Tag: Bangalore

  • C K Krishniah Chetty & Sons to spend Rs 50 mn on campaign

    C K Krishniah Chetty & Sons to spend Rs 50 mn on campaign

    BANGALORE: South India jewellery player C K Krishniah Chetty & Sons (CKC) plans to spend Rs.50 million on its campaign to promote a new gold savings scheme, ‘The Gold Standard 1869 The Rate Protection Plan‘.


    Earlier the plan was for CKC‘s exclusive customers only. The tagline of the new savings scheme is Say ‘No to Rising Gold Prices with the CKC Gold Standard 1869 Rate Protection Plan.‘


    The company will be using a 360 degree approach to promote the campaign.


    “We will be using outdoor, newspapers, magazines, television channels, radio, mailers and the internet for the campaign. We are looking at garnering at least Rs 500 million over the next 6 to 12 months from the scheme this year and a lot more as we expand from our current four stores chain based in Bangalore and Hyderabad to a larger presence across India,” said CKC MD C Vinod Hayagriv.


    Over the last 11 years since the 142-year-old jeweller launched the scheme for its exclusive customers, CKC has serviced around 15000 clients with an average ticket size of Rs 100,000, revealed Hayagriv.


    “Creative work for ads and promotion of our jewellery products is highly specialised. We have an in- house team of people for that function. In the case of video, we hire out outside agencies to create the films for us. Also, we buy and plan media ourselves,” said Hayagriv.

  • TV9 launches city-centric channels in Mumbai and Bangalore

    TV9 launches city-centric channels in Mumbai and Bangalore

    MUMBAI: Beating the recession, Hyderabad-based Associated Broadcasting Company Ltd (ABCL), which operates news channels under the brand name TV9, is investing Rs 380 million to launch two city-centric news channels in Mumbai and Bangalore.

    TV9 Mumbai and News 9, the channels for Mumbai and Bangalore, will be launched simultaneously on 9 January.

    ABCL will invest Rs 220 million in the Hindi news channel TV9 Mumbai and Rs 160 million in the English news channel News 9.

    “We are investing Rs 380 million and will be launching the two city-centric channels tomorrow,” ABCL vice president operations KVN Murthy tells Indiantelevision.com.

    TV9 will follow up the launch of TV9 Mumbai with Bollywood news channel Lehrein. “We are adding three channels in the quarter to take our total number of channels to eight,” says Murthy.

    With the launch of News 9, the group will, thus, have two news channels in Karnataka. “News 9 will be targeted at the upmarket, young audiences in Bangalore. It will complement our Kannada news channel,” says Murthy.

    TV9 Mumbai will have 70 per cent of its programming on news and current affairs while the balance 30 per cent will be a mix of lifestyle and entertainment news content.

  • ‘Online consumption of content in India is more pervasive than we think it is’ : Kamal Gianchandani – BigFlicks COO

    ‘Online consumption of content in India is more pervasive than we think it is’ : Kamal Gianchandani – BigFlicks COO

     BigFlicks, Reliance Entertainment’s online film rental service, plans to invest $100 million over three years. The plan includes a strong offline presence as well. With 50 offline rental stores already dotting the landscape, the ramp up agenda includes 200 stores by the end of this year.

     

    In an interview with Indiantelevision.com’s Ashwin Pinto, BigFlicks COO Kamal Gianchandani talks about the company’s growth plans.

     

    Excerpts:

    What progress has BigFlicks made so far?
    We have over 1000 films on our online library. We have acquired TV content that runs into thousands of hours. We also have short form content. So the content part has grown exponentially. In terms of registrations which are free, we have 400,000 customers.

     

    We have done lakhs of streams. In terms of the rental business in India, we have reached 50 stores. We operate in 10 cities spread across Bangalore, Hyderabad, Indore, Ahmedabad and Pune.

    BigFlicks is investing $100 million over three years. Where will this mostly go?
    The key areas would be our rental service, followed by Video-on-Demand (VoD). We would also add community features as we go along. This will also take investments.

    What is the revenue model for BigFlicks?
    The model for the rental business is subscription. In VoD the model is two-fold. One can download films for a fee ranging from $2-$10. As we go along we will have ad revenue from free streaming. But it is too early to speak about revenue targets.

    What is BigFlicks’ USP vis-a-vis other film rental companies?
    We offer convenience, multiple access points. We offer stores in combination with an online service. Most competitors offer either online or offline. We offer both as an integrated service. Our presence is more pervasive. We have a call centre with a common number. Customers can also reach us through SMS. Typical mom and pop stores do not offer these multiple access points.

    What are the synergies that exist between Big Flicks and Reliance Entertainment’s other verticals?
    Some synergies are apparent. There is direct synergy with Big TV for instance. It offers VoD of limited titles. We have a broad spectrum of titles for VoD.

     

    Then there are synergies that are not so apparent and which are diverse. For instance in Delhi and Mumbai, Reliance Energy has a huge base of consumers who use the power that they supply. This offers us bundling opportunities.

     

    Which company in Reliance Entertainment acquires films for various platforms?
    We have a central acquisition team. They acquire films for all platforms and also make sure that each department’s interests are looked after. If, however, a title’s rights are broken up, then we will acquire it for VoD directly from the producer.

    Who are the major content owners that Big Flicks has deals with?
    We have deals with several parties. Shemaroo is one of them. We also have deals with smaller players. On the television side, we have deals with the likes of NDTV, Raj Television, Zoom. Most of them are revenue sharing deals. Some of them are also fixed amount deals. In our VoD business, we have over a thousand titles. For rental we have 15,000 titles.

    What strategy has BigFlicks followed to create awareness?
    In India we will be doing a 360 degree marketing campaign. This will encompass television, print, online, radio, outdoor. We will also look at alliances as we move forward.

     

    For the overseas markets, we have done a lot of search related marketing. We have done things like banner displays. We have also done alliances with services that target the same audience. We have tied up with Reliance India Calling Cards. They are big in the US which is also our main market abroad. We do a lot of marketing and promotional activities with them. On television, we have a tie up with below.tv. They are a broadband site that offers cricket subscription.

     

    We recently did a deal with Willow TV for the IPL. We also have a deal with Remit2India which is a Times of India Group company. They target NRIs who send money to India.

    When you talk about the online space, piracy is a big headache. How is Big Flicks approaching this challenge?
    We monitor this actively. We keep a track of the rights we have and we are vigilant. If a site is offering downloads of a film illegally, then we inform the producers and right owners. We let them take action against the concerned parties. BigFlicks also has DRM software to prevent illegal downloads.

    What trends have been noticed in terms of how films are consumed online?
    Films are the dominant form of online media consumption. They also offer repeat value. While we offer new titles that are popular, the older titles like Golmaal also get consumed a lot.

     

    What we are also seeing is that there is preference in consuming short form content which could be three minutes in duration. This is consumed when people are on the move or when they are in the home and wish to break the monotony. We have music videos and other kinds of short form content.

    Is the TG mainly the net savvy youth or do older people also go online?
    Our main TG is in the 18-35 year age bracket. People who are on the older side also visit, but they are a small portion.

    Could you give me examples of unique promotions that BigFlicks does?
    When we launched Jab We Met we had free streaming for 24 hours. We advertised this move. The reception was positive. We also did a Laughter Riot Week where comedies were showcased.

     

    We have weeks where we focus on an actor and we pull out all his films and put it for our users. Going forward, we will be doing interactive initiatives involving film stars. This could be in the form of contests.

    If you want to have business of a certain scale in India, then you need to be offline as well

    How is BigFlicks leveraging the online social networking phenomenon?
    We will be adding community features. The idea is to create more stickiness on the site. While consumers come to rent or watch streaming movies, they also have their need to express opinions.

     

    Some elements like reviews and ratings given to movies are already present. But web 2.0 features like having a forum, tagging are being introduced so that consumers will not feel the urge to jump onto another site to express their viewpoints.

    In terms of allowing people to transfer downloaded content to the mobile, what arrangement has been made to facilitate this?
    We already have the backend to support this. We are looking at doing this in the next three months.
    Why did Big Flicks feel the need for an offline presence in India?
    At the current level if you want to have business of a certain scale in India, then you need to be offline. If you are only an online player, then you will target a smaller segment.

    What were the logistical challenges faced in setting up stores?
    The biggest challenge is the lack of an organised delivery mechanism. The postal service and courier companies deliver goods one way. The return path, though, is complicated for them. We have had to hire delivery boys on our own. They have to be trained. Inventory has to be managed. We do not have an efficient third party solution yet in the country.

     

    We also have a customer relationship management (CRM) team that focusses on the consumer. They look at feedback, complaints and issues that customers raise. Our call centre is a part of it. In any case training is in the DNA of Reliance Entertainment. We constantly train our people and ensure that their skills get upgraded. This is an on-going process.

    How many stores will there be by the end of the year?
    We will have 200 stores by the end of the year. The first 50 stores are our own. The next 75 will be with Reliance World. We will do a shop-in-shop model.

     

    The remaining 75 will come through franchisees. We have received a lot of queries in this regard but we have not formulated a franchise plan as of now.

    The dynamics of the home video market are changing due to aggressive pricing. What is the strategy of BigFlicks in this regard?
    Aggressive pricing is good for the market as it encourages consumers to buy DVD players and consume more content at home. It also fights piracy. We focus on our quality of service.

     

    We want to aggregate as much content as possible. People want access to a huge catalogue in one place. Our monthly charge schemes are Rs 250, Rs 399 and Rs 499. There is no restriction on the number of DVDs one can take in a month and there is no time limit to return a DVD.

    What would be more popular in India – downloads or rentals?
    In the near to mid term, monthly rentals would be more popular. But the future lies in digital copies being downloaded.

    Will offline or online be more important down the line?
    Our main business will be online. The broadband bottleneck will have been broken by then. Already companies like Reliance and Tatas are working to achieve this goal.

     

    The offline space will become more of a customer acquisition point and more about customer relationship management. But servicing and watching films will happen more online.

    What have the learnings been from servicing consumers?
    Indian consumers want a dependable service. They do not just want a cheap service. At the same time, price elasticity is less in our business. Online consumption of content in India is more pervasive than we think it is. Eighty per cent of our members use the online service.

     

    Overseas, the phenomenon of the long tail is visible. People consume content that has been seen repeatedly. Niche content also has a lot of takers overseas.

    What kind of tie ups and alliances are you looking at in India?
    We are talking with DVD manufacturers. We are also talking with retail outlets for cross promotional tie ups. We will offer subscription as a bundle like when somebody buys DVDs or say a data card for the laptop which has a net connection, they get a monthly subscription. For a retail store if the customer’s billing reaches a certain amount, then he/she gets a monthly subscription from BigFlicks.
    Are you looking at acquiring companies operating in the home video space?
    At the moment we have nothing on the table. But if a suitable opportunity comes, we will look at it. It would depend on the strategic value that the other company brings to the table.

    In the US a film that does not fare too well in cinema halls, can recover the rest through home video, PPV and even make a profit. How far away are we from seeing this happen in India?
    In developed markets like the US, the home video business is bigger than theatrical. The cinema route is used to set up a film and build a brand. The money comes from other avenues like VoD, television rights, etc.

     

    In India we still depend heavily on theatrical revenues. I don’t see the situation changing drastically in the near term. But the home video segment is growing. The amount of revenue a film gets from theatres has come down to around 60 per cent from 80 per cent earlier.

     

    As entertainment economies get more mature, the trend globally is that people increasingly watch movies at home. A similar trend will happen in India.

  • CNN-IBN launches special series ‘Whose City is it Anyway?’

    CNN-IBN launches special series ‘Whose City is it Anyway?’

    MUMBAI: CNN-IBN has launched a weeklong series Whose City is it Anyway? that explores the rising threat of a clash between locals and migrants over space, jobs and other urban opportunities.

    Each day, the series delves into the inside story of the conflict between old and new in the cities that include Mumbai, Delhi, Bangalore, Pune, Guwahati and Ludhiana.

    CNN-IBN editor-in-chief Rajdeep Sardesai said, “What has happened in Mumbai is a manifestation of the growing anger and intolerance that is taking place in all major cities across the country.

    Whose City is it Anyway? takes a city-by-city look at what is plaguing some of India’s most populous urban centres with regard to rising migration.”

  • NewsX goes into dry run, brand campaign starts this month

    NewsX goes into dry run, brand campaign starts this month

    NEW DELHI: NewsX has gone into a 24-hour dry run, covering news across the country. The brand campaign will start later this month, said NewsX news room head Arup Ghosh.

    Ghosh, who joined on 5 February, said sigificant progress had been made towards the launch of the news channel, having turned from producing a mere 30-minute news show to going 24 X 7 within a few days.

    Speaking to Indiantelevision.com, founder-promoter Indrani Mukerjea confirmed that the 24-hour dry run has started, and that the editorial is “fully staffed”.

    “We are fully staffed. Though we have not put a date to the launch so far, it will be soon,” Mukerjea said.

    The team is working out from six major bureaux, six smaller ones and scores of other linkages. “We are also working out the programme slots,” said Ghosh.

    The brand campaign will start with a teaser campaign, on outdoors and also on television, and will be followed by AV promos that will show the entire team.

    “We have got all relevant licenses, with the main license having come our way some months ago, and now we have the licenses for uplinking from OB vans as well,” Ghosh said.

    He added that all the bureaux are linked and each is watching NewsX bulletins rolling out from the other centres as well – from Mumbai (“which is a “super bureau”, he said), Hyderabad, Chennai, Bangalore and Chandigarh, as well as the other smaller bureaux.

    There are altogether 200 persons working already in the editorial department and more are joining, he said.

    Ghosh confirmed that some top of the rung editorial personnel are going to join, in key positions like Political Editor, as well as assignment and forward planning editors.

    “They are coming from some of the top channels. I can’t yet reveal names, as you know it takes time to resign from one company and join a new one,” Ghosh said.

    The announcements will be made over the next two weeks and once that process ends, the date for final launch will be decided, he added.

    He revealed too that the look and packaging has been done by a renowned British company, which has also designed the graphics.

  • Marching to a new tune

    Make no mistake about it, 2007 was a b-a-a-a-d year for the industry.

    That’s no doomsayer sounding the deathknell for the music industry, but one of the opening remarks of a series of year end insights put out on MTV.com. Globally, the biggies of the music industry have had to contend with dipping physical sales graphs, even as the indies and sharp eyed innovators in the digital world have been snapping up the advantages offered by the Internet, live performances and merchandise.

    The low tide hit Indian shores too in 2007. Internet downloads however did not hit the Indian industry as hard as did the rapidly growing mobile phone industry, where music entertainment was one of the prime drivers of the value added services industry here. FM, which boomed this year, was one of the biggest applications utilised over the mobile phone, aided in no small measure by scaled down prices for FM enabled mobile phones.

    Physical sales plummet…
    Indians purchased more music on their mobile phones than they did physical music products like CDs and cassettes in 2007, says a Soundbuzz report. Mobile music products, in fact, will be purchased nine times more often than physical within the next 18-24 months, the report adds. One doesn’t need to look far for the reason. The region is experiencing an exploding mobile market, virtually dominated by consumers under the age of 30 who are generating and sharing content on a spectrum ranging from pure entertainment, to self projection, to self expression and self actualization.

    While experts within the industry differed on the quantum of mobile music sold during the year, claiming that it could not have surpassed the Rs 600 crore worth of physical sales, most agreed that India is now part of the Asian juggernaut – 50 per cent of all music purchases in Asia in 2006 were digital – online or mobile, and the figures only spiralled in 2007.

    Hardly surprising, considering industry estimates that in the next 12 months, 12 per cent of the world’s population will comprise of young singles in Asia who will command a purchasing power of about US$150 billion.

    The mobile industry taps into music to grow
    Music in 2007 became one of the key value adds that helped the mobile phone industry to grow.

    By the end of July 2007, India had 192.98 million wireless subscribers, a number expected to grow to 250 million handsets by the year end. As if the rapid penetration of the mobile in the country wasn’t enough, global companies like Nokia, Sony Ericsson, Motorola and Samsung strove neck-to-neck to come up with handsets loaded with FM radios, MP3 players and a good memory capacity.

    Today, around 35 per cent of their Indian handset products feature downloadable music applications and Sony’s Walkman phone accounts for 65 per cent of total revenues. Sony is also toying with expanding its chain of Expression Stores, which feature phones and music download stations.

    Nokia too set up college sponsorship deals and collaborated with music companies to buy the rights for free downloadable songs on some of their handsets to encourage the use of digital music. Some of Nokia’s N-series handsets, with a 3,000 song capacity, offer 100 preloaded songs free; just to make a mark, and money of course, in this segment. Most of the major handset makers have tie-ups with music content sites such as Soundbuzz.com and OnMobile.com as well as revenue-sharing deals with local telcos and music companies.

    VAS – the big deal
    Mobile value added services (VAS) in India stood at Rs 2850 crore at the end of 2006, and according to a IAMAI and IMRB study, by end 2007 it stands at nearly Rs 4560 crore, a growth of 60 per cent. Ringtone downloads contribute over 35 per cent of the whole. These comprise the spectrum of mono and polyphonic ringtones, apart from caller ring back tones, true tones – all of which borrow heavily from either Bollywood, devotional or regional music.

    The innovations
    While the industry lamented the downward trend in sales, labels continued to innovate, expand and diversify, tapping into newer arenas.

    Companies like Saregama introduced mobitune cards for ringtones, a pilot project across Bangalore, Chennai and Hyderabad, for music downloads at Nokia outlets. The company said there were 8000 music downloads against 4000 handsets sold at the 25 Nokia outlets during the trial period.

    Companies also tried to expand by signing exclusive deals with mobile operators and others in this segment, with everyone realising that five years down the line, this segment will be a very important source of income and revenue.

    Companies like T-Series and Yash Raj turned out to be key players in the digital music segment, with Yashraj beginning to offer music downloads online. Other music labels like Saregama also launched its own online music store. Others may follow suit in the coming year, although the domestic market for net downloads is still abysmal.
    Regardless of the discovery of new artistes and tuneful Bollywood compositions that made their mark in 2007 – compilations of old Bollywood music continued to contribute significantly to companies’ bottomline. 2008 should see the witness the continued slow but steady rise of spiritual music, which many leading labels tried their hand at.

    The new launches
    Despite sluggish revenues, the industry perceived enough to launch some new labels. Reliance’s Big Music and Home Entertainment was the first off the block early this year. Starting off with Bollywood music, Big Music now plans to reach into regional music in a big way next year. Regional music will also be the focus of Times Music’s new label, Junglee music that launched at the fag end of the year with the music of Nadiadwala’s Welcome. After a fallout with Big, UTV decided to go ahead and launch its own music label for its forthcoming production, Jodhaa Akbar.

    Piracy – the demon’s talons refuse to get trimmed
    Pirated music CDs and illegal Net downloads apart, mobile chip piracy became the latest demon to haunt the Indian music industry. The Indian Music Industry estimates that the size of the music market on mobile phones is around Rs four billion, including products like ring tones – monophonic and polyphonic; True Tones; Ring back Tones; Full song mobile downloads; Music videos.

    Considering royalty, for the music industry, on products like full songs download at approximately Rs five per download and assuming one illegal transfer per phone per month, the loss amounts to Rs 12.5 million per month, says the IMI. Digitized music can be easily copied from any storage device like computer hard disc or USB drive, mobile phone with stored music etc. into the built in memory of a mobile phone or on memory cards or chips which can be further inserted into other mobile phones.

    Individual companies like Shemaroo continued their own campaign against piracy, raiding illegal CD burning outfits and bringing culprits to book with the help of the police. The Phonographic Performance Limited, the licensing wing of the IMI, also did its bit by launching awareness campaigns about the need to procure licenses to play music at events and venues.

    India – the new destination
    The number of international artistes wanting to perform live in India continues to grow. Nelly Furtado kicked off the year’s musical proceedings by performing at the Nokia New Year’s Night eve in Mumbai. Shortly thereafter, Shakira, Aerosmith, Beyonce, 50 Cent, Iron Maiden, America and the Scorpions, among others, performed to packed crowds in venues as diverse as Shillong and Chennai. Obviously, the music lovers’ demand here is huge – Iron Maiden will start their ’08 world tour with a performance in Mumbai.

    The new tunes in ’08
    Globally, music delivered to mobile phones via operators’ networks (mobile music) will jump from the current 13 per cent of global recorded music retail value to 30 per cent by 2011.

    “Looking to emerging markets, mobile could become the number one platform for music, where packaged CDs haven’t gained traction due to piracy and lack of hardware ownership,” says a recently released report by Understanding & Solutions.

    Experts say that in India, ringtones which are the dominant digital format, will continue to remain so till 2009. Mobile music growth will however be fuelled by additional formats, including ringback tones, caller id tones plus full track audio adn video downloads. These forms of mobile music will grow dramatically to achieve 3.9 billion USD in sales in Asia by 2009, up from 210 mn USD in 2005. Online sales will remain relatively static in the coming three years, point out experts.

    Regional could well be the new flavour for music labels, that want to tap the huge interiors. They could well be wary of artistes and music directors, who are slowly taking the production route themselves – turning producers or launching their music directly on the Internet a la Radiohead. As technolgy advances by leaps and bounds, the sky’s the limit for the creators of music in the country.

  • ‘We used the brand ambassador route to break through the cluttered FM market’ : Tarun Katial – Big FM COO

    ‘We used the brand ambassador route to break through the cluttered FM market’ : Tarun Katial – Big FM COO

    Reliance ADAG has aggressive plans laid out for its radio venture Big FM. With 29 stations already in place, Big FM has 16 more waiting in the wings. And it has an investment outlay of Rs 4 billion.

    Banking on Abhishek Bachchan as the face of Big FM and supported by the brand philosophy of ‘Suno Sunao Life Banao,’ Reliance’s radio venture is looking to firm up its position in existing markets by rolling out four unique properties this year-end.

    In an interview with Indiantelevison.com’s Nasrin Sultana, Big FM chief operating officer Tarun Katial speaks about the penetration of the FM stations into the urban and smaller markets, the potential that the sector has, and the advertising opportunities it throws open for local advertisers.

    Excerpts:

    Being a new entrant in established markets, has it been a tough journey for Big FM?
    We have been extremely successful in selling the brand across the country. Our success comes from launching in cluttered markets like Kolkata, Mumbai, Bangalore and Chennai. We were the first station in Bangalore to come out with local language content.

    How has it been in the smaller markets which opened up for private operators in the second phase?
    Big FM is working extremely well in small towns. We have, in fact, revolutionised media and media consumption habits in the tier II and tier III cities. Eventually people are realising that radio is a local medium which needs to have localised content and marketing to make it successful.

    We have even entered troubled places like Srinagar and Guwahati where no one thought of venturing.

    Are the big advertisers willing to put money in the small town stations?
    For Big FM, local advertising contributes 30-40 per cent of our entire revenue kitty. Apart from this, there are corporates who advertise across all the 29 stations including big FMCG and telecom players.

    Is Delhi turning out to be a sticky wicket for the new players?
    Delhi is one of our best stations. It has been getting us good revenue. Nokia, Samsung and the big FMCGs, apart from the local retailers, are our major advertisers in Delhi. As far as listnership goes in Delhi, our internal research says that we have a good amount of base in the capital city.

    What has been the focus area for Big FM?
    It is really bad to say that we are focused on some markets and not on others. In the tier II, tier III cities it has been our effort to gather a base for listenership. In the next roll out phase, our focus will be about building a uniqueness and getting the dynamics of the company to all the stations.

    Why was there a requirement to change content in your Delhi station?
    The consumer behaviour and attitude of Delhi changes very frequently and it is very different from the other cities. Our internal research showed that Delhi is happening and on the move. That is where we zeroed in the ‘100 chartbuster’ format whereby every week the songs that the station plays is renewed. 100 songs are selected on the basis of a survey that covers mobile phones, internet downloads, music sales and song requests. This way, we satisfy the need of Delhi listeners to get something new every week. We are the first station in the country to have introduced such content in music.

    How is Big FM faring in regional markets like Jhansi, Bareilly, Jalandhar, Asansol and Guwahati among others?
    We have created a local brand out of the local product. FM has created an atmosphere where local entrepreneurs have understood these cost effective measures. There are lots of un-organised and semi-organised workers in the Indian economy for whom we have provided a platform.

    In the regional space, we have been beneficial to the common people by generating job avenues. People now need not go to cities in search of jobs in media.

    Physical hardware sales are also up. Nokia, Reliance and Samsung have got sales high. Even FM radio is being launched on the mobile platform.

    Is having Abhishek Bachchan, Upendra and Asin as brand ambassadors helped you in grabbing listenership in the Hindi and southern regions?
    Today we are in a cluttered FM market in India. The easiest way to break through the clutter is through the brand ambassador route.

    FM should be allowed to have news and sports in the content mix

    How has the brand philosophy ‘Suno Sunao Life Banao‘ worked for Big FM?
    The whole premise was to provide a new space. If you listen to our station, it’s about raising ones voice. Our content and marketing campaigns affect the lives of the people. Later this year we will introduce four new properties that will make (banao) someone’s life. As far as music goes, we are currently playing contemporary hot music of Tempo 3. Tempo 3 are specific songs that are up beat because as a rule the station does not play extremely slow music.

    What do you regard as prime time for Big FM?
    Our prime time is dependent on who our target audience is at a particular time band. If it’s the youth, then the prime time band is evening. If it’s the office goers, then it’s definitely in the morning. If it’s women, the target then is the afternoon time band.

    Which are the different platforms you are experimenting with to build brand awareness?
    Across mediums, internet is the best medium as it has an extended reach. But the best thing that works for us is on-ground activities. Big FM has been doing a good amount of on-ground activities across the country, which has received a good response in terms of participation.

    What do you think about TV campaigns used by FM stations to advertise?
    TVC is definitely a good way of promoting a brand. We are also looking to launch a TVC soon.

    What is your argument for or against the Content Code?
    Instead of getting ways to regulate us, the government should grant us some freedom. As FM affects so much of the consumption of people’s life, we should be allowed to have news and sports in our content mix.

    The ministry is talking about regulating FM broadcasters, when we are already functioning with restrictions to our content.

    When they are comparing Indian FM stations with the international radio industry, they have conveniently forgotten that we are the only set of broadcasters who have been working on the restricted content set up by the government.

    What is the investment outlay for Big FM?
    We are pumping in Rs 4 billion.

    What is the de-merger status of Big FM?
    I can’t comment on that.

    How is Big FM planning to synergise Reliance ADAG’s Big Music and Entertainment for music and home video?
    Big FM gets the exclusive music and content rights from Big Music and Entertainment, giving us the first right of refusal. We have the option to build music properties across the medium. We have the option to promote the division by pushing the content through internet downloads and mobile ring tones. Big FM does 360 degree advertising for Big Music and Entertainment.

    How are your advertising spots being priced?
    Recently we have introduced the uniform rate card system ‘Aqua’ for all our advertisers across the country. This is easily available in our website. Unlike other stations, we are transparent in our advertising rates. The advertisers know what is the rate for the same space on the other stations. The advertisers are aware of how we are priced in different markets.

    Besides, all our stations have installed the wide orbit software.

    With the increasing content clutter on radio especially with Bollywood music, how is Big FM placed?
    I agree that Bollywood is all over FM stations, but it also depends on what kind of songs you are playing at what time of the day. How you treat the music is what differentiates the content. We play old songs across era in different time bands.

    You have recently got Raju Srivastav (stand up comedian of The Great Indian Laughter Challenge) as an RJ. In an attempt to break away from the clutter, every FM station is now adopting the fun element. How is this differentiated?
    Fun is an important aspect of entertainment. We are here to entertain, so what’s wrong in doing it? Some are doing it by some other means and people; we are doing it with Raju. He is the best and the biggest clutter breaker in the industry. Nobody wants to start the day on a sad note. We will get you to start the day with laughter and good thoughts. Our effort is rewarded if we can put smile in our listener’s faces.

    Do you think the future will be in niche or mass stations?
    The FM business is in a nascent stage for me to predict the future. It depends on what is the target, though I would recommend that segmentation is required.

    How are you looking to close 2007?
    We have recently announced the four properties that Big FM has planned for the various festival seasons for the later part of the year. Starting from September, Big FM will start rolling out these properties.

    We will soon launch a show completely based on and coinciding with the ICC World Cup Twenty20. The show will provide scrore updates, interactive contests and interview of cricket celebrities.

    During the time of Diwali and Dusshera, Big FM will launch a shopping contest Sabse Sasti Diwali. With the various tie-ups that we are still working on, the contest will offer shopping discounts from 9.27 per cent to 92.7 per cent.

    Then we have a contest titled Chipak Ke Dekho by which we will give away a car to whoever remains near the car for the longest duration of time.

    Finally, we have the biggest contest of its kind, Ek Saal Free Maal to bear the entire expenses of the winner for the whole year of 2008.

  • CNN-IBN starts reality news show

    NEW DELHI: CNN-IBN is launching a show Summer Showdown in a reality show format.

    Encouraging citizen journalism, the show will follow a family each from the five metros – Delhi, Mumbai, Bangalore, Chennai and Kolkata – for five-weeks. They will be asked to report on all the civic problems that they feel are threatening to become a crisis this summer – from continuous power cuts, overflowing sewers to the dismal state of our roads.

    In addition, these citizen journalists will be provided opportunities to meet and interact with the local civic authorities to find solutions to these real and unrelenting problems and work towards realising them.

    The two-three minute daily basis stories of their personal experience will be carried on CNN-IBN’s Newswheel. The initiative will culminate in a one-hour special on 26 May that will track the previous week’s progress to see which city’s civic authorities were the most efficient in responding to their citizen’s appeals.

  • CNN hits the streets for marketing ‘Eye on India’

    NEW DELHI: In a unique marketing road show activity called ‘Express Yourself’, CNN branded vehicles are travelling around three Indian cities – Delhi, Mumbai and Bangalore – encouraging youth to express their views on issues relevant to them.

    Coinciding with CNN’s week-long Eye on India: Generation Next, the innovative travelling exhibit is also distributing flyers that soliciting opinion on topics ranging from what it is like to be young in India today, the importance of religion, caste, arranged marriages, what makes the youth proud to be Indian.

    Eye on India: Generation Next is being promoted extensively through an aggressive, 360 degree marketing campaign, a press note from the channel says.

    It explains that with the aim of generating awareness and drive appointment viewing, the campaign includes a comprehensive mix of trade and consumer advertising, both in print and online; promotional television spots on CNN’s Asia Pacific and Europe/Middle East / Africa feeds; online consumer contests, etc.

    CNN’s Eye on India focusses on India’s growing youth population. More than half a billion people under the age of 25 or one in 12 people in the world is a young Indian, and CNN’s week of special programming trains the spotlight on this demographic. This edition of Eye on India will include a series of special programmes on CNN, along with highlights of Indian youth in various segments of life, in business, sports, industry, etc.

    The programme kicked off on 18 March, and the channel hopes this will provide CNN’s global audiences a comprehensive look at the country’s youth.

  • Pirated software worth $2.1 mn seized in 2006 raids

    Pirated software worth $2.1 mn seized in 2006 raids

    BANGALORE: The total value of software seized in 2006 in the more than 200 anti-piracy raids carried out across the country is $2.1 million.

    The raids were conducted by the Business Software Alliance (BSA) and its member companies collectively and individually. BSA has vowed to step up enforcement actions in 2007 to further bring down piracy rates.

    Jeffrey J Hardee, BSA vice president and regional director, Asia-Pacific, said, “In over 200 actions that have been conducted by BSA and its member companies in 2006, we had found widespread use and sale of pirated software across Indian cities. With the high software piracy rate in India, it is important to highlight efforts of the industry in combating piracy through enforcement.”

    The BSA and its members have carried out raids in cities such as Delhi, Mumbai, Chennai, Kolkata, Ahmedabad, Bangalore and Hyderabad in 2006.

    As per the findings of the BSA-IDC study of 2005, the rate of PC software piracy in 2005 was 72 per cent. According to the statistics, the Indian software industry lost revenue to the tune of of $566 million in 2005.

     
    Hardee added, “BSA adopts a three pronged strategy i.e. spreading the awareness on the perils of piracy, training and education of users including use of specialized tools like software asset management (SAM) and enforcement, in addressing software piracy around the globe. Whilst enforcement is a last resort, it is an important part of our approach as it serves to underline the seriousness of the matter.”

    Pirated software that has been seized includes those from Adobe, Autodesk, McAfee, Microsoft and Symantec.

     
    The BSA maintains a close working relationship with the government and industry associations in India such as Nasscom. According to an economic impact study conducted by IDC, if the piracy rate is reduced by 10 points by 2009, India could benefit with an additional 115,000 new IT jobs; an additional $ 5.9 billion pumped into its economy and increased tax revenues of $ 386 million.