Digital Agencies

Digital will be core of ad budgets by 2020: DAN report

Published

8 years ago

January 17, 2018

MUMBAI: The increasing penetration of digital media in India is creating huge opportunities for marketers to reach out to untapped audiences in newer ways than before. Marketers are getting innovative with the way they choose to advertise to their audience.

As of 2017, the Indian ad industry stands at Rs 55960 crore and is estimated to grow with a CAGR of 11 per cent till 2020 to touch Rs 77623 crore. This growth will be driven by the smart phone revolution and the subsequent spends on digital advertising, according to the second edition of media and digital marketing communications company Dentsu Aegis Network’s (DAN) digital report that was launched yesterday.

India is on the brink of transitioning into a digital economy with a big push from the government and the public private partnership model. The Indian government’s concerted endeavours to boost digitisation coupled with an array of economic reforms and policies have infused higher momentum into India’s participation in a digital economy. The telecom sector has contributed in equal measure — lower data rates, improved connectivity have put India on a path to a mobile revolution of sorts.

The Telecom Regulatory Authority of India (TRAI) estimates the internet population in the country to hit 738 million by 2020. Currently India’s internet subscriber count stands at around 430 million. As per TRAI’s performance indicator report for July-September 2017, a total of 129 million rural subscribers and 300 million urban subscribers are connected via internet or broadband services. The tele-density in urban areas is 74 per cent whereas it is around 14 per cent in rural India.

Ad spends have seen double digit growth rates in e-commerce, BFSI, automotive and telecom in 2017. Ad spends have seen the highest increase in e-commerce with 13 per cent and BFSI at 11 per cent. Television takes the largest share of media spends at 40 per cent (Rs 22526 crore) followed by print at 34 per cent (Rs 18981 crore) and digital media at 15 per cent (Rs 8202 crore).

While spends on television will grow with a CAGR of eight per cent till 2020, its contribution to the advertising market has been on a decline. The digital ad industry is estimated to grow with a CAGR of 32 per cent by 2020 as advertisers are now adopting digital media as a branding medium, not merely a performance medium. The highest spender on digital is e-commerce followed by telecom and BFSI sector. The spends on digital video is expected to see the highest growth rate followed by display and social media. OTT and an engaging mobile experience will also help in driving the digital growth.

DAN chairman and CEO South Asia Ashish Bhasin believes that digital is no longer a medium but a way of doing business. It is how consumers interact with brands. “The digital transformation is affecting every business and agencies and marketers who don’t recognise this will be left behind. Digital is a behavioural change taking place with the consumers, not just a way of building a brand. This is a critical difference many don’t understand,” he says.

Brands are slowly shifting their marketing budgets to digital platforms as the digital medium becomes all pervasive and consumers increase time spent on this medium. Even though digital ad platforms have been instrumental in direct sales, so far they do not match up to traditional media when it comes to brand building. Brand building is largely happening through mature ad mediums such as TV rather than digital.

Marketers are moving from purely mass-targeting platforms to a mix of traditional
and digital platforms. This makes use of the relative advantages of both media for an optimal marketing strategy. Traditional media provides a better reach in comparison to digital media while the latter is unparalleled when it comes to measurability. When it comes to performance marketing, digital media has evolved as a powerful platform. The explosive growth of internet-enabled businesses such as e-commerce, digital wallets, etc., has also caused a shift of ad money towards this medium as businesses targeting consumers inclined to online transactions rely on digital ad platforms. Meanwhile, the smaller brands also prefer to make investments on digital platforms as compared to bigger brands it provides better return on investment (RoI).

Automotive sector has had one of the highest growth in ad spends last year and is expected to spend a large majority of its ad budget on traditional media. Within digital, it distributes the budget across all ad formats. Growth in ad spends for e-commerce has been the highest and it spends the highest proportion of marketing budget on digital media and mostly on search and social media. Additionally, telecom also spends a high amount of its marketing budget on digital media but mostly on media and video.

Marketing has been an ever-evolving field. It’s normally exposed to so many new technologies and is an early adopter for most of them. This happens because the consumer is nearly always a step ahead and the competition is stiff. Businesses today have to acquire and retain consumers extremely efficiently in the marketing process. There is a limit to how many line items a digital marketer can create and manage effectively at a human level. No matter how many segments our planners create, no matter how finely we slice and dice the data, it’s extremely difficult to connect all the dots. Here is where machines come in helpful.

But the digital advertising industry is faced by several challenges like slow pace of digital transformation, lack of unified metric system, ROI on programmatic, ad frauds and the growing use of ad blocking softwares.

Having said that, the future of digital advertising looks bright and optimistic with the rise in video content, engaging mobile experience, voice-based interaction, data science and machine learning and transformation in payment mechanism.

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Digital Agencies

GUEST COLUMN: Deepankar Das on the feedback problem slowing creative teams

Published

3 weeks ago

February 2, 2026

indiantelevision.com Team

BENGALURU: For years, creative teams have learned to live with ambiguity. Vague comments, last-minute changes, feedback that arrives without context, clarity, or conviction. It became part of the job – something teams worked around rather than getting it solved.

But as we head into 2026, that tolerance is wearing thin.

Creative work today moves faster, scales wider, and involves more stakeholders than before. Teams are producing more content across more formats, often with distributed collaborators and tighter timelines. In this environment, guesswork is no longer a harmless inconvenience. It’s a cost – to time, to budgets, and to creative mindspace.

The real problem isn’t feedback, it’s how it’s given

Most creative professionals you see today will tell you they’re not against feedback. In fact, they rely on it. Good feedback sharpens ideas, strengthens execution, and pushes work forward. The problem is ‘unclear’ feedback. When someone says “this doesn’t feel right” without context, they aren’t just revising – they’re basically decoding. They’re guessing what the problem might be, trying different directions, and burning time in the process. Multiply that by a few stakeholders and a few rounds, and suddenly days disappear.

In 2026, when teams are expected to deliver faster without compromising quality, interpretation is a luxury most can’t afford.

Scale has changed rverything

Creative projects used to be smaller and simpler. A designer, a manager, maybe one client contact. Feedback loops were short, even if they weren’t perfect.

Today, the same project might involve internal marketing teams, agencies, freelancers, brand reviewers, and regional teams. Everyone has a say. Everyone leaves comments. And often, those comments don’t agree. More people reviewing work means alignment matters more than ever. Clear feedback isn’t just about being nice to creative teams, it’s about keeping projects moving when complexity increases.

Guesswork quietly wears teams down

One of the less talked-about impacts of unclear feedback is what it does to people.

When feedback is vague or contradictory, creatives second-guess their decisions. They hesitate. They overwork. They keep extra time buffers “just in case.” Over time, confidence drops. Ownership fades. Work becomes safer, not stronger. Creative energy gets spent on managing uncertainty instead of pushing ideas forward. And in an industry already grappling with burnout, unclear feedback adds unnecessary mental load.

Actionable feedback is a shared skill

Clear feedback doesn’t mean controlling creative decisions or dictating every detail. It means being specific enough that someone knows what to do next.

Actionable feedback answers three basic questions:

What exactly needs attention?
Why does it matter?
What outcome are we aiming for?
This applies whether you’re reviewing a video frame, a design layout, or a copy draft. The clearer the feedback, the fewer follow-ups it creates. In 2026, teams that treat feedback as a skill and not an afterthought, will move faster with less friction.

Tools shape behaviour (whether we admit it or not)

The way feedback is delivered is often dictated by the tools teams use. Comments buried in long email threads, messages split across chat apps, or notes detached from the actual work all contribute to confusion.

When feedback lives outside the work, context often gets lost. When it’s disconnected from versions and timelines, decisions get questioned. When it’s scattered, accountability disappears. More teams are starting to realise that feedback problems aren’t just communication issues, they’re workflow issues. How work moves between people matters just as much as the work itself.

From Opinions To Alignment
One of the biggest shifts happening in creative teams is a move away from purely opinion-driven feedback. Instead of “I like this” or “I don’t,” teams are asking better questions:

● Does this meet the brief?

● Does this solve the problem?

● Does this align with the goal?

This change reduces unnecessary back-and-forth and helps feedback feel less personal and more productive. It also makes decisions easier to explain and defend. As creative work becomes more strategic, feedback has to support that shift.

2026 Is About Fewer Loops, Not Faster Loops

There’s a misconception that speed means moving through feedback cycles faster. In reality, the most creative teams aren’t just accelerating loops, they’re reducing them. Clear, actionable feedback upfront leads to fewer revisions later. Clear approval stages prevent last-minute surprises. Clear decisions stop work from circling endlessly.

In 2026, efficiency won’t come from working harder or longer. It will come from designing workflows that respect creative time and attention.

Ending guesswork is a mindset change

Ultimately, ending creative guesswork isn’t just about better tools or processes. It’s about mindset. It’s about recognising that clarity is an act of respect – for the work, for the people doing it, for the time invested and for the mindspace used. It’s about moving from “figure it out” to “here’s what we’re aiming for.”

Creative teams that embrace this shift will find themselves not only delivering faster, but also enjoying the process more. And in an industry built on imagination, that might be the most valuable outcome of all.

Digital Agencies

Kunal Wanvari steps up as senior brand and digital marketing manager at Franklin Templeton India

Published

1 month ago

January 19, 2026

indiantelevision.com Team

MUMBAI: Franklin Templeton India has elevated Kunal Wanvari to senior brand and digital marketing manager, signalling a continued push towards data-driven brand building and digital-first engagement in a crowded asset management market.

Wanvari has spent nearly eight years with Franklin Templeton India, steadily rising through the marketing ranks. Prior to this role, he served as marketing manager and assistant marketing manager, working across brand strategy, content, digital media and campaign execution from the firm’s Mumbai office.

Before joining Franklin Templeton, Wanvari built his digital credentials at WATConsult, where he handled brand strategy and account leadership roles, and earlier at Kush Infosystems, focusing on SEO and performance marketing. His career began in sales and marketing roles, giving him a ground-up understanding of commercial storytelling.

A computer engineer by training with deep digital marketing expertise, Wanvari’s elevation reflects Franklin Templeton’s bet on hybrid marketers—equal parts brand, data and digital—as competition for investor attention intensifies.

Digital Agencies

PSB Xchange appoints Ankush Aggarwal as CXO, Sahil Sikka as CBO and CFO

Published

2 months ago

January 2, 2026

indiantelevision.com Team

MUMBAI: PSB Xchange, India’s digital marketplace for financial solutions and a flagship platform of Veefin Solutions Limited, has reinforced its leadership team with two senior appointments as it prepares for its next phase of growth.

Ankush Aggarwal has been named chief experience officer, bringing with him more than 20 years of experience across corporate banking and the SME ecosystem. In his new role, he will focus on shaping simple, seamless and results-oriented experiences for banks, corporates and ecosystem partners. Aggarwal has previously held leadership roles at Kotak Mahindra Bank, IndusInd Bank and SG Finserve, where he led initiatives across customer onboarding, credit processes, servicing operations and digital transformation.

Widely recognised for connecting technology, operations and business strategy, Aggarwal has consistently built scalable and compliant experience models. At PSB Xchange, his focus will be on strengthening platform thinking, governance and continuous improvement to enhance efficiency and customer outcomes.

Alongside him, Sahil Sikka joins PSB Xchange as chief business officer and chief financial officer. With over 15 years of experience in banking and financial services, Sikka has played a key role in building and scaling businesses. He was part of the founding leadership team at SG Finserve, where he helped create a listed NBFC, overseeing business strategy, capital planning, product development and governance. His work earned him the best CFO financial services award at the India CFO Awards 2024.

Earlier in his career, Sikka worked with HDFC Bank, Aditya Birla Finance and Kotak Mahindra Bank, driving growth across corporate banking and structured finance. In his dual role at PSB Xchange, he will focus on strengthening growth strategy, scaling operations sustainably and delivering long-term value through strong governance and collaboration.

Commenting on the appointments, PSB Xchange and Veefin Solutions Limited CEO Sorabh Dhawan, said the additions reflect the platform’s ambitions as it expands its engagement with banks and financial institutions. He added that Aggarwal’s experience-led approach and Sikka’s strategic and financial expertise will be central to driving sustainable growth and value creation in the years ahead.