Digital Agencies

GUEST ARTICLE: Digital Advertising Predicts: Are We in A Recession?

Published

3 years ago

August 14, 2023

Mumbai: Advertising is the harbinger of economic slowdowns. Past recessions like the pandemic and The Great Recession were each preceded by a dip in digital ad spend, which acts as a crystal ball for the economy’s future. This happens reliably — businesses that experience a slowdown in consumer spending naturally look to cut costs, some of which are being taken from certain digital ad campaigns.

When the pandemic hit, advertising spend sharply dropped by 17.5%. Branding campaigns, which are notoriously hard to attribute to revenue, were the first to go. Within a few months, that pandemic effect recovered from many new performance advertising campaigns, which were born to promote necessary products like masks, food delivery, online healthcare services, online education, and more.

Today, we can tell we’re in a recession based on similar trends in ad spend. YouTube and Snap are both down 25% in advertising revenue, and Twitter is down 11% below estimates, indicating a similar macroeconomic environment to 2009 and 2020. But history also reassures us that the initial drought won’t last long — advertisers will double down on performance seeking clearly measurable outcomes, and some recession-resistant businesses will increase digital ad spend aggressively, capturing opportunity where others see only threat.

Analysis of 8 billion pageviews over 90 days reveals industries that will thrive despite a recession

Intuitively, we see readership decline in obvious places like luxury goods and the housing market. Luxury goods from brands like Chanel and Michael Kors are being read about 52% and 38% less respectively. Cars like Ferrari and Maserati have declined by 16% and 64%. Real estate has declined by 12%, and nice-to-have gadgets like smartwatches are down by 12%.

Moreover, in the last two months, the Indian readership statistics also witnessed a decline in pageviews. In July 2022, around 3,890 pageviews were seen when people were surfing or reading more about luxury automobiles and vehicles, which further saw a sharp decline of 98% in October 2022, where it come down to 80 pageviews.

However, we see some categories picking up steam. This time, we expect to see similar success in streaming and gaming.

Streaming and gaming

People might buy less luxury goods or think twice about a new mortgage, but they’re not giving up entertainment. Signs already show Netflix might be turning it around as more people stay at home to watch TV during the recession. Others like HBO and Disney+ have a growing subscriber base. Nintendo users are growing too, and now more than 10 million people have streamed an Xbox game.

Readership trends tell a similar story. We’ve seen a surge in interest in old classics like Jeopardy, up 80%, The Godfather, up 531%, Lord of the Rings, up 1,204%, The Golden Girls, up 54% and The Walking Dead, up 149%. Similarly, Indian series like Fabulous Lives of Bollywood Wives have increased in popularity by 574% in the last 45 days, whereas Indian Matchmaking has witnessed a 7% rise in viewership.

Uncertainty is Best Met with Certainty: Thriving Industries Will Rely on Partners That Show Them Exactly What Happens with Their Ad Dollars

In times of economic uncertainty, certainty over the impact of ad spend will be paramount. The initial downturn in ad spend today will transform, and we’ll see a surge in performance-based advertising. The companies that participate will seek accountable advertising, and work with partners that can show them exactly how their spend impacts their bottom line.

We now can see what people are curious about using readership data, as these graphs demonstrate, to predict which businesses will surge in this recession.

In fact, some predict that digital advertising will continue to grow double digits in 2022, despite the recession. This extraordinary growth would indicate advertising is outpacing the economy even when adjusting for inflation.

Methodology

Data analysis was sourced from aggregated readership data from more than 1,000 Taboola publisher partner websites in the U.S. and our Taboola Newsroom product, which analyzes more than 8 billion page views per month. Data for this piece was analyzed from readership associated with more than 16-million-page total views related to the topics outlined in each section, from May 9th, 2022 through August 11th, 2022.

The author of this article is Taboola CEO Adam Singolda.

Digital Agencies

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

Published

1 month 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

2 months 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.