Digital Agencies

Television dominates consumption even as other mediums emerge

Published

11 years ago

June 2, 2015

MUMBAI: Despite the growth explosion in the digital and mobile universe, the age-old medium of television continues to lead the popularity chart when it comes to consumption, according to ZenithOptimedia’s Media Consumption Forecasts report.

Attracting 183.9 minutes of consumption a day in 2014, television, despite its recent relatively minor decline, by far remains the most popular of all media globally.

On the other hand, Internet consumption came a distant second at 109.5 minutes a day. Television accounted for 42.4 per cent of global media consumption in 2010, and 37.9 per cent in 2014 as per the report, generated after surveying the changing patterns of media consumption in 65 countries across the world. The report also predicts that television will still account for more than a third (34.7 per cent) by 2017.

Internet disrupting traditional media with its robust growth

While the internet has propelled growth in overall media consumption, it has also eroded the consumption of traditional media. The consumption of every traditional medium except outdoor (i.e. newspapers, magazines, television, radio and cinema) fell between 2010 and 2014, directly because of competition from the internet, the report predicts their decline to continue to 2017.

Newspapers have suffered the most from competition from the internet, followed by magazines. Between 2010 and 2014, the average time spent reading newspapers fell by 25.6 per cent, while time spent reading magazines fell 19 per cent. Television consumption fell by just six per cent. Between 2014 and 2017, newspaper consumption is expected to shrink by an average of 4.7 per cent a year, while magazines and TV will shrink at average rates of 4.4 per cent and 1.6 per cent respectively.

Internet consumption to grow at 10 % p.a, expanding overall consumption

Global media consumption increased from an average of 461.8 minutes a day in 2010 to 485.3 minutes a day in 2014, an increase of 5.1 per cent, or an average of 1.2 per cent a year. Over these years, the amount of time people spent using the internet nearly doubled from an average of 59.6 to 109.5 minutes a day, while time allocated to more traditional media shrank from 402.2 to 375.8 minutes. Mobile technology in particular has created new opportunities to consume media, by allowing people to access the internet while out and about – shopping, commuting to work, waiting to meet friends, and so on.

The report forecasts that, between 2014 and 2017, the amount of time spent consuming media around the world will increase by an average 1.4 per cent a year, reaching 506.0 minutes in 2017. Meanwhile, internet consumption will grow by 9.8 per cent a year to reach 144.8 minutes a day. The internet’s share of overall media consumption will rise from 12.9 per cent in 2010 and 22.6 per cent in 2014 to 28.6 per cent in 2017.

Exposure to outdoor advertising is rising

The amount of time people are exposed to outdoor advertising increased by 1.2 per cent between 2010 and 2014, from 106.0 to 107.2 minutes a day. This is the result of several factors more displays being built in public spaces, migration to cities in emerging markets, and consumers’ greater willingness to spend their leisure time out of the home as their disposable income recovered after the financial crisis. Between 2014 and 2017, exposure to outdoor advertising is expected to increase by 0.2 per cent a year.

Latin Americans spend the most time with media; Asia Pacific the least

Media consumption is highest in Latin America, where people spent an average of 744 minutes consuming media in 2014, and lowest in Asia Pacific, where consumption averaged just 301 minutes that year. Time spent consuming media in Asia Pacific is growing well ahead of the global average, however, as economic development gives people access to more media, and more leisure time in which to consume them: media consumption expanded by 6.7 per cent in 2014. The report forecasts average annual growth of 2.9 per cent to 2017.

“The average person already spends half their waking life consuming media. But people around the world are clearly hungry for even more opportunities to discover information, enjoy entertainment and communicate with each other, and new technology is supplying these opportunities. Technology also enables brands to communicate with and learn from consumers in new ways. We expect media consumption to continue to grow for the foreseeable future, multiplying the opportunities for brands to develop relationships with consumers,” said ZenithOptimedia head of forecasting Jonathan Barnard.

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Digital Agencies

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

Published

1 week 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

3 weeks 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

1 month 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.