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  • Wickets Widgets and Wow Moments Make India’s Sports Playbook a Big Hit

    Wickets Widgets and Wow Moments Make India’s Sports Playbook a Big Hit

    MUMBAI: It’s no longer just about cricket bats, it’s about data stats, fandom maps, and digital laps. At FICCI Frames 2025, Ishan Chatterjee, CEO for Sports, JioStar, set the ball rolling on how India’s sports and media ecosystem is stepping into its biggest growth spurt yet fuelled by inclusivity, innovation, and a nation hooked on both wickets and Wi-Fi.

    Chatterjee painted a picture of an industry at “an inflection point”, quoting a Deloitte study that pegs India’s sports economy to leap from 30 billion dollars in 2023 to 70 billion dollars by 2030. “To put that in perspective, Brazil stands at 6–8 billion dollars, and the UK, one of the most advanced markets, is at about 40 billion dollars,” he said, underscoring India’s ascent as a sporting superpower in the making.

    But even as men’s cricket continues to mint viewership gold, Chatterjee said the real growth story lies beyond the boundary. “The big trend we’re betting on is the rise of other sports in India whether established ones like tennis, football and kabaddi, or newer ones like e-sports. As soon as Indian athletes start delivering world-class results, fandom accelerates. Just look at what Neeraj Chopra did for the javelin,” he said, drawing cheers from the audience.

    If cricket remains the heartbeat, the pulse is diversifying fast. Chatterjee believes the next decade belongs to multi-sport India, where technology and storytelling will be as crucial as talent. “India’s young audience is discovering, following, and even betting emotionally on new sports. What used to be once-a-year cricket fever has become a 12-month sports calendar,” he noted.

    At the heart of this transition, he said, lies fandom, a force as unpredictable as it is powerful. “We’ve moved from viewership to ownership. Fans no longer just watch; they participate, react, and create. That’s why sports is no longer just an event, it’s an experience.”

    Chatterjee also touched upon what he called one of JioStar’s biggest responsibilities, inclusivity especially in women’s cricket. “Our role as broadcasters is to give women’s cricket visibility, prime-time slots, and the right storytelling so it inspires the next generation. The WPL is one of our biggest priorities,” he said.

    He emphasised that women’s cricket is not just a symbolic cause but a commercial and cultural imperative. “From a consumption standpoint, there’s a lot of headroom. From a business perspective, it makes sense to invest in it. But more importantly, for our sporting culture to become truly representative, women’s cricket has to grow,” he added.

    Naturally, the talk couldn’t skip India’s favourite sporting spectacle the IPL. “The great thing about the IPL is the scale it operates on. During the last season, we lit up over 1.1 billion screens across TV and digital,” Chatterjee said.

    But the magic, he added, lies in customising the experience. “To grow consumption whether it’s more viewers, more matches, or longer watch time, we have to appeal to different interests. For the core fan, it’s about depth and stats. For the casual viewer, it could be entertainment, creators, or even Motu Patlu engaging kids. That mix keeps the IPL ecosystem buzzing.”

    If fandom is the fuel, technology is the engine driving this new sports era. “India has always been at the cutting edge of tech adoption,” Chatterjee said. “At JioStar, we are led by consumer behaviour, and our vision for sports viewing is a completely personalised one-to-one feed. Two people can watch the same match, but the experience camera angles, commentary, interactive features will be entirely different for each.”

    From AI-driven smart highlights to multi-cam viewing and vertical formats, Chatterjee said technology is already reshaping how fans engage with sport. “This is just the beginning,” he smiled. “Imagine a future where your favourite player’s perspective, the commentator you like, or even the memes you enjoy all are woven into your viewing experience.”

    Chatterjee pointed out that India’s unique combination of youth demographics, mobile-first audiences, and insatiable appetite for entertainment positions it perfectly for sports innovation. “Our sports consumption is growing not because we’re copying Western models, but because we’re creating an Indian one built around community, interactivity, and scale,” he said.

    From e-sports tournaments drawing millions online to local leagues popping up in tier-two cities, the momentum is unmistakable. “The beauty of India’s sports journey,” he said, “is that every new fan adds to the market, not just shifts within it. Every new sport that takes off expands the universe.”

    As the fireside chat wrapped up, one thing was clear, India isn’t just playing more sports; it’s reimagining how sports are played, viewed, and loved.

    Chatterjee’s closing line summed up the sentiment perfectly: “For us, sports is not just entertainment, it’s identity. As long as our athletes keep pushing boundaries and our fans keep breaking the internet, India’s sporting story will only get bigger.”

    And with a wink to the future, he added, “We’re just in the warm-up. The real game begins now.”

  • TVS Capital Funds raises the bar with dual leadership elevations

    TVS Capital Funds raises the bar with dual leadership elevations

    MUMBAI: Talk about compound interest in talent! TVS Capital Funds has announced the elevation of Suraj Majee and Ravi Krishnan to the role of principal, recognising their long-standing contributions and leadership within the firm’s investment and finance divisions.

    For Suraj Majee, who joined the private equity firm in 2016, it’s been an impressive climb from analyst to principal. Now leading from the front in the Investments team, he has been instrumental in shaping TVS Capital’s strategy in the financial services sector. “It’s been a deeply fulfilling journey growing alongside the firm and partnering with inspiring next generation entrepreneurs,” he shared, adding that he looks forward to supporting the creation of enduring businesses in financial services.

    On the finance front, Ravi Krishnan S, now principal and deputy CFO, moves up from his previous role as vice president. Known for his sharp financial stewardship and commitment to governance, he has strengthened the firm’s operational and compliance frameworks. “It’s been a privilege to experience the strength of values and ethics in action while working with such a dynamic team,” Ravi noted.

    Commenting on the elevations, managing partner Krishna Ramachandran,  said, “At TVS Capital Funds, we are deeply committed to nurturing internal talent. Suraj’s entrepreneurial spirit and Ravi’s strategic clarity truly reflect our values and vision of building enduring businesses.”

    With over Rs 5,000 crore under management across its funds, Chennai-based TVS Capital Funds has built a 17-year legacy of backing India’s next generation entrepreneurs in financial services and technology. As the firm continues to invest in people as passionately as it does in businesses, these dual promotions signal that growth at TVS Capital isn’t just financial, it’s foundational.

  • Phoenix Marketcity Chennai ignites Diwali euphoria

    Phoenix Marketcity Chennai ignites Diwali euphoria

    MUMBAI: Talk about elemental energy! Phoenix Marketcity Chennai is turning up the festive heat with ‘Euphoria – A celebration of sorts,’ a Diwali bash that promises to set every sense alight this Sunday, 12 October.

    The city’s favourite lifestyle destination is embracing the theme of The Five Elements- Earth, water, fire, air and ether transforming its space into a living, breathing spectacle of lights, music and couture. Expect no less than a fashion-meets-fantasy showcase where glamour flows as freely as festive cheer.

    Headlining the evening is Dino Morea, who will blaze the runway as celebrity showstopper in a grand fashion presentation curated by Prasad Bidapa. Soulful singer Charu Semwal will lend her voice to the vibe, setting a perfect tone for the night’s visual symphony.

    Guests can also revel in theatrical performances, carnival dancers and immersive displays, ensuring that every corner of the venue hums with celebration. And what’s a festival without feasting? The event’s gourmet spread, inspired by the five elements, promises flavours as dynamic as its décor.

    With its mix of style, sound and sensory delight, Euphoria is poised to be Chennai’s showstopper event this Diwali, where fire meets fashion, air meets artistry, and celebration is truly in its element.

  • Sport and showbiz join forces to power India’s live entertainment boom

    Sport and showbiz join forces to power India’s live entertainment boom

    MUMBAI: There was once a time when cricket was just a sport, concerts were a luxury, and event organisers were the unsung heroes behind the scenes. Fast-forward to 2025 and the boundary lines between sports, entertainment and live events have blurred into one big, buzzing spectacle.

    At a recent industry discussion that brought together some of the biggest names in sports, media and live entertainment, the conversation spanned everything from job creation and infrastructure to AI, accessibility, and the rise of the “fake wedding” phenomenon. If there was ever a moment that captured how deeply India now lives, breathes and monetises experience, this was it.

    “Cricket is a great vehicle,” said one of the panellists, noting how the sport in India transcends language, geography and generations. “It’s not just entertainment, it’s an ecosystem.”

    And it truly is. From regional commentary to AI-assisted streaming and immersive experiences, cricket has evolved into a multimedia juggernaut. Broadcasters no longer deliver just a match, they curate a universe of emotions, languages, and second-screen stats. “We’ve gone from peering through neighbours’ windows in 1983 to watching replays from six angles in six languages,” quipped one speaker. “Each fan now has their own version of the match.”

    But the conversation wasn’t just about cricket’s cultural dominance, it was about its economic ripple effect. As panellist Sabas Joseph pointed out, the government has finally recognised the events and entertainment sector as a vital part of India’s economic engine.

    “The government of India has created a joint working group with ten ministries to develop greenfield venues and reform licensing norms,” he revealed. “Event management is now part of state policy and economic policy.”

    The statistics speak for themselves. The events industry now supports over 10 million jobs, with more than 150,000 companies across India 30 per cent of them women-owned. “We’ve gone from pleading for recognition to being written into policy,” Joseph said, to applause.

    And the vision ahead? Transforming India’s cricket stadiums into multi-purpose venues for concerts, festivals and even international shows. “Stadiums already have the best infrastructure, why not use them for entertainment too?”

    Kunal, another panellist from the ticketing side of the business, spoke of India’s “culture of going out” something unthinkable two decades ago. “People are attending midnight runs, 5 a.m. DJ parties, even fake weddings complete with baraat, food and music, but no bride or groom,” he laughed.

    What’s powering this shift is trust and tech. “Our job now is to make live experiences predictable from clean bathrooms to clear directions,” Kunal said. Platforms like his are introducing digital-only, QR-based tickets that can’t be duplicated or resold, curbing black marketing and ensuring safety.

    He also highlighted growing accessibility efforts, including partnerships with disability rights advocates to make events more inclusive from wheelchair access to seat mapping. “We want every person to experience live entertainment comfortably and safely,” he added.

    If cricket built the blueprint, kabaddi proved the model works. “We Indians were sceptical at first,” said one broadcaster. “Could kabaddi, a sport we remembered from schoolyards, really become primetime entertainment?”

    The answer was a resounding yes. Smart packaging, slick graphics, and a 30-second raid format turned kabaddi into India’s second most-watched sport. “We created heroes, we gave it drama, and we respected its roots,” he said. “Now it airs on global networks like ESPN, Sky and Fox.”

    The takeaway: India’s homegrown sports can be global hits if nurtured right.

    As another panellist pointed out, India’s live entertainment story isn’t just about star power, it’s about audience power. “In 2008, we had barely 2,500 sports clubs. Today we have over 16,500,” he said. “And ticket sales, once a myth, now drive the bulk of the business. Indians pay premium prices for premium experiences.”

    From Coldplay to Lollapalooza, international acts are selling hundreds of thousands of tickets in India at global rates. “The audience is ready to spend,” said Kunal. “We just have to deliver the experience they expect.”

    Technology remains the ultimate gamechanger. AI, VR and personalised feeds are transforming how people watch and attend events. Fans can switch between camera angles, get player stats on their phone, or even experience concerts in virtual reality.

    And yet, the heart of it all remains human. “No government policy, no brand campaign, no festival happens without event managers,” Joseph reminded the audience. “Ours is an industry built by people from those who’ve never been to school to MBAs from the best universities.”

    From the sound of it, India’s entertainment future will be part stadium, part screen, and all heart.

    As one panellist summed up: “Events have become part of India’s economic and cultural DNA. We’re no longer just watching, we’re participating.”

  • Orange Alert as Media Chiefs Call Time on Sour Regulation

    Orange Alert as Media Chiefs Call Time on Sour Regulation

    MUMBAI: When your brightest industry minds start comparing creativity to citrus fruit, you know the discussion’s got some zest. At FICCI FRAMES 2025, the session titled “Regulating the Orange Economy: Past, Present, and Future” turned into a spirited masterclass on what’s holding back India’s most vibrant export creativity itself.

    Moderated by Koan Advisory’s Vivan Sharan, the panel brought together some of the sharpest voices in Indian broadcasting Avinash Pandey (CEO, Indian Broadcasting and Digital Foundation), Krishnan Kutty, head of cluster, Entertainment (South) – JioStar, Anil Malhotra (COO, Zee Media), and Yatin Gupta (COO, GTPL Hathway). Together, they dissected the bitter-sweet evolution of India’s media and entertainment (M&E) industry from its liberalisation glory days to today’s tangled web of red tape and regulation.

    Avinash Pandey kicked things off with a nostalgic rewind. “We were declared an industry in 1996, and for a brief while, we were actually treated like one,” he said dryly, drawing laughter from the crowd. He recounted how the early 2000s saw broadcasting boom as a sunrise sector driven by investment, private innovation, and minimal interference.

    “Then came a time when the government helped us grow,” he continued. “But today, every little aspect from pricing to packaging is regulated. We are living under a 2005 framework in a 2025 economy.”

    Pandey’s lament set the tone. The orange economy shorthand for industries fuelled by creativity and culture has turned ripe, but over-regulation, panelists warned, risks turning it sour.

    Krishnan Kutty of JioStar took the baton, calling for “a lighter hand and a smarter head” in policymaking. He drew a sharp comparison between legacy broadcasters and digital-first platforms. “Television is capped, controlled, and scrutinised. OTT platforms, meanwhile, stream what they want with almost no oversight,” he said.

    Kutty argued that the answer isn’t to regulate the new, but to liberate the old. “Over-prescription kills innovation. Consumers don’t need protection from choice they need access to more of it.” His words echoed across an audience that included broadcasters, policymakers, and streaming executives all trying to decode the new power balance between screens.

    Anil Malhotra from Zee Media added historical perspective and a dose of irony. “Cable TV arrived in India in 1985. It was regulated only in 1995. Broadcasting began in 2005, got regulated much later,” he said. “Regulation always comes late to the party and then overstays its welcome.”

    Malhotra argued that in a digital-first world, it makes no sense to hold traditional media hostage to older rulebooks. “If the government doesn’t regulate new tech like OTT and AI, it must deregulate the old. Otherwise, you’re penalising the legacy systems that built India’s media strength in the first place.”

    He also called for a “policy audit,” a comprehensive review of old broadcasting rules to identify those that have outlived their relevance. “We need regulation that enables, not restricts,” he stressed.

    GTPL Hathway’s Yatin Gupta brought the discussion closer to ground reality and homes still running on coaxial cables. “We’re the most regulated part of the media chain,” he said bluntly. “Every rate, every fee, every package is dictated. Yet, we’re expected to compete with digital platforms that face no such limits.”

    Gupta pointed out that India’s cable homes have dropped from 150 million a few years ago to around 100 million today, a staggering 30 per cent loss in a market still hungry for affordable entertainment. “We can’t evolve if we’re boxed in,” he added. “If the aim is to take India fully digital, we must support the legacy infrastructure that connects Bharat to the world.”

    He called for skill development, broadband integration, and hybrid models that let cable operators transform into full-fledged digital service providers. “If we don’t, we’ll end up with an uneven playing field and an excluded audience.”

    By the time Avinash Pandey took the mic again, his tone had sharpened. “Regulators talk about ‘orderly growth’,” he said with a knowing smile. “That’s a Soviet-era phrase. You can’t dictate how creativity grows, it defeats the very nature of innovation.”

    He urged policymakers to think of the media sector as a living organism, one that thrives on unpredictability. “Creativity doesn’t follow command-and-control models. It needs chaos, experimentation, and freedom to fail.”

    The audience broke into applause when he declared, “If you want free markets, let the market breathe.”

    Despite the fiery debate, the panel didn’t write television off. Far from it. “TV still delivers high-quality entertainment at the lowest cost per viewer,” Pandey noted. “There are over 100 million Indians yet to own a television. Growth is far from over but it will stall if innovation is strangled.”

    The panellists agreed that the future of India’s media sector lies in convergence television and digital not competing, but coexisting. With global streamers investing heavily in Indian stories and regional content booming across states, the creative economy stands at a crossroads.

    As the discussion wound down, what emerged was less of a gripe and more of a roadmap: deregulate the old, modernise the law, empower talent, and let creativity not bureaucracy set the tone.

    In a nation bursting with storytellers, artists, and innovators, the message was clear: the Orange Economy shouldn’t be juiced dry by rules made for an analogue age.

    If India truly wants to be a global creative powerhouse exporting not just IT services but imagination, it must give its creators the same freedom its coders enjoy. Or as one delegate quipped while leaving the hall, “You can’t make lemonade with red tape.”

     

  • Unit Linked Insurance Plans Explained: How Do They Actually Work for Investors?

    Unit Linked Insurance Plans Explained: How Do They Actually Work for Investors?

    Balancing security and growth is one of the hardest choices investors face. A savings account may feel safe but earns little. Equity investments may offer growth but can be volatile. Insurance protects families but doesn’t grow wealth. A Unit Linked Insurance Plan, commonly called a ULIP, was created to bring these threads together. It offers life cover alongside investments in financial markets, giving you both protection and the chance to build wealth in a disciplined way. But how does this combination actually work? Let’s explore the features and long-term value of ULIPs in detail.

    The Structure of a ULIP

    When you commit to a ULIP, you are essentially entering into a dual contract:

    1. Insurance protection: A part of your premium secures life cover, which means your family receives a payout in case of an unfortunate event.

    2. Market-linked investment: The rest of your premium is channelled into funds chosen by you, these may be equity, debt or hybrid funds.

    This structure ensures you don’t have to choose between insurance and investments. Instead, your money works simultaneously on both fronts.

    How the Premium Really Flows

    The flow of money inside a ULIP is transparent but layered:

    . Deductions upfront: Charges such as administration, mortality (for insurance cover) and fund management are deducted. These ensure the plan remains sustainable.

    . Investment allocation: The remaining portion is used to purchase units in your chosen funds. These units are priced according to the Net Asset Value (NAV), which changes daily.

    . Value accumulation: Over time, as the NAV rises or falls, the value of your portfolio grows.

    . Benefit payouts: On maturity, you receive the fund value. If the policyholder passes away, beneficiaries receive either the sum assured or the fund value, whichever is higher.

    This clear mechanism makes it easier to track exactly how your money is working within the plan.

    The Role of Flexibility

    Unlike traditional policies, ULIPs are built with flexibility in mind:

    •    Choice of funds: You decide how much exposure to equity or debt you want and this can change over time.

    •    Switching options: Most ULIPs allow you to switch between funds during the policy term, often without tax consequences. For example, if markets turn volatile, you could move from equity to debt.

    •    Top-ups: Extra contributions beyond the regular premium are allowed in many ULIPs, giving you a chance to invest more when income grows.

    •    Partial withdrawals: After the lock-in period (usually five years), you can withdraw funds without having to close the policy.

    This flexibility makes ULIPs adaptable to life’s changing needs.

    How ULIPs Fit into Different Stages of Life

    •    Early career: With lower mortality charges at a younger age, a larger portion of premiums goes into investments. This creates long-term growth potential.

    •    Family-building years: At this stage, the protection element matters more. ULIPs balance this by continuing to invest while also securing dependents.

    •    Approaching retirement: The switching option allows you to gradually shift from equity to debt, reducing volatility as you near important financial milestones.

    This life-stage relevance is what makes ULIPs more than just a generic investment product.

    Key Benefits for Investors

    1. Dual advantage: Protection for your family alongside wealth creation.

    2. Goal orientation: Perfect for long-term objectives like retirement planning, education funding or building assets.

    3. Liquidity when required: Access partial funds after the lock-in, useful for emergencies.

    4. Tax efficiency: In many regions, premiums and maturity benefits qualify for tax advantages, subject to local laws.

    5. Transparency: Regular statements and NAV tracking help you stay informed about your investment.

    What Investors Should Keep in Mind

    ULIPs do involve charges such as premium allocation, administration, mortality and fund management. While these reduce the investible amount in the early years, the impact lessens as the policy matures. Staying invested for the full term is key to unlocking maximum value.

    Patience and consistency are the cornerstones of a successful ULIP strategy. Short-term exits don’t allow the dual benefits of compounding and protection to play out effectively.

    Making a Thoughtful Choice

    Before buying a ULIP, reflect on:

    . What financial goals you are targeting.

    . The tenure you can commit to.

    . Your risk appetite—whether you prefer higher growth potential or stable returns.

    . The flexibility and charges of different ULIP offerings.

    To make this easier, most insurers provide tools such as an ULIP calculator. Enter your premium, tenure and fund choice to estimate how your investment might grow and whether it aligns with your objectives.

    Final Thoughts

    A Unit Linked Insurance Plan is not just another financial product. It is a structured framework that allows you to secure your loved ones while building wealth through disciplined, market-linked investing. Its adaptability, transparency and dual purpose make it a valuable part of modern financial planning.

    By understanding how ULIPs work and by staying invested for the long term, you can turn them into a cornerstone of your financial journey: one that combines peace of mind with the promise of growth.

  • Rivals unite to shape Mumbai’s creative future

    Rivals unite to shape Mumbai’s creative future

    MUMBAI: In an industry known for cutthroat competition, Mumbai’s ad world hit pause on rivalry for one night of pure creative synergy. Portfolio Night 2025, hosted by BBDO, DDB Mudra Group and TBWA India, wasn’t just about portfolios; it was about passion, purpose, and a pinch of personality.

    Organised by The One Club for Creativity, the global event gathered students, recent grads and young professionals for a high-energy evening of one-on-one portfolio reviews. In fast-paced 15-minute sessions, hopefuls met top creative directors, got real feedback, and maybe even their big break.

    DDB Mudra CCO Rahul Mathew, called it a necessity, not just a vision. “Our only real asset is talent. Events like this help us find, mentor and protect it, and that benefits everyone.

    Each participant faced multiple rounds of reviews, rated on ideas, execution, originality, variety, consistency, presentation, and yes, attitude. But it wasn’t all critique and scorecards; it was also about connection.

    FCB Group India digital creative partner Kartikeya Tiwari, said he looks beyond the basics, “I look for courage and personality. Most portfolios are skilful, but what stands out is soul.”

    For FCB Group India CCO Neville Shah, the future needs boldness, “Some portfolios were too perfect. We need work that surprises us, that makes us say, ‘What is this?’”

    Meanwhile, Leo Burnett national creative director Vikram Pandey (Spiky), found hope in the next generation’s openness to technology. “The ones embracing AI are the ones shaping the future. AI won’t take jobs, people who use AI well will.”

    Among the buzzing crowd was Shivani Unnikrishnan, a student at École Intuit Lab, who left the night inspired, “It was our first time, and we learned so much. Meeting creative directors gave us new perspectives and confidence.”

    At the close of the evening, Kareena and Sumit were crowned Mumbai’s All-Stars. They will now represent the city in the global All-Star programme, competing with winners from around the world. A final win could take them to New York City for a week-long, in-person workshop.

    In the end, though, every participant walked away richer, with sharper insights, stronger networks and a renewed sense of creative confidence. Because at Portfolio Night, even rivals agree on one thing: when creativity wins, everyone does.

  • From Bahubali to Billion Views India Aims for a Creative Content Super League

    From Bahubali to Billion Views India Aims for a Creative Content Super League

    MUMBAI: If cricket can become a family blockbuster, why not Indian stories? That was the rallying cry from Sony Pictures Networks India managing director & CEO Gaurav Banerjee at FICCI Frames 2025. Addressing a packed room of media moguls, policymakers, and creators, he asked a question that hit home: What’s stopping India from birthing a content giant, an IPL of entertainment that’s global in scale yet rooted in our own stories?

    Banerjee painted a vivid timeline of India’s entertainment inflexion points. First, the early 2000s witnessed Kaun Banega Crorepati, a game show with a Bollywood superstar as its face, a world-first. Then came the 2008 Indian Premier League, which turned cricket into family entertainment and spawned a robust talent pipeline. And more recently, pan-India phenomena like Satyamev Jayate, Anupama, and films like Bahubali showcased the universal appeal of Indian storytelling. But, he pointed out, the last big leap happened nearly a decade ago leaving a glaring creative gap waiting to be filled.

    “The challenge,” he said, “is building an ecosystem where creativity meets scale where every year can give rise to a new Lagaan or a Squid Game created right here in India.” Banerjee argued that the key lies in aggregating human capital. Citing Enrico Moretti’s The New Geography of Jobs, he explained that regions flourish when innovation-driven industries cluster talent, research, and enterprise, essentially a Silicon Valley of creativity.

    Drawing a parallel with the IPL, Banerjee highlighted how structured scouting, talent pipelines, and consistent investment can create world-class outputs. “Every season in the IPL introduces at least six new cricketers,” he said. “We need a similar mechanism to unearth and nurture storytellers local, authentic, and ready for global stages.”

    The proof, he noted, already exists in pockets. The Malayalam film industry has produced films like Loka Chapter 1, which, despite a budget under Rs 30 crore, has raked in over Rs 300 crore at the box office. “This is not a one-off,” Banerjee enthused. “Films like Avesham, 2080, and Manjula Boys have built an ecosystem of excellence. Loka is the latest chapter in this evolution.”

    So how can India scale this success? Banerjee outlined three steps. First, building creative institutions and centres of excellence to scout and nurture talent. Second, forging deep collaboration between academic centres and creative firms akin to Stanford and Silicon Valley to create a continuous dialogue between innovation and execution. Third, reforming regulation to be enabling rather than restrictive. “Creativity is human capital at its purest,” he said. “Yet, current labour and regulatory frameworks are anchored in a colonial past. To unleash India’s creative potential, we must reimagine rules and give imagination room to breathe.”

    Banerjee stressed that creativity is no longer peripheral. It fuels jobs, innovation, exports India’s identity, and amplifies soft power. “If India wants to write the next chapter of global leadership,” he said, “we must invest in creativity with the same vision and boldness as we do in new technologies.”

    Closing with a clarion call, Banerjee urged policymakers, media leaders, and creators to think globally, experiment boldly, and champion a future where India’s creative economy sits at the heart, not the margins, of the nation’s growth story.

    From the IPL’s cricketing pitches to the studios of Kochi and Mumbai, India’s content revolution is poised to go prime time and this time, the audience is the world.

  • TRAI extends deadline for comments on draft broadcasting interconnection rules

    TRAI extends deadline for comments on draft broadcasting interconnection rules

    NEW DELHI: The Telecom Regulatory Authority of India (TRAI) has extended the deadline for stakeholder comments on its draft Telecommunication (Broadcasting and Cable) Services Interconnection (Addressable Systems) (Seventh Amendment) Regulations, 2025 to 14 October 2025.

    The draft, issued on 22 September 2025, was initially open for feedback until 6 October. Following requests from several stakeholders seeking more time to respond, the regulator granted a short extension but made it clear that no further requests would be entertained.

    Comments can be submitted electronically to advbcs-2@trai.gov.in and jtadv-bcs@trai.gov.in. For queries or clarifications, stakeholders may contact Deepali Sharma, advisor (B&CS), or Sapna Sharma, joint advisor (B&CS), at +91-11-20907774 or +91-11-26701418.

  • Meta maps India’s digital evolution from creators to AI and micro dramas

    Meta maps India’s digital evolution from creators to AI and micro dramas

    MUMBAI: At the 25th edition of Ficci Frames, Meta’s top leadership: Sandhya Devanathan, vice president, Meta India, and Meta India managing director and country head Arun Srinivas, laid out a comprehensive view of how India’s digital, entertainment, and creator ecosystems are evolving at breakneck speed. 

    From the rise of Gen Z as the dominant consumer force to the explosion of short-form video, AI-driven content, and micro-dramas, both leaders stressed on how India is not just adapting to global digital trends, it is carving them. 

    “India’s growth is unique and inevitable,” Devanathan said, opening her session on New Age Tech Platforms: Redefining Access, Innovation and Scale. “One trillion dollars of our future economy will be driven by digital.”  

    With over four billion reels shared globally every day, she noted, India stands out as both the largest creator market and a leader in the innovation of content. 
    That digital drive, she explained, rests on India’s growing online base of over 650 million social media users and 270 million online shoppers. Yet, she noted that to make prosperity more inclusive, more small businesses need to come online. Only about five million of India’s 65 million SMEs are currently digitally enabled.
    “The Indian creator economy is among the most vibrant in the world,” Devanathan noted. “Creators here aren’t just entertainers, they are entrepreneurs, cultural catalysts, and small businesses rolled into one.”

    Meta, she explained, continues to invest heavily in tools that empower creators to monetise their craft: from performance insights and AI-powered production aids to immersive advertising formats that help brands connect authentically with their digital-native audiences. 

    Devanathan also highlighted the versatility of “many Indias”: the digitally savvy India, the vernacular-first India, and the emerging India Each requires its own approach to content, access and engagement. “Winning in India,” she said, “means understanding these layers of India and building for all.”
    Meta, she noted, sits at the heart of this digital revolution. India is now home to the largest community of Instagram creators and the biggest user base for Meta AI worldwide. The country also boasts one of the world’s largest Whatsapp communities, with over 200,000 small businesses using “Click to Whatsapp” to drive sales every month.
    Beyond platforms, Meta is investing in digital infrastructure, from the Project Waterworth subsea cable (a subsea cable network that will span 50,000 kilometres and will reach depths of up to 7000 metres) to supporting data centres that fuel AI innovation. Devanathan also spoke about Meta’s work with the Nudge Institute and Pragati AI for Impact, which harnesses artificial intelligence for social good. 

    Building on that foundation, Arun Srinivas focused on the behavioural shifts defining media and entertainment consumption in India today, particularly among Gen Z and gen Alpha audiences.

    “Gen Z isn’t the future; they’re the present,” he exclaimed. “They are already shaping how content is discovered, processed, and shared.”

    According to Srinivas, the average Gen Z consumer processes information three times faster than previous generations and takes less than 1.5 seconds to decide whether to engage with a piece of content. “They need less attention, but more repetition,” he noted, explaining how frequency, rather than single exposure, now drives brand recall and conversions.

    He also pointed to India’s massive short-form video boom, with 97 per cent of Indians watching short videos daily, surpassing television viewership. “Linear TV time is declining month on month,” he said, adding that this isn’t limited to urban India, “rural and small-town audiences are consuming just as much, if not more.”

    Among the new frontiers Srinivas spotlighted was the rise of micro dramas: serialised short videos running between one and five minutes per episode.

    “This is storytelling redesigned for the mobile-first world,” he said. “India’s short-form drama market could touch 10 billion dollars by 2030, driven by vernacular content and tier-II and tier-III audiences.”

    Startups and creators are already experimenting with dubbed Korean and Chinese mini-series adapted for Indian viewers, marking a new phase in the fusion of entertainment and digital innovation.

    Both Devanathan and Srinivas emphasised the transformative role of artificial intelligence across Meta’s platforms, from content creation and personalisation to ad optimisation and discovery.

    “AI isn’t replacing creativity; it’s amplifying it,” Devanathan said. “It’s enabling creators to produce higher-quality work faster, and helping brands find the right audiences with precision.”

    Srinivas added that more than four million advertisers globally used AI-generated creatives last quarter, producing over 15 million ad assets  and achieving double-digit ROI improvements compared to campaigns created by humans. 

    Outlining Meta’s larger ambition, he noted that the company aims to make Meta AI the world’s most widely used personal assistant. “With more than 100 billion dollars invested in AI in just four years, we’re building systems that make digital creativity more accessible and intelligent for everyone,” he said.
    Bringing that vision to life, Devanathan closed her session with an AI-generated video: a vivid cascade of colours that unfolded into the words, “Change is the canvas from which opportunity paints its masterpiece.” 

    Both leaders saw eye to eye on one message, that India’s digital future will be built at the intersection of creators, commerce, and connection.

    Srinivas highlighted how Meta’s latest tools, such as the Edits app for easy video production and new AI-powered creative platforms, are enabling India’s vast creator base to thrive. Meanwhile, Devanathan emphasised Meta’s partnerships with brands, small businesses, and policymakers to foster a sustainable, inclusive digital ecosystem.

    “Our goal,” she said, “is to ensure that India’s creative economy doesn’t just grow in size, it grows in diversity, opportunity, and global influence.”

    Concluding the session, Srinivas offered a peek into Meta’s newest innovation, the Ray-Ban Meta smart glasses, designed to merge content, communication, and AI assistance in one device.

    “These glasses are a glimpse of a future where connection becomes truly immersive,” he said.

    As both Devanathan and Srinivas made clear, India’s digital landscape is entering a new chapter, one driven by speed, creativity, and intelligence. With the next generation of consumers redefining how content is created and consumed, Meta’s vision is not just to keep pace, but to help build the infrastructure of tomorrow’s digital culture.