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Heed, need, feed – kids gorge on food ads, say studies

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The pocket monsters have just been dealt a punch in the solar plexus.

For the numerous Pokemon-panicked parents in the country, reeling under a barrage of products that flog the popular brand to severe advantage, two just-released studies in the US should come as a boon. While a similar study on the effects of advertising on children in India begs to be done, the American example could well set a benchmark for broadcasters and advertisers alike here.

Chewing gum for the soul? – APA says children under eight are prone to accept advertiser messages as truthful…

Restrict advertising targeting kids
A task force of the American Psychological Association (APA) has recommended that advertising targeting children under the age of eight be restricted. In a compilation of studies done on children’s media habits spanning nearly four years, the APA has deduced that children under eight are unable to critically comprehend televised advertising messages and are prone to accept advertiser messages as truthful, accurate and unbiased, leading to unhealthy eating habits.

Food advertising linked to obesity
Another study released by the Kaiser Family Foundation on Wednesday, says children’s exposure to billions of dollars worth of food advertising and marketing in the media may be a key mechanism through which media contributes to childhood obesity. The report, which also reviewed more than 40 studies on the growing phenomenon of childhood obesity in the US, indicates that children who spend the most time with media are more likely to be overweight. Contrary to common assumptions, however, most research reviewed for this report does not find that children’s media use displaces more vigorous physical activities.

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The findings of these two reports may lead to a new wave of regulatory or legislative actions that could have a profound impact on the estimated $12 billion spent each year in the US on kids-oriented media buys – especially on TV. The report is especially damning for food advertising aimed at kids, a category that is expected to emerge as the No. 1 ad category aimed at kids 2-11 in the US.


How much is too much? According to the Kaiser Foundation, a typical US child watches an average of 40,000 ads in a year

The key indicators thrown up by both reports are daunting, to say the least. The typical American kid sees about 40,000 ads a year on TV. Advertisers spend more than $12 billion per year to target the youth market. Children aged 14 years old and under make $24 billion in direct purchases and influence $190 billion in family purchases. According to the APA, companies now recognize that brand loyalty built at an early age may reap economic rewards over a child’s lifetime.

The APA, which pondered several studies in the last three years, a representative survey of children’s media use across the USA, found that nearly half (48 per cent) of 8–18-year-olds live in a home with a computer linked to Internet access, while households with younger children aged 2–7 years are just slightly less likely (40 per cent) to be online. Roughly one in five (19 per cent) of eight–13-year-olds reported visiting a website on the previous day, and more than one in four (28 per cent) of 14–18 year-olds indicated such use.


And one in my room too…. 53 per cent of US kids aged 2-18 have a TV in their bedroom

With this growth in children’s access to the Internet, thousands of child-oriented Web sites have sprung up, and many are laden with commercial promotions. 53 per cent of all children aged two–18 years have a television in their bedroom, with substantial proportions of 2–4-year-olds (26 per cent) and five to seven year-olds (39 per cent) enjoying such privilege. Another common feature of advertising to children is the use of product disclosures and disclaimers such as “batteries not included” or “each part sold separately.” Studies make clear that young children do not comprehend the intended meaning of the most widely used disclaimers.

Interestingly, popular programme figures are frequently used in advertising directed to children, often used in separators that distinguish the content from the commercial. Evidence also indicates that most children below four to five years of age do not consistently discriminate between television program and commercial content. The ability to recognize persuasive intent does not develop for most children before eight years of age. Even at that age, such capability tends to emerge in only rudimentary form, with youngsters recognizing that commercials intend to sell, but not necessarily that they are biased messages which warrant some degree of skepticism, the APA report says.

The key findings of the Kaiser Foundation’s study say that
* The majority of research finds a link between the amount of time children spend watching TV and their body weight.

* Experimental interventions that reduce children’s media time result in weight loss.

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* Most research indicates that time spent with media does not displace time spent in physical activities

* Studies indicate that children’s exposure to food advertising and marketing may be influencing their food choices

* Leading policy options promoted by public health experts include: reduce or regulate food ads targeted to children, expand public education campaigns to promote healthy eating and exercise, incorporate messages about healthy eating into TV storylines, and support interventions to reduce the time children spend with media.


Kids in India hooked to television – is anyone keeping a watch?

The two reports may not be music to the ears to the advertising and television industry in India, which is poised to launch at least three to four children’s channels this year, apart from existing player Nickelodeon turning Hindi. While no Indian agency has undertaken a similar study here, broadcasters and regulators too, are yet to take cognizance of the issue. Kids channel leader Cartoon Network which has also recently spawned a sibling, Pogo, undertakes regular research into viewer behaviour, but this does not much touch upon the effect of advertising on children. Its New Generations survey, an annual feature, studies changing demographic patterns of viewers and the kind of programming preferred, giving advertisers an idea of the bands they can zero in for the kill.

Last year’s survey had one aspect of advertising touched upon, when it registered that children viewers in India are usually perceived as ‘ad avoiders’.


“Advertising targeted at kids in India has changed for the worse in the last few years” – Prahalad Kakkar

Ad man Prahalad Kakkar who is a veteran at making advertisements for children’s products, says,”In the Indian advertising industry, there are no set of standards and practices followed as far as advertising for kids is concerned.”

Starcom India MD, West and South, Ravi Kiran puts the adspend per year on products that are for kids’ consumption but bought by mothers (parents) like Horlicks and Complan is 12 to 15 per cent of the total Rs 38000 million pie, close to Rs 5000 to 6000 million. “Ad spend per year on products targeted for kids’ consumption and also bought by them like chocolates, wafers etc is seven to eight per cent, that is around Rs 3000 million,” says Kiran.

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‘Advertising targeted at kids in India has changed for the worse’
How is this huge sphere tackled by advertisers? Kakkar, himself a parent of three, opines that advertising targeted at kids in India has changed for the worse in the last few years. “Children don’t have the power to rationalize and ads are becoming more and more sophisticated these days which do impact the kids. Unlike the West, in India there is no psychological help that is provided to advertisers to tell them what is right and what is wrong for the kids to see.”

He adds, “Advertising today interferes with the value system and morality of kids. Since there is no regulatory check on what children watch on television apart from the parents, it can’t be said in so many words that this specific thing is meant for kids to watch and this is not.”

There are others in the advertising sector who disagree. “We do follow some guidelines in the sense that we cannot show a child talking back to his parents or being a rebel. the guidelines for us is to keep in mind while making an ad targeted at kids that we don’t start a new trend that is socially unacceptable…,” says an adman who’s worked on many ads targeting kids.

While Kakkar may not agree, other ad professionals say that with pester power increasing, it is the kids’ choices that drive brand preference. “Earlier a brand such as Horlicks used to talk to mothers through their ads about the nutritional values of Horlicks. But now the same brand has started talking to kids. Even Nestle for example only talks to kids but there is an ‘inclusive audience’ that is also being spoken to in the ad and that is the mothers, as at the end of the day it is the mothers that are the buyers of the products. So the brand though specifically targeted at kids ‘has’ to speak to the mother too,” says one.


Ad spending on products targeted at kids has more than doubled – but has the advertising of these products improved too?

India’s top advertising spenders have included Nestle India at Rs 1507.1 million in December 2002, Britannia Industries which spent Rs 906.3 in March 2002 and Cadbury India which spent Rs 876.7 million in December 2002 – MNCs all which push products consumed predominantly by children.

According to Kiran, ad spending on products targeted at kids has grown in the last few years by at least more than double of the overall television growth. Most marketers are no longer ignoring the role of kids in influencing parents / adults to buy products. ‘It may not be the product itself that a kid favours but he will definitely have a say in the colour of the product… like for example a car… so even that is kept in mind by the marketers. The influence of kids on purchase of commodities has really increased in the last few years,” he feels.

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The Pokemon tazos that come with the Cheetos chips packets – cashing in on the frenzy

At the release of the Kaiser Foundation report, Nickelodeon officials said that the channel’s efforts have included six months of “reconnaissance” on the issue through conversations with trade associations, nutritionists, marketers, government officials and others; the introduction of a campaign with the theme “Let’s just play,” to encourage more physical activity among children; and restricting commercials during programming for preschoolers to the very beginning and very end of shows. Procter & Gamble, one of the world’s biggest advertisers, also said it was working to market itself fairly and responsibly. “We feel we need to have responsible marketing, especially in this obesity environment,” according to Gary Dowdell, director for external relations.

Even in the US, after the release of the two reports, marketers rejected the premise that advertising, marketing and promotions aimed at children made up the “main mechanism by which media use contributes to childhood obesity,” as the report says is likely.

As an ad professional in Mumbai too puts it, “When you say that kids are influenced by advertising and it leads to obesity in them, it depends on what amount they are consuming. Anything in excess is bad. So I don’t really see advertising as a cause of this.”

For Pokemon harassed Indian parents, then, the torture may just be beginning.

Brands

Netflix India names Rekha Rane director of films and series marketing

Streaming giant bets on a seasoned marketer who helped build Amazon and Netflix into household names

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MUMBAI: Netflix has put a proven brand builder at the helm of its films and series marketing in India, naming Rekha Rane as director in a move that signals sharper focus on audience growth and cultural cut-through in one of its most hotly contested markets.

Rane steps into the role after seven years at Netflix, where she has quietly shaped how the platform sells stories to India. Her latest promotion, effective February 2026, crowns a run that spans brand, slate and product marketing across originals, licensed content and new verticals such as games.

A strategic marketing and communications professional with roughly 15 years’ experience, Rane has spent much of her career building technology-led consumer businesses and new categories, notably e-commerce and subscription video on demand. She was part of the early push that introduced Amazon.in, Prime Video and Netflix to Indian homes, then helped turn them into everyday brands.

At Netflix, she most recently served as head of brand and slate marketing for India from March 2024 to February 2026, leading teams across media and marketing for global and local content portfolios. Before that, as manager for original films and series marketing, she led IP creation and go-to-market strategy for titles including Guns and Gulaabs, Kaala Paani, The Railway Men* and The Great Indian Kapil Show, spanning both binge and weekly-release formats.

Her earlier Netflix roles covered product discovery and promotion in India and integrated campaign strategy to drive conversations around the content slate, product awareness and brand-equity metrics.

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Before Netflix, Rane logged more than three years at Amazon in brand marketing roles in Bengaluru. There she handled national and regional campaigns for Amazon.in, worked on customer assistance programmes in growth geographies and contributed to the go-to-market strategy for the launch of Prime Video India.

Her career began well away from streaming. At Reliance Brands in Mumbai, she worked on retail marketing for Diesel and Superdry. A stint at Leo Burnett saw her work on primary research for P&G Tide, mapping Indian shoppers’ paths to purchase. Earlier still, at Orange in the United Kingdom, she rose from sales assistant to store manager, running a team and owning monthly P&L for a retail outlet.

The arc is telling. As global streamers fight for attention in a crowded Indian market, executives who understand both mass retail behaviour and digital habit-building are prized. Rane’s career sits at that intersection.

For Netflix, the bet is simple: in a market spoilt for choice, sharp marketing can still tilt the screen. And with Rane now leading the charge, the streamer is signalling it wants not just viewers, but fandom.

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Orient Beverages pops the fizz with steady Q3 gains and rising profits

Kolkata-based beverage maker reports stronger revenues and profits for December quarter.

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MUMBAI: A fizzy quarter with a steady aftertaste that’s how Orient Beverages Limited, the company that manufactures and distributes packaged drinking water under the brand name Bisleri closed the December 2025 period, as the Kolkata-based drinks maker reported improved revenues and a healthy rise in profits, signalling operational stability in a competitive beverage market.

For the quarter ended December 31, 2025, Orient Beverages posted standalone revenue from operations of Rs 39.98 crore, up from Rs 36.42 crore in the previous quarter and Rs 33.53 crore in the same quarter last year. Total income for the quarter stood at Rs 42.24 crore, reflecting consistent demand and stable pricing across its beverage portfolio.

Profit before tax for the quarter came in at Rs 3.47 crore, a sharp improvement from Rs 1.31 crore in the September quarter and Rs 0.39 crore a year ago. After accounting for tax expenses of Rs 0.79 crore, the company reported a net profit of Rs 2.68 crore, nearly three times the Rs 0.99 crore recorded in the preceding quarter.

On a nine-month basis, the momentum remained intact. Revenue from operations for the period ended December 31, 2025 rose to Rs 117.66 crore, compared with Rs 106.95 crore in the corresponding period last year. Net profit for the nine months climbed to Rs 5.51 crore, more than double the Rs 2.18 crore reported in the same period of the previous financial year.

The consolidated numbers told a similar story. For the December quarter, consolidated revenue from operations stood at Rs 45.06 crore, while profit after tax came in at Rs 2.06 crore. For the nine-month period, consolidated revenue touched Rs 133.57 crore, with net profit of Rs 4.49 crore, underscoring the group’s improving profitability trajectory.

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Operating expenses remained largely controlled, with cost of materials, employee benefits and other expenses broadly aligned with revenue growth. The company continued to operate within a single reportable segment beverages simplifying its cost structure and reporting framework.

The unaudited financial results were reviewed by the Audit Committee and approved by the Board of Directors at its meeting held on 7 February 2026. Statutory auditors carried out a limited review and reported no material misstatements in the results.

In a market where margins are often squeezed by input costs and competition, Orient Beverages’ latest numbers suggest the company has found a reliable rhythm not explosive, but steady enough to keep the fizz alive.

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Washington Post CEO exits abruptly after newsroom cuts spark backlash

Leadership change follows layoffs, protests and a bruising battle over trust.

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MUMBAI: When the presses are rolling but patience runs out, even the editor’s chair isn’t safe. The Washington Post announced on Saturday that its chief executive and publisher Will Lewis is stepping down with immediate effect, bringing a sudden end to a turbulent two-year tenure marked by financial strain, newsroom unrest and public backlash.

Lewis’s exit comes just days after the Bezos-owned newspaper announced sweeping job cuts that triggered protests outside its Washington headquarters and a wave of anger from readers and staff. While newspapers across the US are grappling with shrinking revenues and digital disruption, Lewis’s leadership had increasingly come under fire for how those pressures were handled.

The Post confirmed that Jeff D’Onofrio, a former Tumblr CEO who joined the organisation last year as chief financial officer, has taken over as CEO and publisher, effective immediately. In an email to staff, later shared by reporters on social media, Lewis said it was “the right time for me to step aside.”

The leadership change follows the announcement of large-scale redundancies earlier this week. While the Post did not officially confirm numbers, The New York Times reported that around 300 of the paper’s roughly 800 journalists were laid off. Entire teams were dismantled, including the Post’s Middle East bureau and its Kyiv-based correspondent covering the war in Ukraine.

Sports, graphics and local reporting were sharply reduced, and the paper’s daily podcast, Post Reports, was suspended. On Thursday, hundreds of journalists and supporters gathered outside the Post’s downtown office in protest, calling the cuts a blow to public-interest journalism.

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Former executive editor Marty Baron described the moment as “among the darkest days in the history of one of the world’s greatest news organisations.”

Lewis defended his record in his farewell note, saying “difficult decisions” were taken to secure the paper’s long-term future and protect its ability to publish “high-quality nonpartisan news”. But his tenure coincided with growing scrutiny of editorial independence at the Post.

Owner Jeff Bezos faced criticism for reining in the paper’s traditionally liberal editorial page and blocking an endorsement of Democratic presidential candidate Kamala Harris ahead of the 2024 US election. The move was widely seen as breaking the long-standing firewall between ownership and editorial decision-making.

According to a Wall Street Journal report, around 250,000 digital subscribers cancelled their subscriptions after the paper declined to endorse Harris. The Post reportedly lost about $100 million in 2024 as advertising and subscription revenues slid.

While the wider newspaper industry continues to battle declining print advertising and the pull of social media, some national titles have stabilised. Rivals such as The Wall Street Journal and The New York Times have managed to build sustainable digital businesses, a turnaround that has so far eluded the Post despite its billionaire backing.

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As Jeff D’Onofrio steps into the role, the challenge is stark, restore confidence inside the newsroom, win back readers who walked away, and prove that one of America’s most storied newspapers can still find its footing in a brutally competitive media landscape.

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