi.

  • ‘Our primetime viewership has increased 78%, revenues by 400%’ : Purnendu Bose – Sahara One Television COO

    ‘Our primetime viewership has increased 78%, revenues by 400%’ : Purnendu Bose – Sahara One Television COO

    After joining Sahara One Television in April last year as COO, Purnendu Bose has been able to steer the channel through a period of growth and turnaround. Bose has been responsible for Sahara One Television’s new fresh look and content.

     

    Bose was also a part of the team that launched Radio City, Star News and Hungama TV.

     

    Under his leadership, Sahara One has seen an almost 400% jump in revenues and a 78 per cent rise in primetime viewership. In this interview with Indiantelevision.com’s Hetal Adesara, Bose speaks about cricket, the new shows lined up on the channel and more…

     

    Excerpts:

    Let’s start with the current hot topic of cricket. What do you expect cricket to do for the channel?

    With cricket we found a lot of synergy. First of all, rival channels do not carry our ads and the second thing is that housewives don’t read newspapers. And cricket is religion in our country. With cricket we hope to increase the sampling of the channel and it has all the ingredients — drama, excitement, highs and low — that we aim to offer viewers with our soaps.

     

    Apart from this, post cricket, our viewership in prime time has gone up by 78 per cent.

    How much has the switch of Sahara One signal to Filmy impacted the connectivity of the channel considering the fact Filmy has just launched?

    There is no loss of connectivity post the switching of signals. We have encrypted our channel and in fact we have almost 99 per cent connectivity in Tam towns. Earlier it was 94 per cent. We just had 48 hours to do the needful and the team did a fantastic job of ensuring availability of the channel across the country.

    Since you have encrypted your channel, are there any plans of going pay?

    Going pay is very much on our agenda but not immediately. Maybe in the next six – seven months, we will go pay.

    Your afternoon band has completely gone off with cricket coming in. Doesn’t that bother you since after cricket gets over, it will have to be brought back and viewers may not come back?

    Our afternoon band comprised repeats of our primetime shows – Woh Rehne Waali Mehlon Ki, Hare Kaanch Ki Choodiyan and Kituu Sabb Jantii Hai. We did not have an afternoon band where we showed other new soaps. Now with cricket on, our loyal viewers are watching those shows on primetime. When cricket does get over in April, we are sure that they will come back to our channel in the afternoon.

    How is cricket being used to build other properties of the channel? One of the things one would expect would be to make a big noise around a new or existing property during this time?

    We already have our key leading ladies from our primetime shows in an ad campaign around cricket. That is being aired on our channels (Sahara One and Filmy) and we also have online ads on the same theme. Apart from that, we keep promoting these shows during the match ad breaks.

     

    As far as launching new shows is concerned, we do have a few in the pipeline, which will go on air in April – May. These are fiction shows and are tentatively titled Sati and Kya Socha. Sati is most likely to replace Buniyaad when it ends its run in May.

    How would you define 2005 for Sahara One in terms of the programming and marketing initiatives taken? How much has the channel grown in the last one year in terms of viewership and revenues?

    Last year has been good for us in terms of programming. We had success with our shows like Woh Rehne Waali Mehlon Ki, Hare Kaanch Ki Choodiyan, Kituu Sabb Jantii Hai and Kohinoor. Buniyaad is also doing well on the channel. As I already mentioned, our primetime viewership has increased by 78 per cent. On the other hand, our revenues have increased by 400 per cent. We have more than 260 advertisers on board. Clients are also seeing value in our programming and hence are advertising more with us.

     

    Recently we have divided our programming into two blocks and moved away from classifying shows as fiction and non-fiction. The first time band we will focus on will be the 7 pm – 9 pm one and the second will be from 9 pm – 11 pm.

     

    These two time bands will be overseen by two programming heads. Naina Toor Singh will be looking after the 7 – 9 pm band and for the time being, I will be looking after the 9 – 11 pm band — until we find a replacement for Kumud (Chowdhary).

    What was the reason behind bringing about this change?

    It’s quite simple. Viewers don’t classify shows as fiction or nonfiction They focus more on the timings of the shows that they want to watch or are interested in. Our aim will be to look at programming from the viewers’ eyes.

     

    Hence we will be looking at strengthening programming in these time slots. That’s where our new shows will also come in a couple of months.

    Apart from ‘Sati’ and ‘Kya Socha’, another property will be the game show ‘Mission Ek Crore’ with Sanjay Dutt as host. When is it likely to launch and how is the production progressing?

    We will launch Mission Ek Crore some time around the end of April or beginning May. The initial plan was to launch it before the end of this fiscal year. But we have stalled it. One of the main reasons behind this is that we first want to build our programming lineup in the 9 to 11 pm time band.

     

    Currently we have Woh Rehne Waali Mehlon Ki, Kittu Sabb Jaanti Hai and re-runs of Virasaat and Kadam in this time band. We will be introducing new shows and once that is done, we will launch Mission Ek Crore.

    After the launch of Filmy, how much importance will the movie band on Sahara One hold? Will the premiers be on Filmy now? Would you take off movies from Sahara One and place shows in the weekend or will movies remain a part of the weekend lineup?

    Movies are an integral part of our weekend lineup and they will continue to remain so. We have introduced the concept of multiple premiers wherein the movie will be premiered on Sahara One at 12.30 pm and on Filmy at 3.30 pm and then again on Sahara One at 7.30 pm. So we will be airing the movie premier three times in a day. It’s on the model of a film airing in a theater at different time slots. The idea is that maximum number of people can watch it at whatever time is suitable for them.

    In the GEC space where would you rate Sahara One and why?

    Let the viewers say the same. Recently we did a survey with 2000 general entertainment TV viewers across five cities. And they personified Sahara One Television as the Abhishek Bachchan of Indian television – a star with the potential of becoming a super star. That’s how viewers rate us. And this is a strong endorsement and a matter of satisfaction for us.

    What has contributed to the growth at Sahara One in the last one year?

    It’s not one big thing that matters, but doing thousands of small things behind ever big decision, separates the winners from the others. It is a team effort that has resulted in the change we see on the channel.

     

    I’ll attribute this to the programming, on-air promos, off air marketing, sales and distribution of the channel. The program strategy of women are real on Sahara One, we have consciously stayed away from stereotypical programs and portrayed the real women that we see all around us.

     

    The on-air promos strategy has been cutting edge to the brief with simple and crisp messages communicating the channel differentiator. Marketing has burnt the mid night oil to evolve below the line strategies / activities to increase sampling and using mass media to reinstate the differentiator and driving traffic to the channel.

     

    Sales backed it up with exceptional revenue growth, through innovation thus creating value for money for advertisers leading to over 260 brands advertising with the channel resulting in a 425 per cent growth, in last six months over the first six months of this fiscal. Distribution ensured that we are available in over 96 per cent of 60 million cable viewing homes. All being a team effort.

    Despite the fact that individual shows are doing well on the channel, why does it not reflect in the ratings?

    We have seen an improvement in ratings over the last few months. But the reason why ratings of shows that are doing well are not reflected remains a mystery to us.

    Sahara One was due to launch in the UK before the end of this fiscal. Has that happened as yet?

    No, we have not yet launched in the UK. We want to ensure that we launch in this market with the best partner in order to ensure the maximum reach of the channel from the very beginning. We are in active talks with leading potential distributors which we would close shortly. We will be looking at launching Sahara One there in early 2007, not before that.

    How is the channel faring in the US?

    We have got a good response from our viewers in the US. We get letters from all over the States. In the first six months, we have close to 70,000 subscribers there.
  • Govt role: CAS’ fate linked to political compulsions

    Govt role: CAS’ fate linked to political compulsions

    The Indian government (read the information and broadcasting ministry) is suddenly finding itself caught between the devil and the deep blue sea, which more often than not takes great pleasure in turning red.

     

    Sandwiched between a strident judiciary — justifiably so in the present circumstances — and the politics of running a coalition government with vocal allies (who seem to have a view on anything and everything), the Manmohan Singh regime is bound to find it difficult to implement a recent Delhi High Court order that in short says: implement conditional access system in the areas notified earlier by a previous Bharatiya Janata Party-led coalition regime over 18 months ago.

     

    The I&B ministry hasn’t yet held any talks with the various state governments where CAS is sought to be implemented. Nor have any meetings been held with industry stakeholders
    _____****_____

    State-level elections in April-May would compel the government to give a deep thought to the so-called concerns of regional politicians. And, decision-making gets that much tougher when one of the states going to the polls, West Bengal, is ruled by a Left party, which is also a crucial ally of the federal government in New Delhi.

     

    Though the Delhi High Court order exhorts the I&B ministry to rise above regional level party politics and not use ‘public interest’ to influence an executive order (the notification related to CAS rollout) passed by the federal government, reticent politicians would definitely try to have their own way. Don’t forget that the I&B minister Priya Ranjan Dasmunsi’s parliamentary constituency lies in West Bengal and the street-smart politician has cut much of his political teeth in Bengal.

     

    With Kolkata in West Bengal, one of the metros targeted for CAS rollout, already swinging to the election tune, the I&B ministry would have to see how New Delhi’s Left-oriented allies react to the issue of CAS or ‘watching TV channels via a black box that would cost around Rs 3,000 (approximately $ 67),’ as some politicians are explaining addressability to the people.

     

    It can just be that the ministry goes in for an appeal one day ahead of the month-long court-mandated deadline
    _____****_____

    Though it hasn’t reached a crescendo, already there are murmurs amongst politicians of the Communist Party of India (Marxist), especially the local ones, on how CAS’ introduction around election time can be ‘disruptive’ and have telling effects on the electoral fortunes of the party in West Bengal.

     

    It is pertinent to note that the I&B ministry hasn’t yet held any talks with the various state governments where CAS is sought to be implemented. Nor have any meetings been held with industry stakeholders to discuss the issue in the light of the court’s observation.

     

    Apart from the West Bengal politicians, those representing the seven constituencies of Delhi in Parliament have already been petitioned by some cable operators on the ground that implementation of CAS might upset cable TV consumers of the National Capital Territory.

     

    With Delhi’s aam junta (hoi polloi) totally clueless on what CAS is all about — apart from what has been fed to them by politicians and the media — scepticism is bound to run all across on something new, which is not part of the basic infrastructure that is severely lacking here and making daily life that much more worrisome.

     

    And, the Congress-led Delhi government, trying to battle its own intra-party differences on demolition of illegal constructions all over Delhi (as directed by Delhi HC) that has left the denizens of the Capital fuming, the will to immediately implement another court order (on CAS) is definitely lacking.

     

    It would also be interesting to see how New Delhi could read the Delhi court order, which is not as simple as is being made out by many industry stakeholders — the benefits of CAS or addressability, notwithstanding.

     

    For the I&B ministry to plan a rollout of CAS as per the court order, it has to first revoke an executive order that suspended implementation of CAS.

     

    Now, here is the piece de resistance: the court order is silent on the fact whether addressability should be introduced, as per the prayer of the petitioners, ONLY in the south zones of the metro cities of Kolkata, Delhi, Chennai in Tamil Nadu and Mumbai in Maharashtra or the whole of the cities.

     

    After revoking an earlier notification, the federal government can stick to CAS’ introduction only in the south zones of the metros or interpret the court order as rollout in the whole of the cities. A clarification on the interpretation hasn’t been sought yet by the I&B ministry as there is a section that feels an appeal should be made against the present court order.

     

    If the government goes in for an appeal, which can turn out to be time consuming, then the timing of it would also be important. It can just be that the ministry goes in for an appeal one day ahead of the month-long court-mandated deadline.

     

    As things stand today, the government is keeping things fluid — deliberately so — to weigh all options, including the biggest challenge: political compulsions.

  • Zee Network launches ‘Zee’ in Indonesia

    Zee Network launches ‘Zee’ in Indonesia

    MUMBAI: Zee Network has launched its channel Zee in Indonesia. The channel will be dubbed in the local language Bahasa.

    The commercial launch of the channel was held on 1 March 2006 on the multi-channel satellite pay-television platform Astro Nusantara as a package.

    Astro Nusantara hopes to reach 3.5 million subscribers in Indonesia in the next three years with the channel in their basic line up. The dubbed channel will be telecast from 13 March.

    Simultaneously, another one hour band will be telecast in Malaysia to 1.7 million households with sub-titles in Bahasa. This will be available on Astro Prima (the local Astro channel) as a band until Measat 3 is launched. On the launch of Measat 3 (tentatively August 2006), the entire channel Zee will be available with sub titles to the Malay audience.

    Indiantelevision.com had first reported Zee Network’s plans to work out an arrangement with Malaysia’s multi-channel pay TV operator Astro to launch a new dedicated channel with Hindi content, for its Indonesian, Malaysian and Brunei audiences, in September 2005.

    Speaking on the launch, Zee International Operations CEO Dheeraj Kapuria said, “We take great pleasure in announcing Zee in Bahasa. We are optimistic about the popularity of this channel, as our viewers in Malaysia and Indonesia will now be able to enjoy the content on Zee in a language they can easily comprehend.”

    The channel’s content will be sourced from the flagship channel Zee TV library, which will be localised with Bahasa Indonesia dubbing and Bahasa Melayu subtitling, to reflect the different language, lifestyle and viewing habits of the audiences in the three countries, Zee Network said in an official release.

    Content from the Indian sub-continent, such as top Bollywood movies, have enjoyed high ratings in this region. The Zee channel promises programmes of various genres which include top Hindi soap operas, drama serials, blockbuster movies, lifestyle, entertainment and musical programmes, the release adds.

  • HBO series Six Feet Under to be aired on Bravo

    MUMBAI: The NBC Universal-owned cable network Bravo has acquired the exclusive rebroadcast rights to 63 one-hour episodes of HBO’s critically acclaimed drama series Six Feet Under for the next four years.

    To be telecast on Bravo in the fall of 2006, Six Feet Under is a darkly comedic series about the trials and tribulations of a family of undertakers, played out against the solemn backdrop of an independent funeral home in Los Angeles. The series ran on HBO for five years.

    Six Feet Under was created by Alan Ball, Oscar-winning writer of the film American Beauty. The acclaimed series ended its run on HBO last year. It received 32 Emmy nominations and won seven times, and was nominated for eight Golden Globes, winning three.

    Bravo’s president Lauren Zalaznick said, “Six Feet Under represents the artistic, creative and critically acclaimed series that defines Bravo’s programming. The phenomenon that hooked so many HBO viewers will be brought back to ‘life’ on our air, now available to more than 80 million households, with its signature dark situational humor and dramatic irony.”

    Earlier, Bravo had acquired the rights to and aired HBO’s The Larry Sanders Show, as well as NBC’s The West Wing.