News Headline

CAS task force meet on Friday crucial

Published

23 years ago

March 5, 2003

NEW DELHI: The next meeting of the government – piloted task force on conditional access system (CAS), scheduled to be held on Friday, may be crucial, but less stormy as compared to the last one held last month.
Though the agenda of the meeting has not been listed out, but it is expected that the failure of the government to fully address rationalisation of various duties on import of set-top boxes (STBs) will one of the topics that is likely to be brought up by some task force member or other.
Especially in the light of yesterday’s post-Budget meeting that CETMA, the apex body of electronics goods manufacturers in India, had with officials of the finance ministry where it was indicated that the government is highly unlikely to hand out more sops on STBs. At the moment, the import of an STB will attract various duties amounting to 51 per cent, according to CETMA,
which is likely to push up the price of the box when it finally reaches the consumer defeating the purpose of making available cheap STBs to Indian cable homes.
After yesterday’s meeting, MSOs have raised doubts over availability of STBs in India from July as local manufacturing is almost next to nil. “If the high duties have to be paid for import of STBs, then the price of a digital box can be as high as between Rs 6,000-7,000 finally when it reaches the consumer’s end with an analog box costing up to Rs 4,000,” a senior
executive of an MSO told indiantelevision.com.
The task force meeting later this week may also attempt to find ways to quickly arrive at the twin issues of pricing of free to air channels and maximum retail price (MRP) for pay channels.
During the last task force meeting, the representatives of MSOs-cable operators and broadcasters had said both could not finalise their individual business plans for a post-CAS scenario as the pricing have not been firmed
up. Broadcasters had also opined that they are unable to fix an MRP for each pay channels as they did not know the pricing of the basic tier of service, something that the cable operators had dubbed as a “dilly-dallying tactic.”
According to government sources, who quoted the minutes of the last task force meet, Shantonu Aditya (from Sony Entertainment TV) had informed the
meeting that the Indian Broadcasting Foundation (IBF) had held meetings with the representatives of all the stakeholders to start a dialogue on some contentious issues. Aditya also mentioned that although no purchase orders had been placed with CETMA or globally, there was acknowledgment of the time frame to be adhered to and this was an “area of concern.”
Aditya is also reported to have mentioned that major issues of security, copyright, piracy and the robustness of technology of SMS (subscriber management system) also needed to be sorted out. IBF has taken the responsibility for discussing and determining some basic standards in this regard.
According to the sources, Aditya also mentioned that all parties would wait for the budget (that has now come and gone without enthusing the industry much) and after taking into account the rationalisation of the customs and central excise duty for STBs, they would decide the quantum of boxes and the import of other equipment required. He had also expressed concern regarding the deadlines being stipulated beyond July.
The representatives of MSOs had expressed concern about the pricing of FTA channels, which only would enable the business models to develop.
The chairman of the task force, Rakesh Mohan, joint secretary (broadcasting in the I&B ministry, had enquired from IBF the preparedness of broadcasters to meet the demand of STBs in time. In reply, it was stated that while
sufficient import would be available to cater to the demand, firm orders needed to be placed, since a period of at least 10 weeks’ time was required even for the analog box.
Requirements needed to be firmed up by the end of March 2003 so that orders could be placed. It was informed that initially, demand would be substantially met through imports.
Manu Sawhney of ESPN India had stated that in the last three to four years, IBF had not held deliberations with MSOs/cable operators/consumer groups and the process of consultation was an index of the broadcasters’ seriousness.
It was also expected that commercial negotiations between broadcasters and MSOs would progress in a proactive manner, after first week of March, the
government sources said.
Shri Ram Khanna of consumer activist group, VOICE, had suggested that since there was divergence of opinion on the pricing of FTA channels, it was
necessary to have it resolved through an arbitrator. He had also mentioned other problems of changes in hardware, converging technologies and disputes
over jurisdiction.
Jayaraman of Hathway had responded to this by stating that the issue of convergence can be addressed separately and the consumer will get what he
wants– be it Internet or any other service– but it would be at the price of the STB/pay channel, which was important. However, the task force head had clarified that services arising from convergence of technologies were beyond the brief of the task force and would require inter-ministerial consultations.
Ashim Dutta of RPG Netcom, Kolkata, had stated that the pay channel pricing structure would be dependent on the finalisation of the free-to-air channels pricing. If orders are placed by the first week of March 2003, only then, the deadline of July, 2003 could be met.
Roop Sharma of Cable Operators’ Federation of India, the sources said, had raised the question of ‘bouquetisation’ of pay channels and wanted to know
whether the broadcasters would provide a single channel or insist on tagging on channels with the driver channels. The representative of Mumbai Grahak Panchayat also opined that bundling should not be allowed. Bundling was a form of cartel and amounted to monopoly and restrictive trade practices..
Datta had also suggested the government fix the bench mark dates for finalisation and declaration of number and cost of pay channels, placing orders for STBs and other issues as deemed fit by the government and that
every one should adhere to the deadlines to avoid any further delay.

Awards

Hamdard honours changemakers at Abdul Hameed awards

Published

1 month ago

February 7, 2026

indiantelevision.com Team

NEW DELHI: Hamdard Laboratories gathered a cross-section of India’s achievers in New Delhi on Friday, handing out the Hakeem Abdul Hameed Excellence Awards to figures who have left their mark across healthcare, education, sport, public service and the arts.

The ceremony, attended by minister of state for defence Sanjay Seth and senior officials from the ministry of Ayush, celebrated individuals whose work blends professional success with a sense of public purpose. It was as much a roll call of achievement as it was a reminder that influence is not measured only in profits or podiums, but in people reached and lives improved.

Among the headline awardees was Alakh Pandey, founder and chief executive of PhysicsWallah, recognised for turning affordable digital learning into a mass movement. On the sporting front, Arjuna Awardee and kabaddi player Sakshi Puniya was honoured for her contribution to the game and for pushing women’s participation onto bigger stages.

The cultural spotlight fell on veteran lyricist and poet Santosh Anand, whose songs have echoed across generations of Hindi cinema. At 97, Anand accepted the honour with characteristic humility, reflecting on a life shaped by perseverance and hope.

Healthcare honours spanned both modern and traditional systems. Manoj N. Nesari was recognised for strengthening Ayurveda’s place in national and global health frameworks. Padma shri Mohammed Abdul Waheed was honoured for his research-backed work in Unani medicine, while padma shri Mohsin Wali received recognition for his long-standing contribution to patient-centred care.

Education and social development also featured prominently. Padma shri Zahir Ishaq Kazi was honoured for decades of work in education, while former Meghalaya superintendent of Police T. C. Chacko was recognised for public service. Goonj founder Anshu Gupta received an award for his dignity-centred rural development initiatives, and the Hunar Shakti Foundation was honoured for empowering women and young girls through skill development.

The Lifetime Achievement Award went to former IAS officer Shailaja Chandra for her long career in public healthcare and governance, particularly in the traditional systems under Ayush.

Speaking at the event, Hamdard chairman Abdul Majeed said the awards were a tribute to those who combine excellence with empathy. “These awardees reflect Hakeem Sahib’s belief that healthcare, education and public service must ultimately serve humanity,” he said.

Minister Seth struck a forward-looking note, saying India’s young population gives the country a unique opportunity to become a global destination for learning, health and wellness by 2047.

The ceremony also featured the trailer launch of Unani Ki Kahaani, an upcoming documentary starring actor Jim Sarbh, set to premiere on Discovery on 11 February.

Instituted in memory of Unani scholar and educationist Hakeem Abdul Hameed, the awards have grown into a national platform that celebrates those building a more inclusive and resilient India. For one evening at least, the spotlight was not just on success, but on service with substance.

MAM

Why the best campaigns today start with insights, not ideas

Published

1 month ago

February 7, 2026

indiantelevision.com Team

MUMBAI: For decades, creative storytelling has been the cornerstone of brand communication. The “big idea” amplified through catchy jingles, striking visuals, and memorable hooks was once the gold standard for relevance and recall. Creativity defined presence, and the loudest, boldest campaigns often won attention.

But the marketing landscape today looks very different.

Audiences are more exposed, more discerning, and far less patient. They are inundated with messages across platforms, formats, and creators, often encountering hundreds of brand touchpoints in a single day. In this environment, creativity alone especially when untethered from real consumer truths is no longer enough to move behaviour. Great ideas are abundant. Meaningful impact is not.

This is where insights matter.

The difference may seem subtle, but it is fundamental. An idea represents what a brand wants to say. An insight reflects what the audience is already thinking, feeling, or experiencing. The most effective campaigns emerge not from cleverness alone, but from the intersection of these two forces.

From creativity to relevance

As the marketing ecosystem becomes increasingly saturated, consumers are growing immune to inflated claims and surface-level storytelling. Even beautifully crafted campaigns can fail if they are disconnected from lived realities. The gap between a brand’s internal enthusiasm and the audience’s actual sentiment can be the difference between attention and indifference.

Insights help bridge this gap. They force brands to pause, listen, and observe to understand emotions, behaviours, cultural contexts, and contradictions. Instead of trying to be remembered through louder branding, insight-led campaigns allow audiences to see their own experiences reflected back at them. When a campaign articulates a problem that feels personal, relevance is created. Trust follows.

Insight is interpretation, not information

It’s important to distinguish between data and insight. Data tells us what is happening. Insight explains why it is happening. While data is measurable and structured, insights are interpretive and dynamic, shaped by real-time sentiment and human behaviour.

Modern consumers are full of contradictions. They demand authenticity while remaining deeply aspirational. They want brands to take a stand but expect nuance, not instruction. They seek transparency, yet are drawn to curated narratives. These tensions are not obstacles, they are opportunities. When understood correctly, they can shape communication that feels timely, credible, and human.

Some of the most effective campaigns today are born not in isolated brainstorm rooms, but through listening to audiences, creators, editors, online communities, and cultural signals. Insights often exist in blurred patterns, but once identified, they can redefine how a brand connects.

A recent campaign we executed for Domino’s illustrates this shift clearly. The brief wasn’t to make a pizza look bigger or louder. Instead, it was rooted in a simple behavioural truth: in Tier 2 and Tier 3 markets, sharing food is an emotional act tied to family, celebration, and value perception. The “Big Big 6-in-1 Pizza” became a canvas for this insight. The campaign leaned into regional voices and real sharing moments, allowing people to show how they experienced the product rather than being told why they should buy it. Influencers and celebrities amplified genuine usage, not scripted endorsements. The impact from engagement to footfall to sales came not from a clever idea, but from understanding how people relate to food in their everyday lives.

Shifting the starting point

Today’s consumer landscape demands a shift in perspective from “What should the brand say?” to “What does the audience need to hear right now?” This marks a move away from inward-led marketing toward communication shaped by behaviour, emotion, and cultural relevance.

Brands leading today are keen observers. They notice when perfection stops resonating. They sense when luxury shifts from aspiration to excess. They recognise when influencer content begins to feel repetitive and trust erodes.

Virality, too, is often misunderstood. It is not a strategy to chase, but an outcome. Campaigns rooted in insight do not aim to go viral; they aim to resonate. When content reflects something familiar, a shared truth, emotion, or tension, it travels organically because people see themselves in it.

Ideas attract attention. Insights build connection.

The evolving role of PR

For PR professionals, this shift has redefined success. Coverage volume alone no longer tells the full story. The more meaningful questions today are: Did the communication influence behaviour? Did it align with cultural conversations? Did it address a real consumer pain point?

Insight-first thinking allows these questions to be answered at the planning stage, rather than corrected midway through execution.

In a world where formats and platforms will continue to evolve, what remains constant is the power of authentic communication. The strongest campaigns today do not begin with a brainstorm, but with observation, interpretation, and empathy. That is not just better marketing, it is more responsible, resilient, and meaningful brand-building.

Brands

Ahmad Muneeb elevated to VP – HR centre of excellence at Zepto

Published

1 month ago

February 7, 2026

indiantelevision.com Team

MUMBAI: Zepto has elevated Ahmad Muneeb to vice president – HR centre of excellence, placing him at the helm of the company’s total rewards, executive compensation and organisational effectiveness as the quick-commerce firm powers through a high-growth phase.

The move follows his stint as senior director of the HR COE, where he played a central role in preparing the company for IPO readiness while scaling its people analytics capabilities. During this period, Muneeb helped align complex performance management structures with more streamlined and scalable employee experience frameworks.

In his new role, he will steer the design of total rewards strategies, executive compensation planning and organisational design, while also overseeing performance management, employee experience initiatives and people analytics programmes.

Before joining Zepto, Muneeb spent nearly three years at Meesho, where he held multiple rewards and HR business partner roles. Earlier in his career, he worked as a senior rewards consultant at Mercer, advising high-tech clients on compensation benchmarking, pay structures and talent-focused reward frameworks.

He began his hr journey at Cognizant, where he supported compensation programmes for nearly two lakh employees across India and worked on m&a compensation alignment and skill-based pay initiatives. Prior to moving into HR, Muneeb started his career as a software engineer at Netcracker, bringing a technical grounding to his people strategy work.

With a mix of consulting rigour, start-up agility and enterprise-scale experience, Muneeb’s elevation signals Zepto’s continued focus on building robust people systems as it races towards its next phase of growth.