Tag: FM radio

  • Seven FM radio stations slammed in Pakistan

    MUMBAI: Seven FM radio stations in Pakistan have been shut down on account of illegal operations.

    A directive from the federal government prompted the Charsadda District Administration to block the radio stations on Sunday (29 March).

    The radio stations were used as a medium to telecast speeches of religious figures. They were used in mosques and for various religious conferences.

    The stations were reported to be actively working for the last four years in areas of Hussainabad, Sharnab, Charsadda Town, Charsadda Bosakhail Station and Tangikhail.

  • ‘If there are large eyeballs to address with local content, we will do it’ : Sumantra Dutta – Star country head, Middle East, Africa and Pakistan

    ‘If there are large eyeballs to address with local content, we will do it’ : Sumantra Dutta – Star country head, Middle East, Africa and Pakistan

    Star is eyeing growth in Middle East, Pakistan and Africa. Which is why it has created the new post of country head for these three markets and appointed Sumantra Dutta, who has been in the News Corp family for 14 years, to take up this role from 1 July.

     

    Dutta rejoins Star from News Outdoor India (News Corp‘s out-of-home subsidiary), where he served as the company‘s managing director.

     

    Dutta was also involved in the FM radio start-up venture and successfully established Radio City as a strong brand with a revenue that fell just below market leader Radio Mirchi which had a seven-station presence compared with Star‘s four.

     

    Prior to this, Dutta led Star India‘s advertising sales and marketing teams.

     

    In an interview with Indiantelevision.com, Dutta talks of his new role and the company‘s growth plans in the three markets that he will spearhead.

     

    Excerpts:

    By creating the new post of a country head for Middle East, Africa and Pakistan, has Star identified these three as high growth markets?
    Middle East is emerging as the hot spot for growth. Pakistan is also expected to boom because of globalisation. Africa is an almost virgin market for us and there is scope in taking our channels to various countries there. The businesses in these three markets is under exploited. The task is to identify the opportunities, develop distribution, push ad sales.

    Will Star‘s effort include localising content for the Middle East market?
    India and the Middle East share similarities in TV content consumption. In India, Star Plus is the leader channel and the Star bouquet is very strong. The task is to aggressively grow the Star brand in the region. The need to develop connect with the larger audience base is always there. We will study the market and find the right profiling, language and content offering.

    Even Zee network had to experiment with local content for further growth. Is the advertising revenue skewed heavily towards local content?
    The television ad spend in Middle East is broadly in the region of $1.5 billion. The free-to-air (FTA) channels account for 90 per cent of the total ad pie and within this category, Arabic content gets the lion‘s share.

    So will Star get into local content with local partners?
    There is scope to grow ad revenues even within the pay-TV segment. The Middle East is booming – be it in real estate, tourism, or other areas of business. Star has clear plans in servicing the burgeoning demand in this market. If there are large eyeballs to address with local content, we will do it. But our first task is to study the market and identify the gaps.

    How challenging is the Middle East market to conquer?
    The challenges are similar to that of India. It is a highly competitive environment and has about 360 channels beaming into the region. The only differentiator is that media buying and planning is much more sophisticated in India. The idea is to put the learnings of this market in place in the Middle East.

    I have the added advantage of being associated with Star‘s start-up businesses. The size of the business is really in the opportunity that it throws open for the company to exploit

    Isn‘t the distribution scenario also a lot more different?
    Distribution is much more organised than in India. The region has DTH (direct-to-home) and FTA. In India, cable TV continues to be strong. The idea is to also find newer channels and revenue streams. The mobile telephony base, for instance, is big and Star has not tapped this segment.

    What is Star‘s strategy going to be in these three markets?
    It is too early for me to define that now. But we need to go into a higher growth trajectory. Faster, higher, stronger – that is the credo. We will play the same game but with more attitude. We will be growing the team – because you are only as good as your team. The idea is to go and knock the ball out of the park.

    Don‘t you feel that you are being continuously marginalised into businesses that are relatively smaller in size than what you were earlier handling being part of Star India‘s core team in the broadcasting arena?
    I have the added advantage of being associated with Star‘s start-up businesses. I moved from the high of television to the FM radio space. I was out not to just launch a FM radio station, but to kick-start the entire category. In the outdoor advertising business, the challenge was to bring respect to the category and get the local administration lease out long-term contracts. The size of the business is really in the opportunity that it throws open for the company to exploit.

    Since News Corp is globally getting out of the outdoor business, is the India part up for sale?
    I wouldn‘t like to comment on this.

    For somebody who has been associated with Star for such a long period, which are your most precious moments?
    The launching of Star News in 1998 and National Geographic Channel in 1999 were momentous events. But nothing beats the launch of the Amitabh Bachchan-hosted game show Kaun Banega Crorepati (KBC) in July 2000 as it changed the fortunes of Star in India.

  • FM radio – Abuzz with activity

    The floodgates opened in 2007.

    The year gone by was a time when years of hard work and patience finally paid off for the radio industry in India. It was a year of intense competition, aggressive marketing and marginal creativity as private FM finally flowered in metros as well as tiny towns throughout the nation.

    Even though advertising crept up only slowly, and the government continued to pussyfoot around the issue of allowing news and current affairs on private radio, the mood stayed upbeat throughout the radio industry.
    With phase II of FM opening up the industry for private players, there was no holding back.

    Consider these figures. In 2006, 26 private FM stations were operationalised. In contrast, AIR saw ten FM stations operationalised in 2004 and an equal number in 2005, with just two in 2006.

    By October 2007, a total of 281 FM channels include 161 of All India Radio and 120 privately owned channels were operational.

    By the year end, there was a scramble among operators to put up stations in the 91 cities for which licenses had been doled out – held up in many places by the government’s delay in activating the transmission towers. It was no mean task. Entities like Big FM and Sun’s SFM have a quota of 45 stations each to put up, Mirchi has 32 and Bhaskar, the late entrant hurried to put up 17 stations on air. Most have reached their targets, some like BAG Films’ Dhamaal is yet to launch in four cities, and India Today’s Meow has five more cities in its kitty.

    But more than these numbers, it was programming and marketing of stations that were put up in a hurry that hogged the limelight. A trove of radio jockeys was unearthed from various corners of the country (some poached, a lot honed) to give that much needed edge to the programming, while contests and on ground events (particularly in the small towns) jostled for listener attention.

    The core content, despite the operators’ insistence to the contrary, stayed what the listener apparently wanted the most – Bollywood music.

    Music all the way
    They gave it their own tags – superhit music, hot adult contemporary music, latest hits – but the fact remained that recent Bollywood music played on most stations throughout the day, with experiments like western music and ‘old’ tracks relegated to the very early mornings or the very late nights.

    Very few, like Radio Indigo and Fever played differential western music and could attract only niche audiences, and fewer like Meow FM decided to take the ‘talk’ format and address the female audience directly. While Meow claimed that it had managed to hook the feminine ears in both Delhi and Kolkata, the other stations played safe and stuck to the ‘less talk, more music’ formula.

    The innovations came in other forms – Big FM devised a 100 chartbuster formula, to keep playing the ‘most wanted’ music all the time, while Radio One went for the 20 20 format to keep the elusive listener hooked to a show. “The 20 minute format works on the principle that if a listener is listening to an average time of 20 minutes, the programming mix is designed to achieve that,” officials averred, when the format launched in June.

    Radio City amplified its outlook with the Whatte Fun concept, that started with a music video and spun across programming to become a microsite of its own, which will probably have a larger life of its own in 2008. Big FM’s new digital division will be another entity to watch out for in 2008; launched in the last part of ’07, it began small with a podcast of its Bangalore station but promises a lot in the digital space.

    It was the myriad contests that remained the nectar to attract the bees, however. In the absence of a regular audience tracking methodology till October end, when TAM’s Radio Audience Measurement came into being, contests and big prizes stayed the carrots with which stations enticed listeners, who in the absence of differential programming, exhibited no real station loyalty.

    CSR also remained a strong buzz word on radio – from distributing raincoats to traffic police paying tribute to Kargil martyrs , aiding the flood hit in Rajkot to spreading AIDS awareness among truck drivers, the initiative also became a good on ground activity to popularise the stations.

    ‘Ad’ding up the revenues
    Overall radio advertising revenue, that was at Rs 3180 million in 2005, was expected to touch around Rs 6800 million this year, a figure that would still be around six per cent of the total ad pie.

    Advertisers are slowly but steadily beginning to view radio as a medium that can reach out to people, and need no more be a supporting medium. As industry veterans had predicted, the presence of more stations, drove listenership which fetched more ads too.

    Players like Big FM introduced uniform rate cards for advertisers in all its stations across India, to bring in rate transparency. Elsewhere, companies like MBPL offer sales support to Gwalior’s ‘Suno Lemon’, while a Radio Mirchi managed Radio Ghupshup’s national ad sales.

    Radio itself used other media aggressively to advertise itself, with radio stations’ advertising on TV tripling in one year.

    A measure of success
    After a long stint of the lone Indian Listenership Track of the MRUC that would release data in phases through the year, TAM finally brought out its data in the form of the Radio Audience Measurement by the end of October. While a majority of the stations contributed to the service, the initial findings released by RAM (operational only in Delhi, Mumbai and Bangalore with Kolkata on the cards) created a tizzy of sorts in the industry with stations staking claim to numero uno positions in either reach, listenership or in respective TGs. A few months down the line, the RAM data should help the industry find its feet, and tailor programming and marketing to suit the market it addresses.

    All India Radio
    The reign of the unchallenged state sponsored monarch was challenged in a big way in 2007, but some of the RAM figures indicate that AIR’s own FM, operational even in border areas where terrrestrial reach is a problem, continues to hold its own. AIR also continues to enjoy a monopoly on news and current affairs aes well as live cricket commentary, an area that gives it a huge edge over private FM competitors. The other player in the satellite space, Worldspace Radio, did not fare much better, despite innovations like a tie up with MSN India for streaming its content online.

    Community radio, 26 stations of which became operational this year, should become a force to reckon with this year. The government is also considering the proposed 5,000 licenses it plans to issue to be divided into sectors, such as farming community, fishing community, women and children and others, and issue the licenses accordingly.

    At present 26 stations, all by educational institutions are using community radio.

    Code of conduct
    While the I and B ministry said there would no separate regulatory authority for FM stations other than the Broadcast Regulatory Authority of India conceived in the proposed Broadcast Regulatory Services Bill, the Association of Radio Operators of India (AROI) formed an advisory committee for the creation of a self-regulatory Content Code for private FM radio broadcasting.

    The year wasn’t without its share of controversy. Uninhibited chatter by radio jockeys turned into a crisis of sorts when the north east erupted over a wayward comment on the Indian Idol winner. The case still hangs fire.

    Upward swing
    Needless to say, the sudden spurt of FM brought with it a fresh wave of young listeners, a wave aided in no small measure by the increasing reach of the mobile phone, which came loaded with the FM features. Over 85 per cent of radio listenership in metros by the end of the year happened on the move. The figures will only go up this year. Whether the curve is matched by an increased burst of creativity now remains to be seen.

  • ‘Over one third of BBC’s revenue comes from Asia’ : Sunita Rajan – BBC Worldwide VP- advertising sales, Asia and Australasia

    ‘Over one third of BBC’s revenue comes from Asia’ : Sunita Rajan – BBC Worldwide VP- advertising sales, Asia and Australasia

    BBC is expanding in the media space in India with not just new channel launches but also in the arena of FM radio and TV production.

    Among the recent launches are BBC Entertainment and Cbeebies. BBC World which was for years a free-to-air news channel, has gone pay to open up subscription revenues.

    BBC has also taken a minority stake in Mid Day Multimedia’s private FM station Radio One.

    And to expand its footprint in India, BBC has recently set up a production centre in Mumbai to tap the rapidly growing TV content market.

    In an interview with Indiantelevision’s Nasrin Sultana, Sunita Rajan, BBC Worldwide VP – advertising sales, Asia and Australasia, talks of BBC’s growth plans for this market.

    Excerpts:

    How is BBC giving the Asian region a push with its content, marketing and ad sales strategy?
    We have a strong presence in the Asia Pacific region. As far as the editorial position goes, our news bureaus are spread widely all over. We have Asia centric programming like Asia Business Report, Asia This Week and news features for Asians. We recently launched an Asia specific show – World News Today presented by Nik Gowing. All the shows are produced in London but our target is Asian audiences.

     

    Our India specific show India Business Report was favoured so much that we had to bring it back on air. But we are an international news channel. So our competition is not the local news channels of any country.

    Asia has been a strong revenue driver for BBC. How much does India contribute as a percentage to BBC’s total ad sales kitty?
    Over one third of the revenue comes from Asia. We do not break it down market by market. So I won’t be able to tell you about the Indian market alone. We have six beams of ad slots and rates across the globe. So an ad rate can be similar for India as well as in Latin America or South Asia. We kind of dice and slice it all across the globe.

    But the good thing is a good amount of ad sales comes from the Asia Pacific region. In recent times, we have seen a huge interest from our Indian clients to reach out to the Asia Pacific markets. At the moment, we are carrying campaigns by Indian clients targeted at the international audience.

    With this trend, how has BBC evolved an ad sales strategy?
    After some amount of internal research we found that there is a common trend among our audiences across countries. One commonality is that they are internationalists. Internationalists are those who are concerned about international news and have an international lifestyle. Keeping this in mind, we launched the “Internationalists campaign.” The campaign is nothing but telling “this is what our audience looks like”. What we did was we picked and chose the basic commonality of all the internationalists, which we identified.

    What is the basic idea behind the ‘Internationalists campaign’?
    Reaffirming and re-auditing that our audience are affluent. It is to give us a profile of our audience. We are focusing on this – through our content as well as on the advertising front. We are talking about Indians who are ‘internationalist’ in their attitude. We also did the Global Indian survey to find out who are affluent, who work in MNCs, who travel abroad, who use foreign products, and who are interested in the stock market.

    What is BBC’s audience profile in India?
    Affluent Indians living in the top 20 cities form the BBC audience profile. They are reflected in the ‘Internationalist’ campaign. The Indian audience or the ‘Internationalist’ is identical to any other Internationalist living in Tokyo, Korea or USA.

    Affluent Indians living in top 20 cities form BBC’s audience profile’

    Who are your major advertisers in India?
    We have 90 brands advertising coming from India on our channel. They are from various categories – financial institutions, IT and auto. Blue chip companies like Nokia and Samsung are strong advertisers on our channel.

    Since BBC has also launched a GEC, how are you tapping advertisers beyond the traditional news genre?
    GEC definitely has a different profile of advertisers. FMCG companies are an important breed of advertisers who back GECs. We are looking at tapping such companies.

    What are the marketing and advertising plans for the kids channel Cbeebies?
    Cbeebies is for pre-schoolers. No kids channel in India has such a target group. Cbeebies is very popular in other markets where we have launched. BBC’s Teletubbies is a most liked brand. We are looking for advertisers for our kids channel.

    Cbeebies is still restricted to a DTH footprint. How are you getting into carriage deals with the cable networks?
    Right now we are available on the TataSky DTH platform. But we are in talks for distribution deals across cable networks.

    How do you tap advertisers for Radio One where you are an equity partner with Mid-Day Multimedia?
    Though BBC has a stake in Radio One, we do not handle the advertising at all.

    BBC recently launched BBC Knowledge in Singapore. When are you bringing it to India?
    We launched BBC Knowledge in August on the IPTV platform. The channel showcases some of the best features and documentaries. We have 3000 hours of content in our archives. We are soon to launch BBC Knowledge in other markets too.

    How is the recently launched commercial venture BBC.com faring?
    BBC.com is our commercial venture to offer advertising on BBC’s international online service for users outside the UK. The current site has been very successful in attracting international traffic. Currently, it has more than 40 million unique users per month from outside the UK who mainly access the news pages.

  • ‘Line between credibility and sensationalism is becoming thinner ‘ : Anurradha Prasad – B.A.G Films and Media Limited MD

    ‘Line between credibility and sensationalism is becoming thinner ‘ : Anurradha Prasad – B.A.G Films and Media Limited MD

    B.A.G Films & Media Ltd. managing director Anurradha Prasad has her plate full. Having created a long list of popular TV shows, she now has her eyes fixed on FM radio, TV channels, animation and feature films.

    The company has spun separate subsidiary outfits for each of these activities. The news channels will be housed under B.A.G Newsline Network while the non news broadcasting venture will be under B.A.G Glamour.

    FM Radio is under B.A.G Infotainment and is operating under the Radio Dhamaal brand while animation will be via a joint venture with Sieindesign Co.

    In an interview with Indiantelevision.com’s Sibabrata Das, Prasad talks of the changing face of news television with the growth of tabloidisation, the excitement of FM radio and her plans to create a vertically integrated media empire.

    Excerpts:

    Are TV content companies in India under compulsion to foray into broadcasting space as an effort to scale up their business?
    We can go on doing a service job and generate ratings for the broadcasters. But the fundamental problem is that we have no ownership of those shows. So how do we do a forward and backward integration? We were already doing a 360 degree of content; now we have decided to do a 360 degree of media. If we don’t do it now, then when will we? We have taken the organisation into a position of strength. Now is the time to take the leap.

    Is the decision to have control over your destiny a fallout of B.A.G Films losing flagship shows like Sansani as Star News decided to do it themselves?
    It had nothing to do with Star retrenching our shows. It was actually a two-way process and the pullout happened in May-June. We were actually contemplating on our future course of action nine months back and last December we took a call. Having done content, we had learnt a whole gamut of things and we decided to move from B2B to B2C. The things started unfolding when we bid for FM radio stations and created a new company structure. We did our first placement in January.

    Were you looking at a model like Balaji Telefilms where a broadcaster picks up stake in the company and you venture into TV channels space enjoying an assured content supply?
    That is a good business model as it provides a huge element of security. But we wanted to be on our own. Surely, we run a higher risk. But India today is all about challenges. If we don’t take that up right now, we will have slipped an opportunity.

    You mean to say that this is the right timing?
    Media is attracting huge interest and is going to rule the entire consumer process. The whole distribution rejig is also happening. Cas (conditional access system) is being made mandatory, direct-to-home (DTH) platforms are up. Other media vehicles like mobile TV and internet are emerging . The cost paid for distribution is going to drop.

    We have created tried and proven content. We have already set up an infrastructure and have the resource network in place. What we have to do now, and correctly, is marketing, positioning and distribution. For us, it is a very calculative challenge.

    In the broadcasting space, why did you decide to get into the news and lifestyle genre?
    For the last two years, there has been growth in these genres. And they have been eating into the audience share of the general entertainment channels (GECs).

    Are Hindi news channels growing at the cost of the GECs because of crime shows and tabloidisation of news?
    The drama in the news channels is an important driver for getting eyeballs because GECs are totally focused on women. As the GECs provided no alternative for male and young viewers, they went to news channels.

    Won’t it be tough as you are entering at a time when the news market is getting fragmented among 4-5 players?
    The competition is huge and in the process people are going to any level to grab eyeballs. They are expanding the viewership through non fiction entertainment and are getting only TRP-driven. But in the process, they have never marketed their product or channel; they have sold cheap. The truth is that you can have a large number of eyeballs, but you may not necessarily enjoy fat revenues. People who watch news channels are not necessarily what the advertisers want. The perception you have created is very important. Which is why NDTV may have less viewership than some of the competitors but enjoys more revenues than them.

    Isn’t tabloidisation the winning bet for grabbing audiences in the Hindi news space?
    The non fiction entertainment in Hindi news channels has created a new kind of TV. But there are no isms being followed and the editorial staff is getting edgy in this battle for TRPs. We started tabloidisation in India with the properties (Sansani, etc) that we created for Star News. But even in that space, nobody could question our credibility. That is getting lost, especially in the last two years. And some of the good properties which are getting created outside this, are not being marketed or sold properly.

    How could you establish credibility in this genre which thrives on sensationalism?
    When we did Sansani, it was the most credible crime show. We did research and stood by our stories. We provided all the drama but also reflected the interest of the people; several tantriks who were duping people were exposed. More than programming, it was the helpline that added to the credibility. When others took the crime genre, they never did justice to it.

    As a serious organisation which is in the business of news, you can’t be doing certain things which are not credible. That line between credibility and sensationalism is very thin. And it is becoming thinner because of the growth of this genre.

    Do you see this trend growing?
    The cost of making some of this kind of programming, particularly relating to ghosts, is cheap – and there is an audience for this. But I don’t see this going on and on. It is also a happy India that we are in now.

    We plan to make a combined investment of Rs 4 billion in our broadcasting business

    Will we see opinionated news in your network?
    We will carry the opinion of the people. We should have the guts to say whatever we want to say. Otherwise, why should we be in the news business?

    How much will you be investing in your Hindi news channel?
    We plan to make a combined investment of Rs 4 billion in our broadcasting business. We are launching four channels – two in the news space, one lifestyle and `Bliss’ which will be all about mind, body and soul. For the news venture, we are pumping in Rs 2.5 billion. While the first will be a general Hindi news channel, we are still strategising on the second one. We expect to launch the Hindi news and lifestyle channels in October-November. We are using the Insat satellite and have applied for a teleport licence.

    Are you diluting 25 per cent stake each in the two broadcast companies, B.A.G Newsline Network and B.A.G Glamour, to raise Rs 2 billion?
    I can’t comment on it.

    Are India Bulls promoter Sameer Gehlaut and Kolkata-based High Growth Distributors individually picking up 12.5 per cent in each of the two companies? Have you raised Rs 1 billion each from them?
    We are a listed company. We can’t comment at this stage.

    How different will the lifestyle channel be?
    We are trying to create a new space. It will be a celebrity-driven, aspirational channel.

    For the FM radio business, would you require to raise fresh capital in B.A.G Infotainment?
    Our fund requirement is Rs 480 million. We have offloaded 10 per cent in the subsidiary company to IDBI Bank. B.A.G Films is investing through internal accruals and we have also tied up debt. We are adequately capitalised.

    Are you in talks with foreign investors?
    We will launch our brand and grow the business. We will create value before we decide to go in for a further dilution.

    When will all the 10 stations get launched?
    We have already launched Hissar and Karnal. Patiala is coming up next, followed by Muzaffarpur, Ranchi and then Jalgaon. We should have launched all our stations by August-September.

    What is the strategy behind bidding for the stations in the northern region and the sugar belt of Maharashtra?
    We believe that the towns we have selected will push for the radio revolution that has come so late in India. And the cities we have selected in the northern region falls within one extended stretch of tourist belt. Ranchi is an upcoming capital while Jabalpur is fully Hindi. In Maharashtra, the sugar belt has money.

    Will your stations have a common distinct personality?
    The tagline is `Hila ke rak de.’ This is because the belt we have selected, particularly in the north, is high on energy. We have trained our RJs accordingly. We will be a mass-based station as we have to first get the radio culture in those places.

    What are the plans for the animation business?
    We have entered into a joint venture with Sieindesign Co, a firm which has a presence in the production, distribution and licensing of animation movies and TV series. We will see this segment growing.

    How do you see growth in the parent company which will house the TV and film production business?
    We will continue to do fiction programming for general entertainment channels as we see no friction there with our new lines of broadcasting business. The scope, in fact, will broaden as a slew of new channels are in the process of being launched.

    We have also launched an international show Yeh Vaada Raha for Ary Digital, Dubai available in Pakistan, UAE, USA and UK. This is our first step towards going international. We are also foraying into Bengali feature Films with Ami,Yaseen aur amaar Madhubala. Directed by Budhadeb Dasgupta, it is set for release in October. All these efforts should give us topline and bottomline growth.

  • Kolkata firm picks up 12.5% stake in BAG Films

    Kolkata firm picks up 12.5% stake in BAG Films

    MUMBAI: B.A.G Films is diluting 12.55 per cent on an expanded equity to Kolkata-based High Growth Distributors (P) Ltd. for Rs 261 million.

    The production house will be making a preferential allotment of 13.07 million shares at a price of Rs 20 per share. “We have expansion plans and the funds will be utilised for this,” says B.A.G Films managing director Anuradha Prasad.
    Earlier India Bulls promoter Sameer Gehlaut acquired 25 per cent stake in B.A.G Films for Rs 262 million. On the expanded equity, Gehlaut’s holding will drop to 19 per cent.

    The promoters will have 38.39 per cent after the dilution, Prasad adds. Gehlaut’s open offer at Rs 13 per share for a further 20 per cent stake (as per regulatory requirement) would find no taker as the share price of B.A.G Films has jumped to Rs 23.

    Meanwhile, the company has decided to increase its authorised share capital from 100 million t0 125 million equity shares of Rs 2 each. The board has also given an in-principle approval to change the name of the company to B.A.G. Media Ltd or any variant thereof, subject to approvals.

    In the FM radio business run through subsidiary company B.A.G Infotainment, IDBI Bank has picked up a 10 per cent stake. The deal with Bank of Baroda for a similar stake did not conclude, says Prasad.

  • Broadcasting Bill to be fair and open: Dasmunsi

    Broadcasting Bill to be fair and open: Dasmunsi

    NEW DELHI: “Investors in the broadcast sector must realise that the government’s policy is open, and when the (broadcasting) bill is ready, the world will see and realise this,” said information and broadcasting minister PR Dasmunsi at the inauguration of the three-day Broadcast Engineering Society Expo 2007 today.

    Dasmunsi said, “There is a huge potential for development of broadcasting in India and we have a lot of advanced technologies available with us. What we need to have is proper selection of technologies suiting our requirements.”
    I&B secretary SK Arora, in his remarks said that in devising a regulatory framework, the interest of the consumer is foremost in government’s mind. The business models have to suit the large number of our consumers. Policy framework and the business models have to be in sync to cater to the consumer interest, he added.

    Sharing with his audience the excitement of living in this amazing age of broadcasting revolution, he stressed nevertheless that the government would ensure a level playing field for all, and more than that, not allow most of the consumers to be deprived of the benefits of technology. Prices need to be controlled to keep them affordable.

    “We must allow full play of technology, business and management to take shape successfully,” he said, adding, “the regulatory regime is crucial for the success of innovative ideas and products.”

    He had a critique of the government sector too, which, he said, lacked management skills. “The public sector must realise the commercial aspects, and be acutely conscious of working out systems to facilitate innovations and business models to become successful,” Arora held.

    He stressed that the core philosophy of the government was simple: the consumer. “Everyone must keep this in mind,” he added for good measure.

    Prasar Bharati’s experience in introducing newer technologies (TV, FM radio, DTH, now digitalisation and mobile TV) has helped develop the regulatory environment.

    “We have depended on the technological expertise of Prasar Bharati while designing the regulatory regime,” he explained.

    He felt that though the regulatory framework must have adequate provision for segmentation and exploitation of the market by investors, the business models they develop must be appropriate and new technology is carried to the people at affordable prices.

    The inauguration ceremony also saw BES president AS Guin, David Astley, secretary general of AsiaPacific Broadcasting Union, and Roger Crumpton, CEO of International Association of Broadcast Manufacturers address the more than 300 persons attending the function.

    ‘BROADCASTING MULTI-FACETED, MULTI-DIMENSIONAL’

    In his keynote address, Crumpton said that broadcasting is not only a multifaceted affair, as the title for this year’s Expo suggested, but a multidimensional one, in which the engineering challenges were just huge.

    Especially in India, he added, explaining that whereas only 19 per cent of the people in the US and 20 per cent in the UK were under 15, the figure is 35 per cent for India, and with this population the multiplicity of platforms is not important: content is everything.

    “It does not matter on what platform they are accessing it, but they want it where and when they choose and what they choose. This is the young demographics we are dealing with, which is cash-positive and time-negative,” Crumpton said.

    What was important in his speech was that he made presentations of when the first TV sets came and then the first colour TV sets came and it all seemed to people like him, and these are the people who are having to design technologies and content, so this aging generation of experts need to be in synch with the young demographics facing them.

    The challenge is that for this generation, there must be a clear agenda for creation and delivery of content, which will be constantly repurposed in real time, a situation where broadcasting will face this problem. Because there is a paradigm shift from tapes-based programming to file-based one, he explained.

    “There has to be a radical shift,” Crumpton argued, “for training, qualifying and accreditation systems.”

    And he saw a huge opportunity for India. He says this paradigm shift, combined with an ageing skilled workforce in the West has already started creating problems of skill shortages in the globally $11 billion broadcasting market, which is also facing revenue streaming threats from telecom and IPTV.

  • Big FM launches in Bikaner, Jhansi

    Big FM launches in Bikaner, Jhansi

    MUMBAI: BIG 92.7 FM has recently launched FM radio stations in Bikaner and Jhansi, taking the total count to 11.

    In the first phase of its launch, BIG 92.7 FM had set up stations in the cities of Delhi, Hyderabad, Chennai, Bangalore, Kolkata, Mumbai, Jammu, Srinagar and Aligarh.

    The second phase of launches will take BIG 92.7 FM to several mini-metros even as it has successfully bid to operate in 45 stations across the country.

  • ‘Consumer annoyance with intrusion in their space will take a new turn’

    ‘Consumer annoyance with intrusion in their space will take a new turn’

    Spatial Access Solutions managing partner Meenakshi Madhvani, while reviewing the predictions she made last year as to what the critical drivers in the television and media space would be, comes away pretty satisfied, and does some more crystal ball gazing…

     

    If there’s anything more challenging than predicting the media scene in India, it’s reviewing them a year later. It does feel good though if you are more right than wrong on your own predictions. Here’s how the reality played out in 2006 and some more predictions for 2007.

     

    Technology and its impact

     

    As predicted, the impact of technology on communication in 2006 was rather limited. Consumer pull rather than organizational push continues to determine the rate of acceptance and dissemination of technology. 2007 will see the adoption of newer technology but again, this is likely to be at the very top of pyramid. CAS may be pushed through by legislation but 3G, TiVo and wi-fi zones still appear to be a while away. Value-added SMS services though are likely to thrive.

     

    Consumers’ annoyance with intrusion in their space will take a new turn. We don’t think consumers are convinced that a “Do Not Disturb” option keeps pesky telemarketers at bay. In 2007, consumers will hit back. Beware all marketers who think they can intrude on consumers’ privacy and get away with it!

     

    The television medium

     

    Last year we had predicted that the television media owners would look at sampling the product and then worry about revenue. The resultant of this would be longer gestation periods and fewer media players who will want to enter the space on a whim. True enough, 2006 has seen no significant launches as far as television is concerned.

     

    To a great extent, this is also impacted by the lack of differentiation in product offerings. We had thought Times Now had the potential to make a dent in the English news segment but it doesn’t seem to have done as well as its competitors. Sticking to the basics though has meant that a NDTV 24×7 continues to hold its own and a CNN-IBN has created a niche for itself.

     

    We had also mentioned that those who do come in will be serious players with deep pockets. Our prediction that Disney’s entry would make players like Hungama feel the heat couldn’t have been truer. Disney went on to acquire Hungama!

     

    In 2007, we see major players attempting to build adequate critical mass and then leveraging on it. This could either mean acquisition of existing channels or launch of new ones to fill gaps in their content offerings. NDTV and their proposed general entertainment channel is a case in point.

     

    This brings us to the point on media companies who sought public funds for consolidation and expansion. 2007 should see a lot more activity in each of these companies. While entities like NDTV and TV18 are seen to be active, some like Mid-Day appear overdue for a significant expansion.

     

    We had also predicted that television channels (especially the bigger ones) would not be able to hold on to their advertising rates. This too is turning out to be true. The reasons are not hard to find: lack of differentiation and consumers drifting towards more compelling (read niche) content. Already, we see the effective rates for some top rated Hindi soaps dip by as much as 30% over the last quarter. On the other hand, niche content channels have been able to hold on to or slightly better their effective rates.

     

    The internet

     

    Last year we had predicted that the internet is going to come into its own in 2006. That has failed to happen or at least failed to match our expectations. 2007 should be year for advertisers to fully wake up to the potential of the web and for web marketers to accelerate the process. Failure to do so may result in advertising monies getting diverted to the “new” medium on the block – FM radio.

     

    FM radio

     

    Last year we had mentioned that 2007 and not 2006 will be the year of the radio. Though a few stations have managed to go on air, 2007 will see the complete roll-out. We believe the sheer numbers of channels present and the pressure to deliver a differentiated product will see a few exciting programming formats being developed.

     

    A contentious issue on radio is research data or the lack of it. We see a TV like situation developing where there may be more than one “industry” data source. The only way to avoid multiplicity of research data is for major players to come together and push the agenda for the industry. This also means that the only available research data, the ILT, needs to expand its coverage to more areas to be relevant to the radio channels and advertisers.

     

    Print

     

    The growth of smaller towns into bigger metros will result in more action for newspapers. While this means higher readership, it also means higher advertising costs. Newspaper publishers’ insistences on maintaining a low cover price mean that they are almost entirely dependent on advertising revenues to sustain the venture. Subsidizing cover price only works when there is adequate advertising support. Unfortunately, not all editions may be advertising money spinners. To make newspaper publishing a viable venture, newspapers will have to find a way to rationalize their cover price.

     

    Interestingly, the magazine scenario in India has become more active than ever before. While newspapers seem to be reaching new lows as far as cover price is concerned, magazine publishers, specifically those specializing in niche content, are intent on making circulation revenue a viable source of income.

     

    2007 may be too soon to expect newspapers to rationalize cover price but do expect magazines to up their cover price and consolidate.

     

    While at one point, newspaper supplements almost dealt the death blow to magazines, over a longer time period, the tables may turn. One factor is the size of operations. The bigger a newspaper grows, the more difficult it becomes to cater to specific reader groups and the more expensive it becomes to an advertiser. The cost of creating a 16 page supplement is soon not going to be justified by the ad revenue it brings in!

     

    The other factors are the speed and depth of coverage. Here, newspapers will get caught between news channels and magazines. And accelerating that process once again will be the consumer who demands what he wants rather than remain pleased with what he gets. Isn’t it ironical that some newspapers actually have magazine inserts these days?

     

    Other predictions

     

    An unlikely fall-out of segmentation of media is that we are likely to see more working relationships between players who are not in direct competition to each other. There is even likely to be greater co-operation between direct competitors, like India Today and Outlook, to protect their turf (magazine advertising) and grow it. A similar trend may be observed in radio.

     

    With consumers now buying around the year, traditional advertising peak periods, like Diwali, may well be on the decline. This can have serious ramifications on budgeting exercises for advertisers as well as the media.

     

    A shake out on media research seems likely in 2007. aMap versus TAM and NRS versus IRS are the two big title fights.

     

    Media agencies will continue to face a tough time, all of their own making. Dwindling avenues of compensation, advertisers seeking better ROI, Greater acceptance of the need for media audits, more aggressive media houses and man-power problems will continue to plague Media Agencies.

     

    With specialists emerging for each degree of the much abused 360 degrees approach to marketing, one wonders what will happen to the traditional media planner. However, all the specialization does present a great scope for people who specialize in multi-tasking to hold all of these activities together. Maybe the much abused client servicing person will be back in the spotlight, for the right reasons this time around.

     

    By the way, this is another prediction. 2007 will see the resurgence of the Account Executive – he will now play the role of the aggregator! Smart agencies will fuel this need among advertisers and help advertisers manage the process. Smart Agencies have realized that if you cannot get your client to give you all his business, lock stock and barrel, you keep an eye on the outflows and monitor where the money is going. For this you need sharp servicing!

     

    Finally, 2007 is a year in which we hope issues plaguing the industry are not swept under the carpet but addressed. (We at Spatial Access will be doing our bit to add transparency to the Industry)

     

    The rot, as they say, may be deep rooted but we need to make a start somewhere. And 2007 just seems right for it.

  • Anil Ambani plans foray into TV channel business

    Anil Ambani plans foray into TV channel business

    MUMBAI: Anil Ambani is planning to make an entry into the broadcasting business, the final piece in the media chain where he had so far stayed out.

    On his radar is the launch of an entertainment business channel through Adlabs Films, the listed company where he acquired a majority stake in mid-2005.
    “We are considering it and have given the proposal for the launch of an entertainment business channel. But the board has to approve of it,” Adlabs chairman and managing director Manmohan Shetty tells Indiantelevision.com.

    The idea is to capitalise on the contacts that Shetty has with the film industry and synergise content with Adlabs’ film production business. The channel would also provide information on the gross earnings from box office collections and other financial data.

    Shetty, however, did not wish to talk on the content front, saying “it was too early to talk about anything” till the go-ahead signal was given for launching the channel.

    Adlabs already has a presence in film processing, production and distribution business. The company is also stepping into TV content production and has bought out majority stake in Siddharth and Anita Basu’s production house Synergy Communications Pvt Ltd. Ambani has ventured into the FM radio sector with aggressive bids for stations.

    “The acquisition process is not completed yet. We would be pumping money into the content business after that. We will be making content for other TV channels through this company,” says Shetty. Synergy has produced popular shows like Kaun Banega Crorepati or KBC (an Indian version of the popular western game show Who Wants To Be A Millionaire) for Star and Jhalak Dikhla Jaa (a local adaption of Dancing With The Stars) for Sony.

    Adlabs has ambitious plans for animation. In the pipeline is a 3D feature film, Superstar, with Southern actor Rajnikanth’s Ochre Studios which is slated for release in April 2008. The second animation project is a feature based on the characters Gini & Jony, who represent one of the top brands in children apparel in India.

    “The first film will cost Rs 310 million and we will have a worldwide release. We haven’t finalised the budget for the second film as we are not ready with the script yet,” says Shetty.

    Rounding up the media cycle will be the foray into the broadcasting space. Ambani has already announced his plans for IPTV and a direct-to-home (DTH) service.