Special Report
The year of the big risk
MUMBAI: As the headline states, Year 2013 will go down in history as the year of the big risk in Indian television and media. Whether it was with big jump into cable TV digitisation or in the area of experimenting with new programming formats or working on changing the status quo in TV ratings or in battling the Telecom Regulatory Authority of India’s (TRAI’s) ad cap, the year saw everyone playing a long hand. India’s economic growth slowed down; inflation went on the rampage as did the dollar when it appreciated drastically against the rupee, but the industry took things in its stride.
The biggest of the gambles was the leap of faith the industry took (as though it had a choice) on the government mandate of digitising India’s fragmented nearly 100 million subscriber strong cable TV market. With no clarity on how it would roll out, everyone in the ecosystem plunged ahead – almost recklessly – into phase I and phase II, distributing nearly 18 million set top boxes (STBs). This at a time – when even a year later after digitisation commenced – there is no understanding between the multi-system operators (MSOs) and the local cable operators (LCOs) or the broadcasters on who would do the billing and take a call on how the revenues would be split post the completion of the set top box (STB) seeding and who would own the subscriber.
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The other pieces of good news during mid-2013 were the $110 million investment the Sameer Manchanda-led MSO DEN Networks attracted from Goldman Sachs and the $18.5 million that Hathway got from Prudence. |
The industry, however, took to digitisation in fits and starts. Some cities such as Chennai, thanks to a state government with a vested interest in cable TV, chose to not obey the centre’s digitisation order. Others went to court and delayed things a bit. The TRAI and the ministry of information and broadcasting (MIB) however kept at it doggedly. Though both played a soft hand, they pushed the industry hard. Deadlines were extended, consultation and supplementary consultation papers were issued and recommendations made to accommodate the industry. But they kept at it and the fact is that STBs moved into Indian cable TV homes on a scale unprecedented globally.
Some roadblocks remained in the 42 towns where digitisation has made some progress: complete collection of Consumer Application Forms (CAFs), incorporation of subscriber information into the subscriber management system and consumer billing. LCOs have been loathe to part with all their subscriber data, as there is no surety that the MSOs will not cut them off once they have all the info.
But just as the year was ending, light was showing through, with Hathway and the Maharashtra Cable Operators Federation (MCOF) working on hammering an agreement that could put in place a business model for LCOs and MSOs that could be replicated nationally. The other pieces of good news during mid-2013 were the $110 million investment the Sameer Manchanda-led MSO DEN Networks attracted from Goldman Sachs and the $18.5 million that Hathway got from Prudence. The efforts of InCable to set up HITS under the leadership of Tony D’Silva and the Rs 300 crore investment by Grant Investrade Limited (GIL) in InCableNet and InDigital was also notable. The cherry on the cake was the setting up of cooperatives across the country.
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DTH players, were not so lucky. Their efforts to consolidate or expand or raise capital did not meet with much success. |
DTH players, however, were not so lucky. Their efforts to consolidate or expand or raise capital did not meet with much success. Reliance Digital TV and the Sun group talked for a large part of the year to merge their respective DTH services, but the dialogue stopped when expectations on valuations by each of them did not match. Airtel also had many conversations to raise capital from investors, but was unsuccessful. Tata Sky, however, managed to get an injection of funds from the Tata group, even as it failed to convince ISRO to give it its transponders which it so desperately needs to expand its consumer offering. But it has not deterred it as it went ahead and started a massive box replacement programme, upgrading millions of consumer STB’s to MPEG-4 so that it could pack more channels into homes.
The second gamble that the broadcast industry took was when it took on the advertiser and advertising agency fraternity in the gross vs net billing issue and on who is liable for the tax on the commission that agencies get from marketers. Advertisers and agencies had threatened to cut off the advertising lifeline for broadcasters if they even tried to change the century old tradition of gross billing. Indian broadcasters called their bluff, and even blacked out TV commercials for a day. Belligerent agencies, advertisers and broadcasters glared at each other for a while. Finally, a solution was worked out; net billing was introduced – in a format which was to the satisfaction of all concerned, including the tax collector who accepted that broadcasters need not make any payments for past commissions made to agencies by advertisers.
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At one stage, seven TV networks walked away from TAM, leaving its future uncertain. TAM, broadcasters, marketers and agencies once again sat across the table and the ratings agency agreed to change the way it would deliver the viewership numbers. TV ratings were jettisoned and viewership per thousand was ushered in. |
The third punt the industry took was in the area of reaching a consensus on changing the Indian TV ratings currency run by TAM Media Research for more than a decade. The year commenced with news broadcaster NDTV continuing with its case in a New York Supreme Court, charging TAM Media and AC Nielsen of corruption and manipulation of TV ratings. The court turned down NDTV’s plea. Though later, it went in appeal, which was also dismissed by an American judge, who asked the Indian newscaster to fight its case in Indian courts.
TAM Media spent the year fighting fires on several fronts. The pubcaster DD was pretty irked with it as the network’s shows did not generate much rating despite its wider reach and penetration in both urban and rural India. TAM at the beginning of the year added less than class 1 (LC1) towns to its reporting to find a solution around that. Simultaneously, it started reporting on the digitised phase I and phase II towns. The change in the universe saw the ratings of some private broadcasters plummet, while those of others went up. Sony Entertainment Television attributed the drop in ratings for its much touted IPL to the addition of LC1 towns.
This got the private broadcasters’ goose. One by one like dominoes around mid-this year, they announced that they were cancelling their subscriptions to TAM as they had lost faith in the currency. At one stage, seven TV networks walked away from TAM, leaving its future uncertain. TAM, broadcasters, marketers and agencies once again sat across the table and the ratings agency agreed to change the way it would deliver the viewership numbers. TV ratings were jettisoned and viewership per thousand was ushered in.
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BARC remained in the news throughout the year, with its several meetings, road shows and several biddings. As we came to the end of the year, BARC had finalised the French audience measurement company Médiamétrie as its ratings partner, using audio watermarking technology. |
The industry also quickly revived a comatose Broadcast Audience Research Council (BARC), hired a CEO in Partho Dasgupta, and quickly went about shortlisting vendors, suppliers in a bid to have another ratings system in place by mid-2014. BARC remained in the news throughout the year, with its several meetings, road shows and several biddings. As we came to the end of the year, BARC had finalised the French audience measurement company Médiamétrie as its ratings partner, using audio watermarking technology.
2013 was also the year of the TRAI, which is led by its warlike and extremely determined chieftain Rahul Khullar. He went around whipping almost everyone in the TV ecosystem in a bid to drive ahead digitisation and also the seeding of boxes in phase I and II towns. And then he pursued the MSOs diligently to get aggressive on customer application forms and billing. The TRAI was hyperactive to say the least. Consultation papers, open houses, private meetings – it went the whole hog in trying to bring about some change and order in the way the industry operates. At the time of writing, an extremely irritated regulator had once again pulled up broadcasters and MSOs asking them to sign inter connection agreements with the latter being told to announce subscriber packages, so that true digitisation could be said to have been achieved.
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Amassive shot in the dark that the broadcast industry took was in challenging the TRAI’s stance on curtailing TV commercial air time to 12 minutes. TV channels and networks approached the TDSAT and appealed that the TRAI had no right to do what it was threatening to implement and that it would damage the industry permanently. |
A massive shot in the dark that the broadcast industry took was in challenging the TRAI’s stance on curtailing TV commercial air time to 12 minutes. TV channels and networks approached the TDSAT and appealed that the TRAI had no right to do what it was threatening to implement and that it would damage the industry permanently. Just as its arguments were beginning to sink in through several hearings, there came the news that the Supreme Court, in another hearing, had declared that TDSAT is not the right platform to challenge TRAI regulations, the High Court is. What that meant was that the months of work done by TRAI, broadcasters and TDSAT came to nought and the argument moved to the High Court where the appeal would begin afresh.
Year 2013 saw some new risk takers diving into the already competitive television market. Among these figure: News Nation, Zee Rajasthan Plus, Jia News, &Pictures, Zee Anmol, Star World Premiere HD, InSync and Romedy Now. But several others who were willing to roll their dice did not get government clearances. Estimates are that around 50 channels are awaiting licensing from MIB. Epic TV, Blue TV, Maha Movie are some of those which figure in this list. But the MIB released data in early December 2013 which revealed that around 784 channels have been licensed to beam over India. The MIB also cancelled 61 licences of broadcasters, in the wake of the collapse of the Saradha group, as they had provided insufficient information about changes they had made in the management or their operations after being licensed.
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Year 2013 saw some new risk takers diving into the already competitive television market. But several others who were willing to roll their dice did not get government clearances. |
On the Hindi GEC front, channels for the most part walked the tried and tested path in soap, drama, reality TV, though attempts at mythogolicals and historicals did bear fruit. Colors walked unknown terrain when its CEO Raj Nayak wagered with the Indian adaptation of American thriller24 with Anil Kapoor in the lead role, and also with a new stand-up comedy show Comedy Nights with Kapil. The first got critical acclaim; the second, a vast popular following. Nayak also gambled with seasons, bringing back shows such Na Bole Tum Na Maine Kuch Kaha for its second season.
Star Plus continued to lead the genre for almost the entire year, with second, third and fourth places being traded between Colors, Zee TV, Sony, Life Ok and Sab. Period dramas and mythological drams such as Saraswati Chandra, Mahadev, Mahabharata from Star Plus and Life Ok did well with viewers. Staid old Zee was the real risk taker this year with its reality show –Connected Hum Tum (adapated from Armozia Formats). It tracks the life of ordinary folks on TV. India’s oldest existing private network flagged off shows such as Jodha Akbar, Budha and added another leg to its DID franchise in DID Super Moms. It did phenomenally well for Zee TV. Sony too had a winner in its period drama – Maharana Pratap, even as its long serving CID,Adalat continue to keep it amongst the top six Hindi GEC roster. Life Ok was the surprise of the year as it has emerged as a strong contender. Channel V, Sony, Zee TV all refreshed their packaging and branding through the year.
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Colors walked unknown terrain when its CEO Raj Nayak wagered with the Indian adaptation of American thriller 24 with Anil Kapoor in the lead role, and also with a new stand-up comedy show Comedy Nights with Kapil. |
The year also saw channels risking with the film industry in a big way. Star India announced that it was forking out almost Rs 900 crore for exclusive telecast rights of all of Salman Khan’s and Ajay Devgn’s films which will be released till 2017. Then film maker Kamal Hassan attempted to premiere his film Vishwaroopam on DTH platforms but had to retreat when theatre owners protested.
What started with Amitabh Bachchan in 2000, has now snowballed with Madhuri Dixit, Salman Khan, Mithun Chakraborty, Karan Johar, Shilpa Shetty, Anil Kapoor all becoming permanent fixtures on the small screen. Other film stars too made TV shows a must stop to promote their films. Whether it is a Hrithik Roshan or an Ajay Devgn, they definitely stopped over on the sets of a Taarak Mehta Ka Ooltah Chashmah or a reality show to promote their films. While this helps create excitement on the respective shows, too many appearances on television has made them seem rather deja vu for viewers.
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Whether it is a Hrithik Roshan or an Ajay Devgn, they definitely stopped over on the sets of a Taarak Mehta Ka Ooltah Chashmah or a reality show to promote their films. |
Film folks turned to TV production too during 2013. Anil Kapoor co-produced 24, Sanjay Leela Bhansali produced Saraswati Chandra, Anurag Kashyap announced a fictional show starring Amitabh Bachchan, who is also reviving his production house Saraswati Audio Visuals to co-produce the show with Endemol. His wife Jaya Bachchan has also announced that she is going to make her TV debut. The Bachchans’ TV fiction show debut is much awaited as it is the septuagenarian who opened the doors for Bollywood’s big stars to host or be a part of non-fiction shows with his fabulous performance on Kaun Banega Crorepati.
Sports in India still means cricket for the masses. However, the year 2013 saw efforts being made to kick start other sports such as football, hockey, and even badminton through leagues. At the forefront of this was the Rupert Murdoch-owned Star India which coughed up Rs 3,851 crore to acquire the rights to domestic and international cricket from the Board of Control for Cricket in India until 2018. The deal covers 96 matches, including all the international matches India plays at home and local tournaments such as Ranji Trophy, Duleep Trophy and Irani Trophy. It even invested huge monies in becoming an associate sponsor of the Indian Premier League and followed it by paying close to Rs 200 crore to become the sponsor for Team India. This just a year after it scooped out close to Rs 1,700 crore to Disney to acquire its 50 per cent stake in their ESPN Star joint venture. The year also saw Star India rebranding and relaunching the six channels under the Star Sports umbrella Star 1,2,3,4,5,6 and introducing Hindi language commentary.
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Sports in India still means cricket for the masses. However, the year 2013 saw efforts being made to kick start other sports such as football, hockey, and even badminton through leagues. At the forefront of this was the Rupert Murdoch-owned Star India which coughed up Rs 3,851 crore to acquire the rights to domestic and international cricket from the Board of Control for Cricket in India until 2018. |
2013 has also been the year when Sony Entertainment’s billion dollar plus investment to acquire the rights to broadcast the Indian Premier League for 10 years was being questioned. Viewership ratings showed some slack, even as the entire league was embroiled in a betting and fixing scandal, which involved players from different teams. Fears were that viewers would be put off, but these were short lived and it is evident from the fact that Sony has started selling inventory for the 2014 edition at higher advertising rates than earlier years.
In the meanwhile, on the news front, it was the year of pink slips. Almost every news network trimmed the fat on bloated payrolls as the economic crisis bit deeply. Efficiency is the buzzword today in television as TV networks grapple with a tough competitive environment, high costs, and shrinking margins. News channels like NDTV, Network 18 and Bloomberg reorganised their operations, and told excess staff to go home, with journos and camera crews being the hardest hit. Zee Media (earlier Zee News) too got shareholder approval to merge the group’s English newspaper DNA with itself. Its plan is to create an integrated newsroom serving TV, internet and print. It is quite likely that the process of doing this will result in excess staff being ejaculated. Already, its cousin sister channel Ten Sports relocated staff from Dubai to Noida, a move that saw many of them putting in their papers.
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On the news front, it was the year of pink slips. Almost every news network trimmed the fat on bloated payrolls as the economic crisis bit deeply. |
Efficiency was also the buzzword with advertisers, this year, in getting a better bang for the buck. Hence, companies such as Amagi Media saw takers for its geotargeting advertising service. Bengaluru-based Amagi Media announced its deal with Hindustan Unilever (HUL) and the Viacom18 kid’s channel Nickelodeon. The deal meant that an HUL TV commercial could run simultaneously on Nick nationally in different versions, depending on geographical location using Amagi’s DART platform. The platform also entered in a partnership with Zee TV, Zee News and Zee Business.
With all the twists and turns in the year 2013, the upcoming year looks set to be even more interesting. Will the industry earn rewards for all the risks it took? Or, will it be forced to to continue to play the role of the great gambler? That’s a bet we at indiantelevision.com are not willing to wager on.
Comedy
Hamara Vinayak takes faith online as God joins the digital revolution
MUMBAI: Some friendships are made in heaven; others are coded in Mumbai. Hamara Vinayak, the first-ever digital original from Siddharth Kumar Tewary’s Swastik Stories, turns the divine into the delightful, serving up a story that’s equal parts start-up hustle and spiritual hustle.
Some tech start-ups chase unicorns. This one already has a god on board. Hamara Vinayak takes the leap from temple bells to notification pings and it does so with heart, humour and a healthy dose of the divine.
At its core, the show asks a simple but audacious question: what if God wasn’t up there, but right beside you, maybe even debugging your life over a cup of chai?
The show’s tagline, “God isn’t distant… He’s your closest friend” perfectly captures its quirky soul. Across its first two episodes, screened exclusively for media in Mumbai, the series proves that enlightenment can come with a good punchline.
The series follows a group of ambitious young entrepreneurs running a Mumbai-based tech start-up that lets people around the world book exclusive virtual poojas at India’s most revered shrines. But as their app grows, so do their ethical grey zones. Into this chaos walks Vinayak, played with soulful serenity and sly wit by the charming Namit Das, a young man whose calm smile hides something celestial.
He’s got the peaceful look of a saint but the wit of someone who could out-think your favourite stand-up comic. Around him spins a crew of dream-driven youngsters – Luv Vispute, Arnav Bhasin, Vaidehi Nair and Saloni Daini who run a Mumbai-based tech start-up offering devotees across the world the chance to book “exclusive” poojas at India’s most sacred shrines. It’s a business plan that blends belief and broadband – and, as the story unfolds, also tests the moral compass of its ambitious founders.
“The first time I read the script, I found the character very pretty,” Namit joked at the post-screening interaction. “It’s a beautiful thought that God isn’t distant, he’s your closest friend. And playing Vinayak, you feel that calm but also his cleverness. He’s the friend who makes you think.”
The reactions to the series ranged from smiles to sighs of wonder. Viewers were charmed by the show’s sincerity and sparkle, a quality that stems from its creator’s belief that faith can be funny without being frivolous.
Among the cast, Luv Vispute shines brightest, his comic timing adding sparkle to the show’s more reflective beats. But what keeps Hamara Vinayak engaging is the easy rhythm of its writing – one moment touching, the next teasing, always gently reminding us that spirituality doesn’t have to be solemn.
Luv spoke fondly of his long association with Swastik. “Since my first show was with Swastik, this feels like home,” he said. “Every project with them is positive, feel-good, and this one just had such a different vibe. I truly feel blessed.”
Saloni Daini, who brings infectious warmth to her role, added that she signed up the moment she heard the show was about “Bappa.”
“We shot during the Ganpati festival,” she recalled. “The energy on set was incredible festive, faithful, and full of laughter. It’s such a relatable story for our generation: chaos, friendship, love, kindness, and faith all mixed together.”
Vaidehi Nair and Arnav Bhasin complete the ensemble, each representing different shades of ambition and morality in the start-up’s journey. Their camaraderie is easy and believable, a testament to how much the cast connected off-screen as well.
This clever fusion of mythology and modernity plays to India’s two enduring loves, entertainment and faith. Mythology has long been the comfort zone of Indian storytellers, from the televised epics of the 1980s to the glossy remakes that still command prime-time TRPs. For decades, gods have been our most bankable heroes. But Hamara Vinayak tweaks the formula not by preaching, but by laughing with its characters, and sometimes, at their confusion about where divinity ends and data begins.
Creator Siddharth Kumar Tewary, long hailed as Indian television’s myth-maker for shows like Mahabharat, Radha Krishn and Porus, explained the show’s intent with characteristic clarity, “This is our first story where we are talking directly to the audience, not through a platform,” he said. “We wanted to connect young people with our culture to say that God isn’t someone you only worship; He’s your friend, walking beside you, even when you take the wrong path. The story may be simple, but the thought is big.”
That blend of philosophy and playfulness runs through the show. “We had to keep asking ourselves why we’re doing this,” Tewary added. “It’s tricky to make something positive and spiritual for the OTT audience, they’ve changed, they want nuance, not sermons. But when the purpose is clear, everything else aligns.”
For the creator of some of Indian TV’s most lavish spectacles, Hamara Vinayak marks a refreshing tonal shift. Here, Tewary trades celestial kingdoms for co-working spaces and cosmic battles for office banter. Yet his signature remains: an eye for allegory, a love for faith-infused storytelling, and an understanding that belief is most powerful when it feels personal.
Hamara Vinayak, after all, feels less like a sermon and more like a conversation over chai about what success means, what faith costs, and why even the gods might be rooting for a start-up’s Series A round.
As Namit Das reflected during the Q&A, “Life gives us many magical, divine moments we just forget to notice them. Sometimes even through a phone screen, you see something that redirects you. That’s a Vinayak moment.”
The series also mirrors a larger cultural pivot. As audiences migrate from television to OTT, myth-inspired tales are finding new form and flexibility online. The digital screen lets creators like Tewary reinvent the genre, giving ancient ideas a modern interface, without losing the emotional charge that’s made mythology India’s storytelling backbone for decades.
In a country where faith trends faster than any hashtag, Hamara Vinayak feels both familiar and refreshingly new, a comedy that’s blessed with heart, humour and just enough philosophy to keep the binge holy.
For a country where mythology remains the oldest streaming service, Tewary’s move from TV to OTT feels both natural and necessary. Indian storytellers have always turned to gods for drama, guidance and TRPs from Ramayan and Mahabharat on Doordarshan to glossy mytho-dramas on prime time. But digital platforms allow creators to remix reverence with realism, and in Hamara Vinayak, faith gets an interface upgrade.
The result is a show that feels like a warm chat with destiny, part comedy, part contemplation. And in an age of cynicism, that’s no small miracle.
As Tewary put it, smiling at his cast, “The message had to be positive. We just wanted to remind people that even in chaos, God hasn’t unfriended you.”
With 5 episodes planned, Hamara Vinayak promises to keep walking that fine line between laughter and light. It’s mythology with memes, devotion with dialogue, and a digital-age reminder that even the cloud has a silver lining or perhaps, a divine one.
If the first two episodes are any sign, the show doesn’t just bridge heaven and earth, it gives both a Wi-Fi connection.
Brands
Celebrating mums with love, laughter, and a sprinkle of sustainability
MUMBAI: Mother’s Day 2025 (11 May 2025) is turning into a celebration spree as brands across sectors poured their hearts into campaigns that were equal parts fun, heartfelt, and memorable. Whether it was through tasty treats, chaotic family moments, or poignant life lessons, this year’s Mother’s Day ad blitz was a masterclass in connecting with the audience.
Blue Tribe Foods: A plant-powered party with a purpose
At Avi Smart Park, Andheri West, Blue Tribe Foods turned Mother’s Day into a celebration of sustainability and deliciousness. The brand, known for its plant-based food products, brought together over 100 guests—mums, kids, influencers, and celebrities—for a fun-filled evening of guilt-free indulgence.
Nikki Arora Singh, Co-founder of Blue Tribe Foods, led the event, personally engaging with guests and sharing the brand’s mission of making sustainable food choices a part of everyday life. Her warm presence added a personal touch, making attendees feel welcome and connected to the brand’s ethos.
Guests were treated to a mouth-watering selection of Blue Tribe’s plant-based delights, including crispy nuggets, juicy kebabs, flavour-packed soya chaap, and sweet potato fries. The spread was a hit, especially among the kids, who kept coming back for more. But the event wasn’t just about eating—it was about learning.
In a clever twist, Blue Tribe hosted a colourful puppet show for the youngest guests, using playful characters to teach them about sustainability and the impact of their food choices. Kids laughed, clapped, and—without even realising it—learned how they could help save the planet one bite at a time.
The event’s star power was elevated by the presence of celebrities like singer and actor Shweta Pandit and TV actress Jaswir Kaur, who added glamour to the evening. But at its heart, the event was a community gathering—an opportunity for Blue Tribe to showcase its commitment to a greener future while creating lasting memories for mums and kids alike.
Pepperfry: celebrating the lovable chaos of family life
Furniture and home decor giant Pepperfry took a different route, leaning into the sweet chaos of family life with its Mother’s Day campaign titled Trying to Get It Right. The ad, a humorous and heartwarming slice of family life, captures a classic scene: a well-meaning dad and his enthusiastic kids attempting to give mum the perfect Mother’s Day experience.
The film begins with the young son proudly announcing “the plan” for the day—a perfect breakfast in bed (which quickly turns into a mess), a no-mess afternoon (that’s anything but), and a veggie-loaded dinner (with a side of drama). But as the dad and kids stumble through their well-intentioned efforts, it becomes clear that perfection is not the goal—love is.
Pepperfry smartly weaves its products into the storyline—from the stylish breakfast table used for the morning surprise to the elegant crockery and plush silk pillow covers that subtly elevate each scene. The message is clear: it’s not about getting everything right—it’s about trying, together.
The ad’s relatable humour, combined with a heartfelt message, struck a chord with families, making it a memorable and shareable Mother’s Day moment.
Ashok Leyland: honouring the quiet strength of mothers
Ashok Leyland, the commercial vehicle giant, took a more profound approach with its Mother’s Day campaign, celebrating the quiet heroism of mothers—their unwavering dedication, resilience, and protective spirit.
The campaign used powerful storytelling to draw a parallel between the strength of mothers and the reliability of Ashok Leyland vehicles.
The film opens with simple, everyday scenes of mothers silently supporting their families—packing lunch boxes, staying up late to help with homework, ensuring everyone is safe on the road. As the narrative unfolds, the connection becomes clear: just as Ashok Leyland’s vehicles keep people safe and secure on the road, mothers are the silent guardians of their families.
The campaign balances emotional storytelling with a clear brand message, making it a tribute to both mothers and the brand’s core values of dependability and strength.
Nova Dairy: nostalgia in every sip with #GlassFullofLove
Nova Dairy chose to celebrate Mother’s Day with a splash of nostalgia through its #glassfulloflove campaign. The campaign invites users to share their favourite memories of mums making them drink their daily glass of milk—an experience that almost every Indian child can relate to.
Running from May 11 to May 13, the campaign encourages participants to post photos or reels of their cherished milk memories on social media, using the hashtag #GlassFullofLove. The most touching entries will be featured on Nova Dairy’s Instagram page, with the best one taking centre stage.
For Nova Dairy, the campaign isn’t just about promoting a product—it’s about celebrating the everyday acts of love that mothers perform. It’s a reminder that sometimes the simplest gestures, like ensuring kids drink milk, are the ones that leave the deepest impact.
Ravin Saluja, Director of Sterling Agro Industries Ltd, summed it up perfectly: “Mothers have always been the cornerstone of our families, ensuring our well-being with simple acts of love, like reminding us to drink our daily glass of milk. Through this campaign, we aim to celebrate these everyday moments that hold a special place in our hearts.”
Kotak Life’s Viraasat: the quiet legacy of a mother’s wisdom
Kotak Mahindra Life Insurance struck an emotional chord with its Viraasat campaign, a tribute to the priceless lessons mothers pass down to their children. Conceptualised in collaboration with creative partner Wondrlab, the campaign moves away from sentimental clichés and instead celebrates the everyday wisdom that becomes a mother’s true legacy.
The film beautifully captures how mums teach life’s most important lessons—not through grand speeches but in quiet, consistent actions. Whether it’s the habit of saving money, the value of honesty, or the importance of resilience, these lessons shape who we become.
“A mother’s true legacy lies in the way she shapes hearts and minds. Her values don’t just stay with us—they become us,” said Kotak Mahindra Life Insurance CMO Ashish Nair. With its poignant storytelling and relatable theme, the Viraasat campaign resonates deeply, reminding viewers that the greatest inheritance we receive isn’t wealth—it’s wisdom.
Siyaram’s: The only call that matters
Siyaram’s brought a tear to many eyes with its campaign, which emphasised that in a world of constant notifications, a mother’s call is the one we can’t ignore. The film’s honest storytelling and real-life situations made it a moving tribute to maternal love.
Heritage Foods: Learning over winning
Heritage Foods embraced the nurturing power of mothers with ‘The Power of Learning over Winning.’ The campaign highlighted how mums teach values, patience, and growth over medals, reminding us that real success is measured in life lessons.
Nissan India: Unstoppable mums
Nissan Motor India’s campaign was a tribute to the spirit of modern mums who balance countless roles — from being caregivers to achievers. The film shattered stereotypes, showing real mums who are confident, resilient, and unapologetically themselves.
Navneet Education: Mums as first teachers
Navneet’s campaign celebrated mothers as the first and most important teachers. The film beautifully captured quiet, everyday moments where mums taught their children — from school lessons to life skills — proving that learning begins at home.
Sujata Appliances: #MaaToWohBhiHai
Sujata Appliances honoured not just biological mothers but also nannies, caregivers, and women who mother in spirit through their #MaaToWohBhiHai campaign. It was a heartfelt tribute to the unsung heroes who nurture without the title.
From Blue Tribe Foods’ plant-powered celebration to Nova Dairy’s nostalgic milk memories, from Pepperfry’s humorous chaos to Kotak Life’s heartfelt wisdom—this year’s Mother’s Day campaigns were a masterclass in creative storytelling. Brands didn’t just advertise—they connected, celebrated, and left a mark.
Film Production
Nandini Singh: bridging the worlds of Indian and Korean entertainment
MUMBAI: Veteran television executive Nandini Singh is burning the midnight oil these days, but not just for business. As executive consultant at CJ ENM, South Korea’s entertainment powerhouse, Singh is not only driving market expansion in India but also mastering the intricacies of the Korean language. Guided by her dedicated colleague and boss, Seb Dohyun Kim, she engages in late-night lessons in Hangul, fully immersing herself in the cultural world she now represents.
Her new role is a dream come true.
“From K-drama to more K-drama!” she exclaims. “Joining CJ ENM was like stepping into my dream Korean drama company.”
Singh’s position at the global entertainment giant places her at the forefront of bridging the gap between two entertainment-loving nations, introducing Korean storytelling to Indian audiences on a grand scale. Beyond television, she is embracing all aspects of Korean culture—content, cosmetics, cuisine, and K-pop—bringing a new wave of Hallyu to India.
Singh’s illustrious career spans over two decades, during which she has played a pivotal role in shaping India’s television landscape. Before joining CJ ENM in August 2024, she spent 18 years at Disney Star, where she held several leadership roles.
As general manager, she spearheaded a remarkable turnaround for a regional channel Star Pravah in Maharashtra, increasing its market share from 13 per cent to 52 per cent and driving revenue growth sixfold.
In 2018, she led the launch of Star Bharat, Disney Star’s first free-to-air channel, crafting a brand identity rooted in national pride. The channel quickly became a household name, establishing itself as India’s leading urban and rural entertainment brand within just eight months.
Her tenure at Disney Star also saw her driving the growth of a portfolio of six English-language channels, overseeing sales, marketing, content acquisition, and partnerships with Hollywood studios. As Business Head of Star Movies, she launched the premium offering Star Movies Select HD in 2015, targeting India’s top-tier households and redefining Hollywood content consumption in the country.
Earlier in her career, Singh played a crucial role in programming strategy for Star Plus, aligning sales, acquisition, marketing, and communication to relaunch the brand in 2010. Her strategic approach to slot management boosted non-original programming viewership by 40 per cent, earning her the prestigious ‘Star Achiever’ award that year.
Her expertise extends to advertising sales, where, as Vice President of Sales, she developed long-tail sales strategies for regional channels, bringing in 40 new clients from sectors including FMCG, education, and real estate. She also pioneered ‘Star Scribble,’ an online sales training programme, which achieved a 99 per cent completion rate among participants.
Now at CJ ENM, Singh is leveraging her extensive experience to drive market expansion and business development in India. Her deep understanding of consumer behaviour, honed through years of research and media planning at Mindshare and Disney Star, positions her perfectly to bridge the gap between Korean content and Indian audiences.
Her transition from Indian dramas to Hallyu appears seamless, given her track record in handling diverse entertainment markets. Singh’s success in managing English-language channels catering to India’s elite households has given her a unique ability to make foreign content relatable to Indian audiences—a skill that will prove invaluable in her new role.
The perks of her position extend beyond just television content. “The best part is getting access to all things Korean—content, cosmetics, food, K-pop,” Singh shares, highlighting the cultural immersion that comes with the job.
As she embarks on this exciting journey, Singh remains committed to her mission of making high-quality Korean entertainment accessible to a wider Indian audience. With late-night language lessons and a growing passion for Korean culture, she is not just working to bring K-dramas to India—she is fully embracing the world of K-content herself.
Her late-night Korean language sessions with Kim symbolise a broader shift in global media consumption patterns, where cultural boundaries are increasingly blurred, and Asian content continues its march onto the world stage.
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